Making rational and creative management decisions. Factor of superiority, attractiveness, attitude towards us

Another well-known business (product) portfolio analysis matrix is ​​the “Industry Attractiveness - Competitive Position” matrix, developed by the McKinsey consulting company for General Electric. This matrix, unlike the Boston Consulting Group's Growth-Market Share matrix, is more complex to construct.

As the name of the matrix implies, the positioning of the SEB is carried out in a coordinate system, one of the axes of which is the attractiveness of the industry in which the strategic business unit operates, and the other axis is the competitive position of the strategic business unit in its industry. Let's look at how this matrix is ​​built.

In order to determine the degree of attractiveness of an industry, you must perform the following steps.

1. A set of parameters is established by which the attractiveness of the industry will be assessed. Such parameters may be the intensity of competition, industry profitability, industry growth, industry size, technological stability, etc. The developers of the matrix themselves determine which parameters to take into account when assessing the industry, and what level of detail should be when choosing individual specific parameters.
2. The matrix developers give each parameter a weight of its relative importance to the firm. Those parameters that, from the company’s point of view, are most important for assessing the attractiveness of the industry are given more high weights. And accordingly less important - lower weights. For the convenience of calculations, the weights are distributed in such a way that their sum is equal to one.
3. Each of the parameters is given an assessment of the degree of its attractiveness for the company in the industry being assessed. This assessment of parameters is carried out depending on the extent to which the industry characteristic included in the parameter carries the opportunity to achieve the company's goals. The assessment is carried out on a five-point scale: 5 - the most attractive, 1 - the least attractive parameter. For example, if a firm is looking to expand, but the industry is not growing at all, then the industry growth parameter would receive a score of 1. This would mean that it poses a threat to the firm.
4. The assessment of the relative importance of each parameter is multiplied by the corresponding assessment of the attractiveness of this parameter, and all these products are added together. The total results in an integral assessment of the attractiveness of the industry. The maximum industry attractiveness rating can be 5, and the minimum - 1.

In table Figure 2 shows a hypothetical example of calculating the attractiveness of an industry.

table 2

In order to assess the competitive position of SEBs in their industry, the following procedure is applied.

1. For each industry in which the company operates, a list of key success factors is compiled. These factors could be, for example, costs, productivity, research capacity, market share, etc.
2. Developers determine the relative weights of factors that reflect the degree of their importance for achieving sustainable development in the industry. competitive position. The sum of the weights must be equal to one.
3. For each SEB (product), the degree of its competitive strength in the industry is determined for each of the key success factors. The degree of competitive strength is measured from 1 to 5. If the developers give it a 5, it means that the strategic business unit in its industry has a strong competitive position on this critical success factor. If it is set to 1, then the competitive position on the assessed factor is very weak.
4. A generalized assessment of the SEB's competitive position in its industry is calculated. To do this, the relative weight of each key success factor is multiplied by the corresponding assessment of the degree of competitive strength of the strategic business unit. All received products are added up. The result of the addition gives an integral assessment of SEB's competitive position in its industry.

In table 3 provides a hypothetical example of calculating the competitive position of SEB in the industry.

Table 3

Assessment of SEB's competitive position in the industry

Once an assessment of the attractiveness of the industry and an assessment of the competitive position of each SUB are obtained, a SUB positioning matrix is ​​constructed. The competitive position is shown horizontally, and the attractiveness of the industry is shown vertically. Each of the axes is divided into three equal parts, characterizing the degree of attractiveness of the industry (high, average, low) and the state of the competitive position (good, average, bad). Inside the matrix, nine squares are identified, which, when positioning SEB (products), indicate what place in the company’s strategy should be assigned to them in the future (Fig. 13).

In relation to those SEB (products) that fall into the “Success” squares, the company must apply a development strategy. These businesses have a good competitive position in attractive industries, so they clearly belong to the future. Businesses (products) that find themselves in the Question Mark square may have a good future, but for this the company should make efforts

great efforts to improve their competitive position. Businesses (products) that are in the square " Profitable business", are a source of money. They are very important for maintaining the normal life of the company. But they can die, since the attractiveness of the industry in which they are located for the company is low.

Getting into the square" Medium business"does not make it possible to unambiguously judge the future fate of the SEB. In relation to it, a decision can only be made based on the results of an analysis of the state of the entire portfolio of businesses (products). Although, to a large extent, this remark also applies to SEB that fall into one of the three types of squares considered .

