RECOMMENDATIONS FOR IMPROVING THE COMPETITIVENESS OF PRODUCTS OF ZNAK PLUS LLC

Ways to increase the competitiveness of goods

As already noted, in the competition policy for a product, first of all, its functional purpose, reliability, durability, ease of use, aesthetics are taken into account. appearance, and other characteristics, i.e. the ability of a product to meet the total needs of the buyer better than competing products. The creation of such a consumer value of the product, which would include the totality of the properties of this product, as well as those accompanying it, is the most important condition for survival in the market. Yes, great design. passenger car with poor maintenance will not save new brand car from a market failure.

The manufacturer, creating a competitive product, applies various strategies. For example, he can:

• - to achieve a difference between the goods of the enterprise in the eyes of buyers from the goods of competitors;
• - choose one of the goods planned for production, which is the most attractive for all buyers, and on this basis make a breakthrough in the market;
• - to find a new application for manufactured goods;
• - timely withdraw economically inefficient goods from the marketing program of the enterprise;
• - find access to new markets with both old and new products;
• - to carry out the modification of manufactured goods in accordance with the new tastes and needs of customers;
• - regularly develop and improve the system after-sales service goods sold and the sales promotion system as a whole.

The wide spread of competition under the influence of the international division of labor and scientific and technological progress is pushing manufacturers to intensify the search for new competitive products and new markets for their sale.

In international practice, it is considered expedient to produce not one product, but rather a wide parametric range of them, forming an assortment set.

The more extensive the i-series and assortment sets, the higher the likelihood that the buyer will find best option purchases. For example, they produce forklifts of the same type, but differing from each other in carrying capacity, speed, turning radius, etc. Each consumer, taking into account specific conditions its work requires certain operational parameters of the purchased forklift trucks. If the seller is able to provide them, the purchase will take place, if not, the buyer will look for another seller.

To assess the competitiveness of a product, it is necessary to solve a wide range of issues and, above all, to obtain objective information about those markets where the product is already being sold or proposed to be sold, about its competitors. The focus is on market analysis. This especially applies to the assessment of those needs that the proposed product does not satisfy, to the identification of negative and positive properties of this product, which are noted by consumers. Finally, the question is whether the this moment manufactured products according to the technical level and quality to the requirements of end users, and its competitiveness is assessed as a result of a comprehensive market research.

Based on the assessment of the existing and prospective competitiveness of the goods, a decision is made on the further production and marketing policy:

• - whether to continue the production of this product and its sale;
• - whether to carry out modernization to turn the product into a product of market novelty;
• - whether to remove it from production and start producing a new product;
• - whether to start looking for a new sales market, taking into account the sufficiency of financial and material resources, the availability of goods conducting and marketing network, the possibility of providing service for the sold goods.

Undoubtedly, an industrial firm should study the question of its own capabilities to ensure such a volume of production of goods that would allow it to capture the planned shares of the intended market in order to ensure the profitability of production and marketing. The issue of resource support of the enterprise is very important - the ability to acquire necessary materials, component parts, semi-finished products, draw the required financial resources and necessary personnel with the appropriate level of qualification.

The key point in gaining market positions relative to numerous competitors is the timely renewal of manufactured goods, the preparation and organization of the production of new types of products. In today's world, the creation and production of new products is critical to the prosperity of an enterprise. According to statistics, after the development of new products, which form the basis of production, the growth rate of its sales is approximately twice as high as that of competitors. By introducing new products and expanding the range of products offered, firms seek to reduce dependence on one product, which can lead to bankruptcy at any time, given the unpredictable changes in the market. It is known that today many enterprises and firms in our country are embarking on a serious restructuring of production and, along with the renewal of core products, are establishing the production of consumer goods.

However, the creation of a new product is an extremely complex process, since in addition to design and technological solutions and the modernization of the production base, we are ultimately talking about creating such a commodity mass that fully meets the requirements of the market. It is known that a significant number of new products introduced to the market are commercial failures: about 8 out of 10 do not meet the expectations of manufacturers. The main reasons are: insufficient knowledge of the state of demand for this particular product, technical and operational defects of the product, ineffective advertising, overpricing, unforeseen responses from competitors, incorrectly chosen time to enter the market, unresolved production problems, i.e. in general, competition policy was incorrectly predicted.

The concept of creating a new product today is based not so much on the observance of traditional aspirations to achieve new technical and technical and economic parameters, but on the desire to create a "market novelty product" with a high level of competitiveness relative to other similar products.

After a preliminary assessment of the idea of ​​​​creating a new product (and there are usually many of these ideas being studied), which is based on: a thorough analysis of the consumer's advantage when switching to the purchase of new products; market capacity and difficulty in penetrating it; the nature and severity of competition for similar products; opportunities for competitors to enter the same market with similar products - the management of the enterprise is studying the assessment economic efficiency release of a new product. This assessment includes, first of all, the determination of the economic parameters for the manufacture of the prototype, the calculation of the cost of production and marketing, and the determination of possible proceeds from sales. Comparison of expenses with incomes makes it possible to decide whether it is expedient to launch a new production. Then a detailed business plan for the release of a new product is developed, sources of supply are examined and a set of measures is developed to ensure the sale of goods - from advertising to Maintenance.

The decision to launch a new product is influenced by two factors:

• - production - the level of availability of resources is determined and assessed and the calculation of total costs is made;
• - market - the possibilities of creating a competitive product are studied and evaluated.

When developing a market strategy, it is very important to learn how to withdraw economically inefficient goods from the production program of an industrial firm in a timely manner.

As a rule, obsolete goods in certain markets are withdrawn. The situation on the market must be constantly monitored, only in this case the company will be able to make the right decision on the production of new products and the removal of obsolete ones.

When choosing ways to increase the competitiveness of a product, it is often very timely to decide not to launch a new one, not to phase out obsolete products, but to modify the product. The decision to modify the product is made in order to meet the special requirements of buyers in order to obtain greater profits.

In solving the problems of increasing the competitiveness of products, the problem of choosing and developing new sales markets is becoming increasingly important every year. In this regard, at any enterprise, analytical and search efforts in this area are very important. New sales markets can decisively change the competitiveness of a product and the profitability of sales activities. It is clear that introducing a product on new market, you can extend the life cycle of the product. Seasonal fluctuations in demand can contribute to the successful sale of the same product in different parts of the world. And an increase in sales in new markets will reduce production costs per unit of output, primarily through the use of cheap labor, fairly low levels of taxes and customs duties and a number of other factors in new markets. In this regard, it is very important for the further development of the competitiveness of a product (before moving on to a new one, its modification, removal from production) to try to enter a new market with it, since its competitiveness has fallen sharply in the domestic market. But at the same time, it is necessary to know exactly the degree of provision of new markets with highly qualified workers of repair and maintenance organizations, since otherwise buyers may demand increased reliability and simplification of the design of products sold.

As a result of assessing the competitiveness of products, the following ways to improve the competitiveness of the solution can be taken:

• - change in the composition, structure of the materials used (raw materials, semi-finished products), components or product design;
• - change in the order of product design;
• - change in the manufacturing technology of products, test methods, quality control systems for manufacturing, storage, packaging, transportation, installation;
• - change in prices for products, prices for services, maintenance and repair, prices for spare parts;
• - changing the procedure for selling products on the market;
• - changing the structure and size of investments in the development, production and marketing of products;
• - changing the structure and volumes of cooperative deliveries in the production of products and prices for components and the composition of selected suppliers;
• - change in the incentive system for suppliers;
• - changing the structure of imports and types of imported products.

The product quality improvement strategy is an essential part of the company's strategy. The objects of forecasting are product quality indicators that are inferior to those of competitors' products.

• Joseph M. Juran's 10 Steps to Quality Improvement7. V.P. Fedko, N.G. Fedko, O.A. Fundamentals of Marketing. Rostov-on-Don: Phoenix, 2001.:
• 1. Create an awareness of the need for quality work and create an opportunity for quality improvement.
• 2. Set goals for continual improvement.
• 3. Create an organization that will work towards achieving the goals by creating conditions for identifying problems, selecting projects, forming teams and choosing facilitators.
• 4. Provide training to all employees in the organization.
• 5. Do projects to solve problems.
• 6. Inform employees about the improvements made.
• 7. Express your recognition to the employees who have made the greatest contribution to quality improvement.
• 8. Communicate results.
• 9. Register your progress.
• 10. Implement the achievements that you have achieved during the year into the systems and processes that regularly operate in the organization, thereby strengthening them.

Federal Agency for Education

Ural Humanitarian Institute

Department of Management

Graduate work

Topic: Development of measures to improve the competitiveness of the company's products

Release competitive products, its implementation allows the enterprise to fulfill obligations to the state budget, the bank for loans, workers and employees, suppliers and reimburse production costs. Achieving the competitiveness of its products and increasing the volume of its sales is an important task for every enterprise.

The relevance of this topic for FSUE UEMZ lies in the fact that within the framework of the development of a market economy, it is very difficult for a large enterprise to survive surrounded by smaller competitors, whose mobility and sensitivity to changes are very high. Therefore, the release of products that can compete in the market will allow the company to occupy its niche in this market segment and be able to develop using its own funds received from the sale of products.

The object of research is increasing competitiveness.

The subject of the study is to increase the competitiveness of FSUE UEMZ products.

The purpose of the work: to develop measures to improve the competitiveness of FSUE UEMZ products.

1. explore theoretical aspects to increase the competitiveness of products;

2. to analyze the process of increasing the competitiveness of FSUE UEMZ products;

Hypothesis: if we increase the competitiveness of products, then the competitiveness of the enterprise will increase.

Novelty: the quality management system in the production of products has been improved.

The degree and level of development of the problem: the problem of increasing competitiveness is disclosed in our time quite widely, but the constant change in market conditions shows that this problem needs to be solved throughout the entire existence of the enterprise.

Methodology: methodological basis research is the international standard ISO 9000, encyclopedia FSUE UEMZ, enterprise standards, used literature.

Methods: historical, method of comparative analysis, economic (calculation of economic efficiency).

The theoretical significance of the work. The results of this study can be used in a theoretical course on the subjects "Quality Management", "Marketing".

The practical significance of the work. The results of this study can be used by the enterprise in the production of products to increase its competitiveness in the market.

1. Theoretical aspects of increasing competitiveness

1.1 The concept of product competitiveness

Industrial enterprises produce products in the right quantity, assortment and quality that meet the needs of the consumer, and also provide commercial activity for the sale of finished products. In conditions market relations its role is strengthened, tasks become more complicated.

Enterprises need to know the sales areas, needs, demand for these products, prices for these products, study the market capacity, determine the share of the enterprise in the total sales of products of this range, analyze the market situation, study the dynamics of sales volume, analyze distribution channels, study the opinions of customers and consumer preferences.

In a market economy, competitiveness is a decisive factor in the commercial success of a product. This is a multidimensional concept, meaning the compliance of a product with market conditions, specific consumer requirements, not only in terms of its quality, technical, economic, aesthetic characteristics, but also in terms of commercial and other conditions for its implementation (price, delivery time, distribution channels, service, advertising). Moreover, an important component of the competitiveness of a product is the level of consumer costs for the period of its operation.

Due to the multidimensionality of the application of this category in various branches of knowledge in the scientific and technical literature, there are a number of definitions, sometimes contradicting each other.

So, Kachalina L.N. offers the following definition of competitiveness: "...competitiveness is understood as 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 analogous products" .

Dictionaries give the following interpretations of this word:

1) "... the competitiveness of a product is a set of consumer properties of a product that determines its difference from other similar products in terms of the degree and level of satisfaction of the buyer's needs and the costs of its acquisition and operation";

2) "... the competitiveness of a product is the ability of a product to be more attractive to the consumer (buyer) in comparison with other products of a similar type and purpose, due to the better compliance of its quality and cost characteristics with the requirements of this market and consumer assessments" .

