Competitiveness of the enterprise and product quality - presentation. Presentation on the topic “Quality and competitiveness of products” presentation for a lesson on the topic Presentation of enterprise products, their types of competitiveness
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The essence and functions of competition. Area of competitive advantage. Level of product competitiveness. Competitiveness of the enterprise. Criteria for assessing the competitiveness of manufacturing enterprises. Country's competitiveness: essence and its main indicators. Topic 4. Competitiveness and quality
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Competitiveness, product competitiveness, “worldwide competitiveness” rating, level of competitiveness, quality of life, competitiveness assessment, consumption price, acquisition price. Key concepts: Topic 4. Competitiveness and quality
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4.1. The essence and functions of competition
Competition is the rivalry between individual legal or individuals(competitors) interested in achieving the same goal. regulating controlling allocative innovative Functions of competition Topic 4. Competitiveness and quality
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4.2. Area of Competitive Advantage
The competitiveness of a product (product) is an integral characteristic of a product that determines its advantages in the market compared to similar competing products. Areas of competitive advantages: Degree of compliance with a specific need (demand); The costs of solving a specific problem. Topic 4. Competitiveness and quality
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4.3. Product competitiveness level
Main characteristics of competitiveness quality price consumption Level of competitiveness: The ratio of the indicators of competitiveness of our products (Kn) and the competitor (Kk). If K is greater than 1, then our products are considered competitive. Topic 4. Competitiveness and quality
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Factors influencing the scope of concluding a product transaction Conditions for concluding contracts Share of domestic components in complex technical goods Reputation of the importing country Reputation of the supplier Availability of spare parts Efficiency of delivery Organization of service Topic 4. Competitiveness and quality 4.3. Product competitiveness level
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4.4. Enterprise competitiveness
Federal Law “On Technical Regulation” The state assumes responsibility for the safety of goods regulating the processes of improving the quality and competitiveness of products belongs to the market, voluntary sphere. The competitiveness of an enterprise is its ability to produce and supply goods and services that meet the fair requirements of a free and fair market and bring benefits to employees of the enterprise Topic 4. Competitiveness and quality
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4.5. Criteria for assessing the competitiveness of manufacturing enterprises
Criteria for assessing the competitiveness of manufacturing enterprises Economic potential and operational efficiency Production potential Research potential Financial situation Topic 4. Competitiveness and quality
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4.6. Country competitiveness: essence and its main indicators
The competitiveness of a country is an integral indicator of the level of development of a country, including the following indicators: Political risk (associated with the return of money); Economic prospects; External debt indicator; Debt due to default or debt restructuring; Solvency rating for credit debts; Access to banking resources; Access to short-term financial resources; Access to capital markets; Scientific, technical and industrial capital; Share of goods exported to the world market; High growth rates of the country's economy. Topic 4. Competitiveness and quality
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Self-test questions:
Describe the competitiveness of products (services). What are the main criteria for “global competitiveness”? Present a methodology for analyzing the competitiveness of products and companies. Describe the capabilities of the enterprise. Topic 4. Competitiveness and quality
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Gerasimov B.I. Quality control. – M.: KNORUS, 2007. – 272 p. Mironov M.G. Quality control. M.: Omega-L, 2007. – 664 p. Okrepilov V.V. Quality control. – M.: Publishing House Ekonomika, 2000. Shubenkova E.V. Total quality management. –M.: Exam, 2995. – 256 s. Evans James. Quality management / trans. from English; ed. EM. Korotkova. – M.: UNITY-DANA, 2007. – 671 p. Topic 4. Competitiveness and quality
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Plan Analysis of the competitiveness of the company according to J.-J. Lambin Analysis of the competitiveness of the company according to J.-J. Lambin Requirements and initial data for assessing competitiveness Requirements and initial data for assessing competitiveness Methodology for assessing the competitiveness of a product based on its effectiveness and market factors Methodology for assessing the competitiveness of a product based on its effectiveness and market factors Methodology for assessing the competitiveness of a product according to the system Methodology for assessing the competitiveness of a product according to the system Methodology analysis and assessment of a company's competitiveness Methodology for analysis and assessment of a company's competitiveness
Competitive advantage is those characteristics, properties of a product or brand that create for a company a certain superiority over its direct competitors. These attributes or characteristics can be very different and relate both to the product itself (basic service), and to additional services accompanying the basic one, to forms of production, marketing or sales specific to the company or product