Regarding the SEB that is in the “Defeat” square, it should be concluded that it is in a very undesirable position and requires fairly quick and effective intervention in order to prevent possible serious negative consequences for the company.

The McKinsey matrix provides a good tool for analyzing a portfolio of businesses (products). The main conclusion to which it leads the researcher is that a balanced portfolio should consist mainly of businesses located in the “Success” squares, a few businesses located in the “Question Mark” square, and strictly certain number businesses located in the "Profitable Business" square. Their number should be sufficient to ensure the maintenance of “successful” businesses and “question marks”.

Rivalry between main competitors.

The nature of competition in the main market has already been analyzed earlier, but in this subsection it is necessary to provide a detailed conclusion. First, the main features and competition scenarios characteristic of the stage are considered life cycle where the market is located. Then the nature of competition is analyzed by year. It is noted whether the competition is of a price or non-price nature, is direct (competition in a homogeneous market) or indirect (occurs in segments), displacing or positional. It is necessary to take into account the market shares (and therefore the influence) of industry leaders. Indirectly, the positions of leaders can be identified using the Herfindahl index. But it is more convenient to use the data from Table 2 of the task. It shows the market shares of our business and its largest competitor. If our business is a leader, then its market share is greater than that of the largest competitor; if not, then the largest competitor is the market leader. Table 1 of the task indicates the features of competition in a certain year, the analysis of which makes it possible to clarify the nature of the competition.

The conclusion of the subsection indicates whether changes are possible in the nature of competition and the structure of the main competitors. In this case, you should use all the information received on the dynamics of the main indicators. Thus, changing stages of the life cycle changes the nature of competition, the presence of unprofitable competitors contributes to their displacement from the market, aggressive strategies of industry leaders lead to increased competition, as well as the emergence of new competitors, a decrease in the number of segments, etc.

The influence of producers of substitute goods.

Economy class and luxury housing are mutual substitutes. Substitutes for luxury housing can be both cottages and luxury housing, and for cottages, luxury apartments are usually considered a substitute.

It is necessary, taking into account the differences between housing of different classes, the state of the industry, as well as comparing the forecast of demand for housing in the industry under consideration and for a substitute (as assigned), to determine from which substitute product the pressure is manifested to the greatest extent and how this pressure can be avoided.

Pressure from potential competitors.

Potential competitors are most likely to emerge from housing-related industries that are about to contract or are already contracting.

To determine this possibility, it is necessary to calculate the ratio of potential and demand forecast for such industries and compare it with the ratio for the industry in question (highlighted in bold). An example of the calculation is given in Table 5.

Table 5.

Analysis of the influence of potential competitors (calculation example)

It can be seen that the economy class housing market is close to a contraction that will occur within a year, and it is possible to assume the transition of part construction organizations to the luxury apartment market (i.e. to our target market), since it still has significant demand potential. The transition to the cottage market (which is also promising) will be difficult, since there are differences in construction technology. Moreover, the size of this market is 20 times smaller size shrinking market. For our market, the influence of potential competitors will be significant, since the shrinking economy-class housing market is quite large (almost equal in volume to our market).

Bargaining power of suppliers in construction is determined by the high material intensity of the industry's products. But if there is competition among suppliers, their ability to dictate terms is minimal. Thus, it is necessary to take into account the power of suppliers if there is a tendency towards concentration of the industry of suppliers of basic material (Herfindahl index of suppliers more than 4200). On the other hand, the influence of suppliers can be minimized by the development of vertical integration. When the share of products from auxiliary industries is more than 30%, the need for basic materials is met on its own, and the influence of suppliers is reduced.

Consumer Competitive Power discussed in this project in theory. It is most important to consider the influence of consumers when their number is small and the volume of a single purchase is large, when each concluded contract can affect the market share of the company. This is not typical for housing construction, since a significant part of consumers are individuals, the number of which is large.

2.1.3. Key Success Factors

Key success factors (KSF) are those actions to implement the strategy, competitive opportunities, and performance results that the company must ensure in order to be competitive and achieve financial success. These are the factors that provide the advantage by which the company occupies a leading position in the industry. Usually the number of CFUs does not exceed three or four. Examples of such factors: opportunities for innovation in production, development of new products, degree of mastery of existing technologies, low cost, product quality, high degree use production capacity, favorable location of the enterprise, access to qualified labor force, high labor productivity, ability to perform individual orders consumers, low sales costs, accurate order execution, variety of product types/models, guarantees, know-how, rapid implementation of new technologies, ability to quickly respond to changing situations, management experience, favorable reputation, low costs, access to financial markets, opportunities for lobbying interests, availability of patents and licenses.

