Conditions for qualifying the dominant position of an economic entity in the Russian market

The competitive position of the organization, determined by the ratio of its market share and the market shares of competitors, has a significant impact on the nature of marketing work.

A firm's large market share creates opportunities for it to dominate the market. Despite the fact that the use of a dominant position is suppressed by antimonopoly legislation (Table 3.1), the inequality of organizations operating in the market itself cannot be eliminated. It will exist under equal conditions and the same rules for doing business.

Table 3.1 Enterprise share in the market (D) Characteristics of the enterprise’s position in the market Y D > 65% the enterprise is not dominant in this product market

the dominant position of the enterprise must be proven by the SCAP or its territorial administration

an enterprise is clearly recognized as dominant in the market, unless the enterprise itself proves otherwise. Strong and powerful companies with a large market share have the ability to exert pressure on the market through price discrimination, capturing the product sales network, concluding exclusive contracts for the supply of components and other means. The arsenal of market outsiders with minimal market shares is much narrower. Nevertheless, they also have a chance to organize their business in such a way as to use the features of the competitive environment to develop the most effective ways and marketing means.

Market outsider. The main task is to discover the sources of the crisis situation and propose methods to overcome it in as soon as possible. It is necessary to make a diagnosis: what underlies the crisis worsening situation? can the business be saved? what needs to be changed? The following areas of business normalization are used, which determine the primary objectives of marketing.

Radical reorganization of the company and its positioning in the market by revising basic competitive strategies. Typically a successful reorganization is based on:

on the transition to new methods of competition;

auditing the internal environment of the organization to find marketing reserves to support the used competition strategy; merger with another company;

reducing the range of goods in accordance with the main profile.

Increasing revenue by simultaneously increasing prices and marketing expenses. At a high price profits are generated and sales promotion efforts maintain sales volumes. However, attempts to increase income using these means make sense when:

demand is characterized by low price elasticity; buyers for the most part are not aware of the product, and those who are familiar with the product do not take its price into account;

there are no means to reduce production costs and, at the same time, to avoid large losses it is necessary to ensure an equilibrium state;

The main source of increased profitability is better utilization of production capacity.

Reducing production and sales costs, all-round savings. The emphasis on reducing costs is most effective when their structure is flexible and quickly adjustable, and the business as a whole is close to the market equilibrium point. Cost reduction is ensured by strengthening control over the funds used, stopping the hiring of new workers, modernizing production to increase productivity, and postponing large capital investments.

Reduction of assets becomes the basis for saving the organization due to rapid influx financial resources. In this case, the most useful way to raise cash is to sell some of the organization’s assets (production and equipment, land, patents, inventory, profitable projects, etc.) in order to replenish working capital or other funds and carry out operations to overcome the crisis situation. At the same time, the production of unprofitable goods is stopped, old production facilities are closed or sold, staffing is reduced, the variety of services offered is reduced, and the organization leaves some markets.

A combination of different methods is used when quick action is required or new management personnel are brought in and given the freedom to implement changes aimed at restoring the business. In practice, attempts to save, reorganize, and reduce assets are almost always supported by combined approaches.

The failure of efforts to overcome a crisis situation is often due to the fact that companies wait too long before taking action; others do not have the necessary funds and entrepreneurial experience to operate in highly competitive industries; Often competitors turn out to be much stronger and cannot be defeated in the fight for the market share that the company needs to retain. In these conditions, a quick exit from the business is considered as a real alternative.

An organization that has a weak competitive position has a number of fundamental solutions to overcome this situation. In this regard, marketing opportunities are assessed based on:

working with low-cost products or using new methods of differentiation;

maintaining and maintaining sales volumes, market share, profitability and competitive position at achieved levels;

reinvesting in a business at a minimum level in order to obtain short-term profits and (or) maximize short-term cash flow.

Analysis of the first two possibilities does not present any particular difficulties; the third deserves more detailed consideration.

Making short-term profits directs the organization's efforts along a middle path between maintaining its existing position and self-destruction. There are a number of indicators of when a company should pay attention to this alternative: 1)

the company operates in a saturated or stagnant market and its long-term development prospects are unattractive;

2)

the business has a small market share and its expansion is too expensive or not profitable enough; the organization has a sufficient market share, which requires large funds to maintain; 3) poor profit prospects due to

internal features

and working conditions of the organization;

4)

a decrease in marketing activity does not immediately lead to a decrease in sales efficiency and a general deterioration in market positions; 5) are reduced to a minimum level, strict measures are taken to reduce costs, capital investments in new equipment are reduced, the price of products rises slightly while simultaneously reducing the costs of promoting goods. The goal is to maximize the flow of funds from short-term sources and use them in the process of diversification into the production of other goods.

In this situation, sales typically fall, costs are cut, and profits slowly decline.

Ideally, sales volume and market share should not decrease, at least for the first time. If a business cannot be profitable and/or generate cash flow when it reaches a minimum level of demand, it is liquidated.