In our opinion, all these definitions have one common drawback, presenting competitiveness as a combination, that is, the sum, of all the properties of a product and not taking into account the fact that the consumer is more interested in the ratio: quality / price of consumption.

The definition given in the definition, namely: “...competitiveness means the ability of a given item (potential and / or real) to withstand competition”, reflects the essence of this category more accurately, but does not explain how this ability can arise.

Competitiveness - a higher ratio of the totality of the qualitative characteristics of the product and the cost of its acquisition and consumption compared to substitute products, if they meet the requirements of the market or its specific segment. In other words, a product is considered competitive if its total beneficial effect per cost unit is higher than that of the others, and at the same time, the value of none of the criteria is unacceptable to the consumer.

A low quality product may be competitive at an appropriate price, but if it lacks some feature, it will lose its appeal altogether. For example, the lack of a flash on a camera is almost impossible to compensate for by lowering the price.

In addition to the requirements for the product put forward by each individual consumer, there are requirements that are common to all products and must be met. These are normative parameters that are established by: current international (ISO, IEC, etc.) and regional standards; national foreign and domestic standards; current laws, regulations, technical regulations of the exporting country and the importing country that establish requirements for products imported into the country; standards of manufacturers of these products; patent documentation.

If at least one of the requirements is not met, then the product cannot be brought to the market.

With a positive result of the analysis of regulatory parameters, they proceed to the analysis of the competitiveness of the product in specific markets.

There are several methods for calculating the competitiveness index.

However, before calculating the quantitative value of the competitiveness indicator, it is necessary to conduct a number of additional studies.

At the first stage, an experimental determination or calculation of all the characteristics of one's own product is carried out, including those that can be revealed only during its operation.

At the second stage, the goals of assessing competitiveness are determined, which depend on the stage life cycle goods, from the strategy and development plans of the company, etc. Before launching a new product on the market, you need to make sure that it is not inferior in its performance to competitors and can attract the attention of buyers. Over time, the competitiveness of a product can either increase or decrease due to changes in consumer preferences, the emergence of new competitors or the departure of old competitors from the market, etc.

At the third stage, marketing methods are used to segment the market and substantiate the target segment.

Product competitiveness parameters

The competitiveness of a product shows the degree of its attractiveness for a real consumer, i.e. the level of preference for a particular product in a particular market at a particular time period.

Competitiveness is determined by three groups of parameters: consumer, economic, organizational (commercial)

Consumer parameters characterize the following properties: parameters of purpose, quality (including from the point of view of the consumer), ergonomic, aesthetic and regulatory, product image, 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. Ergonomic parameters characterize the compliance of products with the capabilities of the human body when performing labor operations or consumption, i.e. show the degree of comfort and convenience. Aesthetic parameters characterize the informational expressiveness, the rationality of the form, the perfection of the production performance and the stability of the presentation. Regulatory parameters reflect the properties of products that are regulated by mandatory norms, standards and legislation.

Economic parameters form the consumption price, which includes the selling price.

Organizational (commercial) parameters include a system of discounts, terms of payment and delivery, after-sales service, guarantees, etc.

One of the main factors of competitiveness is the quality of products. Currently, there are four levels of quality:

1) compliance with the standard, i.e. regulatory requirements;

2) compliance with use, when the product must meet not only the requirements of standards, but also operational requirements;

3) compliance with the actual requirements of the market, expressed in high quality and low price of goods;

4) compliance with latent (hidden, non-obvious) needs, as a result of which the product will be preferred.

It is impossible to equate such concepts as “competitiveness” and “level of quality”, since “competitiveness” is a broader concept than “quality”, although the latter most often forms the basis of competitiveness. The competitiveness of a product is determined by the totality of its properties that are of interest to the buyer and satisfy his needs. Since the goods are targeted at certain segments of buyers, they use such product characteristics that guide the majority of buyers in a particular segment when making a purchase.

The list of significant components of competitiveness and the degree of their importance for different buyers may vary even in the same market, therefore, in each specific case, it is necessary to single out its components. The value of the components and the attitude of the consumer towards them in different periods of time can change even for the same product, therefore, determining the set of components of competitiveness is one of the key points in its assessment.

Competitiveness should be understood as a characteristic of a product that reflects its difference from a competitor product both in terms of the degree of compliance with a specific need and the cost of satisfying it. Indicators expressing such a difference determine the competitiveness of the analyzed product in comparison with a competitor product. One of the main indicators is the level of competitiveness.

In practice, competitiveness is most often assessed with the help of a sample product that is already in demand on the market and is close to social needs. Thus, the sample acts as the embodied requirements that the 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 operates when choosing a product should be used. The degree of importance of each criterion can be determined using expert and sociological methods.

Some experts distinguish between the components of competitiveness into conditionally hard, which are easily measurable (for example, quality level, price), and conditionally soft, which are associated with the characteristics of the perception of the product by the buyer and are not always easily measurable (for example, the image of the product).

Methodology for assessing the competitiveness of goods

The success of any firm depends, ultimately, on the level of competitiveness of the products it offers to consumers. Thus, we have to recognize the need to develop a clear methodology for assessing and managing the competitiveness of products, based on the close relationship between the generally recognized laws of economics and management, psychology and sociology, statistics and probability theory, and other sciences.

In the process of assessing the competitiveness of products, it is necessary to follow the following principles:

Opposites of goals and means of market entities;

Taking into account the characteristics of various market segments; predominantly rational behavior of market entities.

The principle of the opposite of goals and means in managing the competitiveness of products means that the competitiveness of products as an economic category should be considered in a dual aspect, i.e. in the process of assessing and managing competitiveness, it is necessary to take into account the interests of both subjects of market relations (consumers and producers), whose targets are interrelated and opposite: for the manufacturer, the parameters that affect the level of costs are important, and for the consumer, the parameters that affect the consumer properties of products.

For the consumer, the purpose of making a purchase of a product is to acquire its quality - the ability to satisfy specific needs. The cost of the factors that satisfy these needs can be represented as the price of consumption. Each consumer, choosing a specific product, seeks to achieve the optimal ratio between the level of consumer properties and the costs of its acquisition and use, i.e. get the maximum consumer effect per unit of cost. To measure the degree of satisfaction of needs, consumer satisfaction indices, which are widely used in Western Europe and the USA, can be used.

The matrix of opposites of goals and means in the process of assessing the competitiveness of products is presented in table 1.

competitiveness products indicator price

Table 1. - Matrix of opposites of goals and means in the process of assessing the competitiveness of products.

From the point of view of the manufacturer, the usefulness of products is determined by cost-price factors. In the long term, the goal of any manufacturer is to achieve the maximum difference between the selling price of products and own expenses for its production. In this regard, the primary task for the manufacturer is to form in the mind of the consumer an opinion about the high degree of usefulness of this product. The quality level of the production process, expressed through production and technological indicators and embodied in product quality, ensures the satisfaction of the manufacturer's needs and acts as a means of achieving the goal - making a profit.

Thus, for both market entities, products are a set useful properties, materialized into a certain substance, which is a means of satisfying the needs of both the consumer and the producer.

The principle of taking into account the characteristics of various market segments is based on the rich practice of market relations, which has shown that consumers in the market do not act as a single, monolithic community. They react differently even to the same product with the same properties. When making a purchase, the consumer carries out the process of choosing the product he needs among a number of similar ones offered on the market, and acquires the one that best satisfies his needs. At the same time, the consumer finds out the degree of compliance of the product parameters with his own needs and financial capabilities.

Since the needs of each individual buyer are formed under the influence of an extensive complex of factors, assessments of the same product by different consumers may not coincide. Accordingly, their preferences, which determine the patterns of consumer choice, will also be different. Consequently, each consumer will assess the level of competitiveness of a particular type of product purely individually. Therefore, the idea of ​​some kind of absolute competitiveness of products that are not related to a specific market is invalid.

However, the aggregate demand of representatives of any reference group of consumers is concentrated, as a rule, around a certain level of quality and price of the goods, due to the fact that similar external factors influence the motives of their behavior. Analyzing psychological aspects behavior and value orientations consumer, the researcher is able to identify some types of mass reactions of people in relation to a particular product. By producing products with characteristics close to the most popular, it is possible to satisfy a significant part of the entire solvent demand with the help of a relatively small assortment. It is considered optimal to consider the segment, which includes 20% of consumers of products of this type, acquiring approximately 80% of the goods.

At the same time, one should not put an equal sign between the mass sales and the strong competitiveness of products, since products can be targeted at narrow strata of more affluent consumers. At each specific moment in time, the structure of effective demand is quite definite, which allows segmenting consumers according to the significance (importance) of individual quality indicators and their value. budget constraints.

Thus, the competitiveness of products in different segments of the consumer market is different. Consumers segmented according to the specified criteria have a different structure of attitudes and evaluate the competitive advantages and disadvantages of products in different ways. To ensure its competitiveness, it is necessary to carry out the correct segmentation of consumers.

In order to avoid internal inconsistency of the main parameters of the model for assessing the competitiveness of products, it is necessary to consider such a period of time during which the psychological aspects of the perception of the usefulness of goods by subjects of market relations, the production capabilities of manufacturers and the purchasing power of consumers, the market positions of competitors and other conditions must be unchanged. As the main factors in determining the duration of the period of invariance of the market situation, the level of income and the structure of consumers' expenses, fashion, habits can act; qualitative leaps in science, technology, trade and other fields of knowledge; tools government controlled economy (tariffs, GOSTs, quotas, limits, tax and interest rates, etc.); principles of socio-political structure; elements of the competitive environment, the speed of reaction of subjects of market relations to the actions of each other and (or) competitors, etc. The thresholds of incomparability, which characterize the fluctuations of the above factors as negligible, and the state of the market situation as static, are established by an expert based on the experience and judgments of marketing specialists.

Although these time periods are extremely short in terms of possible changes in the external and internal environment, they are long enough to collect statistical information for building an econometric model. All events must be synchronized in discrete time intervals. So, for example, the income and expenses of the consumer should be made during the period under review, and their value and structure should change only from period to period.

The principle of predominantly rational behavior of market entities is based on the assumption that the behavior of each of the subjects of market relations - be it a consumer or a producer - can be viewed as a series of interrelated rational actions with a predetermined goal. The essence of these actions is that the subject chooses rational goals only in accordance with his natural and reasonable social needs, carefully calculates the best way to meet the needs.

This model of behavior is largely implemented by manufacturers. Any entrepreneur will strive to sell products at a price as high as possible above the cost price. It should be noted that even those enterprises that use dumping prices in their competitive struggle are well aware that this tool is acceptable only as one of the tactics for squeezing competitors out of a certain market segment, and not as a factor in the strategic development of the company, a long-term tool for strengthening its market positions .

Each manufacturer strives to use all reserves to obtain the maximum return from the resources at his disposal. Any efforts in the field of improving product quality or reducing costs are motivated by only one thing - obtaining additional benefits, which can be expressed in strengthening the competitive position and (or) increasing the share of the company's profit in the sale price.

The actions of most consumers of products are also subject to the principle of rationality. The commitment to rational behavior increases with an increase in the proportion of consumers spending to meet this need or with tightening control over the process of spending. Both of these factors are characteristic of describing the behavior of consumers of manufactured goods. Each consumer seeks to get the maximum for his money in terms of quantity and quality of products. Most of the consumer space can be characterized by rational demand, i.e. demand, due to the qualities inherent in this product.

Irrational demand means that part of the aggregate demand is due to some other factors not related to the quality of the product. For any category of goods, there are three components of irrational demand:

External influences on the perceived usefulness of the product;

Speculative demand;

Irrational demand.

