Competitiveness determines the active use of the enterprise potential, its ability to stay ahead of competitors both now and in the future. Competitiveness is not a constant characteristic of the enterprise. When changes in the external and internal environments happen, comparative competitive advantages over other enterprises in the industry change too. We can assume that the competitiveness of the enterprise is a relative concept, because it can be determined only by comparing the individual characteristics of the enterprise with the characteristics of other enterprises in the same industry.
Improving the competitiveness of the enterprise should be considered as a long-term process of finding and implementing management decisions in all areas of its activities. This process should be carried out in accordance with the chosen strategy of long-term development, taking into account changes in the external environment and the state of the enterprise itself, and making appropriate adjustments.
The organizational measures that increase the competitiveness of the enterprise include [1]: identification of advantages of the product compared to substitutes; identification of disadvantages of similar products produced by competitors; identification and use of price factors to increase the competitiveness of products; new priority areas of product use; product differentiation, which provides relatively sustainable benefits for consumers; direct impact on the consumer by artificially restricting the entry of new products into the market; advertising.
Increasing the competitiveness of the enterprise and increasing its market share can be achieved through: introduction of a new type of product to the market; reduction of prices for products or services; presentation of a more attractive type of product with the help of advertising; increase of the number of sales representatives.
Resource efficiency as a factor of competitiveness reflects primarily the level of management of the enterprise. In the presence of comparative resource potential, the advantage will be given to the company that has more effective management, as the constant search for new solutions in all areas of the enterprise is the basis for improving existing resources efficiency [2]. To be competitive, the company must have reliable information and be able to use it efficiently. Crucial to competitiveness are the skills and talents of people and, of course, their awareness.
The company's ability to compete in a particular product market depends on the competitiveness of the product and the combination of economic means of the firm. The level of competitiveness of a trading company is influenced by the scientific and technical level and the degree of improvement of sales technologies, the use of new inventions and discoveries, the involvement of modern means of sales automation and the extension of the product range [3].
Ensuring a high level of competitiveness means that all the resources used by the company are more productive and more profitable than those of its market competitors. It means that the company occupies a stable place in the market of goods and services and its products are in constant consumer demand. The management of the enterprise must be able to track changes in business administration, and to make modifications in the policy of production and sale of goods.
References:
1. Должанський І.З., Загорна Т.О. Конкурентоспроможність підприємства: навч. посібник. – Київ: Центр навчальної літератури, 2006. – 384 с.
2. Фатхутдинов Р.А. Конкурентоспособность: экономика, стратегия, управление. – М., 2000.
3. Довбенко В.І. Чинники підвищення конкурентоспроможності вітчизняних підприємств за умов глобалізації // Зовнішня торгівля: право та економіка. – 2007. – № 6(35). – С. 29-35.
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