Competitiveness of the enterprise

Competitiveness of an enterprise consists of components that are not directly related to each other, but which affect each other.

The final manifestation of competitiveness can be considered the size of the market share of the enterprise.
The ideological basis of competitiveness can be considered the focus and ability of the enterprise to meet the requirements of consumers with high quality at a low price.

Competitiveness of an enterprise is characterized by its ability to provide: low production costs; Uniqueness of the product; High-quality and affordable service; Ecological purity of the product; product quality; Timely withdrawal of the product to the market.
The inability of the enterprise to provide one or more conditions significantly reduces its competitiveness.

Competitive strategies of the enterprise are the resulting systematic work on the development of methods and methods for increasing competitiveness. Strategies can be different, depending on the market orientation of the enterprise. The common thing for everyone is that they purposefully influence the whole organization and its development in the future.

No company can ensure the most effective implementation of all strategies that ensure competitiveness, at the same time.
Each company makes a strategic plan, within which the order of execution of competitive strategies is determined, based on the analysis of their importance.

As a rule, the priorities of the strategic plan are the optimization of the company's structure and management. The logic is simple - from competent management decisions and their implementation depends the success of any local enterprise strategy.

The competitiveness of an enterprise shapes and determines its market value.

Among the competitive strategies can be identified behavioral strategies, separately. They greatly influence the drafting of the strategic plan.

Among the behavioral strategies of enterprises are:
- complete disregard for the actions of competitors, for various reasons;
- selective response to individual actions of individual competitors;
- aggressive, overwhelming competition behavior;
- situational behavior, without a predetermined policy.

Companies with far-sighted leadership, competitive wars, prefer cooperation with competitors. Developing common standards of behavior, competitors reduce the intensity of the struggle and exclude the use of methods that discredit well-known brands.

The strategy for cooperation allows small businesses to compete successfully with large companies.

The factors of the enterprise's competitiveness are determined by the peculiarities of the country and the enterprise, and are specified by the market.

Factors of competitiveness can be external and internal , and are resolved:

- introduction of advanced technologies;
- introduction of effective management technology;
- the most reliable forecast of market development;
- development of innovative activities;
- Well-thought-out personnel policy;
- quality management;
- risk management;
- quality management;
- availability of necessary resources;
- the actual structure of the enterprise;
- a policy to competitors;
- and etc.

The competitiveness of an enterprise can be provided by technical consideration of the main factors of competitiveness and their resolution through the company's strategies.

The main difficulty for enterprises is to fill their strategies with effective methods and methods that can provide the expected result at the planned time.

In a competition those companies win, who are able to accompany their intentions with concrete and competent actions.