Methodology for determining key success factors. Key success factors and SWOT analysis of the company

The conclusions drawn are confirmed by an analysis of the factors that explain the success or failure of an innovation. Whole line studies in Europe and the US yielded remarkably similar results.

Cooper Research

Cooper (1979 and 1981) studied the reasons for the success and failure of 195 industrial products. Of these, the firm considered 102 cases a success and 93 cases a failure. Three key success factors were identified.

The superiority of a product over its competitors, i.e. the presence of distinctive properties that contribute to better perception on the part of consumers.

The firm's marketing know-how, i.e., a better understanding of the market, buyer behavior, rate of adoption of new products, duration of life cycle and size of the potential market.

High synergy between R&D and production, i.e. the presence of technological know-how.

Success rates for products scoring highly on one of these factors are 82%, 79%, and 64%, respectively. Products that score high on all three key factors have a success rate of about 90% (Cooreg, 1981, p. 75).

Of the three factors mentioned, two directly depend on the quality of strategic marketing, which therefore plays a critical role in the success of the innovation. We emphasize that all three factors are under the control of the company, which excludes any fatalism in the innovation strategy. Success is determined by the quality of organization and management.

Developed by Cooper in 1979, the NewProd analysis methodology has since been applied by many firms, so that the results available by 1993 are based on a group of 203 new product projects in 125 industrial sectors (Cooper, 1993). As in the first study, the new products included both successes and failures. The new results generally confirm the previous ones and allow us to make some additional recommendations.

The key success factor clearly remains the superiority of the product, which brings something unique to the buyer. Here are the results of a comparison of the 20% most differentiated products with the 20% least differentiated (Cooper. 1993, p. 58):

success rate 98.0 and 18.4%;

market share 53, 5 and 11%;

the share of profitable goods is 84 and 26%;

achieving target sales volumes, increased profitability.

Cooper's rules for successful new product development are summarized in Box 2.

• 1. Superior product: a product that is differentiated, unique in its kind, and brings additional benefits to the buyer.
• 2. Strong marketing orientation, i.e. development focus on the market and the client.
• 3. Global product concept: product concept and development are focused on the global market from the very beginning.
• 4. Intensive initial analysis: even before development begins, human and financial resources are allocated for an in-depth feasibility study.
• 5. Exact formulation of the concept: a list of specific tasks, selection of the target market, a set of properties and positioning of the product.
• 6. Structured development plan: moving from targeted positioning to an operational marketing plan in terms of price, distribution and communication.
• 7. Cross-functional coordination: a new product is the business of the entire company; it is necessary to organize the R&D-Production-Marketing interface.
• 8. Management support: instead of direct intervention, a special innovation support structure, resources and the right vision of the process are needed.
• 9. Harnessing synergies: implement strengths using technological or commercial synergies.
• 10. Attractiveness of markets: This factor contributes to success, but cannot compensate for the weakness of other factors.
• 11. Pre-selection: success and failure can be foreseen; Pre-assessment procedures facilitate the accept/reject decision.
• 12. Monitoring the progress of development: The factor of monitoring the implementation of the development plan is very important for success.
• 13. Access to resources: For a project to be successful, human and financial resources must be available, which should be viewed as an investment rather than a cost.
• 14. The role of the time factor: rapid entry into the market is a source of competitive advantage, but this goal must be achieved without compromising the quality of execution.
• 15. Multi-step procedure: It is useful to carry out development in stages.

Box 2: Cooper's 1993 Study: Fifteen Rules for Success.

Source: Cooper R.C. (1993, pp. 75-94).

Study of developments in France

An analysis of the main causes of failures carried out by the economic research service of the National Office of Public Markets yielded similar results (Daude, 1980, p. 44). The main causes of failures and their frequency are given in Box 3.

• 1. Superficial market analysis, including 50%
• -- underestimation of delays in the distribution of goods across the market 60%
• -- overestimation of the size or resources of the potential market 40%
• 2. Production problems, including 38%
• -- difficulties in the transition from a prototype to an installation series 50%
• -- difficulties in achieving the specified parameters 50%
• 3. Shortage financial resources 7%
• 4. Commercialization problems 5%

Box 3: Reasons for New Product Failures.

Source: Daude V. (1980).

It can be seen that strategic marketing activities prior to product launch have a critical impact on the level of success. The priority factor is “understanding the market” rather than being active in it.

