home Success stories Summary: Development of a competitive strategy for the company. Coursework development of a competitive strategy for a company Development of a competitive strategy for the development of an enterprise

Summary: Development of a competitive strategy for the company. Coursework development of a competitive strategy for a company Development of a competitive strategy for the development of an enterprise

Introduction 3

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

1.1. Essence and types of competition strategies 5

1.2. Rationale for the choice of competition strategy 11

Chapter 2

2.1. a brief description of ZAO PPRZ 15

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

Chapter 3. Improving the competition strategy of PPRZ CJSC 28

Chapter 4. Cost-Effectiveness of Proposed Measures 32

Conclusion 36

References 38

Introduction

In the context of development market economy Of particular importance for the successful functioning of an enterprise are the issues of forming a competitor of a new potential, identifying, developing and creating prerequisites for the sustainability of competitive advantages, choosing correct form competitive behavior. The concept itself competitive advantage is now of particular relevance, as the growth of companies around the world has slowed down, and the behavior of competitors is becoming more aggressive.

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

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

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

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

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

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

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

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

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

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

The structure of the work corresponds to the tasks.

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

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

A strategy is a long-term action aimed at achieving the set goals. Implementation of the strategy - a set of actions that contribute to increasing business activity in the organizational and financial spheres, the development of the company's policy, the creation of a corporate culture and staff motivation, the leadership of everything that is aimed at achieving the intended results.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Penetration of new competitors;

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

Buyer opportunities;

Supplier capabilities;

Competition between companies already established in the market.

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

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

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

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

slow growth of the industry;

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

lack of differentiation (no conversion costs);

quantitative jump in capacities;

various kinds of competitors;

high strategic importance;

high exit barriers.

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

There are three basic strategies for this:

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Introduction

competition economic managerial

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

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

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

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

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

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

To study modern approaches to the analysis and evaluation of the organization's strategy;

Give methods for analyzing the strategy of the organization's competitive strategy and describe the methodology for their application;

Describe the stages of implementation of the enterprise strategy;

Conduct an analysis of the competitive strategy of Arkon Auto LLC;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The second type of strategies include the following:

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

infiltrate distribution networks controlled by competitors.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

To achieve cost advantages total costs the firm's production throughout the value chain must be less than the total costs of competitors. There are two ways to achieve this:

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

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

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

Successful differentiation allows the firm to:

Set an increased price for a product / service;

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

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

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

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

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

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

Using a focused strategy to compete on cost is a fairly typical business approach. Manufacturers of private label products are reducing their marketing, distribution, and advertising costs by concentrating on direct sales to retailers and chain stores that sell low-frills, discounted, branded products.

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

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

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

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

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

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

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

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

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

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

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

Product competitiveness;

The financial condition of the enterprise;

The effectiveness of marketing activities;

Profitability of sales;

Image (brand capital) of the enterprise;

Management efficiency.

In this way, quantification factors of internal competitive advantages of an economic entity can be represented as follows.

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

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

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

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

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

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

Gross revenue and gross cost data is the information contained in the accounting and financial reporting enterprises, so obtaining such information is not particularly difficult. Some difficulties arise when collecting other data, since marketing costs are more difficult to calculate, because. there is no information on printing costs, advertising costs, etc. in accounting.

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

, (1.2)

where - evaluation of the effectiveness of marketing activities;

Marketing potential;

D in - gross income;

Z m - marketing costs;

C in - gross costs.

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

where K 1 - the potential of marketing research;

K 2 - the potential of the marketing information system;

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

K 4 - the potential of the enterprise's product policy;

K 5 - the potential of the pricing process;

K 6 - the potential of the marketing policy of the enterprise;

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

K 9 - the potential to stimulate sales of products (for example, coupon sales);

To 10 - the potential for the formation of public opinion.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

, (1.7)

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

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

where - the volume of repeated applications in value terms;

The total volume of sales.

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

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

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

evaluate the actual degree of achievement of the goal;

compare different target options with each other.

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

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

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

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

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

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

In a market economy, the interest of participants in the economic process to objective and reliable information about the financial condition and business activity of the enterprise has increased significantly. All subjects of market relations: owners, investors, suppliers, buyers - are interested in an unambiguous assessment of the competitiveness and reliability of their partners. Such an assessment can be obtained on the basis of a comprehensive financial analysis, based on the data of public reporting of enterprises, which allows all participants in the economic process to control the nature and extent of changes in the market positions of the enterprise. As a component of such a comprehensive assessment, a characteristic of the effectiveness of enterprise management is used, which is usually estimated by the ratio of profit to the entire turnover of the enterprise (revenue from the sale of products (works, services) excluding VAT) and the result of other sales and non-release operations.

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

where P r - profit from the sale of products.

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

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

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

1.3 Implementation of the organization's competitive strategy

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

) prevention of opposition and duplication of individual functions.

The next step on the path to “strategy implementation” is “budgeting”. Here, the main approaches and principles applied to the development of budgets coincide with the principles of building organizational management. The budgets of all levels must be subordinated to the general goal of the development of the enterprise and not allow opposition and inconsistency of the financial support of some departments with other plans.

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

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

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

The main generalizing conclusions for the chapter

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

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

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

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

2. Analysis of the competitive strategy of Arkon Auto LLC

2.1 Characteristics of the activities of the enterprise Arkon Auto LLC

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

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

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

Today "Arkon Auto" offers the following services:

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

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

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

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

Assembly of purchased cars.

Purchase and delivery of any items on the Yahoo auction.

Search and replacement of any spare parts.

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

This structure is linear-functional.

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

High competence of functional managers;

Reduction of duplication of efforts and consumption of material resources in functional areas;

Improved coordination in functional areas;

High efficiency with a small variety of products and markets;

Maximum adaptation to the diversification of production;

Formalization and standardization of processes;

High level of capacity utilization.

Disadvantages of the structure of Arkon Auto LLC:

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

Problems of interfunctional coordination;

excessive centralization;

Increased decision-making time due to the need for approvals;

The reaction to market changes is extremely slow;

The scale of entrepreneurship and innovation is limited.

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

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

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

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

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

Chief Accountant exercises control over accounting at the enterprise, draw up accounting forms, conduct settlements with banks, suppliers and buyers, open, maintain, change and close transaction passports, provide supporting documents to an authorized bank, etc.

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

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

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

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

Federal Law No. 164-FZ of December 8, 2003 “On the Fundamentals of State Regulation of Foreign Trade Activities”;

Other normative acts.

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

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

Index	Absolute deviations		Growth rate, %
	2011 to 2010	2012 to 2011	2011 to 2010	2012 to 2011
Revenue from the sale of products (services), thousand rubles
Cost of products (services), thousand rubles
Costs per 1 rub. sold products, rub.
Profit from sales, thousand rubles
Profit before taxation, thousand rubles
Profitability, %

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

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

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

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

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

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

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

Planning involves the following functions:

Analysis and assessment of market conditions;

Formation of an assortment plan for production according to customer orders;

Choice of distribution and distribution channels.

Sales organization includes the following functions:

) organization of storage and container facilities for finished products;

- organization of sales and delivery of products to consumers;

Control and regulation functions include:

Evaluation of the results of marketing activities;

Monitoring the implementation of sales plans;

Statistical accounting and operational accounting and reporting of marketing activities.

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

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

The main tasks of the sales department:

Assessment of market conditions;

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

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

Operational Information Support marketing activities of the entire enterprise and its divisions;

Development, based on the orientation to market activity, recommendations for improving the efficiency of the enterprise, etc.;

Creation of the image of a successful and reliable company.

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

with production department;

with the logistics department.

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

The company finds customers in the following ways:

Distribution of catalogs at exhibitions;

receipt of orders for the supply of products from customers.

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

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

The enterprise plans to move to the implementation of a new marketing strategy for products and sales methods, providing for:

creation of a dealer network;

analysis of the level of effective demand for goods;

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

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

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

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

Type of regulation
1. System wide	The charter is a comprehensive document designed to consolidate the status of the organization. - House rules are local normative act organizations regulating in accordance with the Labor Code of the Republic of Belarus and other laws: the procedure for hiring and dismissing employees; basic rights, duties and responsibilities of the parties to the employment contract; mode of operation; Time relax; incentives and penalties applied to employees; as well as other issues of regulation of labor relations in the organization.
2. Elemental	Job description - a document regulating the production powers and duties of an employee; - technical regulations on fire safety requirements; - sanitary rules; - regulation on the department - a legal act that establishes the status, functions, rights, duties and responsibilities of structural units.

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

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

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

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

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

Table 2.3 - Number of reports accepted and sent for revision

Deviation

Accepted the first time

sent for revision

Accepted the first time

sent for revision

by number of accepted

by the number of sent for revision

Marketing department

Production Department

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

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

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

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

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

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

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

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

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

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

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

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

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

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

All employees receive a salary, i.е. fixed, stipulated in employment contract wages.

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

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

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

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

Table 2.4 - The amount of the Far East allowance

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

Table 2.5 - Tax field of Arkon Auto LLC for 2012

Name of the tax	The tax base				Payment term
federal taxes
	the cost of goods (works, services), calculated on the basis of market prices				at the end of each tax period no later than the 20th day of the month following the expired tax period (quarter) Taxpayers are required to submit a tax return to the tax authorities no later than the 20th day of the month following the expired quarter.
Corporate income tax	monetary value income subject to tax				Tax at the end of the year is paid no later than March 28 of the following year. During the reporting period, taxpayers calculate the amount of the monthly advance payment: in the 1st quarter of the year = advance payment payable in the last quarter of the previous year. in the 2nd quarter of the year = 1/3 × advance payment for the first quarter in the 3rd quarter of the year = 1/3 × (advance payment for the results of the half year - advance payment for the results of the first quarter). in the 4th quarter of the year = 1/3 × (advance payment following the results of nine months - advance payment following the results of half a year)
Income tax individuals(as tax agent)	all income of taxpayers (employees) received in cash and in kind, and income in the form of material benefits.				Tax agents transfer tax amounts no later than the day of actual receipt of cash from the bank Money for the payment of income or the date of transfer of income to the taxpayer's bank account.
Corporate property tax		average annual value of property recognized as an object of taxation			The tax is paid by making advance payments at the end of the reporting periods - the first quarter, six months, nine months, no later than 30 days from the date of the end of the reporting period.
Transport tax		engine power vehicle in horsepower		depending on the number of hp	Taxpayers make quarterly advance payments until the 20th day of the third month of the quarter of the current tax period in the amount of one fourth of the annual amount of transport tax. The difference between the amount calculated according to the tax return and the amount of advance payments paid during the tax period is payable to the budget no later than January 31 of the year following the expired tax period.
Regional taxes
Insurance premiums
Insurance premiums			The amount of payments and other remuneration accrued for the settlement period in favor of individuals, with the exception of amounts not subject to taxation.		During the billing period, the policyholder pays insurance premiums in the form of monthly mandatory payments by the 15th day of the calendar month following the month for which it is charged.

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

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

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

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

Spending abroad (Japan, Korea):

Price of goods (car) in Japan or Korea;

Registration of export documents, customs clearance;

auction fees;

Delivery within Japan (Korea);

Freight to Vladivostok;

Commission of a foreign partner;

Bank commission for money transfer in the amount of 0.2%.

Costs in Russia:

Duty;

Bank commission 0.65%;

Agreement;

Services of a temporary storage warehouse;

Services customs broker;

transits;

Forwarding services of Arkon Auto LLC;

Commission of Arkon Auto LLC.

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

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

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

	Share in total the value of the goods, %
car price in japan
Preparation of export documents, customs clearance
Auction fees
Delivery within Japan
Freight to Vladivostok
Japanese partner commission

Commission of the bank

Temporary storage
Broker services
Transits
Company forwarding services

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

Agreement with Arkon Auto LLC for the provision of services;

Contract of sale;

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

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

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

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

Prepayment

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

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

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

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

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

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

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

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

Portrait of a buyer of auto-moto, cargo and special equipment

business active man aged 30-45, well versed in technology, purposefully focused on buying from the domestic market of Japan both for his own needs, his friends, as well as for further resale or delivery to other regions.

Portrait of a consumer of auto repair services

70% a man aged 25-38 who knows who had experience in servicing the company, who knows about the main advantages of the company (quality of bodywork and painting works, realistic payment terms, polite staff, discounts for regular customers up to 20%) -30% woman aged 30-40 is independent (appreciating time and money) who wants to shift the maximum care for current repairs and maintenance to the company's specialists

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

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

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

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

The results of an analytical study conducted by the agency "AUTOSTAT" indicate that the vehicle fleet of the city of Vladivostok consists of 48.7% of Toyota cars.

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

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

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

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

Table 2.8 - PEST analysis

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

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

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

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

CJSC "Summit Motors" (Vladivostok)";

OOO "Altair-Auto";

- Triumph Auto Far East»;

LLC "Pacific Auto";

OOO Vostok-UAZ.

OOO "Grand Motors"

Champion-Vladivostok LLC

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

Suppliers. The main suppliers of Arkon Auto LLC are:

mihairuco ltd Japan,

Japanese auction network Aauc, USS, TAU, HirohamaCo LTD.

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

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

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

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

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

After positioning the threats, it was revealed that:

A firm can be brought to a critical state either by the entry into the industry of a large number of competitors and a radical change in the tastes of consumers;

Restrictive policies of state bodies, for example, an even greater increase in customs duties and duties, an increase in transport tariffs, a change in trade rules, can lead to the destruction of a company or its exit from the industry.

2.3 Assessment of the competitive position of Arkon Auto LLC

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

Then we will evaluate competitors in the local market.

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

Competitors are evaluated on a five-point system.

Weight of factors:

Quality - 0.3

Assortment - 0.2

Delivery time - 0.1

Location - 0.05

Popularity - 0.05

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

Table 2.11 - Evaluation of competitors in the local market

	OOO "Grand Motors"	LLC "Altair-Auto"	Arkon Auto LLC

2. Quality
3. Assortment
4. Delivery time
5. Location
6. Popularity
Competitiveness ratio

Grand Motors LLC = 1 × 0.3 + 0.3 × 4 + 0.2 × 3 + 0.1 × 5 + 0.05 × 5 + 0.05 × 5 = (0.3 + 1.2 + 0.6 + 0.5 + 0.25 + 0.25) / 6 = 0.517

OOO Altair-Avto = (0.3 × 1 + 0.3 × 5 + 0.2 × 4 + 0.1 × 5 + 0.05 × 5 + 0.05 × 5) / 6= (0, 3 + 1.5 + 0.8 + 0.5 + 0.25 + 0.25) / 6 = 0.6

OOO Arkon Auto = (5×0.3 + 5×0.3 + 0.2×5 + 0.1×2+ 0.05×5+ 0.05×5) /6 = (0.9 + 1.2 + 0.8 + 0.5 + 0.25 + 0.25) / 6 = 0.78

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

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

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

3. Development of a competitive strategy for Arkon Auto LLC

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

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

Main strategic objectives for that period:

Business consolidation (company growth);

Expansion of the services provided;

Improving the quality of the supplied goods and services;

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

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

Parking lot for the sale of cargo and special equipment, crane installations, cargo spare parts;

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

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

Sale of cars from the warehouse of the company

Buying cars at Japanese auctions without intermediaries

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

Storage of cargo until shipment from Japan.

