The main ways of improving the competitiveness can be identified by considering the parameters obtained in more detail: we are speaking about parameters on which the assessment was less than 100; they are reserves of increasing the competitiveness of the company.
3.2 Choice of development strategy of the company and its principal activitiesIn annex B there are scenarios of «ZoomlionHeavyIndustry & Science» based on assumptions about the optimal, the best or the worst market situation. S trategic actions in this case are the appropriate response from the company’s management. K
nowledge of all the possible alternatives for the development of the company allows management to move to the next stage of strategic planning — choice strategy, whose goal is to select the alternative that maximizes the long-term effectiveness of the organization. Based on our analysis we propose «ZoomlionHeavyIndustry & Science» following objectives (Fig.B.1 Annex B). A fter setting the goals of the third level we can begin formulating and setting targets to achieve the goals. SWOT-analysis carried out in the previous chapter identified the key areas for further strategic development of"ZoomlionHeavyIndustry & Science", which are: Development and introduction of new services into «ZoomlionHeavyIndustry & Science» activityDevelopment and implementation of marketing strategy, including the promotion systemAcquisition of new skilled personnel and increase of motivationThese areas will be the basis of strategic development of «ZoomlionHeavyIndustry & Science». D ue to the fact that the competitive position of the company is rated as strong, and the market growth of products and services can be regarded as moderately fast, the most suitable for the enterprise are the strategies of centered or conglomerate diversification: to find and use additional features of new products and expand business by means of products which are not associated technologically with existing products. To further develop the strategy it is necessary to analyze the possibility of applying the basic types of strategies, and prepare a list of strategies. The possibilities of using standard strategies for the enterprise are presented in Table 27. A
fter considering the possibilities of competitive behavior of «ZoomlionHeavyIndustry & Science» in the market, it is proposed to adhere to the strategy of differentiation, which will increase the company’s competitiveness by expanding the market for services and creating a positive image to attract big payable customers. Table 27 The choice of the reference strategy for «ZoomlionHeavyIndustry & Science"StrategyAdvantagesLimitationsThe strategy of cost leadershipReducing costs through the use of company scaleThe company cannot reduce the cost of services too muchDifferentiationstrategyTake advantage of exclusive brands representedLittle prominence of exclusive brands in societyThestrategyoffocusingStrengthening effect on the individual market segmentsRisk of loss of other segments and the market share in the overallThe use of concentrated growth strategy allows the company to improve its product or begin producing a new one, without changing the industry, and also determines the need to find opportunities to improve its position in the existing market. T he possibility of using this type of strategies for «ZoomlionHeavyIndustry & Science» is discussed in Table 28. T he analysis shows that to increase competitiveness the company must adhere to the strategy of market penetration, in the framework of this strategy, it is necessary to carry out advertising campaigns and organize a variety of activities that will attract new customers. Table 28Strategy choice for «Zoomlion Heavy Industry & Science"StrategyAdvantagesLimitationsThe strategy of market penetrationAggressive promotion on the marketDecrease of the possibility of new market offeringsThe strategy of product developmentAdditional features of available market due to better meeting the needsDifficulties with access to new marketsThe strategy of market developmentExpansion into new markets and segmentsThe threat of high barriers to entry into new marketsThus, to improve the competitiveness «ZoomlionHeavyIndustry & Science» must adhere to the company development strategy, which is a strategy of market penetration, coupled with the strategy of focused differentiation.
I n compliance with this strategy, the company will increase its market share by identifying new competitive advantages. Implementation of this strategy will allow the company to increase the absolute performance indicators: revenue — up 10% from the level achieved during the growth of the cost of not more than 5%, which will increase the profitability and efficiency of «ZoomlionHeavyIndustry & Science» activity (Fig. B. 2 of Annex B).Key indicators of this strategy are: Indicators of profitability of activity (complex), rub / rub. Margins activity (complex), %Dynamics of revenue and sales volume, mln. rub, %Amount and structure of the cost of production and sales, mln.
