Summary: Development of a competitive strategy for the company. Development of an enterprise competition strategy Development of an enterprise competitive strategy and its effectiveness

Introduction

1. Analysis of the economic activities of Kontur LLC

1.1 General information about the enterprise

1.2 Analysis of financial performance indicators

1.3 Analysis of the external environment

1.4 Analysis internal environment

1.5 Analysis of the competitiveness of the enterprise

2. Development of a competitive strategy for Kontur LLC

2.1 Rationale for the choice of competitive strategy LLC "Kontur"

2.2 Development of measures to implement the strategy

2.3 Economic evaluation of the developed development strategy

LLC "Kontur"

Conclusion

List of sources used

Applications

Introduction

The relevance of the problem of developing a competitive strategy is due to a number of reasons.

Increasing competition and the accelerated development of technology have forced organizations to rethink the whole range of issues in managing their operating units.

In a market economy, an enterprise makes its own decisions, develops a strategy for its development, seeks the funds necessary for their implementation, recruits employees, purchases equipment and materials, solves many structural issues, including such as the creation, merger, liquidation, division, reorganization of the production and restructuring the organizational structure of management.

Becoming an object of commodity-money relations, having economic independence and being fully responsible for the results of its economic activity, the enterprise must form a management system that would ensure its high performance, competitiveness and stability in the market.

Modern companies have a complex structure determined by a wide range of activities, territorial distribution of divisions, and a variety of business relations with partners. At the same time, the dynamism of business processes increases, caused by the changing needs of the market, the orientation of the production of goods and services to the individual tastes of the consumer, constant technological improvement, and high competition. Thus, the management of enterprises is moving from the management of individual resources and functional units to the management of business processes that link together the activities of all enterprise structures.

Application of world experience in construction efficient companies is of great value for our country, which is carrying out a global economic reform and is actively taking root in the world economic system.

The purpose of the study is to develop a competitive strategy for Konur LLC.

To achieve this goal, the following tasks are considered:

explore the theoretical foundations for developing a competitive strategy for an enterprise;

perform an analysis of the competitiveness of Kontur LLC,

economically substantiate the competitive strategy of the enterprise.

The object of the study is an enterprise engaged in the sale of equipment LLC "Kontur".

The subject of the WRC is the strategic management of the enterprise.

As a hypothesis of the study, an assumption was made that the implementation of a competitive strategy will increase the efficiency of Kontur LLC.

The theoretical and methodological basis of the work was the works of such foreign economists as I. Ansoff, G. Mintzberg, M. Meskon, M. Porter, A. J. Strickland, A. Thompson, K. Hatten, A. Heduori, D. Shendel; as well as the works of Russian researchers (O.S. Vikhansky, G.Ya. Goldstein, V.S. Efremov, V.E. Kerimov, R.A. Fatkhutdinov, A.N. Khorin and many others). developments of such world famous consulting firms as Boston Consulting Group, McKinsey & Company, Arthur D. Little.

1. Competitive strategies of the enterprise

1 Factors involved in competition

The choice of a competitive strategy is due to two main points. First, the attractiveness of the industry in terms of long-term profitability, as well as the factors that determine it. Not all industries have an equal opportunity to remain profitable over the long term, so the inherent profitability of an industry is also a significant component of an individual company's profitability. The second central point in the choice of competition strategy is the factors that determine the relative competitive position of the firm within the industry. In most industries, some companies can be much more profitable than others, no matter what the industry average is.

The choice of a competitive strategy should be carried out only taking into account both points, each of them separately is not enough. Even if the company operates in a very attractive industry, its profits may not be high enough due to the wrong choice of competitive position. Conversely, if a company with an exceptional market position is operating in a completely unprofitable business, all efforts to strengthen this position may be fruitless. 7Both factors that determine the choice of competition strategy are dynamic in nature: the attractiveness of an industry and the profitability of a company can change over time, unprofitable industries and companies become profitable and vice versa; the same applies to the competitive position of the company - it changes, reflecting the ongoing struggle of rivals. No matter how long the period of stability in the market is, an unexpected competitive move by one of the participants can immediately destabilize the entire market.

The first fundamental factor in the profitability of the company is the attractiveness of the industry. Competitive strategy should be developed on the basis of a comprehensive understanding of the rules of competition, which determine the attractiveness or profitability of a particular type of business. The ultimate goal of competitive strategy is to master these rules, and also - ideally - to be able to change them in the interests of the company. In any industry, be it a national or international industry, the production of goods or the service sector 9, the rules of competition are based on five driving competitive forces: the entry of new competitors into the market, the threat from substitutes, the bargaining power of buyers, the bargaining power of suppliers, and the rivalry between competitors operating in the market (see Figure 1.1).

The combined action of these five forces determines a company's ability to earn an average return on invested capital that exceeds the cost of capital. The combined power of these five forces varies by type of industry and may change as the industry evolves. As a result different types industries are far from the same in terms of potential profitability. If in any industry the action of competitive forces favors the companies in the market (as is the case, for example, in the production of medicines, soft drinks, in the creation of databases), most competing companies receive high profits. But in industries where one of the forces is too intense (for example, such a situation takes place in the production of rubber, steel, computer games), very few firms can expect high profits, despite the best efforts of management. The profitability of an industry does not depend in any way on the appearance of the product, on whether the latest technologies are used in its production - the profitability of an industry is determined solely by its structure. Some quite "modest" industries, such as the production of postal scales or the grain trade, are extremely profitable, while some more "luxury", high-tech areas, such as the production of personal computers or cable television, are far from being profitable for many participants. the most profitable.

Rice. 1.1. Five Competitive Forces Determining Industry Profitability

The profitability of the industry as a whole is determined by the action of the above five forces, since they affect the prices, costs and level of required investments of companies operating in the industry - all of these elements are also components of the return on investment. The bargaining power of buyers directly affects what prices a company can charge its products, just as the threat from substitute products (substitutes) affects prices. The bargaining power of buyers also determines the size of costs and investments - "powerful" buyers require expensive maintenance. The cost of raw materials and other materials depends on the bargaining power of suppliers. The intensity of competition also affects prices, as well as the costs of competition, in areas such as manufacturing, product development, advertising, and sales. The constant threat of the emergence of new competitors limits price growth and determines the required starting level of investment, which is a tool to curb the influx of new competitors.

The intensity of each of these forces is determined by the structure of the industry or the underlying economic and technical characteristics of the industry. Its most important elements are shown in Fig. 1.2. The structure of the industry is relatively stable, but may change over time as it (the industry) develops. Changes in the structure affect both the absolute and relative intensity of each of the five forces, and, accordingly, positively or negatively affect the profitability of the entire industry. To develop a strategy, the most important are those trends in the development of the industry that have an impact on the structure of the industry as a whole.

But if the competitive forces described above and the structural factors that determine them were simply derived from the internal characteristics of the industry, competitive strategy would then depend solely on choosing the “right” industry, as well as on the ability to understand the operation of the five main forces better than competitors can do. . But, although this is the most important task facing any company, and this is the essence of the strategy of competition in a number of industries, the company is usually not a hostage to the structure of the industry. By applying certain strategies, the company can manage the forces of competition.

But if any firm can change the structure of an industry, that means that the same firm can fundamentally change the profitability of an industry, for better or worse. Many companies, having chosen a successful strategy, have been able to change the rules of competition in this way.

On fig. 1.2 shows in detail all the elements of the structure of the industry that affect the course of competition. The Five Forces Theory allows you to identify patterns in this complex formation and determine those factors that are crucial for competition in this industry. This theory also allows you to identify strategic innovations that would maximize the profitability of both the industry and the company itself. However, the theory of five forces does not negate the need for a creative approach to finding new ways to compete in a particular industry. This theory directs the creative energy of managers to those aspects of industry structure that are of particular importance to long-term profitability.

Rice. 1.2. Elements of industry structure

Often a company takes one step or another in the implementation of a competitive strategy without realizing what consequences this move can have in the long run for the entire structure of the industry. If the move was successful and the company took a more favorable position in the industry, the company's management is unlikely to be interested in the consequences of retaliatory moves from competitors.

Two main types competitive advantage combined with the area in which the company is trying to achieve these advantages, allow it to develop three of the most common competitive strategies with which to achieve a level of efficiency above the industry average: cost leadership, differentiation and focus. The focus strategy has two varieties: cost focus and differentiation focus. These three strategies are shown in Fig. 1.3.

Rice. 1.3. General Competition Strategies

Each of the general strategies involves fundamentally different paths to obtaining competitive advantages, which are made up of a combination of the very choice of a particular type of advantage sought, as well as the scale of strategic goals within which these advantages are planned to be obtained. Cost leadership and differentiation strategies typically focus on gaining competitive advantage across a broad range of industry segments, while focus strategies focus on gaining cost advantage or differentiation in narrow industry segments. The specific actions required to implement each strategy will vary depending on the type of industry, and the possibilities of implementing a particular general strategy in a particular industry will also be different. It is not easy to choose a general strategy, and even more difficult to implement it in practice, but there are logically "built" ways to gain competitive advantage, and these ways can be tried in any industry.

The main thing to understand about the most common strategies is that each of these strategies is inherently focused on obtaining certain competitive advantages and in order to achieve these advantages, the company must make a choice, that is, decide what type of competitive advantages it needs. needed and to what extent the company will pursue these benefits. It is impossible to be “everything for everyone” - this is a strategic recipe for mediocre and ineffective activity; often this means that the company lacks any competitive advantage.

The cost minimization strategy is the most obvious and understandable. As part of this strategy, the company aims to establish low-cost production of goods in the industry. Typically, such a company has a wide scope of activity: the company serves several segments of the industry, while capturing, if possible, related industries - often it is such a wide scope of activity that allows the company to achieve leadership in minimizing costs. The sources of cost advantages can be very diverse and vary by industry type. These can be efficiency gains through economies of scale, proprietary technologies, special access rights to raw material sources, and many other factors, which will be discussed in more detail in Chapter 3. size, low cost design, automatic assembly and global production scale that fund research and development. If a company provides security services, cost advantages are created by low overheads, excess cheap work force, as well as effective training programs, which are necessary due to the high turnover of personnel in this area. Being a low-cost producer is not just about taking advantage of the learning curve. Such manufacturers must constantly look for new sources of cost advantage and make the most of them.

The logic of a cost-minimizing leadership strategy usually requires the company to become the sole leader, not just be part of a group of those who aspire to this position. Many companies that refused to acknowledge this fact made a serious strategic mistake. When there are several candidates for the position of leader in minimizing costs, the rivalry between them becomes especially fierce - after all, each, even the smallest, market segment begins to be of decisive importance. And until one of the companies takes the lead, "convincing" the rest of the competitors to change strategy, the consequences of this struggle for profitability (and also for the structure of the industry in the long term) can be very detrimental, and this has been the case with several petrochemical enterprises. industry. Thus, the strategy of cost leadership is basically based on the priority right to have a certain advantage - and the company is forced to give up this right, unless at some point it has the opportunity to radically change its position in relation to costs thanks to major technological advances.

The third general competitive strategy is the focus strategy. This strategy differs from the others: it is based on the choice of a narrow area of competition within a particular industry. A company that has chosen a focus strategy selects a specific segment or group of industry segments and directs its activities to serve exclusively this segment or segments. By optimizing its strategy in accordance with target segments, the company tries to gain certain competitive advantages in these segments, although it may not have overall competitive advantages within the entire industry.

The focusing strategy comes in two varieties. Focusing on costs is a strategy in which a company, operating in its target segment, tries to gain an advantage at the expense of low costs. By focusing on differentiation, a company differentiates in its target segment. Both strategy options are based on the features that distinguish the selected target segment from other segments of the industry. The target segment is likely to include both customers with special needs and production and distribution systems that best suit them and differ on this basis from industry standards. When focusing on costs, the company takes advantage of differences in their structure in various sectors of the industry, while when focusing on differentiation, the company benefits from the fact that in certain market segments there are special groups of buyers with special needs. The existence of such differences in cost structure and consumer demand suggests that these segments are poorly served by broad-based competitors - such companies serve these special segments on an equal footing with everyone else. In this case, the company that has chosen the focus strategy gains competitive advantages by fully focusing its work on this segment. It doesn't matter if it's a narrow segment or a broad segment: the essence of the focus strategy is that the company receives income from those features of this segment that distinguish it from other sectors of the industry. A narrow specialization in itself is not enough for a company to achieve performance indicators that will be above the market average.

Usually a company must choose for itself a specific type of both - otherwise it will find itself stuck between leaders and laggards. If a company tries to simultaneously serve a large number of diverse market segments, choosing to focus on costs or differentiation, it loses the benefits that it could gain by optimizing its strategy for a specific target segment (focusing). Sometimes a company manages to create two completely independent business units within the same corporation, and each of these units implements its own strategy. A good example of this is the British hotel firm Trusthouse Forte, which has created five separate hotel chains, each targeting a specific market segment. However, such a company must strictly separate from each other the units focused on the implementation of various strategies - otherwise, none of these units will achieve the competitive advantages that are expected to be obtained as a result of the implementation of the strategy chosen by the management. An approach to competition in which management allows for the transfer corporate culture from one business unit to another, and does not have a clearly defined policy in relation to each business unit, undermines the competitive strategy of each business unit and the entire corporation, and leads to the fact that the company falls into the category of “stalled”.

If a firm manages to achieve cost leadership while remaining a producer of a differentiated product, it will be generously rewarded for its efforts: differentiation implies a high price for the product, and cost leadership - low costs.

So the benefits add up. An example of a company that has achieved both cost leadership and differentiation strategies is Crown Cork & Seal, a metal container manufacturer. The company specializes in the production of containers for liquid products - beer, soft drinks, aerosols. The company's products are made of steel, unlike other companies that produce both steel and aluminum containers. In its target segments, the company differentiates its product through special service and technological support, as well as offering a full range of steel sealed cans, metal closures and can sealing equipment. This type of differentiation would be more difficult to achieve in other sectors of the industry where customers have different needs. At the same time, Crown is focusing its production on only the types of containers required by customers in its target sectors and is actively investing in state-of-the-art two-piece sealed can packaging technology. As a result, Crown, most likely, has also received the status of a low-cost manufacturer in its market segments.

A firm can simultaneously implement a differentiation strategy and achieve cost leadership if the following three conditions are met: The company's competitors are stuck. When a company's competitors get stuck, nothing they can do can put the company in a position where cost leadership and differentiation are incompatible. This is exactly what happened with Crown Cork. The company's most serious competitors did not invest in low-cost steel container technology, so the company was able to achieve cost savings without sacrificing product differentiation. But if the company's competitors had adopted a cost leadership strategy, Crown's attempt to become a low-cost producer of a differentiated product would have been doomed: the company would have been stuck. Indeed, in this case, all opportunities to reduce costs without sacrificing differentiation would already be used by Crown's competitors.

However, the situation when competitors “slip”, and the company itself, due to this, achieves advantages in both cost and differentiation, is often temporary. Eventually, one of the competitors will start implementing one of the general competitive strategies and will also succeed admirably in finding a balance between costs and differentiation. That is, the company still has to choose a certain type of competitive advantage, which it is focused on and which it will try to maintain for a long period of time. Weak competitors are also dangerous: under these conditions, the company is trying to achieve both differentiation and cost minimization, trying to combine these two strands of strategy, but as a result, such a company will be exposed if a new powerful competitor enters the market.

Cost levels are influenced by market share and industry relationships. It is possible to achieve both leadership in cost minimization and differentiation if the level of costs is determined by the size of the market, and to a greater extent than by product design, manufacturability, service level and other factors. If a company gains advantages by having a significant market share, cost advantages allow the company not to lose its leading position in cost even if the company incurs additional costs in other areas.

Each of the three strategies is associated with risks of a certain kind - these risks are presented in table 1.

Table 1 Risks associated with each of the general competitive strategies

The consistent implementation of any of the general competitive strategies requires that the firm create certain barriers that make it difficult for competitors to imitate the strategy. Since it is hardly possible to create absolutely insurmountable barriers of this kind, the company must become a "moving target" for competitors, constantly trying to move to more advantageous positions and investing in those measures that contribute to this. The potential threat to the company also comes from competitors who implement a strategy different from the strategy of this company.

Table 1 shows which methods should be used to attack competitors who have chosen a particular strategy. For example, if a company chooses only differentiation, it may be successfully opposed by another company that will sharply reduce prices and the level of product differentiation, which will ultimately lead to a shift in the interests of buyers to other differentiation parameters; Another way to attack a company that has chosen differentiation is through focusing.

In some industries, the very structure of the industry or the dispositions of competitors are such that the use of any of the general strategies to gain competitive advantage is simply ruled out. For example, a company cannot achieve a real, significant cost advantage because a number of competitors are in a similar position regarding economies of scale in access to raw materials and other cost-reducing sources. Similarly, an industry that has only a few segments or the differences between segments are not clearly defined (for example, the production of low density polyethylene), is not fertile ground for the implementation of a focus strategy. This means that the possibilities of using each strategy are different depending on the type of industry. However, in many industries, all three common competitive strategies can advantageously coexist, but only if different companies choose different strategies or different bases for differentiation and focus. Particularly profitable are industries where a few strong companies are on the path of differentiation, but the strategy of each of them is based on different sources of creation. use value. This situation usually improves the structure of the industry and leads to a stable disposition of competitors in it. But if suddenly two or more companies choose the same type of overall strategy or the same basis for differentiation and focus, the result is a protracted and disadvantageous war for either side. The worst scenario for the development of the situation is the struggle of several companies at once for leadership in costs. The choice of strategy, therefore, also depends on which strategies are chosen by competitors, as well as on how much it will cost the company to change its position in the industry.

The concept of the most general strategies is based on the assumption that there are certain ways to gain competitive advantage, and these ways are determined by the structure of the industry. If all firms in an industry were to build their activities on the principles of a competitive strategy, everyone would choose different sources of competitive advantage. Of course, not everyone would be successful at this, but in any case, the three general strategies are three different paths to the most efficient operation of the company. Some of the old theories strategic planning were too narrow: as a rule, they were based on only one way to gain a competitive advantage - minimizing costs. Such theories fail to explain the success of many companies—indeed, their practical application leads to the fact that all firms in an industry will seek the same type of competitive advantage, trying to achieve these advantages in the same way. Needless to say, the results of this process are quite predictable and destructive.

1.2 Value chain and competitive advantage

The nature of competitive advantage cannot be understood simply by looking at the firm as a whole. Competitive advantage develops as a result of the implementation of many individual activities that are part of the development, production, marketing, delivery and service of each product of the company. Each of these activities can help establish a firm's competitive cost position and provide a basis for differentiation. For example, a company may have several different sources of advantage in minimizing costs: a low-cost distribution system, highly efficient assembly processes, or maximum utilization of the sales force. Differentiation can also be the result of equally varied factors, including, for example, the purchase of high-quality raw materials, a flexible order processing system, or high-end product design.

To analyze the nature of competitive advantage, it is necessary to examine all the activities carried out by the company and understand their interaction.

Applying the concept of the value chain, it is possible to identify strategically important activities in the firm's activities and thus understand the cost picture and identify potential sources of differentiation. Competitive advantage is gained by the company that performs strategically important activities at lower cost or more efficiently than competitors.

Each company's value chain is made up of a wide variety of various kinds activities, which is called the value creation system. Each of the company's suppliers also has a value chain (value input) where the products the company purchases for its value chain are manufactured and delivered.

Suppliers don't just provide needed products; they have a very direct impact on the work of the firm, and in many ways. In addition, many products on their way to the consumer go through the entire value chain corresponding to the distribution channels (value created by the channel). Distribution channels provide additional types activities that directly concern the buyer, but also affect the company's activities. The company's product eventually becomes part of the value chain created for the consumer.

It is from the company itself and the role of its products in the value chain for the consumer that the possibility of creating a solid basis for differentiating the company's products depends. To achieve and maintain competitive advantages, one must have a good understanding of both the structure of the company's value chain and the company's position in the overall value system.

Even if companies operate in the same industry, their value chains still tend to differ. These differences are due to the history of each company, its strategy, as well as the success of its implementation. One significant difference between companies, as well as their value chains, is the scale of competition, which also represents a potential source of competitive advantage. If a company serves one particular segment of an industry, it can tailor its value chain to that segment, resulting in cost savings or differentiation in serving that segment relative to competitors. The expansion or contraction of the geography of the markets in which the company operates can also affect competitive advantages; this is also true of the degree of integration in certain activities. Finally, competition in related industries, where value chains are coordinated in some way, can lead to competitive advantage through interconnections. A company can take advantage of scale on its own OR by forming a coalition with other firms for this purpose. Each company can be thought of as a collection of different activities that develop, manufacture, market, deliver, and service its products. All these activities are combined into a value chain, which is schematically depicted in Fig. 1.4. A company's value chain and how a company performs certain activities is, together, the value chain and competitive advantage, a reflection of its history, strategy, its approach to executing its strategy, and the business activities of its internal divisions.

Supporting activitiesProduction and infrastructure of the companyHuman resourcesTechnologyMaterials and technical supportProvision of supply of raw materials, etc.Performance of workSales MarketingAfter-sales serviceProfitPrimary activities Rice. 1.4. Value chain

The value chain allows you to see what value is made up of; it consists of value-creating activities and profits or margins. The types of activities that directly create value are different from the physical and technological points of view, the operations performed by the firm. These are the building blocks with which the firm creates products that are of value to customers. The margin (markup) from which the profit derives is the difference between the total cost, the price of the product, and the summed costs of performing value-creating operations. Markup (and hence profit) can be measured in a variety of ways. The value chains of a company's suppliers and distribution channels also have a markup, but in order to understand the sources of a company's cost competitiveness, it is important to exclude these types of profits from consideration, since the profits of suppliers and distribution channels are part of the total costs paid by the buyer .

Each value-creating activity includes acquired resources, human resources (labor and managerial), and some form of technology with which the activity is carried out. Each value creation activity also uses and creates information - such as customer information (order database), parameters specifications(testing), as well as statistics of low-quality products. Various value-creating activities can also create financial assets such as inventories or accounts receivable. In order to identify potential sources of competitive advantage, it is first necessary to describe the structure of the value chain of a company that competes in an industry. . It is necessary to start with the chain in general terms, highlighting individual types of value creation activities in the company's work. Each of the general categories

2. Analysis of the economic activities of Kontur LLC

2.1 General information about the enterprise

Limited Liability Company "Kontur" was founded in 2006.