The most significant part of irrational demand is determined by external influences on the utility of the product. The amount of perceived utility that consumers derive from a given good increases or decreases depending on whether other consumers buy the good or whether the good is priced higher than other similar goods. All the consequences of the impact of these factors on demand are described by the corresponding effects.

The effect of joining the majority implies an increase in the demand for a product due to the fact that other members of this consumer group buy it.

If the majority acts rationally, then the actions of the minority can also be considered rational.

With speculative demand, the primary goal for the consumer is not to satisfy the need at the present moment in time, but to try to maintain or increase wealth in the future. In this case, two points must be noted:

The fact of product consumption and the result of this fact are significantly separated in time, which is not consistent with the principle of quasi-stability;

The consumer, showing speculative demand, acts as an entrepreneur, since the targets in his activities are not aimed at choosing the optimal price indicators for consumed products at the present time, but at increasing economic benefits in the future. Often this correlates with losses at the moment.

The nature of irrational demand is characterized by an aggravated conflict between the main factors of consumer behavior (psychophysiological and sociocultural, instincts and pleasure). Thus, the consumer may behave irrationally when the pleasure and inconvenience (or pain) from the process of consumption are separated in time. Cases where at first there is inconvenience in developing the skills to use the product do not make it possible to enjoy the purchase of the product. At the same time, the benefits from the acquisition of goods for the consumer seem doubtful, and he refuses it, which causes a deficit in the experience of rational consumption. Conversely, the cycle of "pleasure-discomfort" allows you to accumulate experience of rational behavior. However, a large time gap between the fact of consumption and negative consequences does not allow the consumer to draw conclusions about the irrationality of his behavior. In this regard, one of the conditions for making a rational decision is the introduction of prohibitions and other obstacles by the state and society to protect consumers from their own irrational actions, as well as providing the most complete information about the quality of the relevant products and the state of the market. The lack of information leads to the fact that consumer behavior can become rational in form, but not in results.

Thus, the principle of the rationality of the behavior of market entities makes it possible to apply the laws of the general theory of value, the theory of utility, and other laws of psychology and sociology in the process of modeling the competitiveness of products.

The proposed principles are the result of a synthesis of previously known laws and concepts and are put forward as the main ones for solving a specific problem - assessing the competitiveness of products and determining the strategy and tactics of possible actions in the field of its management in order to most fully satisfy the interests of consumers and producers at the same time.

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, almost any consumer.

Competitiveness is a concentrated expression of the totality of the capabilities of a country, any manufacturer to create, produce and market goods and services.

The competitive factor is coercive, forcing the manufacturer, under the threat of being forced out of the market, to constantly engage in the quality system and, in general, the competitiveness of their products, and the market objectively and strictly evaluates the results of their activities.

In the conditions of a developed competitive market, marketing becomes an effective means of solving the problem of the quality and competitiveness of goods, experiencing, in turn, their reverse effect, which expands or reduces its possibility.

The ultimate goal of any firm is to win the competition. The victory is not a one-time, not accidental, but as a logical result of the constant and competent efforts of the company. Whether it is achieved or not depends on the competitiveness of the company's goods and services, that is, on how much they are better compared to their counterparts - products and services of other companies. What is the essence of this category of market economy and why, with all the efforts of any firm, it cannot be strictly guaranteed?

Usually, the competitiveness of a product is understood as a certain relative integral characteristic that reflects its differences from a competitor product and, accordingly, determines its attractiveness in the eyes of the consumer. But the whole problem is correct definition the content of this feature. All delusions start here.

Most beginners focus on the parameters of the product and then, in order to assess competitiveness, compare some integral characteristics of such an assessment for different competing products. Often this assessment simply covers quality indicators, and then (not uncommon) the competitiveness assessment is replaced by a comparative assessment of the quality of competing analogues. The practice of the world market clearly proves the incorrectness of this approach. Moreover, studies of many product markets unequivocally show that the final purchase decision is only one third related to product quality indicators. What about the other two-thirds? They are associated with significant and significant enough for the consumer conditions for the acquisition and future use of the goods. The main functions in providing KFU are price and quality.

1.2 Price. The concept of price, types of prices

Prices affect the final financial results and the market position of the enterprise, while being one of the main factors of competition. Price is the monetary expression of the value of a commodity. Price - the corresponding amount of money that is given for the right to purchase a particular type of product. Price is an economic category, meaning the amount of money for which the seller wants to sell, and the buyer is ready to buy the goods. The price is based on the value of the goods, i.e., socially necessary costs for its production. However, this does not mean that the price of each individual product must be equal to its value. The price may deviate from the value. Price fluctuations around value are manifestations of the spontaneous operation of the law of value.

Price in a broad, macro sense is the basis of all economic measurements, it has a significant impact on the costs and performance of both business entities: and business structures as well as households and the national economy as a whole. It is the price that is the main regulator of the proportions of social reproduction and economic relations in the most common, market model of the economy. Therefore, its installation or change is closely interconnected not only with the economic, but also with the social and political aspects of the life of the state and the world economy as a whole.

The price in a narrow, micro sense is the main tool and a decisive factor in the economic activity of an enterprise, a company, because commercial success directly depends on the right strategy and tactics for pricing goods and services. Pricing should by no means be equated with a simple sum of production costs and estimated profits, it is a much more complex mechanism that includes a number of different aspects. It requires managers to have a well-thought-out strategy and well-thought-out tactics of action, constant balancing on the verge between too high and too low a price, between the principles of selling a lot, but cheap, or little, but expensive. Main types of published and calculated prices:

Reference prices are basically seller's prices or average prices for actual transactions published in the press, special bulletins and export price lists. The level of real prices, as a rule, turns out to be lower than reference prices.

Basic prices - set by agreements or price lists for mass-produced goods or for goods of the most famous brands.

Contractual prices - are established in a contractual manner between the seller and the buyer.

Since 1992 in Russian Federation The following main types of prices have been established:

Free (market) wholesale prices for products for industrial purposes - are set by manufacturers in agreement with consumers and are applied, taking into account value added tax and prime cost, when manufacturers make settlements with all consumers (except for the population), including intermediaries.

Retail prices - the prices at which goods are sold in retail trade, regardless of who the buyer of the goods is - the population, public catering establishments, etc.

Retail prices are free, i.e., they are formed under the influence of the ratio of supply and demand. Retail prices are based on wholesale prices, prices for the purchase of goods by enterprises and retail organizations. To wholesale prices, retailers add a trade markup or margin, which covers distribution costs (expenses for maintaining stores, storing and packaging goods, wages by the seller, etc.) and ensures a certain profit. Trade margins are set by retailers independently, with the exception of certain, mainly food products, for which trade margins are regulated. local authorities authorities - bread, milk, potatoes, etc. There are limits on trade allowances, which retailers are not entitled to exceed. The trade markup includes value added tax.

The continuous rise in retail prices has a negative impact on the standard of living of the majority of the Russian population.

Comparable prices - prices used to measure the dynamics of the physical volume of production, turnover, and other cost indicators.

Comparable prices basically eliminate (eliminate) the impact of price changes on the dynamics of compared cost indicators. When using comparable prices, the volume of manufactured products, goods sold different years is estimated at the same prices, the same for these years. The use of comparable prices allows you to get an objective picture of development social production, trade, consumption of goods, especially in the face of inflation, continuous price increases.

Realization at comparable prices is calculated as follows:

Turnover in comparable prices = Actual (reported) turnover in current prices / Price index

State regulated prices (tariffs) are established government bodies management for organizations, regardless of ownership, only for a limited range of industrial and technical products and services.

Free (sales) prices - are set (including value added tax and cost) by manufacturers of goods in agreement with retail trade and other enterprises selling goods to the public, non-market consumers, as well as intermediaries.

Any price includes certain elements. At the same time, depending on the type of price, the composition of these elements may vary.

The ratio of the individual elements of the price, expressed as a percentage or fraction of a unit, is the price structure.

If the goods are not subject to excise duty, then the wholesale price of the enterprise will coincide with the selling price and the price structure will be simplified. If there are several wholesalers, there will be a corresponding number of similar items: wholesaler's purchase price, wholesaler's selling price. As a result, the share of the supply and marketing markup in the composition of the price will increase, and the price structure of the goods will become more complicated. Knowing the price structure of the products manufactured by the enterprise, it is possible to identify what share in the price is occupied by costs, profits and indirect taxes. On the basis of this, reserves for cost reduction are determined, a pricing strategy is developed, and a pricing method is selected that is appropriate for the given moment and the purpose of the enterprise.

In a market economy, price is one of the main indicators of the competitiveness of products. However, it is not always correct to draw conclusions about competitiveness only in terms of the price level or in terms of its relation to the price of a competitor enterprise. The validity of each element of the price and the achievement of its correct structure are very important here. So, if an enterprise produces unprofitable or low-profit products and cannot increase sales, as a result of which there would be a reduction in costs and an increase in the mass of profits, then it will have to remove such products from production, giving up its market share to competitors. If, however, a large proportion of the price is occupied by profits and taxes, then the enterprise has the opportunity to consistently reduce the price of the goods, increasing sales, and crowding out competitors.

The level of production price determines the price competitiveness of the product. It is clear that the lower this level, the higher, other things being equal, the higher the competitiveness of the manufactured products on the market and, therefore, the more preferable the position of its manufacturer in competition with other manufacturers of similar products. Conversely, a higher price level reduces the price competitiveness of goods, often reducing it to zero. Taking into account these conditions, a pricing policy is formed in order to increase the competitiveness of manufactured goods.

The same picture can be seen with the fulfillment of the terms of deliveries and payments. The more flexible these conditions are, the more they correspond to the interests of buyers, the more preferable the product is in competitive rivalry with other similar products on the market. This applies to the terms and forms of supply of goods and the variety of forms of settlements and payments offered by the seller for the deliveries.

Historically, prices were set by buyers and sellers in negotiations with each other. Sellers typically asked for a price above what they hoped to receive, and buyers below what they expected to pay. After bargaining, they eventually agreed on a mutually acceptable price.

Establishing a single price for all buyers is a relatively new idea. It became widespread only with the appearance at the end of the 19th century. large retailers.

Historically, price has always been the main determinant of a buyer's choice. This is still true in poor countries among poor groups of the population in relation to products such as consumer goods. However, in recent decades, non-price factors, such as sales promotion, organization of distribution of goods and services to customers, have become relatively more influential in purchasing choice.

Firms approach pricing issues in different ways. In small businesses, prices are often set by senior management. AT large companies Pricing issues are usually handled by branch and product line managers. But here, too, top management determines the general principles and goals of pricing policy and often approves the prices offered by lower echelon managers. Price policy is influenced by sales managers, production managers, finance managers, accountants.

What is quality? AT Soviet time, the quality of the product could be considered as a product that meets the established standards. However, the standards are imperfect, quickly become obsolete and are made by people, each of whom has his own point of view. Such an understanding is not good quality on the market. In the modern economy, the general measure is the needs and demands of consumers. If the product meets their requirements - it's quality. Thus, quality is the ability of a product or service to best meet the needs of people. This issue is covered in more detail in Appendix 1.

Quality is a synthetic indicator that reflects the combined manifestation of many factors - from the dynamics and level of development of the national economy to the ability to organize and manage the process of quality formation within any economic unit.

Quality, as well as its concept, has gone through a centuries-old path of development, shown in Table 2.

