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annotation scientific article on economics and business, author of the scientific work - Lapitskaya Larisa Vladimirovna, Fedorov Andrey Igorevich

Problem with market development competitiveness production in our country has sharply worsened. Solving the problem required the search for effective assessment methods competitiveness goods. To assess and search for development opportunities competitiveness products under research competitiveness A variety of assessment techniques are used. The choice of assessment methodology is the most important stage in the assessment algorithm competitiveness products. Any wrong decision can not only not improve the position of the enterprise, but also worsen it. The success of the research, the completeness and objectivity of the information obtained, and the further development strategy of the enterprise’s products depend on the correct choice of methodology. In an article based on the results of an analysis of common assessment methods competitiveness products of the enterprise, the strengths and weaknesses of the studied models were identified, on the basis of which a proposal was made combined model assessments competitiveness products.

Diagnosis of Competitiveness of Enterprise: a Comparative Analysis of Methods for Example Confectionery Products

With the development of the market the problem of competitiveness of production in Russia has greatly increased. A solution of this problem is required to find effective methods to increase the competitiveness of goods produced to compete with both domestic and foreign manufacturer. To evaluate and find opportunities for the development of competitiveness of goods, many companies are turning to consulting companies, dynamically developing in recent years. In the literature there are many models of an estimation of competitiveness of the goods. Selecting the assessment methodology the most important stage in the algorithm evaluation competitiveness. The wrong solution can not only improve the company’s position but also impair them. Companies should correct approach to the selection methodology for assessing the competitiveness of the goods, based on what goals they intend to achieve and in what direction to develop their own product. The correct choice of method depends on the success of the study, the completeness and objectivity of the information received, a further development strategy of enterprise. As a result of in-depth analysis widespread methods to assess the competitiveness of enterprise, detected the strengths and weaknesses of the models on which the proposed hybrid model assessment of the competitive products. Combined technique able to assess the competitiveness of products from both the producer and the buyer. It significantly expands the list of assessment options, as it combines two effective methods multiatributiv and parametric. Its application ultimately to evaluate a wide range of attributes and parameters studied competitiveness of the goods, evaluating the company’s products, both in terms of products, and from the point of view of the end customer. Combining the positive qualities of the considered techniques, combined allows a deep and multifaceted to evaluate their own products, opening up opportunities to improve the product.

annotation

The course work examines the theoretical and practical foundations of product competitiveness using the example of Silicate Plant CJSC.
The first section reflects the theoretical foundations and features of product competitiveness; the work analyzes in detail the essence and features of factors influencing the level of product competitiveness.
The second section examines the practical aspects of the activity of the object of study - CJSC "Silicate Plant", presents the process of creating an enterprise, an analysis of marketing activities and its financial and economic indicators, as well as an assessment of the level of competitiveness of products at the enterprise.
The third section formulates the main directions for increasing the competitiveness of products at the enterprises of ZAO Silicate Plant.
The work was printed on 59 pages using 25 sources, contains 15 tables, 10 figures and 3 appendices.

Introduction
1 Theoretical foundations for analyzing product quality and competitiveness
1.1 Indicators of product quality as a competitiveness factor
1.2 The essence of product competitiveness
1.3 Approaches and methods for assessing the level of competitiveness of products
2. Analysis of the competitiveness of products at ZAO “Silicate Plant” on the Orenburg building materials market
2.1 Analysis of the financial and economic activities of ZAO “Silicate Plant”
2.2 Analysis of the marketing activities of ZAO “Silicate Plant”
2.3 General analysis of the competitiveness of products of JSC “Silicate Plant”
3 Development of main directions for increasing the competitiveness of Silicate Plant CJSC
3.1 Creation of a marketing department at CJSC “Silicate Plant” as a mechanism for managing product competitiveness
3.2 Increasing the competitiveness of products through the introduction of a new type of product: single-face silicate brick with a chipped spoon and butt
3.3 Ways to increase the competitiveness of products and product promotion
Conclusion
List of sources used
Appendix A. Organizational structure of Silicate Plant CJSC
Appendix B. SWOT analysis of Silicate Plant CJSC
Appendix B. Planned summary of costs and calculation of rounded silicate single facing bricks
Appendix D. Table of competitiveness by technical, economic and quality indicators

Introduction

In the context of the transition to market relations, the object of analysis is not just the production process, but the receipt of an order for manufactured products and their payment at a price agreed with the consumer. At the same time, production analysis and the process of studying and assessing the market (marketing) equally influence each other. The use of knowledge of market conditions in the formation of a production program focused on products of high demand and a higher demand price will determine greater profits. As the market saturates and quantitative demand is satisfied, competition intensifies, not production, but sales will determine the goals of the enterprise.
In turn, competitiveness is associated with the action of several dozen factors, among which two main ones can be identified - price level and product quality. At the same time, product quality is gradually coming to the fore as a set of necessary consumer properties of a product: reliability, efficiency of use, ease of maintenance, and affordable price.
The relevance of the chosen topic is due to the fact that the problem of quality and competitiveness is becoming key for Russian enterprises, contributing to an obvious increase in interest in strategic business issues and the problem of quality, as well as in approaches and methods for solving them, expressed in different forms:
- concentrating the efforts of a wide range of companies on establishing the production of products that are competitive in their characteristics;
- studying the experience of Western companies that supply to the world market products that are superior in their parameters to domestic ones, with a view to their possible use in their enterprise;
- intensifying activities to develop and implement a product quality management system that meets the requirements of international standards;
Solving the quality problem is an integral element of the development strategy of modern companies.
The object of research in this work is ZAO Silicate Plant.
The purpose of this course work is to consider the theoretical aspects of the analysis of factors influencing the quality and competitiveness of products, to analyze the economic activities of the enterprise ZAO "Silicate Plant", as well as to identify problems in this area and develop proposals for improving the competitiveness of the products of JSC "Silicate Plant".
To do this, you need to solve the following problems:
- determination of theoretical aspects of product competitiveness analysis;
- analysis of the competitiveness of products at a specific enterprise,
- identifying possible ways of improvement based on the analysis.
Information sources of the course work: planned and operational plans and schedules, data from current and annual reporting (form 1-P “Report of the enterprise (association) on products, form No. 1 “Balance sheet of the enterprise”, form No. 2 “Profit statement and losses"; current accounting and statistical data (statement No. 16 "Movement of finished products, their shipment and sale", order journal No. 1, warehouse cards of finished products, etc.)

1 Theoretical foundations for analyzing the quality and competitiveness of products

1.1 Indicators of product quality as a competitiveness factor

The problem of product quality and competitiveness is universal in the modern world. Competitiveness is a concentrated expression of the entire country, any manufacturer to create, produce and sell goods and services. Under the threat of being forced out of the market, the manufacturer is constantly working on the quality system and, in general, the competitiveness of its products. This is due to the fact that in the modern world the survival of any enterprise and its stable position in the market for goods and services are determined by the level of competitiveness. In turn, competitiveness is associated with two indicators - the price level and the level of product quality. Moreover, the second factor is gradually coming to first place. Labor productivity and savings of all types of resources give way to product quality.
Quality - the authority of the company, increased profits, increased prosperity and quality management work in the company - become the alpha and omega for all personnel, from the manager to the specific performer.
Product quality is the most important indicator of enterprise activity. Improving product quality largely determines the survival of an enterprise in market conditions, the pace of scientific and technological progress, increased production efficiency, and savings of all types of resources used in the enterprise. Increasing product quality is a characteristic trend in the work of all leading companies in the world. It has reached the entire world, be it European, American or Asian enterprises. And the quality of products is the main competition between firms.
This concept is regulated by GOST 15 467-79 “Product Quality Management. Basic concepts. Terms and Definitions". Quality is a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.
Closely related to the concept of quality is the concept of the technical level of products - a relative characteristic of product quality based on a comparison of the values of indicators that determine the technical perfection of the product under evaluation with the corresponding basic indicators and their values.
Product quality is not limited to just one property, it is a combination of properties. Let us highlight these properties. Product properties are quantitatively expressed in quality indicators. The classification of ten groups of properties and, accordingly, indicators is generally accepted.
The combination of the following indicators forms the quality of products:
1) destination indicators;
2) reliability indicators - reliability, storability, maintainability, as well as product durability;
3) indicators of manufacturability;
4) indicators of standardization and unification;
5) ergonomic indicators;
6) transportability indicators;
7) patent and legal indicators;
8) environmental indicators.
The product must be reliable, aesthetically pleasing to the eye, perform its functions well, that is, satisfy the needs for which it is intended. But in addition to all these indicators, the price of the product is also important. The question of economically optimal quality, or economically rational quality, is related to price. When purchasing a product, the buyer always compares whether the price of the product compensates for the set of properties that it possesses. In addition to the price, the operational characteristics of the product are also important, since they entail operating and repair costs, and if the product has a long service life, these costs are quite comparable to the price of the product, and for some products they significantly exceed the selling price of the product.
Economically optimal quality is understood as the ratio of quality and costs, or the price of a unit of quality, which can be represented by the following formula:
(1)
where Copt is the economically optimal quality;
Q – product quality;
C - costs of purchasing and operating the product, rub.
It is not difficult to determine the denominator of the formula, since it includes the selling price of the product, the costs of operation, repair and disposal of the product. It is more difficult to determine the numerator, i.e. quality, including a wide variety of indicators. An entire science deals with this - qualimetry, which has developed quite acceptable methods for quantitative assessment of quality, i.e. increase in unit quality of a product per ruble of costs.
So, product quality in modern production conditions is the most important component of the efficiency and profitability of an enterprise and therefore it needs to be given constant attention. Everyone should be involved in quality - from the director of the enterprise to the specific performer of any operation. All processes for ensuring, designing, and maintaining quality are integrated into a quality management system.
Quality management - actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.
The essence of any control lies in the development of control decisions and the subsequent implementation of control actions provided for by these decisions on a specific control object. When managing product quality, the direct objects of management, as a rule, are the processes on which product quality depends. They are organized and take place both at the pre-production stage and at the production and post-production stages of the product life cycle.
The main task of every enterprise or organization is the quality of the products produced and services provided. The successful operation of an enterprise must be ensured by the production of products or services that meet clearly defined needs, scope of application or purpose; meet consumer requirements; comply with applicable standards and specifications; meet current legislation and other requirements of society; offered to consumers at competitive prices; aimed at making a profit.
Product quality management must be carried out systematically, that is, the enterprise must have a product quality management system, which is an organizational structure that clearly distributes responsibilities, procedures, processes and resources necessary for quality management.
In recent years, ISO 9000 series standards have become widespread, reflecting international experience in managing product quality at an enterprise. In accordance with these documents, a quality policy is identified - the quality system itself, which includes ensuring, improving and managing product quality.
The quality policy can be formulated as an enterprise operating principle or long-term goal and include:
- improving the economic situation of the enterprise;
- expansion or conquest of new markets;
- achieving a technical level of products exceeding
level of leading enterprises and firms;
- focus on meeting consumer requirements of certain industries or certain regions;
- development of products whose functionality
are implemented on new principles;
- improvement of the most important indicators of product quality;
- reducing the level of defects in manufactured products;
- increasing the warranty period for products;
- service development.

1.2 The essence of product competitiveness

Competitiveness is understood as a characteristic of a product that shows its difference from a competing product both in terms of the degree of compliance with a specific social need and in terms of the costs of satisfying it.
The competitiveness of a product is a set of quality and cost characteristics of a product that ensures the satisfaction of a specific customer need.
Buyer costs consist of two parts - purchase costs (the price of the product) and consumption costs, which are collectively called the consumption price. This consumption price is usually significantly higher than the selling price. The most competitive product is not the one for which the minimum price is asked on the market, but the one for which the buyer has a minimum consumption price over its entire service life.
In this case, it is necessary to distinguish between the quality and competitiveness of the product. Quality is simply the totality of those properties of a product that make it capable of performing specified functions and thereby satisfying a specific need. When comparing the quality of two products, we simply compare the measures of utility of each of them, and in specific operating conditions, the utility of a thing is expressed by its competitiveness. In other words, you cannot talk about competitiveness without stipulating the conditions for using products. The competitiveness of a product should be a key point in deciding to create new production facilities.
The strength of an enterprise's position in the market is determined by the competitiveness of the products it produces and its ability to compete.
Competitiveness reflects the quality side of the products offered. A product that is competitive is one whose complex of consumer and cost properties ensures its commercial success in the market. A competitive product is a product that compares favorably with analogue competitors in terms of a system of qualitative and socio-economic characteristics. Product competitiveness indicators are presented in Figure 1.

Figure 1 – Indicators of product competitiveness

For each product, it is necessary to assess its level of competitiveness in order to further analyze and develop a successful product policy.
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 when this indicator begins to decline. As a result, one or another optimal decision can be made in a timely manner: discontinue production of a product, modernize it, or transfer it to another market.
Assessing the competitiveness of products is based on a study of customer needs and market requirements. In order for a product to satisfy the buyer’s needs, it must meet certain parameters:
- technical (properties of the product, scope of its application and purpose);
- ergonomic (compliance of the product with the properties of the human body);
- aesthetic (appearance of the product);
- regulatory (compliance of the product with norms and standards);
- economic (price level for the product, its service, the amount of funds available to the consumer to satisfy this need).
The methodology for analyzing product competitiveness is presented in Figure 2.

Figure 2 - Flowchart of product competitiveness analysis

The competitiveness of a product largely determines the competitiveness of the enterprise itself, its financial and economic condition and reputation.
Analysis tasks:
1) assessment and forecasting of product competitiveness;
2) study of factors affecting its level;
3) development of measures to ensure the required level of competitiveness of products.
To assess competitiveness, it is necessary to compare the parameters of the analyzed product and the competing product with the level specified by the buyer’s needs, and compare the results obtained. For this purpose, single, group and integral indicators of product competitiveness are calculated.
The competitiveness of a product is not a constant value. With the deepening of scientific and technological progress, changes in the structure and level of market development, similar products appear with different efficiency and (or) cost. In this case, the competitiveness of the original product decreases, and, consequently, the demand for it decreases in absolute and relative terms. This forces the manufacturer to constantly monitor the position of their products on the market, providing them with the necessary level of competitiveness in various ways.
The analysis of the competitiveness of a product should be based on its economic resource needed by the consumer. Therefore, the weight base of the competitiveness index of the product in question, taking into account its economic parameters, is determined based on the price of consumption of the sample, attributed to its economic resource. Economic indicators also include purely cost indicators, in particular, the purchase price of a given product.
Currently, there are a large number of classifications of product competitiveness factors. As an example, here are some of them:
1) Garbatsevich classification:
- external factors: institutional factors (political, economic and legal), as well as determinants, including the external environment and the level of competition in markets, forms and methods of state regulation of economic processes, parameters of the relationship between aggregate demand and aggregate supply, features of the formation of prices for production factors ;
- internal factors: determined by consumer requirements (price, quality, construction time, warranty and service).
2) Trubilin classification:
- factors of external formation: trends in economic and market development, scientific and technical progress, changes in the structure of consumption, fluctuations in market conditions, composition of competitors, image and prestige of the enterprise;
- product quality indicators: indicators determined by current standards, norms, recommendations; This also includes guarantees of safety, safety of products;
- economic indicators: indicators that form the cost and price of a product.
3) The factors of product competitiveness are presented in the most detail and comprehensively by R. Fatkhutdinov. The author, dividing all factors into external and internal, not only provided a list of them, but also indicated the direction of their influence on the competitiveness of the product:
External factors:
1) the level of competitiveness of the country (with an increase in this indicator, all integral and partial indicators of the competitiveness of a product improve);
2) the level of competitiveness of the industry (with an increase in this indicator, all integral and partial indicators of the competitiveness of a product improve);
3) the level of competitiveness of the region (with an increase in this indicator, all integral and partial indicators of the competitiveness of a product improve);
4) the level of competitiveness of the organization producing the product (with an increase in this indicator, all integral and partial indicators of the product’s competitiveness improve);
5) the strength of competition at the output of the system, among its competitors (old and new) (increasing the strength (intensity) of competition increases the competitiveness of the product);
6) the strength of competition at the input of the system among suppliers of raw materials, materials, components and other components (increasing the strength (intensity) of competition increases the competitiveness of the product);
7) the strength of competition among substitute products (increasing the strength (intensity) of competition increases the competitiveness of the product);
8) the emergence of new needs (reduces the competitiveness of the manufactured product);
9) the level of organization of production, labor and management among intermediaries and consumers of goods produced by the system (an increase in the level of organization increases the competitiveness of the product);
10) activity of contact audiences (public organizations, consumer societies, media, etc.): with an increase in the activity of contact audiences, the competitiveness of the product increases.
Internal factors:
1) patentability (novelty) of the design (structure, composition) of the product (with an increase in the patentability of the product, its competitiveness increases);
2) the rationality of the organizational and production structures of the system (the structure must meet the principles of rationalization of structures and processes, then it will help increase the competitiveness of the product);
3) competitiveness of the system’s personnel (increasing the competitiveness of personnel increases the competitiveness of the product);
4) progressiveness of information technologies (with an increase in the share of progressive technologies, the competitiveness of the product increases);
5) progressiveness of technological processes and equipment (with an increase in the share of progressive technologies, the competitiveness of the product increases);
6) scientific level of the management system: with an increase in the number of applied scientific approaches, principles and modern methods, the competitiveness of the product increases;
7) validity of the system’s mission (the system’s mission should be focused on achieving the competitiveness of the system and its products).
It should be noted that in all of the above classifications of product competitiveness factors, one common feature can be identified, namely: their division into external and internal.

