Introduction

Chapter 1. Theoretical basis and factors influencing the competitiveness of an enterprise

1 The essence of enterprise competitiveness

Chapter 2. The role of competitiveness in the economic security of an enterprise

1 Economic security of the enterprise

2 The impact of competitiveness on the financial stability of an enterprise

Conclusion

List of used literature

Introduction

The problem of assessing the economic security of a state, region, industry or cooperative in Lately has acquired particular relevance. However, despite the great interest of domestic and foreign scientists and practitioners in it, it should be noted that existing developments are mainly devoted to various aspects of national and regional security, and to a much lesser extent - to issues of economic security of enterprises.

lack of certainty in the choice of components of the economic security of an enterprise;

the presence of significant difficulties in formally describing the dynamic properties of an enterprise from the point of view of ensuring its economic security in conjunction with the actions of destabilizing factors;

difficulties in determining the composition of evaluation criteria for the components of economic security;

lack of generally accepted domestic methods for assessing the level of components of an enterprise’s economic security, since the approaches that have received recognition in foreign practice, cannot always be applied in economic conditions Russian Federation.

The competitiveness of an enterprise and its financial stability are complex and interrelated categories. On the one hand, increasing the competitiveness of an enterprise is a necessary and mandatory condition for ensuring and maintaining financial stability at the proper level. On the other hand, unstable financial condition enterprises does not allow them to successfully solve the problem of competitiveness. Maintaining the required level of competitiveness and financial stability of an enterprise requires the full use of numerous internal and external factors development.

Currently, the financial manager is becoming one of the key figures in the enterprise. He is responsible for posing problems of a financial nature, analyzing the feasibility of using one or another method of decision adopted by the management of the enterprise, and proposing the most acceptable course of action. The activities of a financial manager in general can be represented by the following areas: general financial analysis and planning, providing the enterprise with financial resources (managing sources of funds), distribution financial resources(investment policy).

So, successful financial management aimed at:

survival of the company in a competitive environment;

avoiding bankruptcy and major financial failures;

growth in production and sales volumes;

profit maximization;

cost minimization;

ensuring the profitable operation of the company.

The object of the work is the competitiveness of the enterprise.

The subject of the work is the economic security of the enterprise.

The purpose of the work is to study competitiveness as a factor of economic security.

1)reveal the theoretical foundations and factors influencing the competitiveness of an enterprise;

2)consider the role of competitiveness in the economic security of an enterprise.

Chapter 1. Theoretical foundations and factors influencing the competitiveness of an enterprise

1 The essence of enterprise competitiveness

Competition is a civilized and legalized form of struggle among market subjects for best conditions production and marketing of their products in order to make a profit.

The concept of enterprise competitiveness is very multifaceted and applies to all components of the enterprise’s activities, such as the product and its main characteristics, as well as the organizational, financial and production characteristics of the enterprise itself.

The competitiveness of an enterprise directly depends on the competitiveness of the product. The competitiveness of an enterprise is the ability to carry out profitable business activities in conditions of fierce competition.

Also, the competitiveness of an enterprise presupposes its ability to carry out effective economic contact with consumers, suppliers and competitors.

Interaction with consumers is carried out through the purchase and sale of goods, with suppliers through the purchase and sale of resources necessary for production, interaction with partners through trade in services, and finally, interaction with competitors through a system of organizational measures, current and future, implementing the company’s activity in competitive environment. The competitiveness of an enterprise is manifested at every moment, in every episode of its activity.

The competitiveness of an enterprise can be characterized as its potential quality, which includes:

The ability of an enterprise to obtain a realistic assessment of the expectations of the target group of consumers, as well as to track trends in consumer behavior. In other words, the enterprise must be able to timely, objectively and accurately assess consumer demand both currently and predict its dynamics in the future. Such an assessment is possible only on the basis of a scientific model of the target consumer group, taking into account its economic, socio-cultural and psychological factors, developed by the methods of modern sociology and marketing.

The ability to organize production, the results of which will meet the expectations of the target group of consumers as the most useful product in terms of price and quality. Speaking about results, we mean not only the consumer qualities of the product, but also its marketing qualities (price, guarantees, after-sales service, etc.).

Ability to implement effective current marketing policies.

The ability to find and create conditions to reduce the cost of providing factors of production - capital, labor force, raw materials and supplies, energy per unit of product sold.

Ability to create and retain technological production over other members of the industry community, which requires timely updating of the technologies used. This may apply to production, sales, management.

Ability to plan, organize and implement effective strategy in the areas of production and marketing based on innovation.

Creation and development of high human resources potential at both executive and managerial levels. The quality of the performing personnel is manifested in their ability to effectively use the production technologies existing at the enterprise and their readiness to master more promising technologies. The quality of specialists is manifested in their ability to set and solve functional tasks, linking them with the strategic goals of the enterprise, capable of providing it with key competencies in technical, technological, design and other areas to strengthen the market position of the enterprise.

The implementation of the listed qualities over a long time interval creates a real advantage for the enterprise over competitors in the form of growth market value, strengthening its brands, building additional resistance to adverse environmental influences, including attacks from competitors.

All together, this expands the capabilities of the enterprise and reduces its unit costs in the financial, raw materials and other markets, which is reflected in the price of the product and the profit it brings. Thus, the relationship between the competitiveness of an enterprise and competition in the market can be characterized as the relationship between “potential and its use.” At the same time, the implementation of conditions 1-3 helps to increase the enterprise’s income due to a better understanding of consumer needs than competitors and the ability to satisfy them. Property 4 helps reduce unit costs for production, and all together properties 1-4 ensure the current economic efficiency of the enterprise and characterize the adaptability of its behavior, the ability to adapt to the current requirements of the external environment.

Properties 1, 5, 6 allow you to plan and implement technological, product and marketing strategies that create the basis for the competitiveness of the enterprise's goods in the future. These properties constitute the innovative potential of the enterprise and allow one to identify trends and predict the state of the external environment in the future, creating strategic conditions for successful adaptation to them. Property 7 is a necessary condition to create, maintain and realize potential advantages 1-6 over long time intervals, turning competitiveness into this moment, in a given industry market and with a given product to the long-term, strategic sustainability of the company. It should be noted the connection between properties 1-4 and 5-6: although the latter are not a consequence of properties 1-4, without the successful implementation of 1-4 they cannot arise, nor can they be maintained. The reason for this is quite natural - in order to create an advantage over competitors in the future, it is necessary to invest in strategic plans in the present, and for this the company must have investment opportunities.

One of the components of the competitiveness of an enterprise is the competitiveness of the product.

The competitiveness of a product is the ability of a product to best satisfy certain customer needs and be exchanged for money in a competitive environment.

In order for a product to be acceptable to the buyer, it must have a set of certain characteristics. There are the following main parameters that characterize the competitiveness of a product.

The technical parameters are the most stringent. They are used to judge the purpose of a product and its belonging to a certain class (type). These include:

destination parameters - properties of the product that determine the scope of application and functions that it is intended to perform;

ergonomic parameters characterizing the compliance of the product with the properties of the human body in the process of performing various operations (work, leisure);

design parameters, reflecting the structural technological solutions inherent in these products and ensuring certain properties of the goods (reliability, durability, maintainability, etc.);

aesthetic parameters characterizing the external perception of a product (color, fashion, style).

Regulatory parameters. They characterize the properties of the product, regulated by mandatory standards in the market where it is supposed to be sold. If the product does not comply with the current mandatory standards it cannot be used to satisfy an existing need.

Economic parameters. They are related to the buyer's costs for the product. These include: the price of the product, the costs of transportation and storage, installation and setup, as well as all current operating costs.

Factors determining the competitiveness of a product are:

Quality of goods and services. The product can become competitive, i.e. take its rightful place among its analogues only if it meets such an elusive and meaningful concept as quality. A product must satisfy the needs of consumers, and if it can also help satisfy hidden (subconscious) needs - status, age, psychological, spiritual - its success in the market is guaranteed.

Price of goods and services. Price is the monetary expression of the value of a product, an economic category that serves to indirectly change the amount of socially necessary labor time spent on the production of a product.

Level of qualifications of personnel and management. A high level of basic education allows enterprise specialists to quickly learn, master new professions and acquire the skills necessary to work in market conditions.

The level of management qualifications plays the most important role in ensuring the competitiveness of enterprises. This problem can be solved in two ways: the first is to improve the qualifications of existing managers and the second is to replace managers with new, more qualified ones.

The ability to produce high quality products at low costs is determined by the level of technology development at the enterprise. A number of types of high-quality products simply cannot be produced without the use of the latest technologies. Not all enterprises are able to purchase technological equipment from own funds and therefore require additional sources of long-term financing.