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

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

Dismantling / sawing cars.

Customs clearance in Russia.

Assembly of purchased cars (constructors)

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

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

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

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

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

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

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

Set an increased price for a product / service;

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

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

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

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

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

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

technical excellence;

The quality of products;

Excellent customer service.

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

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

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

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

Trade in new parts

Used spare parts trade (disassembly),

Trade in related products (auto chemicals, accessories),

Car pickup only.

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

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

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

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

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

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

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

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

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

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

Types of jobs	Complex of car maintenance services
lubricating and filling	diagnostics
control and diagnostic	tire fitting and balancing
electrotechnical	repair of components, systems and assemblies
tire fitting and balancing	body work (welding, wallpaper, painting), etc.
assembly and dismantling	air conditioner repair and refill
tin-welding	restoration of the working surface of the brake disc (grooving of the disc on both sides)
steering repair	flushing the injector, cleaning the injectors
steering repair	oil change
steering system repair	wheel alignment
engine repair	brake disc repair
battery repair and charging	body repair, body work
painting	car painting
	plastic bumper repair
	refueling the car air conditioner
	installation of parking sensors
	car computer diagnostics
	car window tinting
	armoring car windows

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

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

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

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

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

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

reduction of rent payments;

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

providing service guarantees at least 6 months from the date of service,

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

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

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

maximum provision of the necessary repair time for the consumer,

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

ensuring continuous improvement of means and methods of customer service,

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

Installation of a sign;

Acquisition of branded clothing for staff;

Newspaper ads;

Despite the fact that these activities will require additional financial costs, they will be targeted, provide the enterprise with the necessary publicity and allow generating demand from potential clients, not yet used by the services of a car service.

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

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

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

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

Table 3.5 - staffing car service LLC "Arkon auto"

Job title	Salary, thousand rubles	Social contributions (34%), thousand rubles	Payroll per year, thousand rubles	Payroll with deductions per year, thousand rubles
Accountant-cashier
Chief mechanical engineer
Mechanic of the diagnostic section - electrician
Repair shop fitter
Curing area mechanic
Painting department technician
area cleaner

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

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

equipment identification		The cost of purchased equipment, thousand rubles.
3 lifts PR-3	Elevators PR-5 with a lifting capacity of 5 tons
Wheel alignment stand AMD-520	HuntekPSP400 electronic 3D stand
Painting and drying chamber Etman (Russia).	Lutro (Italy) model PSPBT
Diagnostic complex AM1-M (Russia).	Bosch (Germany) FSA 750.
WelPe Body Repair Equipment	CAR Bench (Italy) model Pirarha S130.
Other equipment	EUROSIV (Moscow)

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

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

3.3 Business case for proposed activities

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

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

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

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

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

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

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

Name of indicator	2014 quarterly	2014 total

Volume of rendered services, pcs.
Average price per service unit, rub.
Total revenue. rub.

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

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

Name of cost item	Amount, thousand rubles
Variable costs
Raw materials and materials (costs for small spare parts and consumables)
Salary with deductions
fixed costs
Depreciation
Other expenses (rent, utility bills, transportation costs)
Selling and administrative expenses (stationery, communications)
Full cost price with VAT
11. Fixed costs
12. Variable costs

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

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

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

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

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

Name of indicator	2014 quarterly

Revenues from sales
Full cost
Profit from sales

Net profit
Return on sales, %

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

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

P x Q \u003d FC + VC,

where Q - critical sales volume, units;

P - selling price, rub.;

FC- fixed costs, rub.;

VC - variable costs, rub./unit.

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

unit price of services - 5500 rubles;

variable costs per unit of production - 3600 rubles;

fixed costs - 1693700 rubles.

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

Q = 1693700+ 3600 Q

Q -3600 Q = 1900

Q=1693700/1900

Q = 892.42 (u)

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

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

The adjusted discount factor is:

r=(1+r)×(1+i) - 1,

where i - inflation rate; r - discount rate.

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

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

The project implementation period is 3 years.

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

Project Profitability Index:= 18742213.30/9671500= 1.93

Simple payback period of the project:

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

Discounted payback period of the project:

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

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

Investments

Economical effect

Discount coefficient

Discounted net income

Net present value

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

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

Table 3.12 - Sales volume for the first year

Sales volume thousand rubles

June (+0.5%)

July (+0.5%)

primary market

secondary market

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

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

Table 3.13 - Sales volume for the second and third years

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

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

Banner located on a billboard 3×6 in size. Myself billboard will be located close to our store directly next to a busy area highway. Thus, we will cover a fairly wide range of car enthusiasts who will know where our store is located.

In the conditions of the development of a market economy, the formation of a competitor of a new potential, the definition, development and creation of prerequisites for the sustainability of competitive advantages, the choice of the correct form of competitive behavior are of particular importance for the successful functioning of an enterprise. The very notion of competitive advantage is now of particular relevance, as the growth of companies around the world has slowed down, and the behavior of competitors is becoming more and more aggressive.
The main thing was not just to achieve and identify a competitive advantage, but to make it sustainable. Competitive advantage - these are the characteristics, properties of the product that create for the enterprise a certain superiority over its competitors, and for the consumer - the optimal combination of consumer characteristics of the product. Superiority is evaluated in comparison, therefore it is a relative characteristic and is determined by various factors.
For successful activity, an enterprise needs to develop the right competition strategy based on its competitive advantages, which actualizes the study of forms of competition in modern conditions.
The importance of strategic behavior, which allows the firm to survive in the competition in the long term, has increased dramatically in recent decades. All companies in a highly competitive, rapidly changing situation should not only focus on the internal state of affairs in the company, but also develop a long-term survival strategy that would allow them to keep up with the changes taking place in their environment. Now, although the task of rational use of potential in current activities is not removed, it becomes extremely important to implement such management that provides competitive advantages in a rapidly changing environment.
Business practice has shown that there is no competitive strategy that is the same for all companies, just as there is no single universal strategic management. Each firm is unique in its kind, and the process of developing a competitive strategy for each firm is unique, since it depends on the position of the firm in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, cultural environment and much more.
Thus, the relevance of studying and applying methods of competition in the management of a company is increasing. This is what determined the choice of the topic of the course work.
CJSC "Perm spring-spring plant" was chosen as the object of research.
The purpose of the course work is to analyze the competitive properties of CJSC "PPRZ" and develop a competition strategy for it. This goal determined the formulation of the following research tasks:
1. Consider the theoretical foundations for developing an enterprise competition strategy; characterize the main types of competition strategies and justify the choice of competition strategy;
2. Analyze the competitive position and competition strategies of CJSC “PPRZ”;
3. Suggest directions for improving the competition strategy of CJSC "PPRZ";
4. Calculate the economic efficiency of the proposed measures.
The structure of the work corresponds to the tasks.

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

Competition - (from lat. Concurrere - collide) - the struggle of independent economic entities for limited economic resources. This is an economic process of interaction, interconnection and struggle between enterprises operating in the market in order to provide the best opportunities for marketing their products, satisfying the diverse needs of buyers.
In the marketing system, a firm operating in the market is considered not by itself, but taking into account the totality of relations and information flows that connect it with other market entities. The environment in which the firm operates is commonly referred to as the firm's marketing environment. Kotler F. defined the company's marketing environment as follows: The company's marketing environment is a set of active subjects and forces operating outside the company and affecting the ability to manage the marketing service to establish and maintain successful cooperation relationships with target customers.
A strategy is a long-term action aimed at achieving the set goals. The implementation of the strategy is a set of actions that contribute to increasing business activity in the organizational and financial spheres, developing the company's policy, creating a corporate culture and motivating staff, and managing everything that is aimed at achieving the intended results.
A competitive strategy is a set of specific steps and approaches that a firm takes or intends to take in order to compete successfully in a given industry.
For the first time, business faced the problem of strategic planning in the context of the economic crisis. It is in such conditions that all the weaknesses of some enterprises and the strengths of others become clearly visible. And it is precisely in such periods that it becomes more obvious than ever where huge resources were wasted, which will never give the expected effect. Then the competitive struggle escalates to the limit, the winner of which is the one who manages to achieve great competitive advantages - advantages not over competitors, but advantages in relation to the consumer.
Competitive advantage - the assets and other advantages of the company that give it an advantage over competitors. Competitive advantages must ensure the uniqueness of the brand and meet the specific needs of the client. Strategic success factors are based not on objective, but on subjective benefits perceived by the consumer. The task of management is to identify and develop the potential for success and transform it into appropriate factors.
Winning and maintaining competitive advantages are, as you know, a key function of strategic enterprise management. It is especially important to achieve advantages in saturated markets where demand is met by many suppliers.
According to the researcher of competition F. Kotler, a company in the competition can play one of four roles. The marketing strategy is determined by the position of the company in the market, whether it is a leader, challenger, follower or occupies a certain niche:
1. The leader (a market share of about 40%) feels confident.
2. Applicant for leadership (market share of about 30%). Such a company aggressively attacks the leader and other competitors. As part of special strategies, the applicant can use the following attack options:
· "frontal attack" - conducted in many areas (new products and prices, advertising and sales - competitive advantages), this attack requires significant resources.
· "environment" - an attempt to attack all or a significant market area of the market.
· "bypass" - the transition to the production of fundamentally new goods, the development of new markets.
· "Attack of the gorilla" - small impetuous attacks by not quite correct methods.
3. Follower - (20% share) a company that strives to maintain its market share and get around all the shallows. However, even followers must adhere to strategies aimed at maintaining and increasing market share. The follower can play the role of imitator or double.
4. Digged into a niche market - (10% share) serves a small segment of the market that large firms do not care about. Several niches are preferable to one. Such firms have no special competitive advantages, except for the fact that large firms do not see competitors in them and do not "pressure".
The task of competitive strategy, according to M. Porter, is to bring the company to a state in which it can fully use its advantages. It follows from this that the in-depth analysis of competition is an important part of the formulation of the strategy.
M. Porter identified five forces of competition that determine the level of profit in the industry. It:
- penetration of new competitors;
- the threat of the appearance on the market of substitute goods produced using a different technology;
- opportunities for buyers;
- supplier capabilities;
- competition between companies that have already established themselves in the market.
Competitive strategies (business strategies) come from understanding the rules of competition that operate in an industry and determine its attractiveness. The goal of competitive strategy is to change these rules in favor of your company. The rules of competition can be represented as the five forces of competition shown in the figure.
Rivalry, according to Porter, occurs when one or more competitors experience difficulties or see opportunities to improve their position. The intensity of the competition can vary from polite gentlemanly forms to the most brutal "throat-cutting" techniques.
Porter notes a number of the following factors that determine the intensity of competition:

To satisfy the first condition, a company must keep costs lower than those of its competitors.
To ensure differentiation, it must be able to offer something unique in its own way.
Cost leadership is perhaps the most characteristic of the three general strategies. It means that the company aims to become a low cost producer. The company's deliveries are very diverse and serve many segments of the industry. This scalability is often a key factor in cost leadership. The nature of these benefits depends on the structure of the industry, whether it be a matter of economies of scale, advanced technology, or access to sources of raw materials.
Porter points out that a company that has won leadership in cost reduction cannot afford to ignore the principles of differentiation. If consumers do not find the product to be comparable or acceptable, the leader will have to make price cuts to weaken his competitors and lose his lead in the process. Porter concludes that a leader in cost reduction in product differentiation must be on par with, or at least close to, its competitors.
Differentiation, according to Porter, means that the company strives for uniqueness in some aspect that is considered important by a large number of customers. She selects one or more of these aspects and behaves in such a way as to satisfy the needs of consumers. The price of such behavior is higher production costs.
The third type of strategy is to focus on some aspect of the activity. It is radically different from the previous two and is based on the choice of a narrow area of competition within the industry.
The point of focus is to select an industry market segment and serve it with your strategy better and more efficiently than your competitors. By optimizing its strategy for the selected target group, the company that has chosen this course is trying to achieve competitive advantages in relation to the selected group.
Consider also the types of strategies for the behavior of firms according to A.A. Thompson and A.J. Strickland. Famous authors of the book "Strategic Management" A.A. Thompson and A.J. Strickland describes the strategies of firms in sufficient detail and reasonably. They distinguish the following strategies: offensive, defensive and vertical integration strategies.
1. Offensive strategies to maintain competitive advantage. Competitive advantage is usually achieved through the use of a creative offensive strategy that is not easy for competitors to counter. There are six main types of offensive strategy:
- actions to counteract strengths competitor or surpass them;
- actions aimed at exploiting the weaknesses of a competitor;
- simultaneous offensive on several fronts;
- capture of unoccupied spaces;
- guerrilla warfare;
- preemptive strikes.
2. Defensive strategies to protect competitive advantage aim to maintain one's market position, reduce the risk of being attacked, bear the attack of a competitor with less loss, pressure challengers to reorient them to fight other competitors.
A good defensive strategy involves the ability to quickly adapt to a changing situation in the industry and, if possible, pre-emptively block or prevent competitors from attacking blocking actions.
The second approach to defensive strategy is to communicate to competitors that their actions will not go unanswered and the firm is ready to attack. The purpose of such signals is to prevent the start of attacking actions (since the expected results of challenging competitors may be significantly lower than the costs incurred) or to redirect them to less protected targets.
Another way to counter the offensive actions of competitors is to try to reduce the profit that attracts them and pushes them into offensive actions. When the profitability of a firm or industry is very high, it serves as a bait for a large number of firms and creates a desire to go on the offensive, even if the barriers to entry are high and the defenses are strong. In this situation, the firm can defend itself against competitors, especially newcomers, by forgoing short-term profits and using accounting mechanisms to show relatively low returns.
3. Strategy of vertical integration. The essence of this strategy is that firms can expand their activities towards suppliers (back) or towards the consumer (forward). A firm that builds a new facility to manufacture input components previously purchased from suppliers is undoubtedly still in the same industry as before.

