Increasing the competitiveness of an enterprise in any industry is achieved by improving the quality of products, focusing the enterprise on the consumer, introducing an innovation policy, more quality use resources, including human resources, improvements in working conditions and many other factors. The construction business, in addition to the above, dictates its own specific conditions increasing competitiveness. This is first of all

· solvency local population in the construction of residential buildings,

· climatic conditions, where construction is taking place

· distance or proximity to automotive and railway tracks,

· availability of infrastructure necessary for life

· perspective or lack thereof for long-term residence in the area,

· investments in construction by private investors, city-forming enterprises and large investment companies.

Main factors that determine the competitiveness of a construction company are

company strategy,

Availability of material, labor, financial resources,

· Innovation potential,

share in the construction business market,

management efficiency,

construction of buildings and structures that have competitive advantages in comparison with the products of others construction organizations.

Great importance in the competitive struggle in the market construction works has use modern building technologies. Modern building technologies may include the use of modern building materials for interior decoration. These are panels with natural veneer, covered with acrylic lacquer, natural wallpaper, bamboo, jute, natural stone, cork, designer decorative plasters and other natural and artificial materials.

The main document of the construction process, which regulates its technological and organizational provisions, is the routing(TK).

1 area of ​​use". The section contains the conditions for the construction process (including climatic), the characteristics of the structural elements of buildings, structures and their parts, the composition of the construction process.

2. "Technology and organization of the construction process." This section contains requirements for the completion of the previous process, the composition of machines and mechanisms, indicating their specifications and quantity, list, sequence and schemes for performing operations or simple processes, as well as arrangements for mechanisms and devices, storage of materials and structures.

3. "Requirements for the quality and acceptance of work." This section provides a list of operations, schemes and methods of control, used instruments and equipment.

4. "Safety and labor protection, environmental and fire safety." This section defines the rules for the safe execution of the process for the construction environment; environmental requirements for the production of works, conditions for preserving the environment.

5. "Need for resources." This section provides a list of machines, mechanisms and inventory, as well as a statement of the need for materials, products and structures.

6. "Technical and economic indicators". The section contains the labor costs of workers (man-hours), the time spent on machines (machine-hours), the wages of workers (rubles) and drivers (rubles), the duration of the processes (shifts) in accordance with the schedule, output per worker per shift (in physical terms), mechanization costs (rubles) and costing and time of machines operation, work schedule.

Technological maps are developed on the basis of progressive technologies, taking into account new technical means, industrialization and complex mechanization of processes and should ensure an increase in labor productivity, an improvement in the quality of work and a reduction in the cost of production.

Undoubtedly, one of the most important factors in increasing the competitiveness of a construction company is the quality of its management. The competitiveness of the company will also depend on how professional, hardworking and socially responsible the managers involved in the construction industry will be. Modern investors, before investing in the construction industry, carefully study the construction companies operating in their region. In addition to the high quality of management, the competitiveness of a construction company is ensured by financial stability, modern technical equipment, experience in this region, and the qualifications of ordinary workers.

To increase competitiveness in the market for the construction of buildings and structures, a construction company must comply with the following basic conditions:

1. Have the necessary production assets and financial resources.

2. Attract skilled workers, as well as experienced and responsible managers.

3. Skillfully use modern building technologies, new innovative materials.

4. Use a flexible price system for apartments, buildings and structures.

4. Strictly adhere to building codes and regulations set forth in various SNiP, GOST and ENiR.

5. Carry out their activities in accordance with Civil Code Russian Federation, Land Code of the Russian Federation, Labor Code Russian Federation and other legislative documents of the Russian Federation.

Literature:

1. Zapolskaya, E. Causes of managerial errors - human weaknesses [Text] / E. Zapolskaya // Economic weekly of the group of publications “ New town"Capital - 2010. - November 30 (No. 22) - 32 p. - S. 14-16.

2. Kazakov, Yu. N. Universal reference book foreman. Modern construction in Russia from A to Z [Text] / Yu. N. Kazakov. - St. Petersburg. : Peter, 2009. - 576 p.

3. Romanenkova, E. N. Construction guide: regulations, rules, documents [Text] / E. N. Romanenkova. - 2nd ed. - M. : Prospekt, 2012. - 1232 p.

4. Sokolov, GK Technology and organization of construction: a textbook for students. vocational education [Text] / G. K. Sokolov. - 5th ed., Rev. - M.: Publishing Center "Academy", 2008. - 528 p.

5. Technology and organization of construction processes: tutorial[Text] / N. L. Taranukha [and others]. - M.: Publishing house of the Association of construction universities, 2008. - 196 p.

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Consider the competitiveness assessment methods used to construction companies.

Methods for assessing the competitiveness of construction enterprises are divided into two groups: analytical and graphic.

The classification of methods is shown in fig. 1.

Let's look at each of these methods.

Rosenberg model: the essence of the model is that the investor evaluates how this or that residential building satisfies his needs. This model is based on the assumption that each characteristic is important and that the higher the score, the better.

Integral indicator of product competitiveness: the closer the value of the integral indicator is to one, the more this house corresponds to the model.

Assessment of competitiveness based on the level of sales: the level of competitiveness is estimated as the probability that in a given market an arbitrary consumer, making a purchase, will prefer this house to the specified competitor house.

Assessment of the competitiveness of a product based on price and quality: the main indicator that determines the competitiveness of a product is the ratio of price and quality. The most competitive will be the product for which this ratio will be optimal.

Ideal point model: this method consists in the fact that an additional component is introduced into it - the ideal value of the characteristics of the product.

Rating score. The rating score is used to target comparison industry and/or region enterprises. According to Sheremet A.D. and Nenasheva E.V., the competitiveness of an enterprise is characterized by its financial condition, therefore, the formation of a methodology for assessing financial condition It is the most important task. Despite the fact that the authors suggest using the rating method for industrial enterprises, it can also be used in the construction industry. This became possible thanks to the introduction unified system financial reporting.

Evaluation method based on bidding results. In the scientific works of H.M. Gumba proposes a methodology for assessing the competitiveness of an enterprise based on the results of tenders. He believes that the Russian construction industry already has the necessary prerequisites for the development and implementation of competitive relations.

Contract bidding, demonopolizing the construction services market, is the most effective mechanism for creating a competitive environment.

