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Файл:Conducting work on the maintenance of landscape architecture objects. Textbook
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The positive impact of a monopoly is a reduction in unit costs due to
economies of scale; technological progress due to a high degree of concentration of
resources, effective implementation of the interests of society in industries where it is
inappropriate to stimulate competition, etc.
The negative impact is a violation of the fundamental rights of end consumers,
since they are forced to purchase goods at inflated prices with an artificially low
supply; excessive concentration of production suppresses the development of
entrepreneurship, as a result of which the mechanism of pure competition operates
with less efficiency; structural imbalances arise in market development.
The following main areas of competitive activity of the company are also
identified:
- competition in the field of raw materials markets for gaining positions in
resource markets;
- competition in the sale of goods and/or services on the market;
- competition between buyers in sales markets.
The Russian market for landscape design services began to take shape
relatively recently, only 10 years ago, but it is still very unstable.
Currently, landscaping services are offered by a huge number of specialized
companies. Today this is a highly competitive, but nevertheless promising area, the
customers of which are both construction companies and government agencies, as
well as private individuals.
Increasing competition in the field of landscape gardening construction and in
the landscape services market determines the feasibility of using new innovative
approaches to managing organizations, one of which is the marketing approach.
Marketing is the process of planning and implementing programs aimed at creating,
building and maintaining mutually beneficial exchange relationships with target
audiences to meet individual and collective needs. As the experience of countries
with a developed social sphere shows, the importance of marketing in the activities of
organizations providing services in the field of landscape construction is steadily
increasing, which is explained by a number of reasons, including: expansion of the
volume of services provided; wide variety of services; increasing complexity of
problems solved in the landscape services market; intensification of information
flows between organizations providing services, on the one hand, and consumers of
these services, on the other; the complication of the structure of customer needs and
the growth of their requests.
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The basic principles of marketing management of the landscape services
market include:
- thorough and comprehensive study of the market based on the existing needs
and preferences of consumers;
- targeted influence on the market in order to create effective demand for
certain types of services;
- adaptation of the organization’s current activities to market requirements;
- development and implementation of such types of services that meet the
consumer preferences of the population.
For organizations operating in the provision of landscape services, the use of a
marketing approach means the development, implementation and evaluation of
innovative operating technologies by studying the requirements of potential
consumers in the field of landscape construction and in the territory covered by the
organization's activities.
Among the problems that can be solved through the use of marketing
technologies in the landscape services market, three main groups can be
distinguished:
- increasing the reliability of products and services provided to consumers,
according to the properties that are most significant to them, for example, quality,
price, location, qualifications, etc.;
- increasing the competitiveness of landscape service organizations based on
the systematic implementation of marketing plans;
- security of customer service, which implies the presence of not only physical
security when meeting demand for services, but and economic, social, environmental,
etc. safety.
The use of the entire range of marketing technologies by enterprises in the field
of landscape gardening construction will not only improve the quality of services
provided to a single organization in a specific market segment, but will also provide
an opportunity to move to a new stage of development for the entire landscape
services market and best meet the needs of the population.
An organization cannot exist successfully in a competitive business
environment if it does not have certain guidelines indicating what it strives for and
what it wants to achieve. Such guidelines are set using the mission.
The existing market for services in the field of landscape design and the
implementation of design ideas that satisfy, to one degree or another, consumer
requirements is quite diverse. Currently, it is impossible to single out the largest
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producer of such types of services on the market. There are many small and mediumsized companies that are trying to fill this gap in the market.
There are many landscape design firms registered in the capital region. They
all differ in the quality and quantity of services provided, and, importantly, in the
price provided. However, only a few companies have a wide range of services, which
all other enterprises consider as their main competitors. The highest position in the
competitive market in the field of garden and park construction and landscape design
is held by enterprises that sell complex types of services:
- creation of alpine slides, ponds and fountains, lawns, garden paths, landscape
lighting, sanitary cleaning and landscape design;
- preparation and planning of the territory, development of lighting concepts
and electrical installation work, drainage and storm sewers, automatic watering
systems, local sewerage systems;
- design and landscaping of lawns, creation of ponds, fountains, hedges, garden
paths and protection from pests;
- concept development, design, web design;
- improvement of streets, parks and squares, landscaping and decoration of
flower beds, use of small architectural forms.
