How to assess the company's position in the regional market. Evaluation of the company's position in the market. Methods for assessing the competitive position of an enterprise in the market

The main suppliers of raw materials are enterprises of the Ivanovo region and neighboring regions, which are engaged in the production and primary processing of flour.

The main sales markets are Ivanovo, Teikovo, Furanov, Komsomolsk, Rodniki (Table 13) www.ispu.ru/library/.

Table 13 Sales volume of JSC "Riat - Khleb" products by main markets (%)

According to Table 13, in 2008 the share was redistributed in favor of Ivanovo, which is explained by the proximity and knowledge of this sales market. As before, the largest volumes are sent to Rodniki (dealer ties are more developed compared to Teikovo).

When evaluating the competitive position of an enterprise in the market, the specifics of the market under study are taken into account, and the specificity of the goods themselves in this market is determined. Each of the markets has its own characteristics, which are very numerous.

It can be noted that the peculiarity of the bakery market is such that during periods of economic recession and, accordingly, a decrease in the purchasing power of the population, the consumption of bakery products increases. This pattern is illustrated in Fig. 6, which shows the consumption of bread products in the Russian market www.ispu.ru/library/.

In 2006, the consumption of bakery products increased significantly. This point can, with a certain convention, be considered as the potential of the market. The current demand is dependent on the economic situation in the country, and the trend of its change for the better shows that the consumption of bakery products will continue to decline. This means that in the face of growing competition, it will be increasingly difficult for manufacturers to sell their products. In such conditions, it is extremely difficult to maintain a market share, and even more so to expand it, even for enterprises with a high resource potential. Therefore, the right choice of marketing strategy and tactics becomes a factor determining market success.

Market food products(to which bread belongs) can be characterized as follows: foodstuffs have greater interchangeability in consumption. You can satisfy your hunger with a variety of foods. Therefore, it is very difficult to estimate the demand for specific goods through the need for food. The same circumstance causes the absence of a well-established demand for these goods.

Unsatisfied demand for products does not carry over to the next period of time. If today the buyer could not buy a loaf of black bread, this does not mean that tomorrow he will buy twice as many of them.

The limited shelf life of products determines the coincidence, in the main, of the size of purchases with the amount of consumption of these products.

The demand for food is highly dependent on natural and climatic factors, national and religious characteristics, customs, habits, aesthetic and psychological factors. These factors are poorly measured, making it difficult to analyze the market.

In terms of food products, the share of impulse purchases that are not planned in advance is quite significant. Therefore, when studying the food market, it is very difficult to take into account consumer intentions.

Let's determine the characteristics and capacity of the Ivanovo market.

Table 14 Evaluation paper market prospects

Thus, from this table we can conclude that, given the current situation on the market bakery products, it is expedient for our company to enter this market, but with some degree of risk. But, as the average score shows, the possibility of success on this market still exist, as the company produces a wide range of products High Quality using the latest technology manufacturing. competitiveness marketing pricing

Control over competitors is necessary in the context of developing a sound strategy in the field of marketing and management. This control is possible on the basis of advanced information support.

There are 2 approaches to classifying competitors:

active (acting) and potential;

competitors for individual elements of the marketing mix:

by goods - they have the same goods, carry out a similar product policy, incl. method of goods and offers;

sales - mainly marketers of consumer goods;

by price - taken into account on goods of preliminary selection and special demand;

communications (product promotion).

Questions to answer when researching competitors:

How many competitors do you have in your main market?

What types of businesses do your competitors have?

who is your main competitor?

What is the market share of your top 3 competitors in your core market?

What are the characteristics of your competitors' products?

The analysis is supplemented by a comparison of the growth rates of sales and stocks, indicating, in our case, the balance of the market, since the production of bakery products is characterized by a situation in which supply corresponds to demand and only rarely exceeds it.

Market capacity is the volume of goods sold on this market during the year; this is the upper limit to which demand tends, this is the potential, maximum possible demand.

The initial data for assessing the market capacity are presented in Table 15.