In this section, it is necessary, based on the results of the previous analysis, to reasonably select 1-3 key factors.

2.1.4. Comprehensive assessment of the long-term attractiveness of the industry

The final step in analyzing the industry and the competitive situation is to assess the situation in the industry as a whole and develop an opinion about the relative attractiveness or unattractiveness of the industry in the future.

The definition of comprehensive assessment is based on expert method(the student acts as an expert) and includes the following steps:

Selection of 5-7 factors (criteria) characterizing the attractiveness of the industry;

Rating each factor on a 5-point scale;

Determining the weight (degree of importance) of each factor using the method of analyzing hierarchies by T. Saaty;

Calculation of a complex assessment as a weighted geometric mean.

The calculation of the comprehensive assessment is presented in tabular form (see Table 8)

Selection of industry attractiveness factors

The most universal and obvious factors that make the industry attractive to business are:

Industry growth rate;

Demand potential (potential/forecast ratio);

Profitability level;

Intensity and nature of competition;

Degree of uncertainty and risk.

But the composition and importance of attractiveness factors depends on the stage of the life cycle. Below are the factors that are relevant at individual stages in descending order of importance.

At the birth stage: demand potential; innovative opportunities (allowing lower prices and stimulating growth), lower costs and prices, competitive pressure (especially from substitutes).

At the growth stage: growth rate, growth rate (the higher, the easier it is to gain market share, but the faster you need to increase production volumes in order not to lose it), demand potential, competitive influence from outside (the possibility of new competitors coming, the restrictive role of suppliers) . The level of profitability is not so important.

At the deployment stage: intensity of competition, nature of competition (direct, indirect at the segment level; price or non-price), demand potential, level of profitability.

At the stages of maturity and saturation: level of profitability, intensity of competition (in the main market), industry stability (level of variation in key indicators), demand potential.

At the downsizing stage: the rate of downsizing, the possibility of moving to remaining profitable segments, exit barriers, the behavior of competitors (whether there is a reduction in assets or a decrease in production capacity utilization).

In the decomposition stage, factors are similar to the maturity stage, but special meaning gains market size.

After selecting factors, it is necessary to provide their numerical values ​​(if possible) or a text description of the state of the factor.

Factor assessment.

The value of each criterion factor should be assessed in terms of the attractiveness of the industry on a 5-point scale:

3 points – the factor reflects average level attractiveness of the industry;

4 points - level “above average”;

5 points – high level;

2 points – below average level;

1 point – low level.

The scoring of factor values ​​is carried out relative to the average regional or recommended value. So, if the level of profitability of an industry is approximately equal to the regional average, then a score of 3 points should be given (the industry is average in attractiveness in the region in terms of profitability). If the industry's profitability is higher, the score will be 4 or 5, since the higher the profitability, the more attractive the industry is for business.

When assessing the relationship between potential and demand forecast, we took the standard value at 3.0, which will correspond to a score of 3 points - average attractiveness. With a lower value, the attractiveness of the industry for this factor will be rated lower; with a higher value, the attractiveness of the industry will be rated higher than 3 points.

When assessing competition, scores will be inversely proportional to the intensity of competition, since the industry is more attractive the less competition it has.

In general, ratings are determined from the perspective of an outside observer rather than an industry participant. However, in some cases, competitive pressures cannot be assessed without taking into account the current position of the firm conducting the analysis. Thus, for an industry leader who has undeniable advantages and displaces competitors, competition in the industry will be assessed as insignificant (in fact, no competitor can resist him), and the assessment will be high (that is, the industry will be very attractive to him). However, for all other competitors the industry will appear highly competitive and the attractiveness rating will be low. To take into account the position of our business (branch), you should pay attention to the data in Table 2 of the task, which shows the shares of the company and its largest competitor in the market.

The assessed factors are not equivalent; some of them are more important and characterize the attractiveness of the industry to a greater extent. To take into account differences in the degree of significance (importance) of factors, it is necessary determine their weight coefficients (weights). In this project, it is recommended to use the Hierarchy Analysis Method (HAI), developed by T. Saaty. ,.

