Mkrtumova A., Benyash S.

Saint - Petersburg’s national research University of informational technologies, mechanics and optics

THE COMPETITIVE STRATEGY OF THE ENTERPRISE AND ITS VALUE IN THE ORGANIZATION

The relevance of developing strategic plans for the development today does not cause doubts on all levels of economic activity in our country. After a long period of rigid, centralized system of state planning of economic activity of enterprises, now is the time (in the late 80's – early 90-ies) when was denied any long-term planning of economic activity. But the development of market relations in modern Russia, in all actuality, raised the question of the implementation of strategic planning at all levels of economic activity in our country. Moreover, strategic planning is recognized as one of the main directions of administrative activity professionals managerial level. Moreover, it should be noted that in the modern world the development and implementation of strategic plans is carried out taking into account internal and external factors. Strategic plans are not immutable dogma, they must constantly be adjusted in accordance with dynamic change of the situation and the environment in which to operate a business or organization. This change, adjusting plans as is one of the main activities of managers.

Without exception, all the business firms strive to achieve the highest possible effect in the use of a range of resources at their disposal, to ensure a competitive advantage over rivals. However, the life of irrefutable evidence that not every subject of entrepreneurial business is able to do this.

There are different points of view on the concept of competitiveness of the organization. So, T. G. Gor'kova and Shapovalov allocate such an important aspect of the organization's competitiveness as its ability most effectively to meet the needs of consumers . Thus, we can say that competitiveness is a relative assessment of the benefits to companies, organizations, products, and services that enables them more effectively to meet the needs of consumers and make a profit on invested capital.

A. Voronov divides the concept of product competitiveness and the competitiveness of the organization. Competitiveness is a relative value that characterizes a quantitative correlation of the most important characteristics of the two products. The competitiveness of products testifies to the satisfaction of the purchaser one counterpart of the production in relation to another. The competitiveness of organization is its ability to produce and sell competitive products.

The main objective (mission) of the organization is to meet the needs of the consumer. Consumers are also interested in the first place, relevant characteristics of goods, works and services. Each specific segment of buyers in each situation chooses those product parameters that best satisfies existing demand, and fully meet the expectations of the consumer. In addition, the organization sets specific objectives in the short and long term. Such goals may include obtaining a certain mass of profit, the achievement of a certain percentage of profitability, market share, etc.

So, the competitiveness of organization is a relative value that characterizes the real and potential ability of the organization in existing conditions to design, produce and sell goods (works, services), which are important characteristics more attractive to consumers than the products of their competitors, and thus in the short and long term to achieve your goals. However, the work on the consumer should not be reduced to the satisfaction of its current requests. The consumer does not know what could be the product of the future. The objective of the company is to develop and offer such a product (not to go on about the customer, and to shape it needs). According to Mitsuaki Shimaguchi, the main source of competitiveness of the company in the XXI century - "the love of their consumers and meeting their demands". You have to fight for the client and improving his position, and not with a competitor, trying to worsen his situation in the market. Therefore, one can only agree with scientists who rightly believe that the main engine of the economy - competition creditworthy customers.

The innovative concept of business development with an eye to the future were the first to offer G. Hamill (London business school) and C. K. Prahalad (University of Michigan), who worked several years together. Abandoning traditional strategic planning, Hamill and C. K. Prahalad coined the terms "strategic intentions" and "strategic architecture", meaning the clarification of the contours of the future of the industry as you create it. To take place in the future, it is important, in their opinion, not to limit the strategic objectives of today's available resources, but rather to "move" from target resources as far as possible. If the direction is correct and all divisions of the company are being pursued consistently, should build up resources "on the march".

Success factor in the market, according to the authors, is intellectual leadership. Its most important condition G. Hamill and C. K. Prahalad called the skillful use of "basic functionalities of the product" and "key competences". The first concept indicates the potential of development and new use of the product, the second - the knowledge and skills of people who are wider than their official duties. If a particular merchandise is not in demand, the key competencies will allow you to come up with other suggestions.

Strong point of this concept is the assertion that business is a dynamic movement into the future. G. Hamill and C. K. Prahalad declared that to be second or third in the industry is not as profitable as previously thought. They tried to specify the path to the leaders of even small businesses, calling collect resources, and ability, to break with the idea that the possession of a large share of today's market is a measure of success. After analyzing the factors of the rise of some leading companies (Microsoft, Motorola, Honda, Wal-Mart, etc.), H. Hamill, and C. K. Prahalad has provided evidence of how important it is not to be distracted by the restructuring and the restructuring, and to create future markets and dominate them.

In recent years in economic science increasingly began to climb the full, comprehensive approach to human labour from the standpoint of the concept of human capital. In modern companies and organizations are increasingly dominated by fixed assets and inventories, and information, knowledge and other intellectual capital elements. The intellectual capital includes human capital and structural capital, internal and external to the organization. Human capital is understood as a set of knowledge, competences and relationships, which are the employees of the organization.

The business entered the stage of revolutionary upheaval: the organization of the revolutionaries seize the traditional companies in their own markets and consumers, then the best employees and, finally, the assets. Those who do not have the gift of foreseeing and works the old fashioned way, denied access to future competitive advantages. To win in future competition, we must overcome the stereotypes of thinking. To enter in the future, you need to put aside almost everything that made the core management of the XX century (incremental changes, restructuring and reorganization, short-term wins at the expense of reduction of expenses and even the effectiveness). Competition is no longer a "product against product", "efficiency against inefficiency", "skinny" firm vs. "thick" and the like, and "non-linear" innovation against "linear".