Study by Boose, Allen and Hamilton in the USA

According to this previously mentioned study (Booz, Allen and Hamilton, 1982), the main factors for the success of a new product are as follows:

Product adaptation to market requirements 85%

Compliance of the product with the special capabilities of the company 62%

Technological superiority of the product 52%

Support of new products by company management 45%

Use of assessment procedures 33%

Favorable competitive environment 31%

Compliance with organizational structure 15%.

The main factors are, on the one hand, a product that meets market requirements, and on the other, the special capabilities of the company. It is important to have superior technology, support from management, and tailor multi-phase development to market adoption. Relative importance internal organization» 1 firm depends on the nature of the industry. English market research.

A comparison of the importance of the identified factors is given in Table. 2.

Table 2. Success factors for new products

1. The company’s external environment and key success factors

1.1. Consumer preferences
Consumers for the Stels company are Dealers. The description of consumer preferences is made on the basis of data obtained in the process of marketing research (in the format of expert surveys). Competent employees of the Dealer companies were involved as experts. Email was used as a communication channel.

The following main preferences of market subjects were obtained:
1. Product profitability with a stable product distribution policy;
2. Correspondence of alarm characteristics to the preferences of car owners;
3. Efficient logistics;
4. After-sales service.

1.2. Industry competition analysis

In terms of the company's place in the production chain, its competitors are companies that distribute car alarms.

Data on the market shares of the trademarks of the main competitors are shown in Table 1. These data were obtained as a result of a survey of the company's clients - its dealers and a joint analysis of the market volume and the company's own sales.

Note that the sum of the market shares of these five largest companies is 78%. Thus, the car alarm market is at the end of its development stage and is already a heterogeneous oligopoly. The transition to the saturation stage is predicted in 4 - 5 years. There is intense competition in this mature market. The processes of mergers and acquisitions of companies have not yet begun. Competition is both price and non-price in nature.

A joint analysis of basic consumer preferences and company competencies makes it possible to determine key success factors.

Thus, for the product-market combination under consideration, the main key success factors (hereinafter KSF) are:
1. Product that meets consumer preferences. (Here this is the “signaling TM Stels”, which ensures the necessary profitability and appropriate quality of the product/service");
2. After-sales service system;
3. Sales channels that ensure the quality of logistics and distribution control functions, in particular, control of prices and margins in the channel;
4. Ability to attract financial resources;
5. High speed of the company's response to changes in the environment;
6. Image of a reliable business partner.

2. SWOT analysis: main stages

2.1. Formation of a set of SWOT

At the first step of the procedure, the experts formed a set of key elements of the SWOT matrix (descriptors of the company and the external environment). In the next step, the descriptors were evaluated by the same experts. A 5-point scale was used for ratings, where: minimum value = 1; maximum = 5.

The results are shown in Tables 2 - 5. As a result of the analysis of the obtained estimates, it was decided to combine a number of descriptors based on the principle of interrelation. The results of the join are shown in the "Join" table columns.

table 2

Table 3

Table 4

Table 5

In the next step, the key elements of the matrix were ranked based on expert assessment. The results are presented in tables 6 - 9.

Table 6

Table 7

Table 8

Table 9

To construct a SWOT analysis matrix in a 3 x 3 format, descriptors with ranks from 1 to 3 are further used.

2.2. Construction of a SWOT analysis matrix

The table shows the SWOT analysis matrix of the product-market combination "car alarms - Russian market" of the Stels company.

The values ​​at the intersection of the rows and columns of the matrix are indicated on a 5-point scale: -2, -1, 0, +1, +2.
The matrix elements were assessed by a group of experts.

conclusions

Conclusions for the company's strategy are presented based on SWOT analysis by quadrants of the matrix:

Quadrant 1 (Strength/Opportunity)
Quadrant score (sum of points) = +12.
The main conclusion is that the direction of development of the company has been chosen, which, according to experts, will ensure leadership in the market. Working with the dealer network and service centers should be a priority. As an alternative, the creation of regional representative offices (branches) of the company in the regions of the Russian Federation may be considered. This direction of development was previously considered by the company and was rejected.

The creation of its own dealer network turned out to be more beneficial for this product-market combination of the company. effective strategy. As an additional strategy option, the option of diversification can be considered - entering the markets of the CIS countries with the same product portfolio. First of all, the Ukrainian market should be considered due to its volume and fairly high growth rate. An additional option is also possible: the “product development” strategy. The development of technology allows us to constantly update the contents of the product portfolio. At the same time, the requirements of insurance companies, along with car loans, make such a strategy realistic.

