COMPETITIVENESS IN A COMPANY
leadership is understood as the reaction produces a company to be competitive and first in the market includes the representation or image that gives the market the company to train as a company more "productive" and "competitive" than others. However, the economy defines productivity as the production characterized by the maximization of resources used, in order to realize economies efficiently and effectively. From the administrative point of view productivity is comprised of the proper use, or the intelligent use of resources is not enough simply to maximize revenues and minimize costs of production but that productivity includes domestic welfare The company has related to all components of the organization, ie, maximizing the talents, skills and abilities they possess. Competitiveness is productive understanding of an industry, the level by which companies are at the same level as his most direct and close competition, the fact that an organization is on a level with the competition and it can be sustained that level in a highly competitive market makes the economy.
Incorporating the principles of competitiveness to the development of the functions, activities and operations of the company, allows this to increase their competitiveness, however the effectiveness with which these principles are implemented will determine the level of competitiveness that the company This achieved, or the level you are.
Total quality is the key to competitiveness strategy is a concept, a philosophy, strategy, business model and is located on the customer. Not only refers to the product or service itself, but is the permanent improvement of organizational aspects, management, taking a company as a gigantic machine, where each worker, from the manager to the staff of the lower hierarchical level is committed to business goals.
Competitive Strategy Formulation
Within the range of strategies can be formulated to be competitive in the market may be mentioned the following, since they are the most common:
Strategies for production.
Ø Work: batch or on demand. Ø Form of producing
: refers to the technology used to produce (manual or mechanized), and the level of applied technology. Ø
capacity and flexibility in the production plant.
or production levels: mass or limited. Ø
Place to occur: within or outside the country.
Strategies for the product. Ø
variability in the presentation of the product. Ø Size
product line, which refers to the number and diversity of products that the company manages.
Ø Flexibility in product development, referring to the level of customization and standardization. Ø
variability with respect to use of products, depending on the geographical environment, climate, age, culture, event or situation. Ø
Improvements in the container or package shape, size, material, texture, and so on.
or better in the packaging.
Ø Improved graphics: shapes, colors, fonts, images, etc.. Ø
Variability of quality: quality unique, different grades based on the price and market segment, also with respect to the desired positioning of the product in the market according to socioeconomic and cultural levels of consumers.
or strategies with respect to durability, product life cycle short, medium, long. Ø
strategy with respect to the traditional design to creative design, cutting edge, innovative and imaginative.
or strategies with respect to product technology: cutting edge, average or behind.
or strategies regarding product safety relating to possible damage that the use or handling can cause to humans
or strategies regarding the ecology, ie caring for the environment. Ø
Strategy with regard to ergonomics and comfort, given the characteristics and functional dimensions of the consumer or user. Ø
brand strategies over the name to be used as identification.
Strategies for the price.
Ø During its life cycle and in relation to the market which is directed: introduction, growth and maintenance stage.
Strategies for the market.
or strategies regarding the marketing: For markets and segments and / or market niches allowed, and the selection of distribution channels.
on marketing strategies.
or strategies regarding the promotion: Includes programs, means and actions to be used to raise awareness and seek acceptance and customer loyalty with respect to products or services the company offers
Strategies for service.
Ø To support the work of presales, sales and after sales.
OUTSOURCING
leadership is understood as the reaction produces a company to be competitive and first in the market includes the representation or image that gives the market the company to train as a company more "productive" and "competitive" than others. However, the economy defines productivity as the production characterized by the maximization of resources used, in order to realize economies efficiently and effectively. From the administrative point of view productivity is comprised of the proper use, or the intelligent use of resources is not enough simply to maximize revenues and minimize costs of production but that productivity includes domestic welfare The company has related to all components of the organization, ie, maximizing the talents, skills and abilities they possess. Competitiveness is productive understanding of an industry, the level by which companies are at the same level as his most direct and close competition, the fact that an organization is on a level with the competition and it can be sustained that level in a highly competitive market makes the economy.