rub, %The market share, mln. rub., %Structure of customers, %Indicators of the effectiveness of marketing activities, mln. R ub. / rub, %Structure of the range, %, unitsNumber and structure of personnel, persons, %Investments in staff and other resources, mln. rub. This system of indicators would monitor the implementation of the new strategy and the effectiveness of its implementation. The analysis of the process of establishment of quality management system on «ZOOMLION HEAVY INDUSTRY & SCIENCE» in the context of improving the process of quality management in the enterprise shows that it is necessary to rebuild the organizational structure with the release of quality control service. Analysis of the requirements of the Russian GOST and ISO, the consideration of realities that exist in enterprises, allow us to approach the issue of creating the quality management service, the definition of its functional responsibilities, place of service in the enterprise to ensure the quality of products and services in such a way that the state standards are taken into account along with the specific features of enterprise, and also the bulk of the organizational problems is removed. Organization of activities on ensuring the effective operation of the quality management system should also take into account the following requirements of regulatory documents [5]: QMS should cover the activities of all departments and services of the organization. T
he provisions of the departments and services, and job descriptions of employees should include powers and responsibilities in the field of quality. An organization must provide: Collection of data on the quality and effectiveness of various measures and QMS at all stages of development, production and operation;The definition of performers, departments and services responsible for the collection, analysis and distribution of information, and their functions;Establishment of stable links between information sources and consumers of information;The creation of data sets of regulatory and reference data, the rules for their use, storage and modification. Regulation on the service quality, which is the organizer of the establishment and the functioning of the QMS should take into account all of the above requirements. The organization of quality management involves the creation of a quality system corresponding to the recommendations of ISO 9000, and taking the necessary measures to ensure effective functioning. T he creation of quality systems means their development and implementation within an enterprise. To develop the quality system basically means to determine what processes and structures should be included in the quality system and what functions they are to perform to ensure the required quality of products / services, and then to develop the necessary regulations to carry out these functions. Operation of the quality control service of «ZOOMLION HEAVY INDUSTRY & SCIENCE» is based on the Regulation on the quality management service, which should include [5]: Requirements to the enterprise quality management service (the structure of the quality management service) Based on the main premise of existing quality management systems of enterprises, quality assurance of developed and manufactured products is a shared responsibility of all departments, services and performers in accordance with «the organizational structure of the QMS described in the quality manual. I t integrates all the departments of the enterprise with the division of functional responsibilities according to specific activities. Due to the fact that all divisions of «ZOOMLION HEAVY INDUSTRY & SCIENCE» are responsible for the creation of products (services) of high technical level and quality, the «Regulations for the units (services)» acting in the company should reflect functional responsibilities of each department in the field of quality. In this case, the quality management service (QMS) shown in Figure 9, is a purely conventional structural unit, as it consolidates the divisions of Company, Quality Committee and performers from different business units. T
his is necessary to ensure the solving of all QMS tasks and due to the nature of the business. S umming up the results of activity for the quality improvement of the quality management system as a whole, its elements and processes is carried out at meetings dedicated to the quality of the company. D ecisions are made in the form of protocols, technical solutions or activities. Resolution of operational issues to ensure the quality of products and product failure analysis rests on quality control division and periodically convened commissions, which are created in the company if necessary. Commission on internal audits of the QMS, consisting of specialists of the company who have passed training courses for QMS internal audits experts, carry out checks on all aspects of the quality management system in preparation for the certification of quality management system of the enterprise and in the framework of planned internal audits. Specialists responsible for the quality are the authorized representatives of the QMS in the units, along with the heads they carry out of the policy of the company in terms of quality, preparation and conduct of «Hours of quality» in the units, as well as preparation of information on the work of individual performers and divisions in general. A person responsible for the quality is appointed by the head of department in consultation with the QMS. Director (general management, in accordance with the quality manual) Deputy Directors (in accordance with the provisions of services) Responsible for the quality of units (in accordance with the Regulation on the quality and job descriptions) Permanent Commission on internal audits (in accordance with the Regulation on the quality) Group of operational quality control (in accordance with job descriptions) Periodically convened Commission on the quality (in accordance with the Regulation on the quality) Fig.
9. T he organizational structure of the QMS of «ZOOMLION HEAVY INDUSTRY & SCIENCE"Quality management service implements its activities on the basis of ongoing information relating to all departments. P reparation of administrative documents, recommendations, guidelines, reference and other types of documents concerning quality is carried out on the basis including information received from departments. Information flows between departments and QMS ensure the provision of the QMS with reliable information about the quality of products and processes. The amount of information relevant to the activity of any enterprise is huge and has long exceeded the capacity of its perception by anyone, even the most talented director. T
his situation can only be solved by a joint decision of the two tasks: rational organization of information flows;the perception and processing of all information relevant to the activity of the enterprise. Solving these problems is required to achieve good governance. A nd it is clear that the solution of the first problem is aimed at the solution of the second, and it is important to use telecommunications tools in the enterprise. ISO 9000 standards describe how and on what principles the flow of information across the enterprise should be organized. I t is explained by the fact that the ISO 9000 series is based on the isomorphism (likeness) of the quality management systems as a consequence of the similarity of information flows in the enterprise.
I somorphism of quality management systems is its most important property. Material flows in each enterprise are different and they cannot be the subject of international standardization. W e can say that the ISO standards formulate requirements for «nervous system» of the enterprise. At the same time, the system built by the company, even in strict accordance with the requirements of the ISO does not address the second of these tasks — does not provide the perception and the timely processing of a huge amount of information concerning the operation of the processes in the enterprise. A t the same time the necessary information is not received in full, in one process or another, as a result decisions made, in principle, cannot be adequate.