Well, and finally, the last factor that influences the competitiveness of enterprises is market saturation, supply and demand.

The competitiveness of a product directly depends on the quality of the product. Product quality is a set of properties of a product that characterize the degree of its suitability to satisfy certain needs of the population, in accordance with the purpose of the product.

Standardization and certification are used to manage quality. Standardization is the consolidation of the most rational quality standards in special documents. Product certification is the action of an independent organization to determine the extent to which a product meets a certain quality standard.

Internal ones include those that are related to the enterprise’s ability to produce products of appropriate quality, i.e. depend on the activities of the enterprise itself. They are numerous, they are classified into the following groups: technical, organizational, economic, socio-psychological.

Organizational factors are associated with improving the organization of production and labor, increasing production discipline and responsibility for product quality, ensuring production culture and an appropriate level of personnel qualifications.

Economic factors are determined by the costs of production and sales of products, pricing policies and the system of economic incentives for personnel for the production of high-quality products.

Socially - economic forces significantly influence the creation of healthy working conditions, loyalty and pride in the brand of their enterprise, moral stimulation of workers - all these are important components for the production of competitive products.

External factors in market conditions contribute to the formation of product quality. These primarily include: market requirements, i.e. buyers, competition, etc.

2 Factors influencing the competitiveness of an enterprise

competitiveness economic security enterprise

Analysis of the competitive position of an enterprise in the market involves identifying its strengths and weaknesses, as well as those factors that, to one degree or another, influence the attitude of buyers towards the enterprise and, as a result, the change in its share in sales at a particular commodity market. Facing international and domestic competition, according to French economists A. Ollivier, A. Diana and R. Ourse, it must ensure a level of competitiveness in eight factors. This:

the concept of goods and services on which the activities of the enterprise are based;

quality, expressed in the product’s compliance with the high level of market leader products and identified through surveys and comparative tests;

price of the product with a possible markup;

finance - both own and borrowed;

trade - from the point of view commercial methods and means of activity;

after-sales service, providing the company with a regular clientele;

foreign trade of the enterprise, allowing it to positively manage relations with the authorities, the press and public opinion;

pre-sales preparation, which demonstrates his ability not only to anticipate the needs of future consumers, but also to convince them of the exceptional capabilities of the enterprise to satisfy these needs.

Domestic economists express a very similar point of view. The analysis of the selected factors, according to the authors, is to identify the strengths and weaknesses, both in one’s own activities and in the work of competitors, which can allow, on the one hand, to avoid the most intense forms of competition, and on the other, to use one’s advantages and competitor's weaknesses.

Factors of competitiveness, according to M. Porter, are directly related to factors of production. He presents all the factors that determine the competitive advantages of enterprises and firms in the industry in the form of several large groups:

Human resources - quantity, qualifications and cost of labor.

Physical resources - quantity, quality, availability and cost of land, water, minerals, forest resources, sources of hydroelectric power, fishing grounds; climatic conditions and geographical location of the country where the enterprise is based.

Knowledge resource is the sum of scientific, technical and market information that affects the competitiveness of goods and services and is concentrated in academic universities, state industry research institutes, private research laboratories, market research data banks and other sources.

Monetary resources are the amount and cost of capital that can be used to finance industry and an individual enterprise.

Infrastructure - the type, quality of existing infrastructure and fees for its use, which influence the nature of competition.

Industry specific features, of course, impose significant differences on the composition and content of the factors used.

M. Porter suggests dividing all factors influencing the competitiveness of an enterprise into several types.

Firstly, into basic and developed ones.

The main factors are Natural resources, climatic conditions, geographical location of the country, unskilled and semi-skilled labor.

Developed factors are a modern information exchange infrastructure, highly qualified personnel (specialists with higher education, specialists in the field of computers and PCs) and university research departments dealing with complex, high-tech disciplines.

The division of factors into basic and developed is very arbitrary. The main factors exist objectively or their creation requires minor public and private investments.

Developed factors, as factors of a higher order, are much more important for competitiveness.

Another principle for dividing factors is the degree of their specialization. In accordance with this, all factors are divided into general and specialized.

General factors to which M. Porter includes the highway system and personnel with higher education can be used in a wide range of industries.

Specialized factors are highly specialized personnel, specific infrastructure, databases in certain branches of knowledge, and other factors used in one or a limited number of industries.

Common factors tend to provide limited competitive advantages. They are available in a significant number of countries.

Specialized factors, which are sometimes based on general ones, form a more solid, long-term basis for ensuring competitiveness. Financing the creation of these factors is more targeted and often riskier, which, however, does not mean that the state will refuse to participate in such financing.

From the above, we can conclude that it is most possible to increase the competitiveness of an enterprise if it has developed and specialized factors. The level of competitive advantage and the possibility of strengthening it depend on their availability and quality.

And finally, another principle of classification is the division of competitiveness factors into natural (that is, acquired by themselves: natural resources, geographical location) and artificially created. It is clear that the latter are factors of a higher order, ensuring higher and more stable competitiveness.

The creation of factors is a process of accumulation: each generation inherits factors inherited from the previous generation and creates its own, adding to the previous ones. It is this point of view that is held not only by M. Porter, but also by other Western economists, such as B. Scott, J. Lodge, J. Bauer, J. Susman, L. Tyson.

External factors should be understood, firstly, as measures of government influence of both an economic and administrative nature.

Secondly, the factors of competitiveness are the main characteristics of the market itself for the activity of a given enterprise; its type and capacity; presence and capabilities of competitors; provision, composition and structure of labor resources.

The third group of external factors includes the activities of public and non-state institutions.

The internal factors that ensure the competitiveness of an enterprise include the potential of marketing services, scientific and technical, production and technological, financial and economic, human resources, environmental potential; advertising effectiveness; level of logistics, storage, packaging, transportation; level of preparation and development of production processes; effectiveness of production control, testing and inspections; level of support for commissioning and installation work; level of post-production maintenance; service and warranty.

Factors can influence both to increase the competitiveness of an enterprise and to decrease it. Factors are what help turn possibilities into reality. Factors determine the means and methods of using competitiveness reserves.

Chapter 2. The role of competitiveness in the economic security of an enterprise

1 Economic security of the enterprise

One of the most important areas when studying threats to national security is the economic sphere. The study of the economic security of all subjects of business and other types of activity is of decisive importance for the favorable development of the state.

The category “economic security” appeared relatively recently in the conceptual apparatus economic science. Like any new concept, it does not yet have a generally accepted interpretation. In relation to an enterprise, it is considered as an integral assessment of the resource potential and the degree of protection of the enterprise from the negative effects of the external environment. It reflects both elements of diagnosing the current state and forecasting future risks and threats.

One of the different interpretations of the concept of economic security is as follows. A.G. Shavaev believes that the economic security of an enterprise is the position of the most effective use of resources to prevent threats and ensure the stable functioning of the enterprise for the present and in the future.

Economic security of enterprises in the agro-industrial complex, in the opinion of A.G. Svetlakov, there is a complex of economic, social, legal and environmental conditions for the functioning, development and achievement of competitiveness of the industry, ensuring the necessary level of living and material incentives for its own producers.

Thus, the economic security of an enterprise provides for sustainable development, that is, balanced and continuous, which is achieved through the use of all types of resources and entrepreneurial opportunities, which guarantee their most effective use for stable operation and dynamic scientific, technical and social development, preventing internal threats.

The main components of the economic security of an enterprise are: resource, technical and technological, financial, social security. Each of the components is assessed using a number of qualitative or quantitative indicators. Economic security, although it can be considered an intuitively understood category, a quantitative expression for it has not yet been found. Certain steps in this direction have been made in the work, the authors of which propose to calculate the indicator of the level of economic security based on expert assessments. Assessing the level of economic security is the starting point strategic planning, indicator investment attractiveness and reliability of the enterprise, characteristics of its viability. It is especially important in “problem” industries experiencing a crisis.

When assessing economic security, a number of assessment provisions intersect with certain types activities of the enterprise. This concerns, first of all, the formulation of the strategic interests of the enterprise and their quantitative interpretation. These provisions for assessing economic security affect the area of strategic management of the enterprise, and if the enterprise has developed and adopted for implementation appropriate functional strategies (innovation, resource, investment, marketing), then their goals must correspond with the formulation of the strategic interests of the enterprise in the functional area of activity under consideration, and indicators characterizing the goals of the strategy must correspond to the quantitative assessment of the strategic interests of the enterprise.

