Analysis of the company's competitiveness. Applied issues of assessing the competitiveness of construction organizations Competitiveness of a construction organization

When assessing the level of competitiveness of construction companies, the following tasks should be consistently solved:

1. Formulation of the ultimate goal of assessing the competitiveness of construction companies;
2. Formation of criteria (indicators) for assessing competitiveness;
3. Collection of primary information required for the assessment;
4. Calculation of the current level (rating) of the competitiveness of construction companies;
5. Determination of the patterns of changes in the competitiveness of the enterprise in the study period;
6. Identification of "weak points" that reduce the competitiveness of the enterprise;
7. Determination of directions and reserves for increasing the competitiveness of the research object;
8. Practical implementation of the planned activities.

The ultimate goal of assessing the competitiveness of construction companies can be different. In accordance with the goal, the tasks that need to be solved to achieve the goal will also change. These may include: determining the rating of the competitiveness of a construction company in order to identify the share it occupies in the market; identification of "weak points" of the enterprise, to improve the identified indicators; comparison of the company's activities with the "main competitor".

In accordance with the objectives of the study, the assessment of the competitiveness of a construction enterprise can be determined by the state at a certain point in time (assessment of the static state of competitiveness), as well as within a certain period of time (assessment of competitiveness in dynamics). According to the degree of detail of the study, the assessment of competitiveness can be carried out superficially (according to several available generalizing indicators), or in detail (according to all indicators of the activity of an economic entity). The choice of methods for assessing the competitiveness of an enterprise depends primarily on the tasks facing the study. Often used is the option when several methods of assessing competitiveness are used at once, thereby forming a comprehensive assessment of competitiveness. It was noted above that there are many methodological and methodological approaches to assessing the competitiveness of construction enterprises, however, the problem of developing a methodology and analytical apparatus for constructing models is still urgent.

After defining the research objectives and choosing the methodological tools for assessing the competitiveness of construction enterprises, researchers are faced with the problem of forming indicators (criteria) of competitiveness.

The formation of indicators of competitiveness in this study means their creation, organization, grouping and definition of methods (formulas) of calculation. In the action of various indicators (criteria) that form the competitiveness of a construction company, both their distinctive features and the features of a construction company and construction products are manifested.

In the scientific literature, an approach that combines various elements of supply and demand parameters, analysis of the competitive environment (competitors), production and financial indicators is used as the main tool for identifying (developing) indicators of competitiveness.

When conducting a practical assessment of the competitiveness of construction enterprises, a researcher developing indicators of competitiveness must take into account the following factors: the characteristics of construction products and enterprises; the specifics of the market in which the investigated enterprise and its competitors operate; the purpose of the study of competitiveness (the main objectives of the study are given above).

When determining the rating of competitiveness in order to identify the place occupied by an enterprise in the market, the researcher may face difficulties associated with the limited availability of the necessary data on the total volume of sales in each segment and information on the volume of sales of the main competitors. To determine the market share, the world marketing agencies offer 10 basic methods:

1. Retail audit - measuring the relative share of sales of various products using sales data from a representative sample of retail stores.
2. Diary consumer panel - using a constant sample of respondents (panel), with the help of a diary (entries + receipts and receipts) all purchases made by panel members are recorded. The data obtained is translated into relative shares of product sales - market share.
3. The scanner panel is similar to the previous method, except for the method of fixing purchases. In this case, the respondents are issued an identification card (or the respondent's credit card is used).
4. Survey of preferences - respondents are directly asked what products and how often they buy - the frequency of purchases is multiplied by the average purchase.
5. Paired survey of preferences - pairs of brands are compared, from which the respondent must choose one.
6. Spying on the personnel of competitors - knowing approximately the productivity of labor in the industry and the number of workers employed in the production of the main competitors, it is possible to estimate the volume of production of competitors by multiplying the productivity of labor by the number of workers.
7. Spying on raw materials - knowing the cost of raw materials per unit of production and the volume of purchases of raw materials by competitors, it is possible to estimate the production volumes of competitors by dividing the volume of purchases of raw materials by the cost of raw materials per 1 unit of production.
8. Spying on waste material dumping - knowing the average yield of waste material per unit of goods and the volume of competitors' production waste, it is possible to calculate the production volume of competitors by dividing the volume of production waste by waste per unit of production.
9. Direct espionage - finding out the volume of production of competitors.
10. Tax espionage - getting classified data tax authorities... In domestic realities, it is of little use, since it is not always tax office knows the whole truth.