Assessment of competitiveness based on the theory of effective competition. According to this theory, the level of organization of work of all departments and services of an enterprise directly affects its competitiveness. The efficiency of departments is determined by the level of use of various resources of the enterprise.

Rice. 1. Classification of methods for assessing the competitiveness of goods and enterprises

Assessment of competitiveness based on the norm of consumer value. Essence this method consists in evaluating the totality of marketing, managerial and organizational decisions (economic technology of the company).

Matrix Boston consulting group . The methodology is based on the analysis of competitiveness, taking into account life cycle goods. In order to assess competitiveness, it is necessary to analyze a matrix built according to the following principle: horizontally - growth / reduction in the number of sales on a linear scale; vertically - the relative share of the totality of goods in the market.

Model "Attractiveness of the market - advantages in competition". This model develops the above matrix. The main characteristics of the model are the attractiveness of the market and competitive advantages. The attractiveness of the market is determined by its properties: quality, supply bases, etc. The advantages in competition are described by the following indicators: relative position in the market, product potential, research potential and qualifications of managers and employees.

Porter Matrix. The basis for building the matrix is ​​the concept of competitive strategy, which implies that the company should focus not only on meeting the needs of customers, but also on the competitive forces of the market.

Competitiveness Polygon. The essence of this method is to compare your own enterprise with competitors by graphical construction of a competitiveness polygon. It displays the position of the enterprise and competitors in the most important areas of activity, which are presented in the form of axis vectors (Fig. 2).

Rice. 2. Polygon of competitiveness of two enterprises

It should be noted that the analyzed methods cover not only various indicators that affect the assessment of competitiveness, but also various approaches to assessing the competitiveness of an enterprise as a whole. Despite this, these methods have several disadvantages:

The main disadvantage of all the considered methods lies in their limitations: either the emphasis is on one group of factors that determine the competitiveness of an enterprise and, based on the results of the analysis, a conclusion is made about the level of competitiveness of the entire enterprise, or the method is too complicated and time-consuming to use in practice.

All the considered methods for assessing competitiveness are immobile in time, they evaluate the enterprise at a certain point in time, based on previously obtained data.

As mentioned earlier, the specifics of construction products are their fixedness, immobility, capital intensity, material intensity, duration of construction, operation, etc. These features characterize the relationship between the participants in the investment process. The customer chooses a construction company based on the ability to meet its specific needs. Superiority over competitors in meeting the specific needs of the customer is expressed not only by the combination of quality and cost characteristics of construction products, but also by the level of production organization. In addition, in the noted shortcomings, the limitations of the methods used were mentioned. It lies in the fact that, as a rule, special attention is paid to economic, managerial and consumer (price and quality) indicators of the enterprise's competitiveness. Organizational and technical indicators are not considered as analyzed, or a small part of them is indicated. Although they largely predetermine and justify all other indicators. This means a close relationship between economic, managerial and consumer with organizational and technical indicators of the competitiveness of construction enterprises. And this, in turn, predetermines the adoption of managerial decisions aimed at achieving the goals set in deadlines with minimal cost of all types of resources.

The goal is to determine the competitiveness of the enterprise.

The task is to assess the relative competitive position of the enterprise.

The enterprise and its competitors are evaluated and conclusions are drawn on the basis of this. To study competitiveness, the main tool in the work of an enterprise is necessary - management.

The Stroyinvest group of companies is one of the most advanced construction companies in the construction market of the Perm Territory. It is a member of the Association of Builders of Russia on the account of the company, the implementation of many of the largest projects in Perm. Also in cooperation with foreign investors, a high degree of customer satisfaction, vast experience in the implementation of large, technically complex facilities, the availability of its own material and information base. The company has one of the highest levels in the development of IT technologies in the city - the production base, offices and facilities under construction are united in a local network; information is exchanged instantly using modern software, coordination of design and management decisions are accelerated at times. The quality of fabrication of metal structures is the highest in the Perm region, this conclusion was made when looking for partners to carry out a large order, today in the Perm region there is no plant capable of competing with the Stroyinvest plant. Developed design divisions are another significant advantage of Stroyinvest LLC.

Industry characteristics.

The goal is to assess the working conditions of the enterprise, determine the nature and strength of competitors and draw conclusions.

The competitive advantages of an industry are in many ways similar to the competitive advantages of enterprises in the industry. In each region, enterprises advertise their competitive advantages in the Internet media and participate in exhibitions and tenders to attract investment in the region's industries.

• 1. Market size. Own market share is one of the most important factors. Stroyinvest has a significant market share and many regular customers who prefer Stroyinvest when conducting tenders. The company is constantly increasing its market share: negotiations are underway with potential new customers, taking part in tenders, and cooperating with partner competitors.
• 2. Degree of competition. Stroyinvest Group of Companies competes with enterprises in Perm, the Perm Territory and companies from other regions.

Market growth rates and life cycle phases.

GC "Stroyinvest" is in the stage of "maturity". The enterprise is sufficiently developed for the Perm market. The company is developing dynamically in Perm, but since 2010, orders have been received from other regions of the country for design work and metal fabrication services, which opens up new markets for the company and allows the company to grow further.

• 4. Number of competitors and their relative size. The number of large competitors at the enterprise is small (Recon, Trust No. 7, Promtekh), the number of small ones is much larger (various small construction companies).
• 5. Barriers to market entry. There are entry barriers to the market, but the company offers a full range of services from design to commissioning, which saves the customer from unnecessary functions and unforeseen costs during the implementation of the project. There are three main competitors on the market capable of performing a full range of services on their own: Recon, Trust No. 7, Stroyinvest. Access to the market for enterprises - newcomers is difficult.
• 6. Degree of diversification. The company designs, manufactures building structures, using modern equipment with machine-building precision in the factory, which ensures high speed of construction, the quality of metal structures is the highest in the Perm Territory. The company offers different ways of construction, taking into account the wishes of the customer and technical features building.

The study of the industry and its economic features showed that the Stroyinvest group of companies has a significant market share and successfully competes with enterprises in Perm and the Perm Territory. The stability, efficiency and competitiveness of an enterprise depends on the functioning of individual sectors of the region's infrastructure.

Analysis of the magnitude of the forces of competition (Porter's five forces model).