1.2. Rationale for the choice of competition strategy

An individual competitive strategy of an enterprise is a set of methods, techniques and measures aimed at strengthening the competitive position of an organization, the specific content of which depends on the characteristics of the competitive environment of the enterprise and its competitive strategic potential.
The need to choose a competition strategy lies in the fact that the modern market economy is competitive. The opportunity and freedom to strive to satisfy private interests for each economic entity and the economic isolation of commodity producers create the prerequisites for the existence of competition. In the process of marketing research, calculations to assess the competitiveness of services or goods are aimed at identifying competitive advantages and vulnerable positions.
The most profitable strategies for PPRZ CJSC are market expansion and diversification strategies according to M. Porter. An individual (private) competitive strategy reflects both specific ways of implementing the chosen typical competitive strategy, depending on the capabilities of the organization, and decisions about behavior in relation to the main competitors.
The challenge is to maintain and develop our competitive advantage.
To do this, a business (competitive) strategy should be formed for each strategic business unit. To solve this problem, M. Porter's competitive strategy model can be used.
To search for and implement strategic positioning, this model provides a combination of the following three criteria:
- mainly in terms of costs;
- product differentiation;
- market concentration.
As a result, five basic positions and their corresponding competitive strategies are fundamentally possible.
Consider the features of these strategies:
- leadership strategy in terms of transport costs involves reducing the total costs of production of transport services, which attracts a large number of consumers;
- the strategy of broad differentiation is aimed at giving services or products specific characteristics that distinguish them from the services of competing organizations, which attracts a large number of consumers (clients);
- the strategy of optimal transport costs is focused on providing consumers with more value for the same money through a combination of low costs and wide differentiation of services or goods, which is a difficult task and therefore is an unsustainable and transitional strategy;
- a focused low cost strategy is based on low costs and is focused on a narrow market segment where the organization is ahead of its competitors due to lower production costs;
- a focused differentiation strategy is based on the differentiation of services or products that most fully meets the requirements of a narrow market segment.
These strategies create their competitive advantages, while each strategy requires the necessary economic resources, certain skills and the right managerial actions of managers.
In accordance with the starting positions, one of the following competitive strategies can be used: cost reduction transport services, differentiation, market segmentation and market niche selection, innovation, focus on market needs.
When developing a competitive strategy, it must be taken into account that all types of competitive advantages are divided into two groups: low-order advantages and high-order advantages.
Low-order advantages are associated with the possibility of using cheap labor and material resources. The low order of these competitive advantages is due to the fact that they are very unstable and can be easily lost either due to rising prices and wages, or because these cheap production resources can also be used by competitors. In other words, low-order advantages are advantages with little persistence, unable to provide an advantage over competitors for a long time.
The advantages of a high order are: unique transport services, unique technology for the transportation of goods, optimal marketing structure, organization of the production of transport services, good reputation of the ATO. If a competitive advantage is achieved through the provision of unique transportation services using new rolling stock or additional equipment based on their own design developments, then to destroy this advantage, competitors will either have to develop similar equipment, acquire new rolling stock, or come up with something better. All these options are not cheap and require considerable time for their implementation.
The most valuable competitive advantage is the good reputation of the organization, which is achieved with great difficulty, slowly and at a high cost to maintain it.
The type of strategy chosen depends on the position that the organization occupies in the market and on the nature of its actions.
Along with the strategy for ensuring competitiveness, it is necessary to develop tactics and methods of conducting competition that will be used, as well as outline measures aimed at improving its competitive position.
The development of a competitive strategy requires the appropriate formation of the entire marketing mix, since there is a certain, although not rigid, connection between the competitive strategy model and the instrumental strategies of the marketing mix.
An essential point influencing the choice of strategy is the definition of performance indicators and their justification. The parameters of the strategic plan are important criteria for evaluating the effectiveness of the chosen strategy.
As a rule, the choice of a strategic efficiency criterion is not limited to any one indicator, since it depends on the characteristics of the current situation, the prevailing (dominant) goals, as well as the availability of reliable and reliable information about the state of the external and internal environment.
It should be said that the implementation of the developed competitive strategy and the corresponding measures that make up the marketing mix will improve the following basic elements of the competitiveness of transport services: the list of transport services offered, the quality of transport services produced, the availability of services provided.
An effective quality strategy creates a stable competitive advantage, increases the intensity of the organization's activities. Ultimately, it is this factor that is decisive in a dynamic and unpredictable environment.
The content and structure of the competitive field of PPRZ CJSC are determined by many factors; to simplify the analysis, it is advisable to present all factors in the form of an analysis of the enterprise environment.
Summing up the results of the chapter, we note that at the present stage of economic development, the goals and methods of competition are changing, there are changes in the behavior of economic entities associated with adaptations to changing conditions of the competitive environment, all this determines the importance of having a competitive strategy for ZAO PPRZ as the main factor success in the competition.

Chapter 2 2.1. Brief description of CJSC "PPRZ"

Company name Enterprise: full - Closed Joint Stock Company "Perm Spring and Spring Plant"
abbreviated - CJSC "PPRZ"
Legal address: 614014, Perm, street 1905, 35
Date of state registration - 20.07.2000
CJSC PPRZ is one of the largest manufacturers of spring products for various industries in Russia and the CIS countries.
The Enterprise is a legal entity, has a company name containing an indication of the organizational and legal form, the owner of its property and the nature of the activities of the Enterprise, enshrined in the right of economic management. The enterprise has a separate property, an independent balance sheet, a bank account, a round seal with its name, a stamp, forms, a trademark (service mark). An enterprise may, on its own behalf, acquire and exercise property and personal rights, bear obligations, be a plaintiff and a defendant in court, arbitration and arbitration courts.
The enterprise carries out its activities in accordance with the legislation in force on the territory of the Russian Federation, acts of the local government, as well as the Charter.
The enterprise is liable for its obligations with all its property. The founder is not liable for the obligations of the enterprise, except for cases provided for by the current legislation, and the Company is not liable for the obligations of the founder.
The enterprise was founded in 1994 on the basis of a specialized workshop No. 38 of OAO Motovilikhinskiye Zavody. Currently, CJSC "PPRZ" includes - shop 38 and 35 shop.
The main specialization of shop 38 is the serial production of spring products for cars and light trucks.
Shop 35 specializes in small-scale production of helical, leaf and disc springs, retaining rings and spring parts for various industries.
Production and technological capabilities of the enterprise.
Workshop No. 38 was put into operation in 1969 to provide the assembly line of the Izhevsk Automobile Plant with spring products.
The workshop has 3 conveyor lines for mass production of springs and springs for cars, including:
- automatic line for coiling springs of the American-Italian company Gogan-Holcroft, launched in 1980;
- spring winding line manufactured by Azov Plant of Forging and Pressing Automatic Machines (Azov), put into operation in 2002.
- line for the production of springs for cars.
Currently, only two lines - 1 for the production of springs and 1 - for the production of springs, are operating, the Azov Line is mothballed. Now the Azov Line is being modernized for the production of springs for railway rolling stock.
Workshop 38 produces springs and springs for the Volga, Zhiguli, IZH (Moskvich), UAZ vehicles, as well as for special equipment - electric forklifts and PAUS mine carts.
The production capacity of workshop 38 for the production of springs for automobiles is 500 thousand pieces. per year, the capacity for the production of springs - 250 thousand pieces / year. The actual loading of production capacities in terms of spring production is 25%, in terms of spring production - 40-50%. Low production load is associated with a decrease in demand for products from Russian automakers and with increased competition in the market. But, perhaps soon this problem will be solved, because. in this moment, negotiations are underway on the supply of spring products with such large concerns as HYUNDAI, RENAULT and UZ-DAEWOO.
Product quality:
The manufactured spring products for automobiles are certified in GOST R systems and have a ROSS certificate of conformity. YAP. MT25. B 06138 No. 6218520 (certificate valid from 07/27/2004 to 07/27/2010).
The main constraining factors for further increase in production volumes in shop 35 are;
- outdated equipment (70-80s of production) and a high percentage of its wear and tear (70-80%);
- small-scale ordered parts
- lack of a certificate for the production of springs for railway transport.
- insufficient number of specialists for the repair and maintenance of machine tools (locksmiths and toolmakers), which leads to equipment downtime.
The main goals of the establishment of the Enterprise are: satisfaction of social needs in the results of its activities and profit.
The company has the right:

The company is obliged:

production program

Organizational structure of management
Organizational structure of management of marketing and sales of products of CJSC "PPRZ".
Marketing and sales activities in CJSC "PPRZ" are carried out by the marketing and sales department under the leadership of Deputy. director of sales, marketing and logistics (see Fig. 2).
Rice. 2. Structural diagram of marketing and sales management
The marketing and sales department consists of 4 people. The marketing and sales department performs the following functions:
pre-contractual work with customers, conclusion of contracts;
sales planning;
placing orders at the enterprise and monitoring their implementation;
tracking payment of invoices by consumers of products;
analysis of the shipment of products to customers (nomenclature, quantity, price);
product advertising, organization of participation and participation in exhibitions;
Department of marketing and sales, reporting directly to the deputy. Director of Sales, Marketing and MTO closely cooperates with the planning and dispatching department (PDO), financial and economic department and accounting department.
Volumes of production and sales of products in CJSC "PPRZ"
According to the results of 2008 and 3 months of 2009, the plan for production and sales of products in PPRZ CJSC is being fulfilled. In 2008, the volume of production at CJSC PPRZ amounted to 91.4 million rubles, the sales volume was 90.6 million rubles. The main income is generated by sales of products to third parties (96.1%). At the same time, its main part (64.5%) is due to the sale of automobile springs and springs, which bring approximately the same income.
In 2009, it is planned to receive 120.0 million rubles from sales. The company operates without loss, but the profitability of sales is very low - only 0.7%.
Data on production and sales volumes for 2008 and for 3 months of 2009 are shown in Table 2.1.
Table 2.1 - Volumes of production and sales in CJSC "PPRZ"

etc.................