T his problem can be solved only by a entering into computer of all the information to be stored and (or) analyzed. T he computer must be equipped with the appropriate software. T
herefore, as part of establishing a quality management system of «ZoomlionHeavyIndustry & Science» it is necessary to make compulsory the introduction of information technology. In practice, the implementation of this process in the «ZoomlionHeavyIndustry & Science» must begin with the planning of all the works included in the process — it is the first step. I n drawing up the plan it is necessary to consider the resources for each job, and the analysis of its results. A
t the same stage before the start of the process implementation the parameter is measured (estimated).At the second stage all the work included in the process is performed. The third stage involves the measurement of results (parameters) of each job and the value of the parameter — after the implementation process. At the fourth step a new (improved) plan of process implementation is drawn up and carried out. F rom real-world situations, this scheme of four steps differs only in the number of works affecting the effectiveness. Practical analysis of the influence of parameters of works carried out in QMS on the effectiveness of the processes and the effectiveness of any enterprise requires processing large amounts of information, which can only be done with the help of modern software. Thus, the introduction of an updated quality management system of «ZoomlionHeavyIndustry & Science» can be effective only under the condition of adequate application of computer technology to analyze all information relevant to the organization. Further development of the QMS in the enterprise is achieved through solving the following tasks:
1. Expansion of the list of processes quality indicators for monitoring implementation.
2. Updating of the existing QMS documentation in accordance with the ongoing activities to restructure the company.
3. Using a constantly updated database of quality of goods and services supplied to the enterprise for more effective selection of suppliers. To encourage the innovative development of enterprise personnel it is proposed to change the system of remuneration and bonuses of employees to a more flexible one, in which wages will be more dependent on the performance of the individual employee and the company as a whole. T o do this, it is necessary to abandon the existing forms of payment — time-bonus for all employees. B ase salary is kept in the range of the existing salary levels of employees of this sector of labor market and is the main form of payment.
T he salary is determined by the director of the organization. To enhance employee engagement in the innovation performance of the system we can offer the following payment and bonuses: The main part: 50% from the current rate of wages for the position;Allowance for the production: 40% from the current rate when a certain standard is met. I f the index is increased by 10% in comparison with a standard, the allowance for the production is increased from 40% to 50%, if by 15%, then up to 55% etc. I f the standard is not met, the bonus for the production is reduced by 5%;Allowance for years of service: 5% after 3 years with the firm, followed by 1% for each year thereafter;Collective Prize: 15% of the current rate for the most productive worker in the past month;Bonus from the Director funds: 10% of the rate is paid at the discretion of the Director, both to individuals and to the team as a whole in achieving maximum performance. S
uch premium can be paid irregularly, and it is necessary not just to give the names and amounts, but be sure to explain — for what merits, results, etc. it has been paid. Thus, the increase in the payroll will be about 10% of the achieved level since mandatory payments are (50% + 40%) = 90% of the base rate, and the remaining payments (5 + 15 + 10) = 30% shall be paid not to all employees, but only to those who meet the above criteria, so the amounts will not be 30%, but approximately 15% of the total payroll. At the same time, the company receives an effective system of remuneration, enabling employees to improve the quality of work, engagement and maximum satisfaction of consumer expectations, and as a consequence — for profit and growth of the efficiency of the enterprise as a whole.
3.3Economic justification of the effectiveness of the developed innovation strategy of «ZoomlionHeavyIndustry & Science"The introduction of new proposals always is costly, so not only careful planning of the events is necessary, but the evaluation of their effectiveness to determine the feasibility of their implementation. I f there are several alternative measures, especially under the conditions of limited budget, the calculation of the efficiency of each of them will help to identify the most profitable areas of investment. Efficiency is understood as the ratio of received (planned) result to the costs for this event implementation. W e should distinguish [18]: Commercial (economic) efficiency, showing the proportion of growth of financial indicators (sales, profits, etc.) of the costs incurred as a whole or on a separate event;Quality assessment, i.e. the degree of achievement of the objectives. Social efficiency, expressed in the creation of new needs, such as the promotion of new, previously unknown territories, or the creation of new jobs. Costs related to the change of the organizational structure of the company with the introduction of the quality management system will be the following: Finance.
W hen selecting the innovation strategy the correct evaluation of its effectiveness (profitability) is of great importance. T o do this, we should assess the cost of the developed strategies and compare them with the planned sales growth. In our case, the cost of 1 year will comprise:
1. Expenditures for the formation of a new organizational structure including QMS — 1310 thousand rubles (approximately), including: Development of regulatory documentation and changes of the existing provisions — (5 HR employees are to be extra paid for 3 months of work in the amount of salary with deductions of 30% - 24 thousand rubles. * 5 persons* 3 months* 1.30 = 468 thousand roubles. Developing and updating of job descriptions (700 rub. — The cost of developing one job description), the required number of job descriptions according to staffing is 64, total expenses are 0.7 * 64 = 45 th. rub. The cost of running the new departments and services, including the cost of furniture and equipment — 792 thousand rubles. Stationery — 5 th. rub.
2. Annual wages of newly hired employees = 24 000 * 12 * 1.30 * 4employees = 1497.
6 thousand rubles.
3. The cost of development and implementation of a new strategy — 735.
36 thousand rubles, including the development of more detailed plans for the implementation of strategy measures, formation of reserves for material and technical resources, etc.