The highest price league includes companies that have been engaged in
landscape design for about 10 years and have many completed expensive projects in
their portfolio. Such companies offer the full range of landscaping and landscaping
work — from creating a project, geo-survey, chemical analysis of soils to the
construction of grottoes, ponds, fountains, planting rare plants and large trees. These
companies prefer to work with plots of 20 acres or more.
In order to increase competitiveness, some firms specialize in solving nonstandard problems in the field of landscape projects and design, planting of greenery
and landscaping for individuals, organizations and government enterprises. Such
organizations are characterized by a flexible system that allows them to generate
unique and unusual ideas right up to their implementation, as well as provide a wider
range of work performed at almost any stage of planting of greenery and landscaping.
In addition, such companies carry out a standard list of works offered by other
companies (lawns, flower beds, planting trees and shrubs, etc.).
In order to maintain a leading position among competitors, the company needs
to use all possible latest achievements, technologies and materials, guided by the
norms and regulations (SNiP) for the performance of work, and develop new
technologies based on its experience.
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Almost all large enterprises in the field of garden and park construction provide
approximately the same range of services — from design to subsequent care of the
created landscape.
The number of small firms providing services in the field of landscape design
cannot be counted, but almost all of them are not able to provide comprehensive
services and specialize in certain types of services.
The newly created company will provide traditional landscape services with
appropriate quality.
Competitiveness is a complex characteristic expressed using group, integral,
generalized indicators.
The competitiveness of an enterprise in the landscape services market means
its relevance and the possibility of competition with other organizations engaged in
the production of products and services in the field of landscape construction.
The term competitiveness was defined in America in the early 80s XX century.
According to the Aldington report (1985): “the term competitiveness of an enterprise
in modern realities can be characterized as the ability to maintain and increase
competitive opportunity in selling goods, expanding the sales market, attracting and
using effectively factors of production in order to achieve economic benefits at a high
level and sustainably”.
There are the following factors that influence the competitiveness of an
enterprise.
1. Internal factors of the enterprise:
- the level and potential of the management organization at the enterprise,
which is manifested in the use of suitable modern management techniques; the level
of qualifications and knowledge of the administrative personnel of the enterprise;
management level at the enterprise in organizing work and distributing
responsibilities of personnel;
- perfection of technologies and equipment;
- the level of professional training of labor personnel at the enterprise. The
enterprise's labor resources are directly involved in technical modernization and are
also, in some cases, those who bring innovation to the firm's economy;
- the financial capabilities of the enterprise are manifested in their capital, and
the ability to mobilize and use them effectively;
- the possibility of cooperation with other enterprises and international
integration is manifested in the awareness of the possibility of new ways to make a
profit in business, as well as in the ability to choose the best partner for cooperation,
which gives the most effective result for achieving set goals;
- level of scientific research of enterprise development.
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2. External factors of the enterprise:
- market is the environment in which an organization does business. In
addition, the market is also a tool that is used in determining the direction of
development of the enterprise in the future;
- institutional policy — is the basis for the implementation of the legal policy
of the enterprise, contains legal provisions; investment, financial, land, technological,
market policies, as well as goods, services and territories where support is provided
or a ban on starting a business is provided;
- infrastructure — includes the concepts of technological and social
infrastructure, such as the transport system, power supply networks, information
systems, education and training systems, etc.;
- industrial areas and supporting services.
Criteria for assessing the competitiveness of an enterprise. The ability of an
enterprise to expand its market share: market share (the greater the market share of an
enterprise, the greater the level of competitiveness of the enterprise); market share
growth rate (reflects changes in the company's sales level over time).
The competitiveness of products reflects the results of the enterprise’s
economic activities:
1) high quality: economic indicators, technical indicators, aesthetic indicators,
convenience and ease of use, etc.;
2) reasonable price: determined based on a comparison of prices for goods of
the same type or its equivalent;
3) fashionable modern design;
4) the degree of satisfaction of consumer needs;
5) related services include instruction before use, after-sales service.
Methods for assessing the competitiveness of an enterprise are represented by a
large number of models and matrices, each of which has its own distinctive features
(Table 4)15.
In addition to those listed in table 4 methods, the rating assessment of the
competitiveness of an enterprise is widely used.