Based on the essence of the methods presented above, indicators (groups of indicators) of competitiveness are easily formed.

Before the formation of indicators (criteria) of competitiveness, it is advisable to rank them in order to identify the most significant classification features. For example, such indicators can be ranked depending on the sphere of their manifestation (financial, production, market, etc.), according to the stages of the life cycle of manufactured products (operational, structural, technological, etc.).

When determining the "bottlenecks of the enterprise", as well as in order to improve the identified indicators, as a rule, complex groupings (classifications) of competitiveness indicators are formed. In this case, as a rule, all aspects of the enterprise's activity are covered: production, financial, service indicators.

To compare the activities of an enterprise with its main competitors, any of the above methods and classifications can be used. In this case, the choice of indicators, as a rule, depends on what information the investigated company can obtain about its competitors.

After determining the set of competitiveness indicators under study, the object of research proceeds to the next stage: collecting information necessary for the assessment.

The completeness and reliability of the information collected serves as a guarantee for the objectivity of conclusions about the competitiveness of the objects under consideration. In essence, this is about competitive intelligence.

Each company needs to think over the organization of the system for collecting information about competitors, take care of its effectiveness. Each employee of the company should not only understand, serve and strive to satisfy customers - he should be interested in obtaining information about the actions of competitors and transmitting it to authorities or to a specially formed interdisciplinary team. Building a competitive surveillance system typically involves four steps:

System creation. The first step is the identification of vital types of competitive information, the establishment of its sources and the appointment of a system manager (this stage is implemented when setting the research objectives listed above).
Data collection. Data is collected on an ongoing basis in the “field” (sales staff, distribution channels, suppliers), coming from competitors' employees. While the suggested information gathering techniques are perfectly legal, some are ethically questionable.
Assessment and analysis of information. The data are checked for the degree of reliability and reliability, interpreted and systematized.
Dissemination of information and responses. Key information is sent to the appropriate authorized persons or in response to requests from managers.

Managers of a company with an organized monitoring system receive timely information about competitors from special bulletins, information sheets and reports 1. Managers can also contact Oversight when they need help assessing a competitor's unexpected move, need information about their strengths and weaknesses, or when they want to discuss a competitor's likely response to certain company moves. Small firms that are unable to establish a competitor watchdog should have staff assigned to review the activities of major competitors so that any manager who needs relevant information can contact a home expert at any time. Good organized system observing the actions of competitors makes it easier to develop competitive strategy companies. In addition, analyzing customer perceived value can be very effective in identifying strengths and weak sides company versus its competitors.

After collecting primary information, the current level (rating) of the competitiveness of the research object is determined. There are many methods and methodological provisions for assessing the competitiveness of construction companies, the study of which will be carried out in the next paragraph of this study. Here we note that, in contrast to the concept of competitiveness, level (rating) competitiveness can be quite clearly defined.

Determination of the level (rating) of competitiveness (the choice of methods and methodological provisions for assessing competitiveness) should be based on the goals and objectives set for such an assessment, the formed indicators (criteria) of competitiveness, as well as the volume and quality of the collected information necessary for such an assessment. In some cases, the assessment of the level (rating) of competitiveness can be carried out using several methods (as a rule, this is possible only in the case of a large amount of information available about competitors).

The results of the assessment should be oriented towards the solution of subsequent tasks, i.e. identifying patterns of changes in competitiveness, identifying bottlenecks, etc.

Determining the patterns of changes in the competitiveness of an enterprise in the study period should reveal the dynamics of the competitiveness rating. Correct identification of the reasons for changes in the level of competitiveness allows the management of the enterprise to develop informed management decisions.

At the same time, even a positive dynamics of changes in the level of competitiveness may not always mean favorable prospects for an enterprise in the next short-term and long-term periods... Therefore, the next step in determining the level of competitiveness of a construction company should be to identify bottlenecks that reduce the competitiveness of the company.

It seems obvious that the assessment of the competitiveness of a construction company is necessary and is carried out not so much to determine some numerical indicator or value, but to identify its advantages and disadvantages in terms of competing in the occupied market, eliminating the latter and developing the former.

First of all, the reliability of such a study depends on the chosen methodology for assessing competitiveness. It was already noted above that there are a lot of such techniques. But to identify bottlenecks, first of all, multifactorial methods and methodological provisions should be used.

With the help of such methods, first of all, it is necessary to localize the reasons for low competitiveness. Elimination of such reasons is the main goal of assessing the competitiveness of construction companies.