Location of the enterprise: 236023, Kaliningrad, Sovetsky pr-t, 188 B.

The company "Kontur" is one of the group of enterprises operating under the trademark "KONTURTERM"

A copy of the certificate of admission to work is shown in Appendix 1. A copy of the list of works - in Appendix 2.

The main specialization is the complex supply and installation of equipment and materials for boiler rooms, industrial and domestic heating systems, water supply and water treatment.

The price for services is presented in Appendix 3.

The company's activities cover the entire range of technological processes associated with the design, preparation, installation and maintenance of equipment and materials for boilers, heating systems, water supply and water treatment.

Sustainable and long-term cooperation with reputable manufacturers such as Buderus, Viessmann, Junkers, Ariston, Purmo, KME, Grundfos, Wilo, Herz, Jeremias and others allow Kontur to offer customers the most modern equipment and the latest technologies.

Company Services:

inspection of the object;

development of a design solution for the facility;

provision of design estimates;

delivery to the facility and installation of equipment;

commissioning works;

warranty and service maintenance of equipment and systems.

Basic principles of activity:

Usage modern technologies

The Kontur company supplies advanced equipment and materials from leading European manufacturers, striving to present the latest developments in the field of boiler equipment, heating technologies, water supply and water treatment.

Responsibility for quality and reliability

The organization supplies equipment and materials from manufacturers whose products have an impeccable reputation in the world market. All equipment is subject to warranty and service maintenance. In addition, customers of OOO Kontur can always get prompt advice from specialists. An unconditional rule is to provide the supplied equipment with all consumables and guaranteed service.

Always in stock

A distinctive feature of our company is the constant availability of goods in the assortment (more than 12,000 items).

A complex approach

The company carries out a full range of works on design, assembly, supply, installation and service.

Collaboration and partnership

The company works in partnership with leading design organizations, architectural workshops, construction and assembly firms. All our partners, including retail customers, are provided with a loyalty card.

The Kontur company is one of the leaders in the Kaliningrad market among enterprises involved in the creation of warmth and comfort. Comfort in premises of any level of complexity is the result of many years of work of the company's employees. A wide range of auxiliary equipment and tools allows you to save time and money on installation.

KonturStroy LLC, a division of the company that provides installation and maintenance services, is a member of the Non-Commercial Partnership " Self-regulatory organization"Construction Union of the Kaliningrad Region".

The Konturterm company in Kaliningrad and the region built boiler houses, installed heating and water supply systems in residential, administrative and industrial buildings, such as the Maritime Port Authority, Rossiya and Zarya cinemas, Maksik, Lazurit, Mandrev furniture factories , the sanatorium "Yantarny Bereg", the hotels "Kaliningrad", "Moscow", the combine "Products of Food", new apartment buildings on the streets of Litovsky Val, Ostrovsky and many other objects.

The organizational structure of the company is presented in Appendix 4.

The structure of the company includes the following services and departments:

financial management (accounting, audit department and informatization department),

Marketing Directorate (Product Marketing Department and Promotion Marketing Department),

logistics department (supply department, warehouse logistics department),

general directorate (transport department, administrative and economic department),

service directorate (service center, production and technical department, assembly site),

technical directorate,

commercial management (retail department, sales department, order desk),

secretariat.

The organizational structure of Kontur LLC can be characterized as a combined one. In general, it is built on a linear-functional principle, however, a number of departments work as divisional structures, for example, the technical department has three divisional structures on a product basis:

heating department,

heating and air conditioning department

department of water supply and filtration.

There are 2 forms of remuneration in Kontur LLC:

Time-bonus wages;
Piecework wage system.

With time-bonus wages, bonuses can be accrued along with wages. At the same time, bonuses are set both in fixed amounts and as a percentage of salary. Wages for time-bonus wages are calculated in the same way as for simple time wages. The amount of the bonus is added to the employee's salary and paid along with it.

In the piecework system of remuneration, the employee is paid for the amount of products (works, services) that he has produced.

Consider the activities of the enterprise in the context of individual areas (see Table. 1).

Table 1 The volume of services rendered by Kontur LLC by directions for the period from 2009 to 2011 (in %)

Type of activity 2009 2010 2011 Sale of gas and boiler equipment 403038 Installation of gas and boiler equipment 304045 Provision of services to the population for the repair of gas and boiler equipment 201513 Sale and installation of water treatment equipment 5102 Rental of tools 552

Let's graphically represent the structure of the enterprise's activities (see Fig. 2.1).

Rice. 2.1. Types of activities LLC "Kontur"

As can be seen from the figure, the main activity for the company is the sale and installation of gas and boiler equipment. Tool rental and water treatment equipment sales play a much smaller role in the company's sales volume.

A more detailed analysis of the financial performance of the company is shown in the next section.

Thus, Kontur LLC is a dynamically developing enterprise in the field of sale and maintenance of boiler, gas and water treatment equipment. The company has a good reputation as a supplier of equipment and as an employer.

2.2 Analysis of financial performance indicators

Let's analyze the main performance indicators of the enterprise (see Table 2).

From table 2 we can conclude:

In 2009, there was a deterioration in performance (profit), but in 2010 the situation leveled off.

Table 2 Technical and economic indicators of the activity of Kontur LLC

Indicator2009 g.2000 g.2009 2010-2009 2005 2011-2010 GGS. GROWTH,% ABS. Growth,% Revenue without VAT, thousand rubles.34 , ths. rub. 596532469-6389-6388 Return on equity, %5671841412613119 Return on sales, % 10.90.510.1-10.4-9.6-

Revenue grew in both 2010 and 2011. In 2011, the cost price grew at a slower pace than revenue - this is a favorable trend.

In 2010, the company made a loss.

The cost of fixed production assets and the number of personnel are growing systematically during the period under review.

Labor productivity is constantly declining, which indicates a decrease in the efficiency of staff use.

The return on equity increases in both 2010 and 2011, which indicates an increase in the efficiency of equipment use.

The dynamics of the main performance indicators is illustrated in Figure 2.2.

Let's evaluate the dynamics of various profitability indicators (see Table 3).

The analysis of the dynamics of profitability showed that in 2011 all indicators are growing, and in 2010 there is a fall in most indicators, due to a decrease in profits.

Rice. 2.2. Dynamics of performance indicators of Kontur LLC

Table 3 Dynamics of profitability indicators of Kontur LLC

No. Indicator name Calculation method 2009 2010 Oct 2011 Oct 2011 1 Return on sales Profit from sales / Proceeds from sales * 10010.90.5-10.410.19.62 Return on the total capital of the enterprise 2-5.50.63.83 Return on equity capital, thousand rubles 780.5460.5-320181.5-279

The analysis showed that the value of all property of the enterprise is growing over the period under review, and the amount of equity capital is decreasing. The latest trend is caused by a decline in profits. Graphically, the dynamics of indicators is shown in Figure 2.3.

Rice. 2.3. Dynamics of profitability indicators of Kontur LLC

We will assess the ability of the organization to pay off its obligations in a timely and complete manner, that is, we will analyze liquidity and solvency. To do this, we will divide the assets of Kontur LLC according to the degree of liquidity (see Table 4).

Table 4 Analysis of the liquidity of the balance sheet of Kontur LLC, at the end of the period (in thousand rubles)

ASSET (figure / symbol) 2009 2010 god2011 godNaibolee liquid assets (A1) 165118237Bystro realizable assets (A2) 389434736587Medlenno realizable assets (A3) 150601803815603Trudno realizable assets (A4) 377551609Itogo: 194962322422836PASSIVNaibolee term liabilities (P1) 186842282522546Kratkosrochnye liabilities (P2) 027544Dolgosrochnye obligations ( P3) 800 Own funds (P4) (line 490) 804117246Total: 194962322422836

According to Table 4, let's perform an assessment of liquidity (see Table 5).

Based on the results of the analysis, it can be concluded that in almost all periods the balance sheet of the enterprise is conditionally liquid, inequalities 1 and 4 are not met.

Table 5 Estimation of the liquidity of the balance sheet of Kontur LLC

Norm 2009 2010 2011 A1 ? P1A1< П1A1 < П1A1 < П1А2 ? П2А2 >P2A2 > P2A2 > P2A3 ? P3A3 > P3A3 > P3A3 > P3A4 ? П4А4< П4А4 >P4A4 > P4

Table 6 Dynamics of liquidity and solvency indicators of Kontur LLC

No. Indicator name Calculation method norm 2009 2010 Otk-e2011 Otk-e1 Current liquidity ratio (A1 + A2 + A3) / (P1 + P2)? 21.020.98-0.040.98-2 Critical liquidity ratio (A1 + A2) / (P1+P2)?0.8-10.220.20-0.020.290.093 Absolute liquidity ratio A1/(P1+P2)?0.20.0080.050.420.002-0.0484 Solvency ratio for the year (A1+0.5A2+0.3A3 )/ (P1+0.5P2+0.3P3)?10.350.360.010.36-5Share of working capital in the assets of the organizationL6=(A1+A2+A3)/ (A1+A2+A3+A4)?0.50.980.98-0 .97-0.01

According to Table 6, we can conclude that Kontur LLC is not liquid by most indicators. Corresponds to the norm only the indicator of the share of working capital in the assets of the organization. In 2011, the situation by most indicators is only getting worse.

To assess the degree of independence of the enterprise from borrowed sources of financing, we analyze financial stability (see Table 7).

Table 7 Dynamics of indicators of financial stability of Kontur LLC

No. Indicator nameCalculation methodnorm20092010Otk-ya2011Otk-ya1 Capitalization coefficient (line 590+line 690) /(line 490)? 1,523.2197.7174.591.8-105.92 Coefficient of provision with own sources of financing (p. 490-p. 190) / (p. 290)? financial independence (line 490) / (line 700) 0.4-060.050.005-0.0450.010.0054 Funding ratio (line 490) / (line 590 + line 690)? 0.70.040.005-0.0350 .010.0055 Financial stability ratio (line 590+line 690) /(line 700)?0.50.950.990.0410.01

Table 7 shows that almost all indicators show a negative trend and by 2010 the indicators do not reach the standards. The exception is the financial stability ratio, which has reached the standard. This means that virtually all assets are financed from sustainable sources.

In general, the calculated indicators and the analysis carried out indicate the unstable financial condition of Kontur LLC.

2.3 Analysis of the external environment

The market for boiler and gas equipment directly depends on the development of the construction market. Therefore, first of all, we note the main trends in this industry. Let's consider the construction market in the Kaliningrad region and analyze the favorable and unfavorable factors of the macro environment for the activities of Kontur LLC in the region.

Analyzing trends in the construction industry of the Kaliningrad region, the following can be noted. One of the most important parts of this industry is shared construction. Today, about 50 construction companies. At the same time, over the past two years, their number has decreased by 15 percent - primarily due to the merger of some of them into holdings. However, official statistics show somewhat different figures. “The fact is that each company has subsidiaries with their own names, so a larger picture is drawn in the form of 150-170 organizations, including not only Kaliningrad, but also Moscow (Rosstroy) and St. Petersburg (SettlEstate) .

Recently, companies have appeared on the construction market that have changed their founders to Muscovites, retaining their well-established name. The latter is due to the specifics of the regional market: they try to buy square meters in Kaliningrad only from developers with an unblemished reputation.

Unlike other regions of Russia, in Kaliningrad today the demand for equity participation is very specific. We rank third in Russia in terms of the cost per square meter, and if in other regions a potential interest holder first selects the required number of rooms, then in Kaliningrad he first of all looks at the price. They are not interested in the prestige of the area, the quality of housing and the materials from which it is built.

An analysis of the dynamics of the construction industry in the regional economy is shown in Table 8.

In 2011, the volume of work in the Kaliningrad region by type of activity "Construction" amounted to 33.5 billion rubles. and increased by 11.5% in comparable prices.

In general, for the period 2007-2011, the volume of work performed by the type of activity "Construction" in 2011 amounted to 129.1 billion rubles.

Table 8 Analysis of the dynamics of the construction industry in the economy of the Kaliningrad region

Indicaestimategrowth rate, %110.3111.3153.0121.680.086.6122.0 share in GRP, %5.65.58.810.17.76.57.4 share in total employment, %7.37.37.67.87 .87.6 no data productivity, thousand rubles 137.9166.8350.8486.7362.7355.4 no data

The dynamics of the main indicators of the development of the construction industry in the Kaliningrad region is presented in table 9.

Table 9 Key performance indicators of the construction industry

No. P / P / P / P / P / P / P / P / P / P / P / PCOPEKTORGED CONSTRUCTIONS328732983 destination: 5 residential buildings, thousand sq. m of total area753.3800.6607.8524.65456 including: individual developers268.8247.3209.3121.4118.5

In 2011, construction was completed on a number of housing and communal facilities, work was underway on the construction of the Baltic NPP, and major road construction projects are being implemented.

To determine the competitive position of the enterprise in the market, it is necessary to analyze the situation in the gas supply systems industry as a whole, since sales of gas equipment occupy a large volume in the sales of the enterprise.

Let's try to estimate the scale of the gas distribution sub-sector (GDS). The length of gas distribution networks of high, medium and low pressure in cities and rural areas is 393 thousand km, of which 263 thousand km are underground gas pipelines.

There are 61 gas distribution stations (GDS), more than 75 thousand gas control and cabinet control points, 405 gas filling stations (GFS) and points (GNP) with a total capacity of 2.3 million tons of liquefied gas per year in the GDS.

The gas distribution system provides gas to 35.8 million apartments (including natural gas - 22.3 million), of which 11.2 million are in rural areas (including natural gas 3.7 million), more than 14 thousand industrial enterprises (including about 3 thousand in rural areas), about 100 thousand household enterprises (including more than 37 thousand in villages), about 4 thousand agricultural facilities and about 33 thousand boiler houses (including more than 11 thousand in rural areas).

The total number of gas distribution companies in Russia is more than 500 units. Here it is necessary to touch upon the very term gas distribution organization. In this report, by GDO we mean organizations professionally engaged in gas distribution, namely, transporting gas, operating gas distribution networks and supplying gas to consumers. An organization that has gas distribution networks on its balance sheet and is included in the register of natural monopolies of the Federal Energy Commission of Russia will be called a natural monopoly entity.

Most subjects of the Russian Federation (including the Kaliningrad region) use both natural and liquefied gas. The volume of natural gas consumption by the population is 8-12% of the annual gas supply to all consumers.

Gas consumption in Russia from October 2011 to September 2012 inclusive decreased by 36 billion cubic meters - by 9% compared to the same period in 2010-2011. Moreover, over the past 10 years, gas consumption has exceeded the growth rate of its production by 3-5.5% per year. .

It is characteristic in this regard that the potential volume of gas savings due to energy-saving technologies - 100 billion cubic meters per year - is approximately 80% of the volume of average annual deliveries of Central Asian gas to Russia.

As for the trends in gas production itself, it is stagnating: in recent years, its level has remained mainly in a "falling" mode, although the industry's dependence on gas exports is growing.

Considering the gas industry of the Kaliningrad region, the following trends can be noted. Currently out of 22 municipalities Kaliningrad region gasified 15. The construction of gas networks is carried out within the framework of the Federal Target Program (FTP), the Program of JSC "Gazprom" and the Regional Investment Program.

Supply of natural gas to the territory of the Kaliningrad region. carried out through the main gas pipeline Minsk - Vilnius - Kaunas - Kaliningrad.

- start of work within the framework of the FTP to expand the existing capacities of the Minsk-Vilnius-Kaunas-Kaliningrad gas pipeline to ensure gas supply in the amount of 2.5 billion m3 3/ year due to the fact that at present the throughput capacity of the specified gas pipeline cannot cover the prospective volumes of gas consumption in the region.

Natural gas is supplied to the Kaliningrad region via the main gas pipeline Minsk-Vilnius-Kaunas-Kaliningrad. Within the framework of the Federal Target Program in 2010, the reconstruction of the gas pipeline was completed to expand existing capacities and ensure gas supply in the amount of 2.5 billion cubic meters. m.

Volumes of natural gas consumption in 2007-2011 are shown in Table 10.

Table 10 Volumes of natural gas consumption in the Kaliningrad region for 2007-2011 (billion cubic meters)

No. p/nYears200720082009201020111Consumption volumes1,211,251,211,382.05

Within the framework of the Federal Target Program, measures for the gasification of cities and districts of the Kaliningrad region are financed from budgetary funds. In 2011, work is being carried out on the territory of 15 municipalities of the Kaliningrad region.

On the territory of the Kaliningrad region, the Gazprom Program for the gasification of the Kaliningrad region is being implemented. The total length of gas networks to be built during the second phase of this program will be 210 km. Gasification of the Zelenogradsky district, Krasnoznamensky, Nemansky, Guryevsky municipal districts, Yantarny urban district continues.

In 2011-2013, at the expense of attracted funds within the FTP, the following projects are implemented: investment projects for gas supply:

ensuring the supply of gas over 2.5 billion cubic meters. m per year due to the commissioning of a terminal for receiving liquefied gas (LNG) in the Kaliningrad region and a gas pipeline to connect the terminal to the systems of main gas pipelines (responsible for Gazprom);

construction of an underground gas storage facility (UGS) to increase the storage capacity to 80 million cubic meters. m (responsible JSC "Gazprom");

commissioning of the ground operating complex of the Kaliningradskoye UGS facility with the washout of tanks up to 230 thousand cubic meters. m (responsible JSC "Gazprom").

Let's consider the main segments of gas consumers (see Table 11). The consumption of natural gas by the population is growing rapidly, while the level of retail gas prices for the population remains significantly lower than for other categories of consumers.

Table 11 Structure of gas consumption in sectors of the national economy

No. Name of industry Consumption, billion cubic meters Of total consumption, %1Electricity140.6392Metallurgical28.67.93Agrochemical industry17.84.94Agro-industrial complex10.12.85Petrochemical industry6.11.76Utility and household facilities30.88.57Population41.711.68Others85, 023.6Russia total360.7100

Let us analyze the influence of macroenvironment factors (see Table 12.)

Table 12 Analysis of the impact of macro-environment factors

№ FactorsInfluence on the development of the industry 1. Russia's accession to the WTO Bringing the entire infrastructure of the economy, including construction, in line with international requirements 2. Geographical location of the Kaliningrad region Location in the center of Europe, as international relations develop, will lead to construction using new technologies and architecture. 3. Legislation about the special economic zone Benefits of the Special Economic Zone in the Kaliningrad Region help to increase the investment attractiveness of the region and, accordingly, the development of large investment projects. region.5.Political support for the regionEffective and timely implementation of Federal targeted programs development of the region. 6. Introduction of new technologies in the development of construction organizations High requirements for construction will lead to the need for enterprises in the industry to use new modern technologies that require significant investments and high competencies. repair of buildings and structures. 8. The state of the labor market. The level of requirements for specialists will increase, there will be a need for professional retraining. 9. Consequences of the global economic crisis

Let's characterize the external environment of enterprise development using PEST-analysis (see Table 13).

Table 13 PEST Analysis Matrix

POLITICAL FACTORS ECONOMIC IMPACT · taking measures to improve the socio-economic situation of the Kaliningrad region · development of partnership and cooperation with NATO within the framework of the Founding Act on Mutual Relations, Cooperation and Security · Participation of Kaliningrad in the international project "Sustainable Urban Development" · Tightening requirements, the need to join the SRO · Due to the consequences of the crisis, there was a sharp decline in the construction industry · The investment climate in the industry is not conducive to business development. · The solvent demand of the city's population is falling and is currently not supported by borrowed funds · The end customer is becoming more demanding on the quality of services SOCIO-CULTURAL TRENDS TECHNOLOGICAL INNOVATIONS · Demography: the population of the city and the region began to rise · State support for the poor, military and young residents · Monetary incomes of Kaliningraders are gradually increasing · Media representations: information about the government's desire to support domestic products · improvement of production technology: domestic cars began to be produced using Western technologies · Research funding: government support for the construction industry · Replacement technologies/solutions · Technology maturity · Change and adaptation of new technologies · Production capacity, level · Information and communication, the impact of the Internet

In general, the influence of the external environment on the activities of Kontur LLC can be characterized as quite strong, the political and economic factors exert the greatest influence on the company.

2.4 Analysis of the internal environment

The company plans and executes direct production activities based on service orders and concluded contracts.

The company has developed and maintains documented procedures that allow analyzing orders before they are executed and coordinating this activity with the customer.

The order (including design and technological changes to it) is analyzed in order to:

customer requirements were fully understood and documented;
all possible contradictions between the requirements of the customer, the requirements of regulatory documentation for products, the capabilities of the enterprise were identified in advance and resolved with customers before their implementation;
all special or distinctive requirements have been identified, for which it is necessary to plan in advance the development of processes, operations and ensure technical means for their implementation, control and testing;
the company was confident in its ability to fulfill all the requirements of the order.

According to the results of the analysis of the quality management system of Kontur LLC, its strengths and weaknesses can be identified (see Table 14).

As a result of the analysis of the quality management system, the following elements have been identified that have the potential for improvement:

quality management policy;
involvement of employees in quality control,
design and implementation of a process for systematic assessment of customer satisfaction;
establishing a monitoring system for quality management work.

Table 14 Strengths and weaknesses of the quality management system of Kontur LLC

Strengths Weaknesses - the presence of the objectives of the quality management system; - management is aware of the need for quality management; - there is feedback with the customer - the lack of a quality management policy; - the goals of the enterprise in the field of quality management are not communicated to all employees; - there is no systematic assessment of customer satisfaction; - Internal communications are not fully debugged.

We characterize the marketing activities of the enterprise. The marketing activities of Kontur LLC are aimed at setting specific current and mainly long-term (strategic) goals, ways to achieve them and real sources of resources for economic activity, based on market demands; determine the range and quality of products, its priorities, optimal structure production and desired profit. In other words, the manufacturer is called upon to produce products that will find a market and make a profit. To do this, it is necessary to study social and individual needs, market demands as a necessary condition and prerequisite for activity. Therefore, the understanding of the fact that activity does not begin with exchange, but with consumption is becoming more and more deepened. This concept has found its embodiment in the marketing of the organization "Kontur".