The first stage The application of MAI is to structure the problem in the form of a hierarchy. In this course project, the problem is characterized by a simple two-level hierarchy. At its top there will be an indicator of “industry attractiveness”. The second level consists of previously selected industry attractiveness factors.

At the second stage hierarchy elements are compared by an expert in pairs in relation to their impact on their common characteristic. In our case, the selected attractiveness factors will be compared in pairs, in terms of how they reflect the “attractiveness of the industry.”

The system of paired comparisons reduces the requirements for experts assessing the problem and simplifies their work, since it is much easier to compare two indicators (determining which one is more important) than to evaluate all indicators together.

The expert formats the result of pairwise comparisons in the form of a square matrix. An element of the matrix a(i, j) is the relative importance of factor i (i.e., the factor in the row) relative to factor j (in the column), assessed on a scale from 1 to 9, where the scores have the following meaning:

1 - equal importance of factors in row and column;

3 - moderate superiority of the importance of the factor in the row over the factor in the column;

5 - significant or strong superiority;

7 - significant superiority;

9 - very strong superiority;

2, 4, 6, 8 are intermediate values.

If, on the contrary, factor j turned out to be more important compared to factor i, the values ​​will be the opposite - from 1/2 to 1/9.

The matrix has the following properties:

Its diagonal is formed by units, since when comparing factors with themselves they are equally important;

For any i, j a(i, j) = 1/ a(j, i). It is clear that if factor i is more important than j with some intensity, then with the same intensity factor j will be less important than i. Using this property, it is enough to fill only half of the matrix, above or below the diagonal, and fill the other half with the inverse values.

After filling out the matrix, it is necessary to move from paired assessments to importance assessments and factor weights. IN general case the task comes down to finding the eigenvector of the matrix, however, given its high complexity, approximate calculations are often used, using the geometric mean of paired estimates along the rows of the matrix:

where X i is the assessment of the importance of factor i (factor weight not reduced to unity);

and ij is an assessment of the relative importance of factor i in relation to j;

n is the number of factors being assessed (matrix dimension).

The weights must then be normalized, that is, reduced to unity:

where P i is the normalized weight of the factor, Σ P i = 1.

During the assessment process, the expert may make a mistake. For example, he may prefer factor 1 to factor 2, factor 2 to factor 3, and at the same time evaluate factor 1 as less important compared to the third. To identify such errors, the consistency index (CI) and the consistency ratio of the paired comparison matrix (OC) should be calculated:

where CC is the average random consistency of the matrix, which would be obtained by randomly selecting quantitative judgments from our scale and forming an inversely symmetric matrix.

The average random consistency depends on the matrix dimension and is selected from Table 6.

Table 6

Average random consistency values

The OS value should be less than 0.1 (10%). In case of large values, the expert needs to check his judgment.

Example (according to table 7). Let the following factors be selected: “demand potential”, “level of competition” and “profitability”. Suppose the industry is at the maturity stage (in the expanded phase), then the most important factor there will be profitability, then the level of competition and demand potential. We write the factors in the matrix in descending order of importance, then when filling it out, the estimates above the diagonal will be greater than one. We enter the units in the diagogal cells of the matrix.

The profitability factor is moderately more important than the level of competition, because intense competition can lead to a drop in profitability in the future - score 3 in cell a 12. Compared to demand potential, profitability to a much greater extent reflects the attractiveness of the industry, since at the maturity stage the main task– obtaining maximum profit. A score of 5 is entered in cell a 13. The factors of competition and demand potential are close in importance, the superiority of the first factor is insignificant. The score can be 2 points.

Table 7

Pairwise comparison matrix (example)

λmax = 1.533*0.648+4.5*0.23+8*0.122=3.005,

IS=(3.005-3)/2=0.0025. OS=0.0025/0.58=0.004<0,1.

The consistency index is within normal limits.

The justification for the assessments of the factors themselves, and the calculation of the comprehensive assessment, is drawn up according to the example in Table 8.

Table 8

Calculation of industry attractiveness assessment (example)

When calculating the complex assessment (CI), preference is given to the geometric mean, calculated using the formula:

where О i is the assessment of factor i;

P i – weight of factor i.