An organization with a strong competitive position. Almost every industry includes powerful organizations seeking to dramatically improve their position in the market. An attempt to become a cost leader for such organizations is only possible if one of the market leaders no longer applies this strategy. In cases where economies of scale are small and control of a large market share does not provide cost advantages, practical choice Marketing priorities boil down to the following.

Search for an unoccupied niche. The organization is looking for “its” consumers and cultivating a special marketing policy for them that competitors do not use. The principle behind this approach is

Concentrating efforts on what industry leaders are not interested in. Therefore, the result of the analysis of the marketing environment should be the identification of a market niche that has sufficient size and opportunities for profit, a certain growth potential, suits the organization in terms of its capabilities and experience and, at the same time, remains outside the sphere of interests of leading companies.

Adaptation to a specific consumer group. In this case, marketing efforts are aimed only at finding several, carefully selected market segments according to the product-consumer scheme. Unlike attempts to fight for all consumer groups with production wide range products addressing different needs and performing different functions, the emphasis is on those areas of the market where the organization can develop special types activities that are highly valued by consumers.

Creation best product. It is necessary to find a combination of differentiation and segmentation strategies that allows you to create a high-quality product for specific customer groups. At the same time, sales analysis efforts are focused on consumers who value quality and appearance. Excellent craftsmanship, prestigious quality, continuous improvement and working closely with consumers to create the “ideal” product are factors that underpin this approach.

Following the leader. Unless an organization aims to lure customers away from the leading companies and capture a larger market share, the focus is on using internal resources and management experience to imitate the actions of the leaders. This usually does not cause an aggressive reaction from competitors.

Capture of small firms - the policy of growth at the expense of small competitors - requires identifying ways of directly absorbing (acquiring) small firms to organize production at a more competitive scale or increase sales by weakening competitors. Both approaches require the accumulation of funds and the preparation of special techniques to counter the response of competitors.

Creating a distinctive image is aimed at developing the benefits of a product differentiation strategy by creating a memorable, attractive image of the organization among consumers. The subject of activity is lowering prices by cutting costs, creating prestigious quality combined with a low price, better service, designing unique product features, improving the operation of distribution channels, leadership in innovation or unusual advertising.

Market leader. Because the leader has a proven strategy and a well-known reputation, the main question comes down to how the organization will maintain and improve its position. To do this, the leader's capabilities in three strategic areas of activity are assessed.

Continuation of offensive policy. Does the leader have enough resources to continue innovation in reducing costs or product differentiation, serving consumers, and improving the sales system? To what extent are the standards of behavior set by the leader acceptable to other organizations in the industry? Is it possible to reorient the strategy used to maintain the leader’s offensive policy? What new methods and techniques of competition can strengthen the offensive against competitors (are there, in particular, opportunities to reduce consumer costs by switching from purchasing competitor’s goods to products of the leading organization)?

Saving current positions. The main task is to establish how the leader should avoid situations that undermine confidence in him (if the market share reaches monopoly proportions), or maintain the achieved level of profitability and profit volume (if the long-term prospects of the industry are not very attractive).

Since a powerful means of maintaining the leader’s current position is to create conditions that make it difficult for competitors to respond, the potential capabilities of the industry leader are determined:

in establishing serious “entry barriers” to the industry (for newly created organizations);

maintaining reasonable and attractive prices in terms of quality;

improving customer service;

investing sufficient funds to maintain competitive production costs and technological progress of production;

maintaining market share and preventing any reduction;

directing free cash resources into profitable production.

Confrontation with competitors. It is established how sharply and how quickly the leader must stop any actions aimed at interfering in his sphere, or violating the established unwritten business rules. At the same time, the capabilities of the leading organization are assessed:

launch large-scale, uncompromising retaliatory campaigns if competitors try to increase their market shares, for example by cutting prices;

organize profitable deals for suppliers and consumers;

“remind” aggressive firms of how to follow the leader, including, if necessary, putting pressure on the distributors of these firms, discrediting competitors’ low-quality products, attempting to lure qualified personnel, etc. Test questions for Chapter 3.1 1.

What is the essence of marketing? How are the goals, principles and functions of marketing interconnected?

How do factors in the marketing environment influence an organization's activities?

3.

Why is a marketing plan developed and how does it reflect an integrated approach to marketing?

4.

Why should marketing be focused on achieving competitive advantage? 5.

What are the ways to achieve competitive advantage?

6.

What are the current marketing priorities? 7. How do marketing tasks differ in conditions of different demand dynamics?

8. How are an organization's competitive position and its marketing activities related? Determining the competitive status of an organization in order to assess the effectiveness of restructuring can be carried out by constructing a competitive market map. In this

course work

Some approaches to constructing a matrix of a competitive market map will be considered.

Formation of the matrix proposed by G.L. Azoev, is based on the lognormal law of distribution of shares between competitors, according to which

• large quantity
• organizations concentrates around the average value. This statement is true for any market where at least three organizations operate, provided that the sum of their market shares is one hundred percent.