In general, in 2009-2011, marketing research was carried out to analyze the state of the product market and the following was revealed:

market conditions force consumers to pay attention to the quality and cost of products;

the technical and professional level of Kontur LLC allows the development and sale of new types of products that meet the needs of the customer;

Work on the search for products that provide effective demand, increase sales and, as a result, increase the mass of profits, continues.

The share of sales through the trade and commercial department (that is, products intended for the consumer market) in the total volume of proceeds from the sale of products has increased.

Thus, the influence of marketing on the economic activities of Kontur LLC is increasing, which at the moment is only positive.

For Kontur LLC, the upward trend in the value of price marketing is increasing under the influence of a change in the structure of sales of commercial products in the direction of increasing the share of goods intended for the consumer market, where price competition is especially great.

The firm's pricing policy is as follows:

the price must cover all costs;

the price should be high enough due to the uniqueness of the products;

the price is set on a contractual basis and may contain certain benefits.

A fragment of the price list is given in Appendix 3.

Tags: Development of a competitive strategy for the activity of an enterprise (on the example of Kontur Term LLC) Diploma Management

Introduction

competition economic managerial

The decisive factor in the commercial success of a product in a competitive market is its competitiveness. Since competitiveness is the key to the market success of an enterprise, and solving the problem of competitiveness is the most difficult task in the activities of any manufacturer, requiring coordinated, purposeful work of all departments with the leading role of the marketing service, special direction The firm's activity is to develop strategic approaches to solving this problem.

Particular attention in the development of competitiveness strategies is paid to the creation of competitive advantages. Another important direction in the strategy of competitiveness is the achievement of economic superiority over competitors by reducing the costs of production, marketing, transportation of products, increasing the efficiency of R&D, advertising, and marketing activities in general.

The foregoing explains the relevance of the topic of this graduation project "Development of a competitive strategy for an organization on the example of Arkon Auto LLC".

The purpose of the study is to develop a competitive strategy for Arkon Auto LLC, an action plan for the implementation of the competitive strategy of the enterprise and an economic justification for the effectiveness of its implementation.

To achieve the goal of the study, the following tasks were set and solved:

-reveal the essence of a competitive strategy, determine the types of competitive strategies, indicate the factors of the external and internal environment that influence its formation

-explore modern approaches to the analysis and evaluation of the organization's strategy;

-give methods for analyzing the strategy of the competitive strategy of the organization and describe the methodology for their application;

-describe the stages of implementation of the enterprise strategy;

-analyze the competitive strategy of Arkon Auto LLC;

-develop a competitive strategy in order to increase the competitive position of Arkon Auto LLC;

-propose an action plan for the implementation of the competitive strategy of the enterprise and give an economic justification for the effectiveness of its implementation.

The subject of the study is the theoretical and methodological foundations for assessing the competitiveness of enterprises, as well as tools for the formation of competitive strategies and their development.

The object of the study is Arkon Auto LLC and its competitive strategy.

A significant contribution to the study of methodological aspects of the analysis of competitiveness and competitive advantages of organizations was made by domestic scientists G.P. Podshivalenko E.I. Mazilkina, G.G. Panichkina N.I. Pertsovsky, I.A. Spiridonov, C.B. Barsukova L.G. Zaitseva, M.I. Sokolova A.G. Ivasenko, Ya.I. Nikonova, A.O. Sizov. and etc.

Strategic management of an organization and its competitiveness is considered in the works of Barancheev V.P. Bazilevich A.I. Moiseeva, N.K., Aniskin, Yu.P. Zabelin, P.V., Moiseeva, N.K. and etc.

The economic and mathematical apparatus for assessing competitiveness is presented in the works of Gurkov, I.B. Berezhnoy, V.I., Fursov, V.A., Berezovskaya, A.V. Aristov, O.V. Azoev, G.A. Abrameshin, A.E. and etc.

The theoretical and methodological basis of the study was the scientific works of domestic and foreign scientists and economics specialists, affecting the problems of competitiveness and strategic management at the micro level.

The instrumental and methodological apparatus of the study includes general scientific methods of cognition, systemic, comparative and economic-statistical methods of analysis. In the course of the study, methods of expert assessments were used.

The information and empirical base of the study was made up of monographic studies of domestic and foreign authors; financial statements, Internet electronic resources.

1. Features of the development of the competitive strategy of the organization

1.1 The concept of the competitive strategy of the organization and the factors influencing its formation

There are two opposing views on understanding strategy. In the first case, strategy is a specific long-term plan to achieve some goal, and strategy development is the process of finding some goal and drawing up a long-term plan. This approach is based on the fact that all emerging changes are predictable, the processes occurring in the environment are deterministic and can be fully controlled and managed.

In the second case, the strategy is understood as a long-term qualitatively defined direction of the development of the enterprise, relating to the scope, means and form of its activities, the system of intra-production relations, as well as the position of the enterprise in the environment. . With this understanding, the strategy in general terms can be characterized as a chosen direction of activity, functioning in. which should lead the organization to achieve its goals. An example of a strategy of the first type is a long-term plan for the production of certain products, which fixes the volume and assortment of output for each time period.

The second type of strategies include the following:

increase the share of sales in the market up to 35% (conditionally) without lowering the price;

infiltrate distribution networks controlled by competitors.

In business life, strategy refers to the overall concept of how an organization achieves its goals, solves its problems, and allocates the limited resources needed to do so. Such a concept (corresponding to the strategy of the second type) includes several elements

First of all, they are goal system, including the mission, corporate and specific goals. Another element of the strategy is politics, or a set of specific rules for organizational actions aimed at achieving the goals.

Finally, the third element of the strategy are plans, i.e. a system of specific actions to implement the adopted policy, designed to solve the problem of resource allocation. So, resources can be directed primarily to solving the most important and pressing problems for the enterprise, or allocated in proportion to needs, or provided equally to all departments if they are close in size and are engaged in similar activities. The first of the noted approaches is more appropriate at the turning points of the enterprise, when it becomes necessary to concentrate forces on decisive areas of activity. The second and third - in a period of calm development.

Usually, a strategy is developed for several years ahead, specified in various projects, programs, practical actions and implemented in the process of their implementation. Significant expenditure of labor and time of many people required to create an enterprise strategy does not allow it to be changed often or seriously adjusted. Therefore, it is formulated in rather general terms. This is the intended strategy.

At the same time, both inside and outside the organization, new unforeseen circumstances appear that do not fit into the original concept of the strategy. They can, for example, open up new development prospects and opportunities for improving the existing state of affairs, or, conversely, force the abandonment of a proposed policy and plan of action. In the latter case, the original strategy becomes unrealizable and the enterprise proceeds to the consideration and formulation of urgent strategic tasks.

For a long time there have been disputes about what is the essence of strategy - predestination or flexibility. On the one hand, the strategy involves certain obligations, so make decisions carefully. The strategy does involve making certain commitments, but this recommendation makes as much sense as the “buy low, sell high” advice. There is no answer to the question of how to ensure discretion in decisions.

Henry Mintzberg (McGill University, Montreal, 1987) has put forward the idea that the term "strategy" is practiced ambiguously. He proposed his definition of strategy within the "five P's". According to him, the strategy includes:

) plan - this concept, which is understood as pre-planned actions, the course of which is controlled from beginning to end. Planners develop internal documentation that details the course of the company's activities for a certain period of time;

) reception as a tactical move - means a short-term strategy, which is characterized by very limited goals and, if necessary, can be changed. Mintzberg describes the technique, i.e. tactical move, as "a maneuver with the aim of outplaying one's opponent or competitor." He notes that some companies use this strategy as a threat. In order to destabilize competitors, a company may, say, announce a price cut for its products without actually intending to do so. A manager may threaten to fire an employee if he fails to do his job, not because he really intends to carry out his threat, but because he intends to achieve improvement in work;

) behavioral model (behavioral model strategy) - it is a strategy for change by following an accepted form of behavior. Unlike plans and tactics, behavioral patterns appear as the result of consistent behavior. Such behavior patterns are often unconscious, i.e. spontaneous. If they are successful, then in such cases it is said that consistent behavior spontaneously led to success. Such a model is in direct opposition to planned behavior;

) position in relation to others, or positional strategy - will be appropriate when the organization is important to its position in relation to competitors or its position in the market;

) perspective or perspective strategy - this is a course aimed at changing culture (systems of beliefs and perceptions, systems of views on the world) certain group people, usually members of the organization itself. Some companies want their employees to think in a certain direction as part of their success. Similar strategies are used by religious organizations such as the Anglican Church. It has a set of basic theological propositions and tends its members to accept them as the basis of their beliefs. Sermons, teachings, divine services and other cult practices are aimed at deep instillation of Christian doctrines into the minds of believers. Success comes if the members of the organization are like-minded, i.e. they believe in major doctrines and put them into practice in their daily work and life.

Strategy - the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization.

Determination of the scope of business, goal setting, determination of short-term and long-term tasks (programs), determination of a strategy for achieving the goal forms a strategic plan. The main components of the company's strategy are shown in Figure 1.1.

The strategy considers the most long-term organizational causes, goals, decisions and actions. All businesses (and all organizations) need to have a clear understanding of their reasons for being, their primary purpose for being, their main objectives, and (in the most fundamental way) how to achieve their goals and objectives.

The strategy determines the main ways in which the enterprise will be able to create and maintain its competitiveness: the strategy determines the type or types of activity of the enterprise, including those in which it competes with others;

In a free market economy, many firms will compete to meet the needs and wants of customers, but usually only a few will prosper. These are mainly those firms that most carefully chose the type (types) of business to be engaged in, and also had a clear idea of \u200b\u200bhow to interest the client. Strategy is the most fundamental component of a competitive position and prospects.

Companies around the world use a variety of means to attract customers, gaining their trust on repeat sales, outperforming competitors and maintaining their place in the market. Since company management began to combine short-term and long-term maneuvers to match the specific situation of the company and the market environment, there are countless options and nuances of strategy. Consider the general strategies of competition.

Cost leadership strategy. The basis of competitive advantage for cost leaders is the lower total cost of production compared to competitors. Successful operating companies - cost leaders - are exceptionally easy to find ways to reduce costs in their business.

To achieve cost advantages, the total cost of production of a firm along the entire value chain must be less than the total cost of competitors. There are two ways to achieve this:

)do a better job than competitors by efficiently operating in the internal value chain and managing the factors that determine the level of costs in the value chain;

)fix the company's value chain to the point of merging operations or eliminating high-cost activities in the value chain.

Differentiation strategy. This strategy becomes an attractive competitive approach as consumer demands and preferences become diversified and can no longer be satisfied with standard products.

Successful differentiation allows the firm to:

The second approach is to create such features of the product to increase the effectiveness of its use by the consumer. The third approach involves giving the product features that increase the degree of consumer satisfaction, but not at the expense of savings, but in some other way.

Optimal cost strategy.This strategy focuses on giving customers more value for their money. This implies a strategic focus on low costs while providing the customer with something more than the minimum acceptable quality, service, features and attractiveness of the product. The idea is to create increased value that meets or exceeds customer expectations on a scale of "quality - service - features - visual appeal" and at the same time convinces buyers of the reasonableness of the price.

The strategic goal is to become a low-cost, good-to-excellent product/service producer, and then use the cost advantage to lower the price compared to similar products produced by competitors.

The strategy of optimal costs has the greatest attractiveness in terms of the possibility of competitive maneuvering. It provides an opportunity to create exceptional customer value by balancing low cost and differentiation strategies.

Focused low cost and differentiation strategies.Unlike differentiation and cost leadership strategies, focused strategies focus on a narrow part of the market. A target segment, or niche, can be defined based on geographic uniqueness, special requirements for the use of a product, or specific characteristics of a product that are attractive only to that segment. The goal is to do a better job of serving customers in the target segment. In this strategy, you can achieve an advantage if you have lower costs than competitors in a given market niche, be able to offer consumers in this segment something different from competitors.

A focused low-cost strategy is associated with a market segment in which buyers' demands for costs (and hence price) are significant in contrast to the rest of the market space. A focused differentiation strategy depends on a customer segment that requires unique product features and attributes.

Using a focused strategy to compete on cost is a fairly typical business approach. Manufacturers of private label products are reducing their marketing, distribution, and advertising costs by concentrating on direct sales to retail chains and chain stores that sell no-frills, discounted, branded products.

Consider the factors that determine the choice of a particular strategy of competitiveness.

There are a lot of these factors. A simple model of the primary factors that must be taken into account and essentially determine the strategy is shown in Figure 1.2. The interaction of these factors is usually complex and has specific differences for the industry and the company. As a rule, the strategy does not ensure success if the boundary between the internal and external situation is not drawn, the acquisition of significant competitive advantages is not ensured, and the company's performance is not improved.

As a conclusion, we note the following: Strategy - the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization. The strategy considers the most long-term organizational causes, goals, decisions and actions. The factors that determine the choice of a particular competitiveness strategy are divided into external (socio-economic and organizational relations that allow an enterprise / industry to create products that are more attractive to consumers in terms of price and non-price characteristics) and internal (scientific and technical potential, financial and economic potential). , personnel potential, advertising efficiency, conditions of storage, transportation, packaging of products, level of service and warranty service, etc.).

1.2 Features of the analysis of the competitive strategy of the organization

In order to start developing the right competitive strategy, the company's management must first answer two questions. The first is how attractive the industry to which the company belongs in terms of long-term profitability. Not all industries offer equal opportunities for long-term profitability. Second, no less important - what factors determine the relative competitive position of enterprises in the product sales market. In most cases, some companies are more profitable than others, regardless of the amount of capital or the state of management.

Both attractiveness and competitive position depend largely on the company itself. At the same time, the attractiveness of an industry or region is a reflection of factors that, as a rule, a company can influence very little. Hence, a competitive strategy can make a given company (and with it, to some extent, the entire industry) more or less attractive. Thus, competitive strategy not only responds to the requirements of the environment, but also shapes this environment.

Rapid changes in the external environment domestic enterprises stimulate the emergence of new methods, systems and approaches to managing competitiveness. The most common are methods for assessing the capabilities of competitors through special expert studies and indirect calculations based on known data. Widely used in practice for the analysis of competitors is the “reflection method”, which consists in identifying information about the company of interest from customers or intermediaries of this company. The study of competitors should be directed to the same areas that were the subject of the analysis of the potential of their own enterprise. This can ensure comparability of results. A convenient tool for comparing the capabilities of an enterprise and its main competitors is the construction of competitiveness polygons, which are a graphical display of assessments of the position of an enterprise and competitors in the most significant areas of activity, depicted as axis vectors.

At the first stage of building the model, it is proposed to build a polygon of competitiveness of the internal competitive advantages of the compared enterprises, based on the following methodological assumptions.

A certain, clearly limited number of parameters can be chosen as the areas of activity of the enterprise and the main competitors to be assessed. The list of parameters used and the degree of their specification were determined by the following methodological prerequisites.

The grouping of parameters is based on the analysis of a wide range of technical, economic and social problems, as a result of which the variables that ensure competitiveness are identified. The starting point of such an analysis is the definition of a list of technical and economic factors of competitiveness, which are interpreted as a set of criteria for quantifying the level of competitiveness of an enterprise.

Internal competitive advantages that determine the market position of an economic entity are proposed to be grouped according to the six most significant aspects:

-product competitiveness;

-financial condition of the enterprise;

-the effectiveness of marketing activities;

-profitability of sales;

-image (brand capital) of the enterprise;

-management efficiency.

Thus, a quantitative assessment of the factors of internal competitive advantages of an economic entity can be represented in the following form.

Product competitiveness. In order for a product to be of interest to the buyer, it must have certain technical, operational and economic parameters. The condition for the acquisition of goods is the compliance of these parameters with the main characteristics of the satisfied needs of the buyer. In the process of buying, the consumer selects a product, establishes distinctive features that characterize the superiority of this product over similar products of competitors on the market. By purchasing a product, the buyer thereby evaluates its attractiveness, the possible degree of satisfaction of his specific needs and his willingness to bear the costs associated with the acquisition and use of this product.

The financial condition of the enterprise. Along with absolute indicators, the financial stability of an organization is characterized by the ratio of own funds (K about ), which is determined by the "Instruction for the analysis of control over the financial condition and solvency of business entities" and is equal to:

Kob \u003d (IIIP + line 640 - IA) / II A), (1.1)

where III P is the total section III liabilities of the balance sheet (line 490); A - the result of section I of the asset of the balance sheet (line 190); A - the result of section II of the asset of the balance sheet (line 290).

The specified document establishes a normal limit for this indicator: K about 0.1 (for trade organizations). If the ratio of own working capital at the end of the reporting period is less than 0.1, then the organization's balance sheet structure is considered unsatisfactory, and the organization itself is insolvent.

The effectiveness of marketing activities. Analyzing various definitions and formulations, we believe that the most accurate definition of the effectiveness of marketing activities can be formulated as follows - this is the degree of use of marketing tools in conjunction with the means and capabilities of the enterprise. In value form, this characteristic can be assessed by the ratio of commercial results and costs of marketing activities.

Data on gross income and gross costs is information contained in the accounting and financial statements of the enterprise, so obtaining such information does not cause any particular difficulties. Some difficulties arise when collecting other data, since marketing costs are more difficult to calculate, because. there is no information on printing costs, advertising costs, etc. in accounting.

According to the developers, the final formula for determining the effectiveness of the marketing activity of an enterprise, using the parameters of the marketing potential and the resulting parameters of commercial activity (gross income, marketing costs, gross costs) will be as follows:

where - evaluation of the effectiveness of marketing activities;

Marketing potential;

D c - gross income;

W m - marketing costs;

W in - gross costs.

In turn, the marketing potential (P mar ) is proposed to be calculated as follows:

where K 1- marketing research potential;

TO 2- the potential of the marketing information system;

TO 3- potential segmentation (selection) of the target market;

TO 4- the potential of the enterprise's commodity policy;

TO 5- the potential of the pricing process;

TO 6- potential marketing policy enterprises;

TO 7- the potential of personal (personal) sales;

TO 9- sales promotion potential (eg coupon sales);

TO 10- the potential for shaping public opinion.

Thus, the final expression for calculating the effectiveness of the marketing activities of an industrial enterprise (E mar ) will look like:

In order to quantify the effectiveness of the marketing activities of an industrial enterprise, it is first necessary to describe the characteristics of the sub-criteria that adequately reflect the marketing capabilities of a given group of enterprises (industry). During the testing process, all sub-criteria were evaluated according to the following scale:

The enterprise does not use the marketing tool described by this sub-criterion in its marketing activities;

The enterprise in its marketing activities does not fully use the marketing tool described by this sub-criterion;

The enterprise in its marketing activities makes full use of the marketing tool described by this sub-criterion.

In order to objectively evaluate each sub-criterion, characteristics are formulated that are designed to determine the effectiveness of the marketing activities of enterprises, depending on the industry, they can be adjusted or changed.

Profitability of sales. Profitability is an indicator of the economic efficiency of a business that characterizes the ratio of income and costs for a certain period of time, which is identified with the commercial efficiency of commodity production.

From our point of view, the profitability of sales is a complex characteristic of the specific profitability per ruble of costs for the production of a particular type of product.

In general, this indicator (R k ) can be calculated using the following formula:

where P is the selling price of the enterprise; is the cost of a unit of production.

Image (brand capital) of the enterprise. According to V.A. Moshnov, focus on conquering new markets, satisfying customer needs through product differentiation encourages firms to strive to meet consumer preferences as much as possible, as well as to work on simplifying the process of informing consumers about the increasingly complex properties and parameters of manufactured products. Through the advertising activity of firms, a trademark (the name under which a firm advertises and sells its products), as one of the marketing tools, contributes to the dissemination of information about the quality of the product, reducing the distance between the manufacturer and the consumer. In the face of growing competition, the buyer is interested in expanding his awareness of the quality of the product.

Research carried out by G. Foxol (Great Britain), R. Goldsmith (USA) and S. Brown (Ireland) confirmed the existence of regularities in a stable market (sales indicators are stable and tend to a slight annual growth) based on the assertion that consumer intentions make a purchase of any of the brands they have previously purchased are closely related to future purchasing behavior. That is, a consumer who is satisfied with the use of a particular brand is likely to reclaim it, and "ongoing" purchases of that brand will very likely follow. Buyers' intentions are a function of past experience and its consequences, which can be assessed as follows:

where I is the intention to repurchase the brand; is past use; is a constant that varies across markets.

In this case, the importance of relationship studies is not that they predict purchases of particular brands, but that they explain why consumers buy those particular brands and not others.

According to P. Doyle, a successful company image is “the unity of three elements: a quality product (P), a clear identity (D) and added value (AV):

This relationship is multiplicative, since all three elements are necessary to create a successful brand. Since brand building usually begins with the presence of a good product, its perception is most often investigated using so-called "blind" tests. Then the product must have a sufficiently clear identity, the degree of which is usually assessed on the basis of indicators of directed and "spontaneous" awareness. Finally, a successful brand must have added value that instills in the consumer the feeling that the brand and product are higher quality or more desirable than competitors. Value added is measured in the form of attitude and preference surveys.

In general, the image component of the competitiveness of an enterprise (K them ) can be calculated as follows:

where - the volume of repeated applications in value terms;

The total volume of sales.

Management efficiency. V.A. Abchuk in his research defines management as the management of an organization in a market economy, and its goal is the most complete satisfaction of constantly taken into account human needs through the market mechanism of demand, supply and profit. In his opinion, the effectiveness of management is understood as its quality, which provides the organization with the achievement of its goals. Quantitatively, the effectiveness of management is defined as the ratio of the result to the costs necessary for this.

As performance criteria, it is proposed to choose such indicators that make it possible to:

predict the expected result - the achievement by the organization of its goal;

evaluate the actual degree of achievement of the goal;

compare different target options with each other.

The basic principle of choosing the efficiency criterion was substantiated in 1945 by Academician A.N. Kolmogorov and consists in establishing a strict correspondence between the goal that can be achieved by the organization as a result of its actions and the accepted indicator of success. In this sense, the success indicator (efficiency criterion) is called objective function.