The new product “satellite alarms” can be introduced as a product to higher price segments of the market.

Quadrant 4 (Weakness/Threats)
Quadrant score (sum of points) = -11.
The main threat is increased competition.
The threat is aggravated by high staff turnover, mainly associated with a shortage of qualified specialists in the labor market. The second negative factor is the company’s poorly developed marketing procedures. A long financial cycle is an additional negative factor.

Quadrant 2 (Power/Threats)
Quadrant score (sum of points) = +3.
The main direction of protection is to block the threat of competition by working with the dealer network and service centers, in particular by maintaining the level of profitability of dealers.
Additionally: use financial resources to speed up the development and launch cycles of products in demand by the market.

Quadrant 3 (Weakness/Opportunity)
Quadrant score (sum of points) = -6.
Main directions of adaptation:
1. Careful selection, training and motivation of personnel.
2. Using the marketing concept at the product line management level (car alarms). Use of appropriate techniques and procedures. Additional staff training.
3.Usage modern technologies to reduce the duration of the product development period.

The results obtained allow us to draw a conclusion about the practical applicability of the above methodology.

ANALYSIS OF KEY FACTORS OF SUCCESS OF REGIONAL INDUSTRIAL ENTERPRISES

Molchanov Vladimir Sergeevich
Belgorod State National Research University
student, bachelor

ANALYSIS OF KEY FACTORS OF SUCCESS OF REGIONAL INDUSTRIAL ENTERPRISES

Molchanov Vladimir Sergeevich
Belgorod State National Research University
bachelor's degree student

Bibliographic link to the article:
Molchanov V.S. Analysis of key success factors for regional industrial enterprises// Economics and management innovative technologies. 2016. No. 6 [Electronic resource]..02.2019).

The key factors for the success of an enterprise in modern economic conditions directly depend on assessing and increasing its competitiveness, namely, conducting industry analysis. For an enterprise, industry analysis is an important factor in determining the enterprise's position in the industry.

Industry analysis is usually understood as the study of economic sectors and assessment of the potential and competitiveness of the industry. In turn, an industry is a collection of enterprises engaged in an identical type of activity and focused on the same consumers.

This article will discuss the theoretical aspects of industry analysis

When conducting an industry analysis, an enterprise determines for itself the following factors influencing its development:

• The number of competing enterprises in this industry;
• Stage of industry development;
• Innovative activity of the industry
• Identifying an industry leader
• Industry segmentation

The next stage of industry analysis is the development of a strategy for increasing the competitiveness of the enterprise. Strategy refers to the development of a set of measures to achieve certain goals.

The main goal of industry analysis is to increase the competitiveness of an enterprise.

The process of developing a particular strategy should be based on an assessment of the company’s internal and external environment obtained as a result of the analysis. Otherwise, the developed strategy may be ineffective.

The analysis is carried out in two main directions:

• the situation in the industry and the conditions of competition in it are studied;
• the situation within the company itself, and its own competitiveness.

Industry analysis is based on 4 main stages, namely:

1) Determination of the economic characteristics of the industry environment;

Economic characteristics are necessary because they impose restrictions on the use of strategic approaches.

To assess the general situation in the industry, the following indicators are used:

• Determining market size;
• Identifying stages life cycle industries (rise, takeoff, maturity, saturation, stagnation, decline);
• The growth rate of the industry size and its development trends;
• Industry cost structure;
• Product sales system;
• Industry average profit;
• Rate of technological change and product innovation, etc. (degree of product differentiation).

2) Assessment of the degree of competition;

The degree of competition is analyzed according to the model of the five forces of competition proposed by M. Porter (see Figure 1).

Figure 1. Porter's Five Competitive Forces

Porter identified five forces of competition and proved that the greater the pressure of these forces, the less ability existing companies have to increase prices and profits. Otherwise, favorable opportunities are created for the company.

a) Porter's first force: Competition among incumbent firms

Rivalry among existing firms depends on many factors (the number of competing firms, the level of demand for the product and its growth, exit barriers are a serious danger, especially when demand in the industry falls)

b) Porter's second force: It is to determine the risk of entry of potential competitors into the market

The possibility of new competitors entering an industry depends on two factors:

• Presence of barriers to entry into the industry;
• The attitude of companies towards the emergence of a newcomer in the industry

1) Barriers to entry into an industry are obstacles that must be overcome to organize a business in a given industry and successfully compete in it.