When using the arithmetic mean, mutual compensation of the values ​​of factor estimates may occur, leading to paradoxical conclusions. For the selected factors, a high value of one cannot compensate for a too low value of another. Thus, high profitability will not increase attractiveness if the demand potential has been exhausted and the market is close to contraction. Suppose the score of one of the factors turns out to be zero. Then the geometric mean also goes to zero for any values ​​of other estimates, which logically reflects the extremely low attractiveness of the industry. But if you use the arithmetic average, with high values ​​of the other estimates, the average may turn out to be higher than three points, forming an erroneous conclusion.

We evaluate the attractiveness of individual areas of activity of the AU (Zaglumina N.A.)

Date of article posting: 09/22/2014

Today we will talk about the McKinsey matrix. It is a modified model of the first matrix and gives a more realistic idea of ​​the position that an autonomous institution or a specific area of ​​​​its activity occupies in the market.

The model under consideration is often called the “business screen”. It was developed to analyze the expected profitability of 43 business units of General Electric Corporation. The use of this tool partially solved the problem of establishing a common comparative basis for the analysis of those areas of activity that were very different from each other in nature.

The central element of the McKinsey model is the future profit that can be earned by the organization, or the future return on investment. In other words, the main focus of this study is to analyze What impact can additional funding have on a specific area of ​​work?. Unlike the BCG matrix, each axis of the McKinsey model has not two, but three segments. This expands the possibilities for analysis and at the same time allows us to recreate a more realistic picture regarding the sustainability and prospects of various areas of the organization’s activities or the prospects for the development of the organization itself.

Matrix structure

The McKinsey matrix is ​​formed along two axes: the competitive advantage (competitiveness) of a specific area of ​​activity (horizontal axis) and the attractiveness of the market (industry) within which this area is developing (vertical axis). Indicators on the vertical axis are practically beyond the control of the organization, while indicators on the horizontal axis, on the contrary, can be changed.

The model is based on the idea that the long-term profitability of each line of business depends on its competitiveness, as well as on the organization's intention and ability to strengthen the position of this line of business in the market.

In turn, market attractiveness refers to significant cash flows (existing or potential). High competitiveness also means the ability to generate high income. These components of the matrix can be assessed by knowing the specific factors and their interpretation (score). The table shows some indicators that can be used in the analysis.

The McKinsey matrix combines objectively measurable parameters (capacity and market share, profitability, etc.) and subjectively assessed ones. The latter should be analyzed by experts - the most qualified employees of the institution (including managers at all levels) and third-party specialists. In this case, it is advisable to use either a standardized scale from zero to one, or a scale from 1 to 5, where 1 and 2 correspond to the rating “low”, 3 - “medium”, 4 and 5 - “high”. The higher the weight of a factor, the greater the numerical value assigned to it. The final assessment of all selected factors by which the organization’s activities are analyzed (competitiveness index, industry attractiveness index) determines the position of a particular direction on each axis and in the matrix as a whole.

Quadrant Meanings

The McKinsey model allows us to distinguish three strategies: “Winner”, “Intermediate option” and “Loser”. If a particular area belongs to the first type of strategy, it has the highest priority for subsequent financing. Classification into the second type means that the priority for financing is medium (investments must be maintained at the same level), and the third - low (in the analyzed area you need to get the maximum possible profit, after which you need to leave this area).

In turn, each strategy combines three different market positions. Let's give a brief description of each of them.

1. Winner No. 1 (high market attractiveness and high competitiveness). In this area, the organization will most likely is a leader. Therefore, the development strategy for this area (the organization as a whole) is to maintain and strengthen market positions, including through priority financing.

2. Winner No. 2 (high market attractiveness and average competitiveness). Such an organization is not a market leader, but it is not a laggard either. Therefore, it must face two tasks: firstly, to identify its strengths and weaknesses, and secondly, to direct funds to obtain maximum profit from its strengths, as well as to level out its weaknesses.

3. Winner No. 3 (average market attractiveness and high competitiveness). In this case, the institution's strategy should include identifying the most promising market segments, which are advisable to conquer, and financing for development in these segments. In addition, it is important to identify specific measures to maintain and further enhance the organization’s competitive advantages.

4. Loser No. 1 (average market attractiveness and low competitiveness). The strategy of an organization falling into this quadrant of the matrix should be aimed at development in segments with minimal risk and obtaining a realistically possible (minimum) profit due to the individual strengths of the organization. If this cannot be done, it is advisable to leave this position.

5. Loser No. 2 (low market attractiveness and average competitiveness). Here, the organization’s efforts need to be concentrated on reducing risks and protecting its interests in certain most profitable market segments. In addition, it is possible to sell such a business to competitors for a reasonable price.