Table 2 - Historical evolution of quality concepts

Wording author	Formulation of quality definitions
Aristotle (11th century BC)	difference between objects. Differentiation on the basis of "good - bad"
Hegel (19th century AD)	Quality is first of all a determinateness identical with being, so that something ceases to be what it is when it loses its quality.
Chinese version	The hieroglyph denoting quality consists of two elements - “balance” and “money” (quality = balance + money). Therefore, it is identical to the concept of "upscale" "expensive".
Shewhart (1931)	Quality has two aspects: 1) objective physical characteristics; 2) the subjective side - how "good" the thing is.
Ishikawa K. (1950)	Quality that really satisfies consumers.
Juran J.M. (1974)	Suitability for use (fit for purpose). Quality is the degree of customer satisfaction. To realize quality, the manufacturer must know the requirements of the consumer and make his product such that it meets these requirements.
GOST 15467-79	Product quality is a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.
International Standard ISO8402-86	Quality is a set of properties and characteristics of products that give them the ability to satisfy conditional or implied needs.

Quality developed as social needs developed, diversified and multiplied, and the possibilities of production to satisfy them increased. The process of development and change in the essence of quality, its parameters has been especially dynamic in recent decades, when the very concept of quality, requirements and approaches to it have changed rapidly. This process was most intense in

The first level is "compliance with the standard". The quality is assessed as meeting or not meeting the requirements of the standard (or other document for the manufacture of the product - specifications, contract, etc.).

The second level is "fit for use". The product must meet not only the mandatory requirements of the standards, but also the operational requirements in order to be in demand in the market.

The third level is "compliance with actual market requirements". Ideally, this means fulfilling the requirements of buyers for high quality and low price of goods.

The fourth level is “compliance with latent (hidden, non-obvious) needs”. Buyers prefer products that, in addition to others, have consumer properties, satisfying the needs that consumers had an implicit, little conscious nature of them.

Certification - a set of actions and procedures for the purpose of confirming (through a certificate of conformity or mark of conformity) that a product (or service) meets certain standards or specifications. Depending on who conducts it, there are three types of certification:

· self-certification (conducted by the manufacturer);

Certification carried out by the consumer;

certification by a third party (a specialized organization independent of the manufacturer or consumer). Third-party certification enjoys the greatest confidence in international and domestic practice.

In the United States, until recently, they tried not to apply the standards of ISO and other international organizations if they did not correspond to national practice. Recent surveys have shown that at the time of the survey, only slightly more than 20% of US standards meet international standards, 33 meet partially, and 45% do not meet ISO standards at all. And in Japan, in order to create competitive advantages, national economic entities are ensured that national standards comply with international ones in those areas in which the country's export opportunities are great.

1.4 Market research

The market is created around various objects of some value. In this regard, they talk about the market for consumer goods, the labor market, and so on.

There are the following types of markets: consumer market and organization market or organizational markets. The latter are subdivided into markets for production and technical purposes, markets for resale and markets for public institutions.

There is a seller's market and a buyer's market. It can be potential, accessible, qualified accessible, targeted, indirect.

When conducting market segmentation, it is necessary to take into account certain of its features, take into account the uniqueness of products sold in different markets.

The choice of target markets is based on the study of such a basic indicator as market demand. Market demand - the total volume of sales in a particular market (frequent or aggregate) of a particular brand of goods or a set of brands of goods for a certain period of time.

The magnitude of demand is influenced by both uncontrollable environmental factors and factors that are a combination of efforts made in the market by competing firms.

The purpose of conducting a study of the organization's position in the competitive struggle and the competitiveness of its certain products is to collect and analyze the information necessary to select competitive strategies. The choice of the latter is determined by the results of studies of the following two circles of problems.

First, it is necessary to establish the attractiveness of this industry in the long term. Secondly, it is necessary to determine the competitive position of the organization and its products in comparison with other organizations in the industry.

From the point of view of organizing the activities of competing organizations in the market and gaining such strong positions by them, the following main factors that need to be studied can be distinguished:

Company image;

The concept of the product on which the company's activities are based;

The quality of products, the level of their compliance with the world level (usually determined by surveys, comparative tests and calculations);

The level of diversification of production economic activity(types of business), variety of product range;

Total market share of the main types of business;

The strength of the research and design base, which characterizes the possibilities for developing new products (the size of the R&D budget, the number of employees, the equipment with objects and means of labor, the effectiveness of R&D);

The capacity of the production base, which characterizes the ability to adjust to the production of new products and increase the volume of output of the main products (number of employees, equipment of fixed assets, their level and efficiency of use, cost structure, including the use of the savings factor depending on the volume and development of output;

Stability of the financial and economic situation. Finances, both own and attracted from outside;

Market price, taking into account possible discounts and markups;

Frequency and depth of conducted marketing researches, their budget;

Pre-sales training, which indicates the organization's ability to attract and retain customers through a deeper satisfaction of their needs;

Sales effectiveness in terms of the use of merchandising;

The level of sales promotion (employees of sales services of the enterprise, trade organizations and consumers)

Level of after-sales service.

This questionnaire contains only the most important studies of the activities of competing organizations, it is fashionable to detail and supplement the list of questions at the expense of questions on the study of competitiveness.

There is an acute problem of collecting information about competitors. This problem for different industries and activities is solved with varying degrees of complexity. So, for enterprises that are part of industries gravitating towards monopolistic or oligopolistic structures, it is easier to obtain information from secondary sources (volumes and assortment of products, prices, sales volumes in different markets, financial position enterprises, etc.) than for enterprises that are part of highly dispersed industries. In this case, the role of primary information collected from consumers, intermediaries and other sources increases. It is especially difficult to do this for firms that provide non-mass services of a specific nature.

The role of informal methods of data collection, often carried out through technical and commercial intelligence, is great.

The results of the study of all aspects of the activities of competitors are used to determine who should not get involved in the competition, serve the purpose of choosing effective strategies for market activity.

Another important concept is market segmentation. This is a classification of consumers into groups that are distinguished by the relative homogeneity of demand, tastes and preferences. They segment markets because they understand that you cannot make a product for everyone.

The organization must decide which of the analyzed market segments it should select and consider as target markets.

In the course of analyzing specific aspects of competitors' activities, questions and problems of a general nature often arise related to the need to explain the motives for certain actions. If, in their analysis, one confines oneself only to the internal features and conditions of the activity of enterprises, many questions will remain unanswered.

The competitive environment of an enterprise is often identified with the marketing environment, which includes a set of subjects and market factors that affect the relationship between producers and consumers of products. Features of the competitive environment of the enterprise are determined by the type of competition in the market in question.

1.5 Determination of indicators by technical and economic parameters

Technical specifications:

1. Indicators of the purpose of the goods, characterizing its return, use for its intended purpose in a particular market.

2. Product reliability is a complex property of quality, which depends on the reliability, maintainability, persistence of properties and durability of the product.

Reliability - the property of the reliability of the product to maintain performance for some operating time in hours without forced breaks. Reliability indicators include the probability of failure-free operation, mean time to first failure, time to failure, failure rate, failure rate parameter, warranty time.

The persistence (stability) of the quality properties of an object characterizes the share of the decrease key indicators purpose, reliability, ergonomics, environmental friendliness, aesthetics (design), patentability as the object is used. Each indicator has its own function and, accordingly, the share of the decrease in the original indicators.

Maintainability is a property of an object, which consists in adapting to the prevention of the causes of failures, damages and maintaining and restoring a working state through maintenance and repairs.

Durability is the property of an object to maintain a working state until the limit state occurs with the established system of maintenance and repair. The indicators of the durability of an object include the standard service life (shelf life), service life until the first overhaul, and other indicators.

Indicators of environmental friendliness of a product are one of the most important properties that determine the level of its quality. These include indicators that have a harmful effect of the object on the air basin, soil, water, nature, human and animal health. 4. Indicators of product ergonomics

Ergonomic quality indicators are used in determining the compliance of an object with ergonomic requirements, such as size, shape, color of the product and elements of its competition. Ergonomic quality indicators cover the entire range of factors that affect the working person and the products in use.

5. Product manufacturability indicators

Manufacturability is a property showing how closely the design takes into account the requirements of the existing technology and the organization of development, production, transportation and technological maintenance of the facility. The technological design ensures the minimization of the duration of work and the cost of resources at all stages of the life cycle of the object.

The main indicators of the manufacturability of the design include the following: the coefficient of interproject unification (borrowing) of the design components, the coefficient of unification (borrowing) of technological processes, the proportion of machined parts, the coefficient of progressiveness of technological processes.

6. Product aesthetics

Aesthetics is a complex property that affects a person's sensory perception of the entire product as a whole in terms of its appearance.

7. Indicators of standardization and object compatibility

Standardization provides for a rational reduction in the number of standard sizes of components in the designed and manufactured objects.

8. Patent and legal indicators of the object

The patent-legal level of an industrial product is assessed using two dimensionless indicators: the indicator of patent protection (or patentability) and the indicator of patent purity.

The patent protection indicator characterizes the number and weight of new domestic inventions implemented in this product, that is, it characterizes the degree of protection of the product by copyright certificates owned by domestic firms in the country and patents abroad, taking into account the significance of individual technical solutions. The indicator of patent purity characterizes the possibility of unhindered sale of goods in the domestic and foreign markets.

9. Indicators of product service quality

The quality of product service is one of the factors of competitive advantage. It is necessary not only to create quality goods with optimal costs, but also to ensure the simplicity, reliability and cost-effectiveness of its testing, packaging, transportation, installation, maintenance and disposal. Documents and personnel must guarantee the accuracy of information, advertising, product labeling. The list of service quality indicators is determined by the characteristics of the product and the specific requirements of consumers.

10. Availability of a certificate of conformity and a mark of conformity for the goods.

World experience shows that it is in the conditions of an open market economy, unthinkable without intense competition, that factors appear that make quality a condition for the survival of commodity producers, a measure of the effectiveness of their economic activities, and the economic well-being of the country.

Economic parameters:

1. One-time.

2. Current.

2. Analysis of the process of increasing competitiveness

2.1 Characteristics of the enterprise

Federal State Unitary Enterprise "Ural Electromechanical Plant" (FGUP UZMZ) is part of the Atomic Energy Corporation of the Russian Federation - one of the leading enterprises of electronic and electromechanical instrumentation in the Urals and in Russia.

The pedigree of the plant dates back to the creation in 1878 in St. Petersburg of the Geisler and Co. workshops for the production of the first communications equipment in Russia. After the revolution (1917), the enterprise was renamed into the "Electromechanical Plant named after. A.A. Kulakov "(plant number 209 of the People's Commissariat of the USSR).

In August 1941, on the basis of the part of plant No. 209 evacuated to the city of Sverdlovsk, a branch of the plant was created, which began to produce products for the front.

August 25, 1941, the day of the first shipment of products manufactured in the Urals to the front, is considered the birthday of the plant. In June 1942, a branch of Plant No. 209 became an independent enterprise - Plant No. 707.

On May 2, 1949, the Decree of the Council of Ministers of the USSR was issued on the creation at the plant No. 707 for the needs of the First Main Directorate under the Council of Ministers of the USSR of a production base for the production of equipment for equipping nuclear weapons. The first products produced by the plant were low-voltage automation units. Simultaneously with the development of new orders, the construction of a new production site began, to which the plant was relocated without stopping production in 1954.

The mission of the Federal State Unitary Enterprise UEMZ to timely and efficiently satisfy the needs of the NUC for non-nuclear components of products and means of their verification is included in the list of strategic facilities that ensure the national security of Russia.

The activity of the enterprise for the optimal use of resources is diversified by organizing the production of products that meet the needs of the corporate market of Rosatom (products for JSC TVEL, Rosenergoatom and nuclear fuel cycle enterprises) and enterprises of the leading sectors of the national economy (fuel and energy complex, transport, communications, etc. .).

In the social sphere, activities are aimed at optimizing the number of employees, developing programs aimed at improving health, improving staff leisure, and creating a single team.