Indicators

Introduction competition economic managerial A decisive factor in the commercial success of a product on competitive market- its competitiveness. Since competitiveness is the key to the market success of an enterprise, and solving the problem of competitiveness is the most difficult task in the activity of any manufacturing company, requiring coordinated, purposeful work of all departments with the leading role of the marketing service, a special area of the company's activity is the development of strategic approaches to solving this problem. . Particular attention in the development of competitiveness strategies is paid to the creation of competitive advantages. Another important direction in the strategy of competitiveness is the achievement of economic superiority over competitors by reducing the costs of production, marketing, transportation of products, increasing the efficiency of R&D, advertising, and marketing activities in general. The foregoing explains the relevance of the topic of this graduation project "Development of a competitive strategy for an organization on the example of Arkon Auto LLC". The purpose of the study is to develop a competitive strategy for Arkon Auto LLC, an action plan for the implementation of the competitive strategy of the enterprise and an economic justification for the effectiveness of its implementation. To achieve the goal of the study, the following tasks were set and solved: -reveal the essence of a competitive strategy, determine the types of competitive strategies, indicate the factors of the external and internal environment that influence its formation -to study modern approaches to the analysis and evaluation of the organization's strategy; -give methods for analyzing the strategy of the competitive strategy of the organization and describe the methodology for their application; -describe the stages of implementation of the enterprise strategy; -analyze the competitive strategy of Arkon Auto LLC; -develop a competitive strategy in order to increase the competitive position of Arkon Auto LLC; -propose an action plan for the implementation of the competitive strategy of the enterprise and give an economic justification for the effectiveness of its implementation. The subject of the study is the theoretical and methodological foundations for assessing the competitiveness of enterprises, as well as tools for the formation of competitive strategies and their development. The object of the study is Arkon Auto LLC and its competitive strategy. A significant contribution to the study of methodological aspects of the analysis of competitiveness and competitive advantages of organizations was made by domestic scientists G.P. Podshivalenko E.I. Mazilkina, G.G. Panichkina N.I. Pertsovsky, I.A. Spiridonov, C.B. Barsukova L.G. Zaitseva, M.I. Sokolova A.G. Ivasenko, Ya.I. Nikonova, A.O. Sizov. and etc. Strategic management of an organization and its competitiveness is considered in the works of Barancheev V.P. Bazilevich A.I. Moiseeva, N.K., Aniskin, Yu.P. Zabelin, P.V., Moiseeva, N.K. and etc. The economic and mathematical apparatus for assessing competitiveness is presented in the works of Gurkov, I.B. Berezhnoy, V.I., Fursov, V.A., Berezovskaya, A.V. Aristov, O.V. Azoev, G.A. Abrameshin, A.E. and etc. The theoretical and methodological basis of the study was the scientific works of domestic and foreign scientists and experts in economics, affecting the problems of competitiveness and strategic management at the micro level. The instrumental and methodological apparatus of the study includes general scientific methods of cognition, systemic, comparative and economic-statistical methods of analysis. In the course of the study, methods of expert assessments were used. The information and empirical base of the study was made up of monographic studies of domestic and foreign authors; financial statements, Internet electronic resources. 1. Features of the development of the competitive strategy of the organization 1.1 The concept of the competitive strategy of the organization and the factors influencing its formation There are two opposing views on understanding strategy. In the first case, a strategy is a specific long-term plan to achieve some goal, and strategy development is the process of finding some goal and drawing up a long-term plan. This approach is based on the fact that all emerging changes are predictable, the processes occurring in the environment are deterministic and can be fully controlled and managed. In the second case, the strategy is understood as a long-term qualitatively defined direction of the development of the enterprise, relating to the scope, means and form of its activities, the system of intra-production relations, as well as the position of the enterprise in the environment. . With this understanding, the strategy in general terms can be characterized as a chosen direction of activity, functioning in. which should lead the organization to achieve its goals. An example of a strategy of the first type is a long-term plan for the production of certain products, which fixes the volume and assortment of output for each time period. The second type of strategies include the following: increase the share of sales in the market up to 35% (conditionally) without lowering the price; infiltrate distribution networks controlled by competitors. In business life, strategy refers to the overall concept of how an organization achieves its goals, solves its problems, and allocates the limited resources needed to do so. Such a concept (corresponding to the strategy of the second type) includes several elements First of all, they are goal system, including the mission, corporate and specific goals. Another element of the strategy is politics, or a set of specific rules for organizational actions aimed at achieving the goals. Finally, the third element of the strategy are plans, i.e. a system of specific actions to implement the adopted policy, designed to solve the problem of resource allocation. So, resources can be directed primarily to solving the most important and pressing problems for the enterprise, or allocated in proportion to needs, or provided equally to all departments if they are close in size and are engaged in similar activities. The first of the noted approaches is more appropriate at the turning points of the enterprise, when it becomes necessary to concentrate forces on decisive areas of activity. The second and third - in a period of calm development. Usually, a strategy is developed for several years ahead, specified in various projects, programs, practical actions, and implemented in the process of their implementation. Significant expenditure of labor and time of many people required to create an enterprise strategy does not allow it to be changed often or seriously adjusted. Therefore, it is formulated in rather general terms. This is the intended strategy. At the same time, both inside and outside the organization, new unforeseen circumstances appear that do not fit into the original concept of the strategy. They can, for example, open up new development prospects and opportunities for improving the existing state of affairs, or, conversely, force the abandonment of a proposed policy and plan of action. In the latter case, the original strategy becomes unrealizable and the enterprise proceeds to the consideration and formulation of urgent strategic tasks. For a long time there have been disputes about what is the essence of strategy - predestination or flexibility. On the one hand, the strategy involves certain obligations, so make decisions carefully. The strategy does involve making certain commitments, but this recommendation makes as much sense as the “buy low, sell high” advice. There is no answer to the question of how to ensure discretion in decisions. Henry Mintzberg (McGill University, Montreal, 1987) has put forward the idea that the term "strategy" is practiced ambiguously. He proposed his definition of strategy within the "five P's". According to him, the strategy includes: ) plan - this concept, which is understood as pre-planned actions, the course of which is controlled from beginning to end. Planners develop internal documentation that details the course of the company's activities for a certain period of time; ) reception as a tactical move - means a short-term strategy, which is characterized by very limited goals and, if necessary, can be changed. Mintzberg describes the technique, i.e. tactical move, as "a maneuver with the aim of outplaying one's opponent or competitor." He notes that some companies use this strategy as a threat. In order to destabilize competitors, a company may, say, announce a price cut for its products without actually intending to do so. A manager may threaten to fire an employee if he fails to do his job, not because he really intends to carry out his threat, but because he intends to achieve improvement in work; ) behavioral model (behavioral model strategy) - it is a strategy for change by following an accepted form of behavior. Unlike plans and tactics, behavioral patterns appear as the result of consistent behavior. Such behavior patterns are often unconscious, i.e. spontaneous. If they are successful, then in such cases it is said that consistent behavior spontaneously led to success. Such a model is in direct opposition to planned behavior; ) position in relation to others, or positional strategy - will be appropriate when the organization is important to its position in relation to competitors or its position in the market; ) perspective or perspective strategy - it is a course aimed at changing the culture (beliefs and perceptions, systems of looking at the world) of a certain group of people, usually members of the organization itself. Some companies want their employees to think in a certain direction as part of their success. Similar strategies are used by religious organizations such as the Anglican Church. It has a set of basic theological propositions and tends its members to accept them as the basis of their beliefs. Sermons, teachings, divine services and other cult practices are aimed at deep instillation of Christian doctrines into the minds of believers. Success comes if the members of the organization are like-minded, i.e. they believe in major doctrines and put them into practice in their daily work and life. Strategy - the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization. Determination of the scope of business, goal setting, definition of short-term and long-term tasks (programs), definition of a strategy for achieving the goal forms a strategic plan. The main components of the company's strategy are shown in Figure 1.1. The strategy considers the most long-term organizational causes, goals, decisions and actions. All businesses (and all organizations) need to have a clear understanding of their reasons for being, their main purpose for being, their main goals, and (in the most fundamental way) how to achieve their goals and objectives. The strategy determines the main ways in which the enterprise will be able to create and maintain its competitiveness: the strategy determines the type or types of activity of the enterprise, including those in which it competes with others; In a free market economy, many firms will compete to meet the needs and wants of customers, but usually only a few will prosper. These are mainly those firms that most carefully chose the type (types) of business to be engaged in, and also had a clear idea of \u200b\u200bhow to interest the client. Strategy is the most fundamental component of a competitive position and prospects. Companies around the world use a variety of means to attract customers, gaining their trust through repeat sales, staying ahead of competitors and maintaining their place in the market. Since company management began to combine short-term and long-term maneuvers to match the specific situation of the company and the market environment, there are countless options and nuances of strategy. Consider the general strategies of competition. Cost leadership strategy. The basis of competitive advantage for cost leaders is the lower total cost of production compared to competitors. Successful operating companies - cost leaders - are exceptionally easy to find ways to reduce costs in their business. To achieve cost advantages, the total cost of production of a firm throughout the value chain must be less than the total cost of competitors. There are two ways to achieve this: )do a better job than competitors by effectively operating in the internal value chain and managing the factors that determine the level of costs in the value chain; )fix the company's value chain to the point of merging operations or eliminating high-cost activities in the value chain. Differentiation strategy. This strategy becomes an attractive competitive approach as consumer demands and preferences become diversified and can no longer be satisfied with standard products. Successful differentiation allows the firm to: The key to a successful differentiation strategy is to create customer value in a way that is different from the competition. There are three approaches to creating customer value. One of them is to develop such characteristics and features of the product that help reduce the total cost of the buyer for using the company's products. The second approach is to create such features of the product to increase the effectiveness of its use by the consumer. The third approach involves giving the product features that increase the degree of consumer satisfaction, but not at the expense of savings, but in some other way. Optimal cost strategy.This strategy focuses on giving customers more value for their money. This implies a strategic focus on low costs while providing the customer with something more than the minimum acceptable quality, service, features and attractiveness of the product. The idea is to create increased value that meets or exceeds customer expectations on a scale of "quality - service - features - visual appeal" and at the same time convinces buyers of the reasonableness of the price. The strategic goal is to become a low-cost, good-to-excellent product/service producer, and then use the cost advantage to lower the price compared to similar products produced by competitors. The strategy of optimal costs has the greatest attractiveness in terms of the possibility of competitive maneuvering. It provides an opportunity to create exceptional customer value by balancing low cost and differentiation strategies. Focused low cost and differentiation strategies.Unlike differentiation and cost leadership strategies, focused strategies focus on a narrow part of the market. A target segment, or niche, can be defined based on geographic uniqueness, special requirements for the use of a product, or specific characteristics of a product that are attractive only to that segment. The goal is to do a better job of serving customers in the target segment. In this strategy, you can achieve an advantage if you have lower costs than competitors in a given market niche, be able to offer consumers in this segment something different from competitors. A focused low-cost strategy is associated with a market segment in which buyers' demands for costs (and hence price) are significant in contrast to the rest of the market space. A focused differentiation strategy depends on a customer segment that requires unique product features and attributes. Using a focused strategy to compete on cost is a fairly typical business approach. Manufacturers of private label products are reducing their marketing, distribution, and advertising costs by concentrating on direct sales to retailers and chain stores that sell low-frills, discounted, branded products. Consider the factors that determine the choice of a particular strategy of competitiveness. There are a lot of these factors. A simple model of the primary factors that must be taken into account and essentially determine the strategy is shown in Figure 1.2. The interaction of these factors is usually complex and has specific differences for the industry and the company. As a rule, the strategy does not ensure success if the boundary between the internal and external situation is not drawn, the acquisition of significant competitive advantages is not ensured, and the company's performance is not improved. As a conclusion, we note the following: Strategy - the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization. The strategy considers the most long-term organizational causes, goals, decisions and actions. The factors that determine the choice of a particular competitiveness strategy are divided into external (socio-economic and organizational relations that allow the enterprise / industry to create products that are more attractive to consumers in terms of price and non-price characteristics) and internal (scientific and technical potential, financial and economic potential , personnel potential, advertising efficiency, conditions of storage, transportation, packaging of products, level of service and warranty service, etc.). 1.2 Features of the analysis of the competitive strategy of the organization In order to start developing the right competitive strategy, the company's management must first answer two questions. The first is how attractive the industry to which the company belongs in terms of long-term profitability. Not all industries offer equal opportunities for long-term profitability. Second, no less important - what factors determine the relative competitive position of enterprises in the product sales market. In most cases, some companies are more profitable than others, regardless of the amount of capital or the state of management. Both attractiveness and competitive position depend largely on the company itself. At the same time, the attractiveness of an industry or region is a reflection of factors that, as a rule, a company can influence very little. Hence, a competitive strategy can make a given company (and with it, to some extent, the entire industry) more or less attractive. Thus, competitive strategy not only responds to the requirements of the environment, but also shapes this environment. Rapid changes in the external environment of domestic enterprises stimulate the emergence of new methods, systems and approaches to managing competitiveness. The most common are methods for assessing the capabilities of competitors through special expert studies and indirect calculations based on known data. Widely used in practice for the analysis of competitors is the “reflection method”, which consists in identifying information about the company of interest from customers or intermediaries of this company. The study of competitors should be directed to the same areas that were the subject of the analysis of the potential of their own enterprise. This can ensure comparability of results. A convenient tool for comparing the capabilities of an enterprise and its main competitors is the construction of competitiveness polygons, which are a graphical display of assessments of the position of an enterprise and competitors in the most significant areas of activity, depicted as axis vectors. At the first stage of building the model, it is proposed to build a competitiveness polygon of the internal competitive advantages of the compared enterprises, based on the following methodological assumptions. A certain, clearly limited number of parameters can be chosen as the areas of activity of the enterprise and the main competitors to be assessed. The list of parameters used and the degree of their specification were determined by the following methodological prerequisites. The grouping of parameters is based on the analysis of a wide range of technical, economic and social problems, as a result of which the variables that ensure competitiveness are identified. The starting point of such an analysis is the definition of a list of technical and economic factors of competitiveness, which are interpreted as a set of criteria for quantifying the level of competitiveness of an enterprise. Internal competitive advantages that determine the market position of an economic entity are proposed to be grouped according to the six most significant aspects: -product competitiveness; -financial condition of the enterprise; -the effectiveness of marketing activities; -profitability of sales; -image (brand capital) of the enterprise; -management efficiency. Thus, a quantitative assessment of the factors of internal competitive advantages of an economic entity can be represented in the following form. Product competitiveness. In order for a product to be of interest to the buyer, it must have certain technical, operational and economic parameters. The condition for the acquisition of goods is the compliance of these parameters with the main characteristics of the satisfied needs of the buyer. In the process of buying, the consumer selects a product, establishes distinctive features that characterize the superiority of this product over competitors' products of similar value that are on the market. By purchasing a product, the buyer thereby assesses its attractiveness, the possible degree of satisfaction of his specific needs and his willingness to bear the costs associated with the acquisition and use of this product. The financial condition of the enterprise. Along with absolute indicators, the financial stability of an organization is characterized by the ratio of own funds (K about ), which is determined by the "Instruction for the analysis