Incorporating the principles of competitiveness to the development of the functions, activities and operations of the company, allows this to increase their competitiveness, however the effectiveness with which these principles are implemented will determine the level of competitiveness that the company This achieved, or the level you are.
Total quality is the key to competitiveness strategy is a concept, a philosophy, strategy, business model and is located on the customer. Not only refers to the product or service itself, but is the permanent improvement of organizational aspects, management, taking a company as a gigantic machine, where each worker, from the manager to the staff of the lower hierarchical level is committed to business goals.
Competitive Strategy Formulation
Within the range of strategies can be formulated to be competitive in the market may be mentioned the following, since they are the most common:
Strategies for production.
Ø Work: batch or on demand. Ø Form of producing
: refers to the technology used to produce (manual or mechanized), and the level of applied technology. Ø
capacity and flexibility in the production plant.
or production levels: mass or limited. Ø
Place to occur: within or outside the country.
Strategies for the product. Ø
variability in the presentation of the product. Ø Size
product line, which refers to the number and diversity of products that the company manages.
Ø Flexibility in product development, referring to the level of customization and standardization. Ø
variability with respect to use of products, depending on the geographical environment, climate, age, culture, event or situation. Ø
Improvements in the container or package shape, size, material, texture, and so on.
or better in the packaging.
Ø Improved graphics: shapes, colors, fonts, images, etc.. Ø
Variability of quality: quality unique, different grades based on the price and market segment, also with respect to the desired positioning of the product in the market according to socioeconomic and cultural levels of consumers.
or strategies with respect to durability, product life cycle short, medium, long. Ø
strategy with respect to the traditional design to creative design, cutting edge, innovative and imaginative.
or strategies with respect to product technology: cutting edge, average or behind.
or strategies regarding product safety relating to possible damage that the use or handling can cause to humans
or strategies regarding the ecology, ie caring for the environment. Ø
Strategy with regard to ergonomics and comfort, given the characteristics and functional dimensions of the consumer or user. Ø
brand strategies over the name to be used as identification.
Strategies for the price.
Ø During its life cycle and in relation to the market which is directed: introduction, growth and maintenance stage.
Strategies for the market.
or strategies regarding the marketing: For markets and segments and / or market niches allowed, and the selection of distribution channels.
on marketing strategies.
or strategies regarding the promotion: Includes programs, means and actions to be used to raise awareness and seek acceptance and customer loyalty with respect to products or services the company offers
Strategies for service.
Ø To support the work of presales, sales and after sales.
OUTSOURCING
This technique is based on a management process that involves structural changes in the company in key areas such as culture, procedures, systems, controls and technology aimed is to obtain better results by concentrating all efforts and energy of the company's main activity. We can also define it as outsourcing of services that seeks to streamline and economize the production processes for the efficient performance of the corporate purposes of the institutions, so that companies focus on what is theirs.
There are other terms referring to the work of outsourcing its work as specified are as follows: Right-sourcing
: This term is used to define the optimal solution in the election of the company which gives service outsourcing. As the outsourcing includes many different services, possibly the optimal choice would not award the contract to one company but several, so that each part of the service performed for it to be more effective. However, in practice it is usually done in this way, it was decided to award the contract to one company.
In-house: This concept applies when the outsourcing service is produced at the premises of the contracting organization's service. Off-site
: Unlike before, this concept applies when the outsourcing service is produced in the premises of the company providing this service.
Co-sourcing: Some experts predict that companies will gain greater benefits in the year 2000 with the outsourcing business will be those that offer some added value to their customers. Evidence of this can be considered a form of "outsourcing" emerged recently, called co-sourcing, which responds to developments of that service. Thus, the aim is that the company providing Risk sharing service with one that hired her.
Out-tasking: A more focused form of outsourcing for specific tasks. Thus, we see how in some cases, the moves toward outsourcing: Ø
small-scale contracts.
fewer features or is entrusted to the company providing the service.
or services are more specialized.
CONDITIONAL FACTORS FOR OUTSOURCING.