The competitive market map matrix consists of sixteen standard positions of organizations, differing in the degree to which they use their competitive advantages and the potential ability to withstand competitive pressure.

According to this methodology, the competitive positions of organizations are determined on the basis of market shares and their growth rates over several years. The organizations of the first group (market leaders with a rapidly improving competitive position) have the most significant status, while the organizations of the sixteenth group (market outsiders with a rapidly deteriorating competitive position) have the weakest status. This technique has the following advantages: it can minimize unit costs and offer low prices. This allows you to have a higher share of profit compared to competitors, better respond to rising costs and attract price-conscious consumers.

A differentiation strategy aims a firm to big market, offering a product that is seen as standing out. The company produces a product that is attractive to many, but each product is nevertheless considered by consumers as unique due to its design, characteristics, availability, reliability, etc.

An organization with a small market share can succeed by developing a clearly focused strategy. A company with a large market share - due to its advantage in total costs or differentiated strategy. On the other hand, according to M. Porter's model, a small company can make a profit by concentrating on any one competitive “niche”, even if the overall market share is insignificant. A company doesn't have to be big to succeed. However, an organization that does not have effective and unique products can get stuck in the middle.

Based on the above, we can conclude that when determining the competitive position of an organization, it is necessary to take into account, in addition to its market share, the indicator “product profitability”. Taking this into account, Yasheva G.A. a matrix was developed for the formation of a competitive map of the organization's market.

To build the proposed Yasheva G.A. competitive map, it is necessary to determine the shares occupied by the organization in the market, after which their entire set is divided into four groups:

• -organizations with a significant market share;
• -organizations with a market share above average;
• -organizations with a market share below average;
• -organizations with a small market share.

Based on data on the profitability of organizations’ products, they are distributed into five groups:

• -highly profitable;
• -with profitability above average;
• - moderately profitable;
• -low-profit;
• - unprofitable.

The boundaries of the represented groups are determined as follows:

Unprofitable organizations are excluded from the totality of organizations (they form the fifth group), as well as those with sharply different maximum values ​​(automatically fall into the first group).

From the remaining organizations, those with the maximum and minimum values ​​of the indicator are selected.

The difference between the maximum and minimum values is divisible by four. This determines the interval step.

Grouping organizations allows us to determine their market positions. The formation of a positional map of the market is carried out by entering the organization’s competitive positions into the matrix.

Depending on its competitive position, an organization may belong to one of five groups:

• -market leader (places 1-3);
• -with a strong competitive position (places 4-7);
• -with an average competitive position (places 8-11);
• -with a weak competitive position (places 12-15);
• - market outsider (places 16-20).

The competitive map is compiled separately for each year. By assessing the competitive status of an organization over several years, it is possible to trace changes in their positions and draw conclusions about market development trends in a particular industry.

This methodology for creating a competitive market map allows you to determine the specific status of an organization taking into account existing development strategies. As a result, organizations with significant sales volume are leaders only if their product profitability is high, and organizations with a small market share cannot be recognized as outsiders if their product profitability is in the range of medium to high levels.

Having the above-mentioned advantage, the methodology for forming a two-factor competitive market map at the same time does not take into account financial condition organizations, which is especially important in conditions of an unstable transformation economy. In addition, the product profitability indicator is significantly overestimated, since it is calculated on the basis of the cost of products sold. As a result, a large organization with a significant level of profitability may fall into the group of “leaders” or “enterprises with a strong competitive position”, when in fact, due to insolvency, it has low competitiveness.

The solution to this problem is possible through the formation of a matrix of a multifactor competitive map, which, in addition to the organization’s market share and product profitability, takes into account its financial condition. The construction of a multifactor competitive map is carried out on the basis of the competitive positions of organizations, determined by a two-factor map, and the values ​​of the financial condition indicator. To do this, it is advisable to use one of the indicators characterizing the financial condition of the organization, in particular the current liquidity ratio. Depending on the value of the current liquidity ratio, all organizations are divided into three groups:

• -liquid (current liquidity ratio is greater than or equal to 1.7);
• -transitional state (current liquidity ratio is in the range from 1 to 1.7);
• -illiquid (current ratio less than 1).

Determining the position of an organization using the current liquidity ratio allows, to a certain extent, to take into account the financial condition of the organization, which is especially important in conditions of ineffectiveness of the bankruptcy procedure.

The matrix for the formation of a multifactor competitive market map, developed on the basis of the current liquidity ratio, consists of eleven provisions that allow assessing the competitiveness of the organization.

Depending on the position occupied on the multifactor competitive map, an organization may belong to one of five groups:

• -market leader (places 1 and 2);
• -with a strong competitive position (places 3 and 4);
• -with an average competitive position (places 5 and 6);
• -with a weak competitive position (places 7 and 8);
• - market outsider (places 9-11).

However, the current liquidity indicator does not fully allow us to assess financial position organizations on the market, therefore, for a more accurate assessment, it is proposed to use a complex financial indicator “rating number”.