Establishing such correspondence is very important, since it is with its help that the unity of the methodological basis for organizing enterprise management is ensured. In his works N.P. Fokina, in order to ensure a unified approach to assessing the degree of compliance with the interests of the enterprise, finds the need to ensure the unity of the nature of the indicator values used, i.e. select the type of indicators - actual or planned. These types of indicators have different reliability statuses.

Actual indicators are characterized by the highest level of reliability, since they record the results of already completed processes of production and sales of products. Less high level reliability have planned indicators due to their nature - they reflect the expected state of the enterprise and the expected results of its activities. Finally, the lowest level of reliability belongs to the indicators of quantitative assessment of the interests of the enterprise, since they characterize certain hypothetical results of the cooperative. The highest requirements are imposed on the calculation of these indicators in terms of their reliability and validity, since they are the basis for assessing the degree of compliance with the interests of the enterprise.

At industrial enterprises, the assessment of the level of economic security can be the enterprise rating, calculated based on a set of single criteria. It is defined either as a static indicator - an “instant photograph” of the state of affairs at the enterprise, or as a dynamic one - taking into account the predicted changes in individual criteria in the future. The rating of an enterprise characterizes its competitiveness in relation to other enterprises in the industry, and the strength of its competitive position is precisely best indicator security in market conditions.

As a basis for comparison, normative (recommended) or progressive values for groups of enterprises (maximum for stimulants and minimum for disincentives, respectively) can be used. To select a standard, it is advisable to group industrial enterprises by industrial regions, within which economic conditions approximately the same. There are nine such regions on the territory of Russia: Moscow, St. Petersburg, Rostov, Saratov and others. For a number of individual criteria, the indicators of foreign enterprises can serve as standards: Poland, Germany, France, Great Britain.

In the economic literature, attempts have already been made to quantify the level of economic security of an enterprise using so-called indicators. The problem is that there is currently no methodological basis definitions of indicators.

An integral element of the study of the economic security of an enterprise is the choice of its criterion. The criterion of economic security of an enterprise is understood as a sign or sum of signs on the basis of which a conclusion can be made about whether the enterprise is economically secure or not. Such a criterion should not only state the existence of economic security of the enterprise, but also evaluate its level. If the purpose of the criterion is reduced only to stating the economic security of the enterprise, then in this case the subjectivity of the assessment is inevitable. At the same time, it would be desirable to obtain a quantitative assessment of the level of economic security using those indicators that are used in planning, accounting and analysis of the enterprise’s activities, which is a prerequisite for the practical use of this assessment.

To do this, it is advisable to study the indicators of financial stability, break-even and liquidity of the enterprise. In the economic literature, attempts have already been made to quantitatively assess the level of economic security of an enterprise, which has led to the emergence of several approaches to assessing the level of economic security of an enterprise. Thus, the indicator approach is known, in which the level of economic security is determined using so-called indicators.

Indicators are considered as threshold values indicators characterizing the activities of the enterprise in various functional areas, corresponding to a certain level of economic security. An assessment of the economic security of an enterprise is established based on the results of a comparison (absolute or relative) of the actual performance indicators of the enterprise with indicators.

The level of accuracy of the indicator in this case is a problem, which lies in the fact that currently there is no methodological basis for determining indicators that take into account the characteristics of the enterprise’s activities, determined, in particular, by its industry, type of ownership, capital structure, and existing organizational and technical level. In case of unqualified determination of the indicator values, the level of economic security of the enterprise may be incorrectly determined, which may lead to the adoption of management decisions that are inappropriate real situation business The indicator approach is quite justified at the macro level, where indicator values are more stable.

There is another approach to assessing the level of economic security of an enterprise, which can be called resource-functional. In accordance with this approach, the assessment of the level of economic security of an enterprise is carried out on the basis of an assessment of the state of use of corporate resources according to special criteria. At the same time, business factors used by the owners and managers of the enterprise to achieve business goals are considered as corporate resources.

2 The impact of competitiveness on the financial stability of an enterprise

Financial stability is the most important characteristic of the financial and economic activity of an enterprise in conditions market economy. If an enterprise is financially stable, then it has an advantage over other enterprises of the same profile and in attracting investments, in obtaining loans, in choosing suppliers and in selecting qualified personnel. Finally, it does not come into conflict with the state and society, since it pays taxes to the budget and contributions to social funds, wages - to workers and employees, dividends - to shareholders, and banks are guaranteed the repayment of loans and the payment of interest on them.

The higher the stability of an enterprise, the more independent it is from unexpected changes in market conditions and, therefore, the lower the risk of being on the verge of bankruptcy.

Financial stability is a characteristic indicating a stable excess of income over expenses, free maneuvering in cash enterprises and their effective use, uninterrupted production and sales of products.

The financial position of an enterprise is considered stable if it covers with its own funds at least 50% of the financial resources necessary for the implementation of normal operations. economic activity, maintains financial, credit and settlement discipline, in other words, is solvent.

Internal factors include:

industry affiliation of the organization;

structure of manufactured products, its share in total effective demand;

the amount of paid authorized capital;

test

1.1 The essence of enterprise competitiveness

Competition is a civilized and legalized form of struggle of market participants for the best conditions for the production and sale of their products, with the aim of making a profit.

Also, the competitiveness of an enterprise presupposes its ability to carry out effective economic contact with consumers, suppliers and competitors.

The competitiveness of an enterprise can be characterized as its potential quality, which includes:

1. The ability of an enterprise to obtain a realistic assessment of the expectations of the target group of consumers, as well as to track trends in consumer behavior. In other words, the enterprise must be able to timely, objectively and accurately assess consumer demand both currently and predict its dynamics in the future. Such an assessment is possible only on the basis of a scientific model of the target consumer group, taking into account its economic, socio-cultural and psychological factors, developed by the methods of modern sociology and marketing.

2. The ability to organize production, the results of which will meet the expectations of the target group of consumers as the most useful product in terms of price and quality. Speaking about results, we mean not only the consumer qualities of the product, but also its marketing qualities (price, guarantees, after-sales service, etc.).

3.The ability to conduct effective current marketing policies.

4. The ability to find and create conditions for reducing the cost of providing production factors - capital, labor, raw materials and materials, energy per unit of products sold.

5. The ability to create and maintain technological production over other members of the industry community, which requires timely updating of the technologies used. This may apply to production, sales, management.

6. Ability to plan, organize and implement an effective strategy in the areas of production and marketing based on innovation.

7. Creation and development of high human resources potential both at the executive and managerial levels. The quality of the performing personnel is manifested in their ability to effectively use the production technologies existing at the enterprise and their readiness to master more promising technologies. The quality of specialists is manifested in their ability to set and solve functional tasks, linking them with the strategic goals of the enterprise, capable of providing it with key competencies in technical, technological, design and other areas to strengthen the market position of the enterprise. Minaeva E.V., Filatova L.O., Aleksandrova M.V. Enterprise economy. M., 2012. P.215.

The implementation of the listed qualities over a long period of time creates a real advantage for the enterprise over its competitors in the form of an increase in its market value, strengthening its brands, and building additional resistance to the adverse effects of the external environment, including attacks from competitors.

Properties 1, 5, 6 allow you to plan and implement technological, product and marketing strategies that create the basis for the competitiveness of the enterprise's goods in the future. These properties constitute the innovative potential of the enterprise and allow one to identify trends and predict the state of the external environment in the future, creating strategic conditions for successful adaptation to them. Property 7 is a necessary condition to create, maintain and realize potential advantages 1-6 over long time intervals, turning competitiveness at the moment, in a given industry market and with a given product, into long-term, strategic sustainability of the company. It should be noted the connection between properties 1-4 and 5-6: although the latter are not a consequence of properties 1-4, without the successful implementation of 1-4 they cannot arise, nor can they be maintained. The reason for this is quite natural - in order to create an advantage over competitors in the future, it is necessary to invest in strategic plans in the present, and for this the company must have investment opportunities. Minaeva E.V., Filatova L.O., Aleksandrova M.V. Enterprise economy. M., 2012. P.220.

One of the components of the competitiveness of an enterprise is the competitiveness of the product.

The competitiveness of a product is the ability of a product to best satisfy certain customer needs and be exchanged for money in a competitive environment.

In order for a product to be acceptable to the buyer, it must have a set of certain characteristics. There are the following main parameters that characterize the competitiveness of a product.

The technical parameters are the most stringent. They are used to judge the purpose of a product and its belonging to a certain class (type). These include:

Purpose parameters - properties of the product that determine the scope of application and functions that it is intended to perform;

Ergonomic parameters characterizing the compliance of the product with the properties of the human body in the process of performing various operations (work, leisure);

Design parameters reflecting the structural technological solutions inherent in these products and ensuring certain properties of the goods (reliability, durability, maintainability, etc.);

Aesthetic parameters characterizing the external perception of a product (color, fashion, style). Filatov O.K. Planning, finance, enterprise management. M., 2014. P.132.