In general terms, the choice the best option solving the problem of achieving the goals of the organization can be represented mathematically as finding the maximum of the objective function (W):

where b i - given parameters (indicators) for solving the problem, for example, the amount of allocated resources;

in j - controlled parameters of the problem solution, i.e. those that we can change, such as prices, terms;

h k - unknown parameters for solving the problem, for example, market conditions, exchange rate, inflation index.

The problem of choosing the best solution in this case can be formulated as follows: to find such values of controlled parameters in 1,in 2,…, which for given parameters b 1, b 2,…, taking into account the unknown parameters h 1, h 2, …, provide the maximum objective function - efficiency criterion.

In a market economy, the interest of participants in the economic process to objective and reliable information about the financial condition and business activity of the enterprise has increased significantly. All subjects market relations: owners, investors, suppliers, buyers - are interested in an unambiguous assessment of the competitiveness and reliability of their partners. Such an assessment can be obtained on the basis of a comprehensive financial analysis based on data from public reporting of enterprises, which allows all participants in the economic process to control the nature and extent of changes in the market positions of the enterprise. As a component of such a comprehensive assessment, a characteristic of the effectiveness of enterprise management is used, which is usually assessed by the ratio of profit to the entire turnover of the enterprise (revenue from the sale of products (works, services) without VAT) and the result of other sales and non-release operations.

Thus, a quantitative measure of management efficiency ( ) an enterprise is an indicator calculated by the formula:

where P R - profit from the sale of products.

To ensure quantitative comparability of indicators, reduction factors of calculated values should be used: for the effectiveness of marketing activities - 0.05; for profitability of sales - 0.1; for the financial condition of the enterprise - 10.

As a conclusion, we note the following. We propose to group the internal competitive advantages that determine the market position of an economic entity according to the six most significant aspects: the competitiveness of the product; financial condition of the enterprise; the effectiveness of marketing activities; profitability of sales; image (brand capital) of the enterprise; management efficiency.

The above list of competitiveness indicators is not permanent and exhaustive. The number of components of the competitiveness of the enterprise depends on the required accuracy of the assessment, the purpose of the study and other factors.

1.3 Implementation of the organization's competitive strategy

The entire sequence of formation of the strategic behavior of an enterprise can be represented as four stages:

) "Analysis" - an assessment of the external and internal environment, the definition of the mission, the formulation of goals;

) "Planning" - planning a strategy, setting goals;

) "Implementation" - development of plans, implementation of structural changes, formation of budgets;

) "Control" - operational management, evaluation and control.

Taking into account the results obtained during the strategic “analysis”, the “planning” of the strategy is carried out.

The connecting link between the stages of "planning" and "implementation" is "setting tasks". The role of this step in the overall process of strategic management should be strengthened. The point is that if it is necessary to make adjustments to strategic behavior that do not require a revision of the mission and an analysis of the internal environment, it is advisable to limit the management process to setting additional (corrective) tasks.

The "implementation" block in the process of strategic management is essentially preparatory, contributing to the effective achievement of the chosen goals. And the stage of "assessment and control" closes the process of strategic management in a continuous cycle.

Thus, having briefly reviewed the sequence of the strategy formation process, let us dwell in more detail on the stage of strategy implementation as one of the key stages of strategic enterprise management.

The implementation stage allows you to answer the question: with what resources, by whom, when and how can the goals set by the organization be achieved? The nature of the actions that ensure the effectiveness of achieving the specified target parameters depends on the management features of a particular enterprise and may vary in one way or another. But basically there is the following sequence of strategy implementation: development of plans - implementation of structural changes - formation of budgets.

The organization's system of plans is a kind of materialization of planned activities, because the preparation of plans involves their thorough feasibility study.

Basic strategic plan. It describes the main direction of the company's activities and includes the corporate strategy for the long-term future. Depending on the operating conditions of the enterprise, this plan is developed for a period of 3 to 5 (10) years. It serves as a reference point for all other plans. At the same time, being a limitation in decision-making by strategic business units (SBU) (from the English. Strategic Business Units - SBU), concerning the main areas of activity, in order to prevent the goals of individual units from opposing the general goals of the enterprise development;

) Tactical plans for the development of specific areas of business of individual SBUs. Their main content is business strategies aimed at growth, maintaining stability and strengthening competitiveness, as well as eliminating certain unpromising areas of management. Such plans are drawn up for a period of 1 to 3 (5) years and are drawn up, as a rule, in the form of business plans;

) Operational plans. They regulate the current activities of departments and services to achieve the corporate strategy of the enterprise as a whole and the business strategy of the SBU, which these departments are part of. For more effective monitoring and evaluation of performance, such plans are drawn up for a period of 1 month to a year;

) Programs and plans-projects. This group is targeted and includes programs such as developing new products, penetrating new markets, conducting a large-scale advertising campaign, reducing production costs, modernizing production, saving energy, etc. Programs, in turn, are supported by specific projects, characterized by specific costs and a certain investment attractiveness.

As you can see, the system of organization plans is complex, consistent, interconnected and, at the same time, individual. Each enterprise can independently determine the structure, content, form of plans, as well as the main approaches and methods for their development and implementation, because the enterprise itself is their only consumer.

However, one development of a system of plans for the effective implementation of strategic management is considered insufficient. Here, the problem of disunity between the system of plans and the control system may arise. In particular, expanding the scope of economic activity and entering new markets requires the involvement of additional personnel. And, on the contrary, the withdrawal from unpromising economic zones and the closure of unprofitable industries leads to a reduction in personnel. Hence the need to successfully combine the overall strategy of the business and the ways of organizational management of human resources. In other words, here it is necessary to establish a relationship and find subordination between the strategy and the main responsible executors of the developed system of plans.

The harmonization of business strategy and organizational management has the following purpose:

)introduction of structural changes due to growth (merger, acquisition, consolidation, implementation) or reduction (partial suspension of activities, temporary closure, complete liquidation) of individual SBUs;

)improving the efficiency of evaluation and control over the achievement of goals and objectives;

)coordination of resources and executors of plans, programs and project plans;

)prevention of opposition and duplication of individual functions.

The next step on the path to “strategy implementation” is “budgeting”. Here, the main approaches and principles applied to the development of budgets coincide with the principles of building organizational management. Budgets of all levels must be subordinated to the general goal of the enterprise development and prevent opposition and inconsistency financial support some divisions to other plans.

"Formation of budgets" completes the stage of "strategy implementation".

Summing up, we can conclude that the essence of the formation of strategic management at an enterprise is to determine the direction of development, develop a system of measures to effectively approach the chosen benchmark, as well as evaluate and control the process of implementing the chosen strategy. At the same time, the behavior of the enterprise in the market is of primary importance.

And, as practice shows, those enterprises that carry out integrated strategic planning and management work more successfully and achieve increased efficiency in all areas of business.

The main generalizing conclusions for the chapter

1. Competitive strategy considers the most long-term organizational causes, goals, decisions and actions. The factors that determine the choice of a particular competitive strategy are divided into external (socio-economic and organizational relations that allow an enterprise / industry to create products that are more attractive to consumers in terms of price and non-price characteristics) and internal (scientific and technical potential, financial and economic potential). , personnel potential, advertising efficiency, conditions of storage, transportation, packaging of products, level of service and warranty service, etc.).

The definition of the business area, goal setting, the definition of short-term and long-term tasks (programs), the definition of strategy constitute the strategic plan of the company.

The strategic plan should contain: actions to change the strategy, fine-tune it to the situation, to find and consolidate new opportunities for the company, to improve the company's activities, improve competitive positions and influence industry conditions.

The strategy depends on the external and internal conditions of the company. Main external factors are: social, political, legislation, social impact, industry attractiveness, market threats and company opportunities.

2. Analysis of the competitive strategy of Arkon Auto LLC

2.1 Characteristics of the activities of the enterprise Arkon Auto LLC

The organizational and legal form of the Arkon Auto company is a limited liability company. Authorized capital in the amount of 10,000 rubles Arkon Auto LLC was fully paid at the time of state registration.

Geographically LLC "Arkon Auto" is located in Vladivostok, st. Shoshina, 6 in one of the central residential areas of the city, in close proximity to the main transport routes (5 minutes drive to 100 Let Vladivostok Avenue (Federal Highway M-60), 3 minutes drive from the bypass road along Vyselkovaya street.

The company is located in the production building of the former sanitary engineering plant VCRTO, it owns 1.3 production facilities with a total area of 1500 m 2, of which 340 m 2occupy the company's offices, here are located - an assembly shop, repair rooms for internal combustion engines and fuel equipment, an auto electrician, an oil change station, body repair boxes (there is also construction of additional office space with an area of 300 m 2), in front of the facade of the building there is a convenient parking lot "Arkon Auto" with a total area of 1500 m2 .

Today "Arkon Auto" offers the following services:

-buying cars, motorcycles and special equipment at Japanese auctions without intermediaries.

-delivery of cars, special equipment, boats in Japan to the port of Fukui.

-delivery of cars, special equipment, designers, front halves of cars, boats from Japan to Russia through the port of Fukui.

-dismantling / sawing of cars, storage of cargo until shipment from Japan.

-assembly of purchased cars.

-purchase and delivery of any items on the Yahoo auction.

-search and replacement of any spare parts.

The organizational structure of Arkon Auto LLC is presented in Appendix A.

This structure is linear-functional.

Advantages of the linear-functional structure of Arkon Auto LLC:

-high competence of functional managers;

-reduction of duplication of efforts and consumption of material resources in functional areas;

-improved coordination in functional areas;

-high efficiency with a small variety of products and markets;

-maximum adaptation to the diversification of production;

-formalization and standardization of processes;

-high level of capacity utilization.

Disadvantages of the structure of Arkon Auto LLC:

-excessive interest of managers in the results of the activities of "their" units. Responsibility for overall results only at the highest level;

-problems of interfunctional coordination;

-excessive centralization;

-increase in decision-making time due to the need for approvals;

-response to market changes is extremely slow;

-the scale of entrepreneurship and innovation is limited.

The main functions of the specialists of Arkon Auto LLC are enshrined in job descriptions. So, the duty of the general director is to manage and control the activities of the enterprise.

The duties of the head of the sales department include negotiating with counterparties, preparing foreign trade contracts and other commercial documents necessary for import operations, conducting a transaction at all its stages.

Sales managers are engaged in the search for new customers, and are also directly involved in the conclusion of transactions.

The duties of a logistician-declarant include customs clearance of imported goods, customs inspections, and transport issues.

Drivers are responsible for the delivery and forwarding of goods in Vladivostok.

The Chief Accountant oversees the accounting in the enterprise, draw up forms financial statements, conduct settlements with banks, suppliers and buyers, open, maintain, change and close transaction passports, provide supporting documents to an authorized bank, etc.

The main legislative act within the framework of which Arkon Auto LLC operates is the Federal Law “On Limited Liability Companies” dated January 28, 1998 No. 14-FZ.

Arkon Auto LLC maintains accounting records and submits financial statements to the tax authorities in accordance with the procedure established by the Federal Law “On Limited Liability Companies”, the Tax Code of the Russian Federation and other legal acts. Responsibility for the organization, condition and reliability of accounting, the annual report and the provision of other financial statements to the relevant authorities lies with the General Director of Arkon Auto LLC in accordance with the Federal Law "On Limited Liability Companies".

Foreign economic activity of Arkon Auto LLC is carried out on the basis of the laws of the Russian Federation, provisions, such as:

-Federal Law "On Export Control" dated July 18, 1999 No. 183-FZ (as amended on December 6, 2011);

-Federal Law No. 164-FZ dated December 8, 2003 “On the Basics state regulation foreign trade activities”;

-other regulations.

Financial results activities of Arkon Auto LLC are shown in Table 2.1.

Table 2.1 - Financial results of Arkon Auto LLC for 2010-2012

Indicator 2010 2011 2012 Absolute deviations Growth rate, % 2011 to 2010 2012 to 2011 2011 to 2010 2012 to 2011 73102.31 Cost of products (services), thousand rubles 25346315523696262065410124.49117.15 of sold products, RUB 0.850.840.96-0.010.1299.01114.50 Profit from sales, RUB thousand 493.502.92-9.99127.6925.93

Figure 2.1 shows the dynamics of sales proceeds, production costs and profit from sales of Arkon Auto LLC for 2010-2012.

In 2011, revenue increased at a higher rate than in 2012. The growth rate of the cost of products (services) is higher than the growth rate of revenue, therefore, in 2012, profit and profitability decreased, i.е. the activity of the enterprise as a whole became less efficient.

Based on the general goals of the enterprise, the purpose of the sales service is to develop recommendations for the formation and implementation of the production and marketing policy of the enterprise, as well as the coordination of activities in this area of all departments of the enterprise. The recommendations of the management on the market orientation of the production, economic and marketing activities of the enterprise, after approval by the management of the enterprise, are mandatory for the relevant departments engaged in these types of activities.

The sales department does not replace other departments, but focuses the activities of other departments on the market and correlates their work with the goals of market activity common to the entire enterprise.

The sales department of Arkon Auto LLC was established three months after the establishment of the enterprise. When the enterprise began its production activities in full force.

The sales department includes a deputy sales director and sales specialists in the amount of 5 people.

There are three groups of functions of the sales service of Arkon Auto LLC based on marketing orientation: planning; organization; control and regulation. Each of these groups of functions, in turn, consists of a number of specific functions (works), reflecting the specifics of each group.

Planning involves the following functions:

-analysis and assessment of market conditions;

-formation of an assortment plan for production according to customer orders;

-choice of distribution and distribution channels.

Sales organizations include following features:

)organization of storage and container facilities for finished products;

)organization of sales and delivery of products to consumers;

Control and regulation functions include:

-assessment of the results of marketing activities;

-control over the implementation of sales plans;

-statistical accounting and operational accounting and reporting of marketing activities.

The purpose of the sales department is to develop recommendations for the formation and implementation of the production and marketing policy of the enterprise, as well as the coordination of activities in this area of all departments of the enterprise. His recommendations on the market orientation of the production, economic and marketing activities of the enterprise, after approval by the management of the enterprise, are mandatory for the relevant services engaged in these types of activities.

Decisions affecting the market orientation of the enterprise, all divisions of the enterprise are made on the basis of recommendations and in agreement with the sales service. All divisions of the enterprise are obliged to provide the sales service with any information about the nature and results of their activities. In turn, the sales department is obliged to provide all other departments of the enterprise with the information necessary for the market orientation of their activities.

The main tasks of the sales department:

-assessment of market conditions;

-together with other divisions of the enterprise and the management of the enterprise, the development of goals and strategies for the market activity of the enterprise in the domestic and foreign markets;

-development for the enterprise as a whole and individual product groups of long-term and current marketing plans and coordination in this area of activity of the enterprise's divisions;

-operational information support for the marketing activities of the entire enterprise and its divisions;

-development, based on the orientation towards market activity, recommendations for improving the efficiency of the enterprise, etc.;

-creating the image of a successful and reliable company.

The sales department interacts with other divisions of Arkon Auto LLC (internal marketing environment):

FROM production department;

with the logistics department.

Thus, to ensure the effectiveness of sales activities at the enterprise, all the necessary conditions have been created: the department is fully staffed with relevant specialists who have the opportunity to cooperate with other departments of the enterprise to obtain the necessary information, as well as continuously improve their skills.

The company finds customers in the following ways:

-distribution of catalogs at exhibitions;

receipt of orders for the supply of products from customers.

Here are the main directions for increasing the efficiency of the sales strategy of Arkon Auto LLC.

The strategy of Arkon Auto LLC is to increase sales by expanding sales markets and increasing the company's share in the occupied sales markets through flexible response to changing market conditions, the development of new services, in particular auto repair, the development and implementation of an effective marketing policy.

The company plans to move to the implementation new strategy sales of products and methods of sales, including:

creation of a dealer network;

analysis of the level of effective demand for goods;

The choice of such a strategy will make it possible to implement the tasks of expanding existing markets and penetrating new sales markets, ensuring break-even sales of goods.

Thus, Arkon Auto LLC, like any enterprise, experiences certain difficulties in carrying out marketing activities, due to both subjective factors, for example, the imperfection of the organizational structure of the Marketing Department, and objective factors, for example, increased competition in foreign markets sales of products.

Analysis of the governing documents of Arkon Auto LLC is presented in Table 2.2.

Table 2.2 - Characteristics of the governing documents of Arkon Auto LLC

Type of regulation Content and characteristics 1. System-wide - the Charter is a comprehensive document designed to consolidate the status of the organization. - Inner order rules - this is a local regulatory act of the organization that regulates in accordance with the Labor Code of the Republic of Belarus and other laws: the procedure for hiring and dismissing employees; basic rights, duties and responsibilities of the parties to the employment contract; mode of operation; Time relax; incentives and penalties applied to employees; as well as other regulatory issues labor relations in the organization.2. Elemental - job description - a document regulating the production powers and duties of the employee; - technical regulation on requirements fire safety; - sanitary rules; - position on the department - legal act establishing the status, functions, rights, duties and responsibilities structural divisions.

Final controlcarried out immediately after the work is done. Either immediately upon completion of the controlled activity, or after a predetermined period of time, the actual results obtained are compared with the required ones. Here there is a comparison of the planned profit with the received, staff turnover, etc.

The management of Arkon Auto LLC conducts an analysis of the actual results obtained and the required results and evaluates how realistic their plans were. This procedure also allows you to get information about the problems that have arisen and formulate new plans so as to avoid these problems in the future (which is the function of the analysis).

The second function of the final control is to promote motivation, since the wages of most employees directly depend on the performance of the organization.

For example, in the credit risk analysis department, it is represented by employee-provided progress reports. These reports are then analyzed and provide information to management for forecasts.

Consider the number of accepted reports and sent for revision in 2011-2012. (table 2.3).

Table 2.3 - Number of reports accepted and sent for revision

Departments20112012DeviationAccepted the first timeSent for revisionAccepted the first timeSent for revisionAccounting39026401381112Marketing Department15051204-30-1Production Department20114240293915TOTAL959949841272533

Table 2.3 shows that in 2012 the growth of reports sent for revision is higher than the growth of reports accepted in such departments as accounting - by 12 units, the sales department - by 7 units. and 5 units. respectively. It can be concluded that the control has tightened.

It is necessary to improve the control function in the organization to build a decision-making scheme in the unit based on the identified shortcomings and fulfill the desired conditions for improving the procedure for generating a report and implementing the management system, for further use of the emerging free functionality in the structure of the distribution of duties.

2.2 Analysis of the operating environment of the enterprise Arkon Auto LLC

The internal structure of the organization is also called the internal environment. It includes the functional structures of the company that provide management, development and testing of new products, promotion of goods to customers, sales, service, relationships with suppliers and other external bodies. The concept of the internal environment also includes the qualifications of personnel, the information transfer system, etc.

sales structure. Arkon Auto LLC imports goods from Japan and Korea. At the same time, goods from Japan dominate in the geographical structure of deliveries, but in 2011-2012 the share of goods from Korea increased.

The share of deliveries from Japan decreased from 95% in 2010 to 71% in 2011 due to the release in Russia of a technical regulation that establishes more stringent requirements for vehicle characteristics, as well as due to an increase in duties on used imported cars. The growth in deliveries from Korea is also due to the fact that the South Korean auto industry in recent years has increased the pace of production and strengthened the requirements for the quality of its products.

The commodity structure is dominated by cars, in 2010 they accounted for 84% of total imports, but in 2012 their share decreased to 59% due to the growth in imports of trucks and special equipment. The latter is due to the large number of construction projects in Vladivostok on the eve of the APEC Summit.

Staff. The total number of ArkonAvto employees, including management, is 52 people.

% of “ArkonAvto” personnel are old personnel with experience in the company of 3 years or more, the team is stable (conflicts rarely occur, if they arise, they are resolved with the involvement of management).

When applying for a job, applicants, depending on what position they apply for, have certain requirements.

For example, the main requirements for an accountant are the presence of a higher profile education, at least 3 years of experience in this profession and knowledge of 1C.

All employees have employment contracts. An employment contract is nothing more than an agreement between an employer and an employee, according to which the parties have mutual obligations.

Legal status an employee at Arkon Auto LLC is regulated by the job description. This document establishes the functions, rights, duties and responsibilities of employees of the organization.

At present, at Arkon Auto LLC, all employees have job descriptions corresponding to their profession, employment contracts are concluded with all employees.

All employees receive a salary, i.е. fixed salary agreed in the employment contract.

The Far East coefficient and the Far East allowance are charged on the basic salary. The Far East coefficient is charged in the amount of 20% of the amount of accrued wages, and the Far East allowance is set differentially and is charged only to permanent employees (table 2.4).

Thus, the salary of employees of Arkon Auto LLC consists of the basic salary and allowances.

According to the results of the year, at the end of December, the so-called “thirteenth salary” is paid.

Declarants of LLC "Arkon Auto" take part in the seminars, which contributes to the improvement of their professional skills.

Table 2.4 - The amount of the Far East allowance

Age and length of service of employeesFar East allowance rate, % For employees under the age of 30 with continuous work experience in the area: From 6 months to 1 year10From 1 year to 1.5 years20More than 1.5 years30For employees over the age of 30: From 1 year up to 3 years10From 3 to 5 years20More than 5 years30

Taxes and taxation. Arkon Auto LLC pays all types of taxes and fees stipulated by the legislation of the Russian Federation. The tax field of Arkon Auto LLC for 2012 is presented in Table 2.5.