6. Loser No. 3 (low market attractiveness and low competitiveness). Once in this quadrant, the organization must develop a realistic action plan to exit this market position or abandon the investment. It is even possible to liquidate the business.

7. Intermediate option No. 1 (high market attractiveness and low competitiveness). Two alternative strategies apply here. The first is to become a “winner” by creating and developing the organization’s strengths, occupying a niche in the market that can generate profit, and purposefully investing in the development of its own products and services in this niche. The second strategy is transition to “losers” (up to the implementation of a liquidation strategy).

8. Intermediate option No. 2 (average market attractiveness and average competitiveness). This is the “most average” of all matrix positions. Therefore, the strategy must be appropriate: such an organization can only afford selective investment in highly profitable and least risky activities and projects.

9. Intermediate option No. 3 (low market attractiveness and high competitiveness). Organizations that find themselves in this quadrant are often called profit producers. Their strategy should include only “short” and effective cash injections, since there is a high probability of “collapse”, the disappearance of the market in which the organization is present.

Advantages and disadvantages of the matrix

The McKinsey matrix can be applied in an institution if he has a large number of individual projects and areas of work- this tool is convenient for determining the priority of financing of various types of activities, as well as for redistributing resources. The model can be used on different scales: both at the level of the institution as a whole, when it is necessary to analyze the components of a portfolio of services, and at the level of a specific direction or project (individual products or services are studied).

The general conclusions that are drawn from the results of compiling the McKinsey matrix are as follows:

1) invest in order to maintain a market position and follow market developments;

2) provide financing in order to improve its position, trying to shift the organization to the right side of the matrix (towards increased competitiveness);

3) invest funds to restore lost positions (however, such a strategy is difficult to implement if the attractiveness of the market is weak or average);

4) reduce the level of investments with the intention of “harvesting the harvest” (for example, through the sale of a business);

5) stop financing and leave the market (from a market segment) with low attractiveness, where the organization cannot develop serious competitive advantages.

However, these findings do not answer the question of how to implement the recommended strategies. Meanwhile, when implementing some of them, unexpected problems may arise. For example, there is a danger that focusing on the intensive development of areas of activity belonging to the “Winner” category will one day lead to an overload of these areas with monetary resources that will no longer produce the expected effect. In addition, in the short term it is very difficult to assess the appropriateness of financial investments in projects in the Winner category, since the return on investment may not appear until much later.

Therefore, the strategies suggested by the McKinsey matrix can be used as a guide and starting point for further in-depth analysis. But the management of the institution should not consider these strategies as a formed management decision.

Construction of the McKinsey matrix using the example of a university

To construct a matrix, two main steps must be taken.

1. Assess the attractiveness of the industry by performing the following procedures:

a) select significant evaluation criteria (key success factors for this industry);

6) assign a weight to each factor that will reflect the significance of this factor for the institution in the light of its goals (the sum of the coefficients should be equal to one);

c) evaluate the market for each of the selected criteria, using a scale from 1 (unattractive) to 5 (very attractive);

d) multiply the weight of the factor by the attractiveness rating, sum up the obtained values ​​for all factors and obtain a weighted average rating - the market attractiveness rating.

2. Assess the competitive advantages of the institution using a similar algorithm.

Let's build the McKinsey matrix using the example of the educational institution "University of Architecture and Civil Engineering". The following criteria for assessing the attractiveness of the industry will be important for this institution:

1) market size. In the million-plus city, where the University of Architecture and Civil Engineering is located, the volume of the educational services market is very large: there are 17 universities, 11 academies, and 15 institutes. In total, there are 43 higher education institutions on the market;

2) market growth rates. They are not tall. In addition, due to the Ministry of Education and Science monitoring the effectiveness of Russian universities and the revocation of licenses to conduct educational activities, a number of educational institutions ceased their work;

3) level of competition. It can be described as very tall. The advantages of the University of Architecture and Civil Engineering are its location (city center) and convenient location of the buildings (located on the same territory);

4) profitability - its level is low, since the main source of income for state universities is budget funding;

5) consumers of services (applicants, students, teachers);

6) differentiation of services. In addition to free higher education, the university offers a number of paid services: paid higher education, a foreign language teaching center, a driving school, a gym, sports sections, Internet access, printing services, sale of stationery, paid meals, and organization of entertainment events.