Competitive advantage can be external if it is based on the distinctive qualities of a product that create value for the buyer by either reducing costs or increasing efficiency. A strategy resulting from external competitive advantage is a differentiation strategy that relies on the firm's marketing know-how, its excellence in identifying and meeting the expectations of customers dissatisfied with existing products
Competitive advantage is internal if it is based on the firm's superiority in production, management or product costs, which creates value for the manufacturer to achieve lower costs than a competitor. An internal competitive advantage strategy is a cost dominance strategy that is based on mainly on organizational and production know-how companies
Types of competitive advantage and strategies With the ratio of the cost of the analyzed product sample and the priority competitor product; Same prices; 1.0 point corresponding to the cost and price of the product of the priority competitor; And the cost strategy area; K quality strategy zone; I+K zone of strategy for costs and quality; The zone has a losing strategy
The intensity and specific forms of competition between direct rivals in the market vary depending on the nature of the specific situation. It reflects the degree of interdependence of competitors that arises in a particular market as a result of their actions. When analyzing the situation in a particular market, they rely on various competitive structures: pure (perfect) competition, pure (perfect) competition, oligopoly, oligopoly, monopolistic (imperfect) competition, monopolistic ( imperfect) competition, monopoly monopoly
The pure competition model is characterized by the presence in the market of a large group of sellers opposing a large group of buyers, with none of these groups having enough power to influence prices. In the short term, it is important for the firm to monitor the production volumes of competitors and the emergence of new competitors, which will allow it to anticipate price dynamics. In the short term, it is important for the company to monitor the production volumes of competitors and the emergence of new competitors, which will allow them to anticipate price dynamics. In the long run, the firm's interest is to escape the anonymity of pure competition by differentiating its products and thereby reducing their substitutability or creating switching costs for buyers. This result can be achieved by, for example, strict quality control, strengthening the brand image. In the long run, the firm's interest is to escape the anonymity of pure competition by differentiating its products and thereby reducing their substitutability or creating switching costs for buyers. This result can be achieved by, for example, strict quality control, strengthening the brand image.
An oligopoly is a situation where the number of competitors is small or a few firms dominate the market, creating strong interdependence. The outcome of a strategic maneuver depends heavily on whether competitors respond to it. Under competitive behavior refers to the position that a firm takes in relation to its competitors in the decision-making process.
Actually observed positions can be grouped into five types of behavior: independent behavior, when competitors do not take into account the behavior of the company; independent behavior when competitors do not take into account the company's behavior; corporate behavior that implies a desire for agreement rather than constant confrontation; corporate behavior that implies a desire for agreement rather than constant confrontation; adaptive behavior based on explicit consideration of the actions of competitors; adaptive behavior based on explicit consideration of the actions of competitors; anticipatory behavior, which involves anticipating the reaction of competitors to any action of the company; anticipatory behavior, which involves anticipating the reaction of competitors to any action of the company; aggressive behavior, when any gain for one is always a loss for the other. aggressive behavior, when any gain for one is always a loss for the other.
Monopolistic, or imperfect, competition occupies a middle position between pure competition and monopoly. Competitors are numerous and their forces are balanced. However, their products are differentiated, that is, from the buyer's point of view, they have distinctive qualities that are perceived as such by the entire market Monopolistic competition stems from a differentiation strategy based on external competitive advantage
To successfully implement a differentiation strategy, the following conditions must be met: any differentiation must be of value to the buyer; any differentiation must provide value to the buyer; the value may consist in increasing the efficiency of resource use or reducing the costs of consumption and/or use; the value may consist in increasing the efficiency of resource use or reducing the costs of consumption and/or use; the value to the buyer must be high enough that he will agree to pay a premium price for it; the value to the buyer must be high enough that he will agree to pay a premium price for it; the firm must be able to protect its element of differentiation so that competitors cannot immediately reproduce it; the firm must be able to protect its element of differentiation so that competitors cannot immediately reproduce it; the price increase acceptable to the buyer must be greater than the increase in costs that the firm incurs to produce and maintain the element of differentiation; the price increase acceptable to the buyer must be greater than the increase in costs that the firm incurs to produce and maintain the element of differentiation; Finally, if the element of differentiation is subtle and not recognized by the market, the firm must create signals to achieve its prominence. Finally, if the element of differentiation is subtle and not recognized by the market, the firm must create signals to achieve its prominence.