Table 2.5 - Tax field of Arkon Auto LLC for 2012

Name of tax Tax base Rate Deadline for payment Federal taxes VAT Cost of goods (works, services) calculated on the basis of market prices 18% based on the results of each tax period no later than the 20th day of the month following the expired tax period (quarter) later than the 20th day of the month following the expired quarter. Income tax of organizationsmonetary expression of profit subject to taxation20% Tax on the results of the year is paid no later than March 28 of the next year. During the reporting period, taxpayers calculate the amount of the monthly advance payment: in the 1st quarter of the year = advance payment payable in the last quarter of the previous year. in the 2nd quarter of the year = 1/3 × advance payment for the first quarter in the 3rd quarter of the year = 1/3 × (advance payment following the results of half a year - advance payment following the results of the first quarter). in the 4th quarter of the year = 1/3 × (advance payment for the results of nine months - advance payment for the results of half a year) Personal income tax (as a tax agent) all income of taxpayers (employees) received in cash and in kind, and income in the form of material benefits. 13% Tax agents transfer tax amounts no later than the day of actual receipt of cash from the bank Money for the payment of income or the date of transfer of income to the taxpayer's bank account. Tax on property of organizations average annual value of property recognized as an object of taxation 2.2% Tax is paid by making advance payments at the end of reporting periods - the first quarter, six months, nine months no later than days from the date of the end of the reporting period. Transport taxengine power vehicle in horsepower, depending on the number of horsepower. Taxpayers make quarterly advance payments by the 20th day of the third month of the quarter of the current tax period in the amount of one fourth of the annual amount of transport tax. The difference between the amount calculated according to the tax return and the amount of advance payments paid during the tax period is payable to the budget no later than January 31 of the year following the expired tax period. benefit of individuals, except for amounts not subject to taxation. 26% During the billing period, the insured pays insurance premiums in the form of monthly obligatory payments until the 15th day of the calendar month following the month for which it is charged.

According to Table 2.5, Arkon Auto LLC makes quarterly advance payments for property tax and transport tax. VAT is paid by the company on a quarterly basis. Income tax is paid every year.

Pricing. The basis for the formation of the selling price of goods is the import price.

The basis for the formation of the import price is the information received and the offer price of specific exporters. LLC "Arkon Auto" calculates all possible options for importing goods and chooses the one in which the cost of goods will be minimal.

When forming the selling price, all costs incurred by Arkon Auto LLC when importing goods are taken into account, including overhead costs:

Spending abroad (Japan, Korea):

-price of goods (car) in Japan or Korea;

-registration of export documents, customs clearance;

-auction fees;

-delivery within Japan (Korea);

-freight to Vladivostok;

-commission of a foreign partner;

-bank commission for transferring funds in the amount of 0.2%.

Costs in Russia:

Duty;

-bank commission 0.65%;

Agreement;

-temporary storage warehouse services;

-services of a customs broker;

transits;

-services of forwarding agents LLC "Arkon Auto";

-commission of Arkon Auto LLC.

Thus, Arkon Auto LLC uses a costly pricing method, applying the “costs plus planned profit” scheme.

Here is a table in which we consider the pricing process at Arkon Auto LLC (table 2.6).

Table 2.6 - Percentage of costs to the total cost of goods

Cost categoriesShare in the total cost of goods, %Car price in Japan57Preparation of export documents, customs clearance>1Auction fees>1Delivery within Japan>1Freight to Vladivostok>1Japanese partner commission>1Duty29Bank commission>1Agreement>1Temporary storage warehouse>1Broker services>1Transit<1Услуги экспедиторов компании>1

Ordering and delivering a car from a foreign auction is a rather laborious and lengthy process, which includes a large number of actions from different specifications. That is why the use of Arkon Auto LLC in this case is quite relevant. The commission that the company takes itself is only about 2%, which is quite insignificant if we take into account the fact that it takes all the work and responsibility. Although, of course, some actions have to be carried out by the client himself. So, for example, he must make an advance. In Arkon Auto LLC, this is a fixed amount of 30,000 rubles, which at the end of the transaction is credited to the payment of the final cost of the car. And also the client must complete and sign some documents, such as:

-an agreement with Arkon Auto LLC on the provision of services;

-contract of sale;

Act.

The main direction of the company "Arkon Auto" was and remains the selection of a car at the request of the client from car auctions in Japan, almost all areas of the company work in this area of activity to one degree or another.

Everyone knows that it is no longer necessary to buy cars in person in Japan from parking lots. A more civilized way is to buy cars via the Internet from auto auctions. To date, Arkon Auto has access to all major Japanese auctions. It was not easy to achieve this, the Japanese put forward a number of serious requirements, up to the registration of a company in Japan, the purchase of real estate, but the Arkon Auto company fulfilled all the conditions, thereby gaining the trust of its partners in Japan. Now "Arkon Auto" works directly without intermediaries, thereby guaranteeing the quality of the car, its compliance with all customer requirements. An acceptable price for services was also achieved due to the fact that the company directly charters steamships and only the hands of its own personnel carry out all technical work with cars, which reduces the risk of damage to cargo, its theft and contributes to the timely detection of "marriage".

As a result, it often turns out that a car purchased through Arkon Auto is cheaper than in the markets, but its quality is guaranteed. There is no such vehicle, special equipment offered on the domestic market of Japan that you could not buy together with Arkon Auto and bring to Vladivostok. This applies to cars with both right and left hand drive, oversized cars and water equipment.

Payment for the cost of a car selected at Japanese auto auctions in the Arkon Auto company does not occur immediately, which is also convenient for the client. The stage of payment for the purchase is carried out in three stages:

Prepayment

-payment of the cost of the car and the cost of delivery to Vladivostok after purchase in Japan

-full payment of the customs fee and company services directly upon receipt of the car.

For the complete convenience of customers, the company has opened the direction "Car loans", it is not the area of \u200b\u200bthe company's earnings, therefore, its registration at the office of "Arkon Auto" does not require additional costs (in addition to bank fees).

There is another important point that immediately inspires confidence among customers. The company's office is located in the same place where the company deploys its activities. In the windows of the head office you can immediately see a parking lot with already brought cars, there is also a workshop for the collection of designers, repair boxes - all in one place. Here you can always see how the masters of the company work. On average, 4 steamships come in a month, which deliver from 200 to 400 units of various equipment, cars from the Land of the Rising Sun. True, not all of this equipment belongs to Arkon Auto, there are a number of customers who simply use the services of transporting goods purchased on their own. Just as often, Arkon Auto ships are loaded with bulky cargo - boats, boats, special equipment.

The main office of the Arkon Auto company is located in Vladivostok on Shoshina street 27, but the scope of its activities extends far beyond the Primorsky Territory. Orders come here through the company's representative offices in other regions. People in other cities receive the same complete information about the cars that they are offered, as well as those in Vladivostok closer to the main office, and most importantly, they receive the same guarantee for the delivery of the order.

Delivery to the company's representative offices in Khabarovsk and Blagoveshchensk is carried out on the company's car carriers, which ensures as soon as possible car delivery to the client. An additional fee is not charged when a client buys a car from any other city in Russia, in addition to delivery. Delivery is the same by rail.

The Arkon Auto company initially focuses on mass purchases. Without overestimating the cost of services, providing full guarantees, finding an individual approach to the client, the company knows that in this way they earn the trust of customers who will turn to this company for the next purchase and recommend the company to their friends and colleagues. That is why Arkon Auto has a large circle of permanent wholesale clients which is expanding daily. The portrait of the buyer of the company is presented in table 2.7.

Table 2.7 - Portrait of the buyer of the Arkon Auto company

Portrait of a buyer of auto-moto, cargo and special equipment business active man aged 30-45, well versed in technology, purposefully oriented to purchase from the domestic market of Japan both for his own needs, his friends, as well as for further resale or delivery to others. regions. Portrait of a consumer of auto repair services 70% male, 25-38 years old, knowledgeable, experienced in servicing the company, aware of the main advantages of the company (quality of bodywork and painting works, real payment terms, polite staff, discounts regular customers up to 20%) -30% independent woman aged 30-40 (who appreciates time and money) who wants to shift maximum care for current repairs and maintenance to the company's specialists

LLC "Arkon Auto" carries out its main activities in Vladivostok. Vladivostok is a city and port in the Far East of Russia, the administrative center of the Primorsky Territory, part of the Vladivostok City District, the end point of the Trans-Siberian Railway. The city's population is 622,500 (est. January 1, 2013). The city is located on the coast of the Sea of Japan on the Muravyov-Amursky Peninsula.

In 2008, the analysts of the agency "Avtostat" studied 170 cities with a population of over 100 thousand people. They analyzed the structure of the fleet by year of manufacture, by major brands.

So, at the beginning of 2008, the Russian car park consisted of more than 30 million cars. cars. It turned out that it takes root mainly due to the northern and eastern regions. The Far East, it turns out, live much better than the inhabitants of the Central part of Russia.

As a result, Vladivostok became the most automobile in terms of car density in the city. In Vladivostok, according to Avtostat, there are 566 cars for every thousand inhabitants. And this despite the fact that officially 622.5 thousand people live in the regional center. That is, more than half of the city gets into cars every day.

The results of an analytical study conducted by the Avtostat agency indicate that the car park of the city of Vladivostok consists of 48.7% of Toyota cars.

Also, according to the agency's analysts, the second most popular brand here is Nissan (15% of the car park), and the third - Mitsubishi (7% of the car park). The remaining places in the group of leaders are distributed between the Japanese Mazda (4.1%), Suzuki (2.4%), Subaru (2.1%) and Isuzu (1.6%).

Thus, in the vehicle fleet of Vladivostok, the share of foreign cars was 89.7%.

Quantitative indicators are clearly not in favor of Russian brands, whose share of cars does not exceed 11% of the total. The most popular are Lada cars (4.4%), followed by Moskvich (2.3%). Next come the "Zaporozhets", "UAZs" and "GAZs". All other brands (European, American and South Korean) occupy only three percent of the local fleet.

It should also be noted that the average age of cars operated in Vladivostok turned out to be noticeably higher than in other large Russian cities. So, about 80% of the local car fleet are cars older than 10 years, despite the fact that in Moscow or St. Petersburg "decades" make up only 37 and 38% of the fleet, respectively. And the most popular brand in Moscow in 2007 (based on data on newly registered cars), in contrast to Vladivostok, was the Ford brand.

Table 2.8 - PEST analysis

PEST-factors: Influence: P - political Stabilization of the political situation in the country. This makes it possible to begin to systematically build a system of relations between the enterprise and the external environment. The positive side of the state's activity (for society as a whole) is the strengthening of the position of the ruble, control over the good quality of goods, the creation of services for standardization and certification of products. Negative side: restrictions on the import of right-hand drive cars, promotion of the left-hand drive PEST-factors: Influence: E - economic The main factors that negatively affect production growth are: - rising prices for components. - Demands from staff for higher wages. - rising energy prices. Some stabilization of the economy makes it possible to move from emergency planning measures (long-term purchases of raw materials, focus on the "momentary" buyer, reducing free funds) to drawing up long-term plans, concluding contracts, both with consumers and with suppliers and financial organizations. Positive economic factors are: - increasing the availability of loans (reducing requirements for borrowers, reducing interest rates, shortened the period for obtaining approval of an application and issuing money). - Increasing the income level of the population, mixing demand from cheap goods (used cars) to high-quality ones (new cars from car dealerships). S-sociocultural There is no way to provide employees with the salary they deserve. Most motorists do not show interest in emerging new products on the market due to the lack of financial ability to buy a new car. T-technological The general complication of car design requires more and more staff qualifications and time spent on work. Tightening standards for the toxicity of vehicle exhaust gases both worldwide and in Russia. This makes it impossible to maintain and repair without the use of expensive devices.

There is a positive economic environment on the market that is conducive to business development, which makes it possible to move from emergency planning measures to drawing up long-term plans. Factors of the technological group also have a negative impact on the enterprise. They must be taken into account when developing a strategy. Factors of political and social groups have some negative influence. All of them are hardly predictable, but must be taken into account when developing strategic alternatives.

The next stage of the analysis is the analysis of competitors.

The main competitors of Arkon Auto LLC in the automotive market are:

-CJSC "Summit Motors" (Vladivostok)";

-OOO "Altair-Auto";

-Triumph Auto Far East»;

-LLC "Pacific Auto";

-OOO Vostok-UAZ.

-OOO "Grand Motors"

-Champion-Vladivostok LLC

A more detailed assessment of competitors is presented in section 4 of this report.

Suppliers. The main suppliers of Arkon Auto LLC are:

mihairuco ltd Japan,

-network of Japanese auctions Aauc, USS, TAU, HirohamaCo LTD.

In strategic management, the method of analyzing the organization's environment, called SWOT analysis, is most often used. By applying this method, it is possible to establish lines of communication between strength and weakness and external threats and opportunities. Such connections are further used to develop a strategy.

In the process of developing a strategy, it must be taken into account that opportunities and threats can turn into their opposites.

For the successful application of a SWOT analysis of the organization's environment, it is important to be able not only to uncover threats and opportunities, but also to try to evaluate them in terms of how important it is for the organization to take into account each of the identified threats and opportunities in the strategy of its behavior.

For such an assessment, the method of positioning on the matrices of opportunities and threats is most often used (see Appendix B).

For the Arkon Auto company, after the analysis, the most significant and likely were the opportunities to expand the market share, expand the range and develop a new direction for the sale of related products (accessories for cars), as well as the development of such a direction as auto repair.

After positioning the threats, it was revealed that:

-either the entry into the industry of a large number of competitors and a radical change in the tastes of consumers can lead to a critical state of the firm;

-restrictive government policies, such as further increases in customs fees and duties, increases in transport tariffs, changes in trade rules, can lead to the destruction of a company or its exit from the industry.

2.3 Assessment of the competitive position of Arkon Auto LLC

We present the main information about the competitors of Arkon Auto LLC in the local market in Appendix B.

Then we will evaluate competitors in the local market.

It should be noted that the competition in this market is very tough. Such services are provided by a large number of both small and large enterprises.

Competitors are evaluated on a five-point system.

Weight of factors:

Quality - 0.3

Assortment - 0.2

Delivery time - 0.1

Location - 0.05

Popularity - 0.05

To evaluate competitors, a study was selectively conducted on the main competitors selected for study due to the fact that these companies have a similar assortment.

Table 2.11 - Evaluation of competitors in the local market

FactorsLLC "Grand Motors" LLC "Altair-Avto" LLC "Arkon Auto" LLC "Authoritet-Avto"1. Price 11552. Quality45553. Assortment 34554. Delivery time55225. Location55526. Popularity5551Competitiveness ratio0.5170.60.780.725

Grand Motors LLC = 1 × 0,3 + 0,3 × 4 + 0,2 × 3 + 0,1 × 5+ 0,05 × 5 + 0,05 × 5 = (0,3 + 1,2 + 0,6 + 0,5 + 0,25 + 0,25) / 6 = 0,517

Altair-Avto LLC = (0.3 × 1 + 0,3 × 5 + 0,2 × 4 + 0,1 × 5 + 0,05× 5 + 0,05 × 5) / 6= (0,3 + 1,5 + 0,8 + 0,5 + 0,25 + 0,25) / 6 = 0,6

Arkon Auto LLC = (5 × 0,3 + 5× 0,3 + 0,2 × 5 + 0,1 × 2+ 0,05 × 5+ 0,05 × 5) /6 = (0,9 + 1,2 + 0,8 + 0,5 + 0,25 + 0,25) / 6 = 0,78

Avtoritet-Avto LLC = (5 × 0,3 + 5× 0,3 + 5 × 0,2 + 2 × 0,1 + 0,05 × 2 + 0,05 × 1) / 6 = (1,5 + 1,5 + 1 + 0,2 + 0,1 + 0,05) / 6 = 0,725

From the above calculations, it can be seen that only in terms of the “Delivery time” factor, Arkon Auto LLC loses to competitors (Figure 2.8). However, in terms of price and quality, that is, indicators that have a greater weight, the company wins significantly. As a result of assessing the competitiveness indicators, Arkon Auto LLC scored 0.78 points, which is significantly higher than that of its competitors.

Based on analysis, evaluation competitive environment, it was concluded that none of the studied enterprises is able to compete with Arkon Auto LLC both in terms of quality of services, quantity, assortment, and prices. Due to the fact that the need of this market for quality services is very high and is not fully satisfied, Arkon Auto LLC can multiply the volume of sales of its products in this region.

To increase the competitiveness of products, Arkon Auto LLC must actively use marketing tools: advertising, discounts, etc., expand the market, sales markets.

3. Development of a competitive strategy for Arkon Auto LLC

3.1 Development of a competitive strategy in order to increase the competitive position of Arkon Auto LLC

The Arkon Auto company began to develop in the mid-90s, then its founders took cars and trucks for their use, acquaintances, for the purpose of subsequent resale, and spare parts for sale that were purchased at car parks in ports of call of Russian ships. Since 2002, as a result of the constantly growing demand for cheap and high-quality used auto-moto, household appliances, spare parts, crane installations, car tires, the company's sales begin to be regular, regular customers of the company appear, demand is formed, and prerequisites are created for the formation of capital .

The main strategic objectives for that period:

-business consolidation (company growth);

-expanding the services provided;

-improving the quality of the goods supplied and the services provided;

-Acquisition of real estate (with industrial premises) to house the company.

By 2003, the company's activity is an average company in relation to competitors, well standing on its feet, with partners in Japan in the form of several recycling companies of the company (Scrubs). In Japan, Arkon Auto is represented by a logistics department (5-7 people) located in close proximity to Japanese partners; delivery of vehicles), receive and describe vehicles and equipment in preparation for shipment, monitor the delivery of goods by Japanese partners in Japan, prepare shipping documents, which in itself was a significant advantage over competitors. Complex In Russia, Arkon Auto developed two main (at that time) directions:

-a parking lot for the sale of trucks and special equipment, crane installations, cargo spare parts;

At the same time, such a direction of the automotive business as the import of cars in the form of auto parts of the first completeness of engines and bodies with subsequent collection (replacement with obsolete auto units) begins to develop dynamically. From 2003-2008, this direction of activity became the main one for the company. In 2004, the Company receives Accreditation and registers at domestic Japanese auctions to which foreign citizens and companies had no access before, respectively, the cars at these auctions were intended for resale with subsequent use in the domestic market of Japan, had a special evaluation system that allows to form an idea of the state of the sold- purchased car. Access to auctions allowed one of the first companies to introduce a new service for its customers - buying cars on order (the choice was made directly by the company's client in Vladivostok), a department is being formed from managers with knowledge of Japanese. The volume of transactions for the provision of services for "purchasing a car from an auction in Japan and delivering it to the company's warehouse in Vladivostok" is growing exponentially every month. The company is moving from irregular deliveries of limited batches of vehicles, in the form of additional loading on ships attracted to call at the port of Fukui once a month, to purposeful charter of ships for the needs of regular deliveries of assembled cargo to Russia (with a regularity of 1-2 ships in 1-2 weeks Later, Kazakhstan opens its borders for the import of Japanese cars, Arkon Auto does not stand aside and finds partners in Japan from Kazakhstan who want to automate their work, since the supply routes lie through the territory of the Russian Federation, this area of work is regular in the form of 1-2 deliveries per month, was successful until the adoption by Kazakhstan of protective duties on "right-handed" cars in 2006.

Gradually, the company grew to a large range of services:

-sale of cars from the company's warehouse

-buying cars at Japanese auctions without intermediaries

-delivery of cars, special equipment, boats, cargo in Japan to the port of Fukui.

-storage of cargo until shipment from Japan.

-lifting large water equipment (boats, yachts) from the water, loading and sending to Vladivostok

-delivery of cars, special equipment, designers, front halves of cars, boats from Japan to Russia through the port of Fukui, Noshiro on ships chartered by the company.

-dismantling / sawing cars.

-customs clearance in Russia.

-assembly of purchased cars (constructors)

Not all areas of the company's activities developed dynamically, the company sought to develop and shape its offer in accordance with changes in consumer demand. Such activities as auto repair, supply and sale of auto parts existed in parallel, performing auxiliary functions to the main activity of the company, and such activities as the sale of cars from the company's warehouse, the purchase, supply and sale of water equipment began to be local.

In 2008, new customs legislation came into force, which significantly adjusted the customs fees for vehicles imported into Russia, as well as spare parts of the first completeness (in particular, car bodies). In connection with the introduction of “protective duties, the market share began to decrease and in some cases shift in favor of the purchase of “left-hand drive” cars, there was a jump in prices for used cars. As a result, the cooperation of Japanese cars decreased, the preferences of buyers began to change dynamically from the acquisition of used cars. executive class cars with a long service life from Moscow and Moscow Region until the acquisition of a “new product” in the automotive market of Valadivostok - new and used Korean cars due to their low cost.

Currently, demand is leveling off relative to the preferences of car owners who have experience in operating high-quality Japanese equipment, experiments with the acquisition of battered cars from Moscow and the Moscow Region, as well as cheap Korean cars, are fading into the background. The preferences of motorists are gradually returning to "right-handed" Japanese cars, which often bear the names of folk cars, but due to the high cost of cars in Japan of "passing years" (from three to five years inclusive) and duties on them, an increase in the dynamics of cooperation with this category of cars not significant.

As a competitive strategy for Arkon Auto LLC, a differentiation strategy is proposed. This strategy becomes an attractive competitive approach as consumer demands and preferences become diversified and can no longer be satisfied with standard products.

The essence of a differentiation strategy is to find ways to be the only one that offers customers the extra features they want and to maintain that advantage all the time.

In order for a differentiation strategy to be successful, a company must study the needs and behavior of customers, what they prefer, what they think about the value of the product and what they are willing to pay for. After that, the company offers one, or maybe several, distinctive characteristics of the product / service in accordance with customer requests, and these proposals must be tangible and memorable.

Competitive advantage arises when a significant number of buyers become interested in the offered differentiated attributes and characteristics of the product. The greater the interest of buyers in the various characteristics of the products offered, the stronger the competitive advantage of the company. Successful differentiation allows the firm to:

-set an increased price for a product / service;

-increase sales (because a large number of buyers are attracted due to the distinctive characteristics of the product);

-win customer loyalty to your brand (because some customers become very attached to additional product features).

Differentiation is successful if the costs of its implementation are covered by an increase in the price of the updated and changed product. Differentiation fails when buyers see no value in the brand's uniqueness to buy that product over competitors', and/or if a company's approach to differentiation can be easily copied and applied by competitors.

The key to a successful differentiation strategy is to create customer value in a way that is different from the competition. There are three approaches to creating customer value. One of them is to develop such characteristics and features of the product that help reduce the buyer's total cost of using the company's products. The second approach is to create such features of the product to increase the effectiveness of its use by the consumer. The third approach involves giving the product features that increase the degree of consumer satisfaction, but not at the expense of savings, but in some other way.

The basis of differentiation in gaining a competitive advantage is a product, the characteristics of which differ significantly from the characteristics of the goods produced by competitors.

