Summaries: Development of a competitive strategy for the firm. Formation of the competitive strategy of the enterprise

Over the past decade, the number of small businesses has increased significantly in Russia. The advantages of such enterprises are flexibility, mobility, and the ability to quickly adapt to changing conditions of a market economy.

The stable development of this type of business creates competition and in order to maximize income, it is necessary to choose the right competitive strategies for small businesses. This will allow the company to take a steel position in the constantly changing market conditions, as well as provide an opportunity to compete with similar companies.

Competitive strategies - design, selection and types

The importance of small business for the state economy cannot be overestimated. The market economy without such enterprises would simply cease to exist. The formation and development of small business is the primary task facing the powerful. Small businesses are an important sector of the market economy that determines the rate of development of the country and its gross income.

The term "competitive marketing strategies" implies a generalized model of action, and a set of necessary rules that must be adhered to by a manager in the planning process for further maintaining the competitive position of an enterprise in a market economy. The main competitive strategies are formed on the basis of deep and clear characteristics, including the quantitative and qualitative characteristics of the sources of resources, the sales market, the assessment of competition, as well as economic prerequisites and possible restrictions.

The choice of a competitive strategy is a key management task. Due to a very short period of activity, representatives of small business in Russia have not yet had time to acquire the necessary experience in choosing a competitive strategy, but they are already making bold and confident steps in this direction and are beginning to put them into practice.

Development of a competitive strategy

Unfortunately, the mechanism for the development and application in practice of competitive strategies of small enterprises in the modern economic literature has been studied and described very poorly. But still, there are three main steps for making the right choice, namely:

the purpose of the enterprise;
analysis of external and internal factors;
selection of a competitive strategy.

While everything is clear with the first two steps, certain difficulties arise with the third. Due to the high competition in the market, the formation of a competitive strategy for an enterprise is a very important task. The development of a competitive strategy is to determine the main approaches to the development of basic principles and the creation of an optimal strategy for a small business that operates in a constantly changing market environment. Based on the goal, the following tasks arise:

identify potential alternatives possible for a given small business object;
identify and establish the main guidelines in the activities of the enterprise;
conduct a complete and in-depth analysis of internal and external factors;
select possible options competitive strategies for a small business entity.

It should be remembered that competitive strategies are developed as advantages over competitors for a long period of 3-5 years. Therefore, when choosing, you need to take not momentary desires, but those positions that will give results throughout the entire period. To do this, it is necessary to conduct a competitive analysis, consisting of: determining the main competitive forces of the industry and identifying the main options for the strategy of behavior in a competitive environment.

Choosing a competitive strategy

Basic competitive strategies, as well as their right choice in many ways determine the further line of behavior of a small business in the market, and also provide an advantage over competitors. Therefore, when starting to choose them, be serious. Incorrectly formed stereotypes among many representatives of market relations led to the fact that a systematic approach to solving this issue was excluded. Making a choice of a competitive strategy, it is necessary to get rid of all the stereotypes and clichés that exist on this topic.

Of course, the question of competition and the choice of the market that should bring profit are the key concepts of the marketing orientation of the subject. entrepreneurial activity, but practice shows that excessive concentration on these concepts has a detrimental effect on important parameters of competitive strategy and can lead to negative consequences.

When choosing a strategy, modern marketers also pay insufficient attention to the time frame of its action and personal orientation. Competitive marketing strategies should not so much counter rival competitors as win specific customers who use their products and services.

Classification of competitive strategies

Let's take a closer look at the types of competitive strategies. The classification of competitive strategies identifies, first of all, Porter's competitive strategies, Cutlet's competitive strategies, modern competitive strategies and, a little apart, international competitive strategies.

One of the founders of competitive analysis is Professor of the Harvard Business School M. Porter, whose models of competitive forces are most often used in modern practice among the tools of business strategy. These models have more than once proven their effectiveness in practice. Their strength is clearly expressed in the aspect of "outside in".

Porter's competitive strategies are based on the existence of five competitive forces that determine the attractiveness of an industry, as well as the position of a given small business in this area and its competitive capabilities, namely:

Entry of competitors. How easy and unhindered a beginner can get into this area business and start competing, as well as what obstacles it may face;
Threat of substitutes. How quickly and simply it is possible to replace existing goods, works and services with analogues, as well as ways to reduce their cost;
Bargaining power of buyers. How much the consumer influences the pricing policy and are there ways to increase the volume of orders;
Bargaining power of suppliers. What are the ways of the seller's influence on the price of products and how many suppliers are available today;
Rivalry among the existing players. Is there a strong competition between the players today, and are there any dominant players among them or are all the players on a par with each other?

Although M. Porter admits that companies can achieve significant success in achieving the goal of competition using a large number of different strategies, he nevertheless identifies three internal strategies that do not contradict each other. The main types of competitive strategies are as follows:

minimization of costs;
differentiation;
concentration.

Let's take a closer look at typical Porter competitive strategies.

Cost minimization strategy

A cost minimization strategy implies a reduction in production and sales costs. Therefore, managers need to pay great attention to this issue and find ways, without resorting to a deterioration in the quality of products and raw materials from which they are produced, to reduce this indicator. Such actions will help to reduce the price of products and gain sympathy. more consumers.

Of course, this strategy is not suitable for everyone, but as soon as the company is able to minimize costs, it manages to maintain a high level of profitability, as well as to occupy a leading position for a long time. Leadership in minimizing costs does not provide any guarantees of protection against defeat, but can be an effective response to the actions of competitors.

Competitive differentiation strategy

A competitive differentiation strategy implies the difference between a manufactured product and a previously manufactured product in the direction of greater utility for the consumer. At the same time, minimizing production costs is not a priority. Businesses that choose this strategy should strive to create a more unique product in their industry market.

Differentiation most often leads to an increase in production costs. Therefore, in order to attract consumers, they need to use more expensive and high-quality raw materials, the type of product should be better than that of competitors, and also invest more in the development of new technologies. The risk of this strategy is that not every consumer is willing to overpay for quality and uniqueness.

Concentration strategy

Concentration strategy is the decision to focus on a specific market segment or geographic region. At the same time, the enterprise can use the previous models both separately and together at the same time.

The main difference from previous competitive strategies is that the enterprise will compete in a narrow segment of the market. And instead of luring buyers with price or uniqueness, it tries to become a leader and suppress or even crowd out all competitors. At the same time, small businesses face the same problems as those who use the models described above.

M. Porter recommends choosing one of the above models. If you try to apply all the strategies at the same time, then instead of achieving positive results, the firm will have a lot of problems. In addition, such actions will tear the enterprise apart from the inside and lead to its bankruptcy.

To be successful in today's marketplace, you need to be competitive. You need to identify their strengths and weaknesses in order to develop the right marketing attack. The company may not be the strongest in each of the areas of its chosen activity, but it can focus on achieving leading positions in several types, and on the rest to be in the background.