The five forces determine profitability because they affect prices, costs, and investment.

Competition among existing businesses.

It is the most powerful force. The company has both large "Recon", Trust No. 7, and small competitors (various small construction companies). The main competitors of the company are intra-industry competitors who perform similar work, both on their own and as a general contractor. To increase competitiveness, the company chooses an offensive strategy.

The goal is to conquer and hold competitive advantage.

The company's offensive strategy is carried out in two directions:

1. Attack on the strengths of competitors.

The goal is the possibility of obtaining market share by superiority over the strengths of weaker competitors or by nullifying the competitive advantages of one or more competitors, namely the promotion of design services using a metal frame.

2. Attack on weak sides competitors.

The goal is to increase the speed of construction, in metal frame construction there is great potential for the development of this direction.

There is a tough fight between the main competitors: Recon, Trust No. 7, Stroyinvest. They carry out various marketing research, participate in construction exhibitions, tenders. Weak competitors (various small construction companies) are defeated by the Stroyinvest group of companies due to their superiority (high speed of construction, high quality structures, a wide range of services, a reputable brand, the ability to start work without advance payments, using our own resources).

The strength of the competition of potential newcomers.

If the enterprise is small, then it is difficult for it to enter the market, as there are barriers to entry into the market. There are the following market entry barriers:

• Economies of scale (the company increases the market share necessary to achieve competitiveness);
• Warnings to the customer that the novice company will not be able to perform the work efficiently and on time;
• · capital needs, since the organization of the construction process and the maintenance of the organization itself, significant capital, and customers in 40% of cases prefer to work without advance payments;
• The administrative resource large companies there is a powerful administrative resource, using which it becomes almost impossible for newcomers to enter companies.

The threat of new competitors will reduce overall potential profitability because they seek to capture market share. Despite the barriers, large enterprises can enter the market and compete with existing companies. The company is studying the barriers that can stop or prevent a potential newcomer from entering the market, and it erects these barriers.

The strength of the competition of goods - substitutes (construction technologies).

The availability of substitute products limits the price that the firm asks, otherwise high prices will induce the buyer to turn to the substitute. There are companies on the market that offer construction using their own technologies, for example, Recon specializes in the construction of a monolithic reinforced concrete frame, Trest 7 on precast concrete. Therefore, the company should try to create all conditions for consumers to prefer technology using a metal frame, emphasizing that all structures are manufactured in the factory, and not on the construction site, as is the case with monolithic construction. This improves the quality, increases the speed of construction, the buildings are lighter, which provides for savings on foundations, while constantly increasing the speed of frame production by modernizing the production process.

Supplier competition.

There are many suppliers on the market today. Therefore, the company carefully selects suppliers. From right choice supplier depends on the stability and profitability of the enterprise. The price of supply of materials, their quality, the form of payment, the guarantee of completeness depend on the suppliers. Due to the large volumes of purchases of goods by the enterprise, suppliers, competing with each other, reduce the price, while the quality of materials remains the same. The Purchasing Service is a separate division of the company, which deals with the work with suppliers and their careful selection. Tenders are held between them, which allows you to purchase materials and structures on the most favorable terms. Regular suppliers, being sure of financial position enterprises and carry out the supply of goods without advance payment with deferred payments, so that there would be no cash gap. Tenders are also held between organizations for the performance of narrow-profile works (installation of engineering networks, landscaping, etc.), which helps to save money during the implementation of the project, and monitor prices in the market for these services. The service also maintains a list of unscrupulous counterparties violating the terms and agreements in the provision of services and goods. The Procurement Service actively cooperates with Metalinvest, the RukkiRus Structural Plant, Stroypanelkomplekt, ZhBK-1, the Ural Steel Industrial Company, etc.

Buyer power.

The company understands that the main buyers are developing companies that count on a speedy return of invested funds in the form of profits from constructed facilities, and often (if construction is carried out at existing production facilities) without stopping their activities. Therefore, the company prioritizes the speed of construction and is fully trying to adjust its work to the client's work schedule in order to influence his processes as little as possible. Great attention is paid to the image of the company in the implementation of projects, in particular: the culture of production, the degree of equipment of the company's employees with tools and equipment, appearance workers and engineering and technical workers. Each object has a mobile headquarters equipped with modern office equipment for holding meetings, both with customers and for internal operatives, cameras are also installed at the objects and through a local network, both the customer and the management can see the work in real time. As a result of such persistent and thorough work on its image, Stroyinvest enjoys a reputation and preference among most customers.

Another significant criterion for clients is the absence of unforeseen costs during construction (additional work), since large enterprises approve budgets long before the start of construction, Stroyinvest strives to ensure that the preliminary cost of the project is final.

After analyzing the forces of competition, it is possible to identify the key success factors that have a direct impact on the profitability of the company. The next step in the analysis of the company in the formation of a strategy to increase competition will be the identification of strengths and weaknesses, which will be discussed in the next section.

SWOT - analysis of Stroyinvest LLC.

When developing strategic plans enterprises apply SWOT analysis.

The purpose and objectives of SWOT - analysis.

The starting point for a detailed analysis is the SWOT analysis, one of the most common types of analysis in strategic management. SWOT analysis allows you to identify and structure strengths and weaknesses, as well as potential opportunities and threats. This is achieved by comparing internal forces and weaknesses of their enterprise with the opportunities that the market gives them. Based on the data obtained, a conclusion is made about the direction in which the enterprise should develop its business.

The purpose of the SWOT analysis is to formulate the main directions for the development of the enterprise through the systematization of the available information about the strengths and weaknesses of the enterprise, as well as potential opportunities and threats.

Tasks of the SWOT-analysis:

• identify strengths and weaknesses in comparison with competitors;
• identify opportunities and threats in the external environment;
• link strengths and weaknesses to opportunities and threats;
• · to formulate the main directions of development of the enterprise.

To conduct a SWOT analysis, the necessary information is first collected from all available sources: internal information, market overview, competitor advertising, magazine articles, the Internet. The result of collecting information gives a clear, clear idea of ​​the opportunities and threats, strengths and weaknesses of the enterprise.

Elements internal environment: advantages and disadvantages. Under the strengths and weaknesses can hide a wide variety of aspects of the enterprise.

