In life, we often observe phenomena that indicate that in the process of performing role functions, business entities perform actions that are not directly due to innovative, adaptive, and guaranteeing (providing) types of behavior. These actions do not call into question the nature of these role types of competitive behavior, but lead to a shift in the created images. Accordingly, shifted role stereotypes of competitive behavior arise.

Such role stereotypes are formed under the influence of various reasons. The shift of role stereotypes is usually caused by a combination of suitable motives for competitive behavior. This happens most often under the influence of a combination of the motive of belittling and suppressing rivals and the motive of excitement. These motives are also combined with the motive of self-affirmation in business, with the motive of mandatory public presentation of one's own activities, and with the motive of comfort.

We will consider individual images that can be identified as the most characteristic examples of role shift. This is, first of all, the role stereotype of adventurous competitive behavior.

Adventurism in business relations refers to the adoption of decisions and the implementation of actions resulting from them that are not based on the real competitiveness of companies. Such actions, not being justified by the competitive potential of the entrepreneurial firm, are entirely based on a combination of tactics of distracting behavior (including manipulation and deceit, bluffing, imitation of activity, creation of illusions) and subjective distortion of the corresponding images of the innovator firm, interceptor firm or others - intentional or involuntary. Competition in the business system is never complete without adventurism on the part of individual subjects of business relations who have a personal or group tendency to use tactical maneuvers as a priority model of tactical competitive behavior, reassess their own place in the market for goods and services, and also to adopt bright, beautiful, but unreasonable decisions.

The shift of role stereotypes of competitive behavior also occurs under the influence of methods of struggle without rules, deliberately or involuntarily used by many subjects of entrepreneurial business. The desire to fight without rules is very common among entrepreneurial firms operating in countries with not yet established market economies. The essence of this approach is the desire to implement competitive methods against selected rivals that are prohibited by law and various other directive documents.

The prohibition on carrying out certain methods of competitive struggle is provided for by various branches of modern law. Of course, business entities, embarking on entrepreneurial activity at the very beginning of their journey in their chosen field, are obliged to familiarize themselves with the legal norms adopted in the country and internationally - after all, ignorance of the law does not relieve companies from liability for their non-compliance. Therefore, the use of tactics by any firm to fight without rules through its own thoughtlessness seems simply incredible in any serious business.

At the same time, business entities can apply the fight without rules in accordance with pragmatic calculations. These calculations are different, and this leads to the existence of six varieties of use by companies of the struggle without rules to strengthen certain images created. These can be named as:

Small foul tactics; the essence of this type of struggle without rules is to commit minor offenses that, as a rule, go unpunished 122;

Big foul tactics; the essence of this type of struggle without rules is to allow violation of the law and other mandatory rules prudently, without attracting the attention of the external environment;

Tactics of the presumption of eternal innocence; its essence, on the contrary, consists in drawing general attention to one's ability to break the law without punishment;

Tactics of presumption of eternal guilt of own opponents; its essence is to draw general attention to the actions of opponents, which the public must necessarily consider unlawful, regardless of whether they are such in fact or not;

Tactics of hopelessness of offenses; its essence lies in the fact that the company deliberately violates the law in conditions where its norms contradict the norms of other legislative documents;

Tactics of throwing partners; the essence of this tactic is the implementation of competitive techniques that do not imply violation of legislative norms, but, nevertheless, lead to the term petty foul tactics we borrow from sports vocabulary, specifically from the rules of the game of basketball. A foul is understood as a violation of the rules, a minor foul, respectively, a minor violation of the rules, which sports shifts constantly allow and, as a rule, explain this by the high intensity of the game actions of both opponents in a duel.

Such calculations are based on the following assumptions. Fighting without rules, used on the sly in the form of small foul tactics, is very difficult to expose both injured opponents and state supervisory and law enforcement agencies. This tactic of competitive behavior is readily used by many business entities under the guise of excuses that, they say, everyone does this.