The most important is the objectivity of the assessment of the obtained level of competitiveness, which can be achieved through the right choice methods and techniques for assessing competitiveness, as well as the reliability of information obtained at the third level.

After the weaknesses of the enterprise have been identified, which prevent it from occupying a strong competitive position in the market, it is implemented critical stage: determination of directions and reserves for increasing the competitiveness of the research object.

It is advisable to split this stage into several sub-stages:

1. Determination of directions for increasing the competitiveness of the enterprise (on the basis of the above identification of "bottlenecks");
2. Assessment of the available reserves of the enterprise and the possibilities of attracting them from outside; 3. Development of a plan for increasing the competitiveness of the research object.

Let's take a closer look at each of these substeps.

Organizational directions for increasing the competitiveness of the research object include:

direct impact on the consumer through marketing methods;
improving the quality of manufactured products and their technical characteristics, taking into account the requirements of consumers and the proposals of competitors;
reducing the cost of manufactured products;
orientation of the enterprise to production;
differentiation of production for the release of new goods and services;
proposal of new areas of use of manufactured products;
changes in the incentive system for suppliers. Improvement of the system of after-sales service of the goods sold.

The listed areas are not exhaustive, and can be supplemented depending on the nature of the identified "bottlenecks" at the previous stage of assessing the competitiveness of the enterprise. In addition, all activities can be recommended for use both individually and in various combinations.

After the first substage (determining the directions of increasing the competitiveness of the enterprise), it is necessary to determine the possibilities and implementation available to the object of research, first of all, we are talking about the availability of the necessary resources.

In general, all reserves for increasing the competitiveness of an enterprise can be classified into five large groups: personnel reserves; taking advantage of a favorable market situation; organizational and managerial potential of the enterprise; production and technological capabilities of the enterprise; financial, investment and economic reserves of the enterprise.

Under personnel reserves, first of all, it is necessary to understand the increase in the labor productivity of the organization's personnel, since with the high existing level of manufacturability of construction production, there are always opportunities for a qualitative improvement in the use of working time by improving the qualifications of personnel and reducing production and non-production losses of working time.

The use of a favorable market situation implies a prompt response of the enterprise to the emergence of new tax incentives; reserves for receiving government grants, investments, subsidies, credits and loans; insurance of individual risky species activities; accounting and use of the legal and regulatory system. This group of reserves should first of all be identified by the marketing service of the enterprise.

The organizational and managerial potential of an enterprise is understood as the possibility of using its scientific and technical reserves, allowing it to resist innovations that appear on the market, as well as other non-price aspects of the enterprise's activities.

The production and technological capabilities of the enterprise are determined by the use of the basic production means of labor available to it. High level the development of markets in industrially-technologically developed countries has led to the fact that the enterprise cannot obtain significant competitive advantages due only to material and financial factors due to their fundamental availability.

The financial, investment and economic reserves of the enterprise, first of all, should ensure the fulfillment of the previous groups of reserves for increasing the competitiveness of the enterprise. Here, first of all, should be assessed financial stability enterprises, the availability of their own free funds, as well as the possibility of attracting investment and credit resources.

After determining the directions of increasing the competitiveness of the enterprise and identifying the resources available for their implementation, a plan is developed to increase the competitiveness of the enterprise. Such a plan should be drawn up with a degree of accuracy that is compatible with the uncertainty of future activities, both of the object of research and its competitors. At the same time, increasing competitiveness can be considered a systemic task, which implies the complexity of its implementation. The content of the plan must include the following elements:

1. Description of specific problems and directions for their solution.
2. Sources of financing for the developed activities.
3. Schedule schedule for the implementation of the planned work.
4. Indicators of achievement of the set goals and objectives.

Essentially, the plan to improve competitiveness is business plan, the features and methods of compilation of which are widely considered in foreign and domestic scientific literature, therefore, within the framework of this work the author sees no reason to focus on this problem.

The final stage in assessing the competitiveness of an enterprise is the practical implementation of measures to improve it. After the implementation of the planned plan, it is necessary to re-assess the competitiveness of the enterprise in order to identify the obtained effect. And this already raises the question of the need regular assessing the competitiveness of an enterprise, since only by studying it in dynamics, we can talk about ensuring competitiveness. The developed sequence for assessing the competitiveness of an enterprise can be represented in the form of a conceptual scheme (Fig. 71).

Marketing / Under. ed. A.M. Nemchina, D.V. Minaev. - SPb .: Business-press, 2001.S. 21.