F. Kotler

Kotler classifies competitive strategies according to his role in the target market. Namely:

Market leader strategies. Are to increase the level of output; protect the market segment it occupies, as well as try to increase its market share;
Leadership Challenger Strategies. They consist in increasing their market share, as well as squeezing out the leadership position;
Follower strategies. They consist in the possibility of duplication, modification and adaptation of the leader's products with its further manufacture and introduction to the market;
Niche dweller strategies (niche). They consist in the fact that such enterprises choose a narrow specialization, which is not of interest to large companies, and occupy a monopoly position there due to the absence of competitors.

Modern competitive strategies

Modern competitive strategies involve the interaction of three main factors: the position of the firm relative to competitors; the goals of the enterprise; market situation. Today, the price factor very often plays a decisive role in the choice of products by the consumer. Therefore, when choosing modern competitive strategies, it is very important to take this factor into account. Let's take a look at the competitive pricing strategy used in marketing.

A competitive pricing strategy means that the price of a product is set according to the value it presents to the buyer. There are three options:

the price of a commodity is higher than its economic value;
the price of a commodity is lower than its economic value;
the price of a commodity at the level of its economic value.

Depending on this, you can apply:

Skimming or premium pricing pricing strategy. It means that the company sets a higher price and, due to the profitability of sales in a narrow segment of the market, makes a high profit;
Market Penetration Pricing Strategy. The essence of the strategy is that for the sake of attracting buyers and conquering the market, small businesses reduce the price below its economic value;
“Price Signaled” Pricing Strategy It is based on the buyer's confidence in the seller's price mechanism, which was created by competitors. In this case, goods become a cheaper brand. best quality than the competition. The essence of the strategy is to compare prices and entice consumers.

All types of pricing strategies are closely related and their use depends on the market situation. Price and pricing are key economic categories that greatly influence the choice of the main competitive strategy of the enterprise.

International Competitive Strategies

With the development of new market segments, as well as in connection with the expansion of the enterprise, the company is forced to master international markets. This, in turn, makes it possible not only to increase production, but also to reduce costs, as well as gain access to sources of resources from other countries. International competitive strategies are an important point in the formation and development of the main strategy of the enterprise.

The world market has very serious requirements and high standards for its participants. Differences in cultures, exchange of foreign exchange during transactions, difficulties in taxation, the perception of imported products by foreign residents significantly complicate the choice of the necessary concept. Therefore, most strategies are based on innovation, product enhancements, and funding.

After analyzing the activities of the largest players in the world market, the following competitive strategies can be distinguished:

applying a global strategy of low production costs;
enhanced support for national production, the supply of their products through existing channels, as well as the development of new ones;
adherence to the principles of global differentiation, which consists in the supply of manufactured products to different countries and the creation of a brand name in them;
the choice of the strategy, respectively, of the country in which the market development will be carried out;
transfer of production rights to foreign partners;
creation of subsidiaries or joint ventures on the territory of foreign states;
franchising, outsourcing and offshore production.

Summing up

Summing up, it should be noted that the concept of “universal competitive strategy of an enterprise” does not exist. Only by agreeing the conditions of a particular industry with scientific potential and available capital can you achieve success. The modern world offers a large number of different options for strategic development, the purpose of which is to successfully overcome the troubles and problems awaiting an enterprise in the business sphere, to minimize costs due to increased competition, as well as to achieve operational flexibility and communication skills.

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Development of a competitive strategy

The development of a competitive strategy implies a set of areas in which the development of the enterprise will be carried out. The development of the strategy was preceded by an analysis of the internal and external environment of the company. Analysis of the internal environment showed that the company has certain opportunities for development, the potential for increasing production and sales. Analysis of the external environment showed that the market is unsaturated, while it is still in the growth stage, but the growth rate is already declining, and the sales volume is approaching its peak.

Optimization of strategic management is of decisive importance for the formation of a competitive strategy of an enterprise. One of the ways to improve the strategic management of IKEA DOM LLC is to integrate the balanced scorecard with strategic planning and the budgeting process. Most businesses use the budget as their primary management system for setting goals, allocating resources, monitoring and summing up. However, most companies argue that budgeting and analysis of results occurs in isolation from the strategic planning process. In organizations where the budget is the primary control, the focus of managers is still shifted to short-term financial goals.

Budgeting is more suited to solving operational tactical issues, and is not intended for strategic management. The development strategy of the enterprise cannot be controlled in the short term. At the same time, the organization's budgeting process is not linked to strategic goals. As a result, a gap is formed between strategic and operational management, which hinders the implementation of the company's strategic goals and hinders its long-term development. There is a need to create a link between strategic planning and budgeting and to combine these two concepts into a single system. The best-developed balanced scorecard concept should be used as this link.

Today, when strategy is the most important guarantee of a company's success, the balanced scorecard has become an innovative strategy management system. However, it must be tied to the old budget in order to manage the tactics. This is precisely because strategic planning and operations budgeting are so different.

The number and variety of goals and objectives of management are so great that no organization can do without a programmatic approach to determining their composition, regardless of its size, specialization, type, form of ownership. These tasks include the following:

1. Improving the performance of the company. To accomplish this task, it is necessary to carry out the following activities:

Increase in sales volumes, which will lead to an increase in the efficiency of the company and an increase in financial indicators;

Organization of market promotion to increase demand and increase sales;

Construction of new production units, which will lead to an increase in the share of the occupied sales market and an increase in profits.

Increase in cash Money in the organization to accelerate

asset turnover;

Rationing the level of raw materials in accordance with the turnover, which will lead to the financial stability of the organization;

An increase in the turnover of working capital, which will lead to an increase in turnover, thereby ensuring an increase in profits;

Optimization of administrative expenses.

2. Increase in sales of products and their promotion in the market.

To accomplish this task, it is necessary to carry out the following activities:

Formation of a marketing department at the enterprise to conduct marketing research on the market and track the trend of its development;

Study of demand, construction of new production units in accordance with demand;

Search for the most profitable suppliers of products to reduce distribution costs and ensure security of supply.

When analyzing the management system of IKEA DOM LLC, the optimal strategy for the further development of the company was determined. It consists in gaining a larger market share by optimizing and expanding the range. This strategy is a strategy for the concentrated growth of the company. The main goal for the company in achieving this strategy is to create conditions for competitiveness and management in the long term.

The main advantages of the modernized strategy management system will be:

1) the ability to implement strategic initiatives while saving enterprise resources;

2) the presence of interrelated plans at all levels of management, both by divisions and by the company as a whole;

3) the possibility of transforming strategic goals into specific action plans with quantified budget and non-financial indicators;

4) distribution of resources in accordance with the developed strategic directions of development;

5) expanding the range of indicators used (financial and non-financial) to assess the performance and the degree of achievement of the set goals.