Typically, differentiation provides a lasting and more profitable competitive advantage when it is based on:

-technical excellence;

-product quality;

-excellent customer service.

Such distinctive characteristics are widely recognized by customers and have value.

As part of the competitive strategy of Arkon Auto LLC, it is proposed to develop such a direction as car repair. Since the company's capacity, specialization, human resources, partners, availability of equipment, special tools and techniques contribute to the development of activities in this direction.

This choice is due to the fact that when the market was lost in 2008 (after the adoption of protective duties on the designer), the market restructured - cooperation with whole cars decreased and, as a result, the demand for spare parts and repair services increased.

Competing companies in the industry have made a reorientation towards specialization (provision of one service):

-trade in new parts,

-used spare parts trade (disassembly),

-trade in related products (auto chemicals, accessories),

-car delivery only.

There has been an increase in revenues in the provision of repair and maintenance services, as well as the quality of services provided has not increased.

All companies were forced to face a decrease in the number of employees, except for Arkon Auto, due to a large client base of predominantly wholesale customers, as well as representative offices in Blagoveshchensk and Khabarovsk, a large list of services provided by the company mitigated the company's losses.

Thus, "Arkon auto" should use targeted attraction of customers - acquaintances, partners of the company in auto repair, as well as develop a new direction - the purchase and delivery of goods from the Japanese flea market Yahoo.

Table 3.1. The current strategy at the enterprise and proposals for its improvement

Applied strategy - "Focused"Characteristic of the strategyMeasures used by the company in the framework of the implementation of this strategyFocused strategy is to focus only on some segment or niche of the market, which can be determined based on geographical parameters, income level of consumers, etc. The goal of the company is to serve the customer in the given market segment in the best possible way. - business consolidation (company growth); - expanding the services provided; - improving the quality of the goods supplied and the services provided; - acquisition of real estate (with industrial premises) to house the company. The proposed strategy is "Service Differentiation" Differentiation involves achieving a competitive advantage by creating products or services that are perceived by consumers as unique. The strategy is implemented when consumer needs and preferences cannot be satisfied with standard goods or the previous composition of sellers. service differentiation is the offer of a higher and more diverse level of related services - purposeful attraction of customers - acquaintances, partners of the company in auto repair - develop a new direction - the purchase and delivery of goods from the Japanese Yahoo flea market.

3.2 Action plan for the implementation of the competitive strategy of the enterprise

We will develop an action plan for the opening of a car service.

Table 3.1 Plan - schedule for opening a car service enterprise, developing a new direction - buying and delivering goods from the Japanese flea marketYahoo

Name of the eventResponsible, positionTermCollection and execution of documentsDirector of the enterprise10.02.2014-02.02.2014Selection and recruitmentDirector of the enterprise .2014

Particular attention is supposed to be paid to the selection of personnel, which should be carried out, if possible, from men under the age of 35-45 years with at least 5 years of experience in this industry, with an education of at least secondary specialized, since the installation and development of new equipment is supposed to be carried out by the personnel of the company . Also important are such qualities of employees as the ability to learn and be creative, the ability to adapt psychologically in a team, sociability, etc., since the personnel factor is quite significant in ensuring the competitiveness of the company.

Table 3.2 Traditional types of work and a range of car service services of Arkon Auto LLC

Types of workComplex of services for maintenance lubrication and refueling diagnostics control and diagnostic tire fitting and balancing electrical repair of components, systems and assemblies tire fitting and balancing body work (welding, wallpaper, painting), etc. assembly and dismantling repairs and refueling air conditioning tin welding restoration of the working surface of the brake disc (groove of the disc on both sides) repair of the steering injector flushing, cleaning Nozzle steering repairOil changeSteering system repairToe-in-engine repairBrake disc repairBattery repair and chargingBody repair, body workPaintingPainting Car repair of plastic bumpersCar air conditioner fillingInstallation of parking sensorsComputer diagnostics of a carWindow tintingCar window booking

In addition, the company will provide specialized services that are not available from competitors.

Table 3.3 - Specialized types of car service services of Arkon Auto LLC

Types of workComplex of car maintenance servicesEngine tuningReplacing the camshaft, replacing the piston group connecting rod, finalizing the preparation of the cylinder blockTuning the gearboxReplacing the main pair, replacing rows, installing a lockSuspension tuningReplacing standard shock absorbers and springs, replacing suspension units

Spare parts will be purchased according to the order and needs of each client, only spare parts with a low purchase cost and inexpensive consumables will be available from the enterprise.

The profitability of the Arkonavto car service center can be increased by increasing the flow of customers and reducing costs. To do this, the following steps will be taken:

expanding the range of services provided by the company in the second and third years of the project;

minimizing the cost of purchasing equipment (by placing orders for the implementation of certain works in specialized companies);

reduction of rent payments;

We believe that the main method of attracting buyers of our service (of course, along with its optimal price and quality) is the competent organization of the service, which includes:

provision of service guarantees for at least 6 months. from the date of service,

providing the opportunity, if necessary, to deliver the vehicle to the place of repair,

application of a flexible system of discounts for consumers who constantly use the services of our company,

the possibility of providing services under direct contracts with transport companies,

maximum provision of the necessary repair time for the consumer,

systematic assessment of the quality of service through questionnaires (possibly, “Books of reviews” and other forms of “feedback” with consumers of services),

ensuring continuous improvement of means and methods of customer service,

The last point involves the distribution of advertising and non-advertising articles in the local press, covering the level and quality of services and guarantees provided by the Arkon auto service center LLC, the production of 4-5-billboards, advertisements in transport. Particular attention is planned to be paid to the carefully thought-out text of the appeal to consumers, suitable design, attracting attention and emphasizing the business qualities and advantages of our company. Personal contacts with consumers also play an important role in attracting the attention of consumers. Perhaps this measure will be no less effective than advertising. Based on the above criteria, the following types of promotion were selected to achieve the goals:

-installation of a sign;

-purchase of branded clothing for staff;

-newspaper ads;

Despite the fact that these activities will require additional financial costs, they will be targeted, provide the company with the necessary publicity and allow generating demand from potential customers who are not yet using the services of a car service.

The cost estimate for the implementation of these activities is presented in Table 3.4.

Table 3.4 - Estimated costs for the promotion of the car service of Arkon Auto LLC

EventAmount, rub.Production and placement of black and white advertisements (A4 format)2,000Production and placement of signboards7,500Advertisement in print media5,000Sewing of branded clothing for staff9 x 1,200 = 10,800Total 25,300

The amount of funds spent on the promotion of the service (advertising activities) must be adjusted monthly based on a comparison of the number of consumers attracted by each of the above methods.

The planned number of the firm's staff is 7 people. The composition of the staff, as well as the planned labor costs are reflected in table 3.5.

Table 3.5 - staffing car service LLC "Arkon auto"

PositionNumber of Salary, thousand rubles Social contributions (34%), thousand rubles Payroll per year, thousand rubles Payroll with deductions per year, thousand rubles diagnostics - electrician19,16,494229,2307,4419,1Mechanic of repair site206,8240321,620Mechanic of vulcanization site206,8240321,620Technician of painting site206,8240321,620Cleaner6,52,2178104,526.5Total52,9041862,225

Thus, the monthly labor costs amount to 165.5 thousand rubles, the annual salary with deductions will amount to 2502.36 thousand rubles. The planned work schedule of the Arkon auto service center is from 9:00 to 21:00, 7 days a week, 365 days a year. The schedule of work of the personnel of the main technological personnel day after day. The work schedule of management personnel is 5 days a week from 10:00 to 17:00. The cleaning schedule is 5 days a week from 10:00 to 17:00. Table 3.6 presents the calculation of financial investments in the implementation of the project for the acquisition of a set of equipment.

Table 3.6 - Calculation of the cost of car service equipment LLC "Arkon auto"

Name of equipment Cost of purchased equipment, thousand rubles .Bosh (Germany) FSA 750.700Equipment for body repair WelPeCAR Bench (Italy) modelPirarha S130.1500Other equipmentEVROSIV (Moscow)3000Total8410

The cost of delivery, installation and training of personnel is 15% of the cost of equipment: 8410 ×15%=1261.5 thousand rubles

The total cost of the equipment will be 8410 + 1261.5 = 9671.5 thousand rubles.

3.3 Business case for proposed activities

Table 3.7 shows the sales forecast for the Arkonavto LLC car service for 3 years of operation. Based on the experience of competitors and the general patterns of consumer response to marketing efforts, the optimistic version of the forecast is more likely, so all further calculations will be made on its basis.

Table 3.7 - Forecast of sales of car service LLC "Arkon auto"

Name of indicator 2014 quarterly 2014 total 201520161234Pessimistic forecast of the volume of services rendered, pieces 50200267279796890990Realistic forecast of the volume of services rendered, pieces 67300331399109714451656

Based on the prices for the services of the enterprise presented in the appendix, the average 1 complex of car service services will be 5500 rubles. It should be noted that the prices for small consumables will be included in the cost of the client's service in the amount of 20% on average, and the client will pay for expensive spare parts separately.

Let's make a forecast of revenue from the implementation of these areas of work of the car service LLC Arkon Auto. The sales revenue forecast is as follows (table 3.8).

As can be seen from the data in Table 3.8, the projected volume of sales of services for 2014 is 6,033,500 rubles.

Over the next two years, the company plans to consistently increase the volume of sales of its services by 20% and 51%. Achieving such indicators is quite realistic, since during this time the company will be able to declare itself on the market household services, generate demand from organizations and enterprises, as well as acquire regular customers.

Table 3.8 - Forecast of revenue from the sale of car service LLC "Arkon auto"

Name of indicator 2014 quarterly 2014 total 201520161234Volume of rendered services, pcs. rub.368 5001 650 0001 820 5002 194 5006 033 5007 225 0009 108 000

Next, let's move on to drawing up a plan for fixed and variable costs for organizing the work of the Arkon auto service center. The calculation was also made on the basis of average prices for certain goods and services in 2013 and is presented in Table 3.9.

Table 3.9 - Plan of fixed and variable costs for the organization of the project for 2014

Name of cost item Amount, thousand rubles communal payments, transportation costs) 402.7 Selling and administrative expenses (stationery, communications) 25.3 Full cost including VAT 5620.3611. Fixed costs1 693.7012. Variable costs3,951.96

Thus, the total cost of car service services of Arkon Auto LLC in 2014 will be 5,620.36 thousand rubles, including fixed costs in the cost price will be 2,110 thousand rubles, and variables 3,510.36 thousand rubles.

In the next two years, the full cost, taking into account inflation, will increase by 10 - 25% and will amount to 6210 - 7057 thousand rubles.

Main technological equipment taking into account commissioning costs worth 9671.5 rubles. will be taken on credit from OJSC VTB 24

Based on the previously calculated data, we will make a forecast for the receipt of profit from sales for the planned period (table 3.10).

Table 3.10 - Plan for income from the sale of car service LLC Arkon Auto, thousand rubles.

Name of the indicator2014 year quarterly2014 Total201520161234 Spelling from sales368 5001 650 0001 820 5002 194 5006 033 5007 2259 108 000 000 000405 0901405 0905 620 3606 210 0007 057 000 sales-1 05,0789 410413 1401 015 0002 051 000US, 15% 036 736.562 311.5118 411.561 917152 250307 650 %012,6219,4030,585,8211,9419,14

Return on sales by the end of the first year will be 5.82%, in the next two years it will increase to 11.94% and 19.14% respectively.

Let's calculate the critical annual production using the following equation:

P x Q \u003d FC + VC,

where Q - critical sales volume, units;

P - selling price, rub.;

FC - fixed costs, rub.;

VC - variable costs, rub./unit.

Based on this, the critical volume of sales of services of IP "Bogdanov Motor" during the first year of operation, we calculate based on the following data:

unit price of services - 5500 rubles;

variable costs per unit of production - 3600 rubles;

fixed costs - 1693700 rubles.

Based on this, the critical volume of services provided per month (Q) will be:

Q = 1693700+ 3600 Q

Q -3600 Q = 1900

Q=1693700/1900

Q = 892.42 (u)

Thus, the critical volume of car service services is 892.42 units. Considering that the planned average sales volume is 1097 units, the critical sales volume is 81% of this volume. Therefore, the financial safety margin of the planned project is (100%-81%) 29%. This allows the company to reduce production by approximately 30% in case of failure to achieve the planned sales volume. Further financial strength businesses will increase as the monthly volume is projected to increase.

It is believed that different values of the discount rate can be chosen for a different class of investments. In particular, investments related to maintaining the company's market position are valued at a rate of 6%, investments in the renewal of fixed assets - 12%, investments to save current costs - 15%, investments to increase the company's income - 20%, risky investments - 25%. Since the project of opening a car service provides for investments in the renewal of fixed assets, according to the above recommendation, a discount factor of 12% was chosen. In the context of inflation, the discount rate should take into account the percentage of inflation.

The adjusted discount factor is:

r=(1+r)× (1+i) - 1,

where i - inflation rate; r - discount rate.

r=(1+0.12) × (1+0.07) - 1=0.20 or 20% per year.

The net present value of the investment is calculated using an adjusted discount factor of 20%.

The project implementation period is 3 years.

The calculation of net present value is presented in table 3.11.

Project Profitability Index:= 18742213.30/9671500= 1.93

Simple payback period of the project:

PP \u003d 9671500 / (18742213.30 / 3) \u003d 1.54 years.

Discounted payback period of the project:

DPP = 9671500/ (12832137/3) = 2.26 years.

Table 3.11 - Net present value of the project, thousand rubles.

PeriodInvestitsiiEkonomichesky effektKoeffitsient diskontirovaniyaDiskontirovannaya net pribylChisty discounted dohodGody09671500010-9671500105 0,480,830.833333342067364206736206 0528190.69444442033444203344307 641 3100,57870444220574422057Vsego967150018 742 213,30-128321373160637

So, the calculated data allow us to conclude that the project is quite effective and will allow the company to receive constant additional profit.

The pricing strategy will be based on the method of "following the leader" (neutral strategy). With this strategy, our company will focus on the prices and activities of competitors who are more developed in this market, have more customers and experience in working with them. Therefore, at the initial level of activity, in this segment, we need to be like leading competitors, study them, and subsequently, based on information about their shortcomings, form our advantages.

Table 3.12 - Sales volume for the first year

Sales volumes thous. (+0.5%) March (+1%) Apr. (+1.5%) May (+1%) June (+0.5%) July (+0.5%) Aug. (+0.5%)Sep. (+1%)Oct. (+1.5%)nbr. (+1.5%)Dec. (+0.5%)primary market670673,4680,1690,2696,9700,3703,4706,7713,4723,5733,6738secondary market630633,2639,5649655,3658,5661,7664,9671,2680,7690,2693.4

We will also need to take into account the demand, the cost of total cost purchased goods, sales volume, and other factors specific to our company that affect the setting of prices for goods.

By the second year, an increase in sales volumes is expected, in relation to the beginning of the first by 10%, through marketing and advertising activities. By the third year, it is expected to increase sales by another 7%. During the third year - by 5%.

Table 3.13 - Sales volume for the second and third years

Sales volume thousand rubles2 year3 (+5%)1 quarter (+1.5%)2 quarter (+2%)3 quarter (+1.5%)4 quarter (+2%)primary market2247.212291 ,492324.723699949.8secondary market2111.421532184.22225.89345.8

The advertising strategy will be based on attracting potential buyers and building the image of our auto parts store through those advertising methods that will cover the largest number of audience we need.

To attract buyers and create the image of our company, such methods of informing will be used as:

Banner located on a billboard size 3 × 6. The billboard itself will be placed near our store directly next to a busy section of the highway. Thus, we will cover a fairly wide range of car enthusiasts who will know where our store is located.

Tutoring

Need help learning a topic?

Our experts will advise or provide tutoring services on topics of interest to you.
Submit an application indicating the topic right now to find out about the possibility of obtaining a consultation.

INTRODUCTION 3

CHAPTER 1

1.1. The concept and essence of competitive strategy 6

1.2. Factors affecting the competitive strategy of a trade enterprise 12

1.3. Principles for developing a competitive strategy for a commercial enterprise 18

1.4. Competitive Strategies for modern market and methods for ensuring the competitiveness of a trading enterprise 21

CHAPTER 2. ANALYSIS OF THE COMPETITIVE STRATEGY OF A TRADING ENTERPRISE ON THE EXAMPLE OF BALTTERM LLC 30

2.1. Characteristics of the activities of Baltterm LLC 30

2.2. Analysis of the main technical and economic indicators of Baltterm LLC 31

2.3. Assessment of the competitive advantages of LLC Balterm 38

2.4. SWOT-analysis LLC "Balterm" 57

CHAPTER 3. DEVELOPMENT OF A COMPETITIVE STRATEGY OF BALTTERM LLC 61

3.1. Proposals for the formation of strategic competitive advantages for the products of BALTTERM LLC 61

3.2. Performance evaluation 64

CONCLUSION 69

LIST OF USED SOURCES AND LITERATURE 72

APPENDIX 76

INTRODUCTION

Relevance of the research topic. Trade services occupy a leading place in the country's economy. The modern development of trade in Russia is characterized by a steady growth rate. In recent years, competition in this area has noticeably increased, which is caused both by internal factors in the development of trade and by the activity of penetration of foreign companies and imported products into the Russian market. Under the current conditions, the issues of ensuring the competitiveness of trade enterprises of various formats are of particular importance, since the success of an economic entity directly depends on achieving a high level of competitiveness and implementing competitive approaches that ensure its long-term stable position in the market.

Ensuring the competitiveness of trade enterprises is largely determined by the formation of competitive strategies adequate to the conditions of the markets served.

In order to ensure the survival of an enterprise in modern conditions, management personnel must, first of all, be able to realistically assess the competitiveness of both their enterprise and existing potential competitors. In this regard, the development of a competitive strategy for a trading enterprise is of particular relevance.

Competitive strategy is a managerial position that an enterprise chooses for its strategic development. Therefore, the main task of developing a competitive strategy is to identify business practices and methods that are aimed at attracting customers, maintaining competition and strengthening market position.

Based on the theory and practice of developing a competitive strategy and shaping the competitiveness of modern firms, the following contradictions can be distinguished that require resolution and characterize the state of the phenomenon under study at various levels:

Social and managerial nature: on the one hand, the development of a competitive strategy and increasing the competitiveness of an enterprise is a necessary and indispensable condition for ensuring and maintaining financial stability at the proper level, and on the other hand, the unstable financial condition of an enterprise does not allow successfully solving the problem of competitiveness. Maintaining the required level of competitiveness and financial stability of the enterprise requires the full use of numerous internal and external development factors;

Scientific and theoretical nature: on the one hand, there are scientifically based strategies for increasing the competitiveness of the company, and on the other hand, they are not sufficiently implemented in the management practice of modern organizations.

Based on the analysis of relevance and contradictions, the research problem is formulated, which consists in the formation of special actions (events) and the development of a strategy for the competitiveness of a modern trading enterprise, which will make it possible to distinguish this trading enterprise from competitors, that is, to increase its competitiveness.

The need to resolve these contradictions led to the choice of the research topic - "Development of a competitive strategy for a trading enterprise."

Purpose of the study is to develop a competitive strategy for a trading enterprise.

Object of study– competitive strategy of Baltterm LLC.

Subject of study– the process of developing a competitive strategy in Baltterm LLC.

In accordance with the purpose of the work, the following were set and solved. tasks:

to study the basics of the theory of the competitive strategy of an enterprise, as well as the factors affecting its competitiveness;

to analyze the main indicators of the competitiveness of the enterprise;

explore the methodology for developing competitive strategies and the process of forming strategies for a trading enterprise;

to characterize the current state of activity of Baltterm LLC, identifying negative and positive trends;

explore the competitive environment of Balterm LLC as a basic element for developing a competitive strategy for a trading enterprise;

develop a competitive strategy for Baltterm LLC.

The theoretical basis of the study was the ideas and provisions in the field of strategic management of G.A. Azoeva, A.L. Chelenkova, I.A. Ketova, M.I. Knysh, R.A. Fatkhutdinov, M. Porter, A.Yu. Yudanova and others.

The sources of information for the study of the competitiveness of the enterprise Baltterm LLC were the balance sheet for 2010-2012, the organizational structure of the enterprise, the staffing of the enterprise, statistical data on the development of the heating equipment market in Kaliningrad for 2010-2012.

The diploma project consists of an introduction, three chapters, a conclusion, applications, a list of references and references.

Introduction 3

Chapter 1. Theoretical foundations for developing an enterprise competition strategy 5

1.1. Essence and types of competition strategies 5

1.2. Rationale for the choice of competition strategy 11

Chapter 2

2.1. a brief description of ZAO PPRZ 15

2.2. Analysis of the competitive position and competition strategies of PPRZ CJSC 21

Chapter 3. Improving the competition strategy of PPRZ CJSC 28

Chapter 4. Cost-Effectiveness of Proposed Measures 32

Conclusion 36

References 38

Introduction

In the conditions of the development of a market economy, the formation of a competitor of a new potential, the definition, development and creation of prerequisites for the sustainability of competitive advantages, the choice of the correct form of competitive behavior are of particular importance for the successful functioning of an enterprise. The very notion of competitive advantage is now of particular relevance, as the growth of companies around the world has slowed down, and the behavior of competitors is becoming more and more aggressive.

The main thing was not just to achieve and identify a competitive advantage, but to make it sustainable. Competitive advantage - these are the characteristics, properties of the product that create for the enterprise a certain superiority over its competitors, and for the consumer - the optimal combination of consumer characteristics of the product. Superiority is evaluated in comparison, therefore it is a relative characteristic and is determined by various factors.

For successful activity, an enterprise needs to develop the right competition strategy based on its competitive advantages, which actualizes the study of forms of competition in modern conditions.

The importance of strategic behavior, which allows the firm to survive in the competition in the long term, has increased dramatically in recent decades. All companies in a highly competitive, rapidly changing situation should not only focus on the internal state of affairs in the company, but also develop a long-term survival strategy that would allow them to keep up with the changes taking place in their environment. Now, although the task of rational use of potential in current activities is not removed, it becomes extremely important to implement such management that provides competitive advantages in a rapidly changing environment.