of control over the financial condition and solvency of business entities" and is equal to: Kob \u003d (IIIP + line 640 - IA) / II A), (1.1) where III P - the result of section III of the liabilities of the balance sheet (line 490); A - the result of section I of the asset of the balance sheet (line 190); A - the result of section II of the asset of the balance sheet (line 290). The specified document establishes a normal limit for this indicator: K about 0.1 (for trade organizations). If the self-sufficiency ratio working capital at the end of the reporting period is less than 0.1, then the organization's balance sheet structure is considered unsatisfactory, and the organization itself is considered insolvent. The effectiveness of marketing activities. Analyzing various definitions and formulations, we believe that the most accurate definition of the effectiveness of marketing activities can be formulated as follows - this is the degree of use of marketing tools in conjunction with the means and capabilities of the enterprise. In value form, this characteristic can be assessed by the ratio of commercial results and costs of marketing activities. Data on gross income and gross costs is information contained in the accounting and financial statements of the enterprise, so obtaining such information does not cause any particular difficulties. Some difficulties arise when collecting other data, since marketing costs are more difficult to calculate, because. there is no information on printing costs, advertising costs, etc. in accounting. According to the developers, the final formula for determining the effectiveness of the marketing activities of an enterprise, using the parameters of the marketing potential and the resulting parameters commercial activities(gross income, marketing costs, gross costs) will look like this: where - evaluation of the effectiveness of marketing activities; Marketing potential; D c - gross income; W m - marketing costs; W in - gross costs. In turn, the marketing potential (P mar ) is proposed to be calculated as follows: where K 1- marketing research potential; To 2- marketing potential information system; To 3- potential segmentation (selection) of the target market; To 4- the potential of the enterprise's commodity policy; To 5- the potential of the pricing process; To 6- the potential of the marketing policy of the enterprise; To 7- the potential of personal (personal) sales; To 9- sales promotion potential (eg coupon sales); To 10- the potential for shaping public opinion. Thus, the final expression for calculating the effectiveness of the marketing activities of an industrial enterprise (E mar ) will look like: In order to quantify the effectiveness of the marketing activities of an industrial enterprise, it is first necessary to describe the characteristics of the sub-criteria that adequately reflect the marketing capabilities of a given group of enterprises (industry). During the testing process, all sub-criteria were evaluated according to the following scale: The enterprise does not use the marketing tool described by this sub-criterion in its marketing activities; The enterprise in its marketing activities does not fully use the marketing tool described by this sub-criterion; The enterprise in its marketing activities makes full use of the marketing tool described by this sub-criterion. In order to objectively evaluate each sub-criterion, characteristics are formulated that are designed to determine the effectiveness of the marketing activities of enterprises, depending on the industry, they can be adjusted or changed. Profitability of sales. Profitability is an indicator of the economic efficiency of a business that characterizes the ratio of income and costs for a certain period of time, which is identified with the commercial efficiency of commodity production. From our point of view, the profitability of sales is a complex characteristic of the specific profitability per ruble of costs for the production of a particular type of product. In general, this indicator (R k ) can be calculated using the following formula: where P is the selling price of the enterprise; is the cost of a unit of production. Image (brand capital) of the enterprise. According to V.A. Moshnov, focus on conquering new markets, satisfying customer needs through product differentiation encourages firms to strive to meet consumer preferences as much as possible, as well as to work on simplifying the process of informing consumers about the increasingly complex properties and parameters of manufactured products. Through the advertising activity of firms, a trademark (the name under which a firm advertises and sells its products), as one of the marketing tools, contributes to the dissemination of information about the quality of the product, reducing the distance between the manufacturer and the consumer. In the face of growing competition, the buyer is interested in expanding his awareness of the quality of the product. Research carried out by G. Foxol (Great Britain), R. Goldsmith (USA) and S. Brown (Ireland) confirmed the existence of regularities in a stable market (sales indicators are stable and tend to a slight annual growth) based on the assertion that consumer intentions make a purchase of any of the brands they have previously purchased are closely related to future purchasing behavior. That is, a consumer who is satisfied with the use of a particular brand is likely to reclaim it, and "ongoing" purchases of that brand will very likely follow. Buyers' intentions are a function of past experience and its consequences, which can be assessed as follows: where I is the intention to repurchase the brand; is past use; is a constant that varies across markets. In this case, the importance of relationship studies is not that they predict purchases of particular brands, but that they explain why consumers buy those particular brands and not others. According to P. Doyle, a successful company image is “the unity of three elements: a quality product (P), a clear identity (D) and added value (AV): This relationship is multiplicative, since all three elements are necessary to create a successful brand. Since brand building usually begins with the presence of a good product, its perception is most often investigated using so-called "blind" tests. Then the product must have a sufficiently clear identity, the degree of which is usually assessed on the basis of indicators of directed and "spontaneous" awareness. Finally, a successful brand must have added value that instills in the consumer the feeling that the brand and product are higher quality or more desirable than competitors. Value added is measured in the form of attitude and preference surveys. In general, the image component of the competitiveness of an enterprise (K them ) can be calculated as follows: where - the volume of repeated applications in value terms; The total volume of sales. Management efficiency. V.A. Abchuk in his research defines management as the management of an organization in a market economy, and its goal is the most complete satisfaction of constantly taken into account human needs through the market mechanism of demand, supply and profit. In his opinion, the effectiveness of management is understood as its quality, which provides the organization with the achievement of its goals. Quantitatively, the effectiveness of management is defined as the ratio of the result to the costs necessary for this. As performance criteria, it is proposed to choose such indicators that make it possible to: predict the expected result - the achievement by the organization of its goal; evaluate the actual degree of achievement of the goal; compare different target options with each other. The basic principle of choosing the efficiency criterion was substantiated in 1945 by Academician A.N. Kolmogorov and consists in establishing a strict correspondence between the goal that can be achieved by the organization as a result of its actions and the accepted indicator of success. In this sense, the success indicator (efficiency criterion) is called objective function. In the most general form, the choice of the best option for solving the problem of achieving the goals of the organization can be represented mathematically as finding the maximum of the objective function (W): where b i - given parameters (indicators) for solving the problem, for example, the amount of allocated resources; in j - controlled parameters of the problem solution, i.e. those that we can change, such as prices, terms; h k - unknown parameters for solving the problem, for example, market conditions, exchange rate, inflation index. The problem of choosing the best solution in this case can be formulated as follows: to find such values of controlled parameters in 1,in 2,…, which for given parameters b 1, b 2,…, taking into account the unknown parameters h 1, h 2, …, provide the maximum objective function - efficiency criterion. In a market economy, the interest of participants in the economic process to objective and reliable information about the financial condition and business activity of the enterprise has increased significantly. All subjects of market relations: owners, investors, suppliers, buyers - are interested in an unambiguous assessment of the competitiveness and reliability of their partners. Such an assessment can be obtained on the basis of a comprehensive financial analysis based on data from public reporting of enterprises, which allows all participants in the economic process to control the nature and extent of changes in the market positions of the enterprise. As a component of such a comprehensive assessment, a characteristic of the effectiveness of enterprise management is used, which is usually estimated by the ratio of profit to the entire turnover of the enterprise (revenue from the sale of products (works, services) excluding VAT) and the result of other sales and non-release operations. Thus, a quantitative measure of management efficiency ( ) an enterprise is an indicator calculated by the formula: where P R - profit from the sale of products. To ensure quantitative comparability of indicators, reduction factors of calculated values should be used: for the effectiveness of marketing activities - 0.05; for profitability of sales - 0.1; for the financial condition of the enterprise - 10. As a conclusion, we note the following. We propose to group the internal competitive advantages that determine the market position of an economic entity according to the six most significant aspects: the competitiveness of the product; financial condition of the enterprise; the effectiveness of marketing activities; profitability of sales; image (brand capital) of the enterprise; management efficiency. The above list of competitiveness indicators is not permanent and exhaustive. The number of components of the competitiveness of the enterprise depends on the required accuracy of the assessment, the purpose of the study and other factors. 1.3 Implementation of the organization's competitive strategy The entire sequence of formation of the strategic behavior of an enterprise can be represented as four stages: ) "Analysis" - an assessment of the external and internal environment, the definition of the mission, the formulation of goals; ) "Planning" - planning a strategy, setting goals; ) "Implementation" - development of plans, implementation of structural changes, formation of budgets; ) "Control" - operational management, evaluation and control. Taking into account the results obtained during the strategic “analysis”, the “planning” of the strategy is carried out. The connecting link between the stages of "planning" and "implementation" is "setting tasks". The role of this step in the overall process of strategic management should be strengthened. The point is that if it is necessary to make adjustments to strategic behavior that do not require a revision of the mission and an analysis of the internal environment, it is advisable to limit the management process to setting additional (corrective) tasks. The "implementation" block in the process of strategic management is essentially preparatory, contributing to the effective achievement of the chosen goals. And the stage of "assessment and control" closes the process of strategic management in a continuous cycle. Thus, having briefly reviewed the sequence of the strategy formation process, let us dwell in more detail on the stage of strategy implementation as one of the key stages of strategic enterprise management. The implementation phase allows you to answer the question: with what resources, by whom, when and how can the goals set by the organization be achieved? The nature of the actions that ensure the effectiveness of achieving the specified target parameters depends on the management features of a particular enterprise and may vary in one way or another. But basically there is the following sequence of strategy implementation: development of plans - implementation of structural changes - formation of budgets. The organization's system of plans is a kind of materialization of planned activities, because the preparation of plans involves their thorough feasibility study. Basic strategic plan. It describes the main direction of the company's activities and includes the corporate strategy for the long-term future. Depending on the operating conditions of the enterprise, this plan is developed for a period of 3 to 5 (10) years. It serves as a reference point for all other plans. At the same time, being a limitation in decision-making by strategic business units (SBU) (from the English. Strategic Business Units - SBU), concerning the main areas of activity, in order to prevent the goals of individual units from opposing the general goals of the enterprise development; ) Tactical plans for the development of specific areas of business of individual SBUs. Their main content is business strategies aimed at growth, maintaining stability and strengthening competitiveness, as well as eliminating certain unpromising areas of management. Such plans are drawn up for a period of 1 to 3 (5) years and are drawn up, as a rule, in the form of business plans; ) Operational plans. They regulate the current activities of departments and services to achieve the corporate strategy of the enterprise as a whole and the business strategy of the SBU, which these departments are part of. For more effective monitoring and evaluation of performance, such plans are drawn up for a period of 1 month to a year; ) Programs and plans-projects. This group is targeted and includes programs such as developing new products, penetrating new markets, conducting a large-scale advertising campaign, reducing production costs, modernizing production, saving energy, etc. Programs, in turn, are supported by specific projects, characterized by specific costs and a certain investment attractiveness. As you can see, the system of organization plans is complex, consistent, interconnected and, at the same time, individual. Each enterprise can independently determine the structure, content, form of plans, as well as the main approaches and methods for their development and implementation, because the enterprise itself is their only consumer. However, one development of a system of plans for the effective implementation of strategic management is considered insufficient. Here, the problem of disunity between the system of plans and the control system may arise. In particular, expanding the scope of economic activity and entering new markets requires the involvement of additional personnel. And, on the contrary, the withdrawal from unpromising economic zones and the closure of unprofitable industries leads to a reduction in personnel. Hence the need to successfully combine the overall strategy of the business and ways of organizational management of human resources. In other words, here it is necessary to establish a relationship and find subordination between the strategy and the main responsible executors of the developed system of plans. The harmonization of business strategy and organizational management has the following purpose: )introduction of structural changes due to growth (merger, acquisition, consolidation, implementation) or reduction (partial suspension of activities, temporary closure, complete liquidation) of individual SBUs; )improving the efficiency of evaluation and control over the achievement of goals and objectives; )coordination of resources and executors of plans, programs and project plans; )prevention of opposition and duplication of individual functions. The next step on the path to “strategy implementation” is “budgeting”. Here, the main approaches and principles applied to the development of budgets coincide with the principles of building organizational management. The budgets of all levels must be subordinated to the general goal of the development of the enterprise and not allow opposition and inconsistency of the financial support of some departments with other plans. "Formation of budgets" completes the stage of "strategy implementation". Summing up, we can conclude that the essence of the formation of strategic management at an enterprise is to determine the direction of development, develop a system of measures to effectively approach the chosen benchmark, as well as evaluate and control the process of implementing the chosen strategy. At the same time, the behavior of the enterprise in the market is of primary importance. And, as practice shows, those enterprises that carry out integrated strategic planning and management work more successfully and achieve increased efficiency in all areas of business. The main generalizing conclusions for the chapter 1. Competitive strategy considers the most long-term organizational causes, goals, decisions and actions. The factors that determine the choice of a particular competitive strategy are divided into external (socio-economic and organizational relations that allow an enterprise / industry to create products that are more attractive to consumers in terms of price and non-price characteristics) and internal (scientific and technical potential, financial and economic potential). , personnel potential, advertising efficiency, conditions of storage, transportation, packaging of products, level of service and warranty service, etc.). The definition of the business area, goal setting, the definition of short-term and long-term tasks (programs), the definition of strategy constitute the strategic plan of the company. The strategic plan should contain: actions to change the strategy, fine-tune it to the situation, to find and consolidate new opportunities for the company, to improve the company's activities, improve competitive positions and influence industry conditions. The strategy depends on the external and internal conditions of the company. The main external factors are: social, political, legislation, the influence of society, the attractiveness of the industry, market threats and favorable opportunities for the company. 