It is worth starting with the fact that in the process of developing a balanced scorecard, organizations often see their own planning process as follows:

Strategy -> Initiatives -> Indicators

In this process, businesses often forget that initiatives are a means, not an end. The entire planning process should be reversed. Strategy is not a tool for managing initiatives. Strategic planning based on a balanced scorecard should be carried out in the following order:

Strategy -> Objectives -> Indicators -> Objectives -> Initiatives

The final stage of this process will be the budgeting process, which involves the cascading of the strategy and the parameters of its initiatives to the level of the enterprise budget. In its general scope, this strategic planning scheme is clearly an innovative model of strategy and budget consolidation, where a balanced scorecard acts as a connecting link.

The implementation of the above scheme must first of all begin with the process of formalizing the strategy, which will allow defining a set of goals within the five perspectives of the balanced scorecard. In this case, the author singles out an additional, separate block of the balanced scorecard - the "innovation" block. To set goals, you need to answer a series of questions that each perspective contains:

1) Finance: what goals should be set based on the financial expectations of investors and shareholders?

2) Customers: What are the goals that will increase customer satisfaction and achieve financial goals?

3) Business processes: what goals need to be set in order to improve the internal business process of the enterprise and ensure the achievement of goals in the client and financial perspective of the BSC?

4) Innovation: what goals should be set in order to increase customer value, bypass competitors or even create a "blue ocean" - ideas and markets that avoid competition, market creation in the market, innovation strategy?

5) Learning and development: what goals will contribute to the creation of infrastructure and increase the level of education in the organization in accordance with the chosen strategy?

Allocation of strategic goals based on 5 perspectives of a balanced scorecard is not enough. By following this selection, a huge list of goals can be drawn up to focus on. However, as practice shows, no more than 5-7 strategic goals should be defined within each perspective.

When developing strategic goals, it is best to adhere to the following selection criteria:

1) on the basis of the basic strategic orientation of the company, developed during the creation of the strategy, the possible areas of the company's activity in 5 perspectives are determined;

2) for each area of activity, options for actions are established that will contribute to the implementation of the strategy;

3) streamlining and structuring options for action, differentiating them directly into goals and possible strategic actions, and further dividing them into operational and strategic goals.

Ideally, each strategic goal should be described by only one indicator. If this cannot be achieved, then in order to reduce the complexity of the system being developed and focus on key aspects, it is recommended to limit ourselves to a maximum of three indicators for each strategic goal.

The result of this stage should be the documentation of the target values of the indicators of individual periods. This is necessary to connect the balanced scorecard with budgeting and management accounting systems.

After determining the indicators, the next step is to define the tasks and activities that ensure the achievement of the specified values of the indicators. These tasks must fully correspond to the chosen strategy, must be clearly formulated and feasible. The criterion of the "feasibility" of the task plays an important role, since the setting of complex or completely impossible tasks in advance will lead to a waste of financial and human resources.

Tasks should be set that are not interconnected with each other, otherwise the implementation of one task will affect the other, which will lead to a distortion of the actual results achieved.

After setting goals, the question arises of defining strategic initiatives, which are a set of specific programs, plans, projects that must be carried out to implement the set strategic goals. At the beginning of the process of defining strategic initiatives, current projects implemented in the company are analyzed for their impact on the strategic goals of the balanced scorecard. However, to implement the strategy, it is far from always enough current projects carried out at the enterprise. Additional work is needed to develop proposals for additional activities necessary to achieve the strategic goals of the company.

This is followed by the clarification of the main parameters of strategic programs: projected costs for the implementation of strategic programs; implementation stages, work plans; The project team; deadlines; as well as highlighting those projects among them that require priority implementation.

After identifying and approving the initiatives, it is necessary to create project groups and form budgets. An organization can fail in implementing strategy in life precisely because the necessary human and financial resources are not only not reflected in the budget, but the formation of the budget itself occurs in isolation from the planning process. As a result, the implementation of these initiatives wastes the time of the company's personnel engaged in completely different tasks, and the resources are spent from the operating budget, which is not designed for this at all. If an organization is strategy-oriented, it should separately include in its plans and budgets the human and financial resources dedicated to strategic initiatives and manage them as a separate area.

Returning to strategic initiatives, the issue of assessing their significance and feasibility remains acute. When assessing the importance of initiatives for the strategic development of an enterprise, the balanced scorecard will act as a "filtering" link: it is necessary to select and promote those initiatives that will significantly improve the performance of this system. Such an approach will allow discarding unnecessary initiatives and, thereby, freeing up human and financial resources.

A balanced scorecard as a means of selecting initiatives has the following advantages:

It provides an opportunity to prioritize and identify those initiatives that contribute to the achievement of strategic goals, taking into account changes in the market;

Correctly allocates and saves human and financial resources to achieve the assigned tasks;

Among other things, projects, the purpose of which is defined as the improvement of existing processes and capabilities, according to the author, should be rejected. It is necessary to consider only those of them that contribute to the achievement of the company's goals and the creation of new opportunities, i.e. have a strategic focus.

As a result, the definition of balanced key performance indicators, an action plan with the planned values of target indicators allows you to go to the creation of enterprise budgets and link the budget management system to the balanced scorecard and directly to the strategy. It is necessary to reflect the complex of developed and approved strategic measures in the system of functional and investment budgets, as well as project budgets. Thus, the financial budgeting model should ensure the transformation of strategic activities that are planned to be carried out within the framework of business processes into the necessary financial parameters: costs, payments, assets and liabilities. Some of the financial parameters can be established through a system of indicators, on the basis of which strategic measures were developed.

You can project the balanced scorecard to the budget level as follows:

· Financial indicators are directly projected from the BSC into budgets;

· Indicators that measure the characteristics of the functioning of business processes are transferred to the budgetary contour, as they identify the factors influencing the formation of budgets (leading indicators);

· Indicators reflecting the implementation of strategic initiatives are transferred to the budgets, as they form the corresponding budget items.

After integrating the balanced scorecard, new system budgeting should become the main tool for quantitative planning and modeling strategic initiatives in the company. This system will allow not only to analyze strategic measures highlighting the main financial characteristics, but also to determine the periods when these financial parameters will arise: assets, costs, payments. With this approach to budget planning, it will be easier to conduct scenario analysis, in addition, the process of agreeing budgets will be more grounded.

In order to expand the consumer audience, use new distribution channels and reduce the cost of selling furniture, LLC IKEA DOM, it is advisable to use e-commerce tools, the main of which is the online store.

Depending on the functions performed, electronic stores are subdivided:

Electronic showcase. It is a specialized site that hosts an electronic catalog of goods. Communication between buyer and seller can be carried out through Email, telephone conversations. The peculiarities of this type of stores include the uncharacteristic nature of automatic checkout and mechanisms for accepting electronic payments. The advantages of an electronic storefront include:

1. The trade structure does not change;

2. Low cost of opening;

3. New buyers.

The disadvantages include:

1. Inconvenience for buyers (requires additional steps);

2. Possibility of the absence of a positive effect on the activities of the organization.

Automated store. Contains an electronic catalog, a shopping cart for buyer's orders, additional attributes.