Monopoly competition, like pure competition, is a limiting case. The market is dominated by a single manufacturer who is opposed to a large number of buyers. A similar situation is observed in the phase life cycle, corresponding to the introduction of a product to the market, in emerging sectors characterized by technological innovation An important factor becomes the expected duration of a monopoly, depending on the scale of innovation and the existence of high barriers to entry for new competitors
More frequent are cases of state monopoly, the logic of which differs from the logic of private firms. This is no longer the logic of profit, but of public good. The difficulty with this is the lack of market control over serving the public interest, which promotes development centralized management, concentrated rather on their own internal tasks
Assessing the level of competitiveness of various objects is a very difficult job, because: firstly, competitiveness focuses on all indicators of the quality and resource intensity of the work of all personnel at all stages of the life cycle of objects; firstly, competitiveness focuses on all indicators of the quality and resource intensity of the work of all personnel at all stages of the life cycle of objects; secondly, at present there are no international documents (by analogy with the standardization of other objects) on assessing the competitiveness of various objects; secondly, at present there are no international documents (by analogy with the standardization of other objects) on assessing the competitiveness of various objects; thirdly, in Russia technical, economic, personnel, social politics is not focused on ensuring the competitiveness of various objects. thirdly, in Russia, technical, economic, personnel, and social policies are not focused on ensuring the competitiveness of various objects.
It is advisable to determine the competitiveness of simple and inexpensive objects on the basis of expert assessment or trial sales of a new product. Initial data for assessing the competitiveness of goods, the organization and its competitors: 1. Beneficial effect of the product 1.1. Purpose indicators 1.1. Purpose indicators 1.2. Reliability indicators 1.2. Reliability indicators Including: standard service life (use, storage) reliability coefficient availability coefficient storage coefficient 1.3. Environmental indicators 1.3. Environmental indicators 1.4. Ergonomic indicators 1.4. Ergonomic indicators 1.5. Indicators of aesthetics (design) 1.5. Indicators of aesthetics (design) 1.6. Manufacturability indicators 1.6. Manufacturability indicators 1.7. Indicators of standardization and unification 1.7. Indicators of standardization and unification 1.8. Indicators of patent purity and patentability 1.8. Indicators of patent purity and patentability 1.9. Indicators of compatibility and interchangeability 1.9. Indicators of compatibility and interchangeability Certificate number, by whom and when issued, validity period Certificate number, by whom and when issued, validity period
Initial data for assessing the competitiveness of goods, an organization and its competitors: 2. Total costs for the life cycle of a unit of goods 2.1. Costs of strategic marketing (per unit of a specific product) 2.1. Costs of strategic marketing (per unit of a specific product) 2.2. R&D costs 2.2. R&D costs 2.3. Costs for OTPP 2.3. Costs for OTPP 2.4. Production costs 2.4. Production costs 2.5. Service costs 2.5. Service costs 2.6. Costs of operation (use) and repair (disposal) for the standard service life of the product 2.6. Costs of operation (use) and repair (disposal) for the standard service life of the product
Initial data for assessing the competitiveness of goods, an organization and its competitors: 3. Quality of service for consumers of goods 3. Quality of service for consumers of goods 3.1. Image of the manufacturing organization 3.1. Image of the manufacturing organization 3.2. Legal reliability of the organization 3.2. Legal reliability of the organization 3.3. Financial reliability (sustainability) of the organization 3.3. Financial reliability (sustainability) of the organization 3.4. Quality of product information 3.4. Quality of product information 3.5. Quality of product packaging 3.5. Quality of product packaging 3.6. Quality of service trade organization 3.6. Quality of service of a trade organization 3.7. Quality of delivery and installation (assembly) of goods 3.7. Quality of delivery and installation (assembly) of goods 3.8. Quality of product warranty service 3.8. Quality of product warranty service 3.9. Quality of product repair 3.9. Quality of product repair Quality of monitoring of the market mechanism Quality of monitoring of the market mechanism 4. Specific gravity of this product in the sales volume of the organization 4. The share of this product in the sales volume of the organization 5. Indicators of the importance of the markets in which the product is presented 5. Indicators of the significance of the markets in which the product is presented
Initial data for assessing the competitiveness of goods, an organization and its competitors: 6. Parameters of product markets 6. Parameters of product markets Indicators of product interchangeability Indicators of product interchangeability 6.2. Volume of commodity markets 6.2. Volume of commodity markets 6.3. Number of entities and their shares in markets 6.3. Number of entities and their shares in markets 6.4. Barriers to entry into markets 6.4. Barriers to entry into markets 7. Unit price of a product 7. Unit price of a product 8. Indicators taking into account the competitive advantages of the organization compared to the main competitor, whose indicator is equal to one 8. Indicators taking into account the competitive advantages of the organization compared to the main competitor, who this indicator is equal to one
Methodology for assessing the competitiveness of a product based on its effectiveness and market factors It is advisable to measure the competitiveness of the analyzed object (product, service) quantitatively, which will allow managing its level. To measure the competitiveness of the analyzed object, qualitative information is required that characterizes: 1) the beneficial effect of this object and competing objects over their standard service life, 1) the beneficial effect of this object and competing objects over their standard service life, 2) the total costs for the life cycle of the objects. 2) total costs for the life cycle of objects.