The first step of the SWOT analysis is an assessment own forces. The first stage will allow you to determine what are the strengths and weaknesses of the enterprise.

Strengths of the company:

• 1. High technical level of the enterprise:
  • a) high-tech production (plasma installations, anti-corrosion treatment section);
  • b) high quality of work performed;
  • c) qualified working personnel;
  • d) a highly developed design direction (two design departments) allows designing several objects at the same time, and design is the first stage of construction, usually a design contract is followed by a construction contract, as this reduces the burden on the customer in coordinating actions and increases the level of responsibility of the contractor.
• 2. A stable financial position. Stroyinvest Group of Companies has a stable financial position:
  • a) The company has regular customers in the face of large enterprises The company is also constantly receiving new orders. At the same time, several large and many small projects are under construction in Perm and the Perm Territory;
  • b) timely payment of taxes, paid on time wage employees of the enterprise and other payments;
  • c) Established reporting system BDR notifies managers of the performance and financial position of their units.
• 3. Well-known name "Stroyinvest".

The company has successfully implemented many technically complex, large-scale projects in Perm and has a strong reputation among regional and foreign investors.

The marketing service collects and processes the information necessary to receive new orders and attract potential customers, maintain relationships with regular customers, promote the Stroyinvest brand through the media, the Internet, exhibitions, participation in tenders.

• 4. High professional level of employees. The company has many employees who have many years of experience in the construction industry and are highly qualified, and the share of young energetic specialists and managers is also increasing in the company. Everyone who comes to the company receives a stable salary and the opportunity to move up the career ladder. Training sessions are held for employees to improve their professional skills. Also, every six months, certification is carried out (testing the knowledge of employees). This company has paid vacation and sick leave. For the successful operation of the enterprise, systems of stimulation and motivation of labor are used. The level of salary in the company is above the average among construction companies in the Perm Territory.
• 5. Organization management reporting allows you to overcome crises with minimal losses and increase the pace after they pass.

Weaknesses of the company.

• 1. "Turnover" of personnel. "Turnover" of personnel exists in any construction company. To improve the efficiency of the enterprise, it is necessary to reduce the "turnover" of personnel. The "fluidity" of personnel in the management team leads to constant changes in the work of the enterprise. This does not always have a beneficial effect on the development of the company. "Turnover" of personnel occurs and among the lower level, because of this, the efficiency of the enterprise is reduced. The reason for the "fluidity" of staff can also be a difficult work schedule.
• 2. There is no PTO department that connects the design department with the designers, as a result, common mistakes designers lead to additional costs during construction and spoil the reputation of the company.
• 3. The high cost of manufactured structures due to production costs that can be avoided and high management costs that can be reduced with an increase in the volume of work.
• 4. Blurred boundaries of responsibility between departments.

The second step of the SWOT analysis is a kind of “reconnaissance of the area” market assessment. This stage gives an assessment of the situation outside the enterprise and understand what opportunities exist, as well as what threats should be feared (and, accordingly, prepare for them in advance).

Elements of the external environment: opportunities and threats. Opportunities and threats are outside the organization's control.

Enterprise Capabilities:

• 1. Possibility of access to new markets or segments (see Table 2.2.). The company has the opportunity to receive orders for the design and manufacture of metal structures from other regions.
• 2. Emergence of new market segments (see Table 2.3.). The company does not stand still, but is constantly in search of new market segments and provides new ways to make a profit by providing new services, the technology of frameless construction of hangars, which are in increasing demand, has been mastered, a UMM site has been created that provides equipment and mechanisms and equipment for rent to third parties. The management plans to master the segment of housing construction.
• 3. Increase in demand (see Table 2.4.). As a result of increased investment in the development of many enterprises in the Perm Territory, where the enterprise has already established itself: Novomet-Perm, Henkel-Pemos, Sirial-Partners, Turbogaz, Permskaya Yarmarka, Perm Meat Processing Plant, construction of the Oris plant and others, the number and volume of orders from the company is increasing, since Stroyinvest is their main contractor has good reputation on most of them, and a positive reputation in other enterprises is the second criterion (after cost) by which an investor chooses a company to implement his development plans.
• 4. Leaving the market or weakening the positions of competitors on it (see Table 2.5.). The company will be able to take advantage of this opportunity in the weakening of the positions of only small competitors. The company is unable to change the positions of its main competitors.
• 5. Increasing the general scientific and technical level of development of the industry in which the enterprise operates (see Table 2.6.) And the huge potential of construction using metal structures, which is still gaining momentum, the use of metal frame construction in residential construction.
• 6. Receipt of orders from other regions (see Table 2.7.).

Opportunity Matrix

For a successful analysis of the enterprise environment SWOT method- analysis not only reveals the threats and opportunities of the enterprise, but evaluates their impact on the strategy of the enterprise.

Table 2.2. Ability to access new markets or segments

The CC field - an opportunity is of great importance for the enterprise, and it must be used. Opening to present their products in other regions through suppliers (feedback), top management contacts, tracking news in the construction industry in more interesting regions, exhibitions, etc.

Table 2.3. Emergence of new market segments

The BC field - the opportunity is of great importance, and it must be used. In addition to the main activity of the construction of buildings and structures, the company carries out orders for the implementation of specialized services and it is necessary to develop this area by developing projects for more efficient use of the company's existing resources, this attracts additional orders to the company and makes the company more financially stable, as it provides for a variety of sources of financing .

Table 2.4. Increasing demand for products

The BC field - an opportunity is of great importance for the enterprise, and it must be used. The enterprise, having received large orders, will be able to simultaneously implement a number of internal investment projects that will increase its competitiveness: reorganization project company, modernization of the production base (automation of production), which will increase productivity and reduce production costs, improve the construction process, using new technologies in construction management, while strengthening the position of Stroyinvest in these enterprises.

Table 2.5. Leaving the market or weakening the position of competitors on it

HC field - the opportunity can be used if the enterprise has enough resources. Enterprises will be able to take advantage of this opportunity if only small competitors are weakened. The company is unable to change the positions of its main competitors.

Table 2.6. Increasing the overall scientific and technical level of development of the industry

CC field - the opportunity can be used if the enterprise has enough resources. Having a strong design direction, the company can develop and bring to market prefabricated high-rise buildings for residential and commercial purposes using ready-made modular structures, which will increase the speed of construction, and therefore significantly reduce the cost per square meter - which will be a sharp leap forward from competitors, since there will be two The main advantages of Stroyinvest are construction speed (return on investment) and price.

