Selecting a Leader Enterprise Using a Dynamic Competitiveness Assessment Model

Vladimir P. Poluyanov
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Abstract

The article is devoted to the consideration of various methods for assessing competitiveness in the context of changes in the internal and external conditions of the functioning of enterprises under the influence of digitalization, import substitution processes and other challenges in the domestic economy. The article notes that methods for assessing the competitiveness of an enterprise are quite well developed in theory and are widely used in practice. However, a certain problem is the approach to choosing a method in relation to the system of indicators for assessing the competitiveness of a particular enterprise. The obtained competitiveness assessments serve to identify the strengths and weaknesses of the enterprise. In the future, measures are developed and implemented to eliminate weaknesses and strengthen strengths. Various methods for assessing competitiveness are considered: the theory of comparative advantage, the theory of equilibrium, the theory of J.-J. Lambin, McKinsey analysis method “7S”, enterprise competitiveness analysis method “GAP”, competitiveness analysis method “LOTS”, PEST analysis, SWOT analysis, “4P” methodology, benchmarking method, competitiveness assessment method based on the provisions of the theory of effective competition. The author supports the opinion of those researchers who consider three levels of competitiveness indicator: tactical, strategic and operational. At the operational level they will use an indicator of product competitiveness, at a tactical level – an indicator of competitive potential, at a strategic level – competitive advantages and growth in the market value of the enterprise. The author has proposed an improved algorithm for calculating indicators using a model for dynamic assessment of competitiveness, which makes it possible to identify the leader (the most promising enterprise) and use its indicators as normative ones when planning measures to increase competitiveness. In the future, the resulting deviation of actual indicators from the standard (indicators of the leading enterprise) allows us to outline operational, tactical and strategic measures to increase competitiveness.
利用动态竞争力评估模型选择领军企业
在数字化、进口替代进程和国内经济面临的其他挑战的影响下,企业运作的内部和外部条件发生了变化,文章专门探讨了在这种情况下评估竞争力的各种方法。文章指出,评估企业竞争力的方法在理论上已经相当成熟,并在实践中得到广泛应用。然而,一个问题是如何选择与特定企业竞争力评估指标体系相关的方法。所获得的竞争力评估有助于确定企业的优势和劣势。今后,将制定和实施消除弱点和加强优势的措施。本文考虑了各种竞争力评估方法:比较优势理论、均衡理论、J.-J. Lambin 理论、麦肯锡 "7S "分析法、企业竞争力 "GAP "分析法、竞争力 "LOTS "分析法、PEST 分析法、SWOT 分析法、"4P "方法、基准法、基于有效竞争理论规定的竞争力评估方法。作者支持一些研究者的观点,他们认为竞争力指标有三个层次:战术、战略和运营。在操作层面上,他们将使用产品竞争力指标;在战术层面上,他们将使用竞争潜力指标;在战略层面上,他们将使用竞争优势和企业市场价值增长指标。作者提出了一种使用竞争力动态评估模型计算指标的改进算法,从而可以确定领先者(最有前途的企业),并在规划提高竞争力的措施时将其指标作为规范指标。今后,根据实际指标与标准(领先企业的指标)之间的偏差,我们可以制定提高竞争力的业务、战术和战略措施。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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