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Consider the existing approaches to the classification of methods for assessing the competitiveness of an enterprise:

Graphic methods for assessing competitiveness;

Expert methods for assessing the competitiveness of an enterprise

Matrix methods for assessing competitiveness;

Index methods for assessing the competitiveness of an enterprise

Graphical methods competitiveness assessments are based on the construction of the so-called competitiveness polygon (Figure 1.2.1).

The construction of this polygon is as follows: competitiveness factors are selected (their number is arbitrary and depends on the industry, field of activity, etc.). The number of outgoing beams from the zero point is determined depending on these factors. Further, on each scale, evaluation criteria are set from 0 to a selected value, for example 6. For the compared enterprises, the strength or weight of each factor is determined, and connecting lines are drawn between the rays forming an irregular polygon. Fig. it will be seen how the enterprises differ from each other in the chosen criteria.

Fig. 1. Competitiveness polygon

This graphical method has great clarity and simplicity. However, its disadvantage is the impossibility of determining the total integral indicator, which depends on the degree and share of the influence of each factor on different enterprises.

Matrix methods enterprise competitiveness assessments include the following:

Ansoff Matrix;

McKinsey Matrix;

M. Porter's Matrix of Competitive Forces;

BCG Matrix (Boston Consulting Group).

These methods of assessing competitiveness are based on the use of a matrix - a table with interrelated elements.

The BCG matrix considers two estimated components: the rate of market growth and the relative share of the enterprise in the market. It is based on the theory of the life cycle of an enterprise or product. There are several types of products in the company's portfolio, products that have different values for the company. Some bring a significant amount of profit in the short term, others are in decline due to lack of demand, others require investments to generate income in the future, etc.

This matrix allows you to simply and visually analyze market trends and the competitive position of various product groups on the market. However, its disadvantage and limitation should be considered a significant inaccuracy, difficulty in assessing the size of the market, the growth rate of the market and the share of the enterprise in it. Moreover, the estimated indicators "market growth" and "market share" are not always a factor of success and an indicator of market attractiveness.

Rice. 1.5. Boston Advisory Group Matrix This method compares portfolio positions in large corporations to ensure the right mix of units that need capital to grow with those that have surplus capital. To determine the development prospects of each enterprise, one indicator is used - an increase in the volume of demand for the enterprise's products. It determines the vertical size of the matrix. Horizontally, the ratio of the market share owned by the given enterprise and the market share owned by its main competitor is set. This ratio determines the comparative competitive position of the enterprise in the future. BCG offers the following management solutions for the corporation:

“Stars” - enterprises with a high market share and high growth rates need to be protected and strengthened; with the advent of maturity, "stars" can turn into "cash cows";

"Dogs" - the least efficient of the enterprises that are part of the corporation; it is necessary to get rid of them as much as possible, if there are no compelling reasons to preserve them;

cash cows require tight capital controls;

“Wild cats” are the most promising enterprises, with effective management they can be turned into “stars”.

This is a simplified analytical method for assessing the competitiveness of the positions of enterprises in the same portfolio. The use of this method is limited: only in stable conditions of the enterprise and at steady growth rates

The MacKinsy matrix is a more advanced form of the BCG matrix. As can be seen from Fig. 2, it no longer consists of 4 but of 9 quadrants and characterizes the long-term attractiveness of the industry and the competitive position of the enterprise in it.

Market appeal	Competitive position of the business unit

		Investing, growing, holding positions
	Investing, growing, holding positions	Segmentation and Selective Investing	Harvesting, leaving the market
	Segmentation and Selective Investing	Harvesting, leaving the market	Harvesting, leaving the market

Rice. 2. MacKinsy Matrix

It is a multi-factor matrix that takes into account a large number of influences.

The criteria for determining market attractiveness can be:

Market growth rate;

Market volume;

Competitive struggle in the market;

Barriers to entry, etc.

For the competitive position of the business unit:

Market share;

Share growth;

Product quality;

Brand reputation;

Sales network, etc.

By assigning a certain weight to each criterion in%, it is possible to determine the competitive position of a business unit or product. The position of a business unit on the matrix can be represented as follows (see Figure 1). Product A with a relative market share of 25% and with a market size indicator equal to the diameter of the circle and the tendency to move to a certain quadrant of the matrix indicated by the arrow.

Fig. 1. Business unit

The main disadvantage of this matrix is the difficulty and subjectivity in determining the weight of any factor.

