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2.2 Researches of existing evaluation procedures of competitiveness of the enterprises and working out of a complex technique of increase and an estimation of competitiveness for trade enterprises


One of elements of the methodical approach to management of competitiveness of the enterprises of retail trade is realisation of an estimation and definition of level of their current competitiveness.
Realisation of such estimation pursues the aim to define force and stability of the retail organisation in the market and to predict results of its further activity at preservation
I I
Invariances of existing conditions. Correct decision-making depends on realisation of an element of a technique in the field of realisation of corrective actions on competitiveness.
There are some approaches to the decision of this problem [3; 34].
In drawing 20 some of them are presented.

On comparative advantages
Under the theory of balance of firm and branch
On a method of "profiles" and quality of production
\r\nMatrichnyj

Existing scales of production do not supply a minimum of costs. Criterion of competitiveness within the limits of the given model the availability at the manufacturer of such factors of production which can be used with the best, than at other competitors, serves as productivity.
Such approach was applied in 80th years by Committee on • to studying of an economic situation and problems of development OESR. Exporters OESR conducted comparison of cost of factors of production and productivity hectares. As cost indexes of factors of production interest rates under bank credits, a relative value of the purchased equipment (price indexes), relative shutters of wages were used. Primary position, bolshej competitiveness those branches where indicators of a relative value of factors of production appeared more low, than at competitors had.
Evaluation procedures of competitiveness of the manufacturer on the basis of the theory of balance and production factors though can be used concerning firms and branches экономики* nevertheless have essential restrictions in the application.
Within the limits of the theory of an effective competitiveness exists two basic approaches to definition of criterion of competitiveness: structural and functional.
According to the structural approach, the position estimation can be made proceeding from knowledge of a monopolisation level of branch, i.e. concentration of production and the capital, and barriers to companies again entering on the branch market. Number of the basic obstacles in a way of new competitors usually concern: profitability of large-scale production, degree of differentiation of production, absolute advantages in costs at existing firms, the size of the capital necessary for the organisation of a production efficiency.
The marketing theory has allowed to study influence of environmental conditions on competitiveness of firms. Possibilities of a gain firm of any market depend not only on internal factors, but also from circumstances developing in the market. Allocate following factors which affect intensity of a competitiveness and by that influence level of competitiveness of the companies:
Market potential (possible capacity);
Ease of access;
Goods kind;
• source barriers (necessary investments, state regulation);
Uniformity of the market;
Structure of branch or competitive items of firms;
Degree of involving of firms in the given branch;
Possibility of technological innovations;
Economy on scale;
diversifikatsija firms.
As the second approach the functional approach serves in competitiveness definition.
The leading role is played here by economic indicators of activity of firms: the parity costs-prices, loading of capacities, output volumes, rate of return etc. the Given method allows to build in certain limits the conclusions concerning all branch. As an example of definition of competitiveness of branch the technique of known consulting American firm \"can serve Is given end Bredstrit \" [110], on the basis of the analysis of three main groups of indicators of market activity.
In the first group include indicators which reflect efficiency of industrial-marketing activity of the companies of branch, the relation of net profit to pure sales, the relation of net profit to a net cost of material assets, the relation of net profit to a pure working capital.
In the second I long indicators enter: the relation of pure sales to a net cost of material assets, the relation of pure sales to a pure working capital, the relation of pure sales to cost of is material-industrial stocks, the relation of a fixed capital to cost of material assets, the relation of is material-industrial stocks to a pure working capital.
Indicators of the second group characterise a condition of an industrial line of business of the company — basically intensity of use of the basic and turnaround has saturated
The third group the indicators connected with financial activity of the enterprises the relation of a working capital to an unfunded debt (reset during 1 year) make, the period of payment of current accounts, the relation of an unfunded debt to cost of material assets, the relation of the general debt to cost of material assets, the relation of an unfunded debt to cost of is material-industrial stocks, the relation of long-term obligations to pure about-company the capital.
The functional method allows to evaluate competitiveness of the separate enterprises or the groups which are components of firms. In this case also the indicators concerning usually to the whole company are applied: it is the labour productivity calculated as the relation of size of an added value to total of workers taken at the enterprise, the relation of a pure added value to quantity taken on the enterprise.
Comparison of the named indicators characterises degree of competitiveness of all firm and its separate enterprises, and comparison of the general labour productivity of the considered enterprise to others in the given branch allows to find out, it takes what place in relation to its competitors in branch. In modern conditions rupture in labour productivity in 10 % and more comprises competitiveness threat. Profitability of the investment and rate of return are in addition used as rates of competitiveness
Other method of an estimation of competitiveness of firm is an estimation of competitiveness of the manufacturer on quality of production, \' which is carried out \"by a method of profiles \' 9 [81]. Various criteria of satisfaction of inquiries of consumers with reference to any product emerge, their hierarchy and comparative importance within that spectrum of characteristics which in a condition to notice and evaluate the consumer is established, comparison of technological data of a product with other competing products is conducted. This procedure is carried out in three stages.
For each market it is necessary to establish, its requests with the goods competing on it in comparison with an ideal product which the consumer would like to have are how much satisfied. The information gathers on the basis of interrogation enough representative groups of consumers.
At use of evaluation procedures of competitiveness of producers on the basis of characteristics of quality of production are applied the indirect generalised indicators or system of indicators. As a version of such approach comparison of firms on competence vectors, by means of construction of polygons of competitiveness serves.
The special place is taken by matrix methods of [81] estimations of level of competitiveness. They are based on idea of consideration of processes of a competitiveness in dynamics.
The matrix technique of an estimation of competitiveness offered \"the Boston consulting group \" (BKG) [48], is applied not only to the analysis of characteristics of the goods, but also at competitiveness studying \"strategic units of business \" — the goods, the marketing activity, the separate companies, branches (i.e. manufacturers of the goods).
As the main tool of research the matrix constructed with use of two indicators serves. On a vertical growth rates of a market capacity in linear scale, and across - a relative share of a producer in the market in logarithmic scale are marked.
The question of competitiveness of the enterprises not so widely also is in detail investigated in the economic literature, as competitiveness of production. All existing techniques can be divided into 2 big groups: qualitative (giving quality standard) and quantitative (which result a certain numerical indicator serves).
The first group in bolshej is investigated and presented degree by the western economists, the second, in bolshej degrees is studied by domestic economists.
The first группа*
To an estimation of force of a competitiveness in branch apply various techniques. Among which it is possible to note the following:
Now in the USA it is popular and we will apply index Herfindala-Hershmana [19] (IHH) which is defined under the formula:
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A source: Batsanina Irina Aleksandrovna. Boost of competitiveness of the enterprise on a basis sovershenstvovanijaorganizatsii logistics of distribution. 2005