The online trading system is directly linked to the internal automated system of the commercial organization. It is the most effective of the above, due to deep integration into all parameters of the organization (warehouse, finance, reporting, commodity flow). One example is the online store Enter, which combines elements of both online and offline sales, including furniture. The peculiarities of creating an online furniture store include, firstly, the desire of the consumer to "touch" the furniture, to see it. Replacement of defective goods is becoming an important problem.

The creation of an online store is associated with the costs of the enterprise, which can be divided into pre-launch, start-up and operational costs. Pre-launch costs include:

The cost of drawing up a business plan. These are the costs of researching the target market, its segmentation, definition of the consumer and his needs. In a large enterprise that has marketing databases in offline retail, as a result, the cost of drawing up a business plan can be reduced.

Start-up costs include:

The cost of opening an online store.

This cost item is formed by the requests of the customer's organization. Development can be carried out at the expense of your own resources and by a specialist, using templates and installations of Joomla, Magento, WordPress - from $ 10 for installing the store and templates. Registration of a site address (domain) from 8… 15 $. Purchase of a package of services for site maintenance (hosting package) for a year from $ 49. For a furniture company, it is necessary not to forget that an online store reflects not only the company's image. The site should become a new sales channel, therefore, a special role in the development should be given to design and to provide corporate services in the most understandable form. Based on the above listed costs, the budget for creating an online store can vary from $ 1,000 to $ 50,000. Operating costs include:

Employee salaries.

Other costs.

When talking about efficiency, online stores use conversion concepts. Conversion in Internet marketing is the ratio of the number of site visitors who performed any targeted actions on it (hidden or direct instructions from advertisers, sellers, content creators - purchase, registration, subscription, visiting a specific page of the site, clicking on an advertising link), to the total number of site visitors, expressed as a percentage.

The creation of an online store is advisable only with a stable coverage of pre-launch, start-up and operating costs with income from the sale of goods. In this regard, it is advisable to calculate not only the ways of generating income, but also the required volumes, identifying the factors that determine the latter. It was found that the most significant factors that determine the effectiveness of online stores are:

The popularity of the online store, which is determined by the number of visits to the website (conversion).

Average check (average price of one order).

Channel profitability.

Knowing these factors, you can determine the comparability of the online sales channel with the traditional sales channel.

Introduction

1. Analysis of the economic activity of LLC "Kontur"

1.1 General information about the company

1.2 Analysis of financial performance

1.3 Analysis of the external environment

1.4 Analysis of the internal environment

1.5 Analysis of the competitiveness of the enterprise

2. Development of a competitive strategy for Kontur LLC

2.1 Justification for the choice of a competitive strategy for LLC "Kontur"

2.2 Development of measures to implement the strategy

2.3 Economic assessment of the developed development strategy

LLC "Kontur"

Conclusion

List of sources used

Applications

Introduction

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

Increased competition and accelerated technology development have forced organizations to rethink the entire range of issues of managing their operational units.

In a market economy, the enterprise itself makes a decision, 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 creation, merger, liquidation, division, reorganization of production and restructuring of the organizational structure of management.

Becoming an object of commodity-money relations, possessing economic independence and fully responsible for the results of its economic activities, the enterprise must form a management system (management) that would provide it high efficiency work, competitiveness and stability of the market position.

Modern companies have a complex structure determined by a wide range of activities, territorial distribution of divisions, and a variety of business relationships 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 structures of the enterprise.

The use of world experience in building effective companies is of great value for our country, which is carrying out a global economic reform and is actively introducing itself into 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 of developing a competitive enterprise strategy;

perform an analysis of the competitiveness of LLC "Kontur",

economically substantiate the competitive strategy of the enterprise.

The object of the research is a company engaged in the sale of equipment LLC "Kontur".

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

As a hypothesis of the study, it is suggested that the implementation of a competitive strategy will increase the efficiency of LLC "Kontur".

The theoretical and methodological basis of the work was the works of such foreign economists as I. Ansoff, G. Mintzberg, M. Mescon, M. Porter, A. J. Strickland, A. Thompson, K. Hatten, A. Heduori, D. Schendel; as well as the work of Russian researchers (O.S. Vikhanskiy, G.Ya. Goldstein, V.S.Efremov, V.E. Kerimov, R.A.Fatkhutdinov, A.N.Khorin and many others). developments of such world renowned 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 based on 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 the same opportunity to remain profitable over the long term, so the inherent profitability of the industry is also an essential component of the profitability of a given company. The second central point in the choice of a competitive strategy is the factors that determine the relative competitive position of the firm within the industry. In most industries, some companies can be far 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 aspects, each separately is not enough. Even if the company operates in a highly attractive industry, its profit may not be high enough due to the incorrectly chosen competitive position. Conversely, if a company with an exceptional market position operates in a completely unprofitable business, all efforts to strengthen that position may be fruitless. 7Both aspects that determine the choice of competition strategy are dynamic in nature: the attractiveness of the industry and the profitability of the 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 is changing, reflecting the incessant struggle of rivals. No matter how long the period of stability in the market may be, an unexpected competitive move by one of the participants can destabilize the entire market at once.

The first fundamental factor in a company's profitability 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 a competitive strategy is to master these rules and, ideally, to be able to change them in the best interest of the company. In any industry, whether it is a national or international industry, production of goods or services 9, the rules of competition lie in five driving forces of competition: the entry of new competitors into the market, the threat from substitutes, the bargaining power of buyers, the bargaining power of suppliers, and rivalry between competitors in the market (see Figure 1.1).

The combined action of these five forces determines the company's ability to generate an average return on capital in excess of its cost of capital. The total power of these five forces differs depending on the type of industry and may change as it evolves. As a result, different types of industries are far from the same in terms of potential profitability levels. If the competitive forces in an industry favor the companies operating in the market (as is the case, for example, in the production of medicines, soft drinks, in the creation of databases), most of the competing companies receive high profits. But in those industries where one of the forces is acting too intensively (for example, this situation takes place in the production of rubber, steel, computer games), very few firms can count on high profits, despite all the efforts of management. The profitability of the industry does not depend in any way on appearance product, on whether the latest technologies are used in its production - the profitability of the industry is determined solely by its structure. Some quite "modest" industries, such as the manufacture of postal scales or the grain trade, are in the highest degree profitable, while some of the more “luxurious”, high-tech areas, such as the production of personal computers or cable TV, turn out to be far from the most profitable for many participants.