More complex in assessing the competitiveness of enterprises are index methods. The implementation of index methods provides for:

1. Selection of several analogous enterprises to create a comparative base.

2. Determination of the most important indicators affecting the level of competitiveness of the enterprise.

3. Determination of the coefficients of influence for each indicator.

4. Assessment of the enterprise for each enterprise.

5. Calculation of the enterprise competitiveness index.

The main methods are

Determination of the competitiveness of an enterprise by the level of competitiveness of its products, namely: by the price-quality ratio, that is, by the consumer properties of the goods;

Method by the level of production costs, profit rate, sales volume, etc. The company that has the higher specified indicators also has a higher competitive position in the market;

integral method based on the comparison of 2 criteria: degree

Satisfaction of consumer needs and production efficiency (indicators of profitability, capital, assets, asset turnover).

If the integral indicator is 1, the level of the analyzed enterprise is equal to the level of competitiveness of the competing enterprise, if it is less than 1, then the investigated firm is less competitive and vice versa.

Assessment of the competitiveness of an enterprise also involves the determination of indicators that are significant from the point of view of consumer requirements, and their allocation into groups of economic and consumer parameters. It should be noted that indicators of interest to a specific consumer must comply with the established safety and environmental requirements. Otherwise, further assessment of the competitiveness of the enterprise is impractical.

The methodology involves comparing the competitiveness of the products of a particular enterprise with the basic analogue products. In a comparative analysis, the products of a particular enterprise and the basic analogue product must meet the following requirements: the same value of the classification indicators; belonging to one market segment; availability of products on the market during the evaluation period.

The assessment of the competitiveness of products (analyzed and basic) is determined by the formula:

Ai = ∑diLi ,

where Ai is an integral assessment (competitiveness index) of the i-th product;

di - the share of importance of the i-th indicator in the sum of the importance indicators;

Li - index determined by the formula

Li = Ximin / Ximax,

where Xi min, Xi max are respectively the minimum and maximum values of the characteristics among the ideal and analyzed products.

Hence, the methods for assessing the competitiveness of an enterprise in a specific market or its segment are based on a thorough analysis of the technological, production, financial and marketing capabilities of the enterprise; it is designed to determine the potential capabilities of the enterprise and the measures that the enterprise must take to ensure competitive positions in a specific market.

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An integral indicator of the quality of service among consumers is determined by the following typical indicators:

1) the image of the manufacturer;

2) the legal reliability of the manufacturer;

3) financial reliability (sustainability) of the manufacturer;

4) the quality of information about the product;

5) the quality of the product packaging;

6) the quality of service of the trade organization;

7) the quality of delivery and installation (assembly) of the goods;

8) the quality of the warranty service for the goods;

9) the quality of the repair (restoration) of the goods;

10) the quality of monitoring and diagnostics of the market mechanism, etc.

Generally The competitiveness of the product is assessed by comparing the parameters of the analyzed product with the parameters required by the consumer, or with the parameters of the sample product. The compared parameters must be expressed in the same measurement values. The comparison is made by groups of technical and economic parameters.

but each one group goods has its own groups of specific quality indicators. Fatkhutdinov R.A. notes that in most textbooks, study guides and monographs on product quality in quality indicators included indicators economical use of raw materials, materials, energy and labor resources (labor intensity) for the life cycle of products.

Other authors prove the illegality of such an approach, since the cost elements constitute the second (resource) side of the product, which is one of the factors of its competitiveness. The inclusion of resource indicators of goods in the composition of quality indicators removes the resource intensity of the goods from the composition of management objects, as a result of which no one systematically deals with it and the resource intensity of domestic goods for their life cycle is approximately 3-4 times higher than that of the best similar world samples.

Of interest solving the problem of assessing the level of competitiveness of products by Western scientists. By price indicators of comparative cost and comparative profitability of products assess competitiveness English economists... When assessing the price competitiveness of a product, it is considered competitive if its selling price, design and quality indicators are not inferior to their counterparts on the market.

3) analysis of the competitiveness, efficiency and sustainability of the main competitors at the exit of the organization, external threats and opportunities, internal strengths and weaknesses of competitors;

4) analysis of the mechanism of operation of the law of competition in the industry, antimonopoly legislation, the form (structure) and strength of competition in the industry;

5) analysis of the factors of the macroenvironment of the country and the infrastructure of a given region (city), which have a positive and negative impact on the organization;

6) analysis of the mechanism of operation of the law of competition at the entrance of the system, antitrust laws and the strength of competition among the suppliers of the organization;

7) analysis of external threats and opportunities, internal strengths and weaknesses of the organization in comparison with competitors in the supporting subsystem, i.e. in the legal, methodological, resource, information support of the organization;