A quantitative assessment of the competitiveness of objects can be carried out using the formula: where K is the competitiveness of the analyzed sample object in a specific market, the share of the unit; Ea.o. the effectiveness of the analyzed sample object in a specific market; Ea.o. the effectiveness of the analyzed sample object in a specific market; El.o. the effectiveness of the best competitor sample used on this market; El.o. the effectiveness of the best competing model used in a given market; k adjustment factors taking into account competitive advantages. k adjustment factors taking into account competitive advantages.
The efficiency of an object is calculated using the formula: where Ps is the beneficial effect of an object over its standard service life in a specific market, unit of beneficial effect; 3c total costs for the life cycle of an object in the conditions of a specific market, monetary unit. 3c total costs for the life cycle of an object in the conditions of a specific market, monetary unit.
The total costs for the life cycle of a unit of an object can be determined by the formula: where Zniokr is the estimated cost marketing research, research and development work; This is the estimated cost of organizational and technological preparation for the production of a new facility; This is the estimated cost of organizational and technological preparation for the production of a new facility; N is the number of objects that are planned to be released for a given design documentation N the number of objects that are planned to be produced according to this design documentation Cost of production costs of the object; Cost of production costs for the object; Zvn costs for implementing the facility at the consumer, including transportation costs, estimated cost construction and installation and start-up works; Zvn costs for implementing the facility at the consumer, including transportation costs, estimated cost of construction, installation and commissioning work; Zexp operating costs, Maintenance and repairs to the facility in year 1 (without depreciation of previous costs); Zexp costs for operation, maintenance and repair of the facility in year 1 (without depreciation of previous costs); Zlikv costs for dismantling and liquidation of basic elements production assets(including the object itself), derived in connection with the development and implementation of a new object. Zlikv costs for dismantling and liquidation of elements of fixed production assets (including the facility itself), removed in connection with the development and implementation of a new facility.
Methodology for assessing the competitiveness of a product according to the system The competitiveness of a product should be assessed based on five main factors: quality of the product; product quality; the price of the product; the price of the product; quality of product service in a specific market; quality of product service in a specific market; operating costs for using the product; operating costs for using the product; quality of processes. quality of processes. The integral indicator of a product’s competitiveness can be assessed expertly using two methods: without taking into account the weight of factors; without taking into account the weight of factors; taking into account the weight of factors. taking into account the weight of factors.
According to the system, without taking into account the weight of factors, the competitiveness of a product is determined as the sum of points for each factor. An expert group is created to assess competitiveness, taking into account the weight of factors. The expert can assign from 1 to 5 points to each competitiveness factor. The weight of factors is from 5 to 1.
Competitiveness of the product, determined by expert means where Kt competitiveness of the product; n number of experts; n number of experts; Bij expert review i-th expert j-th factor of product competitiveness; Bij expert i-th score expert of the jth factor of product competitiveness; aj is the weight of the j-th factor (from 5 to 1). aj is the weight of the j-th factor (from 5 to 1).
Methodology for analyzing and assessing the competitiveness of a company To assess the competitiveness of a company, it is first necessary to analyze its condition. The quality of the analysis will be high if it is carried out from the perspective systematic approach. Target system analysis companies, establishing strategic and tactical factors to increase the competitiveness of manufactured goods, the efficiency and sustainability of the company’s functioning
The methodology for assessing the competitiveness of an organization is as follows: consider the level of competitiveness as a weighted average based on the indicators of the competitiveness of specific products in specific markets; The level of competitiveness should be considered as a weighted average based on the competitiveness indicators of specific products in specific markets; separately analyze the effectiveness of the organization’s activities based on the competitiveness and effectiveness of each product in each market; separately analyze the effectiveness of the organization’s activities based on the competitiveness and effectiveness of each product in each market; separately consider the indicator of the sustainability of the organization’s functioning; separately consider the indicator of the sustainability of the organization’s functioning; predict the above three complex indicators for at least 5 years. predict the above three complex indicators for at least 5 years.
“Activities of the organization” - When? Mop. Basic types of activity iteration (BTID). Prototype: Space); Energy Assets (AE. Prerequisites for the generalized production model. Basic types of areas of activity (BTOD). Basic types of types of production (BTVP). Model of generalized production (GPM). Basic types of areas of activity (BTSD).
“Organization” - An organization is a group of people carrying out coordinated actions to achieve their goals. Basic characteristics of an organization A collection of people common goal- that is why an organization is created and exists. Non-profit organizations do not aim to make a profit and do not distribute profits among their participants.
“Organization structure” - A mixed version, called a linear-functional structure, is more often used. Professor J. When the project is completed, the team disbands. Types organizational structures management. Identifying structural problems. Comparison of hierarchical and adaptive organizational structures. Requirements for organizational structures.