Rice. 1.1. Five competitive forces driving industry profitability

The profitability of the industry as a whole is determined by the action of the above five forces, since they influence the prices, costs and the level of required investments of the companies operating in the industry - all these elements are also components of the return on investment. The bargaining power of buyers most directly affects what prices a company can set for its products - just as the threat from substitute products affects prices. The bargaining power of buyers also determines costs and investments — influential buyers require expensive service. The cost of raw materials and other materials depends on the bargaining power of the suppliers. The intensity of competition also affects prices as well as the costs of competition in areas such as manufacturing, product development, advertising and trade. The constant threat of the emergence of new competitors limits the growth of prices and determines the required initial level of investment, which is a tool to restrain 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 it can change over time as it (the industry) develops. Changes in structure affect both the absolute and the relative intensity of each of the five forces, and accordingly positively or negatively affect the profitability of the entire industry. For the development of 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 forces of competition described above and the structural factors that determine them were simply a derivative of internal characteristics industry, competitive strategy in this case would depend solely on the choice of the "right" industry, as well as on the ability to understand the operation of the five main forces better than competitors can. But, while this is the most important challenge facing any company, and this is the essence of the strategy of competition in a number of industries, the company is usually not held hostage to the structure of the industry. By applying these or those strategies, the company can manage the forces of competition.

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

In fig. 1.2 details of all the elements of the industry structure that affect the course of competition are presented. The Five Forces Theory reveals patterns in this complex entity and identifies those factors that are critical to competition in a given industry. This theory also allows for the identification of 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 the industry structure that are particularly important for long-term profitability.

Rice. 1.2. Elements of the industry structure

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

The two main types of competitive advantage, combined with the industry in which the company is trying to achieve these advantages, allow it to develop three of the most common competitive strategies that can achieve levels of efficiency above the industry average: cost leadership, differentiation, and focusing. The focusing strategy comes in two flavors: focusing on costs and focusing on differentiation. These three strategies are shown in Fig. 1.3.

Rice. 1.3. General Competition Strategies

Each of the general strategies presupposes fundamentally different paths to obtaining competitive advantages, which consist of a combination of the very choice of a certain type of sought advantages, as well as the scale of strategic goals within which these advantages are planned to be obtained. Leadership strategies for cost minimization and differentiation are usually focused on gaining a competitive advantage across a wide range of industry segments, while focusing strategies involve gaining cost or differentiation advantages across narrow industry segments. The specific actions that need to be taken to implement each strategy will vary depending on the type of industry, and the possibilities for implementing a particular general strategy in a particular industry will also differ. It is not easy to choose an overall strategy, and even more difficult to implement it in practice, but there are logically “lined up” ways to gain competitive advantage, and these methods can be tried in any industry.

The main thing to understand about the most general 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 advantage it is. are necessary 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; this often means that the company lacks any competitive advantage.

The strategy for minimizing costs is the most obvious and understandable. As part of this strategy, the company aims to establish low-cost production of industry goods. Typically, such a company has a wide field of activity: the company serves several segments of the industry, while capturing, if possible, related industries - often it is such a wide field of activity that allows the company to achieve leadership in minimizing costs. The sources of cost benefits can be very diverse and vary by industry type. These can be efficiency gains through economies of scale, proprietary proprietary technologies, special access rights to raw materials, and many other factors, which will be discussed in more detail in Chapter 3. For example, in the production of televisions, leadership in reducing costs involves the production of picture tubes optimal size, inexpensive design, automatic assembly and a global scale of production, through which research and development is funded. If a company provides security services, cost advantages come from low overhead costs, a surplus of cheap labor, and effective training programs required by the high turnover of the security industry. Being a low-cost manufacturer is about more than just capitalizing on a learning curve. These manufacturers must continually seek new sources of cost benefit and derive maximum benefit from 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 seeking that position. Many companies that refused to acknowledge this fact have made a serious strategic mistake. When there are several candidates for the leadership position in minimizing costs, the rivalry between them becomes especially fierce - after all, even the smallest fragment of the market begins to play a decisive role. Until one of the companies takes the lead, thereby “convincing” other competitors to change strategy, the consequences of this struggle for profitability (as well as for the structure of the industry in the long term) can be very detrimental, and this was the case with several petrochemical enterprises. industry. Thus, the strategy of leadership in minimizing costs is mainly based on the priority right of possessing a certain advantage - and the company is forced to give up this right, unless at some point it gets the opportunity to radically change its position in terms of costs due to major technological advances.

The third general strategy of competition is the focusing strategy. This strategy differs from the others: it is based on the selection of a narrow area of competition within a particular industry. A company that has chosen a focusing 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, a company is trying to gain certain competitive advantages in these particular segments, although it may not have an overall competitive advantage across the entire industry.

The focusing strategy comes in two flavors. Focusing on costs is a strategy in which a company, working in its target segment, tries to gain an advantage at the expense of low costs. By focusing on differentiation, the company differentiates in its target segment. Both strategies are based on the characteristics 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 the production and distribution systems that best suit them and therefore differ from industry standards. When focusing on costs, the company capitalizes on differences in their structure in different sectors of the industry, while when focusing on differentiation, the company benefits from the fact that there are special groups of buyers with special needs in certain market segments. The existence of these differences in the structure of costs and customer demand suggests that these segments are poorly served by broad-based competitors, who serve these specific segments on an equal footing with everyone else. In this case, a company that has chosen a focusing strategy gains a competitive advantage by fully focusing its work on this segment. It doesn't matter if it's a narrow or a wide segment: the essence of a focusing strategy is that a company generates income from the features of a given segment that distinguish it from other sectors of the industry. Narrow specialization by itself is not enough for a company to achieve performance indicators that will be higher than the market average.

Usually a company has to choose a specific type of both for itself - otherwise it will face the fate of "stuck" between the leaders and the laggards. If a company tries to simultaneously serve a large number of different market segments, choosing to focus on costs or differentiation, it loses the benefits that it could gain by optimizing its strategy with a view to a specific target segment (focus). Sometimes a company manages to create two completely independent business units within one corporation, and each of these units implements its own strategy. The British hotel firm Trusthouse Forte is a good example of this: the company has created five separate hotel chains, each of which is focused on 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 the transfer of corporate culture from one business unit to another, and also does not have a clearly defined policy in relation to each business unit, undermines the competitive strategy of both each business unit and the entire corporation, and leads to the fact that the company is among the "stalled".

If a firm succeeds in achieving leadership in minimizing costs while remaining a manufacturer of a differentiated product, it will be richly rewarded for its efforts: differentiation implies a high product price, and cost leadership implies low costs.

In this way, the benefits add up. Crown Cork & Seal, a metal packaging company, is an example of a company that has achieved both cost leadership and differentiation strategy. The company specializes in the production of containers for liquid products - beer, soft drinks, aerosols. The company's products are made of steel - unlike products from other companies that produce both steel and aluminum containers. In its target segments, the company differentiates its product through dedicated service and technological support, as well as offering a full range of steel sealed cans, metal lids and can rolling 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 targeted sectors and is investing heavily in state-of-the-art two-piece sealed can technology. As a result, Crown is likely to have also achieved low-cost manufacturer status in its market segments.

A firm can simultaneously pursue a differentiation strategy and achieve cost leadership if the following three conditions are met: The firm's competitors are stuck. When a company's competitors get stuck, nothing they do can put the company in a position where cost leadership and differentiation are incompatible. This was the case with the Crown Cork. The company's biggest competitors did not invest in low-cost steel container technology, so the company managed to achieve cost savings without sacrificing product differentiation. But if the company's competitors had adopted a cost-minimizing leadership strategy, Crown's attempt to become a low-cost differentiated product manufacturer would have been doomed: the company would have been stuck. After all, if that were the case, Crown's competitors would already be tapping into all the opportunities to cut costs without sacrificing differentiation.