The main sources of such barriers:

1. Difficulties in accessing technology and know-how.

2. Qualification and experience of personnel.

3. Consumer commitment to certain brands.

4. Access to distribution channels.

5. Actions of regulatory authorities.

6. Tax restrictions.

2. The attitude of companies already operating in the market towards the arrival of a new competitor. The position of companies in relation to a newcomer can be of two types:

• Passive reaction;
• Active protection of positions.

The main reasons for the behavior of competitors are:

• industry size;
• industry growth rates;
• expected income.

The greater the threat from the emergence of new competitors, the more reasons firms (with experience in a given industry) have to strengthen their positions, making it difficult for newcomers to enter the market.

c) Porter's third force: The emergence of substitute goods

Firms in one industry often compete with firms in another industry because The goods they produce are interchangeable.

Preference for substitute goods depends on the following factors:

1) the price of production of a substitute product;

2) the buyer's willingness to accept a replacement;

3) quality and environmental characteristics of products (black activated carbon is cheaper than red, but inferior to it in taste);

4) additional benefits of the product (warranty, service).

Thus, the presence in the industry of the threat of substitute goods intensifies competition, which is carried out by both price and non-price methods (information attack).

d) Porter's Fourth Force: Economic Power of Suppliers

Suppliers are business firms and individuals who provide material resources to the firm and its competitors. They can influence the industry by increasing the price or decreasing the quality of supplied raw materials or services.

Conditions for high supplier influence on the industry:

1. a few supplier companies dominate;

2. lack of substitute products for suppressed products;

3. high concentration in the supplying industry (oligopoly, monopoly);

4. the product is unique or the transition costs are high;

5. enterprises in the industry are not large (important) consumers for supplying firms.

6. The transition of consuming enterprises to other products requires high costs (re-equipment, readjustment of machines, change of technology).

e) Porter's Fifth Force: Economic Power of Buyers

The ability of buyers to negotiate among themselves and dictate the terms of a transaction significantly reduces industry profits.

Buyers strive to reduce prices and purchase goods/services of higher quality, thereby intensifying competition.

Conditions for high buyer influence on the industry:

• standardized products (they can buy goods from any manufacturer, which forces the latter to compete);
• large and small buyers and many producers (defense industry, grain elevators);
• buyers make purchases in large quantities (significantly influence production volumes);
• there are alternative manufacturers of substitute goods;
• buyers are well informed;

3) Identification of the driving forces of competition;

These economic characteristics are identified using the following parameters:

• Market size
• Capacity of main productions
• Profitability in the industry
• Barriers to entry into the industry
• Product price for buyers

The characteristics of the industry are also highlighted in terms of their impact on the degree of competition:

1. Industry growth rate.

2. Level of profitability.

3. Level of fixed costs.

4. Savings depending on the scale and experience of the company.

5.Level of differentiation. .

6. Number of firms and market niches. An industry divided into niches, in which no single firm has a significant market share, tends to be more fiercely competitive (everyone fighting for their niche) than an industry with a market leader. .

7. Newcomers to the industry. 8. Product Features. “Quick” products are more susceptible to price reductions than products that can be stored for a long time and are cheap to store.

9. Entry barriers are factors that make it difficult for a company to enter the industry (high capital investments, degree of product differentiation, volumes and level of production and sales)

10. Exit barriers are barriers that make it difficult for a company to exit the market (depending on the field of activity and the industry itself).

4) Identification of key success factors;

Key success factors include variables, the implementation of which allows you to improve the competitive position of an enterprise in the industry.

The specifics of the CFU depend on the specifications of the industry. In addition, they can change over time in the same industry under the influence of changes in the general situation (when changing stages of the industry life cycle).

Let's look at the main types of CFUs

1. Dominance of the product over its competitors, i.e. the presence of features in contrast to a competitor’s product (more loyal consumer attitude);

2. Marketing know-how of the company, i.e. better understanding of the market, buyer behavior, size of the potential market, product life cycle;

3. Technological know-how, i.e. high productivity at minimal cost.

In case of high assessment of the manifestation of all three factors, then the success rate is 89%.