The big foul tactic is used in cases where the company's management intends to disregard the law on a grand scale, but, of course, does not intend to be held accountable for wrongdoing. To guarantee the success of a company, it is necessary either to have supernatural maneuverability during various inspections of its activities by numerous supervisory and law enforcement agencies, or to establish mutually beneficial business relations with these authorities, acquiring the status of dependent partners of these relations. At the same time, it should be well understood that such transactions with state authorities are also a violation of the law, and on both sides.

A more ingenious version of the big foul tactic is the desperation tactic. This tactic is chosen in conditions when there are inconsistencies with the norms of the current legislation and the violation of some legislative norms is compensated by the observance of others, which prescribe directly opposite actions to companies. At the same time, the law is violated anyway, but the company's management commits such violations, as if due to hopeless inevitability.

The tactic of throwing a partner is used when one of the parties to the transaction decides to unilaterally refuse to comply with its conditions without notifying the other party. The absence of rules of struggle consists in forgetting not the norms of the law, but the rules of business activity. The management of a firm that wishes to cheat its partner usually does so, counting on impunity for such actions. It believes that the opponent will never be able to prove his case in court, or it will take too long, or there will be ways to influence the adoption of the necessary decisions. In contrast to the small foul tactics, this tactic of competitive behavior has its own characteristics, the main of which is related to determining the size of the throw, one of the opponents can throw, and his partner, respectively, hit big.

The tactic of the presumption of eternal innocence is the most brazen version of the stereotype of fighting without rules. It is used by business entities under the condition that they have great competitive power, very strong competitive positions, which are determined by the presence of natural or artificial competitive advantages for business entities, which contributes to the official support of such entrepreneurs in government and management, and this, in fact, puts them out of competition.

The presumption of innocence is a general legal principle according to which every person is found guilty only when there is evidence of guilt. Having become national pride, business entities acquire the presumption of eternal innocence - they act, realizing that it will be difficult to find a daredevil who dares to collect and systematize evidence of their guilt against the backdrop of high public appreciation and total public support for their business. You will not do anything to us, many heads of such companies are firmly convinced.

But the most aggressive form of using wrestling without rules is, of course, the tactic of the presumption of eternal guilt. This tactic of competitive behavior is based on the recognition of eternal guilt for opponents. In each specific case of violation of the law, it relies on the previously described ideas on the theme of the strong is always right, more characteristic of the era of free competition than of modern business. It is no coincidence that the indicated tactics of competitive behavior are the most common in the areas of criminal business activity.

Nevertheless, such ideas often influence the actions of not only strong and weak competitors, but also employees of public authorities and administration, especially in countries with transitional economies where the traditions of a civilized market economy have not yet fully developed. The application of the considered tactics of competitive behavior is based on the following conditions:

Law enforcement practice in these countries is underdeveloped;

Counterparties and consumers of products of supporters of this tactic do not have a real opportunity to defend their sovereign rights;

The actions of the adherents of this tactic have high public recognition and support - in contrast to the actions of their victims.

Let us consider another reason for the shift in role behavioral stereotypes of business entities, which stems from the motive of a comfortable business and causes a phenomenon that would be best defined as a tactic of greedy increase in competitive advantages or simply as a greedy competitive struggle. Can competitors in business show and demonstrate greed in the course of doing business? Of course, like the subjects of any other relationship. The stereotype of greed consists in the tactics of competitive actions, by carrying out which business entities seek to capture as many tactically and strategically advantageous competitive positions as possible, pushing their rivals away from them.

The pragmatically greedy performance by companies of any role function is based on the quite reasonable desire of each of the competing entrepreneurs to acquire the maximum opportunities for realizing their own business interests, and this is ensured in the presence of stable competitive positions. Unlike other competitors who seek only to achieve the best or dominant position in the strategic core of their business, greedy entrepreneurs see their large number of positions in different markets as an essential factor in the stability of their competitive status. It is best, of course, to have advantageous, best, dominant competitive positions everywhere. But since this is difficult to implement in practice, greedy entrepreneurs can be satisfied with just having some positions.