4. Motivational wage fund (15% of payroll) to increase the staff innovative activity: payroll of «ZoomlionHeavyIndustry & Science», with an average number of employees equal to 500 people and the average wage of 24 thousand rubles is 144,000 thousand rubles, 15% of payroll is equal to 21,600 thousand rubles. Total projected costs for 1 year of the project are 25 142, 96 thousand rubles. Since the profit of 2012 is 428,659 thousand rubles, «ZoomlionHeavyIndustry & Science» will be able to implement the project at its own expense. T he projected increase in revenues from the implementation of the project is predicted to at least 5% per year, without taking into account rising prices and inflation, with a corresponding increase in costs due to an increase in revenue by 5%, excluding the cost increase due to the project, increase in profit of 5%, i.e. 28 201, 25 thousand rubles. H ence the project costs will be repaid within one year. T
hus, the calculation of economic efficiency of the project in accordance with practice of evaluation of innovative projects should be calculated on the basis of the discount period — 12 months. Let us calculate the efficiency of the implementation of the project. Rationale for the discount rate The basic formula for calculating the discount rate (d):d = [(1 + a / 100) x (1 + b / 100) x (1 + c / 100)] x 100% - 100% (3.4)Where:a — is the price of capital (stripped of inflation) or the profitability of alternative investment funds projects (14%);b — is the level of the risk premium for projects of this type (in accordance with the classification of innovation it is equal to 4.56);c — is the rate of inflation (6%).d = 1+ (1 + 14/100) * (1 + 4.56 / 100) + (1 + 6/100) = 3.3Since the discount periods are less than a year, let us convert the discount rate into the respective units: from the percent per annum into interest per month.0,2(3.5)Wheredk — restated discount;d — The original discount, % per annum;k — Number of conversion periods during a year (k = 12 for a period equal to one month, k = 4 for a period equal to one quarter, k = 2 for a period equal to one half of a year).The basic method of calculating the efficiency of the innovation project is to calculate the net present value (NPV) (Table. 29) Net present value of the project for the year: NPV ==(3.6)NPV=(35 708 780,1−35 141 696,81)/(1+0,002) 11 = 553 648,58 ths. rub. Where: Di — income of i-th period;Ki — the cost of i-th period;n — number of periods of the project implementation;d — discount. Since the criterion of economic efficiency of the innovative project is a positive value of NPV, then the project for this indicator can be accepted. Payback timeТpb = (3.7)Table 29 The calculation of the project NPVIndicator123456projectcosts2627,581 762,782941,321 555,421555,422 792,92currentcosts2926379,492 926 379,492926379,492 926 379,492926379,492 926 379,49Totalcost2929007,72 928 142,272929320,812 927 934,912927934,912 929 172,41Income2975731,682 975 731,682975731,682 975 731,682975731,682 975 731,68Revenue46724,6 147 589,4146410,8 747 796,7747796,7 746 559,27Discountedincome46724,6 147 494,4246225,7 847 511,1347416,3 046 096,46Indicator789101112projectcosts1555,421 555,422792,921 555,421605,422 842,92currentcosts2926379,492 926 379,492926379,492 926 379,492926379,492 926 379,49Totalcost2927934,912 927 934,912929172,412 927 934,912927984,912 929 222,41Income2975731,682 975 731,682975731,682 975 731,682975731,682 975 731,68Revenue47796,7 747 796,7746559,2 747 796,7747746,7 746 509,27Discountedincome47227,2 047 132,9345820,9 846 944,9746802,2 545 498,24Where: t is the last period of the project implementation, in which the difference between the cumulative present value and discounted costs obtains negative value;DD (t-) — the last negative difference between the accumulated present value and discounted costs;DD (t +) — the first positive difference between accumulated present value and discounted costs. Since in this embodiment, there are no negative values of the difference between revenues and costs, then the project in terms of this indicator should be accepted, as the payback on it is less than 1 month. Let us calculate the profitability index — the ratio of the total present value to total discounted costs. PI ==553 648,58/24 142,96=22,02 (3.8)Since the criterion of economic efficiency of the innovative project is profitability index exceeding 1, then according to this indicator it should be adopted. Next, let us calculate the profitability of the project (the average annual return on investment). I t is a kind of yield index correlated with the term of the project. T his figure shows how much income is generated by every ruble invested in the project; it is useful for comparing alternatives investments.= (3.9)Since the criterion of economic efficiency of the innovative project is a positive return on the project, the project in terms of cost-effectiveness is also effective. Therefore, this project will not only improve the governance structure of the company, but will also strengthen the position of the company on the market and cause general improvement of the financial situation of «ZoomlionHeavyIndustry & Science"In order to assess the prospects of the developed measures system it is necessary to calculate its risks. A
ppendix D shows the quantification of the degree of risk according to factors and stages of strategy implementation under the simplified procedure. T here are 7 most common risk factors for general business environment, by 5 components in each of the factors (the minimum risk is estimated to be 1, maximum — 10). T o simplify the calculations we have taken equal shares of risk for each of the components. F or example, a minimal risk to the economic factor is 1, therefore, for each of the components we have 0.2 points, with a maximum — 2 points (in fact, the weight of each component for any business environment is different and must be considered with the corresponding coefficient).The total score is calculated for each of the risk factors and multiplied by 7. Score of risk is expressed in % of the maximum amount of points: minimal risk — 15 to 20% (mild risk);average degree of risk — from 35 to 45% (hard risk);maximum risk — not more than 55% (critical risk).The analysis showed that the risk of implementing this system is at a minimum level, i.e. it is a «mild risk». T
he calculations and risk assessment of the introduction of a system of measures designed to improve quality management in the enterprise «ZoomlionHeavyIndustry & Science» showed that the proposed activities will lead to the goal — to improve the work and increase the innovativeness of enterprise. CONCLUSIONIn modern conditions the issue of the organization and business development is of particular relevance. W ithout the development of entrepreneurial activity an enterprise will not be able to get out of the long economic crisis and will not be able to climb the path of sustainable economic progress. I nterpretation of the concept of the entrepreneur in the literature is ambiguous, moreover, it should be considered not only from the economic point of view, but in cooperation with the sociological and psychological aspects.