Consider the methods for assessing competitiveness used for construction companies.

Methods for assessing the competitiveness of construction companies are divided into two groups: analytical and graphic.

The classification of methods is shown in Fig. 1.

Let's take a look at each of these methods.

Rosenberg model: the essence of the model is that the investor evaluates how a particular residential building satisfies his needs. This model is based on the assumption that each characteristic is important and that the higher the score, the better.

Integral indicator of the competitiveness of a product: the closer the value of the integral indicator is to one, the more this house corresponds to the model.

Assessment of competitiveness based on sales level: the level of competitiveness is estimated as the probability that in a given market an arbitrary consumer, making a purchase, will prefer this house to the specified competitor house.

Assessment of the competitiveness of a product based on price and quality: the main indicator that determines the competitiveness of a product is the ratio of price and quality. The most competitive product will be the product for which this ratio is optimal.

Ideal point model: this method consists in the fact that an additional component is introduced into it - the ideal value of the characteristics of the product.

Rating score. The rating score is used for target comparison of enterprises in the industry and / or region. According to Sheremet A.D. and Nenasheva E.V., the competitiveness of an enterprise is characterized by its financial condition, therefore, the formation of an assessment methodology financial condition is the most important task. Despite the fact that the authors propose to use the rating methodology for industrial enterprises, it can be used in the construction industry as well. This became possible thanks to the introduction of a unified system financial statements.

Evaluation method based on trading results... In the scientific works of H.M. Goomba proposes a methodology for assessing the competitiveness of an enterprise based on the results of tenders. He believes that the construction industry in Russia already has the necessary prerequisites for the development and implementation of competitive relations.

Contract bidding, demonopolizing the construction services market, is the most effective mechanism for creating a competitive environment.

Assessment of competitiveness based on the theory of effective competition... In accordance with this theory, the level of organization of the work of all departments and services of an enterprise directly affects its competitiveness. The efficiency of the departments is determined by the level of use of various resources of the enterprise.

Rice. 1. Classification of methods for assessing the competitiveness of goods and enterprises

Assessment of competitiveness based on the consumer value rate... The essence of this method is to assess the totality of marketing, management and organizational decisions ( economic technology company).

Boston Consulting Group Matrix... The methodology is based on the analysis of competitiveness, taking into account life cycle goods. In order to assess the competitiveness, it is necessary to analyze the matrix, built according to the following principle: horizontally - the rate of growth / reduction in the number of sales on a linear scale; vertically - the relative share of the aggregate of goods on the market.

Model "Attractiveness of the market - advantages in competition". This model develops the above matrix. The main characteristics of the model are market attractiveness and competitive advantages. The attractiveness of a market is determined by its properties: quality, supply fundamentals, etc. Advantages in competition are described by the following indicators: relative market position, product potential, research potential and qualifications of managers and employees.

Porter's Matrix. The basis for building the matrix is the concept of competitive strategy, which implies that an enterprise should focus not only on meeting the needs of customers, but also on the competing forces of the market.

Competitiveness polygon... The essence of this method is to compare your own enterprise with competitors by graphically constructing a competitiveness polygon. It displays the position of the enterprise and competitors in the most important areas of activity, which are presented in the form of axes vectors (Fig. 2).

Rice. 2. Polygon of competitiveness of two enterprises

It should be noted that the analyzed methods cover not only various indicators affecting the assessment of competitiveness, but also different approaches to assessing the competitiveness of an enterprise as a whole. Despite this, the listed methods have several disadvantages:

The main disadvantage of all the considered methods is their limitations: either the emphasis is placed on one group of factors that determine the competitiveness of the enterprise and, based on the results of the analysis, a conclusion is made about the level of competitiveness of the entire enterprise, or the method is too complicated and time-consuming to use in practice.

All the considered methods for assessing competitiveness are fixed in time, they evaluate the enterprise at a certain point in time, based on the data obtained earlier.

As mentioned earlier, the specificity of construction products is its fixedness, immobility, capital intensity, material consumption, duration of construction, operation, etc. These features characterize the relationship between the participants in the investment process. The customer chooses a construction company based on the ability to meet their specific needs. Superiority over competitors in meeting the specific needs of the customer is expressed by a combination of not only quality and cost characteristics of construction products, but also by the level of production organization. In addition, the noted shortcomings mentioned the limitations of the methods used. It lies in the fact that, as a rule, special attention is paid to the economic, managerial and consumer (price and quality) indicators of the company's competitiveness. Organizational and technical indicators are not considered as analyzed, or a small part of them is indicated. Although they largely predetermine and justify all other indicators. This means a close relationship of economic, managerial and consumer with organizational and technical indicators of the competitiveness of construction companies. And this, in turn, predetermines the acceptance management decisions aimed at achieving the set goals in deadlines with the minimum cost of all types of resources.