With the expansion of the range of products manufactured for the needs of the nuclear industry, centrifuge control panels and centrifuges themselves, automation equipment for special warheads of nuclear weapons, bench equipment for pre-launch and operational control, etc. – there was a need for a radical change in the entire production profile of the plant. The orders carried out through the Minsudprom were transferred to other enterprises, and the plant itself, on the basis of a decision of the USSR Government dated May 5, 1957, was transferred to the USSR Minsredmash and became one of the enterprises reporting to the Main Directorate of Instrument Engineering of the MSM USSR.

On January 18, 1971, by the Decree of the Presidium of the Supreme Soviet of the USSR, the plant was awarded the Order of the Red Banner of Labor for the successful implementation of the eighth five-year plan and the organization of the production of new equipment.

The period of 1971-1980 was marked by the reconstruction of the plant, which was necessary due to the growth in production volumes, the emergence of new technologies and materials, and the increased requirements for the quality and reliability of the products being mastered.

During these years, more than two hundred new complex products were mastered, 16 new industries were organized, among them such as: printed circuit boards, microcircuits for private use, manufacturing of microcores, microelectronic products; the production of products manufactured by the powder metallurgy method has been launched; introduced precision welding of instruments; the production of complex-contour parts on CNC machines and much more was organized.

During the period 1981-1989, further expansion and reconstruction of the plant continued, taking into account the growth of the production program and the need to organize new production facilities in several areas and areas.

The activities of UEMZ to ensure the country's defense capability are the result of the work of the entire team of workers and managers, engineers, scientists (38 candidates of sciences, 3 doctors of sciences were brought up at the plant), their high professional level.

FSUE UEMZ carries out serial production and launch of non-nuclear components of nuclear warheads, as well as some other types of special equipment, developed by five head institutes of the Department for the Development and Testing of Nuclear Weapons of Rosatom.

The nomenclature of the enterprise includes about 400 positions in 55 thematic areas: automation units, automation monoblocks, calculating units, electromagnetic relays and switches, inertial switches, electromechanical and electronic time devices, microelectric motors, inertial and reaction contact sensors, impact sensors, telemetry sensors and devices for flight and ground tests and others. Of these, monoblocks, blocks and devices of the automation system and components of special products, sensors and devices of autonomous registration systems (44 thematic areas and more than 300 items of the nomenclature) make up more than 80% of the nomenclature used in special products and registration systems that are in service.

Almost all known physical phenomena are used in the principles of operation of special equipment, its constructs cover the range from precision micromechanics parts to large-sized body parts, from purely mechanical structures to electronic products saturated with electrical products and all types of printed circuit boards, from simple electrical circuits to complex circuitry decisive and other devices. During the manufacturing process, special equipment is subjected to tuning, adjustment, technological training, operation control and various types of tests. To carry out these works, there are control and testing bases equipped with measuring equipment for metrological support, non-standard control and measuring equipment, non-standard test equipment, climatic equipment and equipment for various types of mechanical influences, such as: precision centrifugal installations, impact pile drivers, vibration complexes, climatic chambers, etc. with processor control. Workplaces in assembly production are equipped with automated centers with processor control.

The production of the enterprise has a sufficiently high technological level and allows to produce high-quality products, which is confirmed by the availability of appropriate licenses. The plant has a comprehensive quality assurance system.

Along with the development of new developments in special equipment in serial production, a promising direction in the activities of FSUE UEMZ is associated with scientific instrumentation. Thus, the plant has developed and launched production of a family of atomic absorption spectrophotometers, which are widely used in ecology, medicine, metallurgy, geology, chemical industry, control of industrial materials and foodstuffs for the content of heavy metals.

1990-1999 years. In this decade, due to a sharp decline in the volume of military orders, untimely and incomplete payment for manufactured products, UEMZ went through very difficult times. However, since 2000, an active revival of the enterprise began. The following activities contributed to this:

1. Increasing the production of civil products on the basis of the developed and implemented conversion programs at three levels: federal (development and mastering the production of telecommunications, automation devices for oil and gas pipelines, medical devices and instruments, etc.), sectoral (development and mastering of products of scientific instrument making) and regional significance (production of electrical engineering, including low-voltage switching devices, medical equipment, etc.).

2. Restructuring of production. In 1995 manufacturing

military products were separated into a separate production (special production).

August 25, 2008 marks the 67th anniversary of the plant in the Urals. Over the years, UEMZ has become one of the leading enterprises in the electronic and electromechanical instrumentation of the Urals and Russia. The organizational structure of the enterprise is presented in Appendix 2.

2.2 Market assessment

The forest products market is quite reliable, capacious and promising area application of the efforts of a potential producer and exporter. From the mid-1990s to the present, the estimated annual total value of world trade in timber products is just over $100 billion. This provides the products of the timber industry complex with a worthy place in international trade in the whole range of goods (approximately 3.5%, and taking into account wood products, paper and furniture - about 4% in the total volume). international trade) . The degree of involvement of timber products in the international turnover is quite high. About 20% of domestically produced products are usually sold on foreign markets. For many years, wood, especially softwood, has been one of Russia's main export commodities. Possessing 23% of the world's timber reserves, including 54% of the world's reserves of the most valuable coniferous timber, Russia until October 1917 (without the territory of Finland) exported more than 20% of timber products from the world's timber exports. The proceeds from sales of forest products amounted to 10% of the total foreign exchange earnings of the state. Today, Russia sells no more than 6% of world exports by volume and no more than 4% by value. And this is despite the fact that the demand for forest products in the world regional markets continues to be high. It should be noted that the trade in forest products on world markets is very significant for the Russian economy. The domestic market is not able to consume the amount of wood that is harvested and processed in Russia. sustainable foreign economic relations with partners in the forest business will ensure employment not only for forest industry workers, but also railways, ports, ship tonnage and customs authorities. In addition, the forest business makes it possible to develop the industrial infrastructure and load domestic production capacities for the production of machinery and mechanisms, equipment and tools necessary for the development of the Russian forest complex. The current position in the world market of timber and paper products allows a skillful, well-trained participant in foreign economic activity to successfully operate, who is able to offer each specific consumer exactly the product and exactly the quality that he needs. Today, the widest range of various wood products that the consumer requires is carefully studied and forecasted by producers and exporters in developed countries of a market economy. By the time the buyer needs a particular type of product, competing manufacturers are ready to offer the potential client several options for the products he is interested in, or fulfill his order with strict observance of all technical and mutually beneficial commercial terms of the transaction offered by the customer. Such flexibility and efficiency of producers and exporters is achieved by carefully planned and constantly carried out work both in the field of analysis and assessment of the general state of forest products markets, general trends in their development, and in the field of studying the needs of traditional and prospective customers with whom the company works or intends to work, in order to strengthen their positions and capture new ones. At the same time, every opportunity is used to ensure that, as a manufacturer, the possibility of reducing production costs and improving the quality and degree of processing of manufactured products. It is also profitable and promising to do this because in the world of a competent and civilized business, the state, as a rule, supports its exporter, offering him a wide range of services and benefits to promote goods from his country to the foreign market in order to stimulate him (exporter, producer) efforts to earn foreign exchange earnings. The situation described above is fundamentally different from the state of affairs in the Russian forestry business, which has significantly lost its positions in the world market. However, this decline is natural and easy to explain. Very serious efforts should be made to revive the former positions of the Russian timber business.

2.3 Evaluation of product performance according to selected parameters

1. Purpose indicators

The selected types of block-house and eurolining products are mainly used in construction for sheathing internal and external surfaces.

2. Product reliability

Persistence

Products retain all their properties and qualities for the entire service life

maintainability

During operation, it will not be a problem to replace or repair worn or broken units of products. The low price will make the repair process not expensive.

Durability

With the provision of appropriate conditions during operation, the block house and eurolining will last almost forever.

3. Environmental friendliness and safety of product use

Our products are made from high-quality sustainable wood (mainly pine), which we have been buying for many years from the same suppliers. Safe to use, as the processing does not use materials that form toxic compounds.

4. Indicators of product ergonomics

In terms of ergonomics, our products do not differ from similar products of competitors. (Types of products are presented in Appendix 3)

Price comparison at the regional level of FSUE UEMZ with organizations producing similar products is given in table 3.

Table 3 - Price comparison

2.4 Development of a quality management system and its implementation

On the basis of GOST R ISO9001-2001, the enterprise has developed a quality management system (QMS), which spells out the principles of the functioning of this system at the enterprise.

QMS of production operates on the basis of an integrated automated system product quality management.

The QMS is based on the following principles:

Participation of all personnel in solving quality problems;

The focus is not on identifying, but on preventing inconsistencies;

Attitude to quality assurance as to continuous improvement of processes, when product quality is a consequence of achieving the quality of its life cycle processes.

Top management, taking into account the main goal, forms specific measurable goals and objectives in the field of quality.

When developing goals, take into account:

Current and prospective needs of the enterprise;

The results of the analysis of product quality indicators and process performance indicators;

The level of satisfaction, both external and internal consumers;

Resources needed to achieve goals.

Quality objectives defines CEO by approving the quality policy.

Measurement of goals is carried out constantly, the implementation of goals is monitored during the analysis of the QMS.

To achieve quality goals, annually develop a plan to maintain the required level of product quality.

Responsibility, powers and interaction of the personnel managing, performing and supervising the work affecting the quality are determined by the RUM of the divisions, the ISK of the divisions, and job descriptions.

Top management determines and provides the resources necessary to implement and maintain the QMS, as well as to meet customer requirements.

The QMS manages the following resources:

Personnel (human resources). Training of personnel, advanced training is carried out, selection of personnel of the appropriate level is carried out, the competence of specialists is assessed, certification of managers and specialists;

infrastructure and production environment. Control of compliance of industrial premises with safety requirements, requirements industrial sanitation. Ensuring environmental safety standards for production. Control over the disposal of products, provision of subdivisions with instructions on labor protection, work to ensure safety. Assessment of workplaces;

Information and intellectual property;

Energy resources;

financial resources.

Planning the processes of the life cycle of products.

The scheme of interaction between the LCP processes is shown in the figure. The characteristics of the life cycle processes and the criteria for their evaluation in the process of activity are adjusted annually depending on the complexity and importance of the problems that arise. All activities in accordance with the standards of the enterprise.

Processes related to consumers.

Product requirements are:

Consumers (customers) in contracts;

FSUE UEMZ - in the TD, enterprise standards, instructions, regulations, orders, orders and other documents developed on the basis of the requirements of technical regulations, state standards, legislative acts, guidelines, rules establishing the procedure for performing work on the manufacture and control of products in accordance with the requirements consumer (customer).

Procurement of materials and equipment is carried out in order to systematically provide production with materials, semi-finished products, components, technological equipment, technological equipment.

The procurement procedure consists of the following steps:

Definition of need;

Evaluation and selection of a supplier;

Conclusion of contracts;

Quality control of purchased products;

Claim work with suppliers.

When choosing a supplier, preference is given to having a certificate of conformity with the QMS and the requirements of GOST RV 15.002 (GOST R ISO9001), product quality assurance programs, certificates, licenses.

The planning and dispatching department carries out operational management of production by issuing specific tasks to units and performers developed on the basis of the production plan and technological process, and controls their implementation.

Statistical methods are used in the analysis of data on the quality of manufacturing products, with the subsequent provision of the results of the analysis to top management for adoption. management decisions. Methodological materials on the application of statistical methods are provided by the Quality Management Department.

The choice and application of statistical methods at the stages of production, control and testing of products is carried out by the heads of departments.

The enterprise takes into account and analyzes the costs of eliminating inconsistencies, both internal, arising during the production process, and external, arising during operation.

Top management monitors and analyzes the costs of eliminating nonconformities in order to:

Evaluation of the effectiveness of the QMS;

Defining and adjusting the tasks of departments in the field of quality;

Improvement of the economic situation of the enterprise.