Table 15 Performance indicators of enterprises selling bakery products in the Ivanovo region

For calculations according to the algorithm, we will take the following assumptions: the base enterprise is OJSC "Riat - Khleb" (its coefficient is therefore always = 1).

Point score range: Narrow - 1 point, Medium - 2 points, Wide - 3 points. Expert review quality also corresponds to its ranking number: Low - 1 point, Medium - 2 points, High - 3 points. The point value of the price is opposite to the quality: low - 3 points, average - 2 points, high - 1 point.

The total market capacity in the Ivanovo region is 150,000 units per year (the calculation takes into account that the population of Ivanovo is 450,000 people, on average, a family consists of 3 people, 1 product is needed per day for 1 family).

Convert table 15 to table 16:

Table 16 Estimated performance indicators of enterprises selling bakery products

Thus, according to this model, OJSC "Riat - Khleb" at a given moment in time can count on 16% of the market of the Ivanovo region. It is possible to increase market share with the help of some price reduction, but the main thing here is to correctly develop an effective product promotion program.

There are various evaluation methods. Statistical control can serve as an example, six statistical methods of control are proposed for the study: Histogram, stratification, control charts, ABC analysis, Pareto chart, Ishikawa chart.

In addition to these methods, the main thing is also the study of competitors and competitive conditions in the industry. This is required by the enterprise in order to determine its advantages and disadvantages and develop its own strategy for success and maintaining a competitive advantage. Determination of the company's own competitiveness is an integral element marketing activities any business entity.

Assessment of the competitive position of the enterprise in the industry market allows:

Develop measures to improve competitiveness;

Choose a partner (partners) to organize joint production;

Attract investment in promising production;

Draw up programs for the enterprise to enter new commodity markets sales, etc.

Achieving this goal is possible if there is an operational and objective methodology for assessing competitiveness. Consider some methods for assessing the company's own competitive position in the market.

Among the most known methods we can note the matrix, developed by the Boston Consulting Group. It is based on the analysis of competitiveness, taking into account life cycle goods (services). A matrix is ​​built in a rectangular coordinate system: horizontally the growth (reduction) in the number of sales is plotted on a linear scale, vertically - the relative share of goods (services) in the market. The most competitive are enterprises that occupy a significant share in a fast-growing market. In the presence of reliable information on the volume of sales, the method allows for a high representativeness of the assessment. However, the application of this method does not include an analysis of the causes of what is happening, which complicates the development of management decisions.

Noteworthy is also the method, which is based on the assessment of goods (services) of the enterprise. The starting point of the method is that the competitiveness of the manufacturer is higher, the higher the competitiveness of its products, the criterion for assessing the competitiveness of a product (service) is the price-quality ratio.

Quality indicators can be measured different ways, for example, according to the guaranteed period of time for a technically complex product to fail, the wear resistance of fabrics, the duration of the drug.

The greater the difference between the consumer value of the product for the buyer and the price he pays for it, the higher the margin of competitiveness of the product for the consumer. The advantage of this method in comparison with others is that it takes into account the most important factor affecting the competitiveness of the enterprise - the competitiveness of the goods. As a disadvantage, it should be noted the inability to judge 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 of the enterprise.

The method based on the theory of effective competition gives an idea of ​​the competitiveness of an enterprise, covering the most important aspects of its economic activity. According to this method, the most competitive are those enterprises where the work of all departments and services is best organized. The effectiveness of their activities is influenced by many factors - the resources of the enterprise. Evaluation of the performance of each unit involves assessing the effectiveness of its use of these resources. The method is based on the analysis of three groups of indicators of the competitiveness of the enterprise.

1. Indicators characterizing efficiency production activities enterprises:

Production costs per unit of output in rubles;

return on assets in value terms;

Product profitability;

Labor productivity in value terms per person.

2. Indicators financial position enterprises:

Autonomy coefficient;

Solvency ratio;

absolute liquidity ratio;

Working capital turnover ratio.