However, the situation when competitors are stuck, and the company itself, thanks to this, achieves advantages both in the area of costs and in the area of differentiation, is often temporary. Eventually, some of the competitors will start implementing one of the general strategies of competition and will also do well in finding a balance between cost and differentiation. That is, the company still has to choose a certain type of competitive advantage to which it is focused and which it will try to maintain over a long period of time. Weak competitors are also dangerous: under these conditions, a company tries to achieve both differentiation and cost minimization, trying to combine these two directions of strategy, but as a result, such a company will be unprotected if a new powerful competitor appears on the market.

Cost levels are influenced by market share and industry relationships. It is possible to simultaneously achieve leadership in minimizing costs and differentiation if the level of costs is determined by the volume of the market, and to a greater extent than by product design, manufacturability, level of service and other factors. If a company achieves an advantage with a significant market share, the cost advantage keeps the company from losing its leading cost position even if the company does additional expenses 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 competition strategies

The consistent implementation of any of the general competition strategies requires the firm to 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 ever more advantageous positions and investing in measures that contribute to this. The potential threat to the company also comes from competitors who are implementing a strategy that is different from that of the given company.

Table 1 shows which methods should be used to attack competitors who have chosen a certain 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 consumer interests towards other differentiation parameters; a company that has chosen differentiation can be attacked in another way - 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 for obtaining a competitive advantage is simply ruled out. For example, a company is unable to achieve a real significant cost advantage because a number of competitors are similarly positioned in terms of economies of scale in access to raw materials as well as other sources of cost reduction. Likewise, an industry that has only a few segments or where the differences between segments are not clear enough (for example, the production of low density polyethylene) is not fertile ground for a focusing strategy. This means that the possibilities for using each strategy are different depending on the type of industry. However, in many industries, all three general strategies of competition can coexist favorably, but only if different companies choose different strategies or different bases for differentiation and focus. The most profitable industries are those where several strong companies are on the path of differentiation, but the strategy of each of them is based on different sources of use value creation. This situation usually contributes to the improvement of 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 unprofitable war for either side. The worst case scenario 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 expensive it will cost a 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 operating in a particular industry were to build their activities on the principles of competitive strategy, everyone would choose different sources of competitive advantage. Of course, not everyone would be successful in doing this, but in any case, the three general strategies are three different paths to the most effective work companies. Some of the earlier theories of strategic planning were too narrow: as a rule, they were based on only one way to obtain a competitive advantage - to minimize costs. Such theories cannot explain the success of many companies - indeed, their practical use leads to the fact that all firms in the industry will strive for 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 by looking at the firm as simply a whole. Competitive advantage is formed as a result of the implementation of many separate activities that are part of the development, production, marketing, delivery and service of each company's product. Each of these activities can help establish a firm's competitive position in terms of costs and provide a basis for differentiation. For example, a company may have several different sources of cost-minimization advantage: a low-cost distribution system, highly efficient assembly processes, or making the most of its sales force. Differentiation can also be the result of just as different factors, including, for example, purchasing high-quality raw materials, flexible order processing, or high-quality product design.

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

Applying the concept of a value chain, it is possible to distinguish in the activities of a firm strategically important species activities and thus understand the cost picture and highlight potential sources of differentiation. A company that carries out strategically important activities at a lower cost or more efficiently than its competitors gains a competitive advantage.

The value chain for each company consists of a wide variety of different types activity, which is called the value creation system. Each of the company's suppliers also has a value chain (input level of value creation) where the products purchased by the company for its value chain are manufactured and delivered.

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

It is the company itself and the role of its products in the value chain for the consumer that the ability to create a solid basis for differentiation of the company's products depends. In order to achieve and maintain competitive advantages, it is necessary to 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 tend to differ. These differences are due to the history of each company, its strategy, as well as the success of its implementation. One of the significant differences 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 specific segment of the industry, it can tailor its value chain to that segment, resulting in cost savings or differentiation in serving that segment from competitors. Expansion or narrowing of the geography of the markets in which the company operates can also affect competitive advantages; this is also true with regard to the degree of integration in certain activities. Finally, competition in related industries, where value chains are coordinated in a certain way, can lead to competitive advantages through interconnections. The company can take advantage of the scale of operations 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 aimed at developing, manufacturing, marketing, shipping and servicing their products. All of 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, collectively, a value chain and competitive advantage a reflection of its history, strategy, its approaches to implementing its strategy, as well as the business activities of its internal divisions.

Supporting activitiesFirm production and infrastructureHuman resourcesTechnologyMaterial and technical supportSupply of raw materials, etc. Execution of workSales MarketingAfter-sales serviceProfit Primary activities Rice. 1.4. Value chain

The value chain allows you to see where value is added up; it consists of activities to create value and a profit or margin. The activities that directly create value are different, from a physical and technological point of view, operations performed by a firm. These are the building blocks by which a firm creates products of value to customers. The margin (mark-up) from which the profit flows is the difference between the total cost, the price of the product and the summed up costs of performing value creation operations. Margin (and hence profit) can be measured in a variety of ways. The value chains of suppliers and distribution channels of the company also include a margin, but in order to understand the sources of the company's competitiveness in relation to costs, 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 type of value-creating activity includes acquired resources, human resources (labor and management) and some form of technology with the help of which this type of activity is carried out. Each value-creating activity also uses and creates information such as customer information (order database), performance parameters (testing), and statistics on substandard products. Financial assets, such as inventories or accounts receivable, can also be created in the course of various value creation activities.To identify potential sources of competitive advantage, it is first necessary to describe the structure of the value chain of a company competing in a particular industry. ... You need to start with the chain in general, highlighting in the work of the company certain types activities to create value. Each of the general categories is

2. Analysis of the economic activity of LLC "Kontur"

2.1 General information about the company

Limited Liability Company "Kontur" was founded in 2006.

Location of the enterprise: 236023, Kaliningrad, Sovetskiy prospect, 188 B.

The company "Kontur" is one of the group of companies 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 is in Appendix 2.

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

The price list for services is presented in Appendix 3.

The company's activities cover the entire range of technological processes related to the design, preparation, installation and maintenance of equipment and materials for boiler houses, heating systems, water supply and water treatment.

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

Company Services:

inspection of the object;

development of a design solution for the object;

provision of design and estimate documentation;

delivery to the facility and installation of equipment;

commissioning works;

warranty and service maintenance of equipment and systems.

Basic principles of activity:

Use of 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 covered by warranty and service. In addition, the clients of Kontur LLC 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

Distinctive feature of our company - 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, delivery, installation and service.