“Competitive position is the position that an enterprise occupies in its industry in accordance with the results of its activities and its advantages and disadvantages compared to other enterprises.”

Relevance of the topic. Modern theory of competition is not complete from the point of view of general economic theory. However, research from several scientific schools of competition helped create general laws and concepts, on the basis of which the main applied areas used in management were developed. Meanwhile, the developed mechanisms for assessing the interaction between the competitive and internal environment of an enterprise do not allow determining the effectiveness of decisions in terms of improving or strengthening the competitive position of the enterprise relative to other manufacturers. Methodological developments in this area are limited by the need to comprehensively study the external environment of the enterprise, which is difficult in modern conditions due to increased intensity of competition in all product markets, including food markets. On the other hand, with the help of management decisions, enterprises form and change the competitive environment of the market, therefore, the use of a method that allows one to assess the competitive position of an enterprise in the market will allow one to choose the most effective directions for a survival strategy in dynamic economic conditions.

The purpose of the study is to develop a method for assessing the competitive position of an enterprise. The main tasks to be solved to achieve it are:

1. Studying the approaches of various researchers to defining the categories of competitive position, competitive advantages and competitiveness of an enterprise.

2. Analysis existing methods determining the competitive position of the enterprise and identifying limitations of their application.

3. Development of a method for assessing the competitive position of an enterprise.

Competitive strategy of the enterprise. Marketing as a system for ensuring the competitiveness of an enterprise. Strategies and marketing mix of an enterprise. Competitive strategy of the enterprise.

A competitive strategy is a set of rules and techniques that an enterprise must follow if its goal is to achieve and maintain competitiveness in the relevant industry. Consequently, the competitive strategy of an enterprise is focused on achieving competitive advantages that ensure the best and stable long-term financial position of the enterprise, as well as gaining a strong position in the market.

Scheme of determining factors for the strategic success of an enterprise based on achieving competitive advantages taken into account during the formation competitive strategies, is presented below. Scheme of determining factors of enterprise competitiveness. A firm's strategic success depends on having a long-lasting and sustainable competitive advantage.

The duration of a competitive advantage is determined by the enterprise's ability to maintain and protect it from possible reproduction by competitors.

The sustainability of competitive advantage is determined by three factors: the source of the advantage; the number of sources of advantage for the enterprise and the ability of the enterprise to find new sources of competitive advantage. The competitive advantages of an enterprise can be classified according to the following criteria:

* according to the degree of their stability (with low, medium and high degrees of stability);

* competitive advantages with a low degree of sustainability. This type of competitive advantage is easily available to competitors. For example, the competitive advantage of cheap labor or raw materials, achieving economies of scale from the use of technologies, equipment or methods that are readily available to competitors;

* competitive advantage with an average degree of sustainability. This type includes competitive advantages that are maintained for a longer period of time. For example, differentiation based on unique products or services, company reputation, established product sales channels;

* competitive advantages with a high degree of sustainability. This type of competitive advantage requires a combination of large capital investments and high quality performance. This category includes new discoveries, new technologies and other possibilities of use or time to achieve (real and potential competitive advantages);

* real competitive advantages that determine the current competitive position of the enterprise in the industry;

* potential competitive advantages that serve as the basis for the future desired competitive position.

* areas of competition or scale of enterprise activity (local, national, global competitive advantages).

* local, which are achieved within the environment (region, locality) where the enterprise is based;

* national, which are determined by the advantages of the country where the enterprise is located;

* global related entrepreneurial activity enterprises on the world market.

Two approaches to the formation of competitive strategy are market orientation and resource orientation.

Market orientation. Harvard School specialists (M. Porter and others).

A clear focus on sales markets and the choice of one of several types of universal strategies: leadership in cost reduction leadership in differentiation focusing on one of these areas, in relation to a certain group of buyers, a certain part of the product or in a certain geographic market (in a narrow market niche).

Below are three main approaches to ensuring the competitiveness of an enterprise. Approaches to ensuring the competitiveness of an enterprise. Goals and methods of ensuring strategies. Cost leadership strategy. Differentiation strategy. A strategy of focusing on a narrow market niche. Strategic goal. Gaining a large market share. Conquest narrow niche a market where the needs and preferences of buyers differ significantly from other market participants. The basis of competitive advantage. Ability to provide general level lower costs than competitors Ability to offer customers something different from competitors' products. Lower costs in meeting the needs of a given market niche, or the ability to offer customers in that niche something specifically tailored to their needs and tastes. Range of manufactured products. Good basic product with few modifications (good quality but limited customer choice). Many varieties of goods, wide choice, emphasis on advertising several particularly important features. Product differentiation. The range is tailored to meet the special needs of the selected market segment. The basic principle of organizing production activities. Constant search for opportunities to reduce costs without losing the achieved level of quality and essential parameters of the product. Finding new ways to better satisfy customer needs. Individualization of goods in accordance with the special needs of buyers of a selected market niche. Principles of organization marketing activities. Forming demand for a product in such a way that it is possible to continue to produce a product with those properties, 1. Endowing the product with all the properties that the buyer is willing to pay for

2. Charging buyers a premium price to cover. Accenting unique feature the seller to satisfy the very specific needs of buyers, which provide conditions for maintaining low costs of additional costs for providing the product with additional properties.