More on topic 2.2 Researches of existing evaluation procedures of competitiveness of the enterprises and working out of a complex technique of increase and an estimation of competitiveness for trade enterprises:

  1. Research of existing methods of valuation of competitiveness of the enterprises and working out of a complex technique of increase and an estimation of competitiveness for trade enterprises
  2. 2. A substantiation of directions and methods of increase of competitiveness of retail trade enterprises on the basis of approaches to competitiveness as element of functioning of marketing logistics
  3. a substantiation of directions and methods of increase of competitiveness of retail trade enterprises on the basis of approaches to competitiveness as element of functioning of marketing logistics
  4. 3.1 Features of construction and functioning of marketing logistics of retail trade enterprises as tool of increase of competitiveness
  5. 3.1 Features of construction and functioning of marketing logistics of retail trade enterprises as tool of increase of competitiveness
  6. the Technique of an estimation of competitiveness of production of the enterprises of machine-building branch
  7. 2.3 Management of competitiveness of retail trade enterprises
  8. Management of competitiveness of retail trade enterprises
  9. Hierarchical structure of rates of competitiveness of the enterprises of retail trade
  10. 3.2. Use of information technologies in management of reengineering as the factor of increase of competitiveness of the domestic enterprises
  11. Concept of competitiveness of the enterprises of retail trade and definition of making elements
  12. 2.1 Concepts of competitiveness of the enterprises of retail trade and definition of making elements
  13. Grachev Alexander Nikolaevich. Transformation of system of management of the Russian enterprises for the purpose of increase of their competitiveness. The dissertation on competition of a scientific degree of a Cand.Econ.Sci. Moscow - 2013, 2013
  14. 2.3 Working out of a technique of definition of competitiveness of a transport subsystem
  15. the Appendix 6. Features of sphere of retail trade and their influence nja a competitiveness in branches and competitiveness of retail businesses.
  16. 1. An estimation of competitiveness of retail trade enterprise.
  17. 2. The method of calculation of competitiveness of the enterprise, the offered I.V.Maksimovoj, is based on an estimation of groupindicators or criteria of competitiveness