The industry attractiveness assessment is presented in the table:

Now we will define the criteria by which the competitiveness of the institution will be assessed. These include:

1) quality of services. His high level is confirmed by various awards. For example, according to the results of the “European Quality” competition, the institution was recognized three times as a prize-winner in the category “100 Best Universities in Russia” and was awarded a gold medal. In 2010, the university became a laureate of the competition “100 Best Organizations in Russia in the Field of Science and Education” and also received a gold medal;

3) qualifications of personnel (senior teachers, associate professors, candidates of science, professors);

4) scientific activity. The institution participates in interuniversity competitions, the Olympiad movement, graduation work competitions, has the title “Best educational programs of innovative Russia”, is included in the National Register of “Leading Scientific Organizations of Russia”;

5) international cooperation. The university is dynamically developing this area, covering both the sphere of education, training and retraining of personnel, and scientific research. The structure of the university has a number of divisions (UNESCO Department, International Institute of Economics, Law and Management, departments of international relations, training of foreign students, etc.), their activities are directly based on international cooperation with foreign organizations and institutions.

The assessment of the institution’s competitive advantages is also presented in the form of a table:

In conclusion, we will compile a matrix of “attractiveness of the industry - competitiveness of the institution” for the university of architecture and civil engineering.

The matrix shows that the institution is in the “Medium Business” quadrant. This situation determines the university’s cautious course of action: to selectively invest only in promising and least risky activities. The university can improve its position through proper differentiation of services. This strategy involves the creation and development of profitable segments (for example, the area of ​​international cooperation) and the introduction of entry barriers to such segments for competitors. This will help improve the university’s position in the overall ranking and increase the prestige of the institution, which, in turn, will make it possible to attract new students and teachers and increase the institution’s share in the educational services market.

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It is very important that verbal and nonverbal means do not contradict each other: the coincidence of these means increases trust in a person.

Conclusion
The three types of errors discussed in this topic when forming a first impression are called the halo effect. The halo effect occurs when, when forming a first impression, a generally positive impression of a person leads to an overestimation of an unknown person. The mechanism of errors is similar in all three cases, but the source of the halo is different reasons, which made it possible to identify three main errors - superiority, attractiveness and attitude towards us.
It is very important to note that all three of these factors cover almost all possible communication situations. It follows from this that the other person’s primary perception is erroneous. However, this is not quite true. Special studies show that almost every adult with sufficient communication experience is able to accurately determine almost all the characteristics of a partner. But this accuracy occurs only in neutral situations (and such situations occur only in special experiments and are completely absent in real life). Moreover, in the same experiments it was discovered that in real life there is always one or another percentage of errors. Why is this happening? Probably because a person is never faced with the task of simply perceiving another person. The image of a partner that is created when meeting is a regulator of subsequent behavior; it is necessary in order to correctly and effectively build communication in a given situation. Our communication is structured depending on who we are communicating with, and for each category of partners there are different communication techniques.
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Tags: Factors causing errors in the perception of a business partner (“superiority factor”, “attractiveness factor”, “attitude factor”)

Ethical principles before

The ethics of business communication should be taken into account in its various manifestations: in the relationship between the enterprise and the social environment; between enterprises; within one enterprise - between a manager and subordinates, between a subordinate and a manager, between people of the same status. There are specifics between the parties to one or another type of business communication. The task is to formulate principles of business communication that would not only correspond to each type of business communication, but also would not contradict the general moral principles of human behavior. At the same time, they should serve as a reliable tool for coordinating the activities of people involved in business communication.

The general moral principle of human communication is contained in the categorical imperative of I. Kant: Act in such a way that the maxim of your will can always also have the force of a principle of universal legislation.

In relation to business communication, the basic ethical principle can be formulated as follows: in business communication, when deciding which values ​​should be preferred in a given situation, act in such a way that the maxim of your will is compatible with the moral values ​​of other parties involved in communication, and allows for the coordination of the interests of all parties.

Thus, the basis of business communication ethics should be coordination, and if possible harmonization, interests. Naturally, if it is carried out by ethical means and in the name of morally justified goals. Therefore, business communication must be constantly checked ethical reflection, justifying the motives for joining it. At the same time, making the ethically correct choice and making an individual decision is often not at all easy. Market relations provide freedom of choice, but at the same time they increase the number of decision options and give rise to moral dilemmas that await business people at every step in the process of their activities and communication.