Methods for maintaining strategy stability:

1. Maintaining balance (price / quality).

2. Maintaining superiority over competitors in terms of costs.

3. Strengthening the image of the enterprise by focusing on distinctive properties goods.

According to proponents of market orientation, the strategic success of an enterprise is a function of two variables: the attractiveness of the industry in which enterprises compete, and the competitive position of the enterprise in this industry. Factors that determine the competitiveness of an enterprise within the framework of a market approach to the formation of a competitive strategy. An attractive competitive position results from having a competitive advantage in certain capabilities, including, for example, new product development and the choice of customer segments served, the geographic location of the enterprise, the degree of vertical integration of the enterprise, and the diversification of the enterprise, the targeting or selection of which is central to strategy. In turn, the choice of opportunity can influence industry structure. A convenient tool for comparing the various strategic business areas in which business units operate is a special matrix developed by the Boston Advisory Group (BCG).

Boston Advisory Group Matrix

In this matrix, to determine the development prospects of an organization, it is proposed to use a single indicator - growth in demand. It gives the vertical size of the matrix. The horizontal size is determined by the ratio of the market share owned by its main competitor. This ratio should determine the organization's comparative competitive position in the future. The BCG matrix offers the following classification of types of strategic business units in strategic business zones: “stars”, “cash cows”, “wild cats” and “dogs” and suggests appropriate strategies for each of them.

BCG Matrix - universal tool to analyze the product portfolio. There are four groups of products, for each of which there is a priority strategy. Products with low growth rates and large market shares - "cash cows" - require little investment and yet generate a lot of profit. They are a source of funds for the development of the company. The optimal strategy in relation to them is “harvesting”. "Stars" have a high growth rate and bring a lot of profit. They are market leaders, but maintaining their position in the market requires investment. At the maturity stage, “stars” turn into “cash cows”. "Dogs" have a small market share and low growth rates. Their production costs are relatively high compared to their competitors. If these are not related products that are needed to maintain the assortment, then optimal solution- remove them from the range or stop investing in them. And finally, “problem children” (or, in other words, “wild cats”) - growth rates are high, but the market share is small. Increasing market share requires investment. If these are promising products, it makes sense to invest money in their development to transform them into “stars”. If you do not support “difficult children,” their growth will slow down and they will become “dogs.” The activities of an enterprise are schematically depicted in the form of a value chain and a value system. Value chain and value system Incentives that represent structural determinants become important when choosing and forming a competitive strategy within the market approach (Determinants of demand are factors other than price that influence demand. Determinants of demand include: - the level of personal disposable income of consumers; - inflationary or deflationary price expectations; - changes in prices for related goods; - socio-economic factors: market size, advertising, tastes and preferences, seasonality, changes in legislation, disasters, etc.) differences among competing enterprises in costs or preferences and behavior of a consumer or group of consumers. Incentives are at the heart of the sources of competitive advantage. Most of significant incentives include the scale of activity, the accumulation of knowledge in the process of activity, the location of production facilities of the enterprise, the timing of investment in the process of activity, the degree of integration of the enterprise, government regulation, etc. Some group of incentives determines both relative costs and differentiation. The composition and significance of individual incentives varies depending on the activities of the enterprise and industry.

II resource orientation. Considered as an alternative to the market-oriented strategy development scheme. According to supporters of the resource approach (E. Rühli, R. Hall), in contrast to the market approach, which involves determining the need for resources depending on the position of the enterprise in the market, the resource approach is based on the assertion that the market position of the enterprise is based on its resource potential, that is, the basis for choosing a strategy is the resources of the enterprise and their management. The competitiveness of an enterprise in the long term depends on the right choice resources and the ability to combine resources better, more original and faster than its competitors. The resource approach to strategy formation is based on the fact that each company has a variety of resources acquired in the factor markets and “accumulated” in the process of its activities, as well as the ability to combine them with its capabilities (qualified personnel, technical means etc.) and goals. An original and effective combination of resources in comparison with competitors in foreign economic literature has received the definition of key competencies of an enterprise (competencies - translated from English means competencies, skills, abilities). Key competence, in turn, is based on tangible and intangible competencies. The technical and technological capabilities of the enterprise (unique technology, highly specialized equipment, etc.) are considered as material competence, which serve as the basis for development key competencies in a strategic aspect. An example is Japanese companies (Honda, Canon, Sony, etc.), which had basic technologies in the field of precision mechanics and optics, microelectronics, internal combustion engines, miniaturization, etc., which provided them with key competencies in the manufacture of a number of high-tech products and components. While the effect of possessing tangible core competencies is obvious, intangible competencies, which include functional competencies and organizational culture, are difficult to perceive, since they do not have a tangible form in the usual sense and, therefore, their role and significance are not always clearly visible. in achieving enterprise success. A resource-based approach to justifying the choice of a competitive strategy should not be considered as an alternative to a market approach, since it cannot be separated from other structural components of competitive advantage, including scale of activity, specialization, optimal degree of integration, etc. Thus, the resource concept of the enterprise must be present in all strategic developments, while the role and importance of intangible key competencies in achieving stable competitiveness of the enterprise should not be ignored. It is necessary to distinguish between a competitive market penetration strategy and a competitive market presence strategy. The market penetration strategy has a direct impact on the long-term presence of the product on the market and largely determines the choice and development by the management of the enterprise of a subsequent competitive strategy for market presence, and ultimately the competitiveness of the enterprise. According to foreign experts, due to the lack of proper attention to the formation of this strategy, in 80% of cases a new product fails in the market. Below is a model of market penetration strategy. General concept of developing a market penetration strategy. The general concept of forming a penetration strategy and long-term presence includes:

* decision of the enterprise management regarding entry into the market - about the time of entry;

the amount of investment at entry and during the entry period and their distribution; sphere of competition.

* structural characteristics of the product or industry market;

* characteristics of the enterprise itself; * mutual influence of all these elements on the long-term presence of the product on the market.

The main stages of forming a competitive strategy of an enterprise

Scheme for the formation of enterprise strategies. The concept of a functional strategy of an enterprise is associated with the functional services (departments) of the enterprise and is used to indicate the direction of activity of a particular functional service or department within the framework of the overall strategy of the enterprise.

IN market economy Enterprises mainly develop the following functional strategies:

marketing strategy, financial strategy, quality strategy, innovation strategy (or R&D strategy), production strategy, social strategy, organizational change strategy, environmental strategy. The functional strategies of an enterprise are directly related to the implementation of its competitive strategy and have priority for its successful implementation.

Competitive position of the product

High avg. low

high average

market attractiveness

Figure 1.4. Analysis of the competitive situation

In order for expert assessments to be more reasonable, the following procedure is used. First, experts select the factors that most influence the attractiveness of a particular product market for an enterprise. There are seven such factors: market size, market growth rate; intensity of competition in the market; price level; sales profitability; complexity of production technology; degree of government regulation.

The experts are then asked to evaluate the relative importance of each of the factors they have selected for the enterprise. Next, they determine the extent of their influence on the company's ability to achieve success in sales in this market. Based on previously obtained relative estimates of the importance of factors, all survey results are weighed and, taking into account the results obtained, the market is classified into one of three categories: low, medium and high attractiveness (horizontal). The same procedure occurs when determining the competitive position of a product in the market. In accordance with the results obtained, the product is classified into one of three categories: high, medium and low. As a result, we get a three-by-three matrix in which we can place the “product-markets” mastered by the enterprise, depending on the combinations of the obtained assessments.

Specialists from Shell Chemicals (a division of the Shell concern), who have long used the above-described tool to analyze the competitive positions of their products, recommend using certain strategies for each element of the matrix. In their opinion, the strategy should be different for each cell (variants of these strategies are indicated by numbers in the cells of the matrix).

1. The leader is best option– the product occupies a strong position in a highly attractive market. It is necessary to strengthen or support such a product as much as possible, increasing production or sales volumes;

2. Growth leader. This requires investments to increase the volume of this product in accordance with the expansion of the market. As a rule, sales of such a product will be profitable and its development is possible on the basis of self-financing.

3. We must try harder. Such a position may not be sustainable in the future. Investment needed to strengthen competitive position of this product in this market.

4. Source of profit. The product brings high profits, and no investment in support is needed.

5. Handle with care. Caution is required when investing in this product as it is not a market leader and the latter is not very attractive.

6. Double up or quit. A strict selective policy is needed here - some modifications (types) of goods must be abandoned, and the remaining ones must be promoted more actively on the market.

7. Careful retreat. The prospects for making a profit here are not high and therefore it is necessary to organize a careful withdrawal of resources from this segment of the enterprise’s operations.

8. Careful retreat. Accurate removal of resources from this segment of the enterprise's operations.

9. Care “in English”. Here the enterprise will only lose money, so it is necessary to get rid of such a “product-market” combination as quickly as possible.

Thus, analysis using the Boston matrix and the McKinsey matrix makes it possible to carry out a clear gradation of the enterprise’s product range and select those that are most promising.

Another most well-known method can be considered a method that uses as the main approach the assessment of a product (service) of an enterprise based on quality and price indicators or, as an option, on quality indicators. The starting position of the method is that the higher the competitiveness of the manufacturer, the higher the competitiveness of its products.

As a quality indicator, a general indicator assessed by a comprehensive method is most often used. To evaluate, we first determine the range of consumer properties by which the consumer usually judges the quality of the product.

The most competitive product is the one that has optimal ratio price and quality, determined by formula 1.1:

Kt=K/C, (1.1)

where, Kt is an indicator of the competitiveness of the product;

K – indicator of product quality;

P is an indicator of the price of a product.