Business practice has shown that there is no competitive strategy that is the same for all companies, just as there is no single universal strategic management. Each firm is unique in its own way, and the process of developing a competitive strategy for each firm is unique, since it depends on the position of the firm in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, cultural environment and much more.

In this way, relevance the study and application of methods of competition in the management of the firm is increasingly increasing. This is what determined the choice of the topic of the course work.

CJSC "Perm spring-spring plant" was chosen as the object of research.

Target course work is to analyze the competitive properties of CJSC "PPRZ" and develop a competition strategy for it. This goal determined the formulation of the following research tasks:

1. Consider the theoretical foundations for developing an enterprise competition strategy; characterize the main types of competition strategies and justify the choice of competition strategy;

2. Analyze the competitive position and competition strategies of CJSC “PPRZ”;

3. Suggest directions for improving the competition strategy of CJSC "PPRZ";

The structure of the work corresponds to the tasks.

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

Competition - (from lat. Concurrere - collide) - the struggle of independent economic entities for limited economic resources. This is an economic process of interaction, interconnection and struggle between enterprises operating in the market in order to provide the best opportunities for marketing their products, satisfying the diverse needs of buyers.

In the marketing system, a firm operating in the market is considered not by itself, but taking into account the totality of relations and information flows that connect it with other market entities. The environment in which the firm operates is commonly referred to as the firm's marketing environment. Kotler F. defined the company's marketing environment as follows: The company's marketing environment is a set of active subjects and forces operating outside the company and affecting the ability to manage the marketing service to establish and maintain successful cooperation relationships with target customers.

A strategy is a long-term action aimed at achieving the set goals. The implementation of the strategy is a set of actions that contribute to increasing business activity in the organizational and financial areas, developing the company's policy, creating a corporate culture and motivating staff, managing everything that is aimed at achieving the intended results.

A competitive strategy is a set of specific steps and approaches that a firm takes or intends to take in order to compete successfully in a given industry.

For the first time, business faced the problem of strategic planning in the context of the economic crisis. It is in such conditions that all the weaknesses of some enterprises become clearly visible and strengths others. And it is precisely in such periods that it becomes more obvious than ever where huge resources were wasted, which will never give the expected effect. Then the competitive struggle escalates to the limit, the winner of which is the one who manages to achieve great competitive advantages - advantages not over competitors, but advantages in relation to the consumer.

Competitive advantage - the assets and other advantages of the company that give it an advantage over competitors. Competitive advantages must ensure the uniqueness of the brand and meet the specific needs of the client. Strategic success factors are based not on objective, but on subjective benefits perceived by the consumer. The task of management is to identify and develop the potential for success and transform it into appropriate factors.

Winning and maintaining competitive advantages are, as you know, a key function of strategic enterprise management. It is especially important to achieve advantages in saturated markets where demand is met by many suppliers.

According to the researcher of competition F. Kotler, a company in the competition can play one of four roles. The marketing strategy is determined by the position of the company in the market, whether it is a leader, challenger, follower or occupies a certain niche:

1. The leader (a market share of about 40%) feels confident.

2. Applicant for leadership (market share of about 30%). Such a company aggressively attacks the leader and other competitors. As part of special strategies, the applicant can use the following attack options:

· "frontal attack" - conducted in many areas (new products and prices, advertising and sales - competitive advantages), this attack requires significant resources.

· "environment" - an attempt to attack all or a significant market area of the market.

· "bypass" - the transition to the production of fundamentally new goods, the development of new markets.

· "Attack of the gorilla" - small impetuous attacks by not quite correct methods.

3. Follower - (20% share) a company that strives to maintain its market share and get around all the shallows. However, even followers must adhere to strategies aimed at maintaining and increasing market share. The follower can play the role of imitator or double.

4. Digged into a niche market - (10% share) serves a small segment of the market that large firms do not care about. Several niches are preferable to one. Such firms have no special competitive advantages, except for the fact that large firms do not see competitors in them and do not "pressure".

The task of competitive strategy, according to M. Porter, is to bring the company to a state in which it can fully use its advantages. It follows from this that the in-depth analysis of competition is an important part of the formulation of the strategy.

M. Porter identified five forces of competition that determine the level of profit in the industry. This:

Penetration of new competitors;

The threat of the appearance on the market of substitute goods produced using a different technology;

Buyer opportunities;

Supplier capabilities;

Competition between companies already established in the market.

Competitive strategies (business strategies) come from understanding the rules of competition that operate in an industry and determine its attractiveness. The goal of competitive strategy is to change these rules in favor of your company. The rules of competition can be represented as the five forces of competition shown in the figure.

Rivalry, according to Porter, occurs when one or more competitors experience difficulties or see opportunities to improve their position. The intensity of the competition can vary from polite gentlemanly forms to the most brutal "throat-cutting" techniques.

Porter notes a number of the following factors that determine the intensity of competition:

a large number of competitors or approximate equality of their forces;

slow growth of the industry;

a high level of fixed costs in the form of overheads or inventory costs;

lack of differentiation (no conversion costs);

quantitative jump in capacities;

various kinds of competitors;

high strategic importance;

high exit barriers.

By general strategies, Porter means strategies that have universal applicability or are derived from certain basic postulates. In his book “Strategy of Competition”, M. Porter presents three types of general strategies aimed at increasing the competitive advantages of a company. A company that wants to create a competitive advantage for itself must make strategic choices in order not to lose face.

There are three basic strategies for this:

leadership in cost reduction; Abstract >> Management

Develop competitive strategy for the enterprise "Sladko". Chapter 1. Theoretical Foundations development strategies firms Development strategies Strategy– ... be the most important parameters when developing competitive strategies), as well as opportunities and...

Development competitive strategies in the market of mobile operators
Coursework >> Management
On strategic management on the topic: " Development competitive strategies in the market of cellular operators" ... cornerstones for building strategies firms. The company can get competitive advantage by focusing on...
Development marketing strategies firms on the example of the Cherepovets confectionery factory Russian Biscuit
Coursework >> Marketing
Companies. The purpose of this work is development marketing strategies firms, namely CJSC "Russian Biscuit" ... , 4. High level of product quality, 5. Strict competitive selection of specialists, 6. Cooperation with companies owning...
Competitive strategies enterprises
Abstract >> Economics
Practice is being built competitive activities firms. In addition, developing your competitive strategy, firm should take into account... in the market. For determining competitive benefits and development competitive strategies need to analyze first...

For successful activity, an enterprise needs to develop the right competition strategy based on its competitive advantages, which actualizes the study of forms of competition in modern conditions.

CJSC "Perm spring-spring plant" was chosen as the object of research.

Target course work is to analyze the competitive properties of CJSC "PPRZ" and develop a competition strategy for it. This goal determined the formulation of the following research tasks:

1. Consider the theoretical foundations for developing an enterprise competition strategy; characterize the main types of competition strategies and justify the choice of competition strategy;

2. Analyze the competitive position and competition strategies of CJSC “PPRZ”;

3. Suggest directions for improving the competition strategy of CJSC "PPRZ";

The structure of the work corresponds to the tasks.

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

A strategy is a long-term action aimed at achieving the set objectives. The implementation of the strategy is a set of actions that contribute to increasing business activity in the organizational and financial spheres, developing the company's policy, creating a corporate culture and motivating staff, and managing everything that is aimed at achieving the intended results.

A competitive strategy is a set of specific steps and approaches that a firm takes or intends to take in order to compete successfully in a given industry.

For the first time, business faced the problem of strategic planning in the context of the economic crisis. It is under such conditions that all the weaknesses of some enterprises and the strengths of others become clearly visible. And it is precisely in such periods that it becomes more obvious than ever where huge resources were wasted, which will never give the expected effect. Then the competitive struggle escalates to the limit, the winner of which is the one who manages to achieve great competitive advantages - advantages not over competitors, but advantages in relation to the consumer.

1. The leader (a market share of about 40%) feels confident.

· "frontal attack" - conducted in many areas (new products and prices, advertising and sales - competitive advantages), this attack requires significant resources.

· "environment" - an attempt to attack all or a significant market area of the market.

· "bypass" - the transition to the production of fundamentally new goods, the development of new markets.

· "Attack of the gorilla" - small impetuous attacks by not quite correct methods.

M. Porter identified five forces of competition that determine the level of profit in the industry. This:

Penetration of new competitors;

The threat of the appearance on the market of substitute goods produced using a different technology;

Buyer opportunities;

Supplier capabilities;

Competition between companies already established in the market.

Porter notes a number of the following factors that determine the intensity of competition:

1. a large number of competitors or the approximate equality of their forces;

2. slow growth of the industry;

3. high level of fixed costs in the form of overhead or inventory costs;

4. lack of differentiation (no conversion costs);

5. quantitative leap in capacities;

6. various kinds of competitors;

7. high strategic importance;

8. high exit barriers.

There are three basic strategies for this:

Leading the way in cost reduction

· differentiation;

focusing (special attention).

To satisfy the first condition, a company must keep costs lower than those of its competitors.

To ensure differentiation, it must be able to offer something unique in its own way.

Cost leadership is perhaps the most characteristic of the three general strategies. It means that the company aims to become a low cost producer. The company's deliveries are very diverse and serve many segments of the industry. This scalability is often a key factor in cost leadership. The nature of these benefits depends on the structure of the industry, whether it be a matter of economies of scale, advanced technology, or access to sources of raw materials.

Porter points out that a company that has won leadership in cost reduction cannot afford to ignore the principles of differentiation. If consumers do not find the product to be comparable or acceptable, the leader will have to make price cuts to weaken his competitors and lose his lead in the process. Porter concludes that a leader in cost reduction in product differentiation must be on par with, or at least close to, its competitors.

Differentiation, according to Porter, means that the company strives for uniqueness in some aspect that is considered important by a large number of customers. She selects one or more of these aspects and behaves in such a way as to satisfy the needs of consumers. The price of such behavior is higher production costs.

The third type of strategy is to focus on some aspect of the activity. It is radically different from the previous two and is based on the choice of a narrow area of competition within the industry.

The point of focusing is to select a segment of the industry market and serve it with your strategy better and more efficiently than your competitors. By optimizing its strategy for the selected target group, the company that has chosen this course is trying to achieve competitive advantages in relation to the selected group.

Consider also the types of strategies for the behavior of firms according to A.A. Thompson and A.J. Strickland. Famous authors of the book "Strategic Management" A.A. Thompson and A.J. Strickland describes the strategies of firms in sufficient detail and reasonably. They distinguish the following strategies: offensive, defensive and vertical integration strategies.

1. Offensive strategies to maintain competitive advantage. Competitive advantage is usually achieved through the use of a creative offensive strategy that is not easy for competitors to counter. There are six main types of offensive strategy:

Actions designed to counter or surpass a competitor's strengths;

Actions aimed at exploiting the weaknesses of a competitor;

Simultaneous offensive on several fronts;

Capturing unoccupied spaces;

Guerrilla warfare;

Preemptive strikes.

2. Defensive strategies to protect competitive advantage aim to maintain one's market position, reduce the risk of being attacked, bear the attack of a competitor with less loss, pressure challengers to reorient them to fight other competitors.

A good defensive strategy involves the ability to quickly adapt to a changing situation in the industry and, if possible, pre-emptively block or prevent competitors from attacking blocking actions.

The second approach to defensive strategy is to communicate to competitors that their actions will not go unanswered and the firm is ready to attack. The purpose of such signals is to prevent the start of attacking actions (since the expected results of challenging competitors may be significantly lower than the costs incurred) or to redirect them to less protected targets.

Another way to counter the offensive actions of competitors is to try to reduce the profit that attracts them and pushes them into offensive actions. When the profitability of a firm or industry is very high, it serves as a bait for a large number of firms and creates a desire to go on the offensive, even if the barriers to entry are high and the defenses are strong. In this situation, the firm can defend itself against competitors, especially newcomers, by forgoing short-term profits and using accounting mechanisms to show relatively low returns.

3. Strategy of vertical integration. The essence of this strategy is that firms can expand their activities towards suppliers (back) or towards the consumer (forward). A firm that builds a new facility to manufacture input components previously purchased from suppliers is undoubtedly still in the same industry as before.

1.2. Rationale for the choice of competition strategy

The individual competition strategy of an enterprise is a set of methods, techniques and measures aimed at strengthening the competitive position of the organization, the specific content of which depends on the characteristics of the competitive environment of the enterprise and its competitive strategic potential.

The need to choose a competition strategy lies in the fact that the modern market economy is competitive. The opportunity and freedom to strive to satisfy private interests for each economic entity and the economic isolation of commodity producers create the prerequisites for the existence of competition. In the process of marketing research, calculations to assess the competitiveness of services or goods are aimed at identifying competitive advantages and vulnerable positions.

The most profitable strategies for PPRZ CJSC are market expansion and diversification strategies according to M. Porter. An individual (private) competitive strategy reflects both specific ways of implementing the chosen typical competitive strategy, depending on the capabilities of the organization, and decisions about behavior in relation to the main competitors.

The challenge is to maintain and develop our competitive advantage.

To do this, a business (competitive) strategy should be formed for each strategic business unit. To solve this problem, M. Porter's competitive strategy model can be used.

To search for and implement strategic positioning, this model provides a combination of the following three criteria:

Mainly in terms of costs

Commodity differentiation;

Market concentration.

As a result, five basic positions and their corresponding competitive strategies are fundamentally possible.

Consider the features of these strategies:

The transportation cost leadership strategy involves reducing the total cost of production transport services which attracts a large number of consumers;

The strategy of broad differentiation is aimed at giving services or products specific characteristics that distinguish them from the services of competing organizations, which attracts a large number of consumers (clients);

Optimal transport costs is focused on providing consumers with more value for the same money through a combination of low costs and wide differentiation of services or products, which is a difficult task and therefore an unsustainable and transitional strategy;

A focused low cost strategy is based on low costs and focuses on a narrow market segment where the organization is ahead of its competitors due to lower production costs;

A focused differentiation strategy is based on the differentiation of services or products that most fully meets the requirements of a narrow market segment.

These strategies create their competitive advantages, while each strategy requires the necessary economic resources, certain skills and the right managerial actions of managers.

In accordance with the starting positions, one of the following competitive strategies can be used: reducing the cost of transport services, differentiation, segmenting the market and choosing a market niche, introducing innovations, focusing on market needs.

When developing a competitive strategy, it must be taken into account that all types of competitive advantages are divided into two groups: low-order advantages and high-order advantages.

Low-order advantages are associated with the possibility of using cheap labor and material resources. The low order of these competitive advantages is due to the fact that they are very unstable and can be easily lost either due to rising prices and wages, or because these cheap production resources can also be used by competitors. In other words, low-order advantages are advantages with little persistence, unable to provide an advantage over competitors for a long time.

The advantages of a high order are: unique transport services, unique technology for the transportation of goods, optimal marketing structure, organization of the production of transport services, good reputation of the ATO. If a competitive advantage is achieved through the provision of unique transportation services using new rolling stock or additional equipment based on their own design developments, then to destroy this advantage, competitors will either have to develop similar equipment, acquire new rolling stock, or come up with something better. All these options are not cheap and require considerable time for their implementation.

The most valuable competitive advantage is the good reputation of the organization, which is achieved with great difficulty, slowly and at a high cost to maintain it.

The type of strategy chosen depends on the position that the organization occupies in the market and on the nature of its actions.

Along with the strategy for ensuring competitiveness, it is necessary to develop tactics and methods of conducting competition that will be used, as well as outline measures aimed at improving its competitive position.

The development of a competitive strategy requires the appropriate formation of the entire marketing mix, since there is a certain, although not rigid, connection between the competitive strategy model and the instrumental strategies of the marketing mix.

An essential point influencing the choice of strategy is the definition of performance indicators and their justification. Parameters strategic plan are important criteria for evaluating the effectiveness of the chosen strategy.

As a rule, the choice of a strategic efficiency criterion is not limited to any one indicator, since it depends on the characteristics of the current situation, the prevailing (dominant) goals, as well as the availability of reliable and reliable information about the state of the external and internal environment.

It should be said that the implementation of the developed competitive strategy and the corresponding measures that make up the marketing mix will improve the following basic elements of the competitiveness of transport services: the list of transport services offered, the quality of transport services produced, the availability of services provided.

An effective quality strategy creates a stable competitive advantage, increases the intensity of the organization's activities. Ultimately, it is this factor that is decisive in a dynamic and unpredictable environment.

Summing up the results of the chapter, we note that at the present stage of economic development, the goals and methods of competition are changing, there are changes in the behavior of economic entities associated with adaptations to changing conditions of the competitive environment, all this determines the importance of having a competitive strategy for ZAO PPRZ as the main factor success in the competition.

Chapter 2

2.1. Brief description of CJSC "PPRZ"

Brand Name Enterprise: full - Closed Joint Stock Company "Perm Spring and Spring Plant"

abbreviated - CJSC "PPRZ"

Legal address: 614014, g . Perm, street 1905, 35

Date of state registration - 20.07.2000

CJSC PPRZ is one of the largest manufacturers of spring products for various industries in Russia and the CIS countries.

The enterprise is legal entity, has a company name containing an indication of the organizational and legal form, the owner of its property and the nature of the activities of the Enterprise, enshrined in the right of economic management. The enterprise has a separate property, an independent balance sheet, a bank account, a round seal with its name, a stamp, forms, a trademark (service mark). An enterprise may, on its own behalf, acquire and exercise property and personal rights, bear obligations, be a plaintiff and a defendant in court, arbitration and arbitration courts.

The enterprise carries out its activities in accordance with the legislation in force on the territory of the Russian Federation, acts of the local government, as well as the Charter.

The enterprise is liable for its obligations with all its property. The founder is not liable for the obligations of the enterprise, except for cases provided for by the current legislation, and the Company is not liable for the obligations of the founder.

The enterprise was founded in 1994 on the basis of a specialized workshop No. 38 of OAO Motovilikhinskiye Zavody. Currently, CJSC "PPRZ" includes - shop 38 and 35 shop.

The main specialization of shop 38 is the serial production of spring products for cars and light trucks.

Shop 35 specializes in small-scale production of helical, leaf and cup springs, retaining rings and spring parts for various industries.

Production and technological capabilities of the enterprise.

Workshop No. 38 was put into operation in 1969 to provide the assembly line of the Izhevsk Automobile Plant with spring products.

The workshop has 3 conveyor lines for mass production of springs and springs for cars, including:

Automatic line for coiling springs by the American-Italian company Gogan-Holcroft, launched in 1980;

The spring winding line produced by the Azov Plant of Forging and Pressing Machines (Azov) was put into operation in 2002.

Line for the production of springs for cars.

Currently, only two lines - 1 for the production of springs and 1 - for the production of springs, are operating, the Azov Line is mothballed. Now the Azov Line is being modernized for the production of springs for railway rolling stock.

Workshop 38 produces springs and springs for the Volga, Zhiguli, IZH (Moskvich), UAZ vehicles, as well as for special equipment - electric forklifts and PAUS mine carts.

The production capacity of workshop 38 for the production of springs for automobiles is 500 thousand pieces. per year, the capacity for the production of springs - 250 thousand pieces / year. The actual loading of production capacities in terms of spring production is 25%, in terms of spring production - 40-50%. Low production load is associated with a decrease in demand for products from Russian automakers and with increased competition in the market. But, perhaps soon this problem will be solved, because. At the moment, negotiations are underway on the supply of spring products with such large concerns as HYUNDAI, RENAULT and UZ-DAEWOO.

Product quality:

The manufactured spring products for automobiles are certified in GOST R systems and have a ROSS certificate of conformity. YAP. MT25. B 06138 No. 6218520 (certificate valid from 07/27/2004 to 07/27/2010).

The main constraining factors for further increase in production volumes in shop 35 are;

Outdated equipment (70-80s of production) and a high percentage of its wear and tear (70-80%);

Small series of ordered parts

Lack of a certificate for the production of springs for railway transport.

Insufficient number of specialists in the repair and maintenance of machine tools (locksmiths and toolmakers), which leads to equipment downtime.

The main objectives of the establishment of the Enterprise are: satisfaction of public needs in the results of its activities and profit.

The company has the right:

· on its own behalf to participate in economic turnover, to enter into contractual and other obligations with legal entities and individuals;

plan and carry out their financial and economic activities;

sell their products, perform work and provide services at prices and tariffs established independently or on a contractual basis;

Acquire, lease, accept for free use or on other terms any property for own needs;

The company is obliged:

ensure safe working conditions for all employees;

- to carry out the production program developed in accordance with the established procedure;

carry out only those activities that are established by its Charter;

· ensure the safety and proper use of the municipal property assigned to the Enterprise.

Organizational structure of management

Organizational structure of management of marketing and sales of products of CJSC "PPRZ".

Marketing and sales activities in CJSC "PPRZ" are carried out by the marketing and sales department under the leadership of Deputy. director of sales, marketing and logistics (see Fig. 2).

Rice. 2. Structural diagram of marketing and sales management

The marketing and sales department consists of 4 people. The marketing and sales department performs the following functions:

Pre-contractual work with customers, conclusion of contracts;

Sales planning;

Placement of orders at the enterprise and control over their implementation;

Tracking the payment of invoices by consumers of products;

Analysis of the shipment of products by customers (nomenclature, quantity, price);

Department of marketing and sales, reporting directly to the deputy. Director of Sales, Marketing and MTO closely cooperates with the planning and dispatching department (PDO), financial and economic department and accounting department.

Volumes of production and sales of products in CJSC "PPRZ"

According to the results of 2008 and 3 months of 2009, the plan for production and sales of products in PPRZ CJSC is being fulfilled. In 2008, the volume of production at CJSC PPRZ amounted to 91.4 million rubles, the sales volume was 90.6 million rubles. The main income is generated by sales of products to third parties (96.1%). At the same time, its main part (64.5%) is due to the sale of automobile springs and springs, which bring approximately the same income.

In 2009, it is planned to receive 120.0 million rubles from sales. The company operates without loss, but the profitability of sales is very low - only 0.7%.

Data on production and sales volumes for 2008 and for 3 months of 2009 are shown in Table 2.1.

Table 2.1 - Volumes of production and sales in CJSC "PPRZ"

Table 2.1 shows that in 2009 production volumes in monetary terms increased by 15.7%, sales volumes increased by 26.6% compared to the same period in 2008.