"The structure of the company" - Financial structure multidisciplinary company. 10. 7. Factors determining the type of holding. 11. 16. 18. Business units. Types of responsibility centers (5). 12. New Existing. 9. 17. Products. Types of responsibility centers (1).
“Economics of an organization” - 46. Firm (lat.) – signature. The word "shareholder" comes from the Latin term "actore", meaning "special representative". Changing strategies by stages of the organization's life cycle. 133. 184. K. Prahalad, G. Hamel, 2003. 169. 6. Forms of control.
“Corporate culture” - The enterprise is our second home. Everything we do is for the satisfaction of our customers. Each employee has the right and obligation to defend his point of view. Employee commandments. Corporate Loyalty. Corporate values of the Oboronsnabsbyt Group of Companies. Status corporate culture. Corporate Code as the foundation of the corporate culture of the enterprise.
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Assessing the competitiveness of an organization
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Competitive status of the enterprise
The competitive status of an enterprise (Latin status - state, position), according to the formulation of I. Ansoff, is a characteristic of the competitive position of an enterprise in the market. Competitive status answers the question: What is the company's position in the market compared to other competitors? Competitive advantages allow us to answer the question: What external and internal factors influenced the ability of the enterprise to achieve this position? The competitive status of an enterprise is a function of the level of its competitive advantages.
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Algorithm for assessing the competitiveness of an enterprise
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Methods for determining the competitiveness of an organization
SWOT analysis is an analysis of the strengths and weaknesses of an enterprise in competition, emerging opportunities and threats. Competitiveness indicators are assessed by blocks: finance, production, organization and management, marketing, personnel, technology.
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SWOT Analysis Checklist
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Assessing the competitiveness of an enterprise based on 4P
The methodology for assessing the competitiveness of an organization based on the “4Ps” is based on a comparative analysis of the organization and competing enterprises by factors: product, price, market promotion and sales channels. “4Ps” are formed by capitalizing the names of these factors on English language. Table 2 presents a sheet for assessing competitiveness using the “4P” methodology. All competitiveness factors are assigned a score, for example, from 1 to 5 points.
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Competitiveness assessment sheet (systematization of the results of the “4P” analysis)
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Competitiveness assessment Zh.Zh. Lambena
Methodology for assessing the competitiveness of a company Zh.Zh. Lambena
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The method is based on a comparative assessment of the competitiveness of companies operating in commodity market. Competitiveness is assessed according to 6 criteria (indicators) on a 5-point scale. The competitiveness coefficient is defined as the ratio points companies to the leader's scores. A leader is a company that has received the highest total score; it is assigned a coefficient equal to 1. A high level of competitiveness is achieved with a coefficient from 1.0 to 0.9. Average level- with a coefficient from 0.9 to 0.7. Low level competitiveness - with a coefficient below 0.7. Algorithm for assessing competitiveness: scores are calculated for each competitor; revealed by a competitor maximum number points, its competitiveness coefficient is set equal to 1; the competitiveness coefficient is established for competitors by correlating the sum of points of each of them to the sum of the leader’s points: depending on the value of the competitiveness coefficient, all competitors are assigned places.
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Assessing the strengths and weaknesses of an enterprise's competitive potential
The methodology for positioning the strengths and weaknesses of an enterprise’s competitive potential involves drawing up a table in which the compared characteristics (price, product quality, sales organization, etc.) are indicated vertically, their relative importance (importance) and quantitative values; horizontally - competitors to be compared and their characteristics. The score is obtained by multiplying the quantitative value of a characteristic by its importance. If we sum up the quantitative values of the compared characteristics, we obtain an overall weighted assessment of the competitive strength of the company and its competitors: where K is an integral indicator of competitive strength; n is the number of characteristics being assessed; ai- i-th importance characteristics; Ei - expert i-th score characteristics.
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Comparing the overall weighted scores will show which companies have the strongest or weakest position and how much it differs. Comparing the weighted assessments of the company and its competitors will determine their competitive positions as weak, average, strong or leading. The assessment of a company's competitive strength is relative in nature and its values will be determined depending on the chosen comparison base. Therefore, a company's competitive strength will have different meanings if the comparison is with an industry leader, a close competitor, or an outsider. This technique involves the use of indirect generalized indicators. The number of enterprise competitiveness factors to be applied when using this methodology is unlimited. This is one of the main advantages of this methodology for assessing competitiveness. It allows you to assess the competitiveness of a product, enterprise, industry, or country's economy.