Classification of KFU depending on the field of activity of the enterprise. The determination of CFU data will be carried out in the following sequence:

1. general characteristics activities of the company, determining the industry in which the company is located

2. Definition of technology-related CFUs.

3. Determination of CFU related to production.

4. Determination of financial performance indicators related to the sale of products.

5. Definition of KFU related to marketing and advertising.

6. Determination of KFU related to professional skills of personnel.

7. Determination of KFUs related to organizational capabilities.

8. Identification of other financial institutions (favorable image, advantageous location, access to financial markets, presence of patents, etc.)

Thus, we can conclude that industry analysis must be resorted to following cases: “On the part of a newcomer, if he enters new market segments (or industry); from a company with many years of experience in a particular industry to update the base on the state of the industry (number of competitors, etc.)" Based on the results of the industry analysis, a conclusion is drawn about the strategic advantages of the company, its main success factors, the dangers facing the company in the market, and the benefits received by the organization after overcoming all barriers and entering (exiting) the analyzed industry. Its main significance is to identify and assess the opportunities and threats that may arise for the enterprise and determine strategic alternatives.

Enterprises engineering industry have a long production cycle and require significant financial resources. In times of crisis Russian economy there is a sharp drop in demand in the vast majority of markets and in the vast majority of industries, including mechanical engineering, and, as a consequence, increased competition among operating mechanical engineering enterprises. At the same time, competition manifests itself both at the sales stage finished products, and at the stage of attracting financial resources. The survival and competitiveness of a machine-building enterprise at this stage can be ensured by developing effective management solutions.

The assessment of the competitive positions and key success factors of a machine-building enterprise is carried out by comparing the strengths and weaknesses of the enterprise itself and its competitors in the industry.

Factors that provide a machine-building enterprise high achievements, must be linked to the strategic goals of the enterprise. Thanks to such factors, an enterprise can maintain its position in the market for more than long time than competitors. R. Grant defines competitive advantage this way: when two enterprises compete (that is, when they are focused on the same market and are able to serve the same customers), one of them has a competitive advantage over the other if it achieves or has the potential to achieve more high level of profitability.

Thus, key success factors (competitive advantages) can be defined as a list of factors characteristic of a particular industry that give it advantages over other industries, as well as one enterprise in the industry over others. These factors may not be constant, they change depending on the characteristics of the industry, the market segments served, as well as the time and stage of the “life cycle” of the industry and enterprise.

The specialized literature contains various classifications of these factors. A. Thompson and A. Strickland, the authors of one of the most comprehensive classifications, distinguish between ordinary and so-called key success factors (KSF) and identify the following types of key success factors, namely:

1. Technology-dependent CFUs.
2. KFU related to production.
3. KFU related to marketing.
4. KFU related to professional skills.
5. KFU related to organizational capabilities.
6. Other KFU: favorable image/reputation of the enterprise among buyers; general low costs (not only production); favorable location; pleasant, friendly employees; access to financial markets; availability of patents.

G. N. Azoev and A. P. Chelenkov refer to success factors, along with some results of the enterprise’s activities (quality of products, favorable location of the enterprise, variety of product models, accurate execution of customer orders), assessed in comparison with similar indicators of competing companies, and individual elements of their costs (low costs, low costs, high labor productivity). It should be noted that the key factors for the success of an enterprise do not include the level of prices for products, works, and services. On the one hand, one can agree with the authors that low or high level prices do not yet guarantee demand, since it is not so much their level itself that is important, but the price-quality ratio. On the other hand, in conditions when the market is already occupied by the main representatives of business in a particular field, including mechanical engineering, offering similar products, we cannot help but take into account the price level when assessing key success factors. After all, the opportunity to support more low level prices without the risk of deterioration in financial condition can only be achieved by truly successful enterprises.

The selected classification elements can be considered indicators competitive advantages enterprises are very conditional. For the objectivity of such indicators, a comparative analysis of each of the above-mentioned performance parameters with similar indicators of competitors is necessary.

The specifics of the activities of an enterprise in the mechanical engineering industry are reflected in the system of indicators characterizing its activities. Thus, the balance sheet of a machine-building enterprise is characterized by the following:

− presence of a high share outside current assets(fixed assets and intangible assets, long-term financial investments, R&D, etc.);

− the main part of current assets is accounts receivable and raw material reserves;

− the main part of liabilities are accounts payable and long-term loans and credits.