Collaboration and partnership

The company works in partnership with leading design organizations, architectural workshops, construction and installation 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 the companies engaged in the creation of warmth and comfort. Comfort in rooms of any complexity level is the result of many years of work of the company's employees. A wide range of auxiliary equipment and tools allows you to reduce the time and cost of installation.

LLC "KonturStroy" is a division of the company that provides installation and service is a member of the Non-Profit Partnership "Self-Regulatory Organization" Construction Union of the Kaliningrad Region ".

Konturterm has built boiler houses in Kaliningrad and the region, installed heating and water supply systems in residential, administrative and industrial buildings, such as the Port Authority, the Rossiya and Zarya cinemas, the Maksik, Lazurit, Mandrev furniture factories , the sanatorium "Yantarny Bereg", the hotels "Kaliningrad", "Moscow", the "Foodstuffs" plant, new apartment buildings on the streets of Litovskiy 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 directorate (accounting, audit department and informatization department),

Marketing Directorate (marketing department for product lines and marketing department for promotion),

logistics directorate (supply department, warehouse logistics department),

general directorate (transport department, administrative department),

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

technical management,

commercial directorate (department retail, sales department, order table),

secretariat.

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

heating technology department,

heating and air conditioning department,

water supply and filtration department.

In LLC "Kontur" there are 2 forms of remuneration:

Time-bonus wages;
Piecework system of remuneration.

With time-bonus wages, bonuses may be calculated along with wages. In this case, bonuses are set both in fixed amounts and as a percentage of the salary. Wages for time-based bonus payments are calculated in the same way as for simple time-based wages. The amount of the premium is added to wages employee and are paid along with her.

Under the piece-rate system of remuneration, the employee is paid for the amount of products (work, services) that he 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 Tool rental552

Let us graphically represent the structure of the enterprise (see Fig. 2.1).

Rice. 2.1. Kontur LLC activities

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

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

Thus, LLC "Kontur" 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 indicators of the enterprise (see table. 2).

From table 2 we can conclude:

In 2009, there was a deterioration in operating results (profit), but in 2010 the situation evened out.

Table 2 Technical and economic indicators of LLC "Kontur"

Indicator 2009 2010 2011 Deviation 2010-2009 Deviation 2011-2010 Abs. Growth rate,% Abs. Growth rate,% Revenue excluding VAT, thousand rubles 34544377984035832541092560 107 Cost price, thousand rubles 3362737759391051321121748 , thousand rubles 61739851-57868122182 Net profit, thousand rubles 349-687129-1036-197816-19 Cost of fixed assets, thousand rubles 309429531120139102124 Number of employees, people 5871861312215121 Labor productivity, thousand rubles 596 532 469 - 6389 - 6388 Fund profitability,% 567 184 1412 613 119 Sales profitability,% 10.90,510.1-10.4-9.6-

Revenue grew in 2010 and 2011. In 2011, production costs grew at a slower pace than revenues - this is a favorable trend.

In 2010 the company had a loss.

The cost of fixed assets and the number of personnel grows systematically during the period under review.

Labor productivity is constantly decreasing, which indicates a decrease in the efficiency of the use of personnel.

The profitability of the fund increases in 2010 and 2011, which indicates an increase in the efficiency of the use of equipment.

The dynamics of key performance indicators is illustrated in Figure 2.2.

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

The analysis of the dynamics of profitability showed that in 2011 all indicators were growing, and in 2010 there was a decline in most indicators, which was due to a decrease in profits.

Rice. 2.2. Dynamics of performance indicators of LLC "Kontur"

Table 3 Dynamics of profitability indicators of LLC "Kontur"

No. Indicator name Calculation method 2009 2010 Otk-ya 2011 Otk-ya 1 Profitability of sales Profit from sales / Proceeds from sales * 10,010,90,5-10,410,19,62 Profitability of the entire capital of the enterprise Net profit / Total balance * 1002,3-3, 2-5,50,63,83Profitability equity capital Net profit / Equity * 10,044.7149,2104,571,178.14 Asset turnover ratio Revenue from sales / Balance total 2.31.8-0.51.805 Average annual property value, thousand rubles 150442137063262304016706 Average annual equity capital, thousand rubles 780.5460, 5-32018 1.5-279

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

Rice. 2.3. Dynamics of profitability indicators of LLC "Kontur"

We will assess the organization's ability to timely and fully settle its obligations, that is, we will analyze the liquidity and solvency. To do this, we will divide the assets of OOO Kontur according to the degree of liquidity (see Table 4).

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

ASSETS (indicator / designation) 2009 2010 2011 The most liquid assets (A1) 165 118 237 Quickly traded assets (A2) 389 434 736587 Slowly traded assets (A3) 150 601 803 815 603 Hard-to-sell assets (A4) 377 551 609 Total: 19496232242282 568 P3) 800 Equity (P4) (line 490) 804 117 246 Total: 194962322422836

Based on the data in Table 4, let us estimate the liquidity (see Table 5).

Based on the results of the analysis, we can conclude that in almost all periods the balance of the enterprise is conditionally liquid, inequalities 1 and 4 are not fulfilled.

Table 5 Assessment of liquidity of the balance sheet of LLC "Kontur"

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

Table 6 Dynamics of liquidity and solvency indicators of LLC "Kontur"

No. Name of indicator Method of calculation of the 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)? 10,350,360,010.36-5 Share of circulating assets in the assets of the organization L6 = (A1 + A2 + A3) / (A1 + A2 + A3 + A4)? 0.50,980.98-0 .97-0.01

According to table 6, it can be concluded that LLC "Kontur" is not liquid for most of the indicators. Only the indicator of the share of circulating assets in the assets of the organization complies with the norm. In 2011, the situation for most indicators is only getting worse.

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

Table 7 Dynamics of indicators of financial stability of LLC "Kontur"

No. Name of indicator Method of calculation of the norm 2009 2010 Otk-ya 2011 Otk-ya1 Capitalization ratio (page 590 + page 690) / (page 490)? 1,523,2197,7174,591,8-105,92 Coefficient of provision of own sources of financing (line 490-line 190) / (line 290)? 0.50.02-0.02-0.04-0.0203 Coefficient financial independence (line 490) / (line 700) 0.4-060.050.005-0.0450.010.0054 Financing 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 negative dynamics 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 performed 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, let us note the main trends in this industry. Let us 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 the trends in the construction industry of the Kaliningrad region, the following can be noted. One of the most important parts of this industry is equity construction. Today there are about 50 construction companies operating in the Kaliningrad market of shared construction. 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 slightly different indicators. “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 (SetlEstate) ...

Recently, companies have appeared on the construction market that have changed the founders to Muscovites, retaining the 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 impeccable 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 cost per square meter, and if in other regions a potential shareholder first chooses 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.

The 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 for the type of activity "Construction" amounted to 33.5 billion rubles. and in comparable prices increased by 11.5%.