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Grandars.ru assessment method
The authors of this site recommend assessing the competitiveness of an enterprise based on an assessment of the competitiveness of products, market share, degree of depreciation of fixed assets, innovation activity. The competitiveness of an enterprise is assessed using the formula: Fbi - the average score for each factor of the enterprise's competitiveness with a total number of n; ai is the weight of each factor in the integral assessment of the enterprise’s competitiveness.
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The weight of indicators of product quality and its price is expressed by a ratio of 2: 1 or in significance fractions of 0.67: 0.33 (2 = 1>0).
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It is proposed to estimate the market share on the basis of an analysis of the market share occupied by the enterprise and its dynamics OP - sales volume of the main types of products of the enterprise; OOPR is the total sales volume of a given product in the regional market.
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competitiveness polygon.
Comparison criteria may be the following: production cost; market price: financial capabilities; product quality; sales organization; distribution organization; intermediaries; service; other factors. Assessing a company's capabilities allows us to construct a competitiveness polygon (Fig. 1). For each axis, to display the level of values of each of the factors under study (the assessment was carried out on only 8 factors), a certain measurement scale is used (very often in the form of point estimates). By depicting competitiveness polygons for different firms in one figure, it is easy to analyze the level of their competitiveness based on various factors. It is obvious that it is possible to construct a competitiveness polygon also for competing products and marketing activities competing firms in general. The disadvantage of this approach is the lack of predictive information regarding the extent to which a particular competing company is able to improve its performance.
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Based on the results of research conducted in the considered areas of studying competitiveness, it is carried out comparative analysis the level of individual attributes (parameters) achieved by competing firms. Based on the analysis of the assessments obtained, the strengths and weaknesses of competition in all studied areas of competitiveness are identified. Next, measures are being developed to consolidate strengths and eliminating weaknesses.
Competition encourages taking into account the needs of the market and generates among producers either opportunistic behavior associated with the modernization of production only because a competitor is doing this, or providing behavior that stabilizes their position in the market for the long term, or innovative behavior that determines the economic victory of the producer over a competitor through innovation. At the same time, there is a direct dependence of the influence of the level of competitiveness of products on production efficiency since: competitive products more fully satisfy the needs for them and always find a market; competitive products ensure the constant financial stability of the enterprise, as well as the receipt of the maximum possible profit.
Reserves The competitiveness of an enterprise can be increased through various reserves. reserves Reserves are understood as unused opportunities to increase the competitiveness of an enterprise, contained in the entire set of factors, and to reduce on this basis the costs of living and social labor per unit of created and sold consumer value. Competitiveness reserves are systematized in the scientific literature and ranked for each type of enterprise and organization. Competitiveness = price: quality ratio, that is, the less a unit of product utility costs for the consumer (unit of quality), the more competitive the product is.
Taking advantage of the market situation. This group covers all reserves related to how effectively and fully the enterprise uses the operating rules established by the state (the use of various tax benefits, government grants, subsidies, investments, loans; programs to increase the competitiveness of enterprises, etc.). Increasing advertising effectiveness. IN market conditions exists high competition in the advertising market. Advertising is a form of communication that attempts to translate the quality of goods and services, as well as ideas, into the language of consumer needs and demands. By using advertising activities the benefits of the product are communicated to the consumer, such as the presence of a quality certificate, affordable price, convenient place of sale, etc. This group includes reserves associated with the operation of the product (service, warranty periods, etc.). Use of production and technical potential. In this direction, an enterprise can increase its competitiveness by improving the use of fixed assets, improving production technology, improving the logistics of production; improvement of installation, commissioning and loading and unloading operations and transport services. Using the financial and economic potential of the enterprise. Competitiveness can be enhanced by improving financial stability. Use of human resources. The relevance of the reserves of this group is determined by the growing popularity of the human factor in management. There are significant opportunities in human resources to improve its use and quality development. Creation of the necessary social psychological support the entire activity management system is an important condition for identifying and using this group of reserves.