2. Analysis of the competitive strategy of Arkon Auto LLC 2.1 Characteristics of the activities of the enterprise Arkon Auto LLC The organizational and legal form of the Arkon Auto company is a limited liability company. The authorized capital in the amount of 10,000 rubles of Arkon Auto LLC was fully paid at the time of state registration. Geographically LLC "Arkon Auto" is located in Vladivostok, st. Shoshina, 6 in one of the central residential areas of the city, in close proximity to the main transport routes (5 minutes drive to 100 Let Vladivostok Avenue (Federal Highway M-60), 3 minutes drive from the bypass road along Vyselkovaya street. The company is located in the industrial building of the former sanitary engineering plant VCRTO, it owns 1.3 industrial premises with a total area of 1500 m 2, of which 340 m 2occupy the company's offices, here are located - an assembly shop, repair rooms for internal combustion engines and fuel equipment, an auto electrician, an oil change station, body repair boxes (there is also construction of additional office space with an area of 300 m 2), in front of the facade of the building there is a convenient parking lot "Arkon Auto" with a total area of 1500 m2 . Today "Arkon Auto" offers the following services: -buying cars, motorcycles and special equipment at Japanese auctions without intermediaries. -delivery of cars, special equipment, boats in Japan to the port of Fukui. -delivery of cars, special equipment, designers, front halves of cars, boats from Japan to Russia through the port of Fukui. -dismantling / sawing of cars, storage of cargo until shipment from Japan. -assembly of purchased cars. -purchase and delivery of any items on the Yahoo auction. -search and replacement of any spare parts. The organizational structure of Arkon Auto LLC is presented in Appendix A. This structure is linear-functional. Advantages of the linear-functional structure of Arkon Auto LLC: -high competence of functional managers; -reduction of duplication of efforts and consumption of material resources in functional areas; -improved coordination in functional areas; -high efficiency with a small variety of products and markets; -maximum adaptation to the diversification of production; -formalization and standardization of processes; -high level of capacity utilization. Disadvantages of the structure of Arkon Auto LLC: -excessive interest of managers in the results of the activities of "their" units. Responsibility for overall results only at the highest level; -problems of interfunctional coordination; -excessive centralization; -increase in decision-making time due to the need for approvals; -response to market changes is extremely slow; -the scale of entrepreneurship and innovation is limited. The main functions of the specialists of Arkon Auto LLC are enshrined in job descriptions. So, the duty of the general director is to manage and control the activities of the enterprise. The duties of the head of the sales department include negotiating with counterparties, preparing foreign trade contracts and other commercial documents necessary for import operations, conducting a transaction at all its stages. Sales managers are engaged in the search for new customers, and are also directly involved in the conclusion of transactions. The duties of a logistician-declarant include customs clearance of imported goods, customs inspections, and transport issues. Drivers are responsible for the delivery and forwarding of goods in Vladivostok. The chief accountant exercises control over accounting at the enterprise, draws up accounting forms, conducts settlements with banks, suppliers and buyers, opens, maintains, changes and closes transaction passports, provides supporting documents to an authorized bank, etc. The main legislative act within the framework of which Arkon Auto LLC operates is the Federal Law “On Limited Liability Companies” dated January 28, 1998 No. 14-FZ. Arkon Auto LLC maintains accounting records and submits financial statements to the tax authorities in accordance with the procedure established by the Federal Law “On Limited Liability Companies”, the Tax Code of the Russian Federation and other legal acts. Responsibility for the organization, condition and reliability of accounting, the annual report and the provision of other financial statements to the relevant authorities lies with the General Director of Arkon Auto LLC in accordance with the Federal Law "On Limited Liability Companies". Foreign economic activity of Arkon Auto LLC is carried out on the basis of the laws of the Russian Federation, provisions, such as: -Federal Law "On Export Control" dated July 18, 1999 No. 183-FZ (as amended on December 6, 2011); -Federal Law No. 164-FZ of December 8, 2003 “On the Fundamentals of State Regulation of Foreign Trade Activities”; -other regulations. The financial results of Arkon Auto LLC are shown in Table 2.1. Table 2.1 - Financial results of Arkon Auto LLC for 2010-2012 Indicator 2010 2011 2012 Absolute deviations Growth rate, % 2011 to 2010 2012 to 2011 2011 to 2010 2012 to 2011 73102.31 Cost of products (services), thousand rubles 25346315523696262065410124.49117.15 of sold products, RUB 0.850.840.96-0.010.1299.01114.50 493.502.92-9.99127.6925.93 Figure 2.1 shows the dynamics of sales proceeds, production costs and profit from sales of Arkon Auto LLC for 2010-2012. In 2011, revenue increased at a higher rate than in 2012. The growth rate of the cost of products (services) is higher than the growth rate of revenue, therefore, in 2012, profit and profitability decreased, i.е. the activity of the enterprise as a whole became less efficient. Based on the general goals of the enterprise, the purpose of the sales service is to develop recommendations for the formation and implementation of the production and marketing policy of the enterprise, as well as the coordination of activities in this area of all departments of the enterprise. The recommendations of the management on the market orientation of the production, economic and marketing activities of the enterprise, after approval by the management of the enterprise, are mandatory for the relevant departments engaged in these types of activities. The sales department does not replace other departments, but focuses the activities of other departments on the market and correlates their work with the goals of market activity common to the entire enterprise. The sales department of Arkon Auto LLC was established three months after the establishment of the enterprise. When the company started its production activities in full force. The sales department includes a deputy sales director and sales specialists in the amount of 5 people. There are three groups of functions of the sales service of Arkon Auto LLC based on marketing orientation: planning; organization; control and regulation. Each of these groups of functions, in turn, consists of a number of specific functions (works), reflecting the specifics of each group. Planning involves the following functions: -analysis and assessment of market conditions; -formation of an assortment plan for production according to customer orders; -choice of distribution and distribution channels. Sales organization includes the following functions: )organization of storage and container facilities for finished products; )organization of sales and delivery of products to consumers; Control and regulation functions include: -assessment of the results of marketing activities; -control over the implementation of sales plans; -statistical accounting and operational accounting and reporting of marketing activities. The purpose of the sales department is to develop recommendations for the formation and implementation of the production and marketing policy of the enterprise, as well as the coordination of activities in this area of all departments of the enterprise. His recommendations on the market orientation of the production, economic and marketing activities of the enterprise, after approval by the management of the enterprise, are mandatory for the relevant services engaged in these types of activities. Decisions affecting the market orientation of the enterprise, all divisions of the enterprise are made on the basis of recommendations and in agreement with the sales service. All divisions of the enterprise are obliged to provide the sales service with any information about the nature and results of their activities. In turn, the sales department is obliged to provide all other departments of the enterprise with the information necessary for the market orientation of their activities. The main tasks of the sales department: -assessment of market conditions; -together with other divisions of the enterprise and the management of the enterprise, the development of goals and strategies for the market activity of the enterprise in the domestic and foreign markets; -development for the enterprise as a whole and individual product groups of long-term and current marketing plans and coordination in this area of activity of the enterprise's divisions; -operational information support for the marketing activities of the entire enterprise and its divisions; -development, based on the orientation towards market activity, recommendations for improving the efficiency of the enterprise, etc.; -creating the image of a successful and reliable company. The sales department interacts with other divisions of Arkon Auto LLC (internal marketing environment): with production department; with the logistics department. Thus, to ensure the effectiveness of marketing activities at the enterprise, all the necessary conditions have been created: the department is fully staffed with relevant specialists who have the opportunity to cooperate with other departments of the enterprise to obtain the necessary information, as well as continuously improve their skills. The company finds customers in the following ways: -distribution of catalogs at exhibitions; receipt of orders for the supply of products from customers. Here are the main directions for increasing the efficiency of the sales strategy of Arkon Auto LLC. The strategy of Arkon Auto LLC is to increase sales by expanding sales markets and increasing the company's share in the occupied sales markets through flexible response to changing market conditions, the development of new services, in particular auto repair, the development and implementation of an effective marketing policy. The enterprise plans to move to the implementation of a new marketing strategy for products and sales methods, providing for: creation of a dealer network; analysis of the level of effective demand for goods; The choice of such a strategy will make it possible to implement the tasks of expanding existing markets and penetrating new sales markets, ensuring break-even sales of goods. Thus, Arkon Auto LLC, like any enterprise, experiences certain difficulties in carrying out marketing activities, due to both subjective factors, for example, the imperfection of the organizational structure of the Marketing Department, and objective factors, for example, increased competition in foreign sales markets. Analysis of the governing documents of Arkon Auto LLC is presented in Table 2.2. Table 2.2 - Characteristics of the governing documents of Arkon Auto LLC Type of regulation Content and characteristics 1. System-wide - the Charter is a comprehensive document designed to consolidate the status of the organization. - Inner order rules - this is a local regulatory act of the organization that regulates in accordance with the Labor Code of the Republic of Belarus and other laws: the procedure for hiring and dismissing employees; basic rights, duties and responsibilities of the parties to the employment contract; mode of operation; Time relax; incentives and penalties applied to employees; as well as other issues of regulation of labor relations in the organization.2. Elemental- job description - a document regulating the production powers and duties of the employee; - technical regulations on fire safety requirements; - sanitary rules; - regulation on the department - a legal act that establishes the status, functions, rights, duties and responsibilities of structural units. Final controlcarried out immediately after the work is done. Either immediately upon completion of the controlled activity, or after a predetermined period of time, the actual results obtained are compared with the required ones. Here there is a comparison of the planned profit with the received, staff turnover, etc. The management of Arkon Auto LLC conducts an analysis of the actual results obtained and the required results and evaluates how realistic their plans were. This procedure also allows you to get information about the problems that have arisen and formulate new plans so as to avoid these problems in the future (which is the function of the analysis). The second function of the final control is to promote motivation, since the wages of most employees directly depend on the performance of the organization. For example, in the credit risk analysis department, it is represented by employee-provided progress reports. These reports are then analyzed and provide information to management for forecasts. Consider the number of accepted reports and sent for revision in 2011-2012. (table 2.3). Table 2.3 - Number of reports accepted and sent for revision Departments20112012DeviationAccepted the first timeSent for revisionAccepted the first timeSent for revisionAccounting39026401381112Marketing Department15051204-30-1Production Department20114240293915TOTAL959949841272533 Table 2.3 shows that in 2012 the growth of reports sent for revision is higher than the growth of reports accepted in such departments as accounting - by 12 units, the sales department - by 7 units. and 5 units. respectively. It can be concluded that the control has tightened. It is necessary to improve the control function in the organization to build a decision-making scheme in the unit based on the identified shortcomings and fulfill the desired conditions for improving the procedure for generating a report and implementing the management system, for the further use of the free functionality in the division of responsibilities. 2.2 Analysis of the operating environment of the enterprise Arkon Auto LLC The internal structure of the organization is also called the internal environment. It includes the functional structures of the company that provide management, development and testing of new products, promotion of goods to customers, sales, service, relationships with suppliers and other external bodies. The concept of the internal environment also includes the qualifications of personnel, the information transfer system, etc. sales structure. Arkon Auto LLC imports goods from Japan and Korea. At the same time, goods from Japan dominate in the geographical structure of deliveries, but in 2011-2012 the share of goods from Korea increased. The share of deliveries from Japan decreased from 95% in 2010 to 71% in 2011 due to the release in Russia of a technical regulation that establishes more stringent requirements for vehicle characteristics, as well as due to an increase in duties on used imported cars. The growth in deliveries from Korea is also due to the fact that the South Korean auto industry in recent years has increased the pace of production and strengthened the requirements for the quality of its products. The commodity structure is dominated by cars, in 2010 they accounted for 84% of total imports, but in 2012 their share decreased to 59% due to the growth in imports of trucks and special equipment. The latter is due to the large number of construction projects in Vladivostok on the eve of the APEC Summit. Staff. The total number of ArkonAvto employees, including management, is 52 people. % of “ArkonAvto” personnel are old personnel with experience in the company of 3 years or more, the team is stable (conflicts rarely occur, if they arise, they are resolved with the involvement of management). When applying for a job, applicants, depending on what position they apply for, have certain requirements. For example, the main requirements for an accountant are the presence of higher specialized education, at least 3 years of experience in this profession and knowledge of 1C. All employees have employment contracts. An employment contract is nothing more than an agreement between an employer and an employee, according to which the parties have mutual obligations. The legal status of an employee in Arkon Auto LLC is regulated by the job description. This document establishes the functions, rights, duties and responsibilities of employees of the organization. At present, all employees of Arkon Auto LLC have job descriptions corresponding to their profession, employment contracts have been concluded with all employees. All employees receive a salary, i.е. fixed salary agreed in the employment contract. The Far East coefficient and the Far East allowance are charged on the basic salary. The Far East coefficient is charged in the amount of 20% of the amount of accrued wages, and the Far East allowance is set differentially and is charged only to permanent employees (table 2.4). Thus, the salary of employees of Arkon Auto LLC consists of the basic salary and allowances. According to the results of the year, at the end of December, the so-called “thirteenth salary” is paid. Declarants of LLC "Arkon Auto" take part in the seminars, which contributes to the improvement of their professional skills. Table 2.4 - The amount of the Far East allowance Age and length of service of employeesFar East allowance rate, % For employees under the age of 30 with continuous work experience in the area: From 6 months to 1 year10From 1 year to 1.5 years20More than 1.5 years30For employees over the age of 30: From 1 year up to 3 years10From 3 to 5 years20More than 5 years30 Taxes and taxation. Arkon Auto LLC pays all types of taxes and fees stipulated by the legislation of the Russian Federation. The tax field of Arkon Auto LLC for 2012 is presented in Table 2.5. Table 2.5 - Tax field of Arkon Auto LLC for 2012 Name of tax Tax base Rate Deadline for payment Federal taxes VAT Cost of goods (works, services) calculated on the basis of market prices 18% based on the results of each tax period no later than the 20th day of the month following the expired tax period (quarter) later than the 20th day of the month following the expired quarter. Income tax of organizationsmonetary expression of profit subject to taxation20% Tax on the results of the year is paid no later than March 28 of the next year. During the reporting period, taxpayers calculate the amount of the monthly advance payment: in the 1st quarter of the year = advance payment payable in the last quarter of the previous year. in the 2nd quarter of the year = 1/3 × advance payment for the first quarter in the 3rd quarter of the year = 1/3 × (advance payment based on the results of half a year - advance payment based on the results of the first quarter). in the 4th quarter of the year = 1/3 × (advance payment for the results of nine months - advance payment for the results of half a year) Personal income tax (as a tax agent) all income of taxpayers (employees) received in cash and in kind, and income in the form of material benefits. 13% Tax agents transfer tax amounts no later than the day of actual receipt of cash from the bank to pay income or the day of transfer of income to the taxpayer's bank account. periods - the first quarter, six months, nine months no later than 30 days from the end date of the reporting period. current n tax period in the amount of one fourth of the annual amount of transport tax. The difference between the amount calculated according to the tax return and the amount of advance payments paid during the tax period is payable to the budget no later than January 31 of the year following the expired tax period. for the benefit of individuals, except for amounts not subject to taxation. 26% During the billing period, the insured pays insurance premiums in the form of monthly mandatory payments by the 15th day of the calendar month following the month for which it is charged. According to Table 2.5, Arkon Auto LLC makes quarterly advance payments for property tax and transport tax. VAT is paid by the company on a quarterly basis. Income tax is paid every year. Pricing. The basis for the formation of the selling price of goods is the import price. The basis for the formation of the import price is the information received and the offer price of specific exporters. LLC "Arkon Auto" calculates all possible options for importing goods and chooses the one in which the cost of goods will be minimal. When forming the selling price, all costs incurred by Arkon Auto LLC when importing goods are taken into account, including overhead costs: Spending abroad (Japan, Korea): -price of goods (car) in Japan or Korea; -registration of export documents, customs clearance; -auction fees; -delivery within Japan (Korea); -freight to Vladivostok; -commission of a foreign partner; -bank commission for transferring funds in the amount of 0.2%. Costs in Russia: Duty; -bank commission 0.65%; Agreement; -temporary storage warehouse services; -services of a customs broker; transits; -services of forwarding agents LLC "Arkon Auto"; -commission of Arkon Auto LLC. Thus, Arkon Auto LLC uses a costly pricing method, applying the “costs plus planned profit” scheme. Here is a table in which we consider the pricing process at Arkon Auto LLC (table 2.6). Table 2.6 - Percentage of costs to the total cost of goods Cost categoriesShare in the total cost of goods, %Car price in Japan57Preparation of export documents, customs clearance>1Auction fees>1Delivery within Japan>1Freight to Vladivostok>1Japanese partner commission>1Duty29Bank commission>1Agreement>1Temporary storage warehouse>1Broker services>1Transit<1Услуги экспедиторов компании>1 Ordering and delivering a car from a foreign auction is a rather laborious and lengthy process, which includes a large number of actions from different specifications. That is why the use of Arkon Auto LLC in this case is quite relevant. The commission that the company takes itself is only about 2%, which is quite insignificant if we take into account the fact that it takes all the work and responsibility. Although, of course, some actions have to be carried out by the client himself. So, for example, he must make an advance. In Arkon Auto LLC, this is a fixed amount of 30,000 rubles, which at the end of the transaction is credited to the payment of the final cost of the car. And also the client must complete and sign some documents, such as: -an agreement with Arkon Auto LLC on the provision of services; -contract of sale; Act. The main direction of the company "Arkon Auto" was and remains the selection of a car at the request of the client from car auctions in Japan, almost all areas of the company work in this area of activity to one degree or another. Everyone knows that it is no longer necessary to buy cars in person in Japan from parking lots. A more civilized way is to buy cars via the Internet from auto auctions. To date, Arkon Auto has access to all major Japanese auctions. It was not easy to achieve this, the Japanese put forward a number of serious requirements, up to the registration of a company in Japan, the purchase of real estate, but the Arkon Auto company fulfilled all the conditions, thereby gaining the trust of its partners in Japan. Now "Arkon Auto" works directly without intermediaries, thereby guaranteeing the quality of the car, its compliance with all customer requirements. An acceptable price for services was also achieved due to the fact that the company directly charters steamships and only the hands of its own personnel carry out all technical work with cars, which reduces the risk of damage to cargo, its theft and contributes to the timely detection of "marriage". As a result, it often turns out that a car purchased through Arkon Auto is cheaper than in the markets, but its quality is guaranteed. There is no such