B ut in any case, the entrepreneur must possess the following qualities: initiative, determination, responsibility, perseverance, the ability to take risks, communication, leadership, organizational skills, flexibility and insight (the gift of foresight, the ability to predict the long-term results) In this paper, a study was conducted to develop and implement the strategy of enterprise development on the example of a Chinese company «ZoomlionHeavyIndustry & Science» (Zumlion). T he first chapter contains the analysis of the theoretical foundations of strategic management and marketing, and a list of typical development and business growth strategies. I
t also comprises the content of the company’s development strategy, and shows the process for selecting strategic alternatives. W e determined the place of analysis of business environment of the enterprise in the development of its growth strategy, studied the basic methods and models of such analysis and proved the main provisions of the selection of a particular company’s development strategy. The analysis of «ZoomlionHeavyIndustry & Science» showed that the company has long been successfully operating in the market. A t the same time in 2012, there was a slight decline in activity caused by the re-equipment of the basic capacities. A t the end of the year coefficients of liquidity were lower than standard indicators. D
uring the analyzed period we observe negative growth margins, showing the upcoming loss of economic activity. Thus, the low level of financial stability of «ZoomlionHeavyIndustry & Science» requires the development of a strategy to improve competitiveness, focused on optimizing the structure of the enterprise innovation. T he analysis of key performance indicators of the company revealed the excess of cost growth over revenue growth, which reduces profit margins and profitability of the company. A fter analyzing the investment potential, climate and the possibility of the corporation, it was concluded that the changes within the company are optimally carried out by evolutionary development.
O n the basis of SWOT — analysis we have chosen the strategy of intensive growth through the occupying positions in the developed markets, holding the positions and growth in market share at the expense of the old markets. In the third chapter we have proposed activities included in the innovation strategy of scientific and technological potential of the company, including the following: The choice of the reference strategy and growth strategy to improve the innovative capacity of the enterprise;Optimization of quality management through the formation of a new structure of the quality system of the enterprise;To change the system of compensation of employees to a more flexible one to increase their motivation to learning, efficient operations and innovative activity. Evaluation of the proposed strategy has shown that the project is financially attractive and is in the area of «soft» risk. The recommendations are applicable not only at the given enterprise, but also at any other enterprise of the industry, which increases the practical importance of job offers. REFERENCESAvdonin BN, Batkovsky AM, Bozhko VP and others. Theoretical Foundations and tools for managing long-term development of high-tech enterprises — M .: MESI, 2011 — 284 p. Avdulov AN, AN Kulkin High technologies and their role in the modern economy Source ;
http://w3.rfbr.ru/default.asp?doc_id=5767N. A lekseev Organizational design in the company // Consultant Director, № 17, 2009. — p. 34−39Arbatskaya EA Approaches to assessing the competitiveness of enterprises / EA Arbatskaya // News of Irkutsk State Academy of Economics. ;
2012. — № 1 — p. 118−121.Aukutsionek S. Z hukov, Kapelyushnikov R. D ominant categories of owners and their influence on the economic behavior of enterprises.
Source ;
http://www.libertarium.ruBarinov V. Development of the organization in a competitive environment // management in Russia and abroad. — 2010 — № 6.Bendikov MA, Frolov IE High-tech market: trends and prospects. Source ;
http://www.mavriz.ru/articles/2010/2/1452.htmlA. B ovin Managing Innovation in Organizations / Bovin AA, Cherednikova LE, Yakimovitch VA — M.: Omega-L, 2011. Valdaitsev SV — Crisis management on the basis of innovations. T extbook for High Schools, Moscow, Prospect, 2010. VA Vinokurov Organization of strategic management at the enterprise.
— M.: C enter for Economics and Marketing, 2009. Vikhansky OS Management — M.: Economist, 2009 — p. 527Gerchikova I. N. M anagement — M.: UNITY-DANA, 2010 — 499 p. Glazunov AV Continual improvement. A
pproaches, methods and techniques // Methods of Quality Management, 2009, № 2.Gluhov V.V. Management — St. P etersburg: Peter, 2010 — 600 p. Goldstein, GY Fundamentals of Management: lecture notes. — Source ;
http://www.aup.ru/books/m26/3.htmState Program of the Russian Federation, «The development of industry and increase of its competitiveness in the period up to 2020» (approved by Governmental decree on January 30, 2013 N 91-p) // System GUARANTEE:
http://base.garant.ru / 70 308 410 / # ixzz2xj43LHd9N. G rigoriev Communication management. T raining course (training complex) — M.: MIEMP 2010. Grishin V.V. Management of innovation in the modernization of the national economy. — M.: D ashkov and K, 2012. Demchenko SG Methodological approaches to assessing the relative competitiveness of the product / SG Demchenko, GA Abulhanova // Actual problems of economics and law.