1.3 Methodological approaches to assessing the level of competitiveness of products

The development of ways to increase the competitiveness of a product directly depends on its correct and timely assessment. The ability of a product to compete is assessed by comparing the parameters of the analyzed product with the parameters of the comparison base. The basis for comparison is usually taken to be a similar product already available on the market; or buyer's need.
A sample is usually the product that has the highest sales volume and the best future prospects.
If product parameters do not have a physical measure, then to assess their characteristics, they use the method of assessing them in points.
It is of interest to consider some criteria for assessing competitiveness. The most important criteria include:
- degree of novelty of the product;
- the quality of its manufacture;
- the availability of a material base for disseminating information about the product;
- availability of measures to stimulate sales, sales dynamism;
- the ability to adapt the product to the requirements of a specific market;
- financial conditions.
It may also be possible to look at competitiveness in terms of price, comparative cost and comparative profitability. In the case of assessing price competitiveness, products are considered competitive if their price, design and quality are not inferior to analogues.
When assessing competitiveness by comparative cost, it is understood as the comparative cost of a unit of labor in the manufacturing industry of the compared countries, calculated in one currency.
When assessing competitiveness by profitability, it is assumed that the higher the profitability of a company, the higher the level of competitiveness of its products.
So, when assessing the level of competitiveness of products, the following methods are used:
- differential;
- complex;
- mixed.
The differential method is based on the use of single indicators of competitiveness.
With the differential method, parametric indices are constructed using the formulas:
(i = 1………,n) (2)
(3)
where Pi is the value of the i-th indicator;
Pi b - basic value of the i-th indicator;
n-number of indicators.
From formulas (2), (3), choose the one in which an increase in the relative value of the indicator corresponds to an increase in the competitiveness of the product. For example: the relative value of the product’s power is calculated using formula (2), and for specific fuel consumption using formula (3).
As a rule, it is not possible to unambiguously assess the level of competitiveness of products based on the values of individual indicators. In this regard, complex and mixed assessment methods have found widespread use.
A comprehensive method for assessing the level of competitiveness is based on the use of group and integral indicators. The key point in assessing competitiveness is the calculation of the overall level indicator (Kt). Its definition is based on the ratio of the integral indicators of the competitiveness of the product being evaluated and the base sample. If there is complete information about the costs of purchasing and operating or consuming a product, the level of its competitiveness is determined by formula (4):
(4)
where I (t), Ib (t) is an integral indicator of the quality of correspondence between the evaluated and the base sample;
P, Pb - the total beneficial effect from the operation or consumption of the evaluated and base sample, respectively, over the service life;
Z, Zb - the total costs of acquisition and operation or consumption of the evaluated and base sample, respectively.
The ratio of the total costs for the acquisition and operation of the compared samples is determined by formula (5):
(5)
where Zs, Zsb are one-time costs for the acquisition of the evaluated and basic sample, respectively;
, - average total operating costs related to one year of service of the evaluated and base sample, respectively;
T - service life;
n is the number of operating cost items.
If information about operating costs is incomplete, especially when comparing domestic and foreign samples, a relative integral indicator should be used according to the formula obtained by transforming formula (6):
(6)
where is the ratio of beneficial effects from the operation or consumption of the evaluated and base samples;
q is the ratio of the consumer’s one-time costs for the purchase of the evaluated and basic samples;
mзб is the share of the manufacturer’s costs for purchasing a basic sample in the total costs;
T" is the ratio of the service life of the evaluated and the base sample;
- relative value of the i-th product quality indicator (i = 1………….,n);
mib is the share of costs due to the i-th quality indicator of the base sample, expressed in cost units at full costs, mzb +,……. .,+mnb = 1;
Pi, Pib - the value of the i -th quality indicator of the respectively evaluated and base sample, expressed in natural units and characterizing the corresponding component of the total costs.
At K(t)? 1 products are competitive in a specific market, and at K (t)< 1 продукция неконкурентоспособна на конкретном рынке.
To determine the level of competitiveness of industrial products, a mixed assessment method can be used.
The mixed method of assessing the level of competitiveness is based on the joint use of single and complex indicators.
The most important indicators are used as single indicators. The remaining individual indicators are combined into groups, for each of which group indicators are determined.
Based on the resulting set of group and individual quality indicators, the level of competitiveness is assessed using the differential method.
This method has a number of disadvantages:
1) a linear dependence of competitiveness on the value of the criterion is assumed, that is, for all parameters of demand it is equal to 1;
2) it does not take into account that for several criteria there are restrictions, objective or subjective, if violated, the competitiveness of the product tends to zero;
3) when comparing several products, it is necessary to carry out calculations for each pair separately;
4) it is difficult to establish the weight value of indicators, especially for a large number of criteria;
5) it is impossible to assess the degree of influence on the competitiveness of products by factors that cannot be quantified;
6) this method calculates the competitiveness of one object relative to another, and not the level of competitiveness in general;
7) there is a certain difficulty in choosing a comparison base, especially in cases where it is necessary to accept a number of existing samples as such. The question arises: which product is the best?
The methods listed above are still used in enterprises, but parametric analysis and rating assessment of product competitiveness are becoming more and more widespread in Russia. The peculiarities of these methods are that they are based on different types of information support.
Parametric analysis is used when the customer is an individual enterprise and obtaining even public consolidated financial statements and Goskomstat data is costly in terms of time and resources. In this case, information support is an interview with managers of the customer enterprise. As a rule, these data are based on subjective judgments and informal sources of information, so the analysis is largely qualitative (unformalized) in nature 10.
There are also analytical statistical methods for determining the competitiveness of products based on the comparison method. They are the methodological foundation of product competitiveness. Its generalized algorithm involves the following procedures: experts determine the level of price and consumer characteristics of the product being tested and correlate them with the same components of a predetermined competitor product. In our opinion, his approach is narrow, which is applicable mainly for highly specialized goods operating in a market niche 8.
Assessing the competitiveness of industrial products is the initial element for the production and economic activities of enterprises in a market economy. The study of competitiveness should be carried out continuously and systematically at all stages of the product life cycle. This approach makes it possible to make timely decisions about the optimal dimensions of the product range, the need to find new markets for production and modernized products, the expansion and creation of production facilities, etc.
Thus, today there are several ways to assess the competitiveness of products. Each of them has its own advantages and disadvantages. But all of them can be reduced into two basic approaches to assessing competitiveness:
- differential, as a result of the assessment of which it is established: whether the level of parameters of the basic equipment has been achieved, for which parameters it has not been achieved, which of the parameters differ most strongly from the basic ones;
- marketing (complex) based on the use of group, integral, mixed indicators or comparison of indicators of the specific beneficial effects of the product being developed and the product of a competitor, taking into account the weight of each parameter.
2 Analysis of the efficiency of commercial activities of JSC “Silicate Plant”
2.1Analysis of the financial and economic activities of the enterprise CJSC “Silicate Plant”
Smolensk Silicate Plant (abbreviated name - CJSC "SZ") - was founded in 1962 to fulfill the instructions of the USSR Government in the production of piece and block building materials. The plant's design capacity was 50 million bricks per year, but already in 1978 the plant's capacity was increased to 141 million bricks.
The silicate plant is the only enterprise in the region that processes gypsum ore and produces construction alabaster used for finishing and plastering work. In order to organize a full production cycle, an uninterrupted supply of raw materials was established, and in 1995 two more enterprises were attached to the plant - Avtomobilist LLP and Silikat LLP.
In 1998, Silikat LLP was transformed into Silicate Plant CJSC. Full corporate name of the company: Closed Joint Stock Company "Silicate Plant". Abbreviated corporate name of the company: ZAO “Silicate Plant”. Location of the company: Russia, 000023, Smolensk, st. Instrumental, 7.
Today, CJSC “Silicate Plant” is a holding that includes a motor depot, OOO Roasting Shop, Trade House “Silikat”, Silicate Plant. JSC "Silicate Plant" has deposits of sand and limestone, which are used as raw materials in the production of bricks.
Production structure of the enterprise:
- silicate materials and bricks workshop;
- lime burning shop;
- motor transport workshop;
- mechanical repair shop.
The quality of a brick is determined by its strength (grade) and the quality of firing.
In 2007, 200 thousand units were produced. brick, 2009 – 80 thousand bricks, production decreased due to the economic crisis. The production process is automated and a small number of people are involved. But the equipment is old, wear and tear is high, the plant has a repair shop where repairs of broken equipment are carried out. Having calculated the economic benefits of new German equipment, the plant purchased and installed a press for making bricks. The distinctive properties of bricks made on this equipment are high strength, raw material savings of up to 25%, and at the same time the brick is lighter. The enterprise's capacity is 75 million units. conventional bricks per year.
CJSC “Silicate Plant”, despite all the difficulties, produces a high-quality, environmentally friendly product, the defect rate is 1%, deliveries are carried out not only in the Smolensk region, but also in other cities.
Over the years of operation, more than 50% of buildings in the Smolensk region were built from the plant’s products.
The product range has been expanded with the release of colored bricks (pale green, pale blue), and large blocks are being prepared for production.
Currently the company produces the following types of products:
- solid silicate brick;
- single solid-face silicate brick;
- thickened, solid-face silicate brick;
- silicate brick, thickened, hollow facing;
- expanded clay blocks;
- crushed limestone for road construction works (GOST 8269-76);
- building lime (GOST 9179-77);
- sand.
Main types of raw materials: sand D:ST - 60%/40%, lime 15%, pigments 1.5-2.5% (by weight).
Main types of consumption (expenses): electricity, gas, high pressure steam.
Sales of Silicate Plant CJSC products are mainly carried out by TD Silikat LLC.
The main buyers of Silicate Plant CJSC products are construction organizations, such as: List LLC, SVS LLC, Smolensk Construction Company LLC, Selsky Dom LLC, and the products are also in demand among individuals.
CJSC "Silicate Plant" participates in the national project "Affordable and comfortable housing for Russian citizens."
CJSC "Silicate Plant" has a linear-functional structure (Appendix A). This structure combines the advantages of linear and functional structures, but vertical (command) relationships of the “manager-subordinate” type remain dominant. Functional management levels are deprived of administrative power in relation to lower-level performers and managers; functional managers at higher levels exercise only functional management of lower-level functional services.
Thus, the linear-functional structure provides a form of division and cooperation of labor in management, in which decision-making and control actions are carried out by line managers, and functional ones develop draft decisions, consult, coordinate, and inform.
Advantages of a linear-functional management structure:
1) More in-depth preparation of decisions and plans related to the specialization of workers.
2) Reducing the load on the main line manager for in-depth analysis of problems.
3) Possibility of attracting consultants and experts.
Disadvantages of a linear-functional management structure:
1) Lack of close relationships and interaction at the horizontal level between production departments.
2) Insufficiently clear responsibility, since the person preparing the decision, as a rule, does not participate in its implementation.
3) An overly developed system of vertical interaction, namely: subordination according to the management hierarchy, i.e. tendency towards excessive centralization.
At the moment, the organizational structure of the company ZAO Silicate Plant is rational. It follows the principles of proceduralization and structuring; obeys all laws and both the director of the company and his subordinates are aware of the laws. Thanks to this structure, the company operates as one whole, which allows it to withstand external unfavorable factors.

Table 1 – Movement of personnel in CJSC “Silicate Plant” for 2009-2011.
Indicator 2009 2010 2011
Number of personnel at the beginning of the year, people. 355 303 334
Hired, people 211 198 225
Dropped out, people. 263 167 232
Number of personnel at the end of the year, people. 303 334 327
Average number of personnel, people. 329 318 331
Turnover ratio for hiring employees, % 64.13 62.26 67.9
Turnover ratio for employee departures, % 79.93 52.51 70
Staff turnover rate, % 6.7 5.03 6.1

From Table 1, which presents the movement of personnel, it is clear that the staff turnover rate at ZAO Silicate Plant is within standard limits (5-10%). The majority of layoffs occur at their own request.
Based on the balance sheet data (Form No. 1) and the profit and loss statement (Form No. 2), it is possible to conduct a brief analysis of the results of the activities of Silicate Plant CJSC, presented in Table 2.

Table 2 – Dynamics of economic indicators of financial and economic activities of ZAO “Silicate Plant” for 2008-2011.
Indicators 2008% 2009% 2010% 2011%
1 2 3 4 5 6 7 8 9
Revenue, thousand rubles 43153 100 55975 100 66507 100 120659 100
Cost, thousand rubles. 39903 92.4 54956 98.1 60338 90.7 106054 87.9
Gross profit, thousand rubles. 3250 7.53 1019 1.82 6169 9.28 14605 12.1
Selling expenses, thousand rubles. 377 0.87 412 0.74 286 0.43 145 0.12
Profit (loss) from sales, thousand rubles. 2873 6.66 607 1.08 5883 8.85 14460 11.9
Interest payable, thousand rubles. 31 0.07 0 0.00 3 0.00 59 0.05
Other income, thousand rubles. 7108 16.4 7663 13.6 10412 15.6 13414 11.1
Other expenses, thousand rubles. 6741 15.6 10165 18.1 12217 18.3 16153 13.3
Non-operating income, thousand rubles. 417 0.97 392 0.70 1108 1.67 0 0.00
Non-operating expenses, thousand rubles. 1945 4.51 2288 4.09 732 1.10 0 0.00
Expenses not taken into account for tax purposes, thousand rubles. 1378 3.19 1471 2.63 960 1.44 0 0.00
Profit (loss) before taxation, thousand rubles. 303 0.70 -5262 -9.40 3491 5.25 11662 9.67
Deferred tax assets, thousand rubles 37 0.09 -10 -0.02 1 0.00 0 0.00
Deferred tax liabilities, thousand rubles. -876 -2.0 1179 2.11 -321 -0.48 -346 -0.29
Current income tax, thousand rubles. 0 0 259 0.46 748 1.12 -2541 -2.11
Payments to the budget, thousand rubles. -712 -1.6 -7 -0.01 -487 -0.7 -645 -0.5
Net profit (loss) of the reporting period, thousand rubles. -1248 -2.9 -4359 -7.8 1936 2.91 8130 6.74

Analyzing the indicators in Table 2, we can conclude that there is an increase in revenue and other indicators. There is an increase in gross profit, i.e. the difference between the revenue received and the cost of production increases. This indicates a reduction in cost per unit of production. In 2009, ZAO Silicate Plant began to operate more efficiently compared to previous years, as can be seen from the positive dynamics of the main performance indicators of the enterprise. In 2011, the positive dynamics of indicators continues.
This table also shows that although the cost of production is increasing, its share in revenue is decreasing: in 2009 by 7.46%, and in 2010 by 2.82%. The share of expenses in revenue also decreases, which indicates the rational use of enterprise funds.
Table 3 shows the dynamics of the plant’s financial and economic performance indicators for 2008 – 2011.
From the analysis of the main economic indicators of Silicate Plant CJSC, it is clear that by the end of 2009 the enterprise began to operate more efficiently and was brought out of the unfavorable situation that had developed in previous years.

2.2 Analysis of the marketing activities of JSC "Silicate Plant"

Marketing activities are an integral part of the enterprise management process. Be that as it may, even if the enterprise does not have a marketing department, such activities are carried out, even indirectly. In order to analyze marketing activities, it is necessary to consider its following areas: product, pricing, sales and communication.
It is advisable to base the analysis of the effectiveness of marketing management at an enterprise on the calculation of the dynamics of indicators characterizing the profitability of the commercial activities of an economic entity and its competitiveness.
The share of an enterprise's profit from commercial activities is the determining indicator when assessing the quality of the organization, functioning and management of the marketing system, since the goal of any commercial enterprise is to maximize the profit it receives.
Indicators of demand for the company’s products and the amount of their actual shipment over a certain period of time make it possible to determine the company’s ability to fully satisfy consumer demand, which in market conditions also becomes one of the main goals.
At the enterprise in question, Silicate Plant CJSC, there is no marketing department, therefore the marketing functions at the enterprise are carried out by the sales department.
As of January 1, 2011, about 550 enterprises operate in the building materials and construction industry of the Orenburg region, of which about 500 are small and micro enterprises, with a total workforce of over 17 thousand people. Among the enterprises producing the main types of building materials: 1 – for the production of cement with an average annual capacity of 822 thousand tons per year; 18 – for the production of reinforced concrete products and structures with a total design capacity of more than 600 thousand cubic meters. meters per year and for the production of large-panel housing construction products with a total design capacity of 215 thousand square meters. meters; 18 - for the production of wall materials (16 ceramic bricks and 2 sand-lime bricks) with a total design capacity of 243 million units. conventional bricks per year; 1 – for the production of small blocks of aerated concrete with a capacity of 80 thousand cubic meters. meters per year; 1 – for the production of thermal insulation materials with a total design capacity of 96 thousand cubic meters. meters per year; 57 – carry out the extraction of common minerals; 1 – for the production of soft roofing materials with a total design capacity of 8.4 million square meters. meters per year and others.
Table 3 shows the production capacity of the main types of building materials in the Smolensk region as of January 1, 2011, and their production volumes over the past 2 years.

