Конкурентоспособность услуг и направления ее повышения Зайцева (1194026), страница 10
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Необходимая для поддержания или увеличения уровня конкурентоспособности система ее обеспечения используется в авиакомпании «Аврора». В компании применяются принципы системы обеспечения конкурентоспособности такие, как ориентация на потребителя, постоянное улучшение, взаимовыгодные партнерские отношения и бренд-стратегия. Как дополнение к существующим принципам, можно отметить, что авиакомпании необходимо наладить больше партнерских отношений по код-шерингу, что позволит ей расширить географию полетов, при этом используя совместный рейс с другой компанией, без необходимости расширять парк воздушного судна. Были предложены мероприятия по повышению уровня конкурентоспособности «Аврора» по отношению к «S7». Мероприятия предполагают повышение качества услуг с помощью обучения персонала, повышения их профессионального и культурного уровня; создание имиджа компании, используя рекламную кампанию. Удалось выявить проблемы, существующие в Хабаровском филиале, с недостаточной работой отдела маркетинга. Изменения в организационной структуре коммерческой дирекции отдела маркетинга позволят авиакомпании «Аврора» повысить уровень узнаваемость и репутацию среди жителей г. Хабаровск.
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ПРИЛОЖЕНИЕ 1
«КОНКУРЕНТОСПОСОБНОСТЬ УСЛУГ И НАПРАВЛЕНИЯ ЕЕ ПОВЫШЕНИЯ»
Студент гр. 343 __________________ Т. К. Зайцева
Консультант
к.ф.н., доцент __________________ Ю. С. Максимова
The relevance of the chosen theme is the need to assess the competitiveness of products for effective action in today's competitive market.
Today people actively use services of passenger air transportation, while they face the question "what airline to choose." On quality of the provided company services are practically at one level, from another clients do not see strong differences of one airline and choose service which will cost them cheaper. Companies compete mainly by the price; they also use various bonus programs to attract customers. At the same time, carriers should not neglect the quality of service and other criteria that could affect their reputation. Competitiveness of products have the main role for further development for each of the air carrier on the market.
The goal of this graduation paper is to assess the competitiveness of air services and the ways for their improvement.
The objectives of the research are:
1. To study the concept of competitiveness, its nature and importance for the Management.
2. To analyze factors and methods to assess competitiveness.
3. To analyze business activity of JSC "Aurora Airlines".
4. To conduct a competitive analysis of the passenger air travel market.
5. To assess the competitiveness of airline services provided by the "Aurora Airlines".
The theoretical basis of the graduation paper is the legislative and normative acts of the Russian Federation, scientific researches on competitiveness.
In the process of completing the tasks of the paper the following methods were used: survey and comparison, analysis and synthesis, induction; analytical and graphical methods.
The practical significance of the graduation paper lies in the fact that it is difficult for the regional carriers to compete with large national companies. In the Far East, such example is the "Aurora Airlines" and "S7".
Companies compete with each other in the sphere of manufacturing and selling similar products. Each company aims at capturing the maximum of a potential market share, occupying the leading position. Competition is the mechanism of competing, the struggle for market structures to find a buyer and an opportunity to sell their goods on the most favorable terms and get the maximum of profit.
Competition is defined as a position in which anyone wishing to buy or sell anything can choose between different suppliers or buyers. Another interpretation of the term "competition" describes it as "a process in which firms compete with each other for consumers of their products".
There are three main approaches determine the economic content of the competition: behavioral, structural, and functional. The behavioral approach was the first to determine competition. Adam Smith considered competition as "fair rivalry between sellers for more favorable terms of sale of their products". The structural approach determines the content of competition by market and its conditions.
Competition is the main condition for market existence and development; it constantly forces companies to improve their production methods, to update their range of goods, to ensure sales, and to generate demand.
The well–known theory of competition by Michael Porter states that there are five driving forces in the market, which determine its possible profit. Each force in Michael Porter's model represents a different level of goods competitiveness:
– buyers’ market power;
– suppliers’ market power;
– threat of new members’ invasion;
– risk of substitute goods;
– level of competition or intra–industry competition.
Michael Porter believed that these elements were the driving forces of market competition. The golden rule of M. Porter’s theory of five competitive forces is the following: the weaker is the influence of competitive forces, the more opportunities are there for a company to obtain high profits in the industry.
The means of competition are goods and services with which rival firms seek to gain recognition and get consumers’ money. Competition obliges companies to create competitive products.
In contrast to the concept of "competition", the term "competitiveness" does not have a commonly accepted interpretation; there is no standard approach to the methods of its evaluation and formation, consequently, there are different interpretations of competitiveness.
Competitiveness is a comparative category, which means it is necessary to evaluate and compare similar objects.
Contribution to the concept of "competitiveness" depends on the object of its assessment. The objects are products, companies, industries, and countries. Competitiveness can be considered on four levels regarding these objects which constitutes the "pyramid of competitiveness."
Competitiveness of products is the ability of a product to meet the requirements of a market in the period under review in comparison with similar competitors. A consumer chooses a product or service that will best meet their needs. Therefore, it may be noted that competitiveness of a commodity reflects the degree of attractiveness for the consumer making a purchase.
From a consumer’s perspective, competitiveness represents something which is better in comparison with analogues, substitutes the ratio of modern qualitative characteristics of services and the cost of its acquisition and consumption provided that they meet the requirements of a particular segment. From a manufacturer's perspective, competitiveness is a way to achieve absolute return of their resources and to create a positive image among their customers.
In order to achieve the main goal of a business – that is to get profit – companies have to improve and provide competitiveness of a product, since it determines the amount of sales. A company’s management has to establish and maintain the necessary level of competitiveness of a product at all stages of its life cycle, as well as to prevent decreasing of the achieved level, and to improve those criteria that lag behind competitors’ assessment.
A competitiveness factor is the immediate cause, which presence is necessary and sufficient to change one or more of competitiveness criteria. The criterion of competitiveness is a qualitative and / or quantitative characteristic of a product, which is used to assess its competitiveness.
The competitiveness of goods is determined by a consumer who compares the price, quality and level of service before and after a purchase, as well as goods marketing. These factors determine goods attractiveness represented as a chain of price–quality–service marketing environment.
There are two types of criteria: value or quality, and cost. The value criterion includes quality, social targeting, security, and image. The quality of services includes, for example, the following factors: the company’s competence, the reliability of the company's activity, staff’s understanding and thoughtfulness, communicative accessibility, service security, service culture.
To assess service competitiveness one can use a variety of methods. The easy–to–use method involves the following steps:
1. Developing a list of key performance factors.
2. Setting a score according to a specific rating scale.
3. Summarizing these evaluations.
The most competitive service will be the one to score the highest number of points. However, for a more precise estimate it is necessary to rank the factors and their scores according to their importance.
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