— 2012. — № 1 — p.
23−30.Dyatlovo I. Bridges to the future // magazine «& Strategies.» Source ;
http://www.cfin.ru/management/strategy/plan/bridge_future.shtmlLG Zaitsev, Sokolov, MI Strategic management: a textbook / LG Zaitsev, MI Sokolov. — 2nd ed., Rev. and add.
— M.: M asters, 2011 — 526 p. Ivlev VA, Popova TV Restructuring of enterprises: from structural to the process of the organization. M.: N auchtechlitizdat, 2009Changes in the control systems in the 21st century. // B ooklet «All about quality. F
oreign experience «, 2009, № 28Ilysheva NN Current strategic and competitive analysis: constraints and time horizons / NN Ilysheva, TS Selevich // economic analysis: theory and practice. — 2012. — № 11 — p. 12−16.Innovative Management / ed. SD I lyenkov.
— M.: UNITY-DANA, 2010. The innovation potential of enterprises, its role in crisis management. Access mode ;
http://www.strategplann.ru/kljuchevye-faktory-au/innovatsionnyj-potentsial-predprijatij-ego-rol-v-antikrizisnom-upravlenii.htmlKaravaev IE Some aspects of the organization of innovative activity in the Russian defense industry. Federal reference book «Russia's defense industry» v. 7 — M., 2011 — p. 69−77Kafidov VV Personnel management: a tutorial / VV Kafidov. — M.: Academic Project, 2007 — 144 p. Kozlov AV Strategic planning and management of innovative enterprise. Access mode ;
http://www.devbusiness.ru/development/strategy/strtgy_akzlv.htmKolotvin LG Development of job descriptions, step by step // «Staffing business.» — 2007 — № 12Competitiveness: Economics, Strategy and Management: Textbook. — M.: Infra M 2010. Lapigin D. Strategic management. Source ;
http://fictionbook.ru/author/denis_yurevich_lapiygin/strategicheskiyi_menedjment/read_online.html?page=3Logunov IV, AV Nepyshnevsky Method of research OSUP // Economy, organization of production and management in enterprises: Voronezh, 2005, p 87. Lukicheva LI Human Resource Management: A Tutorial. — M.: O mega-L, 2008 — 363 p. Maksymenko G. B. M anagement — M.: Dashkov and K °, 2010. — 363 p. Management / Ed.
MM M aksimtseva, MA Komarov. — M.: U nity, 2010;359p.Meskon MH, Albert M., Hedouri F. P rinciples of Management.
— M. W illiams, 2009 — 665Mechanisms of innovation governance in economic systems. Access mode ;
http://projects.innovbusiness.ru/content/document_r_E9C8F74E-FF1C-4349−8528−1A6E332FC4D4.htmlThe motivation to work. Concept and types of motives and incentives Source ;
http://ecouniver.com/2376-motivaciya-truda-ponyatie-i-vidy-motivov-i.htmlThe inevitability of class stratification of society proved mathematically [electronic resource]. Access via
http://www.kubmat.ru/kubmat.ru/news/Nieizbiezhnost — klassovogho-rassloieniia-obshchies.htmlNovikova N. M ethodological problems of competitiveness management organizations: marketing approach / N. N ovikov // News Irkutsk State Academy of Economics. ;
2012. — № 2 — p. 87−92. — the same [electronic resource]. — M
ode of access: http: //elibrary.ruGV Ovechkin The methodology of risk management innovation in the defense industry. — M.: CRI «C enter», 2011 — 207 p. Definitions of strategic management. — Source
http://www.jur-portal.ru/work.pl?act=law_read&subact=870 501&id=48479A. Panov Strategic Management: a textbook for high schools. — M.: UNITY-DANA, 2009Paramonov TN Analysis of Market / November 19, 2010
http://www.elitarium.ru/2010/11/19/analiz_konjunktury_rynka.htmlPereversev MP Management. — Moscow: Infra-M, 2009 — 287 p. Petukhov DV Strategic management. Part 1: Training (training complex). — M.: Center DT MIEMP 2010. Definition and classification of enterprises. Source ;
http://www.inventech.ru/lib/predpr/predpr0003/M. Porter International competition: Translation from English. / Ed. and with a preface by Protas VF M. Publisher: UNITY, 2007 — 516 p. Workshop on teoriiupravleniya / Ed. V. Vasilyev [et al.]. — M.: Finance and statistics, 2010 — 303Developing job descriptions / Empire of shots ;
http://www.imperia.ru/ru/instruct/Resources Company [electronic resource]. — Access mode ;
http://www.quans.ru/products/analiz/company-resurs/Semenov VL Development of a conceptual scheme to ensure the competitiveness of products / VL Semenov // Herald Chuvash University. — 2012. — № 1 — S. 422−426. — S
ame [electronic resource]. — M ode of access: http: //elibrary.ruSirotkin D. Development Strategy of // «Gas of Russia», September 2010 ;
http://www.altrc.ru/?p=libr_card&item_id=964&group_id=20Soloviev AV Practical advice on mediation for the resolution of collective labor disputes // social conflict. — 2010. — № 3 — p.57−61Strategic Planning: simple tools solving complex problems [electronic resource]. — Access mode ;
http://www.improvement.ru/bibliot/decision/decision05.shtm.Strategic Management. Basic concepts and definitions. // Stewardship and planning
http://www.stplan.ru/articles/theory/strman.htmFatkhutdinov RA Competitiveness: economics, strategy, management. — M.: INFRA-M, 2009 — 266 p. Fatkhutdinov RA Strategic Management / Fatkhutdinov RA — St. P eter.: 2009Khusnutdinov AZ Institutional conditions for the formation of innovation and investment mechanism.