This method(Appendix B) reflects that the greater the difference between the consumer value of a product for the buyer and the price he pays for it, the higher the margin of competitiveness of the product for the consumer.

The study of the competitiveness of goods sold on the market should be carried out continuously and systematically. This will make it possible to catch the moment of the beginning of an intensive decline in the level of competitiveness and make an appropriate decision. Regardless of the objectives of the study, the basis for assessing competitiveness is the study of market conditions.

After selecting the products for which the analysis is planned, based on a study of the specific market and buyer requirements, the parameters by which the assessment is carried out are determined. In this case, part of the parameters characterizes the consumer properties of the product (its use value), and the other part characterizes its economic properties (cost). The consumer properties of each product are described by a set of “hard” and “soft” consumer parameters.

“Hard” parameters describe the most important functions of the product and the main characteristics associated with them, specified by the design principles of the product. The most representative group of “hard” parameters are technical, which are divided into purpose parameters (technical efficiency, design), efficiency, and regulated. “Soft” parameters characterize aesthetic properties product (design, color, product packaging, etc.).

Next, a hierarchy of these parameters is established, highlighting those that have the greatest “weight” for the consumer. Determining the “weight” of each parameter is entrusted to a group of experts formed at the enterprise who have reliable market information. The parameters that have the greatest “weight” (priority ones from the point of view of competitiveness) first of all become objects of thorough research. Using a similar scheme, a set of economic (cost) parameters characterizing its basic economic properties is determined. The value of economic parameters is determined by the price of the product, the costs of its transportation, installation, personnel training, etc. Taken together, these costs constitute the price of consumption. The determination of a set of economic parameters, their assessment and “weighting” are carried out with the same accuracy as consumer parameters, and the sample in both cases must be the same.

The calculation of the integral indicator of relative competitiveness is based on a comparison of its parameters with the parameters of an existing (or being developed) product that most fully reflect the needs of the buyer. Market research provides information about the nature of buyer requirements. To estimate the relationship between sample parameters, it is necessary to quantify these data. Each “hard” parameter has a certain value, expressed in certain units: millimeters, kilowatts, etc. Using this value, the buyer sees how much the product property expressed by this parameter satisfies his need.

Based on all of the above, we can conclude that the most suitable strategies for Mart-Auto LLC are differentiation and price leadership, since the car service market is very large and the use of other strategies is difficult and uncompetitive.

Strategy development begins with an analysis of the external and internal environment. The starting point for such an analysis is SWOT analysis, one of the most common types of analysis in strategic management. SWOT analysis allows you to identify and structure the strengths and weaknesses of a company, as well as potential opportunities and threats. This is achieved by comparing the internal strengths and weaknesses of their company with the opportunities that the market gives them. Based on the quality of compliance, a conclusion is drawn about the direction in which the organization should develop its business, and ultimately the allocation of resources to segments is determined.

The purpose of SWOT analysis is to formulate the main directions of development of an enterprise through systematization of available information about the strengths and weaknesses of the company, as well as potential opportunities and threats.

The first step of a SWOT analysis is to assess the company's competitive and market position. This stage will allow us to assess the situation outside the enterprise and understand what opportunities we have, as well as what threats we should be wary of (and, accordingly, prepare for them in advance).

1. Demand factors and economic factors.

The size of the dairy market is approximately 40 million tons in volume terms and is estimated at various sources from 4.5 to 6 billion dollars per year.

The Russian dairy market is currently developing quite steadily and successfully. Market growth rates are estimated at 4-5%. The undisputed leader of the Russian dairy market in last years is the Wimm-Bill-Dann company - its share, according to research, was 38%.

The growth rate of sales volumes of Wimm-Bill-Dann OJSC is 8-10%, which exceeds the growth rate of the size of the dairy products market. This is due to the fact that the company sells high-quality products at an affordable price.

The demand structure of Wimm-Bill-Dann OJSC is practically no different from the general demand structure. On a positive note here is that the company quickly responds to any changes in the market and adjusts the size of supplies of certain types of dairy products.

2. Competition factors.

An important component of an enterprise’s marketing activity is determining the composition of business entities operating in the product market. In other words, studying competitors.

The purpose of marketing research the company's position in competition and the competitiveness of its individual products is the collection and analysis of information necessary for choosing competitive strategies. The choice of the latter is determined by the results of studies of the following two circles of problems. First, it is necessary to establish the attractiveness of the industry in the long term. Secondly, it is necessary to determine the competitive position of the firm and its products in comparison with other firms in the industry.

Often, issues of determining a position in competition are considered only from the point of view of solving the second set of problems. Although, of course, first of all, it is necessary to determine the prospects of this business in general, that is, to consider the first set of problems.

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In Fig. Figure 2 depicts five competitive forces that determine the attractiveness of an industry and the position of a given firm in competition in this industry, namely: 1. The emergence of new competitors. 2. Threat of replacing this product with new products. 3. Strength of suppliers' position. 4.Strength of buyers' position. 5. Competition among manufacturers in the industry itself.