Competitive advantage become a fundamentally new businesses, non-linear innovation and creative solutions. Strategic flexibility (the ability to quickly change the product, distribution channels, etc.) is certainly important, but it doesn't help much when it comes to new business. It is not enough to predict what may happen to the company in the future, you must design the future, we have to manage it. The conquest of leadership, in turn, requires focusing on one or more competencies, even if the ambitions of the organization are limited to the conquest of leadership in the region.

Thus, the concept of basic competence actualizes the thesis about necessity of formation of intellectual capital. Even industrial companies increasingly feel only the links in the value chain of the industry and are increasingly dependent on services of intellectual nature. It is this intellectual capital must be formed within the organization. Thus, intellectual capital is becoming the competitive advantage to win and retain which the organization aspires. Everything else can be purchased from suppliers.

The organization, managed to create, maintain, and proficiently use competitive advantages that can compete (ably compete and win in it), in other words, to be competitive. The main criteria of competitiveness of the enterprise can be summarized to offer two assessment categories: the value of manufactured products (services) and the value of the enterprise as an economic entity.

To judge the degree of success or failure of a subject of entrepreneurial business by the extent to which the process of competition is the company able to create, to reproduce, to increase their competitive advantage, or to what extent it is forced to reduce its previously established competitive advantages through to their complete loss. The competitiveness of a subject of entrepreneurial business is its ability to detect the benefits over rivals, and the level of competitiveness of the company is determined on the basis of an assessment of the dynamics of the aggregate competitive advantages possessed by this company.

Competitive advantage is a consequence of the implementation of elements of competitiveness. Therefore, the increment of competitive advantage suggests raising the level of competitiveness of a subject of entrepreneurial business, the reduction in the number of competitive advantages - on the unconditional reduction of the level of competitiveness, maintaining the composition and volume of competitive advantages - on the approximate preservation of the achieved level of competitiveness, which could be considered as evidence of relative success and relative failure at the same time, entrepreneurial firms.

The competitiveness of entrepreneurial firms is the ability of the firm application combined competitive potential, and having a constructive, and destructive character, to fight with rivals and achieve competitive advantage. Currently in the literature there are different methods of assessing the competitiveness of the organization, but in our country there is no generally accepted methodology for assessing competitiveness, which would be acceptable for different types of enterprises operating in various fields. Each company evaluates its competitive position in the market of goods or services takes place, guided by the method adopted by the company or using the existing methodology, which is partially or fully adapted to the conditions of functioning of the organization.

Most of the existing methods of estimation of competitiveness of the enterprise equate the company's competitiveness to the competitiveness of goods produced by this company. The competitiveness of a product is mainly determined by the ratio price-quality in comparison with similar products on the market at a given time. Enterprise as a system must be competitive by itself and not depend on the level of competitiveness of its products. The high competitiveness of the organization should enable it to produce more competitive products.

The stability of the organization, its survival and effectiveness in the conditions of market relations are inextricably linked to its continuous improvement and development. The development organization should be carried out according to the principle of adaptation to the external environment.

Factors determining the need for continuous improvement, is obvious today. This:

• the market for manufactured or marketed products and services;

• market provider or a consumer of raw materials, energy, goods and services;

• financial market;

• the labour market;

• the natural environment.

Without these factors it is impossible to plan development strategy. The survival of the company and its success depend on the ability to adapt quickly to external changes. In a continuous effort of the organization to comply with the conditions of the external environment is the principle of adaptive management. It is manifested in the dynamic development of new products, modern techniques and technologies, progressive forms of labor, production and management, continuous improvement of human resources.

Assessment of competitiveness is a complex task, which must begin with a definition of the key indicators of competitiveness and identify their weight in the total integral indicator of competitiveness of the enterprise. Competitiveness is a process of creation, production and commercialisation of goods and services that are in demand in a given market at a given point in time. An indicator of the competitiveness of enterprises is an indicator of the effective use of its financial, production, scientific-technical and labor potential. Therefore, when assessing the competitiveness of enterprises will be more correct, if we consider the competitiveness of the organization as a sum of one of the components of which will be to the competitiveness of its goods (services), the second component will be the competitive potential of the enterprise. However, note that the index of enterprise competitiveness is a constantly changing value, that is, reaching a certain level of competitiveness is impossible to maintain this level without any effort. In other words, the process of maintaining and growth of competitiveness of the enterprise is a process that requires management.

References: 
1. Arenkov I. A. Marketing research: basic theory and methods – SPb.: Spbguef, 2001
2. Bagiev G. L. Methods of obtaining and processing of marketing information – SPb.: Spbuf, 2004
3. Bagiev G. L., Arenkov I. A. the Basics of modern marketing: visual training manual - SPb.: Spbuf, 1992003
4. Hasanov R. M Industrial espionage in the service of the monopolies. M.: International relations, 1999
5. Kotler F. Fundamentals of marketing – M.: Progress, 2000
6. Matysina S. M. Methods and models of marketing research – SPb.:Spbuf, 2004
7. Yudanov A. Y. Competition: theory and practice. Teaching aid – Moscow, 2001