Ways to increase competitiveness Using the achievements of scientific and technical progress Intensifying production Providing the necessary technical equipment Improving standards Technical Implementation modern forms and methods of organizing and managing production Improving the commodity distribution system Expanding direct economic ties along the value chain Using domestic and foreign experience in the field of increasing competitiveness Organizational Use a coordinated system for forecasting and managing the level of demand and supply of products Deepening the development of specialized production zones Improving the pricing system, including for industrial products Use effective system labor motivation Introduction of selective state support priority sectors Economic Thus
The government has a significant influence on the growth of competitiveness. Their influence is exercised through: Reducing production costs Reducing production costs (compensating part of production costs by differentiating tax and interest rates, introduction of tax and credit benefits, subsidizing production and exports) Regulation of prices and income Regulation of prices and income (mechanism for setting prices for means of production and products: indicative, collateral, target, guaranteed, threshold prices) Programs for expanding demand for manufactured products Programs for expanding demand for manufactured products (state subsidies and administrative assistance to exports, food assistance programs within the country) Regulation of customs-tariff policy, licensing of export-import transactions Regulation of customs-tariff policy, licensing of export-import transactions
The first method is C p = C pr + I p where C p is the consumption price; Ts pr – selling price; And p are the costs for the consumer of this product over its entire standard service life. I n = (ZP + I rem + I mr + A + I pr) T n, where ZP is the annual salary fund for service personnel with contributions for social needs; And repair – annual costs for routine repairs and maintenance; And mr – annual costs for fuel, energy, fuels and lubricants and other materials; A – annual depreciation value; Etc – other annual operating costs; Tn – standard service life
The second method is KP = KP e KP t KP n, where KP is a comprehensive indicator of the level of product quality; KP e – a complex indicator of aesthetic and ergonomic level; KP t – complex indicator technical level; KP n – complex indicator of reliability Pk i = KP 2 i /C i ; Pk b = KP 2 b /C b, where Pk i, Pk b is an indicator of the competitiveness of the compared sample and the standard product; KP i, KP b – a complex indicator of the quality level of the compared sample and the standard product; Ts i, Ts b – estimated or actual selling price of the sample and standard product under consideration OP k = Pk i / Pk b – relative indicator of competitiveness OP k – relative indicator of competitiveness
The third method I tp = I i a i, where Itp is a summary index for technical parameters; I i – individual index of the i-th technical parameter; a i – weight of the i-th parameter. I ep = Tsp i / Tsp o where I ep is a summary index for economic parameters; Tsp i, Tsp o – consumption price of the compared and base sample, respectively. K and = I tp / I agro-industrial complex and is an integral indicator of competitiveness
Foreign experts in product competitiveness management believe that its level depends by % on the quality of the product. The quality of a product is a set of properties that determine its suitability for consumption and its ability to satisfy its intended purpose. Each thing, product, type of product has its own special properties that characterize their quality. Important for the machine high performance, processing accuracy; for, car load capacity, speed, fuel consumption; for fabric density, shrinkage, wrinkle resistance; for shoes, its strength, elasticity of the leather, comfort of the last, compliance with fashion, etc. K opt = Q/C, where Q is the quality of the product; C is the cost of purchasing and operating the product.
The main components of quality that the manufacturer must pay attention to are: Determination of market needs (quality of choice of your consumer) Quality of product design Quality of the production process Compliance of the quality of the final product with the project Quality of after-sales service
What are the main characteristics of product quality from the consumer’s point of view: functional characteristics compliance of the product with its intended purpose; reliability number of repairable failures over the service life; durability (service life) is an indicator related to reliability; defect-free - the number of defects detected by the consumer; ergonomic ones characterize the “person-product” system and take into account the complex of human properties that manifest themselves in production and everyday processes. a) hygienic (lighting, temperature, humidity, pressure); b) anthropometric (compliance of the product design with the size of the human body, etc.); c) physiological and psychophysical (compliance of the product design with the strength, speed, hearing, and visual characteristics of a person); d) psychological (compliance of the product with the capabilities of perception and processing of information); e) aesthetic (expressiveness, harmony, compliance with the environment, style, integrity);
The main problems in improving product quality management: inclusion of a marketing mechanism in the product quality management system; orientation of quality management systems to the consumer;. strengthening the mechanism of influence of quality management systems on all stages of the product life cycle. Reasons: lack of qualified personnel; limitation organizational and technical and material base of enterprises; insufficient experience in the mass use of statistical methods;. lag in automation of technological and management processes.
Applicability of groups of product quality indicators Group of product quality indicators Product groups Group 1Group 2Group 3Group 4Group 5 Natural raw materials and fuel Materials and products Consumable products Non-repairable products Repairable products Purpose indicators Reliability indicators: reliability ___++ durability maintainability -(+)* -+ storability + ++++
Indicators of economical use of raw materials, materials, fuel and energy Indicators of manufacturability Indicators of transportability Indicators ergonomic - (+) Indicators environmental (+) + 8. Indicators of safety (+)
Aesthetic indicators - (+) Standardization and unification indicators - (+) Patent legal indicators _(+) Economic indicators quality Note: - inapplicability + applicability (+) limited applicability * instead of maintainability - restoreability
Certification of goods is divided into two main systems, which include various registration schemes; mandatory certification is a means state control over product safety. Mandatory certification subject to goods and services intended for personal household needs, means of production, weapons, vehicles, etc. voluntary certification is carried out on the initiative of legal entities and citizens on the basis of an agreement between the applicant and the certification body. According to current legislation Voluntary certification cannot replace mandatory certification.