In general, for the period 2007-2011, the volume of work performed in 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

Indicators 2005200620072008200920102011 estimated growth rate,% 110.3111.3153.0121.680.086.6122.0 share in GRP,% 5.65.58,810,17.76.57.4 , 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 sector in the Kaliningrad region is presented in Table 9.

Table 9 Main indicators of the construction industry

No. Indicator Years200720082009201020111 The number of operating construction organizations 32873298319932862 The volume of work performed by the type of activity "Construction", million rubles 20650.523583.024900.026470.933495.73% to the previous year in comparable prices 100,693,688,180,6111,54 destination: 5 residential buildings, thousand sq. m total area 753,3800,6607,8524,65456 including: individual developers 268,8247,3209,3121,4118,5

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

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

We will try to assess the scale of the gas distribution (GDO) sub-sector. The length of high, medium and low pressure gas distribution networks in cities and rural areas is 393 thousand km, of which 263 thousand km are underground gas pipelines.

The gas distribution station operates 61 gas distribution stations (GDS), more than 75 thousand gas control and cabinet control points, 405 gas filling stations (GNS) and points (GNP) with a total capacity of 2.3 million tons of liquefied gas per year.

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

The total number of gas distribution companies in Russia is over 500. 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, those transporting gas, operating gas distribution networks and supplying gas to consumers. We will call an organization that has gas distribution networks on its balance sheet and is included in the register of natural monopolists of the FEC of Russia a subject of natural monopolies. At the moment, there are a little more than 300 gas distribution organizations, and more than 500 natural monopolies.

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 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 supplies of Central Asian gas to Russia.

As for the trends in gas production itself, it stagnates: for last years its level remains mainly in a "declining" mode, although the industry's dependence on gas exports is growing.

Considering the gas industry in the Kaliningrad region, the following trends can be noted. At present, 15 out of 22 municipalities of the Kaliningrad region have been supplied with gas. gas networks carried out within the framework of the Federal Target Program (FTP), the Gazprom Program and the Regional Investment Program.

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

The beginning of work under 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 cubic meters 3/ year due to the fact that currently throughput the specified gas pipeline cannot cover the promising volumes of gas consumption in the region.

Natural gas is supplied to the Kaliningrad Region via the Minsk-Vilnius-Kaunas-Kaliningrad gas trunkline. As part of the FTP, 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.

The 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. Years 200720082009201020111 Consumption 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 stage of this program will be 210 km. Gasification of Zelenogradskiy district, Krasnoznamenskiy, Nemanskiy, Guryevskiy municipal districts, Yantarny urban district continues.

The following investment projects for gas supply are being implemented at the expense of the attracted funds under the FTP in 2011-2013:

ensuring gas supplies in excess of 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 JSC Gazprom);

construction of an underground gas storage facility (UGS), bringing the storage volume up to 80 million cubic meters. m (person in charge of OAO Gazprom);

commissioning of the onshore operational complex of the Kaliningrad UGS facility with erosion of tanks up to 230 thousand cubic meters. m (responsible for OAO 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 the industry Consumption, billion cubic meters of total consumption,% 1Electricity140.6392Metallurgical28.67.93Agrochemical industry17.84.94Agro-industrial complex10.12.85Petrochemical industry6.11.76 Utilities, household facilities30.88.511Population41.75 023.6 Russia total 360.7 100

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

Table 12 Analysis of the influence of macroenvironmental factors

No. Factors Influence 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 on the special economic zone Benefits of the special economic zone in the Kaliningrad region contribute to an increase in the investment attractiveness of the region and, accordingly, the development of large investment projects. 4. Participation in the regional government of representatives of real business Knowledge of the economic development of business and the availability of practical experience of representatives of regional authorities will contribute to the more active development of modern infrastructure of the economy. 5. Political support of the region. Effective and timely implementation of federal target programs for the 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 industry enterprises to use new modern technologies that require significant investments and high competencies. 7. An increase in environmental requirements for activities will lead to the necessary implementation of new progressive technologies for the construction and repair of buildings and structures. 8. 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 us characterize the external environment of enterprise development using PEST analysis (see Table 13).

Table 13 PEST Analysis Matrix

POLITICAL FACTORS · 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" · Stricter requirements, the need to join an 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 effective demand of the city's population is falling by this moment not supported by borrowed funds · The end customer becomes more demanding of the quality of services SOCIOCULTURAL TRENDS TECHNOLOGICAL INNOVATIONS · Demography: the growth of the population of the city and region began · State support for the poor, military and young people · Cash incomes of Kaliningraders are gradually increasing · Media Introductions: Information on the Government's Commitment to Support Domestic Products · improvement of production technology: domestic cars began to be produced according to Western technologies · Research Funding: Government Support to the Construction Industry · Substitution technologies / solutions · The maturity of technology · 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 greatest influence on the company is exerted by political and economic factors.

2.4 Analysis of the internal environment

The enterprise plans and performs direct production activities based on service orders and concluded contracts.

The company has developed and maintains documented procedures that allow analyzing orders prior to their execution and coordinating this activity with the customer.

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

the customer's requirements were fully understood and documented;
all possible contradictions between the customer's requirements, the requirements of the regulatory documentation for the products, the capabilities of the enterprise were identified in advance and resolved with customers before the start of their implementation;
all special or distinctive requirements 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.

Based on the results of the analysis of the quality management system of OOO Kontur, it is possible to identify its strengths and weaknesses (see Table 14).

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

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

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

Strengths Weaknesses - the existence of the objectives of the quality management system; - management is aware of the need for quality management; - there is a feedback from the customer; - absence 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.

Let's characterize the marketing activities of the enterprise. The marketing activity of Kontur LLC is aimed at establishing, reasonably enough, based on market demands, specific current and mainly long-term (strategic) goals, ways to achieve them and real sources of resources for economic activity; determine the range and quality of products, their priorities, the optimal structure of production and the desired profit. In other words, the manufacturer is called upon to produce such products that will find a sale, will bring profit. To do this, you need to study social and individual needs, market demands as necessary condition and the background of the operation. Therefore, the understanding is deepening that activity begins not with exchange, but with consumption. This concept was embodied in the marketing of the Kontur LLC organization.

In general, for 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 LLC "Kontur" allows the development and implementation of new types of products that meet the needs of the customer;

The search for products that provide effective demand, an increase in sales and, as a result, an increase in 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 product sales increased.

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

For Kontur LLC, the trend towards an increase in the value of price marketing increases under the influence of a change in the structure of sales of marketable products towards an increase in the share of goods intended for the consumer market, where price competition is especially strong.

The firm's pricing policy is as follows:

the price should cover all costs;

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

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 enterprise (on the example of Kontur Term LLC) Diploma in Management

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Summaries: Development of a competitive strategy for the firm. Formation of the competitive strategy of the enterprise

Competitive strategies - design, selection and types

Development of a competitive strategy

Choosing a competitive strategy

Classification of competitive strategies

Cost minimization strategy

Competitive differentiation strategy

Concentration strategy

Modern competitive strategies

International Competitive Strategies

Summing up

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Development of a competitive strategy

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