— M oscow: Russian Agricultural Academy of Sciences of the Russian Federation, 2010. ON Shevtsova Structuring the environment organization // Herald North Caucasus State Technical University. — 2009. — №
3 (20) — P.34 — 39KV Schiborsch Development Strategy of Industrial // «Economy and Commerce.» — 2009 — № 4. — S. 21−29The effectiveness of management. Source ;
http://uamconsult.com/book402_chapter84_16.
1.htmlIMD. World Competitiveness Yearbook, 2010IMF Annual Report 2010 — Washington, 2010State of the Union: American Competitiveness Initiative. The White House, President Georg W. Bush, For Immediate Release, Office of the Press Secretary, 31.
01.2009APPENDICES Nameofarticles LinecodeBeginningofperiodEnd of the periodChangesAbsolutevalueRelative valueAbsolutevalueRelative valueAbsolutevalueRelative valueIn % to value at beginning of periodIn % to changes of balance total (ths. rub.)(%)(ths. rub.)(%)(ths. rub.)(%)12345678910Assets I. NON-CURRENT ASSETS Intangibleassets1110695505,002,7 732 727,002,37 222,00−0,7 105,351,25Fixedassets11509339463,0027,819 814 045,0026,84 474 582,00−0,97 105,0815,92Profitable investments in tangible assets1160122691,000,37 180 666,000,4 957 975,000,13 147,251,94Financialinvestments11707220955,0021,5 016 140 607,0044,158 919 652,0022,64 223,52299,21Deferredtaxassets1180364872,001,9 329 638,000,90−35 234,00−0,1890,34−1,18Othernon-currentassets119023245,000,711 560,000,03−11 685,00−0,0449,73−0,39TOTAL for Section I (non-current assets)110017766731,0052,9 127 209 243,0074,429 442 512,0021,51 153,15316,75Appendix АTable А.1 — Comparative-analytical balance (assets)End of table А.11 234 567 8910II. CURRENT ASSETS Inventoriesincluding:12 102 145 707,006,392 032 278,005,56−113 429,00−0,8394,71−3,80Value added tax on acquired assets1220182142,000,5 432 182,000,09−149 960,00−0,4517,67−5,03Receivables123012863969,0038,316 364 411,0017,41−6 499 558,00−20,9049,47−218,03Financialinvestments1240376819,001,12 861 617,002,36 484 798,001,23 228,6616,26Cash1250245511,000,7 362 209,000,17−183 302,00−0,5625,34−6,15Othercurrentassets1270 0,00 0,00 0,00TOTAL for section II (current assets)129015814148,0047,99 352 697,0025,58−6 461 451,00−21,5159,14−216,75BALANCE120033580879,100,0036561940,100,002981061,000,108,88100,00Table А.2 — Comparative-analytical balance (liabilities) At 31.
12.2010At 31.
12.2011ChangesNameofarticleslinecodeabsolutevaluerelative valueabsolutevaluerelative valueabsolutevaluerelative valuein % to value at beginning of periodin % to changes of balance total (ths. rub.)(%)(ths. rub.)(%)(ths. rub.)(%)(%)(%)12345678910Liabilities III.
CAPITAL AND RESERVES A uthorizedcapital13104200101,254 200 101,150,00−0,10 100,000,00Additionalpaid-incapital13501357137040,411 357 137 037,120,00−3,30 100,000,00Retainedprofit / loss1370−3 026 877−9,01−2 528 717−6,92 498 160,002,1083,5416,71TOTAL for Section III (capital and reserves)13001096450332,651 146 266 331,35498160,00−1,30 104,5416,71IV. CURRENT LIABILITIES B orrowings14101125620033,52 740 000 020,24−3 856 200,00−13,2865,74−129,36Deferredtaxliabilities14203711751,114 236 491,1652474,000,5 114,141,76Otherliabilities145015443184,608 515 442,33−692 774,00−2,2755,14−23,24TOTAL for section IV (current liabilities)14001317169339,22 867 519 323,73−4 496 500,00−15,5065,86−150,84End of table А.21 234 567 8910V. CURRENT LIABILITIES L oansandborrowings1510658807819,621 305 467 335,716466595,0016,9 198,16216,92Accounts payable152025884267,7 131 057 988,49517372,000,79 119,9917,36Deferred income and provisions for liabilities1530705090,21 582 850,16−12 224,00−0,0582,66−0,41Estimatedliabilities15401976700,592 053 280,567658,00−0,3 103,870,26TOTAL for Section V (current liabilities)1500944468328,131 642 408 444,926979401,0016,80 173,90234,12BALANCE170033580879100,36 561 940 100,002981061,000,108,88100,00Appendix BTableB.1 — Strategic Development Plan for «Zoomlion Heavy Industry & Science"for 3 yearsFactorsBest-casescenarioOptimalscenarioWorstcasescenarioEconomic, social and political scenario1. T axrelief1.