The following categories of standards are used in Kazakhstan: Interstate (GOST), regional standard, approved by international standardization organizations; State (GOST K). GOST and GOST K include: 1. mandatory requirements for product quality and its safety for humans and the environment; 2. mandatory requirements for compatibility and interchangeability; 3. mandatory methods of product quality control; 4. parametric series and standard designs; 5. basic consumer properties, packaging, labeling; 6. generally accepted terms and norms. Objects of standardization: components of products; technological equipment and tools; technological processes; services provided within the enterprise; processes of organization and production management.
International organization Organization for Standardization (ISO), uniting 90 countries, has been operating since 1946. The main task of international standardization: harmonization of the country's system of standards and bringing it to the international one, improving the quality of the country's products, cooperation with other countries, participation in the international division of labor. The ISO 9000 series of international standards includes: ISO 9000: general quality management and quality assurance standards. Guidelines for selection and use; ISO 9001: quality system. Model for quality assurance in design and development, production, installation and maintenance; ISO 9002: quality system. Model for quality assurance during production and installation; ISO 9003: quality system. Model for quality assurance during final inspection and testing; ISO General quality management and elements of a quality system. Guidelines. IN international standards requirements for product safety and compatibility are established. The main emphasis is on establishing uniform product testing methods, labeling and terminology, because this is necessary to ensure mutual understanding between the manufacturer and the consumer, regardless of their country of residence.
There are two forms of certification: Self-certification: guaranteeing product compliance with established requirements by the manufacturer itself; Certification by independent bodies. Gosstandart of the Republic of Kazakhstan certification body. Certification schemes – the composition and sequence of actions of the certification body during certification. IN international practice 8 schemes have been adopted: schemes Test objects Place of object selection Place of testing Result 1 Product Manufacturer and/or seller Laboratory Certificate for product 2 Product Seller Laboratory Certificate for product 3 Product Manufacturer Laboratory Certificate for product 4 Product Manufacturer and seller Laboratory Certificate for product 5 Product and production Manufacturer and seller Laboratory and production Certificate of production and mark of conformity 6Production ProductionCertificate of production and mark of conformity 7Sampling from a batch of goods Manufacturer and/or seller Laboratory Certificate for a batch of goods 8Each product Manufacturer and/or seller Laboratory Certificate and mark of conformity for goods
Adopted technical regulations Customs Union 2014 Technical Regulations of the Customs Union "On the safety of explosives and products based on them" (TR CU)TR CU Technical Regulations of the Customs Union "On the safety of railway rolling stock" (TR CU)TR CU Technical Regulations of the Customs Union "On the safety of high-speed railway transport" (TR CU)TR CU Technical Regulations of the Customs Union "On the safety of railway transport infrastructure" (TR CU)TR CU Technical Regulations of the Customs Union "On the safety of low-voltage equipment" (TR CU)TR CU Technical Regulations of the Customs Union "On the safety of packaging" (TR CU)TR CU Technical Regulations of the Customs Union "On the Safety of Packaging" (TR CU)TR CU TR CU)TR CU Technical Regulations of the Customs Union "On the Safety of Pyrotechnic Products" (TR CU)TR CU Technical Regulations of the Customs Union "On the Safety of Products Intended for Children and Teenagers" (TR CU)TR CU Technical Regulations of the Customs Union "On the Safety of Toys" " (TR CU)TR CU Technical Regulations of the Customs Union "On the Safety of Perfumery and Cosmetic Products" (TR CU)TR CU Technical Regulations of the Customs Union "On the Safety of Machinery and Equipment" (TR CU)TR CU Technical Regulations of the Customs Union "On the Safety of Elevators" " (TR CU)TR CU Technical Regulations of the Customs Union "On the safety of equipment for working in explosive environments" (TR CU)TR CU Technical Regulations of the Customs Union "On the requirements for motor and aviation gasoline, diesel and marine fuels, fuel for jet engines and fuel oil" (TR CU)TR CU Technical Regulations of the Customs Union "Road Safety" (TR CU)TR CU Technical Regulations of the Customs Union "On Grain Safety" (TR CU)TR CU Technical Regulations of the Customs Union "On the safety of devices operating on gaseous fuel" (TR CU)TR CU Technical Regulations of the Customs Union "On Product Safety light industry"(TR CU)TR CU Technical Regulations of the Customs Union "On the safety of wheeled Vehicle" (TR CU)TR CU Technical Regulations of the Customs Union "On the safety of personal protective equipment" (TR CU)TR CU Technical Regulations of the Customs Union "Electromagnetic compatibility technical means"(TR TS)TR TS