Table 2.7. Receipt of orders from other regions

CC field - the opportunity can be used if the enterprise has enough resources. Considering that orders from other regions are already coming in and the high degree of customer satisfaction suggests further cooperation and recommendations for other potential customers, new lucrative contracts are possible. The heads of departments that have the opportunity to perform these services - these are design departments and a metal structure manufacturing plant - need to work on loading and developing their departments.

Enterprise Threats:

• 1. The appearance of competitors on the market (see Table 2.9.). There are a large number of construction companies in Perm and the Perm Territory that are engaged in the same activities as the Stroyinvest group of companies. There are many small enterprises on the market and they do not pose a big threat, the number of large competitors for the enterprise is small. If the quality of the company's products is worse than others, then the company may lose a consumer. Competition is one of the main problems, and even more so for such a large enterprise as the Stroyinvest group of companies. The company needs to maintain its image through advertising, actively cooperate with suppliers, promote the brand, improve the quality and speed of services provided, immediately respond to customer comments, and improve technical equipment. Of course, the enterprise does a lot to maintain its reputation, but it is necessary to develop new ways of developing the enterprise. If the company's image improves, it will be able to attract new customers, skilled workers, as well as stop the "turnover" of personnel (good personnel can go to competitors) and improve the performance of competing enterprises. The threat of the emergence of new major competitors from other regions is also great. Therefore, the enterprise needs to control this threat.
• 2. Changes in legislation and regulations in construction (see Table 2.10).
• 3. Losses in tenders due to price cuts by competitors (see Table 2.11).
• 4. Delays and poor-quality work performed by subcontractors (see Table 2.12).
• 5. Additional requirements for quality characteristics products (see Table 2.13). Any consumer is concerned about the problem of product quality. Therefore, the company should especially monitor the quality of services provided and manufactured products.

Threat Matrix.

The matrix is ​​compiled to assess threats (Table 2.8.).

Table 2.8. Threat Matrix

Threats that fall on the fields:

• 1. BP, VK and SR - pose a very great danger to the enterprise and require immediate and mandatory elimination.
• 2. BT, SC and HP - should be in the field of view of top management and be eliminated as a matter of priority.
• 3. NK, ST and VL - require a careful and responsible approach to eliminate them.
• 4. NT, SL and NL - you should also observe them and carefully monitor their development.

Table 2.9. Entry into the market of competitors

This threat can lead to two results. ST field - the threat requires a careful and responsible approach to eliminate them. A strong competitor may appear on the market, which can compete with the enterprise. SL field - you should also observe the threat and carefully monitor its development.

Table 2.10. Legislative change

Field ST - the threat should be in the field of view of top management and be eliminated as a matter of priority. Changes in regulations can cause serious problems if they are not taken into account in the design in a timely manner and lead to litigation, costs and damage to the company's image. Requirements to building codes are constantly changing and require careful study.

Table 2.11. Losses in tenders

Field HT - the threat must be in the field of view of senior management and must be eliminated immediately. Some construction companies that are underutilized set dumping prices for the construction of objects that do not provide for profit, and sometimes work at a loss to keep the enterprises afloat or underestimate the real cost of the project. In the event of a loss, a company partnership is offered to the winner.

Table 2.12. Delays and poor-quality work performed by specialized organizations

VL field - this threat can damage the company's image. Poorly done work ends litigation or additional costs. It is necessary to single out a group of the most conscientious contractors who already have positive reputation in Stroyinvest and a number of jointly implemented projects interested in further cooperation. Between these main players to hold closed tenders. New members are invited only after a thorough study of fixed assets and work experience.

Table 2.13. Product quality requirements

HT field - you should also observe the threat and carefully monitor its development. Any consumer is concerned about the problem of product quality. In order to prevent a threat to the enterprise, it is especially necessary to monitor the quality of services and products. The company needs to pay special attention to quality control of design work, and work performed directly at the facility.

Based on the results, the main stages of development are determined. The criteria are the following:

• The significance for the enterprise of this strength and weakness;
• The significance for the enterprise of this opportunity and threat.

In general, the company is working successfully. He has strengths that allow the enterprise to operate efficiently. For example, a high technical level is modern equipment, own production, information support and qualified personnel. Another strong point is the brand Stroyinvest, the company has a serious reputation and extensive experience. A significant advantage over small competitors is the financial stability of the enterprise, a company leading the construction of several large projects can temporarily finance the construction of one project at the expense of proceeds from another. This allows not to stop the construction process, if the investor has formal financial difficulties, which turns into a serious problem for small competitors and their customers. With the help of these strengths, the company has the opportunity to weaken the position of smaller enterprises - competitors and strengthen its position (expansion in its market and entering a new market).

Like any enterprise, Stroyinvest has its weaknesses. For example, this is the "fluidity" of personnel. This problem makes the strong position of the enterprise weak. Good staff can go to competitors. And it's already becoming weak side for the enterprise, but a threat. Also, as a result of the “fluidity” of personnel at the enterprise, the enterprise loses qualified personnel. Availability of qualified personnel is the strength of the company. As a result of the "fluidity" of personnel, the enterprise loses its strong side and acquires a weak one.

The enterprise has the opportunity to form new business units focused on the development and implementation modern technologies in construction and specialized areas in its core business. In addition to core business capital construction, has mastered the technology of erecting frameless hangar-type structures and consistently receives orders throughout the Perm Territory, since this direction has a high profitability and has a significant advantage over analog technology.

But the company may lose this opportunity, because the enterprise has a threat - this is competition. Competitors may occupy vacant niches, and the company may lose the opportunity to expand its market share. Therefore, special attention should be paid to quality.

Competition is a very big threat to the enterprise. Having considered and analyzed the external environment and the internal environment of the enterprise, it is necessary to draw the main conclusions on this topic.