Using the results of the analysis of the functioning of the QMS processes, the quality policy, the results of audits, corrective and preventive actions, carry out work to improve and improve the QMS.

2.5 Economic evaluation of costs associated with quality improvement

The economic effect of quality improvement can be expressed by the formula:

E=P-Z=P - (Zd+Ze), (1)

where E is economical effect,

Z - costs,

Zd - the cost of achieving an economic effect,

Ze - operating costs.

Production efficiency can improve even with a reduction in sales volumes, but this is possible only if the quality of products grows faster than the rate of decline in production and sales volumes.

To determine the economic efficiency of improving product quality, it is necessary to take into account:

1. To improve the quality, additional current and one-time costs are necessary.

2. The economic effect of improving product quality is received by the consumer.

3. The enterprise, while improving the quality of products, receives economic benefits from an increase in output and sales of products, an increase in the selling price, and an increase in exports.

As a result, these factors manifest themselves in obtaining additional profit, which is determined by the formula:

where is the additional profit received from the increase in the volume of production and sales.

Additional profit received from the increase in the selling price.

SD - additional costs for the production and sale of products associated with improving the quality of products.

Cbr - the value of the reduction in production costs due to the reduction in the number of defects.

The annual economic effect of improving product quality is determined by the formula:

(3)

where Ep is the normative coefficient of capital investment efficiency

K - additional investment required to improve product quality.

Thus, we calculate the additional profit using formula 2:

ΔP=576000000+12165000-(22367088+91485)=565706427 rub.

And the annual economic effect of quality improvement according to the formula:

E \u003d 565706427-0.222367088 \u003d 561233009.4 rubles.

The method of accounting and calculation of profits, decision-making, based on the concept of "marginal income" (IR) has become widespread.

Operational profit management in terms of the "level of marginal income".

Operational profit management offers daily control of the amount of profit received without any financial calculations.

Operational management is carried out using profitability indicators based on the level of MD:

1) the level of MD of sold products:

Umd = 100% = 100% (4)

where, Umd - the level of marginal income,%;

GRP - sales proceeds, r.;

2) the level of MD of the i-th type of product:

Umd = 100%, (5)

where Ci is the selling price of a unit of the i-th type of product, p.

In addition to the profitability ratio, an indicator is used that characterizes the contribution of the i-th type of product to the total income of the enterprise. It is calculated as the ratio of the MA of the i-th product to the total amount of MA from the sale of products. One of the most significant practical results of using the MD category is the break-even analysis.

Calculation of the break-even point and the margin of financial safety.

The purpose of the break-even analysis is to establish how the financial results from sales if the achieved level of output changes. Determine the critical volume of output (sales), at which there will be neither profit nor loss, i.e. breakeven point.

The break-even point (critical production volume) is the volume of production at which the proceeds from the sale of products is equal to the sum of the costs.

The volume of production (sales) corresponding to the break-even point is called critical.

Knowing the critical volume of sales allows you to control the amount of profit received by the enterprise on a daily basis, as well as to avoid getting the enterprise into the unprofitable zone.

The critical volume point can be reduced primarily by reducing fixed costs or by increasing the level of MD.

Reducing the value of variable costs per unit of individual products in this case gives a less noticeable effect.

The ideal business environment is a combination of low fixed costs with a high level of MA. This combination always gives a "low" point of critical volume and increases the margin of financial safety.

Let's consider the methodology for calculating the break-even point using an example in Table 4.

Table 4 - Calculation of the break-even point and financial safety margin

Index	Symbol	Indicator value
		reporting year	planned
1. Volume of sales (revenue from sales - wholesale value) thousand rubles.	Vr-n	1710	1830	120
2. Variable expenses (expenses) in the cost price and sold products, thousand rubles.	PR W	120	168	48
3. Marginal income, thousand rubles.	MD	1590	1662	72
4. The level of marginal income,% x100	Umd	92,98	90,82	2,16
5. Fixed (fixed) costs in the cost of production, thousand rubles.	FR	1006	897	-109
6. Critical sales volume (break-even point, profitability threshold), x100, thousand rubles.	Vcr	1082	988	-94
7. Margin of financial strength	ZFP	36,7	46,0	9,3
8.Planned profit, thousand rubles	ETC	1590-1006=584	1662-987=675	91

Threshold of profitability p/y ==1082 tr.

Profitability threshold report = = 987.7 tr.

Let us characterize the influence of the main factors on the change in the threshold of profitability.

As sales increased, variable costs increased (consumables, technological equipment and etc).

The critical sales volume or profitability threshold has decreased from 1082 tr. to 987.7 tr., that is, if last year the company began to make a profit 0 reaching a gross income of 1082 tr., then in the planned year this threshold decreased to 987.7 tr., the decrease occurred over share increase variable costs and a much greater reduction in fixed costs.

Thus, reducing the variables and fixed costs, you can manage the profitability of the enterprise, that is, reduce the profitability threshold or the critical sales volume.

Development and implementation of measures to increase the competitiveness of products

The production of a block house is promising, since the price of products is lower than the main competitors. Now, it is necessary to increase the number of products sold, not their types.

But this requires the involvement of skilled workers and additional time for setting up machines in order to produce a product of the required name.

The workshop does not have storage facilities in order to reduce the cost of finished products. Since the production of products is carried out in small batches, due to the lack of labor resources, then the need for storage facilities arises if the required amount of labor resources is available. We recommend using for warehouses some of the workshops that are not used in production, idle and bring only losses to the enterprise.

In order to improve the quality of products, in addition to introducing a new quality system, we propose to replace old single-operation machines, the average age of which is 40 years, with new modern equipment. The list and cost of new equipment are presented in Appendix 4. It is also necessary to train existing employees, and in the future to systematically conduct certification of their professional level.

It is necessary to develop an advertising strategy to promote the product to the market. On the initial stage it is necessary to analyze the market situation, justify what the advertising company should come to, how it is supposed to be achieved and what role advertising should play in the market complex. It follows that the first section of the advertising plan, containing the analysis of the situation, should contain a brief description of the current situation of the enterprise, target markets, long-term and near-term goals of market activity and decisions related to market positioning and market complex.

The goals of advertising should be as specific as possible, since advertising should be aimed at inciting potential buyers and customers to action. The advertising strategy of an enterprise is a description of how the advertiser will achieve its goals, that is, what the enterprise wants to achieve with advertising and what effect the advertisement should have on the target audience.

When forming an advertising strategy, you need to have a very clear idea of ​​​​the target audience of the enterprise. In this case target audience are, on the one hand, retail trade enterprises that purchase products and goods for subsequent sale, as well as other enterprises and organizations that purchase goods for production needs, that is, for non-market consumption. Therefore, promotional activities should include:

Advertising media will allow potential buyers to report on trade offers: newspapers, magazines, direct mail advertising, advertising at the point of sale, participation of the enterprise in exhibition and fair activities.

The placement of professional advertising would be most appropriate in such publications as the Pulse Price product guide, the Delovoy Kvartal weekly, the Director magazine, and the TekhSovet business magazine for the preparation and organization of production.

When choosing a printed publication, it is necessary to proceed from what readership the periodicals are intended for, the frequency of their publication, the artistic possibilities of these means, as well as the location of the advertisement in the publication, the size of the advertisement, its seriality, and, importantly, the cost of the advertisement.

For example, the magazines "Director", "Business quarter", "TekhSovet" are designed mainly for business people- managers, entrepreneurs, specialists in various business areas, the target audience of each of the publications is about 10 thousand business people.

The target audience of the magazines “Yekaterinburg. Services and prices”, “Promyshlennik”, “Puls tsen” directory are both managers, entrepreneurs and specialists, as well as the end consumer, so advertising in these publications can also be effective.

Thus, taking into account the proposed activities, the annual cost of advertising in the press will amount to 174.8 thousand rubles.

Table 6 shows the company's spending plan for direct mail advertising.

Table 6 - Direct Mail Spending Plan

Thus, the annual costs of the enterprise for direct mail advertising will amount to 60.5 thousand rubles.

When forming an advertising strategy, the costs of the company's participation in exhibition and fair activities should be taken into account. Expenses in this area will include the rent of a stand at the exhibition, payment for equipment and services provided by the organizing committee of the exhibition, production of advertising and information materials, delivery of equipment and goods are presented in Table 7.

Table 7 - Expenses for participation in exhibition and fair activities of local and regional scale

When forming the advertising budget, the costs of printed advertising and gift advertising (calendars, notepads), as well as the costs of organizing advertising at the point of sale, that is, the costs of decorating a showroom at the premises of the enterprise, should be taken into account. Table 8 shows the advertising budget plan.

Definition of efficiency promotional activities should be considered as the most important condition for the use of funds spent on its implementation, ensuring their maximum return. Data on the effectiveness of advertising activities make it possible to judge the advisability of advertising and the effectiveness of its individual means, as well as to determine the conditions for the optimal impact of advertising on potential consumers. The study of the effectiveness of advertising should be carried out not only at the final stage of the marketing campaign, but also cover all stages of its implementation.

Conclusion

In this thesis, an attempt was made to help the company increase the competitiveness of its products through the introduction of a new quality system. A lot of work has been done, but it is only a small part of what really needs to be done at the enterprise in order for it to be a modern competitive enterprise that can withstand the onslaught of small, but very mobile firms.

In the thesis, the theoretical aspects of competitiveness were studied, they helped to correctly analyze and draw conclusions about whether the enterprise under study is competitive, what activities should be implemented in order to achieve the maximum level of consumer interest, how to analyze and segment the market. In the second chapter of the thesis, we analyzed the current situation at FSUE UEMZ. We assessed the forest industry market, evaluated products according to selected indicators and compared them with competitors' products, developed a new quality management system, which is under implementation, and estimated the costs associated with improving quality. After a thorough and in-depth analysis, we have developed measures, the implementation of which will serve as the first step towards increasing the competitiveness of products. We proposed to introduce a new quality management system, which was developed with the aim of more thorough quality control and monitoring of all stages of product manufacturing. It spells out who and how performs certain functions. The company is also actively implementing the quality policy and providing conditions for continuous improvement of the product life cycle processes.

We also proposed to replace the existing old equipment with a modern list presented in Appendix 4. The company's management was offered a list of Italian woodworking equipment, which was approved and they intend to change the equipment between 2008 and 2011. This process is quite long and expensive, but in order to be competitive it must be done. We also gave recommendations on the development of an advertising strategy, since the company does not conduct advertising campaigns at all, and this is simply necessary for consumer awareness. Therefore, advertising in newspapers, magazines, on television, holding fairs, exhibitions, presentations, will allow the consumer to learn about our products.

Conduct training for employees to improve their skills and systematically conduct certification of their level of professionalism.

In the era of individual construction, the products of our woodworking industry (block house and eurolining) should be in demand.