R elativelystabletaxlaw1. I ncrease in the tax burden2. S
tability and loyalty of the local administration2. C onstant contact with the local administration2. T he change of power in the local administration, the lack of established contacts3. T he high growth rate of business profitability3.
M iddling development of competition in the industry3. L ossofcompetitiveadvantage4.
I nstallation of new equipment, introduction of new services and technologies4. T he gradual elimination of obsolete equipment, replacement it with a new one4 Moral and physical obsolescence of the fleet, the lack of new developments5. T he rapid growth of the welfare of the population and population growth5.
S table demographic situation, indexation of income population5. D emographic decline, decline in living standards6. S trengtheningoftheruble6. S
mall fluctuations in the ruble6. D epreciationoftheruble7. A sharp increase in consumer activity7.
S teady growth of consumer activity7. T he decline in consumer activityExternalefficiency (marketshare)Grows 2 timesIncreasesby5 — 10%Tendsto 0Internalefficiency (resources, reserves) Lack of available resources for the expanded development of production, increasing financial stability, there is no turnoverSufficient resources and reserves to support economic activity, minimal debt on loansCash resources are insufficient to cover the cost of debt to budget for taxes, to employees of wages, etc. Strategicmanagement (action)1.
D evelopingacapturestrategy1. A pplication of the strategy of horizontal diversification1. A
pplication of the strategy of harvesting and withdrawal from the market2. I nvestment of free cash in innovation2. A chieving cost leadership for future investments in new products2. T he lack of available funds, the difficulties with the repayment of debt3.
A pplication of methods of price competition with increasing growth of quality of service3. S upport of parity between own products and competitive ones3. L oss of quality due to cheaper production4.
E xpansion of the retail network and service4. E xpanding the range of products and services4. R
eduction of the products range Appendix CEffectiveassortmentpolicyFigure C.1 — Tree of goals of"Zoomlion Heavy Industry & Science"End of Appendix CFigure C.2 — Strategic map of the new business strategy of"Zoomlion Heavy Industry & Science"№FactorsStagesofstrategicdevelopmentEventsPreparationIntroductionImplementationWeightRatingΣWeightRatingΣWeightRatingΣ1PoliticalA detailed study of the tax laws in order to identify benefits. A bility to make matters worse, the tax burden0,510,50,521 111 Growthofcorruption0,5210,531,5111 Deterioration of the situation of the Russian Federation on the world market1111220,510,5 The possibility of armed conflict on the territory of the Russian Federation0,2510,251 330,510,5 Impact of the volatility of the regional government in the activities of the company0,2520,50,542 212 The increasing role of government in the economy of the Russian Federation0,5210,521 122 Total3 4,254 10,56 7 2EconomicalBuilding relationships with competitors, market division. Non-aggressivecompetition Increasedcompetition133111111 The sharp increase in the cost of resources (material and labor)133111111 The sharp rise in inflation1,523 224 224 The crisis and the reduction of freight flows236224224 The sharp decline in the profitability of enterprises1,523 224 212 Total7 188 148 12 Appendix DTable D.1- Risks by stage of strategic development of «Zoomlion Heavy Industry & Science"Continuation of Appendix D№FactorsStagesofstrategicdevelopmentEventsPreparationIntroductionImplementationWeightRatingΣWeightRatingΣWeightRatingΣ3SocialConstant monitoring of demographic change, the development of services for groups of dominant groups Worsening of the demographic crisis122111111 Thepossibilityofstrikes224122111 The sharp change in the structure of the population to the downside122111111 Low professional and educational level of the population236122224 The icreasing number of older people122111111 Total7 165 76 8 4TechnologicalTo find ways to supply equipment from the manufacturer, follow the latest developments in the field of high technologies 1) Recenttrendsareexpensive111111111 2) Increase in the cost of services due to the high cost of new equipment111111122 3) Progress is ahead of education (skills shortages)0,5210,510,5111 4) Lackofinnovation1220,510,5212 5) Depreciation and obsolescence of equipment111111212 Total4,5 64 47 8End of Appendix D№FactorsStagesofstrategicdevelopmentEventsPreparationIntroductionImplementationWeightRatingΣWeightRatingΣWeightRatingΣ5FinancialTo make contract so that it stipulated how to terminate the contract, in what time frame, follow the tax regulations in order to find opportunities for tax breaks 1) Cancellation of contracts due to external reasons133224111 2) Highrents224122212 3) High taxes236224224 4) Lowstart-upcapital0,5210,510,50,510,5 5) Difficultiesinobtainingcredit0,5210,510,50,510,5 Total6 156 116 86Стихийные бедствия1111 11 17Other lossesInsurance 1) Unfavorableenvironment1110,510,50,510,5 2) Property damage122212111 3) Repair122212111 4) Data leakage224212111 5) Forcemajeurecircumstances1110,510,50,510,5 6) Embezzlement122212111 Total7 129 95 5Thefinalriskassessment:20,64%16,14%14,00%