Analyzing the company’s position from the point of view of the arrival of new competitors, we can say the following:

• 1. On this moment The barrier to entry into the industry is quite high, because firstly, in the dairy market there is a large number of competing manufacturers, and secondly, among them there are very large and strong enterprises that market the product on a large scale and have relatively low production and distribution costs. In this regard, we can conclude that a company with a relatively strong position in the interregional market generally does not have to fear potential competitors.
• 2. However, provided that sufficiently large investments are made, both in production and in product promotion, new enterprises have a chance to gain a significant market share, thereby reducing the company’s market share.

The strength of the supplier position is largely determined by the type of market in which suppliers and industry enterprises operate. There are a sufficient number of suppliers of raw materials for the production of dairy products on the territory of the Russian Federation. At the same time, the cost of switching a manufacturer from one supplier to another is not critical. For this reason, despite some ability to influence the market, suppliers cannot dictate the rules of the game in the market.

Let's consider the fifth group of factors characterizing competition in the industry itself. For each product market, the most dangerous (priority) competitors must be identified.

• 1. Competitors of the first category are national manufacturers with modern production capacity, a nationally developed distribution network and nationwide brands. On average, one such manufacturer has sales volumes of $15.2 billion, a distribution network and federal advertising. These manufacturers include:
• 1. “Danon” - sales volume amounted to 15.2 billion dollars.
• 2. “Unimilk” - share in the dairy products market - 12%.
• 3. “Ehrman” - share in the dairy products market - 2%.
• 4. “Campina” - share of the dairy products market - 2%.
• 2. Competitors of the second category are regional manufacturers. They are concentrated in the Moscow region and other regions. On average, such a manufacturer has distributors in the regions and provides local advertising.

These include the remaining 35% percent of competing enterprises.

The overall competitive position of Wimm-Bill-Dann OJSC is presented in the Table. 1 The “+” sign in this table means a good position, the “-” sign means a worse position, and the “=” sign means a relatively equal position.

Table 1

So, as can be seen from the Table, in general, the position of Wimm-Bill-Dann OJSC in the dairy products market is good, however, you should pay attention to the equal price level of most competitors, which, in turn, is paid off by the quality of Wimm-Bill OJSC products -Dann”, confirmed by various certificates and health safety.

The share of each company in the dairy market is presented in Fig. 3.

As can be seen from Fig. 3, the most serious competitor for Wimm-Bill-Dann OJSC is Danon.

A positive aspect of Wimm-Bill-Dann OJSC is the low price of high-quality products, which is important for current customers.

3. Factors of purchasing and marketing products.

WBD provides direct delivery to large network clients. The company sells products to well-known chains of grocery stores: Auchan, Lenta, Kopeika, Karusel, Perekrestok, Paterson, etc., as well as in small chains of stores and supermarkets located in the most visited shopping centers: City, Global City, Troika, Atrium and many others.

In addition, WBD products are sold to the wholesaler Metro, whose customers are primarily small and medium-sized businesses that purchase WBD products wholesale for resale or routine commercial use.

4. Quality and range of products.

The quality of a product is the main component of its competitiveness. When determining the quality of a product, one should try to identify the most preferred properties of the product for the consumer. It should be borne in mind that it is almost impossible to impart all the desired qualities to a product, and it does not make sense from the point of view of the requirements of specific market segments.

Quality control of food products remains one of the most pressing issues of food security. The quality of products on Russian shelves during the economic crisis may deteriorate. In times of crisis, the price of the product comes to the fore, and manufacturers most often look for ways to reduce the cost of their goods at the expense of the quality of the product.

Manufacturers must be aware of their social responsibility for the health of their consumers and contribute to strengthening the health of the nation. Consumers must be confident in the quality of the product and in the responsible attitude of the manufacturer towards its production.

Wimm-Bill-Dann's strategy is to produce high-quality and useful products.

You can improve the quality by starting to produce products with various additives that are beneficial to human health and strengthen it.

According to specialists from the Research Institute of Nutrition of the Russian Academy of Medical Sciences, today about 80% of Russians suffer from a lack of vitamins and other substances necessary for normal human life in their bodies. There is an urgent need to create qualitatively new, enriched food products that are familiar to the consumer in terms of taste characteristics, and at the same time carry a powerful charge of health. Specialists from the research center of the Wimm-Bill-Dann company, together with the Research Institute of Nutrition of the Russian Academy of Medical Sciences, have already developed new series"Bio-Max".

Competitive and market positions of Wimm-Bill-Dann JSC

Possibilities
Regional expansion, increasing market share, increasing production volumes	Possible decline in consumer demand
The ability to create qualitatively new products that are combined with the concept of a healthy lifestyle developed by the company	Considerable degree of wear and tear on equipment and specialized equipment
Good growth potential in the market baby food and mineral water	Increased competition
Participation in the government procurement program in the dairy market	Rising prices for raw materials and, as a result, decreasing profitability
Export development