It should be noted that in connection with the reduction in 2009 of the volume of production of domestic passenger cars, there is a tendency to reduce the purchase of springs and leaf springs by automakers in Russia.

The demand for springs is falling especially strongly, which leads to a significant decrease in their production at CJSC PPRZ. This is due to a reduction in the production of Moskvich cars at the Izh-Avto automobile plant, the main consumer of springs and leaf springs of CJSC PPRZ.

Negative dynamics in the production of springs at the enterprise has been observed since 2008. Compared to 2008, the drop in production of springs in 2009 was 60%. In 2009, production volumes of springs at CJSC PPRZ decreased by another 26%.

For springs, production volumes are increasing, in 2009 the growth was - 22%, in 2008 - 28% (for the same period).

A similar situation is observed in sales of CJSC PPRZ products - a drop in sales of automobile springs and an increase in sales of springs.

In the structure of sales of products of the 38th workshop, the largest share is occupied by springs for the Zhiguli car (62-64%) and the Moskvich car (33-35%), the predominant part of the springs (79-80%) goes to cars "Moskvich".

In 2009, the volume of orders for shop 35 increased from 2 to 4 million rubles per month. Demand for the products of shop 35 and the number of customers are growing, and production volumes are correspondingly increasing.

The main income (about 50%) the company receives from the site of large springs supplied for metallurgical plants and repair of railway rolling stock of Russian Railways (700-800 springs / month).

For a more complete picture of the company's activities and its position in the market of spring products, it is necessary to conduct a SWOT analysis (see Table 2.2). This analysis involves an analysis of the internal environment of the company, as well as identifying opportunities and dangers for the company from the market. Based on this analysis, strategies for further behavior can be developed to overcome the dangers and strengthen the strengths of the company.

Table 2.2 - SWOT -analysis CJSC "PPRZ"

Strengths of the company

High quality of products;

They produce springs for almost the entire range of domestic passenger cars;

Availability of a line for the production of railway springs

Weaknesses of the company

Insufficient funding of marketing programs;

In Perm, PPRZ springs have a bad reputation that developed in the 80s and 90s. The reason is the lack of elasticity and not always high quality.

Market opportunities

Availability of space for expansion;

Growth target audience(railway transport);

Following the chosen strategy and maintaining competitive advantages. It is necessary to constantly meet the emerging needs of the market.

Increased marketing costs, especially with regard to new entertainment programs;

Development of a policy aimed at improving the reputation of the enterprise.

Market dangers

Growing competition in this sector of the economy;

economic instability in the country. The emergence of competitors on the market offering a range of related services in addition to products

Expansion of the range of services provided, i.e. the invention of new ways of coating and packaging products;

Introducing new competitive advantages and maintaining old ones.

2.2. Analysis of the competitive position and competition strategies of PPRZ CJSC

The most famous marketing model for describing competition in the market, used in domestic and foreign literature, is Porter's five forces model of competition.

Let's consider the direction of activity of CJSC "PPRZ" using the five-factor model of competition analysis by M. Porter (Fig. 3).

Rice. 3. Five driving forces of competition according to M. Porter

Figure 3 shows all 5 driving forces of M. Porter: competition among existing firms, substitute products, the threat of new companies entering the market, suppliers and buyers. Based on this, it is possible to distribute the forces listed above according to the degree of dominance.

The most important and influencing force of industry competition for CJSC "PPRZ" is the market power of consumers (60% of influence). Next in importance is competition among existing firms (30% of influence). The remaining three forces, although they have an impact on competition in the industry under consideration, are not significant compared to the two listed above (approximately 10%).

Competition analysis. Of the five main competitive advantages proposed by M. Porter, CJSC PPRZ can include the strategy .

Let's consider each of them in turn.

Strategy differentiation becomes attractive when consumer demands and preferences become diversified and can no longer be satisfied with standard spring products. In order for the differentiation strategy to be successful, PPRZ CJSC periodically studies the needs and behavior of market consumers in order to know what products buyers prefer, what they think about product quality and what they are willing to pay for. In this regard, in the product range of CJSC "PPRZ" there are springs and springs that differ in special qualities and content from competitors' products. It is due to this that PPRZ CJSC achieves a competitive advantage. For more and more buyers are becoming interested in the differentiated characteristics of the products offered by ZAO PPRZ.

It's usually a good idea to add features that don't cost a lot but are designed to better satisfy the customer's needs. For example, CJSC "PPRZ" should carry out packaging of springs and springs that prevents damage and loss of consumer properties of the goods or the implementation of free loading of products sold. When pursuing a differentiation strategy, care must be taken to ensure that the cost per unit of product does not significantly exceed the level of competitors, as this can lead to the fact that ZAO PPRZ prices increase so much that buyers are not willing to pay.

Due to the strategy for the inhabitants of niches, CJSC "PPRZ" maintains its position in the market by taking competitive moves aimed either at attacking competitors or in order to protect itself from the threat posed by competitors.

In this industry, there are generally recognized leaders in the regional Kama market that have a large market share and usually outperform other companies in price changes, new product launches, product distribution coverage and sales promotion costs.

CJSC PPRZ is looking for opportunities and means to increase aggregate demand; seeks to further increase market share, even if the market size remains unchanged; continuous cost reduction should remain a strong point; defending your current market share through defensive and offensive actions.

The strategic goal (development of new parts or segmentation of production) is selected depending on which of the competitors will be chosen by the company as a rival.

CJSC "PPRZ" also adopts the experience of the leader, copies new technological moves and improves products and marketing programs, investing much less money and can achieve a fairly significant level of profit.

CJSC PPRZ, focusing on servicing market niches, tries to find one or several such niches that would be reliable and profitable. The ideal market niche should be large enough to be profitable and have the potential to grow, otherwise there is a risk of not finding a buyer.

Through strategy segment concentration CJSC PPRZ directs its actions to a certain market segment. At the same time, the enterprise may strive for leadership by saving on costs, or to differentiate the product, or to combine one or the other.

Competitor CJSC "PPRZ" Chusovoy plant is constantly improving the quality of its products. To date, more than 100 types of springs have been certified at CMP OJSC in the GOST R certification system. ChMZ springs installed on Russian KamAZ trucks have never failed drivers during the Paris-Dakar transcontinental race. In the "Mosstroycertification" system, the certification body "NIIZhB-certification" certified reinforcing steel of class A500C with a diameter of 10-25 mm and 28-32 mm.

In response, PPRZ CJSC concentrated on the production of other types of springs, but best quality, which allowed us to take a leading position in the regional market for the sale of this product.

In the case when demand falls due to the appearance of a product of a higher quality, CJSC "PPRZ" uses a strategy of immediate response to market needs.

Unlike such enterprises, PPRZ CJSC, which implements strategy for immediate response to market needs, aimed at the fastest possible satisfaction of emerging needs in various business areas.

In October 1997, the management of ZAO PPRZ decided to create a quality system that meets the requirements of the ISO 9000 series.

The organizational structure, regulations on structural divisions and job descriptions were revised; new documents have been developed relating to all levels of production and management. The Quality Policy of PPRZ CJSC was adopted, the main task of which is the maximum satisfaction of consumer requirements for product quality. Accordingly, such an immediate response to the needs of the market made it possible to reorganize and increase the quality of the goods in the shortest possible time. Sales have grown.

The plant has trained personnel from the general director to the worker in order to ensure an understanding of the place and role of everyone in this system.

In 2000, the quality system was successfully certified by the German company TUV CERT for compliance with the requirements of ISO 9002:1994, and in November 2003, the auditors of the same company confirmed the compliance of the quality management system (QMS) with the requirements of ISO 9001:2000.

During the transition to the new version of the standards, the QMS documentation was revised, adjustments were made in accordance with the requirements of the ISO 9001:2000 standard, a methodology for assessing customer satisfaction was developed in order to quickly respond to consumer preferences, QMS processes were developed, criteria for their effectiveness were defined, procedures for their monitoring were developed , inputs and outputs of interacting processes are coordinated. This allows you to streamline the interaction of all departments of the plant.

In the future, ZAO PPRZ is developing and implementing a methodology for accounting for quality costs, which would make it possible to identify the costs of preventing and correcting nonconformities and take timely measures to reduce them.

In modern conditions, the main component of the competitiveness of any enterprise is the ability to meet the ever-increasing requirements of the consumer market and specific customers.

Consider the results of using competition strategies.

The position of the main participants in the Permian market (the companies PPRZ, ChMZ, KTIAM, LLC NPO ROSTAR) is shown in fig. 2.3. Four leading companies in production form one strategic group of competitors.

On the basis of open information and methods of comparative analysis, calculations were made of analytical estimates of market dynamics and competitive positions of the main players in the market modified by the author in terms of value and in kind used to build a market map (Fig. 4) and assess the competitive positions of manufacturing companies (Table 3).

0,25

Rice. 5. Market map: competitive positions of companies.

Table 2.3 - The role of the company in the market and changes in the competitive position of the Perm market participants

The analysis shows that all companies are violent, adhere to the strategy of product differentiation. Companies use a strategy of individual brands with a similar range, the products of all companies are presented in each of the price segments of the market.

In general, it can be concluded that the companies under consideration have similar functional strategies. The process of competition is carried out through corporate strategies and business-level strategies.

The proposed methodological approach makes it possible to identify the competitive strategies of market participants, to give a reasonable assessment of their comparative competitive position.

The complex nature of the competition strategy necessitates further improvement of the methodological approach to the formation of the competitive strategy of CJSC PPRZ in the industry market as market relations develop in the country.

Thus, a differentiation strategy is needed. It will allow CJSC PPRZ to:

set a higher price for the offered products;

increase sales (because a large number of buyers are attracted due to the distinctive characteristics of springs and springs);

· win customer loyalty to your brand (because some customers become very attached to the additional characteristics of the product, primarily related to its quality).

In the next chapter, we will consider the directions for improving the competition strategy of CJSC PPRZ.

Chapter 3. Improving the competition strategy of PPRZ CJSC

To improve the economic efficiency of the enterprise and increase the market share, it is necessary:

1. Develop a strategic plan to reduce production costs in order to increase the competitiveness of manufactured products and achieve price superiority over competitors. Due to this, enter new market segments and attract those consumers who are currently purchasing from competitors.

2. Establish strict control over direct and overhead costs in order to reduce the cost of manufactured products.

3. Ensure high and stable quality of springs and leaf springs produced.

4. In order to increase profits and improve the financial and economic condition of the enterprise, the modernization of worn-out equipment requires an annual increase in sales by at least 25-30%.

5. Ways to achieve such growth include:

Localization of the project "supply of springs to the assembly line" Kia;

Start delivery to OAO AvtoVAZ. In order to increase the production of Chevy-Niva and Lada Kalina cars, the spring production capacities begin to decline, so AvtoVAZ will soon switch to external purchases of springs;

Due to the increase in cash turnover and the share of exported products, I consider it necessary to introduce a highly qualified tax planning specialist to the staff

Analysis of deliveries to the assembly line of various brands of vehicles produced in Russia and neighboring countries, for example, the production of Daewoo Nexia in Uzbekistan

The main strategies of CJSC "PPRZ", which existed at the moment, are to attribute the strategies differentiation, niche, segment concentration, immediate response to market needs .

When performing the process of managing the competitiveness of CJSC “PPRZ”, the following resources are required:

Qualified and competent personnel (CEO, Executive Director, Deputy General Director for Strategic Management and first-level business process owners);

Equipment (computer facilities);

Information about the state and trends in the development of the external and internal environment.

The main result of the process of managing the competitiveness of CJSC "PPRZ" is a structured system of goals and indicators aimed at maintaining the current and achieving better results in the competition.

Based on an assessment of the potential competitive advantages of the enterprise and its competitiveness, as well as a comparison of indicators characterizing business processes with similar indicators of the main competitors or standards, a competitive strategy of the enterprise is developed. Thus, the outputs of the process of managing the competitiveness of CJSC "PPRZ" are: corrective actions; preventive actions; suggestions for improvement. The consumers of the competitiveness management process are the heads of all levels and structural divisions of the enterprise.

The study revealed that the most important functions of the process of managing the competitiveness of an enterprise are the determination of potential competitive advantages, the assessment of the competitiveness of an enterprise, as well as the development and implementation of its competitive strategy.

The stages of development and implementation of the competitive strategy of the enterprise are presented in Figure 3.1.

Rice. 5. Stages of development and implementation of the competitive strategy of the enterprise

When developing a competitive strategy, the main financial goals of the enterprise in the competition are to increase its productivity, reduce costs and increase sales. To achieve financial goals, the market goals of the enterprise are determined: increasing the market share and ensuring better conditions supplies. Internal goals are: reduction of production costs; improving the quality of production based on the growth of efficiency and quality of procurement, increasing the motivation of employees, the introduction of advanced technologies and innovations; improving planning and financial management; improving the quality of customer service.

Thus, we can conclude that, in our opinion, the basic competitive strategy of PPRZ CJSC, as for many enterprises, should be the strategy of increasing productivity and product quality.

The proposed strategy is based primarily on reducing the cost of production. However, on the other hand, it focuses on the uniqueness of products, comprehensive service a specific market segment, encourages the enterprise to look for untapped markets where there are no competitors, through the introduction of innovations, and also helps to get ahead of competitors by building a more mobile management system, since all of these types of competitive advantages directly affect sales.

A SWOT analysis was carried out to systematize strengths, weaknesses, opportunities and threats after the introduction of new strategies. The data are shown in Table 3.

Strengths	Weak sides
Quality software Availability of a strategic development plan and budget. Long-term contracts with suppliers. Constant interaction with corporate clients. Interaction with credit institutions. Own printed edition. Well-known brand in Perm. Availability of technological maps. Individual approach in working with large corporate clients	Weak management accounting. Lack of regulation of business processes. Incomplete workload of staff. The speed of business development outstrips the speed of development of the management system. Lack of highly qualified personnel for financial management and company development.
Opportunities	Threats
Market growth by 20-30% per year. Change of legislation in the sphere of tourist business. Increasing the income of the population. Availability of lending programs for the population. Favorable opportunities for opening additional offices in the Ural region. Departure from the market of small companies in connection with change in legislation. The interest of large manufacturers in companies with an extensive range. The presence of the needs of large corporate clients. Expansion of foreign economic relations of the Perm Territory. Availability of qualified personnel in the field of IT, management.	Changes in legislation in the field of business. Entry into the regional market of stronger networks. Entering the market of new companies. Market saturation, slowdown in growth; Negative growth and declining growth rates.

So, the main condition for the development, preservation and strengthening of the CJSC "PPRZ" brand is the optimal quality of the product provided to it, the use of growth and differentiation strategies.

Chapter 4. Cost-Effectiveness of Proposed Measures

Calculate the economic efficiency of the proposed measures.

The projected profit from the implementation of the differentiation and growth strategy is determined taking into account the average annual growth, which is determined by the formula:

, (1)

where P p is the coefficient of average annual growth;

n is the number of years of periods;

P and - profit from sales in the initial year, thousand rubles;

P s - the average profit for the previous 5 years, thousand rubles.

where Y forecast is the forecasted profit, thousand rubles;

1,2,3… - the period for which the profit is forecast (one year, two years, etc.).

Table 4.1 - Dynamics of profit for 5 years (thousand rubles)

Y forecast = 5769 + (1.024 - 1) * 5252 * 2.3, etc.

Table 4.2 - Projected profit for 2011-2014

The strategy implementation period is 4 years.

According to this calculation, the annual profit growth will be 2.4%, and the total increase by 2014 will be 11%, which characterizes the economic efficiency of the proposed measures.

The implementation of the proposed strategies will allow PPRZ CJSC to reduce risks.

As a result of studying the main trends and features of the development of CJSC "PPRZ", a set of specific features that distinguish the company from other companies in this regional market, including:

a) variety of offers, etc.;

b) elasticity with respect to price, income, and time;

c) significant territorial disunity and mobility;

d) high degree of substitution.

Based on the SWOT-analysis method, the development matrix of PPRZ CJSC in modern conditions was built, which makes it possible to trace and evaluate the real socio-economic problems and dangers faced by the company, as well as identify the strengths of CJSC PPRZ and promising opportunities, effective implementation which can become a tool for overcoming potential threats and the basis for successful positioning of PPRZ CJSC in the market, taking into account the prospects that have opened up.

At the present stage of market development, new trends are emerging that allow us to talk about improving the quality of the product in the competitive struggle.

Changes in the business environment, combined with the search for ways to survive in the market, dictate the need for a new vision of the efficiency of enterprises.

To successfully conduct business, it is necessary not only to be able to provide quality services, but also to know for which categories of clients they are intended. The quality of services largely depends on the style of doing business; forming, in turn, the image of CJSC "PPRZ".

Depending on the stages life cycle, on which there are various products, the company's product strategy is built.

Implementation and use of these strategies in CJSC "PPRZ" will allow:

Create a unified system of accounting and control over the formation and movement of the product;

Reduce the time parameters for the promotion of material, financial and information flows;

Automate the processes of accounting and control of material, financial and information flows; reduce time and improve customer service of the product;

Reduce the number of maintenance personnel, reduce the volume of circulating documentation, significantly reduce the number of errors in accounting and reporting documentation, etc.

Summing up, it should be noted that at present, the following processes are taking place in the practice of CJSC "PPRZ":

1. gradual increase in turnover,

Experience shows that it is impossible to act separately in this market.

4. detailed development of a marketing and logistics complex with the aim of influencing decisions on the purchase of a product by potential customers of ZAO PPRZ;

5. reduction of time and improvement of the level of customer service of the product;

6. carrying out strategic planning of activities to determine the products to be sold on the market;

8. attracting specialists in entering new segments of the national and international service markets, product positioning, marketing analysis, logistics support.

It should be emphasized that for CJSC "PPRZ", as a company striving for development, it is especially important to use the experience of foreign companies in the development of marketing and management policies.

Conclusion

Let us summarize the results of the study by drawing the following conclusions:

Competition is the struggle of independent economic entities for limited economic resources. It is an economic process of interaction, interconnection and struggle between enterprises operating in the market in order to provide the best opportunities for marketing their products, satisfying the diverse needs of buyers.

The main strategies of CJSC "PPRZ", which existed at the moment, are the strategies of differentiation, niche, concentration on the segment, immediate response to market needs.

As a result of the analysis of the competitive position and competition strategy of CJSC "PPRZ", it was determined that the most important and influencing force of industry competition for CJSC "PPRZ" is the market power of consumers (60% of influence). Next in importance is competition among existing firms (30% of influence). The remaining three forces, although they have an impact on competition in the industry under consideration, are not significant compared to the two listed above (approximately 10%).

Therefore, the main marketing strategy is the struggle for the consumer.

A segmentation strategy is also needed - deepening the degree of saturation with the offered goods and services for all consumer groups, choosing the maximum depth of market demand, including its smallest shades.

Currently, the following processes are taking place in the practice of CJSC "PPRZ":

1. gradual increase in turnover,

2. the growth of competition and the strengthening of the role of other firms.

Experience shows that it is impossible to act separately in this market. To interact with competitors, it is recommended to create a strategic alliance, which provides for taking into account their economic interests, refusing to use direct pressure measures in competition.

1. creation of a unified system of accounting and control over the formation and movement of the product;

2. market differentiation in order to identify target consumers;

3. organization of product positioning in order to fix in the minds of consumers a certain image, distinctive features of the product;

4. carrying out strategic planning of activities to determine the products to be sold on the market;

The following directions for improving the competition strategy of ZAO PPRZ are proposed.

Localization of the project "supply of springs to the assembly line" Kia;

Deliveries to OAO AvtoVAZ. In order to increase the production of Chevy-Niva and Lada Kalina cars, the spring production capacities begin to decline, so AvtoVAZ will soon switch to external purchases of springs;

Search for large wholesale dealers in each of the regions of the country;

Carrying out an aggressive marketing policy, improving the quality and effectiveness of advertising.

Analysis of deliveries to the assembly line of various brands of vehicles produced in Russia and neighboring countries, for example, the production of Daewoo Nexia in Uzbekistan.

Subject to CJSC "PPRZ" following the above recommendations, the enterprise will be able to increase work efficiency, reduce costs and enter new sales markets.

Bibliography

1. Bakanov M.I.: Sheremet A.D. Theory of analysis of economic activity. - M.: Finance and statistics, 2007.

2. Balabanov I.T. Analysis and planning of the finances of an economic entity. M.: Finance and statistics, 2008.

3. Belousova S.N., Belousov A.G. Marketing. Second edition - Rostov n / D .: Phoenix, 2006.

4. Vesnin V.R. Management for everyone. M.: Lawyer, 2006.

5. Vikhansky O.S. Strategic management: a textbook for undergraduate and graduate students in the specialty "Management". M.: MGU, 2005.

6. Drucker P.F. Market: how to become a leader. Practice and principles. Per. from English. M. St. Petersburg: Book Chamber INTERNATIONAL, 2008.

7. Kovalev A.M., Voilenko V.V. Marketing Analysis. Moscow: Center for Economics and Marketing, 2006.

8. Kotler F. Fundamentals of marketing. Short course - M .: Williams Publishing House, 2003.

9. Murakhtanova N.M. Marketing. Textbook - M .: Publishing Center "Academy", 2005.

10. Shekshnya S.V. Personnel Management modern organization. Educational and practical guide. Moscow: CJSC "Business School "Intel-Sintez", 2003.

11. Eriashvali N.D. Marketing. Second edition - M.: UNITI-DANA, 2007.

Summary: Development of a competitive strategy for the company. Development of an enterprise competition strategy Development of an enterprise competitive strategy and its effectiveness

Tutoring

Introduction

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

Development competitive strategies in the market of mobile operators

Development marketing strategies firms on the example of the Cherepovets confectionery factory Russian Biscuit

Competitive strategies enterprises

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

1.2. Rationale for the choice of competition strategy

Chapter 2

2.1. Brief description of CJSC "PPRZ"

2.2. Analysis of the competitive position and competition strategies of PPRZ CJSC

Chapter 3. Improving the competition strategy of PPRZ CJSC

Chapter 4. Cost-Effectiveness of Proposed Measures

Conclusion

Bibliography