Since the activities of a machine-building enterprise are aimed at the production and sale of goods, the provision of pre-sale and after-sale services, competitive advantages are manifested in the following main results business activities machine-building enterprise:

− ability of products to meet consumer expectations;

− a wide range of products, adjustment work, additional services when supply contributes to the development of demand;

− exceeding the level of product quality above consumer expectations for individual elements;

− sufficiency of the volume of manufactured products, its compliance with consumer orders;

− high-quality logistics, improvement of technologies for delivering products to consumers, availability of pre-sale and after-sale service;

− a balanced price level that satisfies the needs of the enterprise and contributes to the development of demand for products;

− variety of discounts and bonuses offered to product consumers;

− reliable business reputation of the enterprise as a solvent counterparty;

− ability to compromise and find mutually acceptable solutions in standard and non-standard situations;

− degree of social significance of the machine-building enterprise.

The above-mentioned business results of a machine-building enterprise turn into competitive advantages when their level turns out to be higher than that of direct competitors. Therefore, it is advisable to highlight competitive advantages by comparing the results of the business activities of the enterprise under study with the results of direct competitors.

An analysis of the key success factors of a machine-building enterprise may include the following stages:

− competitiveness analysis;

− analysis of localization coefficients;

− analysis of structural changes.

The initial stage of assessing the key factors of an enterprise's competitiveness is an assessment of the external and internal environment.

To assess external factors, a PEST analysis can be performed (Table 1). An example was JSC "YAZDA" - Yaroslavl Diesel Equipment Plant.

From the table 1 it follows that the overall impact of the macroeconomic environment on the activities of the enterprise is negative, with economic factors having the greatest negative impact. High level of inflation, decline in income and solvency of consumers, reduction in production volumes in a developing financial crisis and overproduction crises affect the level of sales of the enterprise and, accordingly, its income. Consumer preferences are shifting towards cheaper (and, as a rule, lower quality) analogues of the products produced by the enterprise; often the choice falls on cheap analogues of products manufactured by YaZDA OJSC in countries such as China and Indonesia.

The second group in terms of importance are political factors. We see that they generally had a negative impact on the activities of the enterprise under study.

A positive influence on the activity of the enterprise can be considered the influence scientific and technological progress. Widespread implementation of automated systems simplifies and improves the quality of accounting, maintenance and control production processes, which leads to a reduction in enterprise costs. The emergence of new technologies for storing and transporting products makes it possible to expand the range and stimulate consumer interest and purchasing activity.

Thus, the results of assessing the external environment of YaZDA OJSC made it possible to identify the following positive factors of the enterprise’s external environment:

1) high level technological development promotes the perception of new technologies;

2) the balance of forces in the market in conditions of import substitution contributes to the active growth of enterprise income.

Table 1

PEST- analysis of macroenvironmental factors of JSC "YAZDA" (points)

Threats to the development of Yazda OJSC are: problems in the economic situation of the country; constant changes in legislation and taxation; tightening standardization and certification requirements for products; high level of inflation and cost of credit resources; low purchasing power and solvency of consumers; the emergence of cheaper analogues of products manufactured by foreign manufacturers (China, Indonesia).

Thus, the management of Yazda OJSC, taking into account the opportunities and dangers of the influence of the macroenvironment on the activities of the enterprise, must develop directions for leveling out negative factors.

The main key success factors characterizing the internal environment of the enterprise are: product quality and after-sales service, technological processes, product promotion (advertising, sales system), personnel and specialists, enterprises. Let us evaluate each competitiveness factor using the example of Yazda OJSC.

Range. JSC "YAZDA" produces: fuel supply systems, spare parts for fuel supply systems, precision hydraulic components (hydraulic support and hydraulic tensioner), valve springs for AvtoVAZ and ZMZ, thermal energy for third-party consumers, etc. (experimental products, consumer goods). The range of products produced is constantly increasing. New products are created based on studying the preferences of consumers in a particular market. JSC "YAZDA" occupies a leading position in the market for the production of fuel equipment for diesel engines in the Russian Federation. JSC "YAZDA" is increasing the production of spare parts and maintaining a market share of spare parts production of more than 35%.

Price. When developing and justifying prices, the following are taken into account: the ratio and dynamics of prices for products, the dynamics of prices for similar products of competitors, prices for imported analogues, production costs, rising prices for purchased semi-finished products and materials from suppliers, the level of inflation, and the competitive environment.