The essence of this technique is to establish a hierarchy of enterprises by
performing a comparative analysis of the results they have achieved in various areas
of activity. The rating assessment has a sequence of actions.
15
См.: Оценка конкурентоспособности предприятия // SPRINTinvest.RU: сайт. URL: https://sprintinvest.ru/
ocenka-konkurentosposobnosti-predpriyatiya-sushhnost-kriterii-i-metody (дата обращения 18.12.2023)
136
Table 4
Description of methods for assessing competitiveness landscape services
Name
Description
Advantages and disadvantages
Matrix
For assessment, it is necessary to
construct a special matrix.
The construction is carried out as
follows: the x-axis represents a
reflection of the growth rate or decrease
in sales volumes, the ordinate axis
reflects the relative share occupied by
the enterprise in a certain market niche.
According to this methodology, the
most competitive companies will have
those operating in a fast-growing market
and occupying the largest part of it
The use of matrix methods helps ensure
high adequacy of the assessment.
However, their successful application
requires accurate marketing information,
which necessitates research
A set of
methods based
on the procedure
for assessing the
competitiveness
of products or
services
provided by an
enterprise
The key idea of this group of methods is
that there is a direct relationship
between the competitiveness of the
enterprise itself and the competitiveness
of the products it produces.
Calculation of indicators for individual
types of products is based on the use of
economic and parametric
competitiveness indices
One of the main advantages is the
assessment of the competitiveness of the
enterprise’s products, which is the most
important component of the overall
competitiveness of the enterprise.
Disadvantage — there is no complete
understanding of other characteristics of
the activity, except for the
competitiveness of products
Methods based
on the theory of
effective
competition
The main point of such methods is that
the most competitive will be those
entities with well-organized work of all
structural divisions. Analysis to assess
operating efficiency is based on the
study of competitive advantages in
relation to the resources used in the
activities of the enterprise
When conducting the analysis, various
elements of the organization’s
functioning are taken into account,
which ensures a comprehensive
assessment
Methods based
on an integrated
approach
The methods are based on the
recognition of competitiveness as an
integral value relative to current level of
competitiveness and competitive
potential
A significant advantage is the ability to
determine the future possible dynamics
of the level of competitiveness of an
enterprise.
However, when current and potential
competitiveness is determined, all the
methods discussed earlier are used,
therefore, some of their shortcomings are
also characteristic of the methods of this
group
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Step 1. Obtaining information regarding all compared enterprises.
Step 2. The information received must be entered into the matrix.
Step 3. Correlating the indicators of the landscape services enterprise with the
corresponding values of the indicators of competing enterprises.
Step 4. Determining the rating of the landscape services enterprise at the end of
a certain period of time.
Step 5. Ranking all competing enterprises in descending order.
In the 1960s American consulting companies developed matrix methods as tools
with which to assess the competitiveness of enterprises. One of the most common
matrix models was developed by the Boston Consulting Group (BCG matrix).
The methodology for assessing the competitiveness of an enterprise based on the
BCG matrix is based on two concepts: the experience curve and the product life cycle.
One of the axes indicates the relative market share, the other the growth rate
(Fig. 4). According to their location within the coordinate system, there are four main
product groups:
- stars are products with a high share in a growing market. Their presence
helps to strengthen the competitive position of the enterprise;
- dogs are products with a low growth rate and low relative market share;
- cash cows represent products with a low share in a growing market;
- question marks are characterized by a low growth rate, but a high market
share.
Fig. 4. BCG matrix16
16
См.: Сайт. URL: http://trivera.by/uploads/blog/bcg.jpg (дата обращения 18.06.2020).
138
Determining whether a specific area of activity belongs to the matrix area
allows you to develop a strategy for further actions.
The developments of BCG served as an impetus for the development of matrix
methods, among which the following are distinguished:
- General Electric matrix. The construction of such a matrix is carried out in a
coordinate system, one of the axes of which is a reflection of the attractiveness of the
market, the other — the competitive position. The degree of attractiveness is
characterized by the size and growth rate of the market, the set of technological
requirements, the severity of competition, the presence or absence of barriers, actual
and projected profitability and other factors that directly influence it;
- Shell model. It is based on the idea of the market as an oligopoly. For
products that have weak competitive positions, according to this model, it is
recommended to use a strategy aimed at their immediate or gradual exit. Each
position of this model provides a set of specific strategic actions;
- SWOT matrix. It helps identify strengths and weaknesses in the functioning
of the enterprise, potential external threats and favorable opportunities.