The internal environment of the enterprise requires the attention of management. The internal and external environment are interconnected and interact with each other. Changing one of them to a certain extent affects the other. Positive indicators of the internal environment may not necessarily lead to the efficiency of the enterprise, if there are negative indicators in the external environment, and vice versa. The internal well-being of the enterprise depends on the external environment, and their interaction contributes to the achievement of the overall goals of the organization. The success of an enterprise depends on the external environment of the organization, without which the life cycle of any enterprise is impossible. The leader must take into account the external environment. Factors that have an immediate impact on the enterprise, refer to the environment of direct impact, the rest of the factors - to the environment of indirect impact. External environment has the properties of complexity and uncertainty.

Assessment of relative competitive position.

The strategic group consists of enterprises competing with each other: OJSC "Trest No. 7" and LLC "Stroyinvest". These two enterprises are characterized by similar approaches to competition and occupy approximately equal positions in this market.

Enterprises competing with each other: Stroyinvest LLC, Rekon LLC, Trust No. 7 OJSC and Promtekh LLC (see Table 2.14).

Criteria: price, quality, speed of construction, service. Five criteria were used in this competitiveness assessment method.

Table 2.14. Assessment of relative competitive position

Principles: 5 points.

2 - much better than ours;

1 - better;

• 0 - also;
• -1 - worse;
• -2 is much worse.

An assessment of the relative competitive position of the enterprise showed Stroyinvest LLC and Trest No. 7 OJSC are on an equal footing, Rekon LLC and Promtekh LLC are inferior in some criteria.

The above analysis made it possible to identify the general directions of development in the construction market of the Perm Territory, and the SWOT analysis outlined the possible prospects for the company's development.

Competitiveness(competitiveness)- in a broad sense means the presence of strong, stable positions in the market and the ability to maintain and strengthen their positions. An analysis of published works on investment project management, methodological aspects of increasing the competitiveness of construction companies shows that the established definition of competitiveness as economic category Not yet.

Competitiveness organizations(organization competitiveness) - one of the components of the development strategy of any commercial organization. In relation to the assessment of the competitiveness of an organization, three types of situations are distinguished: the organization occupies a leading position in the market; the organization takes a position of persecution of leaders; an organization that is weak in all respects or is in a state of crisis. According to the theory of the American economist M. Porter, the main analytical tool "Competitiveness" of any organization is the modeling of the five main competitive forces: rivalry between competing sellers in the industry; market attempts by companies from other industries to win over consumers with their substitute products; potential entry of new competitors; market power and means of influence used by suppliers of raw materials; market power and means of influence used by consumers of products.

In commercial practice, as a rule, there is a choice of five possible options. competitive strategies organizations: low cost leadership strategies; differentiation or individualization strategies; best value strategies; strategies for concentrating on a narrow segment or niche of the market based on low costs; strategies for concentrating on a narrow segment or niche of the market based on differentiation (offering goods and services to a narrow segment of the market, individualized to its tastes and needs). The basis for creating competitiveness for a manufacturer that individualizes its product or service is such products, the properties of which differ significantly from those of competitors' products.

We share the point of view of V. V. Asaul, V. M. Serov, A. R. Terentyev and others on the fact that in Russia a competitive market for construction works and services has been formed. There are a large number of subjects of this market - construction organizations, there is a tendency to increase the volume of their investment and construction activities, housing construction, and the production of high-quality building materials. The fact that this market is competitive is evidenced by the growth in the number of contract tenders and the effectiveness of their implementation. The existing regulatory framework is being reformed in accordance with new needs, legislation, economic and organizational conditions of construction.

As problems of the functioning of construction organizations in the conditions competitive market the following can be distinguished: many domestic building materials are inferior in quality to the best foreign samples; specific gravity competitive products. Depreciation of fixed assets in the industry has reached 54%, there is an actual reduction in production capacity. The technical level of most domestic organizations still lags far behind modern requirements, and therefore the domestic industry of building materials is focused on the domestic market and meets the needs of the investment and construction sector of the country.

But due to the forthcoming entry of Russia into the WTO and the subsequent restriction of the choice of methods of state regulation of foreign economic activity, the complication of methods for protecting against competition from imports within the framework of the WTO rules, the domestic investment and construction sector faces a serious task of maintaining and strengthening its positions in the domestic and foreign markets and elimination of factors of low competitiveness. In this regard, it is necessary to accelerate the pace of re-equipment and modernization of the industry's production potential through the introduction of resource- and energy-saving technologies and equipment, to expand the production of highly efficient and competitive domestic building materials, products and modern household items.

Due to the huge number of organizations involved in the investment construction activities, to analyze competition in this market using any quantitative indicators seems to be an unrealistic task due to its computational complexity.

An analysis of the investment and construction complex of St. Petersburg shows that it consists of two parts: a group of 8 largest construction organizations, occupying 40.32% of the construction market and receiving 75.33% of industry profits, and a group of the remaining 72 organizations, occupying 59.68 % of the industry market and receiving 24.67% of the profit (Fig. 5.1, 5.2).

Drawing. 5.1. – Distribution of market shares of ISK St. Petersburg in %

Figure 5.2. – The ratio of profits of ICC participants in%.

The average industry profit per one construction organization in the first group is 9.42%, in the second - 0.34%. Due to the second group of organizations, industry profits are dissipated due to the large number of organizations and their small market share. As a result, industry organizations get only 2.84% of the possible profit. Obviously, the size of industry profits can be increased by increasing the concentration of the market, i.e. decrease in the number of market participants. This implies two ways: a further increase in the largest members of the G8, their absorption of small construction organizations, i.e. integration of small and medium construction organizations or development of market monopolization in order to increase its competitiveness and gain a larger market share.

To assess competitiveness construction company an integral indicator of the financial and economic condition of a construction company is calculated (see Fig. 5.3) and an integral indicator of the quality characteristics of a construction company (see Fig. 5.4).

Figure 5.3. – An algorithm for determining the rank of an integral assessment of the financial and economic condition of a construction company.

Figure 5.4. - Algorithm for determining the rank of a qualitative assessment of the activities of a construction company.

The financial and economic condition of a construction company is traditionally assessed using the following indicators for a sample of T construction companies:

1. Profit from core business

2. Profitability of core business

3. Labor productivity

4. Return on assets

5. Ratio of own and borrowed funds

6. General liquidity ratio

7. The ratio of receivables and payables

It should be noted that this list of indicators is used for express assessment of the competitiveness of a construction company, depending on the objectives of the study, it can be significantly expanded and supplemented.