Regulatory parameters. They characterize the properties of the product, regulated by mandatory standards in the market where it is supposed to be sold. If a product does not comply with the current mandatory standards, it cannot be used to satisfy an existing need.

Factors determining the competitiveness of a product are:

The ability to produce high quality products at low costs is determined by the level of technology development at the enterprise. A number of types of high-quality products simply cannot be produced without the use of the latest technologies. Not all enterprises are able to purchase technological equipment from their own funds and therefore need additional sources of long-term financing.

Well, and finally, the last factor that influences the competitiveness of enterprises is market saturation, supply and demand. Filatov O.K. Planning, finance, enterprise management. M., 2014. P.136.

Technical factors have a significant impact on product quality, so the introduction new technology, the use of new materials, higher quality raw materials is the material basis for the production of competitive products.

Economic factors are determined by the costs of production and sales of products, pricing policies and the system of economic incentives for personnel for the production of high-quality products.

Socio-economic factors significantly influence the creation of healthy working conditions, loyalty and pride in the brand of one’s enterprise, moral stimulation of workers - all these are important components for the production of competitive products. Filatov O.K. Planning, finance, enterprise management. M., 2014. P.136.

External factors in market conditions contribute to the formation of product quality. These primarily include: market requirements, i.e. buyers, competition, etc.

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economic security

Economic security and competitiveness are in flux

clear interaction. Both economic security and competitiveness

property-characteristics of the national economic complex and its

components. However, if competitiveness is also a goal,

and a mega-indicator of the degree of development of the national economic complex,

and its components, then economic security is a

the reason for its existence and development. In other words, a sufficient level

economic security can be achieved through economic

methods, but, being a necessary condition for the existence of a national

economic complex as a system, its achievement may be conditional

lenno using non-economic methods - through direct intervention

state of the state. The most acceptable situation is when micro and ma factors

crown level, which are both criteria of competitiveness and

economic security, create high competitiveness of the nation

onal economic complex and its constituent elements, form

providing a sufficient level of economic security.

Applied to economic sphere under competitiveness

possess properties that create advantages for the subject of ecology

nomic competition. All the diversity of competitive relations

is implemented at three levels: micro - specific types of products, production

stva, enterprises; meso-industries, industry corporate associations

enterprises and firms of horizontal type of integration; macro - folk

economic complexes of intersectoral integration type (Fig. 11.1). Konku

rent capacity at the micro, meso and macro levels influence each other. This

close relationship is manifested in the nature of the external and internal

its policies and in company development strategies. Moreover, the more developed

economic system of the country, the more clearly this mutual

action: in fact, it is proclaimed as the goal of the state

the gift of policy and company development. In Russia, this interaction

is only in the initial stages of formation. Some large ones

companies do not fully understand the need to interact with the government

society and society.

There is a pattern: the more economically developed the state,

the more the initiative for such interaction comes from micro-

level, i.e. from the companies themselves. It is large companies in developed countries

Our foreign policy is largely determined. In Russia the state must

take upon itself the restoration of this chain of competitiveness.

general characteristics competitiveness of the Russian economy. Under

Competitiveness at the macro level refers to a country's ability

keep up the pace economic growth in the medium and long term

nom plan. To assess the competitiveness of a country, 3 subdivisions are used

new advantages.

The cost-price approach is based on the performance indicator

labor. Russia in terms of unit wages (WW) determined by

attitude wages to labor productivity, has a stake

rent advantage compared to industrialized countries.

However, the extremely low OSH indicator is not a consequence of the progress of technical

nology and productivity growth: it reflects only low pay

labor and poverty of the population, high rates of labor exploitation and underestimated

relative to parity purchasing power(PPP) ruble exchange rate.

The analysis of realized competitive advantages is carried out on the basis

data on the volume and structure of exports and imports, as well as on changes to

whether domestic goods are included in domestic trade turnover. Sharp reduction

scale of the national economy, accelerated painful transformation

tion of its economic mechanisms are also manifested in the collapse of foreign economic

economic sector, where liberalization processes took place most rapidly

specifically. The increase in exports is carried out only for mineral top

liv, raw materials and metals. By product group"machinery and equipment" share

Russia’s share in world exports does not exceed 0.5%, and for science-intensive goods from

industries is less than 0.3%. At the same time, the share of Russian then

goods in consumption on the domestic market. If over the years

pre-reform period resources consumer goods for internal

market were formed by their own production by at least 80%, then in

Currently, despite the advantages of devaluation, their share has been reduced

characterization of the country’s competitive advantages based on compilation

the WEF composite competitiveness index and almost all factors

the tori that compose it occupies the last places. However, according to some

subfactors of the factors “infrastructure” and “technology” Russia ranks second

hundred above average. Overall, we are relatively competitive only

labor force - 25th place. All other factors require development and

represent an extensive reserve for increasing competitiveness. For on

the most adequate monitoring of changes in competitiveness, form

ruining the economic security of the country, it is necessary to use

Competitiveness dex:

IR = 0.35^1 + 0.35^2 + 0.35L:z,

where K\ is the ratio of GDP per capita to living wage To

similar to the world average, reflecting the implementation

bathroom competitive advantages of the country;

^2 - the ratio of the average share of costs for civil science in the country's GDP

over the past 5 years to the same world average, from

reflecting the scientific and technological potential of the country;

Az - human development index, characterizing the

the state of the country's labor resources.

Competitiveness in domestic and foreign markets. Competitive

the property of the subject of economic competition may differ significantly

in the domestic and foreign markets. This is due to various factors,

shaping the external and internal environment in these markets: the degree

solvency of demand, gaps between domestic and world prices

us, the nature of our foreign trade policy, etc. Competitive

ability in the domestic market is different from competitiveness in the

foreign market and the fact that the state can influence competitive

ity in the domestic market, while the conditions of competition in the foreign market

market - an exogenous factor. An important difference between competitive conditions

capabilities in the domestic and foreign markets also lies in their volumes, measured

based on GDP indicators. After all, it’s no secret that a large volume of

the US morning market provided and provides relative savings

technical security of the country. However, the presence of a significant volume

domestic market does not always make nations competitive

cash producers. Overall, domestic competitiveness

market should be ensured by measures of internal economic (industrial

national) policy and be supplemented by measures externally economic policy.

Ensuring competitiveness in the foreign market must be carried out

to be taken as measures of foreign economic policy.

In Russia, due to objective circumstances, there are a number of facts

tors leading to a decrease in competitiveness both domestically and

in the foreign market, the main one of which is higher compared to

global average production costs associated with unfavorable

pleasant climatic conditions and large territory. Russia -

the coldest and longest country in the world, and this circumstance is

cause of increased construction costs, high transport and

energy costs. Labor productivity in Russia is

only about 20% of its level in the United States. In this regard, to maintain the price competitiveness of domestic products, it is necessary either to

reduce the level of wages by an amount that compensates for the additional

costs of transporting goods and increased energy intensity, or

artificially maintain lower tariffs. Therefore, an asset is needed

national policy of the state aimed at leveling these negative

factors and support for national producers. Domestic market

should be considered Russian companies like a launching pad

mechanism for rejecting new ideas, and the state should strive for maximum

small convergence of conditions and mechanisms of the internal market with the objective

new, given external requirements. Of course, the gradual convergence

production can and should be ensured not only by manufacturing companies

ly (on the supply side) and direct influence of the state, but also

by bringing demand factors closer to international standards (attitude to

product quality, compliance with economic and environmental requirements

logical standards, etc.). According to corresponding member. RAS B. Kuzyka, “...internal

early competition given the current state of our economy as a whole and

the domestic defense-industrial complex in particular is absurd

on" i. Today, those of our companies that survived and were able to enter the world

howl market must integrate. Even advanced, but single before

enterprises have little chance of gaining a stable position in the global market

ke. Today they prefer to cooperate with global companies,

whose product range accounts for 50-60% of the domestic market and

at least 5-7% of the world market. So, to support shipbuilding companies

nii B. Kuzyk proposes to form two or three large holdings.

Competitiveness is an attribute of a developed market mechanism, in particular

new competition in the domestic developed market, which should

be formed in Russia before 2010 as a result of the institutional

nal reforms in the public and private sectors, namely in the areas

education, medicine, banking and finance, as well as commodity

markets. But competition is not an end in itself of reforms, but only their consequence. IN

In this regard, it is important to consider the main tasks of institutional

nal reforms from the standpoint of competitive relations.