UDC 335.12: 045.73

M.N. Barbarskaya * COMPETITIVENESS MANAGEMENT OF THE CONSTRUCTION ORGANIZATION

The article discusses the factors of competitiveness in construction, the formation of competitive advantages construction organization, ensuring the competitiveness of the construction organization at the operational, tactical and strategic levels.

Key words: competition, competitiveness, competitive advantages, factors of competitiveness, levels of competitiveness.

V modern conditions management one of the most important elements of market regulation is competition. The development of competitive relations serves necessary condition for the effective impact of market mechanisms on ensuring sustainable economic growth both at the level of the state and the region, and at the level of a particular industry. According to the Law of the RSFSR No. 948-1 of 22.03.1991 "On Competition and Restriction of Monopolistic Activities in the Commodity Markets", competition is the adversarial nature of economic entities, when their independent actions effectively limit the ability of each of them to unilaterally influence the general conditions for the circulation of goods on the corresponding commodity market. It is with competition in industries that modern scientists closely associate the concept of "competitiveness of an organization". Nevertheless, at present there is no single definition of the term “competitiveness of an organization” and many authors interpret it differently.

Competitiveness is a dynamic category, and its mobility is primarily due to external factors, a significant part of which can be recognized as controllable parameters. Expressing the author's position, it should be noted that the competitiveness of an organization, including in the construction industry, is a set of properties and characteristics management processes all the resources available to the organization that allow them to be rationally distributed and used as efficiently as possible, which ultimately ensures the development of the organization and its successful functioning in the markets of goods, capital and labor, taking into account the effects of external and internal environmental factors.

The main factors that determine the competitiveness of a construction organization are the following:

The quality of the completed construction works and services;

The level of management and staff qualifications;

Organization's availability effective system marketing;

Technological level of construction production;

Availability of funding sources;

Availability of innovative solutions and developments in the field of construction;

Tax environment.

Competitive advantages make it possible to clarify those characteristics and properties of the work performed and the services provided, with the help of which the construction organization achieves superiority over competitors, and offers the optimal combination of consumer characteristics for customers and buyers. The specificity of the perception of the concept of "competitiveness" in construction is that the investment and construction complex reveals its economic essence at the regional level. In this regard, the competitive environment is formed within the framework of the regional space. In addition, in construction it is impossible perfect competition, since the products of construction production cannot be a subject of mass demand and consumption. On the lid construction works and services, price competition prevails, which manifests itself in a decrease in the cost of construction and in the further receipt of a larger amount of arrivals.

Classification and content internal factors competitive advantages in construction are shown in Fig. 1. In detail, the competitive advantages in the course of the construction organization are expressed:

Barbarskaya Marina Nikolaevna ( [email protected]), Department of Financial Management in Construction, Samara State University of Architecture and Civil Engineering, 443001, Russian Federation, Samara, st. Molodogvardeyskaya, 194.

Rice. 1. Classification of internal competitive advantages of a construction organization

In the volume of construction work performed and the timing of their construction;

In the cost of construction work;

The quality of the construction work performed (including the compliance of the quality of the work performed with the world quality standards of construction

production and production of competitive products that are in demand by the consumer);

In providing guarantees to customers and future users of the construction site;

In the development of a set of measures to reduce risks associated with the implementation of an investment and construction project;

In the effective management of financial, labor, material, technical and all other types of resources of the organization;

There is a well-functioning mechanism of external and internal corporate relations;

The innovative potential of the organization;

In stock long-term strategy ensuring growth production activities construction organization and the positive dynamics of sales of construction products.

The competitiveness of an organization is initially determined by resource factors, but they are not enough to maintain leadership positions in the market. To do this, in the course of the organization's activities, it is necessary to develop mechanisms for managing resources and business processes that make it possible to effectively use existing competitive advantages and form new ones in order to maintain competitive positions in the occupied market segment.

The first stage of competitiveness assumes that the construction organization that has a significant amount of initial resource advantages and a high degree of endowment with production factors has success in the competitive struggle. At the second stage, to increase the level of competitiveness, further development, strengthening and improvement of competitiveness factors becomes a priority. The prerequisites for their further development are legislation, infrastructure, informational capabilities of the organization, the level of education of its employees, the possibility of introducing

innovation solutions into its activities, etc. For a further level of development of competition at the third stage the main role play modern technologies, innovative solutions, as in production process, and in the management system of the organization, investment opportunities.