8) analysis of the strengths and weaknesses, threats and opportunities of the organization in its organizational, technical and social development ("process" in the system);

9) analysis of the quality of the controlled subsystem of the management system in terms of the formation of a system of indicators of quality and resource intensity of goods, the quality of their service, market infrastructure, the organization of analysis of the effectiveness of these areas of activity and the formation of measures to improve them;

10) analysis of the quality of the management subsystem of the organization's management system in terms of personnel management for the development and implementation of strategic and tactical management decisions;

11) analysis of the structure, content and quality of links in the system of strategic marketing, innovation and production management, tactical marketing, establishing their strengths and weaknesses;

12) analysis of the competitiveness of manufactured goods, innovations and services performed, personnel and technologies, the organization as a whole;

13) analysis of the efficiency of resource use and profitability of production;

14) analysis of the sustainability of the organization;

15) the establishment of strategic and tactical factors of the competitiveness of goods, the efficiency and sustainability of the organization's functioning in order to develop its strategy on their basis. At this stage, all previous work is synthesized.

It should be noted that the approaches to assessing competitiveness cannot be the same for the stages of strategic and tactical marketing. At the stage of strategic marketing, as the first stage of the product life cycle (spatial aspect) and the first management function (time aspect), competitiveness standards are developed for a long period, and at the tactical marketing stage, work is carried out to materialize at the manufacturer and sell strategic competitiveness standards on the market, as well as to adjust these standards. Therefore, when measuring the competitiveness of an organization at the stage of strategic marketing, priority should be given to a dynamic approach, predicting future states in the present based on the past.

Most of the methods for assessing the competitiveness of enterprises are based on the use of various methods for analyzing production activities, financial position, investment efficiency, etc.

Competitiveness assessment individual authors propose to conduct enterprises according to five particular indicators characterizing the efficiency of production activities, the financial position of the enterprise, the effectiveness of the organization of sales and promotion of goods, the competitiveness of the goods and the effectiveness of the innovation project.

Bolodurina V.A.

Student, Khabarovsk Academy of Economics and Law

METHODS FOR ASSESSING THE COMPETITIVENESS OF THE ENTERPRISE

annotation

The article discusses several methods for assessing the competitiveness of an enterprise, which will allow for a qualitative analysis of specific competitive positions.

Keywords: competitiveness, methods of assessing competitiveness

Bolodurina V.A.

Student, Khabarovsk Academy of Economics and Law

METHODS OF ASSESSING THE COMPETITIVENESS OF ENTERPRISES

Annotation

The article deals with several methods of valuation of competitiveness of the enterprise that will make a qualitative analysis of the specific competitive position.

Keywords: competitiveness, competitiveness evaluation methods

1.The concept of competitiveness

The concept of competitiveness has begun to play an important role in the activities of modern enterprises.

Under the competitiveness of an enterprise, it is customary to understand its ability to be in demand and successful in the market, compete with competing firms and receive more economic benefits in comparison with suppliers of similar products.

In general, competitiveness is a complex characteristic and it can be expressed through a set of indicators. To determine the position occupied by an economic entity in the domestic and foreign markets, it is necessary to assess its competitiveness.

The assessment of competitiveness, which must be carried out by companies, is often based on intuitive feelings, however, it can be quite formalized by describing a range of indicators that allow the assessment itself and allow you to highlight the directions of increasing competitiveness through the identification of influencing factors.

The indicators that can be used to assess the competitiveness of a company are different and their set may differ depending on the assessment methodology used.

In modern science, there are six main approaches to the definition of competitiveness.

According to the first approach, competitiveness is considered in terms of advantages over competitors.

The second approach is based on A. Marshall's theory of equilibrium. The manufacturer has no reason to move to another state, and he reaches the maximum profit and sales level.

The third approach is to assess the competitiveness of product quality based on the compilation of polygonal profiles for various characteristics of competence.

The fourth approach is a matrix methodology for assessing competitiveness, it is implemented through the compilation of matrices and a preliminary choice of strategy.

The fifth approach is structural, in accordance with it, the position of an enterprise can be assessed through such indicators as: the level of monopolization of the industry, the presence of barriers for new enterprises entering the market.

The sixth approach is functional, its representatives determine the ratio between costs and prices, the volume of utilization of production capacities, the amount of products produced and other indicators. In accordance with this approach, companies are considered competitive, in which production and further sale of goods are better established, and financial resources management is more efficient. For example, this is the approach taken by Dun & Bradstreet, a well-known American consulting firm.

The first group is the indicators that characterize the efficiency of production and trade activities of the enterprise. Among them, one can single out: the ratio of net profit to the net value of tangible assets, the ratio of net profit to net sales, and the ratio of net profit to net working capital is also used.