Table 3 - Capacity of the enterprise for the production of main types of building materials in the Orenburg region
No. Product name Design capacity of enterprises Production volume for 2010 Production volume for 2011
1 Cement, thousand tons 822.0 908.2 678.9
2 Non-metallic construction materials, including sand, crushed stone and gravel, million m3 11.2 6.7 5.2
3 Prefabricated reinforced concrete structures and products, thousand m3 660.0 253.6 139.7
4 Construction bricks, million pcs. conventional bricks 243.0 144.0 66.8
4.1 including,
silicate 125.0 68.6 30.2
4.2 ceramic 118.0 75.4 36.6
5 Wall blocks made of cellular concrete, million pcs. conventional bricks 30.8 30.0 10.3
6 Small blocks and stones for walls (without cellular concrete blocks), million pcs. conventional bricks 52.0 19.4 11.8
7 Concrete blocks of basement walls, million pcs. conventional bricks 20.0 7.4 3.6
8 Products of large-panel housing construction, thousand m2 215.0 55.1 63.9
9 Soft roofing and insulating materials, million m2 8.4 0.2 0.3
10 Metal tiles and other metal roofing materials, million m2 4.5 2.1 1.7
11 Thermal insulation materials based on mineral fiber, thousand m3 30.0 21.0 16.0

About 20 enterprises are engaged in the production of wall materials in the Orenburg region, producing ceramic bricks and sand-lime bricks, small-sized wall blocks made of expanded clay and cellular concrete, as well as concrete blocks for basement walls.

Figure 3 - Brick production in the Smolensk region

Ordinary ceramic bricks of plastic molding are produced by: LLC TD Smolensk Brick Plant; LLC Smolensk Ceramic Brick Plant; Keramik LLC, Economy LLC and others. Semi-dry pressing ceramic bricks are produced by Ural Brick LLC, Novotroitsk. The total design capacity of factories for the production of ordinary ceramic bricks is about 90 million pieces. conventional bricks per year. Sand-lime bricks are produced by the plants of ZAO Silikatny Zavod, Smolensk and LLC NZSM Argo, Smolensk with a total design capacity of 125 million pieces. conventional bricks per year.
Brick is the main building material, environmentally friendly, with high strength properties. Sand-lime brick is not only not inferior to ceramic brick in the construction of buildings and structures, but in some respects it is superior to it:
- has high frost resistance;
- has high fire-fighting properties - belongs to the group of fireproof materials;
- easy to use, as it has good geometric shapes.
CJSC Silicate Plant is vertically diversified. Firstly, it has its own raw material base: deposits of limestone. Secondly, the sales of the plant’s finished products are carried out by TD Silikat LLC. LLC TD "Silikat" (Instrumentalnaya St., 7) is engaged in retail trade of building materials. Regular clients of LLC TD "Silikat" are: SK "List", Likosstroy, LLC "SVS", LLC "Stroitelny Potok", LLC "Stroitelny Potok", LLC Isprom, "Smolpromzhshtstroy", "Smolenskstroykomplekt", LLC "Stroytechservice", FGU UFSIN, Vozrozhdenie, UKS, Grazhdanstroy, reinforced concrete wall products, Stroytekhservice. The main competitor of Silicate Plant CJSC is NZSM Argo LLC. A comparison of the range of products produced by competing factories is presented in Table 4.

Table 4 - Comparisons of the product range

1 2 3
Silicate thickened hollow facing brick White + - -
Light yellow + - -
Yellow + - -
Purple + - -
Red + - -
Green(turquoise) + - -
Thickened silicate brick, solid facing White + - -
Light yellow + - -
Yellow + + +
Orange + - -
Red + - -
Light red + - -
Green - + +
Brick recolor M-125 single + - -
Single solid-face silicate brick White + - -
Light yellow + - -
Yellow + - -
Orange + - -
Red + - -
Bright red + - -
Single solid silicate brick ordinary M-125 single + + +
M-150 single + + -
M-100 single - + -
Solid silicate brick, thickened, ordinary M-125, thickened + + +
M-150 thickened + + -
M-100 thickened - + -
Thickened ordinary silicate brick 11-hollow M-125 - + -
M-150 - + -
Hollow silicate partition block Mark 75 SL-125/35 SR-100/35 + + +
Silicate stone Brand 125 + - -
1 2 3 4 5
Sheben Bud stone + - -
Fractions 20-40 + + -
Fractions 10-20 + - -
Fractions 0-40 - + -
Frakk 0-10 (elimination) + - -
Construction sand + + -
Construction lime Lump + - -
Lump (packaged) + + -
Ground (packaged) + + -

The range of products produced by NZSM Agro LLC is narrower than the range of Silicate Plant CJSC. NZSM Agro LLC provides only five types of its products to the Smolensk market. The presence of a wide range of colors of sand-lime brick is its main advantage.
The next important competitive advantage is the company’s pricing policy. Pricing policy is a system of principles and methods for managing the activities of setting prices in the process of achieving the goals of the enterprise.
Development of a pricing policy includes the following stages:
1) Goal setting;
2) Market research;
3) Determination of pricing strategy;
4) Determination of pricing methods;
5) Price adjustment;
6) Setting the final price.
A comparison of prices of competing enterprises is presented in Table 8.
The table shows that Silicate Plant CJSC is inferior in price to NZSM Agro LLC in almost all positions of the product range. In turn, NZSM Agro LLC in Smolensk sells its products at prices above factory prices. If we consider the construction materials market in Smolensk, then in this market ZAO Silicate Plant provides its products to consumers at the lowest prices.
Silicate Plant CJSC is a leader in the Orenburg market.

- relatively low prices;

Table 5 - Comparisons of prices for manufactured products, rubles.

Assortment of JSC "SZ" LLC "NZSM "Agro"
1 2 3
Thickened hollow silicate brick
M-125
M-150 White 8.27 - -
Light yellow 13.18 - -
Yellow 14.33 - -
Purple 13.18 - -
Red 14.33 - -
Green (turquoise) 19.02 - -
Thickened solid-face silicate brick White 8.52 - -
Light yellow 18.35 - -
Yellow 18.56 12.8 16.5
Orange 18.56 - -
Red 18.56 - -
Light red 18.35 - -
Green - - 18.8
Brick recolor M-125 single 9.24 - -
Single solid-face silicate brick White 7.99 - -
Light yellow 11.43 - -
Yellow 12.59 - -
Orange 12.59 - -
Red 12.59 - -
Bright red 15.76 - -
Single solid silicate brick ordinary M-125 single 6.74 5.5 7.7
M-150 single 7.28 5.8 -
M-100 single - 6.1 -
Thickened solid silicate brick ordinary M-125 thickened 7.25 7.0 9.8
M-150 thickened 7.87 7.5 -
M-100 thickened - 7.9 -
Thickened ordinary silicate brick 11-hollow M-125 - 5.6 -
M-150 - 6.01 -
Hollow silicate stone Brand 125 SL-125/35 SR-100/35 11.68 - -
Sheben Bud stone 70-100 - -
Fractions 20-40 70-100 177.0 -
Fractions 10-20 70-90 - -
Fractions 0-40 - 141.6 -
Continuation of table 5
1 2 3 4 5
Construction sand 158.85 150.0 -
Construction lime Lump 2400 - -
Lump (packaged) 2900 2600 -
Ground (phase) 4400 2800 -

The plant has the following competitive advantages:
- wide range of products;
- vertical diversification of production;
- relatively low prices;
- a wide range of regular consumers of manufactured products;
- manufactured products are of high quality, comply with GOST of the Russian Federation.
Sales policy occupies a significant place in the marketing system. When developing it, the main tasks are:
- selection of distribution channels;
- deciding on a sales strategy.
Distribution policy shapes the enterprise's place in distribution channels, including marketing logistics decisions. The main thing in the sales policy of an enterprise is the formation of its place in distribution channels.
A distribution channel is a collection of interconnected organizations that make a product available for use.
To comprehensively assess the effectiveness of the marketing activities of the Silicate Plant CJSC, a SWOT analysis (Appendix B) is used, one of the most common types of analysis in marketing, which allows you to identify and structure the strengths and weaknesses of the enterprise, as well as potential opportunities and threats. Also, SWOT analysis allows us to identify the direction in which the enterprise should develop and ultimately determines the distribution of resources among segments.

2.3 General analysis of the competitiveness of products of JSC “Silicate Plant”

A study of definitions of product competitiveness showed that there is no unambiguous formulation. Each definition is interpreted based on the object and purpose of the study. The most accurate definition of product competitiveness is revealed in the definition given by A.F. Kryukov: “competitiveness is a complex of consumer and cost (price) characteristics of a product that determine its success in the market, that is, the advantage of this particular product over others in the context of a wide supply of competing analogue products.”
Since their manufacturers are behind the goods, we can rightfully talk about the competitiveness of the corresponding enterprises, associations, firms, as well as the countries in which they are based.
Factors of competitive advantage of products can be divided into external, the manifestation of which depends to a small extent on the organization, and internal, almost entirely determined by the management of the organization. Ultimately, the competitiveness of a product is determined by its quality (consumer value), consumption price, and the effectiveness of the marketing and commercial activities of the selling company.
There are more than 18 manufacturers of building bricks on the market of the Orenburg region (both local manufacturers and enterprises from other regions), of which two enterprises produce sand-lime brick.
Based on the analysis of the factors that are most significant for the competitive position of the enterprise, we can identify five main forces of competition that have a direct impact on the regional sand-lime brick market. Let's build the Porter matrix (Figure 4).

Figure 4 – Porter’s matrix for products of JSC “Silicate Plant”

From Figure 4 it is clear that the enterprise has a significant number of competitors producing plastic molded ceramic bricks: LLC "TD "Brick Plant"; LLC Smolensk Ceramic Brick Plant; Keramik LLC, Economy LLC and others. The main competitor of the plant is NZSM Argo LLC, Smolensk, which produces sand-lime bricks.
If we talk about this type of competitive forces as “Suppliers”, which also includes the quality of the raw material base and rising energy prices, it should be noted that the enterprise has its own sources of raw materials located at a short distance from the production site, sand deposits and a limestone deposit , quite high quality. In this regard, there is a possibility that demanding consumers will focus on products from other manufacturers. The constant rise in prices of energy resources (electricity and natural gas) also have a negative impact.
Such a competitive force as “Consumers” (“Buying Power” or the ability of buyers to “bargain”) poses the threat of pressure on prices due to demands for better quality or service.
Depending on the nature of the construction work being carried out and the subsequent purpose of the constructed facilities, consumers can be divided into 2 groups. An individual who fulfills the need for building bricks in the following areas: housing construction, construction of non-residential facilities, repair and restoration work. And corporate consumers who use bricks in the construction of industrial facilities, housing construction and repair and restoration work.
The demand for building bricks by consumer groups, depending on the purpose of the buildings under construction, can be distributed as follows (Figure 5):

Figure 5 – Structure of brick consumption by purpose of buildings

The largest segment of the building brick market is residential construction. The distribution of demand for building bricks by type of development in residential construction in the European part of Russia can be presented as follows (Figure 6).

Figure 6 – Distribution of construction brick consumption by type of consumption

Individual residential development is becoming increasingly widespread not only in rural but also in urban housing construction. Architectural and technological trends have a significant influence on the expansion of the use of bricks, especially if they are reflected in regulatory documents.
Potential competitors are:
- Meleuzovsky brick factory (MKZ LLC);
- Keramik LLC.
Despite the fact that at the moment there are enough offers of similar products in the Smolensk region, the issue of the emergence of new “players” in the sand-lime brick market periodically arises and causes concern among existing enterprises.
Since the common problems of brick factories are significant wear and tear of fixed assets, outdated equipment and technologies, a high level of heavy physical labor, gas pollution and dust in production.
Changes in this sub-industry can only be achieved through the construction of new modern production facilities and the modernization of old ones, in order to improve the quality of manufactured bricks and expand the range of manufactured products, including porous ceramics.
The threat of substitute products is that the existence of completely substitute products is a serious competitive threat that limits a company's prices and profitability. In this situation, you should pay attention to the following:
- how easy it is for the buyer to switch to a substitute product;
- what does it lose and what is the quality and effectiveness of the substitute;
- the buyer’s willingness to change the supplier company.
For the products of the enterprise under study, substitute products can be: face bricks made by semi-dry pressing, solid face bricks, ceramic bricks and others.
But it should be noted that if we compare the quality characteristics of the plant’s products and substitute products, we can identify a number of distinctive features. Sand-lime brick produced by Silicate Plant CJSC is an environmentally friendly building material with high strength properties. In terms of strength and durability, it is not inferior to ceramic bricks. Used for laying front walls, can also be used for laying load-bearing and self-supporting walls, frost resistance F35 (alternate freezing and thawing), low thermal conductivity, high sound insulation, reduced consumption of masonry mortar due to the absence of through holes in hollow bricks. Ideal geometry, UV-resistant volumetric coloring with inorganic pigments, fireproof material. Thus, this type of competitive forces for the type of product under study is also significant.
Existing enterprises producing both sand-lime brick and analogue materials can be ranked in accordance with the strength of competitive influence. Manufacturers present on the regional market can be divided into the following groups:
1) direct competitors of SZ JSC present in this market;
2) potential competitors whose production capacity allows them to organize the production of sand-lime bricks.
Based on the strength of competitive influence, the following groups can be distinguished:
1) strong competitors, distinguished by a developed product distribution system, stable financial condition and the availability of resources (including financial) to increase the capacity of the production subsystem;
2) weak competitors that have little influence and do not have the potential for strong competitive pressure due to severe depreciation of fixed production assets, lack of opportunities to develop the distribution system and for other reasons.
The ranking of competitors was carried out on the basis of indirect information and the presence in the assortment of either exact analogues of SZ CJSC products or substitute products. From the same point of view, the potential for competitive influence was determined: namely, the possibility of organizing the production of sand-lime bricks or the availability in the range of materials used for cladding buildings.
To analyze the activities of an enterprise, it is necessary to apply a comprehensive method that allows a more objective assessment of the competitiveness of products. This assessment method consists of the following steps:
- comprehensive market research;
- determination of factors of competitiveness of goods;
- calculation of the composite index of competitiveness of goods;
- analysis of the results obtained.
Assessing the competitiveness of Silicate Plant CJSC products using an integrated method consists of the following stages.
The first stage is a comprehensive study of the building brick market in the Orenburg region.
Let us analyze the general condition and structure of the market for brick products in the Smolensk region. According to the marketing agency DISCOVERY Research Group, which conducted a study of the Russian brick market, the leading place in the structure of production of wall materials in Russia is occupied by brick, the share of which exceeds 70%. More than 80% of building bricks are produced in the European territory of Russia (according to ABARUS Market Research, FSGS of the Russian Federation).
In Russia in 2008-2009. The most popular was ceramic brick. Its share in the structure of building bricks produced in Russia in 2008 was 47.5%, and in 2009 – 46.6%. In the period from 2001 to 2008, there was an increase in the production of wall materials and only a noticeable decline was observed in 2009, the objective reason for which was the World financial and economic crisis.
Based on the general structure of the sand-lime brick market, it should be noted that among the regional manufacturers, sand-lime brick is represented only by the products of two manufacturers - NZSM Argo LLC and Silicate Plant CJSC. Manufacturers from other regions also operate on the Orenburg market. First of all, these are manufacturers from the Republic of Bashkortostan. The products of the largest manufacturers in the Central region (Moscow and St. Petersburg) are presented in small quantities.
It is important to determine the capacity of the building brick market. According to specialists from the Ministry of Construction, the market capacity of sand-lime bricks is 125 million units. standard bricks per year, of which 61% belongs to SZ JSC, thus the plant capacity is:
125 million conventional units brick 0.61 = 76.25 million conventional units bricks
The second and third stages of a comprehensive study are the determination of factors or indicators of product competitiveness and the calculation of a composite index of product competitiveness for each group of criteria.
As part of this stage, an analysis of the requirements for goods from their consumers is carried out. Let us highlight the indicators characterizing the competitiveness of bricks. The first group of competitiveness indicators includes economic indicators, the main one of which is price. Technical indicators of competitiveness include weight, compressive strength, average density, thermal conductivity, water absorption and frost resistance. Qualitative indicators of the competitiveness of sand-lime brick: durability in operation, lack of operating costs, repairs, creation of a favorable microclimate.
Sand-lime brick has a number of advantages compared to red ceramic brick:
- with the same strength class, it is 20-30 percent cheaper than red brick. This is due to its less energy-intensive production. The sand-lime brick production process lasts less than a day;
- silicate brick has lower thermal conductivity compared to ceramic brick. This means that with equal wall thickness, a house made of sand-lime brick will be “warmer”;
- has better sound insulation characteristics compared to ceramic bricks;
- sand-lime brick, due to the peculiarities of its production technology, has a more accurate geometry and a more presentable surface;
- for laying the front walls, single and thickened (one and a half) colored bricks with volumetric coloring are used, manufactured on German equipment in accordance with GOST requirements.
The disadvantage of sand-lime brick is that it is not used for laying foundations and plinths of buildings, where there is high humidity, as well as for laying fireplaces, stoves and pipes, where the temperature is high.
And finally, consumer indicators of competitiveness: functional parameters, environmental safety and brand prestige.