The ongoing reform of the educational system is an example of underestimation of WHO

possibilities of competitive development incentives. the main problem Russian

education is that it is considered by society as part

social sphere, and not as a manufacturing industry. Edit the program

government for the period until 2010, education reform is discussed in the section with

social policy. At the same time, effective incentives for the development of horse racing

rental relations can be created only if we consider

consider higher education as, albeit specific, but still part of

market economy, and universities - 1^as producing private and general

public benefits of the corporation. It is precisely to create competition that there should be

The reform of entrance exams is aimed at, including the introduction of a unified

state examination and implementation of the principle “money follows the student” with the obligation

thorough introduction into practice, especially of elite universities, of providing students

personal loans. In addition, the activities of universities should characterize

with transparency and modern corporate governance what should

be ensured by the publication of annual reports on performance results.

Moreover, a system of independent monitoring of image quality is needed.

successful achievements of teachers, provide information to the public

not only about the process of acquiring knowledge within the university, but also about its

results.

Creating competition in the field medical care should about

come up with reform of compulsory and voluntary medical

th insurance, which will create the necessary prerequisites for the existence

avoiding fierce competition for the patient’s insurance money, which is inevitable when

leads to improved quality of medical care.

Institutional reforms are also needed in the private sector. Aggravated

reduction of competition and, as a consequence, increased competitiveness of companies

acceptance of the industry and the industry itself as a whole must be achieved in electrical

energy as a result of its demonopolization and the creation of a free market

electricity suppliers. In the banking sector, competition must

occur for the money of depositors after the adoption of the law on insurance ban

kovsky deposits. In addition, as a result of the pension reform

competition should arise between management companies in the country

the majority of the pension savings of Russian citizens.

The main mechanisms for increasing the competitiveness of the Russian economy

1. Skillful combination of market openness with protectionist policies

which requires an effective customs policy with a well-functioning

system of import and export customs tariffs.

2. An important task to create common system ensuring competitive

abilities in the domestic and foreign markets - carrying out verified

policies in relation to the national currency. The detrimental nature of the ruble as a unit

measures of labor and capital, the circulation of goods, services and money led to the pursuit

for reliable foreign currency. As a result, a single economy of races

fell, as it were, into different loosely interconnected enclaves - export (dollar

lar) and internal (ruble). There is only one way out - to make the ruble basics

nal unit of measurement of costs and results. There are several possibilities

possible ways to solve this problem: selling export goods for rubles

gradual revaluation of the dollar taking into account the PPP of the ruble, an increase in

value of the ruble based on the assessment of profitable mineral reserves

creation of a new payment system based on a payment basket from the group

metals with fairly high and stable prices.

3. Increasing the competitiveness of the country’s economy is impossible without

its structural restructuring, which can only be carried out with

large-scale investments. Since a significant improvement in investment

climate is possible only in the long term with a decrease

investment risks, a significant part of the investment should not come from

external, but from internal sources. The level of accumulation in Russia composition

is 15-16%. The source of accumulation is savings. Savings level

Zheniya is about 30% in Russia. Most of the difference between the level

savings and savings are a drain on capital. The most effective environment

The solution to combat capital flight is effective currency regulation, per hour

ness, implying the mandatory sale of 75% of foreign currency earnings.

4. Since restructuring the economy takes time, in

in the short term it is necessary to maintain price competitiveness

the ability of Russian goods on world markets through:

4.1) regulation of prices for products and services of natural monopoly companies

ly, constituting a significant share of production costs for

native farm. At the same time, the argument that domestic energy prices are many times lower than world prices is not entirely convincing. Ras

couples show that domestic energy prices, recalculated

expressed through PPP in US dollars are quite consistent with the prices for this

resource on the foreign market;

4.2) targeted influence of the Central Bank of the Russian Federation on exchange rate ruble

World experience shows that in developing countries and countries with pe

The transition economy deliberately maintains an undervalued exchange rate for

national currency to maintain a positive trade balance

However, as it improves economic situation necessary post

gradual convergence of the national currency exchange rate with PPP without sharp changes

prices

5. In stimulating the export of knowledge-intensive, high-tech products

duction, it is necessary to use such generally accepted tools as

preferential lending and taxation, provision of government

guarantees under external financing and supply of products on credit

export risk insurance, government assistance in promoting

domestic products to foreign markets, including through organizing

tions of exhibitions and fairs. Increase in exports finished products with high

the degree of added value is impossible without R&D. By

this requires provision tax benefits industries or individual

enterprises whose products can compete on world markets

Kakh: laser technology and technology, computer software

tion, products of the aerospace, nuclear, energy industries. At

This requires targeted funding for R&D. Production science

Only 50 macrotechnologies provide high-capacity products. Seven most

developed countries, possessing 46 macro-technologies, have 80% of this market and

receive from the export of high-tech products: USA - $700 billion, Ger

mania - 530, Japan - 400 billion dollars. Russia can lay claim to 10-15

macrotechnologies that should become national priorities

which will allow it to control 10-15% of the market for high-tech products. Important

reserve for expanding exports of high-tech and knowledge-intensive products

production - conversion of the military-industrial complex and production of products

dual-use tions.

Competitiveness - most important factor strategies

national economic security.

The central role of competitiveness in market relations is natural

Venna. However, interest in the study of this economic category

grew especially in the last decade of the last century due to the growth of in

internationalization of economic life and the complication of relationships and interactions

and dependencies of firms and companies of different countries included in

cooperative ties and developing international specialization in

different levels economic organization: from a fairly simple product-

from one to more complex - node-by-node and detail-by-detail. It is economic

internationalization, going deep into production processes, and often

which precedes them in the form of scientific research and development, exists

significantly complicated the relationships between competing companies and

individual countries, which required a serious analysis of the new situation.

Publications appeared, including monographs, a number of international

native research projects on competitiveness issues, such as the Economic Commission for Europe project or

WEF project. However, any coherent concept of international

competitiveness has not yet been created.

Unfortunately, in the USSR, and then in Russia, the problem is competitive

sti did not receive worthy attention. This led to a sharp decrease in ro

whether Russia is in the global economy, its loss of many positions both in the world

markets and in our own market.

One of the reasons for the unpreparedness of Russian economic science to comprehend

development of a number of economic categories in rapidly changing external conditions

viah - the extremely rapid and radical nature of the transformation of the nation

national economic system in Russia. Played a role here

also the imitation effect of pseudo-market categories of the Soviet period.

Price, demand, supply, profit and others economic categories V

planned economy had a different content than what they have in

market conditions. Hence the confusion both in concepts and in their methods

theoretical understanding and practical application. Meanwhile, analytics

ki market economy have accumulated vast experience on this topic research

tions, and although they did not always directly connect their work with competitive

property, undoubtedly, its spirit permeated everything that relates to

prices, market behavior, analysis of economic activity.

Recently, works have appeared that examine this extreme act.

tea of answers. This is due to the complexity of the subject of research, one

hand, and the desire to obtain some kind of integrated effect for practical

Russian application - on the other. However, the desire to quickly get results for

its application in practice often leads to unjustified simplification

searching for its adequate solution.

If we proceed from the fact that competition is a process of competition, then

the ability to successfully conduct such a competition and win it can be achieved by

call it competitiveness.

In relation to the economic sphere, competitiveness in

in the most general form we can understand the possession of properties that create

property for the subject of economic competition (competition).

Let us not forget the difference between competition and competition.

struggle. In competition, as opposed to competition, people come to the finish line

only winners. The bearers of these properties - competitive advantages -

there may be different subjects of competitiveness: types of products,

enterprises and organizations or their groups that form industry or

conglomerate associations, and, finally, individual countries or their volumes

unities (regional, political, ethnocultural) leading the competition

rent-seeking struggle for leadership in various fields international economies

ical relations.

Competitiveness is a concept that is not only more fully

reflects the requirements of the market, but also, what is especially important, guides subjects

competitive struggle for active actions to gain market positions,

their retention, strengthening and expansion.

agents to be more active or perhaps even more aggressive in position

activity in a creative sense.

Competitiveness is often confused with efficiency. Competitive

relationships between business entities, individual firms and corporations, their

industry associations and national economies of individual countries.

It is possible to distinguish two fundamental differences between competitiveness and

efficiency. Firstly, the difference is formal and semantic, arising from

etymological difference between both terms.

Efficiency is the ratio of costs to results, showing how

how much effectively is expected to be used (calculated effective

efficiency) or used (actually achieved efficiency) have

resources available to the subject of competition.