Speaking about the quality of construction and installation works, it should be noted here that there are more than forty different indicators that to some extent characterize the quality of construction work performed. We have chosen six indicators as the most obvious, it should be noted that this list can be expanded and supplemented, which will not affect the methodology for calculating the indicators:

The number of imperfections;

duration of work;

Cost of services;

Fulfillment of work deadlines (normative, contractual);

The quality of the materials used;

Staff qualification level.

The methodological approaches and methodological provisions for assessing the competitiveness of a construction company are based on the principle of an unambiguous quantitative assessment, implemented using the integral coefficient of competitiveness discussed above. By its economic nature, it shows the degree of deviation of a real company from a virtual reference one. The algorithm for assessing the competitiveness of a construction company, presented in Figure 5.5, includes four stages:

Figure 5.5. – Algorithm for assessing and managing the competitiveness of a construction organization.

1. First stage. Based on the study organizational structure market is determined by 3-5 closest competitors in the main types of construction products.

2. Second stage. Based on a set of initial information (presented below), financial and economic indicators are calculated.

3. The third stage includes 6 steps:

Step 1. Calculation of indicators within subgroups and their presentation in the form of a matrix (rows - groups, subgroups and indicators into subgroups; columns - organizations), where:

- group number;

Subgroup number;

Step 2. Establishing a provisional reference organization (1+1) by selecting best value each indicator:

Index number in the subgroup;

Organization number;

M 1, M 2- a subset of indicators that are maximized and minimized, respectively;

For a conditional reference organization, an additional column (1 + 1) is created in the matrix, where the best values ​​are recorded.

Step 3. Standardization of baseline indicators within subgroups against the corresponding indicator of the reference organization

Step 4. Calculation of summary indicators of the subgroup: ,

Significance coefficients of groups, subgroups and indicators in subgroups, respectively;

Step 5. Calculation of summary group indicators:

Step 6. Calculation of the integral coefficient of competitiveness for the 1st organization:

Postponement of the assessment of competitiveness until the moment t +1, where:

Permissible error in the calculation (it is proposed to accept 0.1-0.2).

As a comparison base, a conditional reference construction company is selected, the performance of which is the best among all the analyzed construction companies - competitors and ours (step 2). This approach makes it possible to take into account the higher results that have developed in a competitive environment from the entire set of compared indicators and avoid the subjective assumptions of experts. The choice of a conditional reference construction company is carried out by choosing the largest indicators - among those tending to the maximum, the smallest - to the minimum:

The fourth stage consists of two steps:

Step 1. Ranking the deviations of the actual value of each indicator within the groups from the reference one, taking into account weighting factors:

Step 2. Development of solutions for managing competitiveness based on the impact on indicators that have the greatest deviations.

Its result is the adoption of a reasonable managerial decision to increase competitiveness through a rating approach to the deviation of the actual value of indicators within subgroups from the reference.

Pair correlation methods were used to determine the expediency of including in the methodology certain indicators that affect competitiveness and can be quantified. The calculations were carried out on the basis of statistical data provided by the construction company JSC Rosagropromstroy. The initial data were processed using the standard Microsoft Excel program, which allows you to build a trend line and determine the approximation value. A fragment of the processing results and conclusions are presented in Table 5.1.

Similarly, a set of indicators that determine the use of financial resources is justified (differentiated for indicators financial stability, liquidity and turnover), indicators for assessing the financial result.

Table 5.1

Justification of the expediency of using indicators of the competitiveness of a construction organization

Planned subgroups	General indicators	Factor sign (X)	Linear correlation coefficient	Note
Indicators of the use of fixed production assets	Movement indicators	Refresh rate	k o = 0,67	Drop out rate (reciprocal of renewal rate)	Among the indicators of movement, it is proposed to use the update coefficient
	Technical condition indicators	growth rate	k etc = 0,36		Among the technical condition indicators, it is proposed to use the wear coefficient
		Wear factor	k and = 0,71
		Acceptance factor	k G = 0,59
	Usage indicators production capacity SO	Overall ratio	k o = 0.83		Among the indicators of the degree of use of PM, it is proposed to use the general coefficient
		Intensive coefficient	k int. = 0.46
		Extensive coefficient	k ext. = 0,53
Usage rates material resources		Material return	k m = 0.68	The indicator of material consumption is excluded (reverse of material return)	It is proposed to use the indicator of material yield
		The ratio of the growth rate of production volume and material costs	k T = 0,43
Usage rates labor resources	Labor productivity indicators	Average annual output per 1 worker	k c = 0.78		It is proposed to use the average annual output per worker as the main indicator of labor productivity.
		Average daily output per 1 worker	k vd = 0.65
		Average hourly output per 1 worker	k hf = 0.69
	Indicators personnel movement	Reception workforce turnover rate	k ops = 0.58	Excluded turnover ratio on retirement (layoff)	It is proposed to use the turnover rate as the main indicator of staff movement
		Persistence factor (stability) frames	k st = 0.53
		Coefficient fluidity	k k = 0.67

As a criterion for dividing competitiveness indicators into groups, the paper chose the attitude to the main and auxiliary activities (Fig. 5.6).

Figure 5.6. – Key indicators for assessing the competitiveness of a construction company.

All indicators of competitiveness are divided into four groups (application), characterizing:

I - efficiency of construction activities,

II - the effectiveness of support activities,

III - efficiency of construction products,

IV - financial results.

To determine the economically homogeneous indicators of the group, a division into subgroups was carried out. The first group is evaluated through the effectiveness of the use of fixed production assets, material, labor and financial resources, the second - through the effectiveness of auxiliary areas (management, marketing, personnel management). Consumer and economic indicators of construction products depend on the main (production, supply, sales) and auxiliary (management, marketing, personnel management) that provide the main activity. The effectiveness of the main and auxiliary activities, construction products as a whole form the financial result of the construction organization.