People entering into communication are not equal: they differ from each other in their social status, life experience, intellectual potential, etc. When partners are unequal, the most common perception scheme is used, which leads to inequality errors. In psychology, these errors are called superiority factor.

The perception scheme is as follows. When we meet a person who is superior to us in some important parameter, we evaluate him somewhat more positively than would be the case if he were equal to us. If we are dealing with a person whom we are superior in some way, then we underestimate him. Moreover, superiority is recorded in one parameter, while overestimation (or underestimation) occurs in many parameters.

To determine this parameter, we have two main sources of information at our disposal: 1) a person’s clothing, his external appearance, including such attributes as insignia, glasses, hairstyle, awards, jewelry, and in certain cases even such “clothing” as a car, office decoration, etc.; 2) a person’s behavior (how he sits, walks, talks, where he looks, etc.).

Information about superiority is usually “embedded” in one way or another in clothing and behavior; they always contain elements that indicate a person’s belonging to a particular social group or his orientation towards some group.

These elements serve as signs of group affiliation both for the wearer of clothing and behavior, and for the people around him. Understanding your place in a group, in a particular hierarchy, as well as the position of Other people largely determines communication and interaction. Therefore, highlighting superiority by some external, visible means is always essential.

Action attractiveness factor when perceiving a person is that, under his influence, some qualities of a person are overestimated or underestimated by other people. The mistake here is that if we like a person (outwardly), then at the same time we tend to consider him smarter, better, more interesting, etc., i.e., again, to overestimate many of his personal characteristics.

So, the more externally attractive a person is to us, the better he seems in all other respects; if he is unattractive, then his other qualities are underestimated. But everyone knows that at different times different things were considered attractive, that different nations have their own canons of beauty.

This means that attractiveness cannot be considered only an individual impression; it is rather of a social nature. Therefore, signs of attractiveness should be sought first of all not in this or that eye shape or hair color, but in the social meaning of this or that human characteristic. After all, there are types of appearance that are approved and not approved by society or a specific social group. And attractiveness is nothing more than the degree of approximation to the type of appearance that is maximally approved by the group to which we belong. A sign of attractiveness is a person's efforts to appear socially approved. The mechanism of perception formation according to this scheme is the same as with the superiority factor.

factor of attitude towards us. He acts towards us in such a way that people who treat us well are valued higher than those who treat us poorly. A sign of attitude towards us, triggering the corresponding scheme of perception, is everything that indicates the partner’s agreement or disagreement with us.

Psychologists, having identified the opinions of the subjects on a number of issues, introduced them to the opinions on the same issues belonging to other people, and asked them to evaluate these opinions. It turned out that the closer someone else’s opinion is to their own, the higher the assessment of the person who expressed this opinion. The conviction in this supposed “kinship of souls” was so great that the subjects simply did not notice any disagreements with the position of the attractive person. It is important that there is agreement in everything, and then the factor of attitude towards us comes into play.

28. Types of modalities of partners: visual, auditory, kinesthetic. Peculiarities of their behavior in EB.

1) Visual type– visual. Visual. contact is important. part of communication. American psychologists Exline and Winters showed that gaze is associated with the process of formation. statements and the difficulty of this process. When a person is just forming. thought, he most often looks to the side when the thought is ready - at the interlocutor. With assistant eyes are conveyed most accurately. signals about the person’s condition, because dilation and constriction of the pupils cannot be recognized. control. If a person is excited or interested in something, his pupils dilate 4 times. On the contrary, an angry, gloomy mood causes the pupils to constrict. 2) auditory type- hearing, sound. Diff. feelings are conveyed by the timbre of the voice and the speed of speech. 3) Kinesthetic type– posture, gesture, gait. The higher the status of the person, the more relaxed the pose.

In the perception of a partner, there are 3 types of modality: visual people love what is visually presented, concreteness, and are prone to accusatory statements. Auditory learners perceive through auditory speech and music. Kinesthetic people perceive through the state of their body.

These features in the perception of another person create the preconditions for conflicts in their management. It is necessary to take into account the following factors: 1. Adequacy of perception of the CS, i.e. fairly accurate, undistorted by personal bias, the intention of both the partner and one’s own. 2. Openness and effectiveness of communication, readiness to condemn the problem, when participants honestly express their understanding of the information and the way out. 3. Creating an atmosphere of mutual trust and cooperation.