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It makes no sense to say that in the modern market economy, quality becomes the main competitive advantage of any enterprise. This word - "quality" - has become a kind of phenomenon in the political speeches of leaders of all ranks. Perhaps that is why we rarely think about what quality really is and how to convince consumers of the quality of our products. So what is quality? During the Soviet era, the quality of a product could be considered as a product that meets established standards. However, the standards are imperfect, quickly become obsolete and are made by people, each of whom has his own point of view. This understanding is not good quality in the market. In the modern economy, the general measure is the needs and demands of consumers. If the product meets their requirements - it's quality. Thus, quality is the ability of a product or service to best meet the needs of people. The importance of this definition can be explained with the help of a simple example. Can we consider the quality of a chair with legs of different lengths? In terms of furniture production standards, obviously not. However, these chairs can be placed on the stage - for example, in the theater hall. And in this case, they may well be considered as quality, but there is no need to use them in other places. Deciding what quality is and how it can be defined, but we are faced with the main question - how can we ensure stable high quality goods or services (that is, a high degree of compliance with the expectations and requirements of customers)? To ensure consistent quality, any company needs a quality strategy. Such a strategy is primarily associated with the introduction of certain philosophies. At the center of the quality strategy is, of course, focusing on customers and their needs, which are the criteria for quality. Concentration in this case means that when making any decisions

in the management of the firm, we must consider how it will affect the satisfaction of our customers. Efficient Management quality is fundamental to concentration processes. Almost any organizational activity can be considered as a process. During the process, the "input" (raw materials, semi-finished goods, information, etc.) is transformed into a kind of "output" (product) with the ultimate goal of satisfying the needs of the customer. The quality of the final product or service depends on the quality of each person and their integration processes. Focusing on processes allows the business to be transparent and manageable and perform customer service work. In providing quality products and services, all departments and all our employees are involved. Each employee must clearly know what contribution to the quality assurance process she makes by performing her duties. Another important element of a dynamic quality strategy (or system) is continual improvement. Quality improvement activities are aimed at ensuring that products and services meet the needs of customers as closely as possible, as well as to eliminate deficiencies in existing processes. The quality of goods and services depends on the quality of management decisions. Decisions affecting quality should be made based on facts and evidence. The described quality assurance approach is universal and can be used by almost every business in any industry to ensure a consistently high quality of products and services. This universal approach has been enshrined in legislation through a series of international standards ISO 9000. Why do we need quality system standards? Each manager and each buyer (customer) of products use two options for checking the work of the supplier (executor): 1. Control the progress of work to prevent low quality results, while the resource costs for monitoring activities are significant. 2. Fully trust the executor with the execution of the budget, saving the funds spent on control, there is a risk of incurring losses associated with obtaining a poor-quality result. One of the main ideologues of quality management, Edward Deming, describes a number of patterns to illustrate the importance of standardizing quality systems:

R - likely result of poor quality C - cost of control to prevent poor quality result L - Damage caused by the appearance of low-quality goods. Naturally, the second alternative of behavior associated with trust between partners is more cost-effective. From its application, it should be obvious that the likelihood of receiving a poor-quality result from the supplier should be as low as possible. The problem is only to objectively evaluate the value of R, that is, to determine the degree of reliability of a partner, supplier or employee and not to control his work. Short story ISO 9000 standards The ISO 9000 family of standards has its history since 1987, when the International Organization for Standardization (International Organization for Standardization, or ISO) approved the first version of the universal quality system certification standards: ISO 9000/87. The basis for the unification of ISO 9000 standards was adopted, used by the Department of Defense to evaluate the quality assurance systems of defense product suppliers. The methodological approach was the basis of the Office for integrated standard quality (Total Quality Management). Family of standards, three alternative certification models: ISO 9001 - Model for quality assurance in design, manufacture, installation and service. ISO 9002 - Model for quality assurance in production, installation and service. ISO 9003 - Model for quality assurance and control at the time of testing. In 1994, an updated version was released to the standards, generally following the structure of the 1987 version (ISO 9000 / 94). Finally on January 1, 2001, version 9000 enters ISO/2000. A new version no longer includes alternative quality assurance models for certification. Since 2001, ISO 9000 only certifies a complete quality system. The philosophy of the ISO 9000 family of standards The philosophy of ISO 9000 is based on the economic effective application"rules of trust", which allows more efficient use of the resources of each company individually and the economy as a whole. It can be assumed that the ISO 9000 quality system standards were introduced precisely in order to give enterprises more confidence in front of suppliers, which will allow them to more accurately estimate the cost and increase R costs. It is important to clearly separate two concepts - quality management and quality system certification. Quality management is one of the management functions that can really ensure a high level of product and service quality through careful and intelligent management of production and maintenance. The quality management system is organized in accordance with the specifics and specific goals of the enterprise. The ISO 9000 standards provide a methodology for building such a system that can be formally certified. Quality system certification alone cannot provide quality improvement. It only shows to other markets that the quality system of an enterprise is organized in accordance with specific requirements and functions effectively, ensuring stable and high quality of products and services of enterprises. Carrying out certification certification of specialized departments (or registries). These registries are accredited by the relevant national and international standards bodies, allowing them to issue authoritative certificates. ISO 9000 standards are recognized in many countries. There are translations into local languages ​​and adapted versions of standards such as ISO 9000 CCC. At the same time, ISO 9000 certification is not a requirement for manufacturers. Even in industrialized countries, ISO 9000 certification is required (by law) only for suppliers in the military and aerospace industries, as well as in some industries that produce goods on which people's quality of life depends. However, being ISO 9000 certified is often a key success factor in many markets, or even reaching them. It determines the company's position in the civilized business world. In addition, the quality systems of many companies require certified quality systems from their suppliers. The universality of the ISO family of standards lies in the fact that they do not offer absolutely measurable quality criteria for each type of goods and services (for example, required specifications products). This would be impossible - since quality is the ability of goods and services to meet the needs of people and needs are infinitely diverse. The ISO 9000 family standards define only quality system methodologies, which, in turn, must provide high quality products and services for enterprises, in other words - to ensure a high degree of customer satisfaction. Am I ISO 9000 certified? It is obvious that the need for quality management is for everyone who wants to remain competitive in the market. It is unlikely that anyone will deny the importance of quality improvement for success in the market. Another thing is the expensive certification procedure. Certification according to ISO 9000 in the quality system implies compliance in the company with both substantive and formal requirements. The process of adapting a system to meet quality requirements can be very laborious and usually time consuming. Therefore, before making a decision to prepare a quality system for ISO 9000 certification, the management company must carefully weigh the pros and cons, and clearly determine that the company needs a quality system certificate. Even abroad, an ISO 9000 certificate (or equivalent certificates) is mandatory only in a few industries, mainly related to products that depend on the quality of life and human health (military and aerospace industries, automotive, etc.). Sometimes certification is the conformity of the quality system to the requirements of the majority of buyers. In other cases, an ISO 9000 certification is not mandatory, but may provide an advantage in supplier selection. When it comes to Russian enterprises, ISO 9000 certification should be carried out if the company operates in foreign markets or intends to enter them, or if customers require a certified quality system from the company. For light industry, quality issues, including quality system certification, are no less valid than in any other business sector. An increasing number of domestic apparel and textile

industry moves to foreign markets. The most common schemes for entering light industry enterprises into export markets are participation in cooperation with foreign partners. European clothing manufacturers are ready to cooperate with suppliers and subcontractors from Russia, however, they require high and stable quality of the requested production services. Of course, the availability of documents and certification of the quality system can provide greater confidence from foreign partners.

Kaganov M. International journal of quality & reliability management. – St. Paul, Minn.: West publishing Co., 2007. - P. 23-25

Kaganov M. International journal on quality and reliability of management. – Art. Paul, Minn.: Western Publishing Association, 2007. - S. 23-25

Competitive position was assessed using several methods. Based on the results of the analysis, we can conclude that the main competitor "World Class" has an advantage in allocated CFU, and this fact is justified by its longevity on the market. Compared to UniCLUB, UniCLUB has an insufficient level of customer service, as well as a fuzzy system of marketing activities. They are followed by NAUTILUS, scoring a slightly lower number of points due to greater specialization in adult fitness.

From the table "Profile of competitive advantages / disadvantages" we can see the weaknesses of "UniCLUB" in comparison with World Classics, these are the level of personnel, customer service and a poorly developed marketing strategy. However, "UniCLUB" has an advantageous location, low cost of services, unlike a competitor, modern interior design and effective system discounts. If compared with the NAUTILUS club, one can single out their low cost, but otherwise the UniCLUB occupies a more favorable position, especially in the work of the staff, but still not sufficient in relation to the main competitor.

Based on the construction of the BCG matrix, where we examined the company's strategic business units to determine their relative priority in the allocation of investment resources. In the children's club we are analyzing, one-time play areas and holding festive events are in the position of "Wild Cats". These services of the company, compared to the rest, bring the smallest percentage of sales revenue, and a review is needed to change the situation. pricing policy, conducting discounts, promotions, advertising, or closing these services.

In this organization, cafe services are in the position of "stars", having a uniqueness that brings a fairly large income. These are the lines of business of the company, which are leaders in their rapidly growing industry. The company must maintain and strengthen this species business, and therefore not to reduce, and, possibly, to increase investment.

Goods and services of the company presented in the quadrant " milk cows» BCG matrices are the main generators of profits and cash. These products do not require high investments, only to maintain the current level of sales. These are fitness and developmental activities, as this is the main activity of the club. The company can use cash flow from the sale of such services to the development of their more promising lines of business - "stars" or "wild cats".

There are no “dog” positions in this organization, but one-time visits to gaming zones are close. It is possible to revise the conditions of one-time visits to the game rooms.

In addition to the analysis of the BCG matrix, an analysis of the restraining and driving forces of the center was carried out. UniCLUB has a lot of advantages, but let's focus on restraining forces:

• 1) Competition in the market for similar services, the emergence of new competitors
• 2) Legislative acts restricting the activities of the company
• 3) The outflow of qualified personnel;
• 4) Low system of motivation and insufficient wage personnel
• 5) Employee resistance to change.

The task of management is as follows:

• 1) Preservation of the former competitive position
• 2) Increase and development of driving forces
• 3) Reducing and fighting restraining forces

It is necessary to continuously work on all areas of the center, even if they are already well developed, thereby strengthening the positions of these services. Just create and improve new ideas.

Based on the study of the market for children's services in Khabarovsk, the following main recommendations can be formulated to increase the competitiveness of the UniCLUB organization:

• 1) Provision of new services such as:
  • - fitness - nanny (very often there is no one to leave the child with and this service will be popular, you just need to advertise it);
  • - occupational guidance classes (introduction of lessons in journalism, computer science, robotics, needlework, engineering design, etc.);
  • - creation of a weekend map, a map of the game zone;
  • - introduce classes for expectant mothers, both fitness and lectures on pregnancy and baby care

2) Work on the decor of the main places of stay of clients. Continuous renovation of the premises, high-quality cleaning.

Changing the environment surrounding customers is very good for their opinion. Time is running fast, and everything must change and keep pace with it. As for cleaning, when a person comes to any institution, he first of all looks at the cleanliness of the room (floor, walls, ceilings, lighting), everything should be clean, bright, and pleasing to the eye. This is one of the main keys to the success of the children's center. In the words of Olga Shestakova, Financial Director of UniCLUB, “Even if the client liked our classes, entertainment programs, cafe food and service, but if he sees a stain on the carpet, he will leave us with a negative opinion.” So if we correspond to the level of the leading children's center of the city, then we correspond in everything.