The basis of product methods is the judgment that there is a close relationship
and dependence between two indicators:
1) assessment of the competitiveness of the enterprise;
2) the competitiveness of products produced as a result of its activities.
It is recommended to determine competitiveness using various marketing
methods based on finding the optimal balance between price and quality of products
or services.
The main methods for assessing the competitiveness of an enterprise include a
set of operating models. The operational approach is based on the fact that enterprises
with better organization of all departments will have the greatest competitiveness.
The identification of each resource involves an assessment using appropriate
indicators of a quantitative or qualitative nature.
Product methods for assessing the competitiveness of an enterprise. To assess
competitiveness based on the use of such methods, it is necessary to identify the
operations and indicators that are of the greatest importance in ensuring the
competitive status of the enterprise. It is common to distinguish indicators of
marketing, economic, production, organizational, personnel and other types.
Operational methods for assessing the competitiveness of an enterprise. As a
rule, the determination of achieved competitiveness is carried out through the use of
product methods, and potential — similarly to operational methods.
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Combined methods are one of the approaches to assessing the competitiveness
of an enterprise; as a result of the assessment, both achieved and potential
competitiveness can be identified. With this approach, competitiveness is considered
as an integral value that allows one to determine the current competitiveness and
competitive potential of an enterprise.
Paths to achieving enterprise competitiveness are being laid using various
methods that have advantages and disadvantages. Thanks to their diversity, it is
possible to select the most effective and simple assessment method suitable for a
particular enterprise.
Structure and scale of competition. The analysis of the structure and scale of
competition in the industry is carried out on the basis of the five-factor model of
competition analysis proposed by M. Porter. The attractiveness and profitability of an
industry are largely determined by the structure and scale of competition, which,
according to M. Porter, are determined by a number of components: competition
between firms in the industry, market power of consumers, market power of
suppliers, barriers to entry into the industry, the emergence of similar goods/services
- goods/services substitutes (Fig. 5).
Fig. 5. M. Porter’s competition analysis model
This structure shows that the degree of influence of suppliers and consumers on
competition is determined by the level of their concentration. The higher the level,
the higher the competition in the industry. The level of concentration is determined
by the number of suppliers or consumers in the industry and the level
Barriers to entry
into the industry
Suppliers
Consumers
Substitute goods
Competing
companies
in branch
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of communication between them. Thanks to this structure, it is possible to identify the
key success factors of the industry and develop a more effective enterprise strategy.
Competition in the industry reduces profitability, as increasing costs arise for
advertising, improvements in equipment and product quality, and other forms of
competition with competitors. The possibility of new competitors entering an
industry depends on the barriers to entry into the industry: brand recognition, control
of distribution channels, government policies aimed at protecting the industry,
economies of scale. The threat of such services depends on the price of production
and the willingness of buyers to accept such a replacement. The ability of buyers and
suppliers to come to an agreement with each other can significantly reduce the profits
received by the industry; buyers seek to reduce prices and purchase goods of higher
quality, pitting competitors against each other.
Key success factors are an important result of industry analysis; these are
controllable variables common to all enterprises in the industry, the implementation
of which makes it possible to improve the competitive position of the organization in
the industry.
Key success factors (KSFs) can be based on different areas of the enterprise’s
activities. They change depending on the stage of the industry life cycle.
In modern conditions, organizations are required to have the most complete
information about competitors, conduct a detailed analysis of the results of their
activities, and collect data on their strategic plans.
Currently, competition, in explicit or hidden form, is characteristic of all areas
of economic activity. But, despite this, not all companies pay enough attention to
analyzing the activities of the enterprise.
An organization that occupies a niche in the landscape services industry may
not take into account the presence of competitors. However, knowledge of their
products and market practices can help improve a business's competitiveness. When
analyzing competitors, it is necessary to identify their strengths and weaknesses, the
threats emanating from them, and a forecast of future strategies and decisions of
competitors.
4.7. PRICING
Landscape design allows you to create a beautiful, harmonious, carefully
thought-out space in your garden. Improve and you can landscape the area with your
own hands, but only with a professional approach can you achieve the desired result.
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