Table 6 - Initial data for determining the competitiveness of products - single row silicate bricks
No. Technical characteristics of JSC SZ LLC NZSM Argo
1 Thermal conductivity, W/mС0 0.79 0.65-0.75
2 Water absorption, % 15-30 15-25
3 Density, kg/m3 1500-2000 1500-1900
4 Weight, kg 3.5 – 4.0 Not more than 3.7
5 Frost resistance, number of cycles 25 15-35
6 Overall dimensions, mm 250x120x65 250x120x65
7 Marking SOR 125/25 KSOR 125/25
8 Price per 1000 pcs., rub. 6700 7700

From Table 7 it can be seen that the products of SZ JSC in the form of single-line silicate bricks have good technical characteristics. It cannot be said that the values of the characteristics of the products of NZSM Argo LLC greatly exceed the values of the competitors’ indicators, but they are not greatly underestimated.
Let's evaluate the competitiveness indicators based on the existing parameters.
The level of competitiveness is calculated using formula 7:
(7)
If K > 1, then this indicates the competitiveness of the product, otherwise vice versa (formula 8).
(8)
where ki is the parameter significance coefficient;
qi – relative quality indicator.
If an increase in the parameter to be assessed leads to an increase in the level of competitiveness, then formula 9 is used:
(9)
where p0 is the value of the estimated product parameter;
pk – value of the competitor’s product parameter.
If a decrease in the value of the estimated parameter leads to an increase in the level of competitiveness, then formula 10 is applied:
Iecon.steam. calculated using formula 11:
(11)
where S0 is the cost of the goods being valued;
Sk is the cost of a competitor’s product.
As a base product, we will take the single-sand sand brick of JSC SZ and evaluate the competitiveness indicators.
Before you begin evaluating indicators, you need to assign a significance coefficient to each characteristic. These coefficients are reflected in Table 7.
The most important characteristic of a product is its quality. The competitiveness of products can be assessed using a coefficient that takes into account the ratio of the main quality characteristics of products (consumer properties) and selling prices using the formula:
Кij=(Тi/Тj)/(Цi/Цj), (12)
where Kij is the quality competitiveness coefficient;
Тi and Тj are the main quality characteristics of the products of the i-th and j-th companies, respectively;
Цi and Цj are the sales prices of products of the i-th and j-th firms.

Table 7 – Results of calculations of product competitiveness in terms of quality

Company Brand Indicators
Strength Water absorption Weight
1. CJSC "SZ" SOP 125/25 1.18 (+) 0.82 (+) 1.16 (-)
2. LLC "NZSM "Agro" KSOR 125/25 0.8 (-) 1.3 (-) 0.85 (+)

Obviously, if K1j > 1, then the products of the jth company are more competitive in terms of strength. If< 1 и < 1, то продукция по водопоглощению и по массе более конкурентоспособна, так как чем меньше водопоглощение и масса, тем лучше для свойств продукции. Для прочности наоборот.
If for the jth company more than 50% of the coefficients have a positive value (for strength K > 1, water absorption and mass - K<1) то продукция этой фирмы более конкурентоспособна. Тогда, учитывая наилучшее количество результатов, мы получим, что наиболее конкурентоспособной являются продукция ЗАО «СЗ», чем продукция ООО «НЗСМ "Агро”».

Table 8 – Significance coefficients for the competitiveness parameters of single-row sand-lime bricks
No. Technical characteristics Coefficient. meaning
1 Thermal conductivity, W/mС0 0.25
2 Water absorption, % 0.2
3 Density, kg/m3 0.2
4 Weight, kg 0.1
5 Frost resistance, number of cycles 0.2
6 Overall dimensions, mm 0.05
7 Marking 0

The cost of 1 thousand pieces of single-row sand-lime brick, including VAT, for ZAO SZ is 6,700 rubles, and for LLC NZSM Argo is 7,700 rubles.

The products of SZ CJSC are competitive with respect to substitute products, since the composite index for technical and economic parameters is 1.07. Technical parameters are very important when choosing a brick, so you should study them carefully.
Thus, JSC SZ’s policy for creating the competitiveness of JSC SZ’s products should primarily contribute to reducing the cost and price of goods, and also continue to work to improve the quality and technical characteristics of its products.
The analysis showed that the products produced by SZ JSC occupy a dominant position in the market, however, the production capabilities of potential competitors are growing, so the presence of competitive advantages does not ensure the undisputed leadership of SZ JSC in the future.
Consequently, the policy of developing the competitiveness of the plant’s products should contribute to both improving the quality of products and reducing costs and prices. Based on the analysis of the practice of managing the competitiveness of products at ZAO SZ, the following conclusions can be drawn:
1) An assessment of the competitiveness of SZ JSC products showed that ordinary sand-lime brick is highly competitive in quality and has a relatively low price compared to competing manufacturers.
2) Certain problems arise regarding pricing issues due to the absence of a marketing specialist at the enterprise, whose functions are performed by the already overloaded sales department and economic planning department. Therefore, to ensure effective management of the competitiveness of SZ JSC products, these shortcomings should be eliminated. In this regard, it is necessary to develop a number of directions to improve the competitiveness management process at SZ JSC.
It is also possible to identify the competitive advantages and weaknesses of SZ JSC. Strengths? competitive products, promotion of new products to the market, stable financial position. However, attention should be paid to weaknesses, such as low level of marketing, insufficient development of information technology.
The study of factors influencing the competitive advantages of the enterprise’s products made it possible to identify the following problems:
- lack of effective marketing activities at the enterprise;
- lack of a marketing program and strategy;
- depreciation of equipment.
The main directions ensuring increased competitiveness of SZ JSC products are:
- application of new, more modern production technologies and equipment;
- advanced training of scientific and technical personnel;
- improving the quality of management;
- effective work with suppliers;
- further improvement of the technical characteristics of manufactured products;
- formation of a marketing strategy (for the enterprise under study, this point is especially important, since the lack of a marketer is one of the most significant shortcomings in its activities, as noted earlier);
- increasing the attractiveness of the price offer;
- improving the image of the plant as a whole.
In order to make the price offer of SZ JSC more attractive with minimal losses in profitability, it is necessary to completely move from cost-plus pricing to competitive pricing. Pricing strategies are assigned based on statistical parameters, which allows you to automate the pricing procedure. The basis for their calculation is the statistics of shipments for the past year.
A study of the organizational mechanism for managing the competitiveness of products of ZAO SZ revealed some problems in its implementation. Therefore, it is recommended to introduce a new staffing position - a marketer, thanks to which the process of managing product competitiveness will be carried out more efficiently.

3 Development of main directions for increasing the competitiveness of Silicate Plant CJSC

3.1 Creation of a marketing department at ZAO Silicate Plant as a mechanism for managing product competitiveness

During the analysis of the activities of Silicate Plant CJSC, it was revealed that in order for the enterprise to operate more efficiently, it needs a marketing department to more effectively manage the competitiveness of its products.
Of course, in order to more effectively manage the competitiveness of products, an enterprise with huge production capacities, with well-established financial and sales activities, in conditions of fierce competition, needs to analyze the external and internal environment, collect important information on the market in which the enterprise operates. All this must be dealt with by a separate division of the enterprise in order to achieve the desired result.
The functions of the marketing department are:
- analysis of the macro- and microenvironment of the enterprise;
- identifying consumer segments in the market;
- analysis of competitors' activities;
- pricing;
- positioning of goods on the market;
- formation of an optimal range of created products;
- promotion of goods on the market;
- all advertising activities of the enterprise;
- establishing requirements for service and customer care;
- formation of the image and trademark of the enterprise’s products.
To open a marketing department, we will add the following positions to the headquarters:
- Head of the Marketing Department;
- marketer – marketing manager;
- marketer-analyst;
Moreover, we will appoint a specialist from the sales department as the head of the marketing department. Thus, we can combine the commercial and marketing departments in the future, so their activities will be much more efficient.
The boss will oversee the work of the entire marketing department. Will coordinate and direct the activities of other employees. His responsibilities will also include checking the calculations for applications, establishing relationships with customers, finding the best options for transportation routes, and recruiting employees to the department as needed.
The marketing manager will be responsible for accepting applications from clients, concluding contracts, looking for possible sales markets, calculating products, carrying out all advertising activities, as well as creating programs to promote goods on the market.
The analyst's responsibilities will include all activities related to collecting information about the market, customers, and competitors. He will study market conditions, the state of supply and demand.
In the coming year, the activities of the marketing department will be aimed at:
- search for new markets;
- studying potential clients (what they need at the moment);
- optimization of the enterprise website;
- creation of new programs to promote goods.
Activities in the above areas can lead to some improvements in the operation of the enterprise as a whole, an increase in the enterprise's customer base and, in connection with this, an increase in profits.
We need to determine whether the introduction of a marketing department at ZAO Silicate Plant will be effective. To do this, we need to calculate the costs associated with the introduction of this department and the additional profit that this event can give us. The costs associated with the implementation of the department at ZAO Silicate Plant are presented in Table 9.

Table 9 – Costs of implementing a marketing department
Cost items Cost, thousand rubles
Hiring two employees 45
Purchase of equipment 60
Purchase of furniture for organizing workplaces 40
Stationery 6
Total 151

It is necessary to calculate the efficiency associated with the implementation of the marketing department. Let us assume that during the course of the department’s activities during the year, according to the activities stated above, the customer base increased, and in connection with this, the enterprise’s profit increased by approximately 5% of the existing profit.
Thus, the profit from the implementation of the department at ZAO Silicate Plant will be:
RUB 14,460,000 * 5% / 100% = 723,000 rub.
In this case, economic efficiency will be equal to:
151000 / 723000 rub. * 100% = 20.8%
Thus, the cost of implementing a marketing department will be 20.8% of the profit that will be received.
With the introduction of the marketing department, the organizational structure of the management of Silicate Plant CJSC will change. It is necessary to analyze the efficiency coefficients of the organizational management structure before and after the implementation of the commercial risk management department at Silicate Plant CJSC, which is presented in Table 10.

Table 10 – Calculation of efficiency coefficients of the organizational structure of JSC “Silicate Plant”
№
p/n Coefficient Received value “before” Received value
"after"
1 Personnel ratio Ks=5/334 = 0.015 Ks=6/338=0.018
2 Control levels Ku=7/334 = 0.02 Ku=10/338=0.02
3 Purposefulness Kts=5/334 = 0.015 Kts=6/338=0.017
4 Labor intensity Kn=41/334 = 0.12 Kn=48/338=0.12
5 Duplication of functions Kd=18/334=0.054 Kd=22/338=0.065
6 Personnel employment Kz=334/312 = 1.06 Kz=338/315=1.07

An analysis of the efficiency coefficients of the organizational management structure after the implementation of the marketing department showed that significant changes will not occur, due to the fact that the only implemented department has a small number of employees.
Implementation of this department will lead to the following benefits:
- the introduction of a marketing department will bring additional profit;
- the customer base of JSC SZ will expand due to the emergence of new markets;
- website optimization will lead to an improvement in the image of the enterprise;
- thorough customer research will lead to their correct segmentation;
- the reputation of SZ JSC will move to a new level.

3.2 Increasing the competitiveness of products through the introduction of a new type of product: single-face silicate brick with a chipped spoon and butt

Based on the qualitative and quantitative analysis of the production, economic and financial activities of the enterprise, assessing the competition and competitiveness of single silicate bricks on the market, we can conclude that the main direction for increasing the competitiveness of products in this market is changes in design: single-face silicate bricks with chipped spoon and poke. In addition, similar products from competitors have already found demand in the European market, while single facing bricks are becoming less and less popular among consumers, especially in the private sector. The manufacture of this type of product does not require huge capital investments.
Single-face silicate brick with a chipped spoon and a poke is used for cladding the walls of buildings and structures. The use of relief brick in decoration creates the illusion of a wall made of wild stone.
Main characteristics:
- dimensions, mm – 250 x 120 x 65;
- compressive strength, kgf/cm24
- M 150 – 150;
- frost resistance, cycle no less than 25;
- brick density, kg/m3, over – 1650;
- water absorption, %, not less than 6.
The essence of the proposed event is that, using a special unit, the edges of standard sand-lime brick are chipped in order to give it better decorative properties. The process is mechanized and requires additional financial investments and human costs.
The productivity of the unit is up to 15 bricks per minute. The installed power of the unit is 2.2 kW.
To carry out the production process, it is necessary to hire and train additional 9 workers.
In the production of rounded bricks, the starting raw material is standard sand-lime brick produced by ZAO Silicate Plant. Thus, raw material costs are associated only with an increase in the volume of sand-lime brick production.
For the production of rounded bricks, it is necessary to purchase additional equipment: a unit for the production of facade rounded bricks (2 pcs.). Its cost is 70,000 rubles.
To implement the proposed measure, Silicate Plant CJSC needs to spend an additional 140 thousand rubles. for the purchase of equipment and 4902.1 thousand rubles. additional costs, including salaries to employees and working capital. The company intends to borrow the necessary funds in the amount of 5042.1 thousand rubles. at an interest rate of 15 per annum. The loan and interest on it are planned to be repaid at the end of 2016.
Implementation period – 5 years. The return on investment period is 4 years. The estimated price is 25% more than the cost of conventional sand-lime brick. The proposed implementation dates are shown in Table 11.

Table 11 - Timing of the event
Stages 2013 2014 2015 2016 2017
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Design and survey work
Purchase of equipment
Pre-production
Working capital costs
Credit
Repayment of a credit
Product manufacturing

Let's draw up a production program for Silicate Plant CJSC for the production of silicate bricks, since according to the production plan of the enterprise for the period under consideration and planned (4 years in total), it is planned to increase the volume of production of rounded bricks by 5% in 2013, and by 12% in 2014 and in 2015 compared to 2013.

Table 12 - Production program
Indicators 2013 2014 2015 2016
Volume of production, pcs. conventional room 12000 12600 13440 13440
Price, rub./piece conventional room 6250 6250 6250 6250
Sales volumes, rub. 75000000 78750000 84000000 84000000

To produce chipped bricks, it is necessary to purchase additional equipment: a unit for the production of facade chipped bricks (2 pcs.).
Appendix B provides a summary of costs and calculations of the planned cost of cut bricks for the planned years of production. Calculated unit – thousand pieces. conventional bricks

Table 13 - Calculation of cash flows for financial planning, thousand rubles.
Indicators 2012 2013 2014 2015 2016
1. Cash flows from investment activities -1692.0
1.1 Design and survey work -105.0
1.2 Purchase of equipment -140.0
1.3 Pre-production -13.0
1.6 Working capital costs -3092.1
2. Cash flows from financial activities -5042.1 -1260.5 -1260.5 -1260.5 -1260.5
2.1 Bank loan -5042.1
2.3 Loan repayment -1260.5 -1260.5 -1260.5 -1260.5
3. Cash flows from operating activities -298.6 40524.6 42668.0 45621.4 45683.7
3.1.Sales income 75000.0 78750.0 84000.0 84000.0
3.1.1. Sales volume 12000.0 12600.0 13440.0 13440.0
3.1.2.Price per unit of production 6.3 6.3 6.3 6.3
3.2.Full cost 20863.4 21906.6 23367.1 23367.1
3.2.1.Depreciation -25.2 -25.2 -25.2 -25.2
3.3. Interest on loan -756.3 -756.3 -642.9 -546.4 -464.5
3.4.Profit from sales 53355.0 56175.3 60061.3 60143.3
3.5. Income tax (24%) 12805.2 13482.1 14414.7 14434.4
3.6.Net profit 40549.8 42693.2 45646.6 45708.9
4. Cash flow balance (1+2+3) 39264.1 41407.5 44360.9 44423.2
5. NPV (1+3) -5042.1 40524.6 42668.0 45621.4 45683.7
6. NPV cumulative total -5042.1 35482.5 78150.6 123772.0 169455.7
7. Discount factor (21%) 1.0 0.8 0.7 0.6 0.5
8.CHTDS (5*7) -5042.1 33635.4 29014.3 26004.2 21471.3
9.NOTDS cumulative total -5042.1 28593.4 57607.6 83611.8 105083.2

Calculation data show that the cumulative net current discounted cost of the event is significantly greater than zero, at a discount rate of 21% equal to 105,083.2 thousand rubles.
The financial profile of the project is a graphical representation of the dynamics of discounted net cash flow calculated on an accrual basis.