The significance of the indicators in the subgroups was determined by using the multiple correlation method, which makes it possible to assess the degree of influence of each factor on the level of the effective indicator. Revenue from the sale of goods, products, works, services was used as a performance indicator. Factor signs are indicators within each subgroup. The temporal sample of the initial data for 12-18 periods and the spatial sample for 5 construction organizations of the Rosagropromstroy corporation was processed using the standard program "Correlation-regression analysis" in Microsoft Excel. To bring regression coefficients with different units of measurement into a comparable form, all variables of the regression equation are expressed in fractions of the standard deviation. For this purpose, standardized regression coefficients (betta coefficients) were calculated using the formula:

beta coefficient;

b i - regression coefficient;

- the standard deviation of the factor and resultant sign, respectively, is determined by the formula:

(5.2)

To assess the accuracy (reliability) of the communication equations and the legitimacy of their application for practical purposes, the multiple correlation coefficient can be used.

For an objective and reasonable assessment of the competitiveness indicators that determine the competitiveness of a construction company, an expert survey of specialists - participants in the regional ISC was conducted, the results of which are shown in Table 5.2. Managers (6 people) and deputy directors (8 people) of construction companies took part in the expert survey.

Table 5.2.

Expert assessment of the significance of groups of indicators of the competitiveness of a construction organization

Name of groups of indicators

Experts

1. Performance indicators of construction activities

2. Performance indicators for support activities

3. Indicators of construction products

4. Indicators for evaluating the financial result

The processing of data obtained as a result of expert assessments was carried out as follows.

During the survey, m sequences were obtained, each of which consists of n ordered ranks. Dimension of the source data table m n. IN this case m= 14 is the number of experts who took part in determining the significance of factors, n= 4 - the number of groups of indicators adopted to assess the competitiveness of a construction organization.

Let us determine the priority of groups of indicators and the overall measure of agreement between experts. To sort the groups, the sum of the ranks for each individual group was compared (column in table 5.2). The group of indicators with the smallest sum of ranks is the most significant. As the sum of assessments increases, the significance of the factors decreases, which also characterizes the decrease in their impact on competitiveness.

The average value of the sum of ranks is:

The concordance coefficient is calculated by the formula:

W- concordance coefficient;

S- deviation of the sum of squares of ranks from the average of squares of ranks;

T - number of sequences;

P - number of indicator groups.

S = 13 2 + (-17) 2 + 5 2 + (-1) 2 = 484

W= 0.49 - the coefficient is high, although it is far from 1. This is due to the difference in the approaches of experts to solving this problem.

To assess the competitiveness of a construction organization, the significance of groups of indicators must meet the following requirements:

The more significant criterion should have the highest sum;

The sum of the significance coefficients must be 1.

To meet these requirements, ranks Rj were recalculated according to the formula:

(5.3)

K zn - coefficient of significance;

The results of Kzn groups of indicators are presented in Table 5.2.

Significance coefficients for subgroups in (Table 5.3.)

The mechanism for assessing the competitiveness of a construction company is made separately for each subgroup, and then for the group. The final, integral coefficient of competitiveness of a construction organization is the sum of the products of indicators, taking into account their significance:

Table 5.3.

Expert assessment of the significance of indicators of the first subgroup (efficiency of construction activities)

Experts

1.1. Indicators of the use of fixed production assets

1.2.Indicators of resource use

1.3. Indicators of the use of labor resources

1.4. Indicators of the use of financial resources

S = 224; W = 0,45.

(5.4)

KC 1- integral coefficient of competitiveness of the 1st construction company;

Rilc- summary indicator for the i-th group of the 1st construction company;

Wi- coefficient of significance of the i-th group.

A set of management decisions to improve the competitiveness of business entities is developed on the basis of a rating approach to managing deviations of the actual value of each indicator from the reference one, taking into account weighting factors.

Based on the understanding of competition as a kind of distribution of resources of a construction company, then in terms of economic content, competitiveness is ensured by a set of marketing, information and advertising, financial and investment, research and production and personnel targeted activities of a construction company, which allow obtaining the best results in the process of achieving the ultimate goal in as components that affect the competitive potential of construction companies, V. Matveychuk singles out the sphere of information and marketing (16.3%), the sphere of production using construction technologies and technical means (21.7), the sphere of finance with the achievement of high profitability by a construction company, (25 .8%), the sphere of organization and management (15.5%), the sphere of human resources, the ability of personnel to innovate and change, the level of general professionalism of employees (12%), the sphere of "soft resources" - the reputation of the enterprise, service culture, informal communications (8.7%) .

To determine the competitive position of a construction company, a three-dimensional “criteria matrix” is often used, where the matrix field is conditionally divided into three sections (see Figure 5.7):

Figure 5.7. – Criteria matrix for assessing the competitiveness of construction companies.

Squares 1,2,3 - the zone of location of the most competitive business entities-leaders;

Squares 4, 5, 6 - the zone of location of business entities with an average level of competitiveness - these are "leader pursuers";

Squares 7, 8, 9 - squares of business entities with low competitiveness, weak construction enterprises.

The proposed methodological approaches and the developed methodological provisions for assessing the competitiveness of business entities make it possible not only to assess the competitiveness of a construction company, but also to identify weaknesses in its practical activities and take reasonable management decisions to increase it on the basis of a targeted impact on indicators that cause a decrease in competitiveness.

Barinova, L. S. Main directions of scientific and technical progress in the industry of building materials in Russia / L. S. Barinova. - St. Petersburg: Stroyizdat Publishing House, 2004, - 42 s; Barinova, L. S. Trends in the development of the building materials industry abroad // Building, mat., equipment, technologies XXI century. - 2004. - No. 11. - S. 2-4.

Asaul, V. V. Scientific foundations of the concept of economic innovation strategy construction organizations based on integration processes. - St. Petersburg: Publishing House of St. Petersburg Gosud. architect.-builds. un-ta, 2005, - 195 p. Serov, V. M. Evaluation of the level and effectiveness of intensification construction industry/ V.M. Serov V.M., B. A. Furman,T. B. Nikanorova // Construction Economics - 2004. - № 8, pp. 13-29.; Terentiev, A. R. Marketing in an investment and construction company in modern conditions// Economics of construction. - 2003. - No. 12. - S. 214

Asaul, VV Scientific foundations of the concept of economic innovation strategy of construction organizations based on integration processes. - St. Petersburg: Publishing House of St. Petersburg Gosud. architect.-builds. un-ta, 2005.- 195 p.

Asaul, A. N. Marketing aspects of the activity of a construction organization // Marketing. 2002. No. 1 S.-139-140

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