3. Indicators of the effectiveness of the organization of sales and promotion of goods:

Profitability of sales;

The coefficient of overstocking of finished products;

Capacity utilization factor;

The above methods for assessing the competitiveness of an enterprise cover all the most important areas of economic activity of an enterprise, which eliminates the duplication of individual indicators, allows you to quickly and objectively assess the position of an enterprise in the industry market.

The effectiveness of certain methods for assessing competitiveness is directly dependent on the quality of the information support system.

Currently on the market software products exist various systems, implementing methods marketing research market:

SWOT - analysis used to study the advantages and disadvantages compared to competitors (strength, weakness, opportunity, threat);

4P strategy (Product, Price, Place, Promotion), which allows you to determine for each group of consumers of the corresponding product prices, places of sale, ways to promote the product;

Ansoff matrix, which implements the positioning of goods on the market, the ultimate goal of which is to determine the optimal position of the company in the market;

The Rosenberg model is a linear-compensatory method of any indicator.

The combination of software products and econometric modeling methods opens up opportunities right choice success strategies.

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The next stage of strategy development is to fine-tune the overall strategy to the level of adequacy of its development goals of the organization. Finishing methods can be very diverse. To do this, use the goals and objectives of development, all types of strategic information, portfolio matrices, allowing you to clarify the position of the organization or its individual agricultural enterprises in the market. Often, strategy refinement is carried out using the concept of the product life cycle (demand), which allows you to link the development strategy with the structure of the product life cycle. If an organization wants to choose a growth strategy, and the product it produces is at the saturation stage of its life cycle, followed by a decline stage, then it is obvious that it should not associate its growth prospects with this product, but should take care of developing a new product or upgrading an old one. . The culmination of the choice of strategy is the analysis and evaluation of alternative options. The task of the assessment is to choose a strategy that would ensure maximum efficiency of the organization in the future. The strategic choice should be based on a clear concept of the organization's development, and the wording itself should be unambiguous and clear, since the chosen strategy for a long time limits the freedom of action of the management and has profound influence on every decision he makes. Therefore, the chosen alternative is carefully researched and evaluated. Numerous factors must be taken into account: risk, experience of past strategies, the influence of shareholders, the time factor, etc.

Boston Advisory Group Matrix

There are several simple and more complex methodological approaches to evaluate strategic development alternatives. They can be used locally or in a certain combination, depending on the task at hand. A convenient tool for comparing the various SBAs in which SHP organizations operate is a special matrix developed by the Boston Advisory Group (BCG) (Fig.). In it, to determine the prospects for the development of the organization, it is proposed to use a single indicator - the growth in demand. It sets the vertical size of the matrix. The horizontal size is given by the ratio of the market share held by its leading competitor. Rice. Boston Advisory Group Matrix

This ratio should determine the comparative competitive position of the organization in the future.