Figure 7 - Financial profile of the project

The result of this event, that is, the integral economic effect is 105,083.2 thousand rubles. with a total investment of 5042.1 thousand rubles, therefore the project is effective.
It must also be said that as a result of the implementation of the proposed project, the enterprise will be able not only to strengthen the competitiveness of its products (by expanding the range and offering customers new products), but also to receive large amounts of profit.

3.3 Ways to increase product competitiveness through product promotion

In general, to increase the competitiveness of products at an enterprise, it is necessary to follow the following recommendations:
1) improve product quality;
2) use STI advertising, personal selling PR to successfully promote products;
3) ensuring priority in the market due to the technical, economic and quality indicators of products;
4) take into account customer requirements for changes in the quality and characteristics of products;
5) identify and use potential product qualities to increase competitiveness compared to analogues;
6) analyze the advantages and disadvantages of competitors’ analogue products and use these results to maintain the competitiveness of manufactured products.
7) study and analyze competitors’ activities to increase competitiveness and develop countermeasures that give advantages to the enterprise;
8) expand product modifications by improving their characteristics (design, reliability, functional completeness, operating efficiency, etc.);
9) identify the price advantages of competitors and their compensation (types of discounts, terms and scope of guarantee, service, etc.);
10) expand the scope of application (including design);
11) expand the range of operating conditions (operation) of the product;
12) differentiate products taking into account preferences of indicators (quality, price, characteristics, etc.);
13) influence directly the buyer by creating a temporary shortage of new and more advanced goods, conducting an active advertising campaign, creating preferable economic conditions for sales;
14) develop a strategy to reduce or avoid commercial risk;
15) introduce newer and more advanced equipment and technologies into production;
16) improve the quality of the workforce through: advanced training, rotation, retraining, obtaining second professions;
17) use new information technologies, the Internet.
In order to expand sales markets, it is necessary to conclude agreements on the creation of dealer centers in: the Central region, the North-Western region, the Southern Federal District, the Siberian Federal District, for the sale of sand-lime bricks.
To promote the products of SZ JSC, the following system seems most appropriate:
- personal contacts – a visit of a company representative (general director, marketing department employees) to a potential buyer. During these contacts, printed advertisements (catalogs, prospectuses, booklets, etc.) dedicated to the company’s products are presented;
- offer various means of stimulating sales in the form of discounts; an effective means of stimulating the sale of industrial and technical goods is credit;
- an important point for introducing products to the market is maintaining product quality, which characterizes the enterprise as a highly qualified supplier;
- the least costly way to enter the market is postal advertising (“direct mail”), including direct mail, distribution of printed advertising materials (catalogs, prospectuses, leaflets, etc.), product samples, and other materials to specially selected addresses buyers; TV advertising and print advertising are very important and are a very good way to make yourself known;
- an excellent way for the company to be remembered is to distribute small souvenirs among potential buyers: pens, notebooks, lighters bearing the company’s brand;
- service can be an independent profitable source of income for an enterprise.
In order to attract customers, SZ JSC needs to take part in exhibitions.
Let's calculate the economic efficiency of participation in the exhibition of ZAO SZ. Let's assume that the plant will take part in the XVII Specialized Exhibition "STROYURAL - 2013", dated March 13-15, 2013, venue Smolensk, organized by the government of the Orenburg region, the Chamber of Commerce and Industry of the Smolensk region, OJSC "UralExpo" .
The terms of participation:
- registration fee – 4,000 rubles;
- equipped area – 4,000 rubles (1 m2);
- unequipped area – 3,000 rubles (1 m2);
- area outside the pavilion – 1,000 rubles (1 m2).
Participation without exhibition space (in absentia):
- simple – 5,000 rubles;
- extended – 12,000 rubles;
- minimum exhibition area – 4 m2.
To participate in the exhibition, you must fill out an application-contract. Information in the official exhibition catalog is provided by the Exhibitor in Microsoft Word format in a volume of no more than 15 lines until February 28, 2013.
Additional equipment and services are available for a fee. When renting more than 15 sq.m of exhibition space inside the pavilion, a 5% discount is provided, more than 20 sq.m - 10%. The costs of SZ JSC for participation in the exhibition are presented in Table 14.
Let’s assume that following the results of the exhibition, JSC “SZ” will conclude 3 contracts for the supply of sand-lime bricks for the construction of high-rise buildings, in total the number of supplied bricks will be 2850 thousand standard units. bricks, the total cost of which will be:
2850000 * 7.28 rub. = 20,748,000 rub.
Thus, the proceeds from participation in the exhibition will be:
20,748,000 – 44,000 = 20,704,000 rub.

Table 14 – Costs associated with the participation of an enterprise in the exhibition
Cost item Cost, rub.
Registration fee 4000
Equipped area 24,000
Area outside the pavilion 8000
Costs for leaflets, business cards, gifts 3,000
Travel expenses 8000
Transportation costs 5000
Total 44000

As a result, we found out that the participation of SZ JSC in the exhibition is very effective and, in addition to additional profit, will increase the number of customers, many of whom may become regulars.
In order to increase the competitiveness of a product, it must be heard. It is necessary to increase advertising on radio, television and magazines.
You can also use advertising on buses and inside; table 15 shows prices. When advertising inside public transport, advertisements must have the name of the business, exact address and prices.

Table 15 – Prices for outdoor advertising on buses
Advertising location Cost of placement, rub.
Right and left sides 2500
Rear windows (both windows) 1500
Rear window sills 600
Onboard advertising 2500

Thus, using this type of advertising, at least on one bus of such routes as 36, 21, 52, 40, since they are the most popular, the costs will be per month:
(2500+1500+600+2500)*4=28400 rubles
You can also increase the number of buses to three on each route, but use only on-board advertising, then the cost will be 30,000 rubles. Which will be much more cost-effective, since the number of buses has tripled.
When placing an advertisement in a local magazine, Table 16 shows the calculations for placing product information in the magazine.

Table 16 – Cost of advertising in the magazine
Blocks Size Cost, rub
Turn 340x225 mm 21000
Placement of information in the “news” sections According to compilation with editing 1/3 pages 3890
Placement in the “editor's choice” section 1 page at the beginning of the magazine 8500
Journalist's work (one page) 400 - 700
Photographer's work From 500

Using advertising in a magazine will be more expensive, but at the same time it emphasizes the prestige of the enterprise and affects the psychology of consumers accordingly. The approximate cost of advertising on a double page, taking into account the work of the photographer and journalist, will be about 30,000 thousand rubles.
Radio advertising is relatively inexpensive and no less effective. It will allow you to attract a fairly large audience of potential buyers and save a sufficient amount of money on other types of advertising. The cost of radio advertising will depend on which radio station the broadcast will be on, the length of the video and the duration of the advertising campaign:
- studio recording and editing – 450 rubles per minute of finished material;
- on-site recording, editing - 925 rubles per minute of finished material;
- the cost of an information ad is 30 rubles per word.
The cost of 1 minute in the morning, lunchtime and evening is 1100 rubles, and in the afternoon – 770 rubles.
Advertising on bags, pens and notepads, which can be advertised in the city center. To do this, it is necessary to create 150 bags, pens and notepads with advertising about the products and distribute them. This will provide visual advertising, and in addition will create an impression of the power of the enterprise.
In this case, the following costs will be incurred:
- the cost of 150 packages will be 150 rubles;
- the cost of pens is 402.5 rubles;
- the cost of notebooks is 750 rubles;
- the minimum cost of applying an inscription is 45 rubles.
Thus, the costs in this case will be 58,613 rubles.

Conclusion

This paper examined the competitiveness of products at the industrial enterprise ZAO SZ, its sustainable development and ways to increase the competitiveness of products.
In the theoretical part of the work, the theoretical foundations of product quality and competitiveness were explored, approaches and methods for assessing the level of product competitiveness were considered.
Based on theoretical materials, an analysis of the sustainable development of the enterprise JSC “Silicate Plant” and an assessment of the competitiveness of sand-lime brick were carried out. Based on the analysis, we can conclude that in general the financial position of Silicate Plant CJSC has improved by 2011 and is stable, the liquidity level of the enterprise is currently 2.54, which corresponds to the norm. The products of SZ CJSC are competitive with respect to substitute products, since the composite index for technical and economic parameters is 1.07. Technical parameters are very important when choosing a brick, so you should study them carefully.
Since in the period from the end of 2008 to 20210 there was a deterioration in financial indicators, the position of this enterprise cannot be called completely stable. Thus, the main problems associated with the unstable state of Silicate Plant CJSC were identified:
1) high share of costs in revenue;
2) increasing the repayment period for receivables;
3) high share of borrowed capital;
4) depreciation of the enterprise's fixed assets.
Taking into account the conclusions drawn from the analysis of the financial condition of the enterprise under study, about the competitiveness of the enterprise's products, recommendations were developed to improve the competitiveness of products, based on the creation of a marketing department, thanks to which the process of managing the competitiveness of products will be carried out more effectively.
Based on a qualitative and quantitative analysis of the production, economic and financial activities of the enterprise, assessing the competition and competitiveness of single silicate bricks on the market, we can conclude that the main direction for increasing the competitiveness of products in this market is changes in design: single-face silicate bricks with a chipped spoon and poke. In addition, similar products from competitors have already found demand in the European market, while single facing bricks are becoming less and less popular among consumers, especially in the private sector. The manufacture of this type of product does not require huge capital investments.
It was also proposed to increase the competitiveness of products by improving distribution channels.
Based on the analysis carried out on the topic under study, the following conclusions can be drawn and the following activities proposed:
1) The competitiveness of a product is understood as a relative integral characteristic that reflects its differences from a competing product and, accordingly, determines its attractiveness in the eyes of the consumer.
2) Factors determining the competitiveness of goods and services:
- quality of goods and services;
- price of goods and services;
- level of qualifications of personnel and management;
- technological level of production;
- availability of funding sources.
3) Competitiveness is more fully revealed through a system of indicators, among which are:
-qualitative indicators of competitiveness characterize the properties of a product, thanks to which it satisfies a specific need;
- economic indicators of competitiveness characterize the total costs of the consumer to satisfy his needs through a given product.
4) One of the main methods of increasing the competitiveness of products at an enterprise is the fame of the company - advertising.
Electronic advertising adds a new dimension to all advertising activities: with the help of the Internet, it is possible to transmit advertisements to the computers of target consumer groups in real time.
5) To increase the competitiveness of an enterprise, it is necessary to improve the technical and technological organization of production at the enterprise
6) It is necessary to reduce the price of the product. One of the ways to reduce the price of products is to use discounts. The use of discounts is due to a number of reasons: increased demand during periods of decline, helps manage the final selling price, and encourages customers to purchase large quantities.
It is also necessary to reduce energy costs for production through more economical use and modification of equipment, which will reduce energy consumption.
7) Product quality needs to be improved.

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Appendix A

(required)
Figure A.1 – Organizational structure of CJSC “SZ”

Appendix B

(required)

Possibilities:
1) increase in the level of income of the population
2) the emergence of new technologies
3) the emergence of a new retail network that selects suppliers
Threats:
1) reduction in prices of competitors;
2) decrease in income levels of the population;
3) increase in the cost of raw materials and materials
Strengths:
1) extensive experience in the market
2) leadership position;
3) high quality products 1. 1) the introduction of new technologies will increase profits;
2. 2) leadership position and high quality products will allow us to keep up with market growth and the increasing needs of customers
1) keep our customers from switching to a competitor by informing them about the high quality of our products;
2) price reductions by competitors may reduce demand;
3) an increase in the cost of raw materials will worsen the competitive position
Weak sides:
1) unfair competition;
2) uniformity of advertising for all consumer segments;
3) high costs 1) the new network may refuse to purchase our products, since our wholesale prices are higher than those of competitors;
2)
1) an increase in the cost of raw materials and materials can reduce the competitiveness of the enterprise;
2) poor advertising policy creates difficulties when entering new markets and has a bad effect on the image of the enterprise;

3) a decrease in purchasing power will increase costs.

Appendix B

(Required)

Table B.1 - Planned summary of costs and calculation of rounded silicate single facing brick

No. Name of items Cost plan per unit. Plan. 2013 Plan. 2014 Plan. 2015 Plan. 2016
1 Raw materials and basic materials 658.4 7900800 8295840 8848896 8848896
2 Fuel for technological purposes 204.31 2451720 2574306 2745926 2745926
3 Energy for technological purposes 71.32 855840 898632 958540.8 958540.8
4 Basic salary of production workers 185 2220000 2331000 2486400 2486400
5 UST from workers' salaries 48.1 577200 606060 646464 646464
6 Auxiliary materials 15.52 186240 195552 208588.8 208588.8
7 General production expenses 301.33 3615960 3796758 4049875 4049875
8 General plant expenses 204.71 2456520 2579346 2751302 2751302
9 Losses from marriage 32.51 390120 409626 436934.4 436934.4
10 Production cost 1721.2 20654400 21687120 23132928 23132928
11 Non-production expenses 17.42 209040 219492 234124.8 234124.8
12 Total cost 1738.62 20863440 21906612 23367053 23367053 /

Comprehensive economic analysis of the enterprise. Short course Team of authors

5.4. Analysis of the competitiveness of products and organizations

Most often, the competitiveness of a product is defined as the totality of its characteristics, as well as services accompanying the sale and consumption that distinguish this product from a competing product both in terms of the degree to which a specific need is satisfied and in terms of the costs of satisfying it.

In a market economy, the competitiveness of products occupies a central place in the system of evaluation indicators of the economic activity of an enterprise. In this regard, in order to achieve maximum efficiency of its work, the manufacturer must manage the competitiveness of its products. One of the elements of the mechanism for managing this indicator is to analyze and determine the level of competitiveness of products.

Competitiveness analysis should be carried out continuously and systematically at all stages of the product life cycle. This approach gives the entrepreneur the opportunity to determine the moment when the competitiveness of manufactured products begins to decline, and to make timely decisions about optimal changes in the product range, the need to search for new markets, the development and production of new and modernized products, the expansion and creation of production facilities, etc.

Analysis and assessment of product competitiveness can be carried out according to a standard scheme (Fig. 5.2), which highlights the most significant stages of this procedure. Assessing competitiveness based on this approach involves comparing the parameters of the analyzed and competing products with the level specified by the buyer’s needs, and comparing the results obtained.

Rice. 5.2. Standard scheme for assessing product competitiveness

At the first stage, you must install goals of analysis and assessment of competitiveness, since they determine the content and volume of initial information at each stage of the product life cycle (development, production, sale, operation or consumption). So, if you want to determine the current position of a given product among similar ones, then it is enough to directly compare them according to the main parameters. If you need to assess the prospects for selling a product in a specific market, then for such an analysis it is necessary to use information that includes information about products that have yet to enter this market, demand dynamics, expected changes in the relevant legislation, etc.

However, regardless of the goals of analyzing product competitiveness, the basis for it is the study of market conditions. In connection with this, the most important stage in assessing competitiveness can be considered the constant conduct of marketing market research (from the moment the product is created and throughout the entire period of its implementation), including the collection of data about competitors, the study of information about customers and their requests, etc. The main task of this research – identification and analysis of the group of factors that influence the formation of demand in a certain market segment. The result of the analysis is the selection of the most suitable segment for the product, determination of the required technical and economic data of the product, its market potential (possible market capacity).

Based on market research requirements for the product are formulated. The main criteria for this are:

Technical level of products;

International standards, legislation of the importing country and specific consumer requirements;

Regulatory and technical documentation containing requirements for the level of product quality in operation or consumption;

The level of consumer costs for purchasing products and operating them (costs of paying customs duties, taxes, transportation, repairs, etc.).

The formulated product requirements are the basis for determining the list of parameters to be assessed. It should be noted that the competitiveness of a product is determined only by those properties that are of interest to a particular consumer. Thus, all properties, all parameters of a product that go beyond consumer interests should not be considered when assessing competitiveness as having nothing to do with it. In this regard, exceeding norms, standards, rules, and specific consumer requirements (unless this excess is caused by a proactive reflection of government and other requirements that will be introduced after some time) does not contribute to increasing the competitiveness of the product. From the consumer’s point of view, it not only seems useless, but can even reduce the competitiveness of the product if it contributes to an increase in its price.

When determining the set of product competitiveness parameters to be assessed and compared, it is assumed that one part of the main parameters characterizes the consumer properties of the product (technical parameters), and the other – economic properties (cost). A significant role in assessing the competitiveness of products should be given to analysis regulatory parameters, i.e., parameters that must comply with the legislative acts of the countries in whose markets these products are intended to be sold, international standards, including restrictions on safety, environmental indicators, etc., technical regulations, standards, specifications and other applicable regulatory documents for products. Changing these parameters is fraught with violation of the terms of international agreements, agreements, contracts and can lead to the loss of the position of the commodity producer (exporter) in the market. Regulatory parameters and conditions for the competitiveness of products include: patent purity, as well as non-tariff restrictions in trade (quantitative - embargo, quotas, licensing; technical - requirements of technical regulations and standards; special requirements for packaging and labeling of goods; requirements for the availability of certificates for products and systems supplier quality).