Competitiveness is potential, the ability to compete

struggle. This ability may not be realized. It is determined by

a set of indicators characterizing the subject’s available

competitive struggle resource (in a broad sense) potential. This is not re

the result, but the ability to conduct successful competition.

Secondly, competitiveness is, as a rule, not an absolute

characteristics of resource potential, but relative, in relation to what

to any other competing market entity (product, company or country

Not). This, in turn, means that it can also be competitive

an ineffective market entity if other competing entities

even less effective. It follows that competitiveness can

achieved not only by improving one’s own characteristics, but

and by using various kinds of measures to block the development of horse-drawn

rents, for example, by undermining their competitive potential or disrupting

plans and programs to improve the competitiveness of market baking

cov. Moreover, such disruption often turns out to be cheaper and more effective,

than developing and implementing your own expensive programs

improving technology, training staff, finding new ways to satisfy

creation of consumer demand, etc. In addition, destructive measures are not

rarely can they turn out to be more effective from the standpoint of “cleaning” horsepower

rental field and ensure stable leading

the position of the firm or country practicing such measures.

Although such a destructive policy is recognized as unfair

smoking and is fraught with punishment in law, however, with

temptation to use along with constructive methods of competitive

the fight against methods of a destructive nature often wins.

Both individual companies and individual countries are forced to reckon with

this circumstance in the practice of competition. Ext. degree

the protection they provide against such measures also largely determines

not the level of their competitiveness, which in this formulation of the problem

aimed at ensuring economic security (of a company or country).

Thus, competitiveness practically includes the concept of economic

what kind of security, without which neither an individual company nor a country

cannot in the conditions of the modern world market for a long enough

time to maintain market positions. It is especially important to take this factor into account

when assessing a country's competitiveness (i.e. at the macro level), since

practically no single legal framework has yet been created between countries

(it is just being formed, and in a very unique way - on the basis of legal

systems of leading industrialized countries). Moreover, already within the framework of this

the new system is building such strategic conceptual

positions that can often thwart attempts by potential competing countries

rents to create and strengthen their own competitive base.

Thus, the concept of competitiveness actually includes

the concept of efficiency and is complemented by the fact that it requires ensuring economic

mic safety.

If your highly efficient manufacturing, trading, financial or

insurance business is not provided with the necessary level of protection from competitors,

With such security, your competitive advantages will not save you. They

will certainly become the prey of a competitor.

Ensuring security, as a rule, eliminates the loss of competitors

advantages or their transfer from one competing entity to another

gomu. Therefore, we can simply say that COMPETITIVENESS

PERFORMANCE = EFFICIENCY + SAFETY. At different organ levels

tions of economic activity, safety is achieved through various

ways.

One more remark: the nature of the competitive struggle conducted in the market

by different subjects at different levels of economic organization, greatly

is revealed. The competition of goods sold on the market will be completely

different compared to the competition of firms, companies or industry com

plexes. The competition between the two differs even more significantly.

efficient countries. Therefore, the concept of competitiveness in application

The approach to each level will be different.

It is obvious that it is impossible to approach the analysis of competitiveness in the same way.

capabilities of the product and country. The point is also that different levels of formation

competitive advantages are closely related to each other, but the names

but this circumstance is not always taken into account today.

Today in most scientific works consider competitiveness

varies at the micro and macro levels. At the same time, the microlevel is understood as

enterprise level, and under macro - country level.

This approach has a right to exist, but it is practically

the competitiveness of goods disappears - the level at which everyone

the buyer, when deciding to purchase a product, confirms its price

rentability almost every day. The commodity world, although it was created

It is used by enterprises, companies and firms and has its own specifics. To that

to the same when there is competition between goods, i.e. identifying their purchasing preferences

ly, the latter are often interested not so much in who produced them, but in their

real quality and price. Although for many products the manufacturer

is of great importance to the buyer, this relationship is constantly changing

as the role of sellers in the market changes.

In some works, the concept of national or macrocompetitive

competitiveness is questioned and a competitiveness analysis is proposed

limit to the level of goods and firms. But then it turns out that together with

competitiveness disappears and the problem of economic security

country, national economy. However, this only indicates that

that the issue of competitiveness is not sufficiently developed and requires

no further systemic research.

Nevertheless, today it is possible to formulate some generalizations,

which, in our opinion, will allow us to more clearly connect this category with intelligence

the problem of economic security that confronts us.

To identify the structure of the concept of competitiveness, you can use

call several criteria. The main one is, in our opinion,

criterion of subjectivity.

The main question we must answer when determining the level

or competitive advantages?

By answering it, you can build a three-level system of formation

1) micro level - goods (specific types of products and services);

2) meso level - individual enterprises, firms, their corporate volumes

associations, industries, industry complexes;

3) macro level - national economies of individual countries.

To these three levels you can also add a hypermacro level, when in

It is not individual countries that act as subjects of competition,

and associations of countries that previously agree to carry out

agreed economic policy, i.e. create aggregate competitors

ny benefits at the macro level. The most striking example is the European Union, but

there are others - NAFTA, ASEAN.

Total competitive advantages are more reliable, and the matter is fast

It's gradually getting to the point where competition will move to this hyper-macro

level, although this process is not simple or quick.

By the way, unlike our competitors, we (meaning the former

USSR, and today - Russia) from their total competitive advantages

actually voluntarily refused, destroying the general economic simple

CMEA and the USSR, and so far we are not making any serious efforts

for its restoration (of this space, and not the USSR and CMEA, of course).

Obviously, the loss of these cumulative competitive advantages is beneficial

our competitors, since they only benefit from this, turning from

the presence of our competitive advantage in its own.

The concept of macrocompetitiveness also includes regional

economic complexes at the national level, since the principle

formation of their competitive advantages will be very close (its

kind of second-order macro level). However, there are some special features here

the connection between such macro-competitiveness and economic security

The concept “micro” is used, as a rule, to distinguish

small forms of economic activity from large (macro) forms. But for

classification and structuring of the conceptual framework describing such

a complex organism like a modern economy, this is clearly not enough.

In accordance with the chosen levels of analysis, it is advisable to distinguish

and the range of factors that shape micro-, meso- and macro-competitiveness.

Each of these areas uses specific approaches and methods.

dy research. Each of the listed concepts of competitiveness

must be described by its own set of indicators.

This type of structural analysis can be called vertical because it

reveals the hierarchy of formation of competitive advantages.

At each level, certain tasks are solved with the help of competition,

Therefore, when analyzing competitiveness, it is important to understand what the main

goals are pursued in the competitive struggle of subjects - carriers of the competitor

new advantages. It is clear that enterprises and countries will have different goals,

Consequently, competitiveness will differ in content.

These goals in accordance with the levels of competitive advantages are usually times

differ in scale and time horizons: short-term - micro

level, medium- and long-term - at the meso level and ultra-long-term (true

ric) - at the macro level.

the totality of the competitiveness of its goods, enterprises and firms. But

this is only an external representation, i.e. what lies on the surface. Na sa

In fact, the competitiveness of goods and firms is based on national

new sociocultural and historical base. It is this sociocultural

the foundation creates the prerequisites for the formation of a national structure

economy, the way of economic behavior, the country’s specialization in

production of certain products and services. Accumulation occurs

tors for the formation of competitiveness from the macro to the micro level. About

products and services only crown this complex process of forming a market

rentability.

Finally, it is important to find out what benefits can be achieved

goals set by competing entities. There are three of them

1) resource - possession of resources of special quality or quantity (with

native or acquired);

2) operational - characterizing the degree or effectiveness of use

availability of available resources;

3) program-strategic - development strategy of the subject - carrier

competitive advantages and quality of this strategy.

The first two advantages are interconnected by the fact that the availability of resources

largely ensures the effectiveness of their use. For example, on

accumulated fixed production assets and qualified personnel

allow the enterprise to effectively use the available natural resources

resources. But when changing modern technologies often such a resource

These characteristics may turn out to be a heavy load that slows down the application.

understanding of rapidly changing technologies and obstacles to the formation and management

restoration of competitive advantages. The last advantage, on the other hand,

mouth, becomes especially important in the modern period, because today

competitive struggle actually turns into a struggle of practical strategies

ki at all levels, and the strategic component, in fact, is the leading

characteristic of competitiveness, although this characteristic creates

difficulties, since it is practically not quantifiable

and comparison.

If the first two advantages are quite traditional, then the last one requires

some clarification. Since competitiveness is a concept

associated with the formation and use of market potential

project, then its formation and implementation can be effectively carried out

We are only available according to a specific program, plan or in accordance with advance

developed strategy. It is no coincidence that developing a strategy in a competitive

struggle is the main and starting point of such a struggle.