We consider, in a broad and general, a number of factors that influence the implementation of the outsourcing business:
The Outsourcing and Strategic Environment.
The natural need for a comprehensive understanding on the part of officials on the new management system involves the dissemination throughout the organization's strategy, vision, mission, objectives and goals of the company for the proper implementation of the outsourcing process. Also, you should review the objectives, policies and guidelines for the company, in case of conflict is fit to establish a relationship of trust between all ranks and jobs.
The Outsourcing and Organizational Environment.
Due to changes in the functional structure is significant alteration of the physical space occupied by the organization, changes in functional activity and the delegation of authority and organizational changes in departmental and general. Reason, there are also changes in the rules, systems and operational methods, which must be reviewed frequently to withstand the changes brought about outsourcing. Consequently, the organization will be engaged in a process of adaptation to the new internal control management information systems, through increased support and qualification of data for decision-making.
The Outsourcing and Economic Environment.
From this perspective, outsourcing requires adaptation the internal cost structure to this new system by defining their situations accounting and operational level. Since the implementation of outsourcing, you need a continuous review of the costs of production processes, distribution, marketing and, in general, the costs of many internal administrative activities, as a direct impact on the administrative structure - operational business. Similarly, there must be an environment leading to the revision of prices and tariffs for goods or services of the organization, considering the participation and influence, directly or indirectly, of the outsourced activities for the final determination thereof.
outsourcing and Social Environment.
The special circumstances of social and political time lead to talk about employment. This topic must be analyzed taking into account two aspects:
Ø Opening of new business: rapid formation of new companies in several market segments in the services sector.
Ø Review of the functions: With the implementation of outsourcing, the transformation of functional structures is inevitable in business as well as the business trend comes to fire employees. It is up to senior management, based on the vision strategic, defining the internal consequences of this process.
The Outsourcing and the Political Environment
The Venezuelan government, either municipal or state might consider outsourcing as an appropriate way to proceed in relation to strategic and operational changes in public. We can say that the programs of economic stabilization, privatization of state enterprises, opening the economy and reducing bureaucracy reflect intentions of state that can have positive results through outsourcing.
The Legal Outsourcing and Legal Environment
In Venezuela there is no law prohibiting or regulating the implementation of outsourcing, however, job security laws may have barriers to outsourcing, due to the cost of laying off employees in the areas that is to outsource.
Process Outsourcing
The implementation of the outsourcing companies should be taking into account two important views: Ø
should find a company that offers a service like or better than running internally. Ø
The service to be provided should be done in a timely manner in the shortest time and with the highest possible quality.
These two aspects clearly identified, and a simple way, a new positioning for contractors and contractors. According to American Management Association (AMA) to implement a strategic outsourcing should apply the following process:
or transform the functional hierarchy of the organizational structure in a representation of the process and roles of each employee in the company. This rigid organization is transformed into a functional representation of the process of roles, ie that employees play a series of activities required and these it is secured so that people from different departments can work together efficiently and effectively.
or combine several processes into business units as a new organizational structure. Strategic business units are small businesses as defined and established as units in a larger company, created to ensure the promotion and management of a certain product or service as if it were an independent business. Sort Ø
business units as a "core competence" or "complementary" for the purpose of the enterprise.
or compromise all complementary business units to a capacity development strategy independent. Ø Define
opportunity torque specifications and the purchase and sale of products or services complementary business units. It is about defining where is the difference between the internal supplier and the best options on the market. Ø Manage
outsourcing initiatives through contracts with suppliers. Ø
continuously evaluate and implement additional changes by the network of corporate business units due to strategic considerations and internal market.
Project Organization
An outsourcing project should include the active participation of officials from both the contracting company as the service providers. Basically you need to implement a task force that includes members competent, and are in charge of approving, lead and execute the project. The team should include the following members:
Executive Committee: Composed of the managers of the contracting company and contractor. The executive committee is responsible for approving the project.