At this stage of the analysis, the compliance of the product parameters with mandatory regulations, standards and norms that determine the level and boundaries of these parameters is established. If at least one of them does not meet the mandatory level prescribed by current norms and standards, then the product cannot be considered competitive, regardless of the result of comparison in other parameters. In this regard, a study of compliance with the standards and legislative norms in force in the market of a particular country should be carried out first, and only if such compliance is identified should the assessment of product competitiveness be continued.

When determining the list of product parameters to be assessed, as well as when analyzing standard parameters, it is advisable to be guided by:

Current international (ISO, IEC, etc.) and regional standards;

National foreign and domestic standards;

Current legislation, regulations, technical regulations of the exporting country and importing country, establishing requirements for products imported into the country;

Delivery documentation;

Catalogs, prospectuses and standards of manufacturers of these products;

Patent and market-economic documentation;

Product certification results.

The correctness of the results of assessing the competitiveness of products and, accordingly, the validity of subsequent decisions depend on the choice of the comparison base. The manufacturer can take as a basis for comparison: customer needs, a competing product, a hypothetical sample, a group of analogues, etc.

In the case when the basis of comparison is the needs of buyers, the selection of nomenclature is carried out and the values of the parameters of the needs of buyers are established, as well as the weight of these parameters in their overall set.

If it is difficult to obtain extensive and accurate information about customer needs, then an indirect method of assessing competitiveness using a sample product that is already in demand can be applied. A sample models a need and acts as a materialized requirement that the product to be evaluated must satisfy.

Sometimes a hypothetical sample is used as a basis for comparison, which represents the average value of the parameters of a group of products. This procedure is used if information on a specific analogue sample is insufficient. In fact, we are talking about analyzing a need that may not exist, so the assessment in this case is considered as indicative.

Much more often, a group of analogues is taken as a basis for comparison, selected from the point of view of harmonizing the classification parameters of the sample and the products being evaluated, from which the products that have the best prospects for further expansion of sales are selected.

According to the standard methodology under consideration, the next stage of assessing the competitiveness of products is formation of a group of analogues, i.e., similar goods sold on the market and used for comparison. All products included in the group of analogues must meet the following criteria:

Competing and evaluated products must be similar in purpose and operating conditions and targeted at the same group of consumers;

A competing product must meet the purpose of assessing the level of competitiveness;

The representativeness of a competing product on the market at the time of assessment and its trends in the future must be confirmed by reliable information.

The group of analogues includes:

when evaluating products under development– promising and experimental samples, the arrival of which on the world market is predicted for the period of release of the products under evaluation, or an ideal consumer model that satisfies future needs 100%;

when assessing manufactured products– samples sold on the world market (or also an ideal consumer model); the values of the samples' indicators are established on the basis of the documentation available on them and (or) based on test results. When evaluating manufactured products, it is not allowed to use advertising and experimental samples of products that have not been mastered by production as analogues. The next stage of assessment is selection of basic samples. As such, the best of the group of analogues are identified based on the method of pairwise comparison of sequentially all analogues according to the values of the selected evaluation indicators. Wherein:

An analogue cannot be recognized as a base sample and is excluded from subsequent comparisons if it is inferior to another analogue in terms of a set of evaluation indicators, that is, it is inferior to it in at least one indicator, and is not superior in any others;

Both analogues remain for further comparison with the others, if the first of them turns out to be better in some respects, and the second in others. At the same time, the values of some indicators among analogues may coincide.

As a result of pairwise comparison, analogues remain, each of which is not inferior to any of the others in terms of the totality of evaluation indicators. They are the basic samples.

The next stage of assessing the competitiveness of products is an analysis of quality, consumption price and organizational and commercial indicators.

To analyze and evaluate product quality, the following groups of indicators are used to characterize its technical excellence (technical indicators):

Destination indicators, characterizing the scope of application of the product and the main functions that it is intended to perform.

Reliability indicators, determining the ability of a product to perform certain functions while maintaining its performance within specified limits for the required period of time or required operating time. Reliability is defined as a set of particular indicators: reliability, durability, maintainability, storability.

ergonomic indicators, characterizing the adaptability of products to the hygienic, anthropometric, physical, psychophysiological and psychological properties of the consumer, manifested in the “person – product – environment of use” system.

aesthetic indicators, characterizing the aesthetic properties of a product: its informational expressiveness, rationality of form, originality of design, integrity of composition, etc.

Manufacturability indicators, determining the effectiveness of design and technological solutions to ensure high labor productivity in the manufacture, repair and operation of products (labor intensity, material intensity, etc.).

Unification indicators, characterizing the degree of use of standard, standardized and original components in products, as well as the level of unification with other products.

Transportability indicators, determining the suitability of products for transportation (under their own power or in relation to a specific type of vehicle).

Patent legal indicators, characterizing the patent purity of the product (the degree of its novelty) and patent protection (the degree of protection of the product by copyright certificates in Russia and patents in the countries of intended export or sale of licenses for domestic inventions). These indicators play a significant role in determining the competitiveness of products. They can be considered essentially not only as indicators of the quality of a product, but also as normative indicators of its competitiveness.

Environmental indicators, characterizing the level of harmful effects on the environment during operation or consumption of products.

Safety indicators, defining features of the product that determine the safety of humans (operating personnel) during its operation or consumption. These include: electrical safety, radiation safety, etc.

Depending on the specific features of the product and the conditions of its use, the system of evaluation indicators used may be supplemented or reduced. In addition, based on the nature of the problem being solved, some of the indicated indicators can be used in the assessment as restrictions, for example, in the number of standard parameters.

When assessing goods offered on the market, the buyer, along with comparing their consumer qualities, cannot abstract from the amount of costs that he will incur in connection with their acquisition and use, i.e., from the price of consumption. In an effort to achieve an optimal balance between the level of consumer properties of a product and his expenses, the buyer chooses the product for which the maximum beneficial effect per unit of cost will be achieved.

So, the consumption price characterizes the buyer’s total costs for the acquisition and operation (or consumption) of a product over its entire service life. The range of economic indicators (parameters) used in assessing competitiveness is characterized by the structure of these costs, determined by the properties of the product, as well as the conditions of purchase and use.

In its most general form, the consumption price can consist of the following elements, reflecting one-time and current costs:

Selling price of the product;

Costs of transporting the goods to the place of use and storing them;

Cost of installation, installation, bringing into working condition;

Costs for training of service personnel;

Fuel costs (electricity);

Salaries of service personnel;

Costs for post-warranty service and purchase of spare parts;

Insurance premiums;

Costs for disposal of the product after the end of its life;

Unexpected expenses.

Along with the above components, the consumption price may also include other elements that characterize the individual characteristics of the product.

When assessing the competitiveness of a product, organizational and commercial indicators that reflect the conditions for its sale should also be taken into account. These indicators are used as additional indicators for a comprehensive assessment of the level of competitiveness. These include indicators characterizing delivery times and guarantee periods, terms of payment, for example, advance payment, payment upon purchase, installment plans, credit, the amount of initial and subsequent installments, etc.

When analyzing the quality and price of product consumption, calculations of individual and group indicators are carried out, on the basis of which the integral indicator of product competitiveness is determined (see Fig. 5.2).

A single indicator (parametric index) (q) is defined as the percentage ratio of the value of any technical or economic parameter of the product being evaluated to the value of the corresponding parameter of the base sample. Parametric indices can be represented as the following formulas:

Where In i – the value of the i-th indicator of the product being evaluated; B ib– basic value of the i-th indicator; n– number of indicators.

From formulas (5.3), (5.4) choose the one in which the growth of the relative indicator means an increase in the competitiveness of the products being evaluated. For example, the relative value of the product’s power is calculated using formula (5.3), and to calculate the relative indicator of specific fuel consumption, formula (5.4) is used.

The group indicator (Q) is calculated on the basis of individual indicators as a summary parametric index (i.e., combining individual indicators for a homogeneous group of parameters - technical, economic) using the weighted average method:

where q i – parametric index of the i-th parameter; and i– weight of the i-th parameter; n– number of parameters.

The need to establish the weight of a parameter is explained by the ambiguity for the consumer of various product parameters. Based on this, the significance (weight) of each parameter for the consumer is determined by expert means, provided that the entire need is taken as 100%.

Thus, the group indicator reflects the level of competitiveness for the same groups of parameters (technical or economic).

Integral indicator (K) is defined as the ratio of the total beneficial effect from the operation or consumption of a product to the total costs of purchasing and using this product, i.e., in fact, it is the ratio of the group indicator for technical (0 technical) to the group indicator for economic (0 eq) parameters:

At K> 1 the products being assessed are competitive in a specific market, and when K< 1 – нет.

Thus, as a result of the calculation and analysis of organizational and commercial indicators, a conclusion is made about the competitiveness of the product in comparison with the basic samples.

Based on the conclusion made, the enterprise policy regarding the product being evaluated is formed. In case of a positive outcome of the assessment (if the performance of this product exceeds the performance of the base samples), the enterprise decides to produce and enter the market with trial sales. In the case of a negative assessment, technical and economic solutions are developed to improve the competitiveness of industrial products.

Some authors propose to evaluate economic parameters by calculating and comparing the consumption prices of the evaluated and base goods, respectively, which increases the accuracy of calculations of the amount of operating costs over its entire service life. The price of consumption of a product (C consumption) can be determined by the formula:

where C t is the selling price of the product; E pi – operating costs for the i-th year of service; 1/(1 + r) i – coefficient of reduction to modern value (discount factor); t– product service life; i – year of reduction; r– discount rate.

Let's analyze competitiveness using a specific example using the methodology outlined above (let's calculate the consumption price using formula (5.7)). Let's evaluate the competitiveness of new models of microwave ovens proposed for production and trial sales. We use a model sold on the market as a base sample. The technical parameters of these models were assessed by experts on a ten-point scale (Table 5.3). The service life of three models is 10 years. The discount rate is 0.1.

The method for calculating the consumption price (using model 1 as an example) is as follows:

The integral indicators of competitiveness of the evaluated models 1 and 2 are:

K 1 = 1.016: 0.977 = 1.039;

K2 = 1.174: 0.767 = 1.530.

Table 5.3. Single and group indicators of the competitiveness of microwave ovens

Thus, both new models of microwave ovens are more competitive than the base model, but model 2 is the most competitive.

The competitiveness of products is only an integral part of the overall competitiveness of the commodity producer. In this regard, there is a need to study much less developed methods for analyzing and assessing the competitiveness of an enterprise.

By the competitiveness of an enterprise we mean its ability to quickly and adequately respond to changing conditions of market competition, maintaining and increasing achieved sales volumes, profits and market share.

The competitiveness of an enterprise depends on the influence of a complex of factors in the internal and external environment of its life. Internal factors include the constituent elements of the economic potential of an enterprise, which is determined by the totality of its resources and the efficiency of their use.

External factors may include the economic policy of the state, the main characteristics of the enterprise’s market, etc.

Analysis of the level of competitiveness of an enterprise has its own specific features and tasks.

Firstly, its assessment is the starting point for developing strategic goals for the enterprise.

Secondly, for this it is necessary to use a number of indicators, the analysis of which can be dispensed with in a general assessment of the production and economic activity of an enterprise. These indicators primarily indicate the degree of stability of its position, the ability to produce products that are in demand among consumers and provide stable profits.

A unified generally accepted method for assessing the competitiveness of a manufacturer, which economists consider a company, an individual enterprise, an industry or the entire economy as a whole, has not yet been developed. There are a number of approaches to solving this problem in the literature, but with the help of most of them it is possible to assess only certain aspects of the competitiveness of an enterprise, and it is impossible to give a comprehensive assessment of it, which includes an analysis of the impact of the external business environment, and an assessment of the internal capabilities of the enterprise. Currently, the following approaches are best known.

1. Studying competitiveness from the perspective of comparative advantage. This method implies the following: a country produces and exports goods that cost it less, and imports products that are financially more profitable for it to purchase than to produce.

The distribution of production between countries must follow the law of comparative costs: each country specializes in the production of those goods for which its costs are lower, although in absolute terms they may sometimes be slightly higher than those of its competitors. If a country has advantages that make it possible to ensure relatively lower production costs in any industry, which is a prerequisite for this industry to gain a strong market position, then it is said to be competitive.

It is impossible to measure comparative advantage directly, so several indirect methods have been proposed. One of the most frequently used is a method based on the following assumption: the lower the production costs in an industry, the greater the advantages it has over its competitors.

Based on the methodology of comparative advantages, it is difficult to assess the competitiveness of an exporting company in general terms, since the existing advantages characterize the competitiveness of not only a specific company, but also the entire industry.

2. methods for assessing the competitiveness of a manufacturer, based on A. Marshall's theory of equilibrium of the firm and industry and the theory of production factors. Equilibrium is understood as a state when the producer has no incentive to move to another state, that is, to change the volume of production (change its market share).

In conditions of producer equilibrium (when the maximum possible volume of production and sales of goods is achieved, with the nature of demand and the level of technology development in a given market unchanged), each of the factors of production is used with the same and at the same time the greatest productivity. At the same time, firms in the industry do not have excess profits due to the action of any of the factors of production, and, therefore, outside firms have no incentive to enter the industry.

The opportunity to expand production appears when some factor of production is not fully used and the existing scale of production does not provide a minimum cost. The criterion of competitiveness within the framework of this model is the presence of such factors of production at the manufacturer that can be used with better productivity than other competitors.

These methods have limited use in practice.

3. The theory of effective competition. Within the framework of this theory, there are two main approaches to determining the criterion of competitiveness: structural and functional.

According to structural approach an assessment of the enterprise's position can be made based on knowledge of the level of monopolization of the industry, i.e., concentration of production and capital, and barriers to companies re-entering the industry market. The main obstacles for new competitors usually include: the cost-effectiveness of large-scale production, the degree of product differentiation, the absolute cost advantages of incumbent firms, and the amount of capital required to organize efficient production.

The theory of international marketing examines the influence of external conditions on the competitiveness of firms. A company’s ability to conquer any market depends not only on internal factors, but also on current market situations. The following factors are identified that influence the intensity of competition and thereby affect the level of competitiveness of companies: market potential (possible capacity); ease of access; type of product; entry barriers (necessary investments, government regulation); market homogeneity; industry structure or firms' competitive positions; the degree of involvement of firms in this industry; possibility of technological innovations; economies of scale; diversification of firms.

Competitiveness can also be determined using functional approach, According to which, those enterprises where production and sales of products and effective financial management are best organized are more competitive. The subject of analysis is three groups of indicators. IN first group includes indicators that reflect the efficiency of production and sales activities of enterprises, for example, the ratio of net profit to net working capital.

Indicators second group characterize the state of the production sector of the enterprise (intensity of use of fixed and working capital). For example, the ratio of net sales to the net value of tangible assets, to net working capital, to the value of inventories, etc.

Third group are indicators related to the financial activities of enterprises: the ratio of working capital to current debt, the period for paying current bills, the ratio of current debt to the value of tangible assets, the ratio of long-term liabilities to net working capital, etc.

The undeniable advantage of the functional method is the use of indicators that allow one to analyze the operation of an enterprise and draw conclusions about various aspects of its economic activity, the ability to assess the financial position, creditworthiness of the company, as well as the degree of commercial risk associated with this enterprise.

However, this method is not without its drawbacks. Firstly, the use of a large number of indicators, often duplicating each other, complicates the analysis of the situation.

Secondly, it does not take into account the differentiation of the importance of individual indicators in the assessment, which can lead to ambiguity in judgments about competitiveness.

Thirdly, this method does not take into account the competitiveness of the product. Thus, some of the used indicators of the second group characterize the efficiency of the organization and functioning of the sales and promotion system of a product rather than its competitiveness.

4. Assessing the competitiveness of a manufacturer based on product quality. It is carried out using the “profile method”. Its essence is that various criteria for satisfying consumer requests in relation to any product are identified, their hierarchy and comparative importance are established within the range of characteristics that the consumer is able to notice and evaluate, and the technical and economic data of the product are compared with other competing ones. products.

Thus, this method is based on the argument that the competitiveness of a manufacturer is higher, the higher the competitiveness of its products. The advantage of the method is that it takes into account the most important criterion affecting the competitiveness of an enterprise - the competitiveness of the product. However, the method under consideration allows us to obtain a very limited understanding of the advantages and disadvantages of the enterprise, since the competitiveness of the enterprise takes the form of the competitiveness of the product and does not affect other aspects.

5. Matrix methodology for assessing competitiveness. It is used not only to analyze the characteristics of goods, but also when studying the competitiveness of “strategic business units” - goods, sales activities, individual companies, industries (i.e., manufacturers of goods).