Today's motto sounds something like this: NO STRATEGY - NO SERIOUS

NOAH OF COMPETITION. And we will add, there is no serious economic

skoy security.

In modern conditions, even an individual seller, if he is going to

to stay on the market for a more or less long time, it is necessary

have at least a simple strategy for competing in a competitive environment.

Strategy development consists of the following three main elements:

1) assessing the position of the object of competition (in our case, the country);

2) forecasting changes in the conditions of the competitive environment;

3) the actual development of a strategic action plan with options

reactions to various forecast situations.

All these elements remain relevant for any level of competition.

rent struggle. But the more complex and large-scale the subjects of this struggle, the more you

strategy work becomes more important and complex already at its initial stage

stage - assessment of competitive positions. The following characteristics are important for an enterprise:

statistics, such as its position in the industry, the structure of the industry, its growth rate and

structural changes, assessment of barriers to entry into the poten industry

cial competitors, the degree of technological, organizational and financial

co-economic integration of the industry, the presence of cartels in it

agreements, etc. Finally, it is important to qualitatively assess the company’s position as

subject of competition in a rapidly changing competitive environment.

It is especially important and at the same time difficult to assess the starting positions for

countries: a set of socio-economic, national-cultural and

military-political characteristics that can, to one degree or another, influence

y to its competitive position in the world. Quality is especially important for the country

a valuable assessment of its position as a subject of competition in a rapidly global

a lizing global economy.

The main task here is to identify the strengths and weaknesses of a competing

object. If this part of the work is done correctly, it allows you to get rid of

on the one hand, from illusions, and on the other, from unnecessary fears.

Developing a strategic plan or program is, first of all, creative

ical problem, the directions and parameters of its solution in many cases

difficult and sometimes impossible to determine in advance. Therefore, the more

competitive advantages of the strategic component, the more difficult it is to

demonstrate these advantages, assess the competitiveness of the subjects. STRATE

THE GICAL COMPONENT, OTHER EQUAL CONDITIONS, INCREASES

FROM MICRO to MACRO LEVEL. Therefore, the reducibility of competing entities

to a common denominator, allowing them to be compared reliably

competitive advantages and evaluate their competitiveness based on

ve integrated indicators, becomes increasingly complex, and sometimes

impossible.

Increased competitiveness and a series of victories in ITO competition

they lead... to the formation of a monopoly. A monopoly in a market economy is

puts pressure on competition, leads to a decrease in the company’s interest in development

tion of competitive advantages, since the incentive to

this is a competitor.

This applies both to an individual company and to an individual country. In your

In turn, this development of events leads to stagnation and degradation. Therefore, in mustache

conditions of a market economy, contradictions between tendencies of monopoly

tions (a consequence of the natural growth of the power of individual companies and countries) and

the need to maintain a competitive climate as the main driving force

forces of economic development of an economic system based on

night principles, are usually eliminated through external (non-market)

regulation. As a rule, these functions are assumed by the state and/or

public authorities. Their task is to find and mouth

new in each specific case the optimal ratio of allowable

possible level of monopolization and degree of competitive tension.

Another aspect of this problem is ensuring the same economic

danger. It is non-market regulation that makes it possible to implement the requirements

research on economic security in the economic practice of the country. Wherein

The main role in the implementation of this function should be played by the state.

Here we are faced with the problem of choosing between private and public

noah monopoly. Many specialists (economists, lawyers, not to mention sociologists and political scientists) do not make such a distinction and, as a rule,

any monopoly is considered evil. This is categorically false, especially in

holding a state monopoly.

Any private company strives to create monopoly conditions for its

existence to obtain monopoly excess profits. Otherwise it's a shame

lamentation loses its meaning. But a private monopoly company operating

under the control of the state or the public, already finds itself in conditions

restrictions on obtaining monopoly profits. This is especially true for

state monopoly. The state, taking into its hands the monopoly right

setting prices, at the same time assumes responsibility to the population

by the country for the fair use of this right, i.e. that one is responsible

a feature that a private monopoly firm is completely deprived of.

Thus, a state monopoly differs from a private one in that

it is usually accompanied by social responsibility, including

soup and solving the problem of ensuring the economic security of the country.

A private monopoly has virtually no such responsibility.

This circumstance is important to take into account when forming a macro strategy.

competitive development, since social stability in the country and its

economic security - determining conditions for competitiveness

at micro, meso and macro levels.

Promotion economic efficiency in a market economy it can

enter (and often enter) into conflict with social efficiency, creating

causing unemployment, excessive export orientation (to the detriment of national

ny needs or interests) or import dependence, etc. All these

problems are solved within the framework of the implementation of the government’s economic policy

state, responsible to the population of the country for the internal

social stability and external security.

Therefore, competitive strategy at the macro level, closely related to re

solving economic, social and political problems - in fact

As a result of studying this chapter, students should:

know

- the essence of the competitiveness of the national economy;
- concept and forms of unfair competition;
- dangers and threats arising from unfair competition;
- current state development of the antimonopoly legislation system;

be able to

- take a systematic approach to solving problems related to assessing the competitiveness of the economy;
- use the methodology for assessing competitiveness while ensuring economic security;
- identify individual forms of unfair competition;

own

- a body of knowledge in the field of combating unfair competition;
- methods for assessing the level of unfair competition;
- ways of monitoring compliance with antimonopoly legislation.

Key words: competitiveness, fair competition, criminal competition, hostile takeovers, countering unfair competition.

Competitiveness of the national economy as a mechanism for ensuring economic security

The competitiveness of the national economy and economic security are in constant interaction. Both economic security and competitiveness are integral characteristics of the national economy. However, if competitiveness is the goal and determines the level of development of the national economy, then economic security provides the conditions for existence and development. It can be assumed that the required level of economic security is a necessary condition and its achievement is determined by the use of economic and non-economic methods.

The competitiveness of the national economy is predetermined by sufficient conditions, which include: high rates of economic growth in the medium and long term; productivity level of production factors; the ability of economic entities to participate in international competition.

Increasing the competitiveness of the national economy underlies the acceleration of economic growth and, in accordance with this, an increase in the overall level of well-being.

In Art. 4 Federal Law dated July 26, 2006 No. 135-FZ “On the Protection of Competition” defines competition as “rivalry between business entities, in which the independent actions of each of them exclude or limit the possibility of each of them unilaterally influencing General terms circulation of goods on the relevant commodity market.”

Competition in a free market is a self-emerging, self-sustaining and self-regulating phenomenon, objectively inherent in market connections and relationships. If we approach the problem of competition from this point of view, then it is more legitimate to consider it from the point of view of the impact on the processes of competition, called competition management, and equally, or even to a greater extent, from the standpoint of developing the capabilities of business entities to participate in competition, to strengthen their competitiveness. market position.

With this formulation, the focus should be on the competitiveness of business entities, agents of economic activity, and the object of studying the theory and practice of management becomes managing the competitiveness of participants in competitive market relations x.

In the scientific literature one can find different definitions of the concept of “competitiveness”, although the meaning of this category is clear that in all cases we are talking about the ability of a participant in economic activity to compete with its rivals in the markets.

The concept of competitiveness has not yet been fully formulated, despite the general recognition of its importance. To understand what competitiveness is, you must first understand foundations of the nation's well-being. The main economic goal of the nation is to increase stable level life of the country's population. The standard of living must be assessed for the population as a whole, and not for individual citizens, and improvements in the standard of living must be available to all groups of the population.

In contrast to competitive relations (competition), which represent certain relations between its subjects, the concept of “competitiveness” is a potential or actual property of a phenomenon (person or thing) directly related to competition. In the most general case it determines the potential or level of opportunity of a subject of competitive market relations to compete with its counterparties.

In the global competitiveness ranking 2015-2016. ( The Global Competitiveness Index 2015-2016)(Table 11.1), published by the analytical group of the World Economic Forum (WEF), Russia ranks 45th.

The World Economic Forum study uses two indices to rank countries: Global Competitiveness Index And Business Competitiveness Index. The generalized estimate is given by Global Competitiveness Index (GGT).

The Global Competitiveness Index includes 12 competitiveness elements that characterize the competitiveness of world economies at different levels of economic development. These components are: “Quality of institutions”, “Infrastructure”, “Macroeconomic stability”, “Health and primary education”, “Higher education and training”, “Efficiency of the market for goods and services”, “Efficiency of the labor market”, “Development” financial market", "Technological level", "Domestic market size", "Competitiveness of companies" and "Innovation potential".

In 2013, Russia took 64th place, in 2014 - 54th place.