Project Management: Built by a leading manager of the contracting company and a leading manager of the contractor. Project management is leading the process.
Project Team: Comprised of business professionals client and contractor. This team is running the project. The project team includes specialists previously selected by the contracting company, the same as those in charge of organizational development while implementing outsourcing. The team of specialists, along with project management, be responsible for developing the services contract and will be the executive committee to be responsible for final approval.
Several recent studies reveal that outsourcing is growing, while service providers are expanding their range of offerings. All this implies a greater focus on competitive advantages of organizations owners who are transferring this work to outside suppliers, this trend could also be an indication that the industry is coming to an agreement with a more demanding and the need to maximize resources and reduce waste.
BENCHMARKING
Benchmarking is a continuous process, which is used in strategic management, where decisions leading companies in each industry as a model. Benchmarking doers first determine which aspects need to grow and then detect the company performs best practices in this area. Then research the company and apply these practices in your organization. The Benchmarking study to businesses and uses its best practices as a comparative standard by which to reach or surpass. Each function or area of \u200b\u200bbusiness can be "benchmark.
Benchmarking and their meaning, recognizing that no company is exceptional at all. That is why it becomes a permanent process that includes companies and industries of all countries world.
The benchmarking process consists of two parts: measurement (the what) and process knowledge and / or product (how). On what it means to be measured, the measurements are definitely crucial. If you can not measure can not control. If you can not control, can not handle. Measurements being so important, it seems that everyone in the company should know exactly what things need to measure. The benchmarking process should assess: How
Ø Ø How fast or how good
When
Ø Ø Ø Where
long
Ø size, configuration, shape and setting
An organization should undertake a benchmarking for the following reasons :
or offers a way to improve customer satisfaction. Ø Define
best applicable process.
or improve your process. Ø Helps to eliminate
syndrome "Not invented here."
Ø Identify your competitive position.
or increase the effectiveness, efficiency and adaptability of its processes. Ø Transform
personal satisfaction in an urgent desire for improvement.
or help you set achievable goals, but dynamic. Ø
increases the desire for change. Ø Allows
project future trends in your industry.
setting priorities for improvement activities. Ø Create
culture of continuous improvement.
Once the company has decided to go into this technique is necessary knowledge and commitment from all levels of the company, that it is a and continuous process requiring constant since the Day first step will require a thorough analysis of the process itself, before carrying out any contact with other companies. There are factors of program success indicators among which are: Ø
Active engagement by the Board.
Ø A clear definition of the objectives pursued. Ø
firm belief to accept the change suggested by the study. Ø
continuous effort.
CONCLUSION
The goal of any organization is always be the best in their field, for it makes use of all the tools that offers business and economic environment, to achieve this goal. These tools are there, waiting for someone who uses this work and to decide which method to apply, when, how and with whom, is under the responsibility of the manager. However
within the most used tools is the Outsourcing, which is more than the procurement of services to companies specializing in a specific subject, in order to enable the contracting company to focus all his energy in carrying out activity for which he was born. Sample this: Suppose you open a shoe factory, so that it remains in full operation should be performed various administrative processes, such as accounting, however, it is possible that the owner of the factory of shoes you want because he knows bookkeeping and accounting also known shoe, but not ha clubs with it because the meter is not shoe manufacturer. What can the owner in these cases, the services of an accounting company or an accountant to make this the one that maintains the records and everything related to tax payments and so on. In this way the owner is focused on what he does best, producing shoes, and let others (without losing touch and keeping you informed) their accounts.
Another tool used by some companies is that of benchmarking, this is a process that takes place continuously and not more than the implementation of a model used by another company in a specific area and which has enjoyed success and great benefits for the benefit own. This type of tool for improving competitiveness can be seen clearly from the same sector companies, such as cell phone companies, they are always innovating way to stay always in the market as leaders in communications, and the same are implemented plans and rates to suit the needs of every customer. To cite a specific example: one of these companies on a fee billed in seconds others saw that did well and caught the attention of customers and chose to check in with the same method.
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