The main research tool is a matrix built on the principle of a coordinate system using two indicators. The vertical axis indicates the growth rate of market capacity on a linear scale, and the horizontal axis indicates the relative share of the producer (i.e., manufacturer) in the market on a logarithmic scale. All strategic business units can be located on this matrix depending on their characteristics and market conditions. The most competitive will be those that occupy a significant share of a fast-growing market.

Using this method, it is possible to assess the competitive positions of “strategic business units” and develop a strategy for behavior in the market. However, the method does not allow analyzing the reasons for what is happening and complicates the development of management decisions.

author Team of authors

Section II Management analysis of the organization’s costs and the cost of products, works,

From the book Comprehensive economic analysis of an enterprise. Short course author Team of authors

Chapter 6 Analysis of the organization’s costs and the cost of products, works, services 6.1. Managing the organization's costs and the cost of products, works, and services The process of managing commercial organizations in a market economy becomes more complicated. For managers

From the book Comprehensive economic analysis of an enterprise. Short course author Team of authors

6.7. Formation of management decisions based on cost analysis in order to increase the competitiveness of products, works, services. Economic analysis of production costs and the cost of products, works, services involves comparison of actually produced

author

45. Analysis of the cost of products The cost of products (works, services) is a valuation of the natural resources, raw materials, materials, fuel, energy, fixed assets, labor resources used in the production process of products (works, services), and

From the book Management Accounting. Cheat sheets author Zaritsky Alexander Evgenievich

47. Element-by-element and item-by-item analysis of product costs An element-by-element breakdown of cost consists of homogeneous cost elements: S = A + M + U, where: S – production or total cost of production; A – depreciation of fixed assets; M – material costs

From the book Marketing. Short course author Popova Galina Valentinovna

9.1. Analysis of the competitiveness of goods and services The problem of product quality and competitiveness is universal in the modern world. Much depends on how successfully it is solved in the economic and social life of any country, practically

author Litvinyuk Anna Sergeevna

47. Analysis of the volume of output To analyze the volume of output, a system of indicators is used that determines the state of dynamics and reserves for growth of output volume. The volume of output can be assessed both in value and in natural, conditionally natural

From the book Economic Analysis author Litvinyuk Anna Sergeevna

48. Analysis of production costs Using the analysis of production costs, it is possible to determine the profitability of individual areas of activity, the profitability of areas and individual types of products; effectively control the use of resources; receive information about

From the book Financial Analysis author Bocharov Vladimir Vladimirovich

7.4. Analysis of profit from sales of products The most important component of accounting profit is profit from sales of products (profit from sales). Therefore, first of all, the overall change in profit from sales is analyzed (Table 7.3). Table 7.3. Grade

author Olshevskaya Natalya

106. Analysis of the use of the organization's main production assets. Analysis of the use of material resources Fixed assets (Fixed assets), often called fixed assets in economic literature and in practice, are one of the most important factors of production.

From the book Economic Analysis. Cheat sheets author Olshevskaya Natalya

110. Factor analysis of the total material intensity of products. Factor analysis of the total material intensity of products. Material intensity, as well as material productivity, depends on the volume of commercial (gross) output and the amount of material costs for its production. In turn, the volume

From the book Economic Analysis. Cheat sheets author Olshevskaya Natalya

119. Product cost analysis Analysis of the cost of products, works and services is extremely important. It allows you to identify trends in changes in this indicator, the implementation of the plan according to its level, determine the influence of factors on its growth and on this

Introduction

1.2 Factors determining the competitiveness of goods, products and services

1.4 The essence of SWOT analysis

Conclusion

Applications

Introduction

The concept of “competition” forms the basis of a market economy, as the main driving force in the evolution of relationships between subjects operating in a given environment. Those who are able to withstand competition in the domestic and foreign markets are the most successful participants in such competition

The satisfaction of a particular consumer with the totality of the properties offered to him in a product is expressed in the act of purchase and sale. Such a coincidence of properties, characteristics of a product and consumer requirements, in which the interests of the manufacturer and consumer are respected, meaning full compliance of the product with market conditions, is called its competitiveness.

Competitiveness is a universal indicator that can be used in many areas of life. Nevertheless, in its essence it remains an economic concept, and its most correct application is precisely to economic objects.

Relations arising in the economic sphere are divided into three levels:

· micro level (types of products, production, enterprises);

· meso-level (industries, corporate associations of enterprises and firms);

· macro level (national economic complexes, countries, associations of countries).

Competitive characteristics and the factors that determine them are divided into micro-level (reflecting the quality and prices of products); meso-level (provide improvement in the efficiency of using existing production resources of industries) and macro-level (reflect the general state of economic systems, their balance, investment climate, tax regime, tariff and customs policy, etc.).

This course work will examine micro-level analysis.

The traditional direction of micro-competitiveness analysis is calculations and studies of the competitiveness of goods, services, as well as the enterprises that produce them. Using an appropriate assessment, it is possible to determine which type of product (service) is preferable to consumers.

The purpose of economic analysis of product competitiveness is to study the real and potential level of product competitiveness, identify factors that influenced its change, assess the impact on the most important performance indicators of the organization, and search for reserves for increasing product competitiveness.

In Chapter I of this course work, theoretical issues will be considered: The concept of competitiveness of products, goods, services; factors that determine the competitiveness of products, goods and services and methods for assessing competitiveness, also the essence of SWOT analysis.

Chapter II contains an analysis of the LCD TV market, as well as calculation of the competitiveness of LCD TVs.

The main objectives of this course work include:

1.analysis of the current state of the TV market and characteristics of consumer properties of TVs presented on the Russian market.

2.analysis of the competitiveness of advanced models of LCD TVs.

Chapter I. Theoretical and methodological foundations of the competitiveness of products, goods and services

1.1 The concept and essence of competitiveness

The ultimate goal of any company is victory in competition. The victory is not a one-time, not accidental, but as a natural result of the company’s constant and competent efforts. Whether it is achieved or not depends on the competitiveness of the company’s goods and services, i.e. on how much better they are compared to analogues - products and services of other companies. Maintaining the competitiveness of products at the proper level is carried out thanks to highly organized and methodologically supported analytical and control work.

Products must not only have a set of technical, aesthetic, ergonomic and other properties, but also meet the conditions for their sale (price, delivery time, service, company prestige, advertising, etc.).

Each buyer purchases the product that best satisfies his personal needs and is most consistent with social needs compared to others. Consequently, the degree of customer satisfaction with a product also consists of the aggregate of opinions of individual buyers and is formed even before its appearance on the market, at any stage of the product’s life cycle until the moment of disposal. At this time, there is intense competition for the consumer. Competitiveness depends on the degree of customer satisfaction with the product.

The competitiveness of a product is determined only by the set of properties that are of undoubted interest to a certain group of buyers and ensures the satisfaction of this need. Other characteristics and properties of the product are not taken into account. A product with a higher level of quality may be less competitive if its cost has increased significantly due to the addition of new properties to the product that are not required by the group of consumers for whom it is intended. The same product can be competitive in the domestic market and uncompetitive in the foreign market, and vice versa.

The competitiveness of a product is a complex of consumer cost characteristics of a product that determine its preference for the consumer in comparison with similar products from other domestic and foreign enterprises.

Some companies in industrialized countries (Japan, USA, France, Germany) make it possible to achieve competitiveness of goods only on the domestic market, being confident in the possibility of selling their goods on the foreign market.

The analysis of the competitiveness of goods and services is carried out by various market entities - manufacturing enterprises, service sector enterprises, consumer organizations. Ultimately, the assessment of competitiveness is the prerogative of the consumer. From a number of analogues, he selects a product that will best satisfy his needs at minimal cost.

With the competitiveness of goods and services, the terms of delivery, availability and efficiency of service during the sale of the product and its subsequent use are taken into account. In the context of economic entities, both individual categories of activities (competitiveness of marketing activities, management, etc.) and the constituent elements of the economic process (competitiveness of production technology, equipment, etc.) can be assessed.

An enterprise producing uncompetitive products is doomed to a decrease in sales revenue, an increase in accounts receivable, leading to chronic insolvency of the enterprise, and, consequently, to the threat of bankruptcy. The solvency of an enterprise is directly dependent on the demand for its products, determined by its competitive advantages and the correspondence of prices to these advantages.

In practice, competitiveness is most often assessed using a sample product that is already in demand in the market and is close to social needs. Thus, the sample acts as an embodied requirement that a product in demand must satisfy. The parameters involved in the assessment are determined based on the results of market research and customer requirements. In this case, the criteria that the consumer uses when choosing a product should be used. The degree of importance of each criterion can be determined using expert and sociological methods.

For a product to be acceptable to the buyer, it must have a set of certain characteristics. There are the following main parameters that characterize the competitiveness of a product:

To the group of technical parameters,used in competitiveness analysis include:

· parameters of purpose, quality (also from the consumer’s point of view), which determine the technical properties of the product, scope of application and functions that it performs. Based on these parameters, one can judge the content of the beneficial effect achieved through the use of this product under specific conditions of consumption. The purpose parameters are divided into classification, technical efficiency and design;

· ergonomic parameters that characterize products in terms of compliance with the properties of the human body in the process of performing labor operations and interacting with a machine include hygienic, anthropometric, physiological, psychophysiological, and psychological. Show the degree of comfort and convenience;

· aesthetic, serving to model the external perception of the product, reflecting precisely those external properties that are most important to the consumer (color, fashion, style);

· regulatory, characterizing the properties of the product, which are regulated by mandatory norms, standards and legislation in the market where this product is supposed to be sold. If it does not comply with current standards and regulations, it cannot be used to satisfy an existing need and therefore does not have use value for the buyer.

· image of the product, its fame, trademark, etc. Purpose parameters are related to the areas of application of the product and the functions that it is required to perform.

Economic parameterscreate a consumption price, which includes the selling price. These include: the price of the product, the costs of transportation and storage, installation and setup, as well as all current operating costs.

.2 Factors determining the competitiveness of goods, products and services

When making purchases, each consumer carries out the process of selecting the product he needs among a number of similar ones offered on the market, and purchases the one that best satisfies his need. When comparing goods intended to satisfy the same need, the buyer takes into account their competitive consumer properties and determines the degree of compliance with his own needs. At the same time, he strives to achieve an optimal balance between the level of consumer properties of the product and the costs of its acquisition and use, i.e. obtain the maximum consumer effect per unit of cost. In relation to a specific need, the specified ratio can be achieved by a number of different products due to the presence of similar properties. Therefore, they will all have the ability to satisfy this need and in relation to it can be considered as interchangeable.

In order to objectively assess the level of competitiveness of its product, the supplier must use the same criteria in the analysis that the consumer uses when choosing a product. Only in this case can we expect that the assessment given to the product by the supplier will coincide with the opinion of the buyer.

Competitiveness consists of a set of characteristics. To determine how successfully a product is able to satisfy the requirements of a particular market in comparison with the products of competitors, it is necessary, first of all, to highlight the criteria of competitiveness (the most significant qualitative and quantitative parameters of the product that are of interest to the buyer and guarantee the satisfaction of this need).

The main factors determining the competitiveness of goods and services include:

· Quality of goods and services.

Quality is the main factor determining competitiveness.

Quality is a set of characteristics of a product that relate to its ability to satisfy established and specified needs. The concept of quality includes durability, reliability, accuracy, ease of operation, repair and other valuable properties, absence of defects or defects.

The quality of a product can be characterized in terms of its properties and quality parameters.

Product parameter - quantitatively or qualitatively characterizes any of its properties, including those that determine the quality of the product.

Product properties determine the satisfaction of needs in accordance with its purpose. Properties are divided into simple and complex.

Simple properties - This is the resistance to demolition strength.

TO complex properties refers to the reliability of goods, which includes trouble-free operation and durability.

The quality of a product depends on the needs of society, and if the need for some type of product has disappeared, then the quality of this product is reduced to zero. A more stringent requirement is compliance with standards. The success of a product on the market is ensured if it can help satisfy hidden (subconscious) needs - spiritual, status, psychological, age-related.

Consumers are directly interested in quality.

High quality is the most reliable means of entering the market. From a marketing point of view, quality includes indicators of timely updating of products, releasing them in an assortment that most fully satisfies the needs, tastes and requirements of consumers.

· Price of goods and services.

Pricing is one of the most important issues facing an entrepreneur. It is the price that reflects the state of affairs in the market for certain products and the level of profitability of the enterprise.

Price is the monetary expression of the value of a product, an economic category that serves to indirectly change the amount of socially necessary labor time spent on the production of a product.

There are factors that contribute to lower prices: increased production, technological progress, lower production and distribution costs, increased labor productivity, competition, lower taxes, and expanded direct connections. Others cause an increase in prices: a decline in production, instability of the economic situation, a monopoly of an enterprise, rush demand, an increase in the mass of money in circulation, an increase in taxes, an increase in wages, an increase in enterprise profits, an improvement in the quality of goods, compliance with fashion, rising labor prices, low efficiency in the use of capital , fame of the company;

· Level of qualifications of personnel and management.

A high level of basic education allows enterprise specialists to quickly learn, master new professions and acquire the skills necessary to work in market conditions. Consequently, the presence of qualified personnel is a significant advantage that contributes to ensuring the competitiveness of Russian enterprises.

The level of management qualifications plays an important role in ensuring competitiveness. The first way to solve this problem is to improve the qualifications of existing managers, and the second is to replace managers with new, more qualified ones.

· Technological level of productionsignificantly affects the quality of products and their competitiveness, therefore the company carries out planned investments in the modernization and expansion of production assets. It is the level of technology development at the enterprise that determines the ability to produce high quality products at low costs

· Market saturation, supply and demand.The relationship between supply and demand is one of the key issues in the effective operation of a company and the competitiveness of its products in a particular market.

competitiveness products LCD TV

Market saturation is a quantitative indicator characterizing the availability of goods in trade according to the assortment list. The greater the breadth of assortment, the higher the market saturation.

1.3 Methods for assessing the competitiveness of goods and services

The development of the problem of competitiveness of goods and services depends on the chosen assessment method.

When determining the set of parameters of the competitiveness of goods to be assessed and compared, the parameters characterizing the consumer properties of the product (consumer value) and its economic properties (cost) are taken into account, i.e. the buyer's costs for purchasing and using the product throughout the entire period of its operation (consumption). Taken together, these costs make up the price of consumption - the amount of money needed by the consumer over the entire service life of the product.

Either the buyer's need or a sample is taken as the basis for comparison. Typically, a sample is a similar product or service that has the highest sales volume and the best future sales prospects.

The ability of a product to compete is assessed by comparing the parameters of the analyzed product with the parameters of the comparison base. In this course work, the product (LCD TVs) is taken as the basis for comparison.

When assessing, differential and complex assessment methods are used.

The differential method for assessing competitiveness is based on the use of single parameters of the analyzed products and a comparison base and their comparison.

This method only allows us to indicate the competitiveness of the analyzed product or whether it has disadvantages compared to an analogue product. It can be used at all stages of the product life cycle, especially when comparing it with a hypothetical sample. The method does not take into account the influence of the weight of each parameter on consumer preferences when choosing a product.

.If the basis of assessment is taken need, the calculation of a single competitiveness indicator is made using the formula:

Where gi- a single indicator of competitiveness;

pi is the value of the i-th parameter for the analyzed product;

piо is the value of the i-th parameter (sample), at which the need is fully satisfied;

2. If the assessment basis is taken sample, the calculation of a single indicator of competitiveness is carried out according to the formula:

(i = 1, 2, 3,.,n),

Where gi- a single indicator of competitiveness;

p i - the value of the i-th parameter for the analyzed product;

p io - the value of the i-th parameter (sample), at which the need is fully satisfied;

From the data, select the form according to which the growth of the indicator corresponds to an improvement in the indicator parameter

Comprehensive method for assessing competitiveness. Based on the use of technical, economic and integral indicators. This method will be used to calculate the competitiveness of LCD TVs in Chapter II.

Based on individual indicators, group indicators of competitiveness are calculated, which characterize the product’s compliance with the need for it.

1. The group indicator of competitiveness by technical parameters is calculated as:the relationship between the parameters of the analyzed object and the parameters of the competitor’s product, taking into account the weighting significance of each parameter in the total value of the parameters characterizing the product.

I etc. = ?pi/p * a,

Where Ietc. -group indicator of competitiveness by technical parameters;

pi- a single indicator of the analyzed object;

p- competitor parameters;

a-weight coefficient.

q = pi/p -a single indicator of competitiveness for the i-th technical parameter, calculated using formulas.

The group indicator combines individual indicators and characterizes the degree of satisfaction of the need as a whole.

Received group indicator I tp characterizes the degree of compliance of a given product with existing needs across the entire set of technical parameters; the higher it is, the generally more fully the needs of consumers are satisfied.

The basis for determining the weight of each technical parameter in the overall set is expert assessments based on the results of market research, consumer demand, seminars, and sample exhibitions.