Average prices for products manufactured by YaZDA OJSC are on average 4-5% higher than competitors' prices. In general, the level of demand and market share are not formed due to the price factor. On the contrary, when conquering markets, the company does not seek to adapt its prices to the market situation. Skillfully using an aggressive product promotion system and ensuring it high quality, JSC "YAZDA" can afford to set prices that will be higher than those of ordinary national manufacturers.

Quality. In 2011, the plant's quality management system was certified according to GOST R ISO/TU 16949-2009. JSC "YAZDA" - award winner Yaroslavl region"For the best work in the field of quality." JSC "YAZDA" was assigned honorary title laureate of the competition Russian leader quality." Products are manufactured according to the standards of the corporate quality management system. All products of the enterprise, manufactured under the trademarks of OJSC Yaroslavl Diesel Equipment Plant, comply not only with the standards of the corporate quality system, but also with international ISO quality standards. The trademark of JSC "YAZDA" is widely known and has a positive image in Russia, the CIS and countries exporting cars and engines. The products are competitive in technical level, quality and price. All products manufactured by the enterprise have a patent level.

Technological processes and material base of the plant. The plant has a large production area, including 10 main production workshops and seven auxiliary production workshops with total area 1964 sq. m. The production is equipped with modern high-tech equipment, all processes are automated.

Relationships with suppliers. The company purchases more than 70% of the raw materials and supplies needed for production from Russian suppliers. For some types of materials and raw materials, purchases are 100% Russian. IN different regions OJSC "YAZDA" helps its contractors set up production (for example, invested funds in factories for the production of rolled metal), improve the quality of raw materials (such projects were implemented for suppliers of machine oil), improve the quality of manufactured goods to the level of international standards (helps technical oil manufacturers conduct audits for production certification).

Relationships with customers. This area of ​​work (loyalty programs) is considered the most important in the marketing policy of an enterprise. In addition to traditional marketing strategies (bonuses, gifts), JSC "YAZDA" constantly conducts promotions aimed at maintaining the company's image.

A feature of the relationship between Yazda OJSC and customers is the ramification of the product sales market by region and geographical location (regions of the Russian Federation and the CIS). In the product distribution system at YaZDA OJSC, one manager is assigned to each regional segment, which allows for timely monitoring of demand and sales, and also eliminates delays in the delivery of the company’s products to the consumer.

Staff, specialists. The company is fully staffed and staff turnover is low. The company's personnel annually undergo advanced training courses.

Financial position of the company and targets. As of the end of 2014, the enterprise remains unstable financial position. This financial condition is characterized by the presence of violations of financial discipline, interruptions in the flow of funds to the current account, and a decrease in the profitability of the enterprise.

Thus, based on the results of assessing the factors of the internal and external environment of the activity of the machine-building enterprise under study, it can be concluded that the internal and external environment JSC "YAZDA" is characterized by the following factors:

1) instability of the economic environment in the country, high inflation and a decrease in consumer activity;

2) increased competition from foreign manufacturers;

3) the unstable financial position of YaZDA OJSC, a decrease in solvency and profitability of activities;

4) prices for manufactured products for a number of items in the product range are higher than competitors, which is due to the high costs of the enterprise.

Among the positive factors, it should be taken into account that YaZDA OJSC holds more than 55% of the market for fuel supply systems for diesel engines in the Russian Federation and the CIS. There are no competitors to YAZDA in the production of TPS for diesel automobile engines in the Russian Federation and the CIS. The basis for the concern's success in Russia is the high quality of its products and strong logistics.

Analysis of competitiveness criteria is the most important stage in the analysis of key factors for the success of an enterprise in comparison with competitors (Table 2).

Each designated competitiveness factor was assessed according to ten point scale. The assessment was based on the main performance indicators of YaZDA OJSC competitors and competitors in the market.

The data obtained during the analysis are presented in table. 3. To convert the indicators into relative values, the following assessment system was used: 5 points - an indicator is assessed that has a value worse than the base one; 7 points - at the basic level; 10 points - better than basic.

With a comparative analysis of the competitive advantages of YazDA OJSC and competing plants, we can conclude that the main competitor of Yazda OJSC is the BOSCH Concern. JSC "YAZDA" is inferior to this concern by 7 points.

table 2

Key success factors of JSC "YAZDA"

compared to competitors' performance

The obtained results of assessing the key success factors of YaZDA OJSC indicate that, in comparison with competitors in the industry, the main problems of the enterprise are:

1) prices for products sold are higher than the industry average (inferior to Chinese and Indonesian manufacturers);

2) the unstable financial position of the enterprise, which reduces the investment opportunities of the enterprise.