The second group of indicators is indicators of the intensity of the use of fixed capital and working capital. Representatives of this group include: the ratio of net sales to net working capital, the ratio of net sales to the net value of tangible assets, the ratio of fixed capital to the value of tangible assets, the ratio of net sales to the value of inventories and the ratio of inventories to net working capital.

The final group of indicators is represented by indicators of financial performance. These are such characteristics as: the ratio of current debt to the value of tangible assets, the ratio of current debt to the value of inventories, the ratio of working capital to current debt, the ratio of long-term liabilities to net working capital.

We believe that the latter approach to determining competitiveness is the most accurate and most fully reflects the market situation.

2. Methods for assessing the competitiveness of enterprises

To date, many methods have been developed for assessing the competitiveness of enterprises, they can be classified in this way (Table 1).

Table 1 - Methods for assessing the competitiveness of enterprises

3. Analysis of existing assessment methods

Matrix estimation methods are simple enough and provide descriptive information. Moreover, they are based on considering the process of competition in development and, if truthful information is available, make it possible to carry out a sufficiently high-quality analysis of competitive positions.

The methods, which are based on assessing the competitiveness of products, link the competitiveness of an enterprise and the competitiveness of a product through the concept of "efficient consumption". It is believed that competitiveness is higher the higher the quality of the product and the lower its cost. Among the positive features of these methods are: simplicity and clarity of the assessment. But at the same time, they do not give a complete picture of the strengths and weaknesses in the work of the enterprise.

Consider methods based on the theory of effective competition. In accordance with it, the most competitive are firms in which the work of all departments and services is best established. Evaluating the performance of any such structure implies an assessment of the effectiveness of its use of resources. This assessment technique is used most of all in the assessment of industrial enterprises and includes all the most important assessments of economic activity, eliminating duplication of specific indicators, makes it possible to create an overall picture of the company's competitive position in the domestic and foreign markets quickly and accurately.

The implementation of integrated methods for assessing the competitiveness of an enterprise is carried out using the method of integral assessment. This method includes two components: firstly, the criterion characterizing the degree of satisfaction of consumer needs, and secondly, the criterion of production efficiency. A positive feature of this method is the simplicity of the calculations performed and the ability to unambiguously interpret the results. At the same time, an important disadvantage is the incomplete description of the enterprise's activities.

4. Choosing the best assessment methodology

After analyzing the methods for assessing the level of competitiveness of an enterprise developed to date, we came to the conclusion that there is no ideal methodology for comprehensive assessment of the competitiveness of an enterprise from all sides. The highlighted shortcomings of the existing approaches to assessing the competitiveness of enterprises cause severely limited opportunities for the practical application of most of them. For example, the reliability of the results obtained, the ease of their identification and the possibility of further application significantly depend on the method by which the competitiveness of a firm in the non-production sphere is assessed.

For a correct assessment and further enhancement of the competitiveness of an enterprise, many methods have been developed that can be applied both individually and in combination, depending on the tasks set before the start of the assessment. The variety of methods existing today makes it possible to choose the most effective and simple method of assessment for each specific enterprise.

Literature

Gryaznova A.G., Yudanov A.Yu. Microeconomics. A hands-on approach. - M .: KnoRus., 2011.
Ilyicheva I.V. Marketing: teaching aid / Ulyanovsk: UlSTU, 2010 .-- 229 p.
Lazarenko A. Methods for assessing competitiveness [Text] / A. A. Lazarenko // Young scientist. - 2014. - No. 1. - S. 374-377.
Microeconomics. Textbook / ed. G.A. Rodina, S.V. Tarasova. –M .: Yurayt, 2012.
Polyanichkin Yu. A. Methods for assessing the competitiveness of enterprises [Text] / Yu. A. Polyanichkin // Business in law. - 2012. - No. 3. - S. 191-194.

References

AG Gryaznov, Yu Yudanov Microeconomics. A practical approach. - M.: KnoRus., 2011.
Ilicheva IV Marketing: teaching aid / Ulyanovsk: Ulyanovsk State Technical University, 2010 .-- 229 p.
Lazarenko AA Methods of assessing the competitiveness / A. Lazarenko // Young scientist. - 2014. - No. 1. - S. 374-377.
Microeconomics. Textbook / Ed. GA Homeland, SV Tarasovoy. M.: Yurayt 2012.
Polyanichkin YA Methods of assessing the competitiveness of enterprises / Yu Polyanichkin // Business Law. - 2012. - No. 3. - S. 191-194.

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