Calculation of group indicators based on economic parameters, which are characterized through the consumer’s costs for acquisition, after-sales activities and operation (consumption) of the product during its entire service life (shelf life).

Ie. P.=Z/Z0 *a,

Where Z- total costs of the analyzed object;

Z0 - the competitor's total costs;

a-weight coefficient.

The consumer's total costs consist of one-time costs for the purchase of products (Ze) and the average total costs for operating the products:

where T is service life; i - year in order.

4. The integral indicator of competitiveness is calculated using the formula:

K=Ietc./Iep.,

where K is an integral indicator of the competitiveness of the analyzed product in relation to the sample product.

The integral indicator reflects the difference between the compared products in the consumer effect per unit of buyer costs for the acquisition and consumption of the product.

When assessing the competitiveness of a particular product, it can be compared with similar competing products (competitive samples), for which a similar comparison with the reference sample was also carried out, and a conclusion can be drawn about their comparative competitiveness.

If K<1, то рассматриваемый товар уступает образцу по конкурентоспособности, а если К>1, then it exceeds, with equal competitiveness K = 1.

The higher the K1 indicator, the higher the competitiveness indicator.

When choosing a competing sample, it is necessary that it and the product being evaluated are similar in meaning and conditions of use and are intended for the same group of consumers.

1.4 The essence of SWOT analysis

The concept of SWOT itself is an acronym for four words - strengths, weaknesses, opportunities, threats.

Visually this is presented in the form of table No. 1:

Domestic

Table No. 1. SWOT analysis

S (STRENGTHS)Internal environment W (WEAKNESSES)Internal environmentO (OPPORTUNITIES)External environmentT (THREATS)External environment

It was first proposed in 1963 by Harvard professor Kenneth Andrews. He was also one of the developers and theorists of the SWOT analysis methodology, which since 1965 has been used to develop a company's behavioral strategy.

Situational, or “SWOT (SWOT) analysis” can be carried out both for the organization as a whole and for individual types of business. Its results are further used in the development of strategic plans and marketing plans in a wide variety of areas of activity.

His idea is that a successful strategy should be built on the principle of linking the internal capabilities of an enterprise and the external environment, presented in the form of opportunities and threats.

The elements of the internal environment are strengths and weaknesses. The list of strengths and weaknesses for each enterprise is individual.

Strengths include everything that a company can do better than others, or that the possession of which provides the company with an advantage over its competitors. This could be some specific type of resources, organizational capabilities, experience in different fields of activity, advanced technology, high reputation. For example, the presence of production secrets that ensure low costs, better service, the product is packaged in convenient packaging for use, the best location, a system for introducing new products, etc. On the contrary, the weaknesses of an enterprise are what it does worse than others, or what puts the enterprise in worse conditions than its competitors.

The real work for every business is compiling lists of strengths and weaknesses and assessing the importance of each item based on the competitive conditions of the industry. The most significant strengths of the enterprise should form the basis of the strategy. It is precisely what constitutes the exceptional superiority of an enterprise that should, in practice, become the basis for building a competitive advantage within the framework of the developed strategy.

On the other hand, a good strategy should minimize the negative impact of the company's weaknesses on its strategic position.

The most important and obvious elements of the internal environment are:

·Product,

· Marketing policy,

· Pricing,

· Marketing information,

·Sales,

·Trade marks,

· Positioning of the company/product,

· Engineering and development of new products,

· Operational activities

·Production,

·R&D,

· Financial and material resources,

·Skills and experience,

· Salary and bonuses,

· Motivation and stimulation,

· Working conditions, staff turnover, and much, much more.

Elements of the external environment: opportunities and threats.

Opportunities and threats, by definition, being elements of the external environment, are beyond the control of the organization.

Opportunities are favorable circumstances that a business can exploit to gain an advantage. Examples of market opportunities include the deterioration of competitors' positions, a sharp increase in demand, the emergence of new production technologies, an increase in the level of income of the population, etc.

Threats are events whose occurrence may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, rising taxes, changing consumer tastes, declining birth rates, etc.

Identification of potential opportunities and threats should be considered as the next stage in developing a strategic plan for an enterprise. A well-constructed strategy should be focused on using opportunities that are adequate to the resources of the enterprise and provide the most complete protection against threats associated with changes in the external environment.

Elements of the external environment:

· Political forces

· Legislation,

·Culture,

· social trends, traditions,

· Level of development of science and technology,

· technical innovations,

· Economic situation, level of economic growth,

· Competitive situation

Appendix No. 1 provides a SWOT analysis of Samsung.

Chapter II. Analysis of product competitiveness using the example of an LCD TV

2.1 Analysis and development prospects of the LCD TV market

On the Russian television equipment market there is quite strong competition between imported and domestic manufacturers.

Among the methods of competition in the Russian TV market, advertising should first of all be included.

LCD TVs are high-tech devices that are in very close contact with the Internet technology market and quickly adopt the latest from it. Here, as in the monitor market, there is a very rapid change in technology all the time.

The only real competitor to LCD TVs is plasma panels, but they have a strict technological limitation from below in terms of screen size and, as a result, are cut off from the truly mass market.

Plasma and LCD TVs are becoming bestsellers in the electronics market. According to experts from Strategy Analytics, by 2010, sales of flat-panel TVs reached 83.5 million units per year, generating revenue of $45 billion.

In the global market, the leading group includes Sharp, LG, Philips and Samsung, Panasonic, Sony and Toshiba (listed in alphabetical order). Moreover, by 2010 the volume of supplied products from the most famous brands will increase by 35%. The leader among them is the South Korean company Samsung Electronics, which in 2009 supplied about 25 million television systems to the market - 19% of the global figure. By 2010, the number of Samsung TVs shipped increased to 35 million units, which is 28% higher than in 2009.

According to the analytical agency DisplaySearch, in Russia in 2010 the maximum sales of LCD TVs were from Samsung, whose share was more than 31.3% (Graph No. 1). This name has long been known to Russian consumers. In second place for the same period were the Dutch company Philips (18.5%), LG (8.6%).

When choosing a modern LCD TV, you need to focus on brightness, contrast, sound quality, response time.

The brightness of the LCD TV will determine how comfortable it will be to look at the screen in high light conditions. The brightness indicator does not greatly affect the cost, but the brighter the TV screen, the better. The minimum brightness value below which you should not fall is 450 cd/m2.

The contrast of an LCD TV is one of the most important parameters. If the contrast of the TV is low, then you will not be able to see the rich color palette of images and the rich range of tones and halftones on the screen.

Response time affects the quality of playback of dynamic scenes. The higher this parameter, the worse the TV copes with displaying moving objects - they may develop a trail.

The course work will consider the issue of analyzing the competitiveness of LCD TVs from Samsung, Philips and LG.

Graph No. 1. Market shares of the Leader (Samsung) in the Russian LCD TV market

2.2 Calculation of product competitiveness indicators using the example of LCD TVs

We will calculate the competitiveness of televisions using a comprehensive method.

When calculating the competitiveness of TVs, the Samsung TV is taken as a standard, because... Samsung Electronics has established itself as a manufacturer of high-quality products.

The main characteristics of LCD TVs are listed in Table No. 2.

To distribute LCD TV models by level of competitiveness, it is necessary to calculate based on table No. 2:

· group indicator for technical parameters;

· group indicator for economic parameters;

· integral indicator of competitiveness.

Table No. 2. Main characteristics of LCD TVs.

Main indicatorsWeighting coefficient (a) Samsung (evaluated option) Philips (competitor product) LG (competitor product) 1. Brightness (cd/m2) 25%5004502502. Dynamic contrast20%7000005000003000003. Image quality (100-point rating) 15%10090804. Pixel response time20%3445. Total sound power 20%3020106. Average price100%32153 rub. 31111 rub. 30110 rub.

From this table, the economic parameters include the average price. The remaining indicators are technical.

I. Calculation of group indicators according to technical parameters:

The first action will be to find single indicators that reflect the percentage ratio of the parameter level (P) to the value of the same parameter of the competitor product (Pi 0), taken as 100%:

Therefore, the single figures for Philips are:

: 500000/700000 = 0,714

Single indicators for LG will be equal to:

: 300000/700000 = 0,43

Check: the weighting coefficients for technical parameters, as well as for economic indicators, should add up to 100% or 1.

%+20%+15%+20%+20% = 100%.

The group indicator combines individual indicators for a homogeneous group of parameters (technical, economic) using weighting coefficients determined by experts.

The group indicator is calculated as the product of a single indicator and a weighting coefficient.

Indicator for technical parameters for TVs Philips:

Ietc.= 0,9*0,25+0,714*0,2+0,9*0,15+1,33*0,2+0,67*0,2= 0,90

For TVs LG:

Ietc.= 0,5*0,25+0,43*0,2+0,8*0,15+1,33*0,2+0,2*0,33= 0,66

0,125+0,086+0,12+0,266+0,066

II. Calculation of the group indicator by economic parameter (average price):

for Philips: I e. n. = 31000/32153*1 = 0.96

for LG: I e. n. = 30110/32153*1 = 0.93

III. Calculation of integralindicator according to the formula:

For Philips the group indicator is:

K = 0.90/0.96= 0.93

for LG: K = 0.66/0.93=0.70

From these calculations we can conclude that in terms of technical and economic parameters, Philips and LG are inferior to Samsung LCD TVs, because the considered indicators do not exceed one. Samsung TV is the most competitive, that is, in general, this model more fully satisfies consumer needs than another model (Philips).

According to economic parametersit can be seen that the LG model is more competitive in terms of economic parameters, because it has the lowest group indicator, which is 0.70. This means that the buyer will be more willing to buy this model than all others. According to some characteristics of LCD TVs: dynamic contrast, image quality, sound power, the LG model is inferior to its competitors, so it is more profitable to buy a Samsung TV. Despite the fact that it is somewhat more expensive, it is competitive in terms of technical parameters.

Integral indicatorreflects the difference between the compared products in the consumer effect per unit of buyer costs for the acquisition and consumption of the product.

From the calculations of this competitiveness indicator it is clear that

that Philips and LG are inferior to the sample (Samsung) in terms of competitiveness as a whole, because their integral indicator is less than one (0.93 and 0.70), this characterizes the preference of a Samsung TV in comparison with TVs of other brands under consideration.

Thus, the consumer will give preference to the Samsung TV. If we rank the TV manufacturers under consideration (according to consumer ratings) by decreasing preference, then the first and most preferable place will be taken by “Samsung”; second - "Philips"; third - "LG".

2.3 Ways to increase the competitiveness of goods

It is believed that high competitiveness of a product usually implies a greater likelihood of commercial success of the product in a given market.

When analyzing the competitiveness of a product, first of all its functional purpose, reliability, durability, ease of use, aesthetic appearance, packaging, maintenance, instructions and other characteristics are taken into account, i.e. the ability of a product to satisfy the overall needs of the buyer better than competing products. The most important condition for survival in the market is the creation of consumer value of the product, which would include the entire set of properties of the product.

In a competitive environment, Samsung does not rest on its achieved results. Today, technology is developing rapidly and new products are appearing on the market. To remain competitive in the digital age, you need to constantly explore new areas.

Thanks to its research and new developments, Samsung provides high quality TVs at an average price.

Timely provision of a range of services related to the sale and use of machinery, equipment and other industrial products and ensuring their constant readiness for highly efficient operation (service) is one of the areas of increasing the competitiveness of goods. Service is the main factor in increasing the competitiveness of a product, because prices for spare parts are 2 times lower than the prices of components used in production.

It is important that Samsung service employees, who come into contact with installed equipment every day, serve as a source of valuable ideas regarding improving the competitiveness of existing and new products.

This allows Samsung to firmly consolidate its position in the LCD TV market, also increase the competitiveness of its products and increase sales volumes.

The main favorable ways to increase the competitiveness of a product include:

· reduction of creation (development) time and market entry,

· reduction of shipment times, increase in assortment,

· increasing the speed of services,

· availability of quality service,

· improving quality, “playing with price”,

·brand,

· raising staff levels and many others.

The competitiveness of products also depends on a number of factors that influence the preference of goods and determine the volume of their sales in a given market. These factors can be considered components of competitiveness and are divided into three groups: technical and economic, commercial, and regulatory factors.

Technical and economic factorsinclude selling price, quality, operating costs. They depend on productivity and labor intensity, production costs.

Commercial factorsdetermine the conditions for the sale of goods on a specific market. Includes advertising, company image, market conditions, and service provided.

Regulatory factorsreflect the requirements for technical, environmental and other safety of using a product in a given market.

These factors act as restrictions that must be met.

Conclusion

After completing the practical part of the course work, it becomes clear that product quality has a great impact on the competitiveness of the product and production efficiency. Quality is a synthetic indicator that reflects the combined manifestation of various factors. This concept reflects the totality of the properties and characteristics of a product. You can increase the competitiveness of a product by improving its quality characteristics or reducing the price of consumption. From the example considered in this work, it is clear that Samsung’s quality characteristics are significantly higher than its competitors.

The LCD TV market is interesting for analysis; in addition to technical characteristics, the brand is one of the leading ones, and perhaps the primary reason for purchase. The competition in this market is too strong, with participants quickly introducing all the most advanced inventions, so irrational reasons for buying become more important than ever.

Chapter I discusses the main methods for assessing the competitiveness of goods, products and services. And on their basis, the integral indicator was calculated.

A SWOT analysis was carried out, which identified the strengths and weaknesses of Samsung Electronics.

Based on Chapter II of this work, we can draw the following conclusions:

· LCD TVs are in a fiercely competitive environment both in the Russian and foreign markets, because... The LCD TV market in Russia is very saturated with products in this area.

· The most competitive are Samsung LCD TVs.

· Samsung Electronics is the leader in sales volumes in the LCD TV market and positions its products as the best price-quality ratio. Russian LCD brands are inexpensive goods, but due to low quality they are not able to compete with the main players in the LCD TV market.

· For Russian buyers, it is more profitable to buy Samsung TVs, because its technical parameters are significantly superior to its competitors.

· The product strategy involves taking into account consumer requirements for the characteristics of the proposed equipment; different configurations upon delivery; continuous improvement of technical indicators and operational characteristics.

· It is proposed to use the following types of advertising: advertising on the Internet, advertising on television, advertising in the city.

List of used literature

Regulatory acts:

Federal Law No. 135-FZ “On the Protection of Competition” (as amended on November 29, 2010)

Monographs

1.Textbook Fatkhutdinov R.A. "Strategic Management" Publishing house: Delo, 2008. Hardcover, 448 pp.

2.Textbook Michael Porter " Competitive strategy. Methodology for analyzing industries and competitors". Hardcover (2007)

3.Textbook T.G. Filosofova, V.A. Bykov "Competition and competitiveness". Publisher: Unity-Dana, 2007

4.Textbook Savelyev N.A. "Managing the competitiveness of a company." Publisher: Phoenix, 2009

5.Gorfinkel V.Ya. Economics of Enterprise: Textbook for Universities / ed. Prof. V.Ya. Gorfinkel. - 5th ed., revised. and additional - M.: UNITY - DANA, 2009.

Periodicals

1. Journal "Modern problems of science and education" No. 6, 2007, Bocharov V.P., Vorobyov E.V.

2. Magazine "Marketing in Russia and Abroad" Articles from issue N5.

Journal "Corporate Management". Practical marketing > No. 10.

Magazine "Corporate Imageology". Russia's competitiveness

5.Business Magazine. "Competitiveness. Analysis."

Internet resources

1. #"center"> Applications

Appendix No. 1

SWOT analysis of Samsung.

Internal environmentStrengthsWeaknessesStrong presence of the company around the world. Market fame, developed sales system. The company's products are manufactured at 18 enterprises, and the number of workers reaches 82,000 people. Samsung owns 20% of the global TV market<#"justify">External environment Opportunities Threats Developing competitive relations. Use of modern automation systems. Equipment produced in the Russian Federation is exported to other countries of the world. Entry of foreign competitors into the market. Increase in sales of substitute products. Growing demands of buyers and suppliers. Changing customer needs and tastes. Low solvency of the population. The number of stores that reduce prices on equipment is growing.

Tags: Product competitiveness research Diploma Marketing

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Introduction

1 Theoretical foundations for analyzing the quality and competitiveness of products

1.1 Indicators of product quality as a competitiveness factor

1.2 The essence of product competitiveness

1.3 Methodological approaches to assessing the level of competitiveness of products

2.2 Analysis of the marketing activities of JSC "Silicate Plant"

2.3 General analysis of the competitiveness of products of JSC “Silicate Plant”

3 Development of main directions for increasing the competitiveness of Silicate Plant CJSC

3.1 Creation of a marketing department at ZAO Silicate Plant as a mechanism for managing product competitiveness

3.2 Increasing the competitiveness of products through the introduction of a new type of product: single-face silicate brick with a chipped spoon and butt

3.3 Ways to increase product competitiveness through product promotion

Conclusion

List of sources used

Appendix A

Appendix B

Appendix B