In order to strengthen the key success factors and increase the level of competitiveness of YaZDA OJSC, it is necessary to develop directions to strengthen the financial condition of the enterprise and reduce prices for products sold to the industry average. JSC "YAZDA" can offer the following directions to strengthen key success factors:

1) restructuring of obligations on short-term loans and settlements with suppliers;

2) increasing equity capital through additional issue of shares;

3) release of unused fixed assets;

4) in order to improve financial condition, it is recommended to reduce inventories until they meet planned needs.

Table 3

Assessing the key success factors of a machine-building enterprise

JSC "YAZDA"

Thus, the analysis of the key success factors (competitive advantages) of mechanical engineering enterprises allows not only to characterize the results of their production and financial activities, but also to assess their position in the market, to identify factors that have a favorable and unfavorable impact on the financial position. Such an analysis is necessary in order to look at the enterprise “from the outside,” and when making decisions, take into account not only those indicators that the accounting and reporting system allows to calculate. We recommend that you consider the analysis of key success factors as part of the analysis of the business activity of the enterprise and its financial condition as a whole.

Strategies and proposed actions of major competitors

Studying the possible behavior of closest competitors seems absolutely necessary. If a company does not pay attention to the actions of its competitors, it enters into competition blindly. A firm cannot outmaneuver its rivals unless it monitors their actions and has the ability to predict their next moves. Just like in chess, knowing your opponent's next move is priceless. The strategy of competitors and their likely actions in the near future have a direct impact on the company's own strategic decisions: either it is necessary to take a defensive position in response to moves by competitors, or to use aggression if the actions of rivals provide such an opportunity.

The analysis is carried out in the following areas

· Identification of firms that will occupy a leading position in the industry

· Analysis of the strategic potential of competitors (financial, technical and technological, marketing capabilities)

· Analysis of strategic claims

· Analysis of the company's behavior in this market or in other markets

· Forecasting competitors' next steps

Key Success Factors

Industry key success factors (ISFs) are those strategy implementation activities, competitive capabilities, and performance results that each firm must achieve (or strive to achieve) in order to be competitive and achieve financial success. KFU are the factors (elements) that ensure the success of an organization in a particular industry. KFU are those factors that companies should pay special attention to, since they determine the success (or failure) of the company in the market, its competitive capabilities, which directly affect its profitability.

Key success factors vary across industries. In addition, they can change over time in the same industry under the influence of changes in the general situation in it. It is very rare to identify more than three or four key success factors in a particular industry at any given time. And even among these three or four CFUs, usually only one or two are most important.

Examples: innovation in production; development of new products; degree of mastery of existing technologies; low cost; high quality products; high degree of utilization of production capacity; favorable location of the enterprise; accurate execution of orders; variety of product types; favorable reputation; low costs; access to financial markets; lobbying opportunities; availability of patents and licenses.

For example, in the beer industry, the following KFUs can be distinguished: full production capacity utilization (to minimize production costs), a strong network of wholesale distributors (to ensure access to the maximum possible number of retail retail outlets), well-thought-out advertising (to force beer lovers to drink this particular type of beer and thus ensure its sale through the established wholesale and retail trade network).

Assessing the attractiveness of the industry

The final step in analyzing the industry and the competitive situation is to assess the situation in the industry as a whole and develop judgments about the relative attractiveness or unattractiveness of the industry in the short and long term.

According to I. Ansoff, three components determine the attractiveness of the industry.

1. demand potential in the industry

2. prospects for high profitability (taking into account the competitive state of the industry)

3. prospects for stable long-term existence of the industry

If it is concluded that the industry is attractive, an aggressive growth and development strategy is usually adopted, involving increased efforts to develop sales, investments to improve production capabilities and equipment upgrades, which are necessary to strengthen the company's competitive position in the future. If an industry and its competitive environment are unattractive, the most successful firms will be cautious about investing, will also take some steps to protect their competitiveness and profitability in the future, and perhaps acquire smaller firms if the price is right. Weaker companies may decide to exit the industry or merge with competitors. Stronger companies may decide to diversify into more attractive areas of activity. Companies outside the industry that are considering entering the industry may decide not to and begin looking for other opportunities.