vehicle, special equipment offered on the domestic market of Japan that you could not buy together with Arkon Auto and bring to Vladivostok. This applies to cars with both right and left hand drive, oversized cars and water equipment. Payment for the cost of a car selected at Japanese auto auctions in the Arkon Auto company does not occur immediately, which is also convenient for the client. The stage of payment for the purchase is carried out in three stages: Prepayment -payment of the cost of the car and the cost of delivery to Vladivostok after purchase in Japan -full payment of the customs fee and company services directly upon receipt of the car. For the complete convenience of customers, the company has opened the direction "Car loans", it is not the area of \u200b\u200bthe company's earnings, therefore, its registration at the office of "Arkon Auto" does not require additional costs (in addition to bank fees). There is another important point that immediately inspires confidence among customers. The company's office is located in the same place where the company deploys its activities. In the windows of the head office you can immediately see a parking lot with already brought cars, there is also a workshop for the collection of designers, repair boxes - all in one place. Here you can always see how the masters of the company work. On average, 4 steamships come in a month, which deliver from 200 to 400 units of various equipment, cars from the Land of the Rising Sun. True, not all of this equipment belongs to Arkon Auto, there are a number of customers who simply use the services of transporting goods purchased on their own. Just as often, Arkon Auto ships are loaded with bulky cargo - boats, boats, special equipment. The main office of the Arkon Auto company is located in Vladivostok on Shoshina street 27, but the scope of its activities extends far beyond the Primorsky Territory. Orders come here through the company's representative offices in other regions. People in other cities receive the same complete information about the cars that they are offered, as well as those in Vladivostok closer to the main office, and most importantly, they receive the same guarantee for the delivery of the order. Delivery to the company's representative offices in Khabarovsk and Blagoveshchensk is carried out on the company's car carriers, which ensures the shortest delivery time of the car to the client. An additional fee is not charged when a client buys a car from any other city in Russia, in addition to delivery. Delivery is the same by rail. The Arkon Auto company initially focuses on mass purchases. Without overestimating the cost of services, providing full guarantees, finding an individual approach to the client, the company knows that in this way they earn the trust of customers who will turn to this company for the next purchase and recommend the company to their friends and colleagues. That is why Arkon Auto has a large circle of regular wholesale customers, which is expanding daily. The portrait of the buyer of the company is presented in table 2.7. Table 2.7 - Portrait of the buyer of the Arkon Auto company Portrait of a buyer of auto-moto, cargo and special equipment business active man aged 30-45, well versed in technology, purposefully oriented to purchase from the domestic market of Japan both for his own needs, his friends, as well as for further resale or delivery to others. regions. Portrait of a consumer of auto repair services 70% male 25-38 years old, knowledgeable, experienced in servicing the company, aware of the main advantages of the company (quality of bodywork and painting works, real payment terms, polite staff, discounts for regular customers up to 20%) -30% independent woman aged 30-40 (who appreciates time and money) who wants to shift maximum care for current repairs and maintenance to the company's specialists LLC "Arkon Auto" carries out its main activities in Vladivostok. Vladivostok is a city and port in the Far East of Russia, the administrative center of the Primorsky Territory, part of the Vladivostok City District, the end point of the Trans-Siberian Railway. The city's population is 622,500 (est. January 1, 2013). The city is located on the coast of the Sea of Japan on the Muravyov-Amursky Peninsula. In 2008, the analysts of the agency "Avtostat" studied 170 cities with a population of over 100 thousand people. They analyzed the structure of the fleet by year of manufacture, by major brands. So, at the beginning of 2008, the Russian car park consisted of more than 30 million cars. It turned out that it takes root mainly due to the northern and eastern regions. The Far East, it turns out, live much better than the inhabitants of the Central part of Russia. As a result, Vladivostok became the most automobile in terms of car density in the city. In Vladivostok, according to Avtostat, there are 566 cars for every thousand inhabitants. And this despite the fact that officially 622.5 thousand people live in the regional center. That is, more than half of the city gets into cars every day. The results of an analytical study conducted by the agency "AUTOSTAT" indicate that the vehicle fleet of the city of Vladivostok consists of 48.7% of Toyota cars. Also, according to the agency's analysts, the second most popular brand here is Nissan (15% of the car park), and the third - Mitsubishi (7% of the car park). The remaining places in the group of leaders are distributed between the Japanese Mazda (4.1%), Suzuki (2.4%), Subaru (2.1%) and Isuzu (1.6%). Thus, in the vehicle fleet of Vladivostok, the share of foreign cars was 89.7%. Quantitative indicators are clearly not in favor of Russian brands, whose share of cars does not exceed 11% of the total. The most popular are Lada cars (4.4%), followed by Moskvich (2.3%). Next come the "Zaporozhets", "UAZs" and "GAZs". All other brands (European, American and South Korean) occupy only three percent of the local fleet. It should also be noted that the average age of cars operated in Vladivostok turned out to be noticeably higher than in other large Russian cities. So, about 80% of the local car fleet are cars older than 10 years, despite the fact that in Moscow or St. Petersburg "decades" make up only 37 and 38% of the fleet, respectively. And the most popular brand in Moscow in 2007 (based on data on newly registered cars), in contrast to Vladivostok, was the Ford brand. Table 2.8 - PEST analysis PEST-factors: Influence: P - political Stabilization of the political situation in the country. This makes it possible to begin to systematically build a system of relations between the enterprise and the external environment. The positive side of the state's activity (for society as a whole) is the strengthening of the position of the ruble, control over the good quality of goods, the creation of services for standardization and certification of products. Negative side: restrictions on the import of right-hand drive cars, promotion of left-hand drive PEST-factors: Influence: E - economic The main factors that negatively affect production growth are: - rising prices for components. - Demands from staff for higher wages. - rising energy prices. Some stabilization of the economy makes it possible to move from emergency planning measures (long-term purchases of raw materials, focus on the "momentary" buyer, reducing free funds) to drawing up long-term plans, concluding contracts, both with consumers and with suppliers and financial organizations. Positive economic factors are: - increasing the availability of loans (reducing requirements for borrowers, reducing interest rates, shortened the period for obtaining approval of an application and issuing money). - Increasing the income level of the population, mixing demand from cheap goods (used cars) to high-quality ones (new cars from car dealerships). S-sociocultural There is no way to provide employees with the salary they deserve. Most motorists do not show interest in emerging new products on the market due to the lack of financial ability to buy a new car. T-technological The general complication of car design requires more and more staff qualifications and time spent on work. Tightening standards for the toxicity of vehicle exhaust gases both worldwide and in Russia. This makes it impossible to maintain and repair without the use of expensive devices. There is a positive economic environment on the market that is conducive to business development, which makes it possible to move from emergency planning measures to drawing up long-term plans. Factors of the technological group also have a negative impact on the enterprise. They must be taken into account when developing a strategy. Factors of political and social groups have some negative influence. All of them are hardly predictable, but must be taken into account when developing strategic alternatives. The next stage of the analysis is the analysis of competitors. The main competitors of Arkon Auto LLC in the automotive market are: -CJSC "Summit Motors" (Vladivostok)"; -OOO "Altair-Auto"; -"Triumph Auto Far East"; -LLC "Pacific Auto"; -OOO Vostok-UAZ. -OOO "Grand Motors" -Champion-Vladivostok LLC A more detailed assessment of competitors is presented in section 4 of this report. Suppliers. The main suppliers of Arkon Auto LLC are: mihairuco ltd Japan, -network of Japanese auctions Aauc, USS, TAU, HirohamaCo LTD. In strategic management, the method of analyzing the organization's environment, called SWOT analysis, is most often used. By applying this method, it is possible to establish lines of communication between strength and weakness and external threats and opportunities. Such connections are further used to develop a strategy. In the process of developing a strategy, it must be taken into account that opportunities and threats can turn into their opposites. For the successful application of a SWOT analysis of the organization's environment, it is important to be able not only to uncover threats and opportunities, but also to try to evaluate them in terms of how important it is for the organization to take into account each of the identified threats and opportunities in the strategy of its behavior. For such an assessment, the method of positioning on the matrices of opportunities and threats is most often used (see Appendix B). For the Arkon Auto company, after the analysis, the most significant and likely were the opportunities to expand the market share, expand the range and develop a new direction for the sale of related products (accessories for cars), as well as the development of such a direction as auto repair. After positioning the threats, it was revealed that: -either the entry into the industry of a large number of competitors and a radical change in the tastes of consumers can lead to a critical state of the firm; -restrictive government policies, such as further increases in customs fees and duties, increases in transport tariffs, changes in trade rules, can lead to the destruction of a company or its exit from the industry. 2.3 Assessment of the competitive position of Arkon Auto LLC We present the main information about the competitors of Arkon Auto LLC in the local market in Appendix B. Then we will evaluate competitors in the local market. It should be noted that the competition in this market is very tough. Such services are provided by a large number of both small and large enterprises. Competitors are evaluated on a five-point system. Weight of factors: Quality - 0.3 Assortment - 0.2 Delivery time - 0.1 Location - 0.05 Popularity - 0.05 To evaluate competitors, a study was selectively conducted on the main competitors selected for study due to the fact that these companies have a similar assortment. Table 2.11 - Evaluation of competitors in the local market FactorsLLC "Grand Motors" LLC "Altair-Avto" LLC "Arkon Auto" LLC "Authoritet-Avto"1. Price 11552. Quality45553. Assortment 34554. Delivery time55225. Location55526. Popularity5551Competitiveness ratio0.5170.60.780.725 Grand Motors LLC = 1 × 0,3 + 0,3 × 4 + 0,2 × 3 + 0,1 × 5+ 0,05 × 5 + 0,05 × 5 = (0,3 + 1,2 + 0,6 + 0,5 + 0,25 + 0,25) / 6 = 0,517 Altair-Avto LLC = (0.3 × 1 + 0,3 × 5 + 0,2 × 4 + 0,1 × 5 + 0,05× 5 + 0,05 × 5) / 6= (0,3 + 1,5 + 0,8 + 0,5 + 0,25 + 0,25) / 6 = 0,6 Arkon Auto LLC = (5 × 0,3 + 5× 0,3 + 0,2 × 5 + 0,1 × 2+ 0,05 × 5+ 0,05 × 5) /6 = (0,9 + 1,2 + 0,8 + 0,5 + 0,25 + 0,25) / 6 = 0,78 Avtoritet-Avto LLC = (5 × 0,3 + 5× 0,3 + 5 × 0,2 + 2 × 0,1 + 0,05 × 2 + 0,05 × 1) / 6 = (1,5 + 1,5 + 1 + 0,2 + 0,1 + 0,05) / 6 = 0,725 From the above calculations, it can be seen that only in terms of the “Delivery time” factor, Arkon Auto LLC loses to competitors (Figure 2.8). However, in terms of price and quality, that is, indicators that have a greater weight, the company wins significantly. As a result of assessing the competitiveness indicators, Arkon Auto LLC scored 0.78 points, which is significantly higher than that of its competitors. Based on the analysis, assessment of the competitive environment, it was concluded that none of the enterprises under study is able to compete with Arkon Auto LLC both in terms of the quality of services, quantity, range, and prices. Due to the fact that the need of this market for quality services is very high and is not fully satisfied, Arkon Auto LLC can multiply the volume of sales of its products in this region. To increase the competitiveness of products, Arkon Auto LLC must actively use marketing tools: advertising, discounts, etc., expand the market, sales markets. 3. Development of a competitive strategy for Arkon Auto LLC 3.1 Development of a competitive strategy in order to increase the competitive position of Arkon Auto LLC The Arkon Auto company began to develop in the mid-90s, then its founders took cars and trucks for their use, acquaintances, for the purpose of subsequent resale, and spare parts for sale that were purchased at car parks in ports of call of Russian ships. Since 2002, as a result of the constantly growing demand for cheap and high-quality used auto-moto, household appliances, spare parts, crane installations, car tires, the company's sales begin to be regular, regular customers of the company appear, demand is formed, and prerequisites are created for the formation of capital . The main strategic objectives for that period: -business consolidation (company growth); -expanding the services provided; -improving the quality of the goods supplied and the services provided; -Acquisition of real estate (with industrial premises) to house the company. By 2003, the company's activities are average in relation to competitors, a well-established company with partners in Japan in the form of several recycling companies of the company (Scrubs). In Japan, Arkon Auto is represented by a logistics department (5-7 people) located in close proximity to Japanese partners; delivery of vehicles), receive and describe vehicles and equipment in preparation for shipment, monitor the delivery of goods by Japanese partners in Japan, prepare shipping documents, which in itself was a significant advantage over competitors. Complex In Russia, Arkon Auto developed two main (at that time) directions: -a parking lot for the sale of trucks and special equipment, crane installations, cargo spare parts; At the same time, such a direction of the automotive business as the import of cars in the form of auto parts of the first completeness of engines and bodies with subsequent collection (replacement with obsolete auto units) begins to develop dynamically. From 2003-2008, this direction of activity became the main one for the company. In 2004, the Company receives Accreditation and registers at domestic Japanese auctions to which foreign citizens and companies had no access before, respectively, the cars at these auctions were intended for resale with subsequent use in the domestic market of Japan, had a special evaluation system that allows to form an idea of the state of the sold- purchased car. Access to auctions allowed one of the first companies to introduce a new service for its customers - buying cars on order (the choice was made directly by the company's client in Vladivostok), a department is being formed from managers with knowledge of Japanese. The volume of transactions for the provision of services for "purchasing a car from an auction in Japan and delivering it to the company's warehouse in Vladivostok" is growing exponentially every month. The company is moving from irregular deliveries of limited batches of vehicles, in the form of additional loading on ships attracted to call at the port of Fukui once a month, to purposeful charter of ships for the needs of regular deliveries of assembled cargo to Russia (with a regularity of 1-2 ships in 1-2 weeks Later, Kazakhstan opens its borders for the import of Japanese cars, Arkon Auto does not stand aside and finds partners in Japan from Kazakhstan who want to automate their work, since the supply routes lie through the territory of the Russian Federation, this area of work is regular in the form of 1-2 deliveries per month, was successful until the adoption by Kazakhstan of protective duties on "right-handed" cars in 2006. Gradually, the company grew to a large range of services: -sale of cars from the company's warehouse -buying cars at Japanese auctions without intermediaries -delivery of cars, special equipment, boats, cargo in Japan to the port of Fukui. -storage of cargo until shipment from Japan. -lifting large water equipment (boats, yachts) from the water, loading and sending to Vladivostok -delivery of cars, special equipment, designers, front halves of cars, boats from Japan to Russia through the port of Fukui, Noshiro on ships chartered by the company. -dismantling / sawing cars. -customs clearance in Russia. -assembly of purchased cars (constructors) Not all areas of the company's activities developed dynamically, the company sought to develop and shape its offer in accordance with changes in consumer demand. Such activities as auto repair, supply and sale of auto parts existed in parallel, performing auxiliary functions to the main activity of the company, and such activities as the sale of cars from the company's warehouse, the purchase, supply and sale of water equipment began to be local. In 2008, new customs legislation came into force, which significantly adjusted the customs fees for vehicles imported into Russia, as well as spare parts of the first completeness (in particular, car bodies). In connection with the introduction of “protective duties, the market share began to decrease and in some cases shift in favor of the purchase of “left-hand drive” cars, there was a jump in prices for used cars. As a result, the cooperation of Japanese cars decreased, the preferences of buyers began to change dynamically from the acquisition of used cars. executive class cars with a long service life from Moscow and Moscow Region until the acquisition of a “new product” in the automotive market of Valadivostok - new and used Korean cars due to their low cost. At present, demand is leveling off relative to the preferences of nuclear owners who have experience in operating high-quality Japanese technology, experiments with the acquisition of battered cars from Moscow and Moscow Region, as well as cheap Korean cars, are fading into the background. The preferences of motorists are gradually returning to "right-handed" Japanese cars, which often bear the names of folk cars, but due to the high cost of cars in Japan of "passing years" (from three to five years inclusive) and duties on them, an increase in the dynamics of cooperation with this category of cars not significant. As a competitive strategy for Arkon Auto LLC, a differentiation strategy is proposed. This strategy becomes an attractive competitive approach as consumer demands and preferences become diversified and can no longer be satisfied with standard products. The essence of a differentiation strategy is to find ways to be the only one that offers customers the additional features they want and to maintain that advantage all the time. In order for a differentiation strategy to be successful, a company must study the needs and behavior of customers, what they prefer, what they think about the value of the product and what they are willing to pay for. After that, the company offers one, or maybe several, distinctive characteristics of the product / service in accordance with customer requests, and these proposals must be tangible and memorable. Competitive advantage arises when a significant number of buyers become interested in the offered differentiated attributes and characteristics of the product. The greater the interest of buyers in the various characteristics of the products offered, the stronger the competitive advantage of the company. Successful differentiation allows the firm to: -set an increased price for a product / service; -increase sales (because a large number of buyers are attracted due to the distinctive characteristics of the product); -win customer loyalty to your brand (because some customers become very attached to additional product features). Differentiation is successful if the costs of its implementation are covered by an increase in the price of the updated and changed product. Differentiation fails when buyers see no value in the brand's uniqueness to buy that product over competitors', and/or if a company's approach to differentiation can be easily copied and applied by competitors. The key to a successful differentiation strategy is to create customer value in a way that is different from the competition. There