The BCG matrix allows an organization to classify each of its SHPs by its market share relative to major competitors and annual growth rate in the industry. The matrix makes it possible to determine which of the organization's SHP occupies a leading position compared to competitors, what is the dynamics of its markets, allows for a preliminary distribution of strategic financial resources between SHP. The matrix is ​​based on a well-known premise - the greater the share of agricultural enterprises in the market (the greater the volume of production), the lower the unit costs and the higher the profit as a result of relative savings from production volumes. The matrix suggests the following classification of SHP types in the respective SHPs: “stars”, “cash cows”, “ wild cats” (or “question mark”), “dogs” and suggests appropriate strategies for each of them. “Stars” occupy whether conducting position in a rapidly growing industry, while requiring significant resources to finance continued growth, as well as tight control over these resources by management. The star strategy aims to increase or maintain market share. The main challenge is to maintain the distinctive advantages of the organization's products in an increasingly competitive environment. As the industry slows down, the star turns into a cash cow. Cash cows take the lead in a relatively stable or declining industry. Since sales are relatively stable without any additional costs, this SHP generates more profit than is required to maintain its market share. The cash cow strategy aims to maintain the status quo for as long as possible and provide financial support to developing SHPs. The main objectives of these SHPs are to offer new product models in order to encourage loyal customers to repeat purchases, periodic “reminder advertising” and new price discounts. “Wild cats”, or “question mark”, have little market impact (low market share ) in a growing industry. Typically, this SHP is characterized by weak customer support and unclear competitive advantages. Competitors dominate the market. The "wild cat" strategy has alternatives - the intensification of the organization's efforts in this market or leaving it. Maintaining or increasing market share in a highly competitive environment requires large funds. Therefore, managers must decide whether they believe that this SHP will be able to compete successfully with appropriate support (improving product characteristics, lowering prices, new distribution channels), or whether they need to leave the market. “Dogs” refers to SHPs with a limited sales volume in an established or declining industry. For a long time on the market, these SHPs failed to win the sympathy of consumers, and they are significantly inferior to competitors in all respects (market share, cost size and structure, product image, etc.). The “dog” strategy is to weaken efforts in the market or liquidate (sell). An organization with such an SSH may attempt to temporarily increase profits by penetrating special markets and reducing the provision of services, or withdraw from the market. On fig. the dotted line shows that "wild cats" at certain conditions can become "stars", and "stars" with the advent of inevitable maturity will first turn into "cash cows", and then into "dogs". The solid line shows the reallocation of resources from cash cows. In our country, there is still no widespread practice of using BCG matrices(there is not enough strategic information), but experimental calculations confirm the feasibility of its application, especially in large, diversified organizations that produce products for various purposes and therefore operate in various markets. The experience of using the BCG matrix has shown that it is very useful in determining strategic positions, as well as for the allocation of strategic resources in the short term. However, it should be noted that before using the BCG matrix for analysis, it is important to make sure that the growth in the volume of activity can be a reliable measure of development prospects, and the relative position of the organization in the competition can be determined by its market share. If these conditions are not met, the prospects and conditions of competition are more difficult, then other analysis tools will have to be used. The BCG matrix can also be used for analysis certain types products. So, OJSC "Micromashina" produced three main types of products: electric hair dryers, electric coffee grinders and electric shavers - "Mikma". It was quite justified to use the BCG matrix to analyze these types of products as the main directions of the organization's production activities. In table. 2.4 provides information characterizing the capacity of the sales market for the types of products under consideration, the sales volume of OAO Mikromashina and its competitors for three years.

Table Characteristics of sales of the main types of products of JSC "Micromashina", thousand pieces, in brackets %

The given data are the minimum required set of information, which is sufficient for the formation of the BCG matrix. Based on the given data, two BCG matrices can be constructed for 2/1 years. and for 3/2 years. These matrices are built using special program and are shown in fig. From the matrix for 2/1 years. it can be seen that electric shavers were the least profitable products: they occupy the lower right quadrant of the matrix and, in the future, their production should be discontinued. Electric coffee grinder takes best position in the matrix-left upper quadrant. These products need to be developed, to increase production and sales volumes. The hair dryer is located almost in the center of the matrix. Close attention should be paid to this type of product, since it is possible for it to move to any of the other quadrants. Therefore, management must decide whether to allocate additional funds for support or reduce them. The management of the OJSC did not have such an analysis tool as the BCG matrix, however, difficulties with the sale of electric shavers posed the problem of replacing this position. Conveyor production did not allow for a quick change in the range of products. Gradually, the volume of production and sales of electric shavers was reduced by 30%. At the same time, some reduction in output and other products followed, associated with the rupture of economic ties, economic turmoil, and hyperinflation that began in 1992. Another matrix (3/2 years) shows that for electric coffee grinders and electric shavers, the previous reasoning is valid. The hot air gun has moved from the center of the matrix to the left and is located at the junction of the "stars" and "cash cows" quadrants. Thus, the analysis of sales of products over a number of years using the BCG matrix allows you to identify trends for individual products and choose an appropriate strategy for them. Determining the organization's strategy in the SBA, therefore, should begin with an assessment of the competitive position in each zone. This is usually done by extrapolation methods. With the help of portfolio matrices (for example, BCG), performance is compared with the prospects in the SBA. The matrices are used to select the preferred competitive position, then determine the required amount of capital investments and strategy for the future.