PROCESSES TO ENSURE THE COMPETITIVENESS OF ENTERPRISES TELECOMMUNICATIONS
Authors: Novikovа Innola
Number of views: 319
The transition to a new quality of economic growth in developed countries is accompanied by radical structural changes in the national economy. First, sharply reduced the share and role of material production as the gross domestic product (GDP), and in the employment. On the "offer" is an industrial labor productivity growth, which leads to reduction in the number employed in material production. On the "demand" is shifting in favor of services because with the increase in living standards and increase profitability of enterprises changing structure of production and personal consumption. Together with the decrease of the relative role of material production is accelerated growth and rapid market development services - education, health, finance, tourism, infrastructure, business etc.
From the standpoint of a systematic approach to say that competitiveness is influenced by environmental factors the company, its competitive environment and internal status, which in turn is driven by the level of potential competitive telecommunications company. Macro creates general conditions of stay in the environment. In most cases, the macro does not have a specific character, in relation to a single company. From the external environment of the enterprise, especially a market that is growing rapidly, we are referring to the telecommunications market. It is necessary to allocate immediate environment - these are the components of the environment with which the company is in close interaction. Competitive telecommunications company - is a relative quantity that characterizes the real and potential businesses in the current environment to design, produce and sell goods (works, services ), which are important characteristics are more attractive to consumers than their competitors' products, while the company in the short and long term has the opportunity to reach their goals. We believe that we should distinguish between the real and potential competitiveness. Real competitiveness is determined be ex market share compared to major competitors. The real competitive offer flag as competitive status of enterprise telecommunications. Potential competitiveness is determined by the combined competitive potential of the company, which consists of personnel, intellectual, organizational, informational, industrial, technological, financial, investment, marketing, innovation potentials. These potentials are treated as interpenetrating, interrelated, interdependent, organizing the synergy of all of the potential of the company. To ensure this relationship is proposed to introduce the term "cumulative competitive potential of the company". The total competitive potential should be interpreted as the degree of power level facilities to ensure its competitiveness due to the available resources at the disposal of the company and company's ability to use them effectively and play. Of the total capacity of the competitive potential of the selected group, which includes marketing, innovation, intellectual and informational potential to provide a decisive impact on the competitiveness of the telecommunications company.
It is this group of potentials allows the company to gain and maintain a competitive advantage in this regard, this group of potential as a strategic emphasis. Since the level of competitiveness of enterprise telecommunications is largely determined by the components of its strategic potential, to increase the competitiveness necessary to raise the level of the components of the strategic potential - marketing, innovation, information and intellectual potentials. Enhancing the intellectual potential of the telecommunications company necessitates the use of knowledge management and artificial intelligence. The proposed scheme improve the competitiveness of enterprise management mechanism Telecommunications quite versatile and provides the possibility of any action being planned now aiming at increasing its competitiveness. This is due, firstly, the use of an extensive system of indicators that reflect the influence of factors increase the competitiveness of enterprises and cover all aspects of its activities, and secondly, extensive simulation, in which is set a real degree of dependence of the competitiveness of enterprises on the specific parameters of its operation ; in the third, planning target ratios, the achievement of which result from the implementation of appropriate measures ensuring the growth of competitiveness of enterprises, and, fourthly, targeted combination of these ratios with the system motivate employees, which allows you to monitor and adjust performance targets.
Keywords: competitiveness, enterprise, telecom