The key characteristics of the organization's activities and approaches to assessing its competitiveness make it possible to determine the basic principles of ensuring the growth of the organization's competitiveness. Ensuring the competitiveness of a construction organization in modern market conditions should be carried out at three levels: operational, tactical and strategic. In this regard, ensuring competitiveness should be considered as a change in three successive stages shown in Fig. 2.

At the operational level of ensuring competitiveness, the main focus is precisely on ensuring the competitiveness of the construction products that the organization is manufacturing. In the system of factors that determine the competitiveness of an organization, this factor is assigned one of the key places. At the tactical level, the competitiveness of an organization is determined through a comprehensive assessment of its financial and economic activities. The strategic level of competitiveness is characterized by investment attractiveness and is focused on increasing the value of the organization's business.

Levels of competitiveness Operational Competitiveness of construction products - Indicators of the competitiveness of construction products * ■ Expert, qualimetric, comprehensive assessment methods

Tactical + ■ General state of the organization Comprehensive assessment of the state of the organization Methods for a comprehensive assessment of the financial and economic activities of the organization

Strategic - * Investment attractiveness * Increase in the value of the organization ■> Comparative, costly, profitable, optional methods of assessing the organization

Rice. 2. The scheme of formation of the organization's competitiveness

Thus, the implementation of each of the levels forms certain competitive advantages of a construction organization that underlie its successful activities on the market. But in order to strengthen a certain competitive status, strive to improve it, and maximize the profitability of an organization, such a process as maintaining competitive advantages is important.

The period of competitive advantage retention depends on three factors:

First, from the source of the formation of a certain competitive advantage;

Second, the number of sources of competitive advantages available to the firm;

Thirdly, what is most important, from the constant modernization and improvement of production and other activities of the organization.

Ultimately, in order to maintain and increase its competitiveness, an organization needs to improve competitive advantages, increase the set of their sources, and strive to establish long-term advantages that will be more difficult to copy by competitors. The list of sources for ensuring competitive advantages of any order is significant, but in the first place it is formed due to labor resources organizations. Thus, the main bearer of abilities in an organization is a person: he sets in motion all production and organizational

mechanisms, it is he who plays a major role in the creation and use of the organization's competitive advantages. The very definition of "competitiveness" presupposes a static character, and a person introduces the necessary dynamics into it, forcing it to serve his needs and interests.

Bibliographic list

1. the federal law RF "On Competition and Restriction of Monopolistic Activity in Commodity Markets" dated 22.03.1991 No. 948-1. (as amended on July 26, 2006)

2. Mazilkina E.I., Panichkina T.G. Competitiveness management: tutorial... M .: Ome-ga-L, 2007.325 p.

3. Kozlova E.G. Development of human potential as a factor in increasing the competitiveness of entrepreneurial structures: dis. ... Cand. econom. sciences. M., 2006.172 p.

4. Chernikov A.B. Planning the development of enterprise competitiveness // Bulletin of Moscow University (Series 6: Economics). 2007. No. 3. S. 57-66.

5. Akhtyamov M.K., Likholetov V.V. Models of the organization's competitiveness in the light of the system approach // Problems of modern economics. 2009. No. 1 (29): electronic Science Magazine... URL: http: // www.m-economy.ru/numbers.php3.

6. Tolstobrov M.Yu. The influence of the human factor on the competitiveness of the organization // Samizdat: electronic journal... 2003. URL: http: // zhurnal .lib.ru / t / tolstobrow_m_j / ksp. shtml.

M.N. Barbarskaya * MANAGEMENT OF COMPETITIVENESS OF BUILDING ORGANIZATION

The article deals with some factors of competitiveness in civil engineering, problems of forming of competitive advantages of a building organization, ensuring competitiveness of a building organization at operating, tactical and strategic levels.

Key words: competition, competitiveness, competitive advantages, factors of competitiveness, levels of competitiveness.

* Barbarskaya Marina Nikolaevna ( [email protected]), the Dept. of Financial Management in Civil Engineering, Samara State University of Architecture and Civil Engineering, Samara, 443001, Russian Federation.

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Analysis of the company's competitiveness. Applied issues of assessing the competitiveness of construction organizations Competitiveness of a construction organization

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