are three approaches to creating customer value. One of them is to develop such characteristics and features of the product that help reduce the total cost of the buyer for using the company's products. The second approach is to create such features of the product to increase the effectiveness of its use by the consumer. The third approach involves giving the product features that increase the degree of consumer satisfaction, but not at the expense of savings, but in some other way. The basis of differentiation in gaining a competitive advantage is a product, the characteristics of which differ significantly from the characteristics of the goods produced by competitors. Typically, differentiation provides a lasting and more profitable competitive advantage when it is based on: -technical excellence; -product quality; -excellent customer service. Such distinctive characteristics are widely recognized by customers and have value. As part of the competitive strategy of Arkon Auto LLC, it is proposed to develop such a direction as car repair. Since the company's capacity, specialization, human resources, partners, availability of equipment, special tools and techniques contribute to the development of activities in this direction. This choice is due to the fact that when the market was lost in 2008 (after the adoption of protective duties on the designer), the market restructured - cooperation with whole cars decreased and, as a result, the demand for spare parts and repair services increased. Competing companies in the industry have made a reorientation towards specialization (provision of one service): -trade in new parts, -used spare parts trade (disassembly), -trade in related products (auto chemicals, accessories), -car delivery only. There has been an increase in revenues in the provision of repair and maintenance services, as well as the quality of services provided has not increased. All companies were forced to face a decrease in the number of employees, except for Arkon Auto, due to a large client base of predominantly wholesale customers, as well as representative offices in Blagoveshchensk and Khabarovsk, a large list of services provided by the company mitigated the company's losses. Thus, "Arkon auto" should use targeted attraction of customers - acquaintances, partners of the company in auto repair, as well as develop a new direction - the purchase and delivery of goods from the Japanese flea market Yahoo. Table 3.1. The current strategy at the enterprise and proposals for its improvement Applied strategy - "Focused" Characteristics of the strategy Measures used by the company as part of the implementation of this strategy Focused strategy consists in focusing only on some segment or niche of the market, which can be determined based on geographical parameters, income level of consumers, etc. The goal of the company is to serve the customer in the given market segment in the best possible way. - business consolidation (company growth); - expanding the services provided; - improving the quality of the goods supplied and the services provided; - acquisition of real estate (with industrial premises) to house the company. The proposed strategy is "Service Differentiation" Differentiation involves achieving a competitive advantage by creating products or services that are perceived by consumers as unique. The strategy is implemented when consumer needs and preferences cannot be satisfied with standard goods or the previous composition of sellers. service differentiation is the offer of a higher and more diverse level of related services - purposeful attraction of customers - acquaintances, partners of the company in auto repair - develop a new direction - the purchase and delivery of goods from the Japanese Yahoo flea market. 3.2 Action plan for the implementation of the competitive strategy of the enterprise We will develop an action plan for the opening of a car service. Table 3.1 Plan - schedule for opening a car service enterprise, developing a new direction - buying and delivering goods from the Japanese flea marketYahoo Name of the eventResponsible, positionTermCollection and execution of documentsDirector of the enterprise10.02.2014-02.02.2014Selection and hiring of personnelDirector of the enterprise10.02.2014-02.02.2014Purchase of equipmentHead of the production department10.02.2014-15.02.2014Opening of a car service, opening of a new direction of services10.03.2014Director of the enterprise02 Collection and execution of documents .2014 Particular attention is supposed to be paid to the selection of personnel, which should be carried out, if possible, from men under the age of 35-45 years with at least 5 years of experience in this industry, with an education of at least secondary specialized, since the installation and development of new equipment is supposed to be carried out by the personnel of the company . Also important are such qualities of employees as the ability to learn and be creative, the ability to adapt psychologically in a team, sociability, etc., since the personnel factor is quite significant in ensuring the competitiveness of the company. Table 3.2 Traditional types of work and a range of car service services of Arkon Auto LLC Types of workA range of services for the maintenance of vehicles lubrication and refueling diagnostics control and diagnostic tire fitting and balancing electrical repairs of components, systems and assemblies tire fitting and balancing body work (welding, wallpaper, painting) and other assembly and dismantling repair and refueling of air conditioning tin welding restoration of the working surface of the brake disc (groove of the disc on both sides) repair of the steering injector cleaning, cleaning of nozzles steering repair oil change steering system repair wheel alignment engine repair brake disc repair repair and charging of accumulators body repair and body works In addition, the company will provide specialized services that are not available from competitors. Table 3.3 - Specialized types of car service services of Arkon Auto LLC Types of workComplex of car maintenance servicesEngine tuningReplacing the camshaft, replacing the piston group connecting rod, finalizing the preparation of the cylinder blockTuning the gearboxReplacing the main pair, replacing rows, installing a lockSuspension tuningReplacing standard shock absorbers and springs, replacing suspension units Spare parts will be purchased according to the order and needs of each client, only spare parts with a low purchase cost and inexpensive consumables will be available from the enterprise. The profitability of the Arkonavto car service center can be increased by increasing the flow of customers and reducing costs. To do this, the following steps will be taken: expanding the range of services provided by the company in the second and third years of the project; minimizing the cost of purchasing equipment (by placing orders for the implementation of certain works in specialized companies); reduction of rent payments; We believe that the main method of attracting buyers of our service (of course, along with its optimal price and quality) is the competent organization of the service, which includes: provision of service guarantees for at least 6 months. from the date of service, providing the opportunity, if necessary, to deliver the vehicle to the place of repair, application of a flexible system of discounts for consumers who constantly use the services of our company, the possibility of providing services under direct contracts with transport companies, maximum provision of the necessary repair time for the consumer, systematic assessment of the quality of service through questionnaires (possibly, "Books of reviews" and other forms of "feedback" with consumers of services), ensuring continuous improvement of means and methods of customer service, The last point involves the distribution of advertising and non-advertising articles in the local press, covering the level and quality of services and guarantees provided by the Arkon auto service center LLC, the production of 4-5-billboards, advertisements in transport. Particular attention is planned to be paid to the carefully thought-out text of the appeal to consumers, suitable design, attracting attention and emphasizing the business qualities and advantages of our company. Personal contacts with consumers also play an important role in attracting the attention of consumers. Perhaps this measure will be no less effective than advertising. Based on the above criteria, the following types of promotion were selected to achieve the goals: -installation of a sign; -purchase of branded clothing for staff; -newspaper ads; Despite the fact that these activities will require additional financial costs, they will be targeted, provide the company with the necessary publicity and allow generating demand from potential customers who are not yet using the services of a car service. The cost estimate for the implementation of these activities is presented in Table 3.4. Table 3.4 - Estimated costs for the promotion of the car service of Arkon Auto LLC EventAmount, rub.Production and placement of black-and-white announcements (A4 format)2,000Production and placement of signboards7,500Advertisement in print media5,000Sewing branded clothing for staff9 x 1,200 = 10,800Total25,300 The amount of funds spent on the promotion of the service (advertising activities) must be adjusted monthly based on a comparison of the number of consumers attracted by each of the above methods. The planned number of the firm's staff is 7 people. The composition of the staff, as well as the planned labor costs are reflected in table 3.5. Table 3.5 - Staffing of the car service of Arkon Auto LLC PositionNumber of Salary, thousand rubles Social contributions (34%), thousand rubles Payroll per year, thousand rubles Payroll with deductions per year, thousand rubles diagnostics - electrician19,16,494229,2307,4419,1Mechanic of repair site206,8240321,620Mechanic of vulcanization site206,8240321,620Technician of painting site206,8240321,620Cleaner6,52,2178104,526.5Total52,9041862,225 Thus, the monthly labor costs amount to 165.5 thousand rubles, the annual salary with deductions will amount to 2502.36 thousand rubles. The planned work schedule of the Arkon auto service center is from 9:00 to 21:00, 7 days a week, 365 days a year. The schedule of work of the personnel of the main technological personnel day after day. The work schedule of management personnel is 5 days a week from 10:00 to 17:00. The cleaning schedule is 5 days a week from 10:00 to 17:00. Table 3.6 presents the calculation of financial investments in the implementation of the project for the acquisition of a set of equipment. Table 3.6 - Calculation of the cost of car service equipment LLC "Arkon auto" Name of equipment Cost of purchased equipment, thousand rubles .Bosh (Germany) FSA 750.700Equipment for body repair WelPeCAR Bench (Italy) modelPirarha S130.1500Other equipmentEVROSIV (Moscow)3000Total8410 The cost of delivery, installation and training of personnel is 15% of the cost of equipment: 8410 ×15%=1261.5 thousand rubles The total cost of the equipment will be 8410 + 1261.5 = 9671.5 thousand rubles. 3.3 Economic justification proposed activities Table 3.7 shows the sales forecast for the Arkonavto LLC car service for 3 years of operation. Based on the experience of competitors and the general patterns of consumer response to marketing efforts, the optimistic version of the forecast is more likely, so all further calculations will be made on its basis. Table 3.7 - Forecast of sales of car service LLC "Arkon auto" Name of indicator 2014 quarterly 2014 total 201520161234Pessimistic forecast of the volume of services rendered, pcs.50200267279796890990Realistic forecast of the volume of services rendered, pcs. Based on the prices for the services of the enterprise presented in the appendix, the average 1 complex of car service services will be 5500 rubles. It should be noted that the prices for small consumables will be included in the cost of the client's service in the amount of 20% on average, and the client will pay for expensive spare parts separately. Let's make a forecast of revenue from the implementation of these areas of work of the car service LLC Arkon Auto. The sales revenue forecast is as follows (table 3.8). As can be seen from the data in Table 3.8, the projected volume of sales of services for 2014 is 6,033,500 rubles. Over the next two years, the company plans to consistently increase the volume of sales of its services by 20% and 51%. Achieving such indicators is quite realistic, since during this time the company will be able to make itself known in the consumer services market, generate demand from organizations and enterprises, and also acquire regular customers. Table 3.8 - Forecast of revenue from the sale of car service LLC "Arkon auto" Name of indicator 2014 quarterly 2014 total 201520161234Volume of rendered services, pcs. rub.368 5001 650 0001 820 5002 194 5006 033 5007 225 0009 108 000 Next, let's move on to drawing up a plan for fixed and variable costs for organizing the work of the Arkon auto service center. The calculation was also made on the basis of average prices for certain goods and services in 2013 and is presented in Table 3.9. Table 3.9 - Plan of fixed and variable costs for the organization of the project for 2014 Name of cost item Amount, thousand rubles Variable expenses 3510.36 Raw materials and materials (costs for small spare parts and consumables) 1008 Salaries with deductions 2502.36 Fixed expenses 2110 Depreciation 1682 Other expenses (rent, utility bills, transportation costs) 402.7 Commercial and administrative expenses (stationery, communications )25.3Full cost including VAT5620.3611. Fixed costs1 693.7012. Variable costs3,951.96 Thus, the total cost of car service services of Arkon Auto LLC in 2014 will be 5,620.36 thousand rubles, including fixed costs in the cost price will be 2,110 thousand rubles, and variables 3,510.36 thousand rubles. In the next two years, the full cost, taking into account inflation, will increase by 10 - 25% and will amount to 6210 - 7057 thousand rubles. The main technological equipment, taking into account commissioning costs, worth 9671.5 rubles. will be taken on credit from OJSC VTB 24 Based on the previously calculated data, we will make a forecast for the receipt of profit from sales for the planned period (table 3.10). Table 3.10 - Plan for income from the sale of car service LLC Arkon Auto, thousand rubles. Наименование показателя2014 год поквартально2014 всего201520161234Выручка от реализации368 5001 650 0001 820 5002 194 5006 033 5007 2259 108 000Полная себестоимость1 405 0901 405 0901 405 0901405 0905 620 3606 210 0007 057 000Прибыль от реализации-1 036 590244 910415 410789 410413 1401 015 0002 051 000УСНО, 15% 036 736.562 311.5118 411.561 917152 250307 650 %012,6219,4030,585,8211,9419,14 Return on sales by the end of the first year will be 5.82%, in the next two years it will increase to 11.94% and 19.14% respectively. Let's calculate the critical annual production using the following equation: P x Q \u003d FC + VC, where Q - critical sales volume, units; P - selling price, rub.; FC - fixed costs, rub.; VC - variable costs, rub./unit. Proceeding from this, the critical volume of sales of services of IP "Bogdanov Motor" during the first year of operation, we calculate based on the following data: unit price of services - 5500 rubles; variable costs per unit of production - 3600 rubles; fixed costs - 1693700 rubles. Based on this, the critical volume of services provided per month (Q) will be: Q = 1693700+ 3600 Q Q -3600 Q = 1900 Q=1693700/1900 Q = 892.42 (u) Thus, the critical volume of car service services is 892.42 units. Considering that the planned average sales volume is 1097 units, the critical sales volume is 81% of this volume. Therefore, the financial safety margin of the planned project is (100%-81%) 29%. This allows the company to reduce production by approximately 30% in case of failure to achieve the planned sales volume. In the future, the financial strength of the enterprise will increase, as the increase in monthly volume is predicted. It is believed that different values of the discount rate can be chosen for a different class of investments. In particular, investments related to maintaining the company's market position are valued at a rate of 6%, investments in the renewal of fixed assets - 12%, investments to save current costs - 15%, investments to increase the company's income - 20%, risky investments - 25%. Since the project of opening a car service provides for investments in the renewal of fixed assets, according to the above recommendation, a discount factor of 12% was chosen. In the context of inflation, the discount rate should take into account the percentage of inflation. The adjusted discount factor is: r=(1+r)× (1+i) - 1, where i - inflation rate; r - discount rate. r=(1+0.12) × (1+0.07) - 1=0.20 or 20% per year. The net present value of the investment is calculated using an adjusted discount factor of 20%. The project implementation period is 3 years. The calculation of net present value is presented in table 3.11. Project Profitability Index:= 18742213.30/9671500= 1.93 Simple payback period of the project: PP \u003d 9671500 / (18742213.30 / 3) \u003d 1.54 years. Discounted payback period of the project: DPP = 9671500/ (12832137/3) = 2.26 years. Table 3.11 - Net present value of the project, thousand rubles. ПериодИнвестицииЭкономический эффектКоэффициент дисконтированияДисконтированная чистая прибыльЧистый дисконтированный доходГоды09671500010-9671500105 0480830,833333342067364206736206 0528190,69444442033444203344307 641 3100,57870444220574422057Всего967150018 742 213,30-128321373160637 So, the calculated data allow us to conclude that the project is quite effective and will allow the company to receive constant additional profit. The pricing strategy will be based on the method of "following the leader" (neutral strategy). With this strategy, our company will focus on the prices and activities of competitors who are more developed in this market, have a larger number of buyers and experience in working with them. Therefore, at the initial level of activity, in this segment, we need to be like leading competitors, study them, and subsequently, based on information about their shortcomings, form our advantages. Table 3.12 - Sales volume for the first year Sales volumes thous. (+0.5%) March (+1%) Apr. (+1.5%) May (+1%) June (+0.5%) July (+0.5%) Aug. (+0.5%)Sep. (+1%)Oct. (+1.5%)nbr. (+1.5%)Dec. (+0.5%)primary market670673,4680,1690,2696,9700,3703,4706,7713,4723,5733,6738secondary market630633,2639,5649655,3658,5661,7664,9671,2680,7690,2693.4 We will also need to take into account the demand, the cost of total cost purchased goods, sales volume, and other factors specific to our company that affect the setting of prices for goods. By the second year, an increase in sales volumes is expected, in relation to the beginning of the first by 10%, through marketing and promotional activities. By the third year, it is expected to increase sales by another 7%. During the third year - by 5%. Table 3.13 - Sales volume for the second and third years Sales volume thousand rubles2 year3 (+5%)1 quarter (+1.5%)2 quarter (+2%)3 quarter (+1.5%)4 quarter (+2%) primary market2247.212291 ,492324.723699949.8secondary market2111.421532184.22225.89345.8 The advertising strategy will be based on attracting potential buyers and building the image of our auto parts store through those advertising methods that will cover the largest number of audience we need. To attract buyers and create the image of our company, such methods of informing will be used as: Banner located on a billboard size 3 × 6. The billboard itself will be placed close to our store directly next to a busy section of the highway. Thus, we will cover a fairly wide range of car enthusiasts who will know where our store is located. Tutoring Need help learning a topic? Our experts will advise or provide tutoring services on topics of interest to you. 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Summary: Development of a competitive strategy for the company. Coursework development of a competitive strategy for a company Development of a competitive strategy for the development of an enterprise

Introduction

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

Development competitive strategies in the market of mobile operators

Development marketing strategies firms on the example of the Cherepovets confectionery factory Russian Biscuit

Competitive strategies enterprises

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Introduction

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

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

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

1.3 Implementation of the organization's competitive strategy

2. Analysis of the competitive strategy of Arkon Auto LLC

2.1 Characteristics of the activities of the enterprise Arkon Auto LLC

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

2.3 Assessment of the competitive position of Arkon Auto LLC

3. Development of a competitive strategy for Arkon Auto LLC

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

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

3.3 Business case for proposed activities

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

1.2. Rationale for the choice of competition strategy

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