• 3) Carrying out better and more intensive advertising, etc., using several of its varieties:
  • - Advertising in the press;
  • - TV commercial;
  • - outdoor (street) advertising. Brandmauer (from English brandmower) - a huge poster or shield on the wall of a building. Such posters are still on three houses in Khabarovsk, but their number needs to be expanded throughout the city.
  • - transport. The DC owns a bus with bright colors and the UniCLUB logo.
  • - film advertising.
  • - Internet advertising. Now intensive work is underway on a new modern UniCLUB website, where you can easily find out all the information of interest to the center.
  • - advertising broadcast over mobile communications. Only recently, the DC began to use the services of "WhatsApp", which made it possible to save enormously on SMS mailing, as well as the "Instagram" website.
  • - computer;
  • - direct mail (direct mail advertising);
  • - printed. When a client comes to the center, one of the first things he is interested in is the types of services and the price, which should be generally available on printed media, stands. This simplifies the work of the reception staff and the sales department.
  • - souvenir. This type of advertising needs to be focused on. Things (t-shirts, caps, swimming towels) must contain the UniCLUB logo, as well as cups, certificates, sports equipment, key chains, magnets, pens, notebooks, etc. More than 50% of recipients of such media not only read advertisements , but also begin to be more loyal to the advertiser company. Among the respondents who received one or more items of such advertising in the last 12 months, 70% purchased UniCLUB services and only 49% bought goods and / or services of similar organizations, but did not distribute such items.
  • - viral advertising- advertising based on rumors, gossip, transmitted from person to person. People tend to give advice, recommend good products, services, because everyone appreciates quality.
• 4) High-quality training and motivation of the company's personnel, the use of various kinds of incentives;

The education system should be improved. Specially prepared training of personnel allows achieving the planned goal in the shortest possible time, because the improvement of the qualifications of employees, the acquisition of skills, knowledge and skills by them leads to an increase in labor productivity. I believe that the UniCLUB management should allocate more funds for staff training, because investing in staff means increasing the company's income, improving the quality of work of employees, team building, and creating a single well-coordinated group. Together, these components are a lever to get ahead of all competitors. The market is constantly growing, services are being updated and updated, higher demands have been placed on the quality of services, as well as on the quality of the work of sellers and service in general, the struggle between competitors has increased.

In addition, the psychology of the client has also changed, the motives for making a purchase have changed. In order to survive in a competitive environment, you should build a better service.

I suggest that the governing bodies regularly organize sports competitions or quizzes to maintain a favorable climate in the team, to increase the level of staff communication.

In addition, one of the means of stimulating sales staff can be unexpected rewards. It has a strong emotional impact on the worker. Unfortunately, UniCLUB requires a lot of work to earn the slightest reward. Therefore, I propose to introduce systems of spontaneous remuneration into the UniCLUB personnel motivation methodology. They may be small in cost, but will remain in memory for a long time. Such a reward, for example, can be received in the case of developing an effective promotion, advanced training, etc. The rewards can be flowers, an interesting book, gratitude from the manager for his attitude to the task assigned, or even any product of the company. Such rewards will be a good incentive for further effective work. It is also necessary to focus on the primary training of personnel. Briefing is an explanation and demonstration of working methods directly at the workplace and can be carried out by employees who have been performing these functions for a long time or by a specially trained manager.

Special training and confidentiality is required in relation to the leading trainers and teachers of the DC. The club should have its own methodology and topics of conducting classes (at the moment it is being intensively developed). It is even possible to document the agreement not to disclose this kind of information, since this staff is the heart of the children's center (the main highlight).

5) creation of a branch in another area, thereby strengthening its position in the market. Since the beginning of 2015, the design of the new UniCLUB has begun. It will be located in the Southern microdistrict of Khabarovsk next to the circus. This location should effectively affect the success of the center, especially since its size will significantly exceed UniCLUB, located in the central area. In May 2015, a complete layout of the building was ready, where its construction will start from scratch. Construction is expected to be completed in mid-2017.

Why was it decided to cost the second similar "UniCLUB"? The answer to this question lies in the competitive advantages of the center. For 2015, the DC is one of the leading establishments in Khabarovsk, its popularity is becoming more and more, but due to its location in another area, many new customers will be able to get to us (primarily, guided by a convenient location with their place of residence). This building idea naturally came from competitors World Class and Nautilus. They own two buildings in different locations.

• 6) introduction of innovative innovations, focusing on European examples from practice, etc.
• - set up screens in real time to watch the class and follow the child. The clients of the club addressed us with this proposal during the survey. Based on this idea, you can do otherwise. There are special glasses, and whole walls made of glass, where, being in a room, a person does not see through such glass, but people on the other side see. Thanks to this device, parents can easily monitor their children in class, watch how the child behaves, and naturally see the teacher's behavior towards each child. This is very convenient and will be more economical than installing separate screens.
• - updating the playing area, focusing on European examples. Abroad, in all large private children's clubs, the entire play area consists of soft and safe material, all corners are covered with it. Everything looks quite aesthetically pleasing and practical, and parents will not worry about the fact that his child may be injured.
• 7) improvement of the management system (planning, organization and control of activities in functional areas);
• 8) acceleration of response to requests and behavior of consumers. In the face of intense competition, this is a very good strategy that directly affects fast demand. As the saying goes, “demand creates supply” and the faster this supply appears, the more successful this organization is.
• 9) Focusing on a narrow market niche to serve buyers with clearly defined special types of requests (strategy of focused differentiation). She has been present since the opening of UniCLUB. How are we different from others? This is a specialization in child development. Adult fitness will never be held in it, as this is contrary to the mission and objectives of the club.

These are not all ways to increase the competitiveness of services in an organization, but the main ones.

In the period for 2015, the children's center has made great strides in providing services for children, has already earned a good reputation, but still some of its positions are slightly inferior to competitors. To increase the competitiveness of the organization's services, develop competitive advantages, we consider it possible to apply the "blue ocean" strategy

Under the conditions affecting the quality of products, we mean the circumstances in which the listed factors operate. The conditions affecting the level of product quality include forms of labor organization, production processes and other circumstances. To ensure the optimal level of product quality, it is necessary to ensure the most favorable ratio between the factors and conditions that affect quality.

All factors affecting product quality are divided into objective and subjective. The objective factors include: the technical level of the production base, the organization of production preparation, mechanization and automation of production, and others.

The group of subjective factors includes: professional excellence; general education level; psychological warehouse of a person; personal aspirations and interest in the results of work.

The quality of manufactured products can rightfully be attributed to the most important criteria for the activity of any enterprise. It is the improvement of product quality that determines the degree of survival of the company in market conditions, the pace of scientific and technological progress, the growth of production efficiency, the savings of all types of resources used in the enterprise.

Quality requirements are established and financed in regulatory and regulatory technical documents: state, industry, company standards, technical specifications for products, in terms of reference for the design or modernization of products, in drawings, technological maps and technological regulations, in quality control cards, etc.

The International Organization for Standardization (ISO) interprets quality as a set of properties and characteristics of a product or service that gives it the ability to satisfy conditional or implied needs (ISO 840294 standard). The concept of quality is closely related to such concepts as the technical level of products, the competitiveness of goods, quality indicators, and the quality loop. The saturation of the market with high-tech products and high-quality consumer goods is the main sign of a full-blooded, prosperous economy.

Today the world uses various systems quality management. But for successful activity at present, they must provide an opportunity to implement the eight key principles of systemic quality management, mastered by leading international companies.

The first principle is consumer orientation. A strategic focus on the consumer, an appropriately provided organization, methodically and technically, is vital for every organization and every enterprise operating in a competitive market.

The second principle is the role of leadership. In accordance with it, the manager must create the conditions necessary for the successful implementation of all the principles of system quality management.

The third principle is the involvement of employees. This is one of the key provisions of TQM (Total Quality Management), according to which every employee must be involved in quality management activities. It is necessary to ensure that everyone has an internal need for improvement.

The fourth principle of the process approach to quality assurance at the stages of production, installation and maintenance: production planning, inventory accounting.

The fifth principle is a systematic approach to management. In accordance with these principles, the production of goods, services and management is considered as a set of interrelated processes, and each process as a system that has input and output, its "suppliers" and "consumers" to management, which is based on a hierarchical organizational structure.

In standard ISO 9001 and QS9000, for example, there is a norm according to which a supplier must form teams of specialists from various departments to prepare for the production of new or upgraded products. Such groups should include designers, technologists, quality service specialists, as well as specialists from other services.

The sixth principle is continuous improvement. Twenty years ago, the quality strategy was based on the concept of optimal quality. The experience of Japanese, and then American and European industry showed that it is unacceptable to set limits for improvement, improvement itself should be a system and an integral part of the management system.

The seventh principle is making decisions based on facts. The implementation of this principle is designed to exclude unreasonable decisions, which are usually called strong-willed. It is necessary to collect and analyze evidence and make decisions based on it. The most common now are statistical methods of control, analysis and regulation.

The eighth principle is mutually beneficial relationships with suppliers. This principle, the essence of which is obvious in the simplest cases, must be implemented in relation to both external and internal suppliers.

It must be understood that modern concept quality management is the concept of managing any purposeful type of activity, which, as experience shows, allows to achieve success not only in the field of production, but also in the state and municipal government, in the armed forces and other areas.

The system for organizing activities and ensuring the competitiveness of an enterprise includes the following stages: organization of a marketing service; staffing the service with appropriate personnel; restoration of functional obligations.

To achieve competitive advantages, you can use the following strategies to achieve an increase in the competitiveness of the enterprise.

1. Offensive strategy.

This strategy includes six stages: attack on the strengths of competitors, attack on the weaknesses of competitors, multi-pronged offensive, capture of strategic heights, guerrilla attack, preventive actions.

1. Attack on the strengths of competitors. This action provides an opportunity to gain a share of the market by achieving competitive advantages over strengths weak competitors, the ability to nullify the advantages of strong competitors (capturing a part of the market). Methods of implementation: price reduction, the use of comparative advertising, giving products qualities that are important to competitors' consumers. This stage is possible for powerful enterprises that have sufficient resources.

2. Attack on the weaknesses of competitors. Purpose: work with market segments that poorly serve competitors or ignore them. Implementation methods: filling free niches, concentrating efforts on products where competitors' analogues are of low quality. Enterprises that have sufficient capacity to enter new markets and produce new products have the opportunity to apply this strategy.

3. Multifaceted offensive. Implementation of actions in different directions. Method of implementation: one-time actions - price reduction, increase in the intensity of advertising, production of new products and other actions.

4. Capture of strategic heights. Purpose: gaining advantages in a new segment that has not yet formed, but promises to be promising. Method of implementation: actions of a multifaceted offensive. The strategy is possible for a mobile enterprise with good power.

5. Guerrilla attack. Purpose: inflicting unexpected, narrowly targeted strikes on unfortified positions of competitors. Method of implementation: application in case of violation of patent law by competitors.

6. Preemptive attack. Purpose: increasing production capacity. Way of implementation: actions about creating such competitive advantages that competitors cannot or are afraid to implement.

2. Protective strategies.

A. Strengthening competitive positions. Purpose: copying the actions and policies of competitors. Method of implementation: minimizing the number of partners, increasing the warranty period, mastering new technologies. This strategy is possible for medium-sized enterprises with good resources.

B. Defensive attack. Purpose: to carry out in response to the actions of competitors of the policy of propaganda of decisive actions. Method of implementation: statements about the intention to keep high goals, statements about plans for the introduction of new technologies, a sharp and strong reaction to weak competitors. Possible for different companies.

So, in order to increase the competitiveness of an enterprise, it is necessary to choose a strategy of competitive advantages and ensure the implementation of this strategy.

1. Ensuring priority in the market due to the technical, economic and quality indicators of products.

2. Taking into account the requirements of buyers to change the quality and characteristics of products.

3. Identification and use of potential product qualities to increase competitiveness in comparison with analogues.

4. Analysis of the advantages and disadvantages of competitor products and the use of these results to maintain the competitiveness of manufactured products.

5. The study and analysis of competitors' measures to increase competitiveness and the development of countermeasures that give advantages to the enterprise.

6. Expansion of product modifications by improving their characteristics (design, reliability, functional completeness, efficiency in operation, etc.).

7. Revealing the price advantages of competitors and their compensation (types of discounts, terms and scope of the guarantee, service, etc.).

8. Expansion of areas of application (including design).

9. Expansion of the range of working conditions (operation) of products.

10. Differentiation of products, taking into account the preferences of indicators (in terms of quality, price, characteristics).

11. Impact directly on the buyer by creating a temporary shortage of new and better products, maintaining an active advertising company, creating preferred economic conditions sales.

These activities are taken into account when developing the company's strategy, its technical, assortment and marketing policy.