In first place in the 2015-2016 ranking. Switzerland is located, occupying this place for the seventh year in a row. Second place - Singapore, 3rd - USA (world leader in the production of innovative products). To the advantages of American economic system include: extreme competitiveness, innovativeness, a supportive university system, a flexible labor market and a significant size of the domestic market. Among the shortcomings are noted low level trust in politicians (48th place), ineffective spending public funds(73rd place), low level of macroeconomic stability (113th place).

1 World Economic Forum, 2014. The Global Competitiveness Report 2014-2015.

According to M.I. Gelvanovsky, “in relation to the economic sphere, competitiveness in the most general form can be understood as the possession of properties that create advantages for the subject of economic competition (competition).”

The identification of competitiveness at different levels of economic management also emphasizes the specificity of methods for managing competitiveness at each level, the uniqueness of macroeconomic and microeconomic management, the ability to compete of countries, industries, regions, companies, manufacturers individual goods and services.

In accordance with the levels of the concept of competitiveness, carriers of competitive advantages can be divided into three main groups, each of which characterizes hierarchical level formation of the category of competitiveness:

- micro level - goods (specific types of products and services);
- meso level - individual enterprises, firms, their corporate associations, industries, industry complexes;
- macro level - national economies of individual countries.

According to the concept of M.I. Gelvanovsky, on each of the indicated

levels, the different content of the competition process itself and the range of factors that shape micro-, meso- And macrocompetitiveness. Each of the listed concepts of competitiveness is described by its own set of indicators and, accordingly, the process of increasing it requires an approach specific to each level.

In accordance with the proposed structure of the concept of competitiveness, various concepts are formulated at each level:

-microcompetitiveness- a set of factors that provide goods with advantages in their exchange for money in the domestic and foreign markets;
- mesocompetitiveness- a set of factors that ensure sustainable production and sales of competitive goods in the domestic and foreign markets;
-macrocompetitiveness- a set of factors for strengthening and developing the national reproductive base, which ensures the country’s long-term advantages in the global economy compared to other countries.

The entire set of competitive advantages can be divided into three groups:

- resource(possession of resources of special quality or quantity (natural or acquired));
- operating rooms(characterization of the degree or efficiency of use of available resources);
- program-strategic(the presence of a specific development strategy for the entity that bears a competitive advantage, the quality of this strategy).

As competitive market relations develop, the types of advantages become more complex from resource to strategic, and the latter (strategic) become more and more important.

National competitiveness economy(NE) - an indicator of how effectively a country, compared to other countries, uses its economic, scientific, technical, production, organizational, managerial, marketing and other capabilities to produce goods and services that successfully compete with foreign goods and services competing with them both in domestic and foreign markets.

The state's task is to lay long-term foundations for increasing the country's competitive advantages and push national producers to increase their competitiveness. In a market economy, the state is not endowed with the function of managing competitiveness, even in relation to industries and public sector enterprises, where this function is truncated.

State management of competitiveness represents organizational, administrative, economic, moral and psychological impact government agencies on the processes of development, manufacturing, market circulation, consumption of goods and services and participants in these processes, carried out with the aim of strengthening positions in markets, maximizing sales volume, sales revenue, income, profit through the use of competitive advantages. The latter include a higher technical level and quality of goods and services compared to competitors, lower prices, production and distribution costs, including transaction costs.

State management of competitiveness on macro- and microeconomic levels, aimed at its increase includes, respectively:

- financing of scientific research, design, engineering, technological development, pilot production, testing within the framework of state target programs for scientific, technical and technical development;
- state participation in professional training, improving the level of education of workers;
- state participation in the search, dissemination, transfer of world experience in production and organization of market sales;
- state assistance in the development and application of resource-saving technologies for the production and circulation of products;
- quality management of goods and services through the development and approval of state quality standards and product certification;
- state assistance in promoting goods and services of domestic producers to sales markets, retaining and expanding market sectors, protecting against pressure from domestic and foreign monopolies.

The state does not manage competitiveness, but influences it through various measures and means of regulation - legislation, by-laws, government regulations, economic levers. Real competitiveness management is carried out at the level of direct producers. It is on manufacturing firms, their ability to work in the market, and focus in business that it depends on the extent to which they can use not only their internal potential, but also the national opportunities created by the state to maintain competitiveness.

The connection between competitiveness and security it is practically not considered at the theoretical level, although this is an extremely important methodological aspect that must certainly be taken into account when developing the country’s competitive strategy. This connection is due to two main features of competition.

The first is extreme rigidity, which, as a rule, theorists try not to talk about, but which practitioners are well aware of. First of all, we should not forget that competition is a competition in which only the winners reach the finish line.

The second, which follows from the first, is the dual nature of competition from the standpoint of generally accepted morality, which often hides the real ways to achieve competitive positions. From this property it follows the relative nature of competitiveness indicators.

In other words, real competitiveness is always not an absolute characteristic of resource potential, but relative, in relation to some other competing entity that bears competitive advantages (product, company or country). This, in turn, means that an ineffective market entity can also be competitive if it manages to ensure that other competing entities turn out to be even less efficient, i.e. if competition is conducted in an unfair manner, in violation of generally accepted rules.

It should be noted that in our literature an image of some idealized competition has been created, and entrepreneurs themselves are presented in the image of some “knights of the market without fear or reproach,” and on this basis serious social and economic structures are built. Although everyone, without exception, understands that this is not so. The aphorism of the English thinker Thomas Fuller, who lived back in the 17th-18th centuries, is well known: “He who intends to do business only with honest people must forget about commerce.”

It follows from this that competitiveness can be achieved not only by market entities improving their own characteristics, but also by influencing competitors to block their development or use any destructive measures against them. For example, by undermining their competitive potential or disrupting plans and programs to increase the competitiveness of their market opponents. And the ego, unfortunately, is not an exception, but, as T. Fuller correctly noted, rather the norm.

At the same time, undermining the market positions of competitors often turns out to be cheaper than developing and implementing one’s own expensive programs to improve technology, train personnel, find new ways to satisfy consumer demand, etc. In addition, destructive measures can often turn out to be more effective in terms of “cleaning up” the competitive field and for some period of time ensure a stable leading position for the company or country practicing such measures.

Although such destructive policies are recognized as “unfair competition” and are sometimes fraught with legal punishment, nevertheless, the temptation to use destructive methods along with constructive methods of competition often wins.

Both individual companies and individual countries are forced to take this circumstance into account in their competitive practices. The degree of protection they build from such measures also largely determines the level of their competitiveness, which in this formulation of the problem becomes an activity to ensure economic security (of a company or a country).

Thus, competitiveness practically includes concept of economic security, without which neither an individual company nor a country can maintain its market position for a sufficiently long time in the conditions of the modern world market. If highly efficient production, trade, financial or insurance business is not provided with the necessary level of security from competitors, they cannot be considered competitive.

If a system of such security is not built, no competitive advantages will save you; on the contrary, they will most likely become the prey of a competitor. Ensuring security, as a rule, blocks the loss of competitive advantages or their transfer from one competing entity to another.

Therefore, it can be simplified to say that competitiveness- This efficiency plus safety. At different levels of business organization, security is achieved in different ways.

The competitiveness of the national economy is the main indicator reflecting the state of the country's economy and the prospects for its development. In modern conditions of large-scale cross-border movement of capital, globalization of markets and production, the competitiveness of goods, enterprises and the state is increasingly determined by the ability of the national economy to generate and implement new technologies.

Considering that the economic security of a state is a state of the economy and government institutions that ensures guaranteed protection of national interests, harmonious, socially oriented development of the country as a whole, sufficient economic and defense potential even in the most unfavorable scenarios for the development of internal and external processes, it has : internal material basis- a sufficiently high level of development of productive forces, which is capable of providing an essential part of the natural and cost elements of the expanded reproduction of GNP; internal socio-political basis - a sufficiently high level of public agreement regarding long-term national goals, allowing for the development and adoption of a state strategy for social and economic development.

The development of competitiveness ensures the progressive development of the country's economy. In the strategic perspective, the restrictive economic measures introduced against the Russian Federation, global and regional, will have a negative impact on economic security. economic crises, strengthening of unfair competition, and the number of factors determining national competitive advantages will include: education and public health, development of science, possibilities of the information environment, provision of government controlled conditions for the disclosure of the creative creative abilities of each individual, purity environment and high quality of life, rapid development of key production and technical systems of the new technological structure.

Kuznetsova E.I. Economic security and competitiveness. Formation of the state's economic strategy: monograph. M.: UNITY-DANA, 2012.
Gelvapovsky M.I., Rozhkov K.L., Skryabina N.I. Competitiveness of the national economy. Problems of statistical support. Search for methodological adequacy. M.: Statistics of Russia, 2009.

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