Competitiveness of an enterprise consists of components that are not directly related to one another, but which affect each other.
The final manifestation of competitiveness can be considered the size of the market share of the enterprise.
The ideological basis of competitiveness can be considered the focus and ability of the enterprise to meet the requirements of consumers with high quality at a low price.
The competitiveness of an enterprise is characterized byits ability to provide: low production costs; uniqueness of the product; high-quality and affordable service; ecological purity of the product; product quality; timely withdrawal of the product to the market.
The inability of the enterprise to provide one or more conditions significantly reduces its competitiveness.
Competitive strategies of the enterprise areresulting system work to develop methods and ways to improve competitiveness. Strategies can be different, depending on the market orientation of the enterprise. The common thing for all is that they purposefully influence the whole organization and its development in the future.
No company can ensure the most effective implementation of all strategies that ensure competitiveness, at the same time.
Each company makes a strategic plan, within which the order of execution of competitive strategies is determined, based on the analysis of their importance.
As a rule, in the priorities of the strategic planis the optimization of the structure of the company and its management. The logic is simple - from competent management decisions and their implementation depends the success of any local enterprise strategy.
The competitiveness of an enterprise shapes and determines its market value.
Among the competitive strategies can be identified behavioral strategies, separately. They greatly influence the drafting of the strategic plan.
Among the behavioral strategies of enterprises are:
- complete ignoring of the actions of competitors, for various reasons;
- selective response to individual actions of individual competitors;
- aggressive, overwhelming competition behavior;
- situational behavior, without a predetermined policy.
Companies with far-sighted leadership,competitive wars, prefer cooperation with competitors. Developing common standards of behavior, competitors reduce the intensity of the struggle and exclude the use of methods that discredit well-known brands.
The strategy for cooperation allows small enterprises to compete successfully with large companies.
The factors of the enterprise's competitiveness are determined by the features of the country and the enterprise, and are specified by the market.
Competitiveness factors can be external and internal, and are resolved:
- introduction of advanced technologies;
- introduction of effective management technology;
- the most reliable forecast of market development;
- development of innovative activities;
- Well-thought-out personnel policy;
- quality management;
- risk management;
- quality management;
- availability of necessary resources;
- actual structure of the enterprise;
- a policy to competitors;
- and etc.
The competitiveness of an enterprise can be provided by technical consideration of the main factors of competitiveness and their resolution through the company's strategies.
The main difficulty for enterprises is to fill their strategies with effective methods and methods that can provide the expected result at the planned time.
In a competition those companies which are able to accompany the intentions by concrete and competent actions win.