In the usual understanding of the essence of ethical categories, greed is regarded as not the most attractive property of people. Greedy people are indeed quite unpleasant. However, it would be unfair not to admit that such people, having started doing business, turn out to be very useful to others. The most reputable and powerful commercial banks and insurance companies in terms of financial assets are created and administered by very greedy people. But it is precisely with such financial institutions that large borrowers or entrepreneurs prefer to deal with those who wish to insure or reinsure the risk of competitive actions in conditions of large-scale, all the more complete, uncertainty.

The pragmatically greedy performance by companies of their role functions consists in the prudent application of the stereotype of greed, which can be defined as a company's tactics of greedy calculation or as a tactic of calculated greed. After all, if greed cannot be eradicated, it must be used as rationally as possible. By contrast, companies' romantically greedy performance of their role functions is not based on a sober calculation of all the consequences of greed. Therefore, it would be fair to define it as a tactic of irrepressibly greedy competitive behavior, or simply as a tactic of irrepressible greed.

Both varieties of greedy behavior tactics should be distinguished from each other. The tactics of calculated greed underlie all enterprising competitive behavior. It is this tactical stereotype that at all times has been and continues to underlie such a widespread phenomenon in modern business as business diversification, the features of which as a special role function of competing business entities we considered earlier.

In a large standard business, diversification is applied only through the tactical stereotype of calculating greed. Large entrepreneurs are diversifying their business activities, focusing precisely on the pragmatically greedy performance of their role functions. The desire to penetrate into new areas of business, to compete with other companies operating in these areas, and at the same time to reconsider the tactics of actions against traditional rivals, in whatever strategic settings of large business entities it may be expressed, is always carried out with the help of prudent greed.

“Moscow International Institute of Econometrics, Informatics, Finance and Law Yu.B. Rubin Theory and Practice of Entrepreneurial Competition Moscow 200 UDC 39. BBC 67.412. R 8 R 823 Ruby...»

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The seventh rule of a successful debut is a high degree of importance of entrepreneurial intuition. Intuition is always required by business entities, but it is in the debut that errors from unsuccessful guessing or prediction of the strategy and tactics of competitive behavior, poor recognition of the true meaning of competitive situations, synchronizing-desynchronizing dispositions turn out to be the most severe. Experience in doing business comes later, but it is better for debutants to acquire it by learning from the mistakes of others, and not from their own.

The eighth rule of a successful debut is the sense of proportion that pragmatically motivated new entrepreneurs or adherents of international communications and business diversification should have. The desire to have "everything, at once, for free and forever"

usually occurs with business owners only at the start of their activities. Subsequently, they learn to measure their own desires and the capabilities of the competitive environment, or, which happens quite often, drop out of the process of developing business relations, never having survived the period of formation of their companies. Memories that once everything started well, warm their souls, but do not bring profit. Meanwhile, the moderate appetites of other debutants give them a chance to survive during infancy and adolescence.

The ninth rule of a successful opening is a combination of flexibility and sequence of opening actions, which allows you to combine strategic settings with opportunistic maneuvers, waiting for the most suitable and favorable situations for using "homemade preparations", and avoiding stops halfway.

The tenth rule of a successful debut is the ability to overcome the mistakes made in previous periods of playing the role of a debuting company. Very often, entrepreneurs make repeated attempts to become full-fledged subjects of business relations, but often such attempts end in failure. It is important that the consequences of such failures do not affect their prospects, but Describing the features of the "early birds", M. Porter noted: "Early birds get an advantage by being the first to use economies of scale, reducing costs through intensive staff training, creating a corporate image and relationships with a time when there is still no fierce competition, having the opportunity to choose distribution channels or getting the most advantageous location of factories and the most advantageous sources of raw materials and other factors of production. Reacting quickly to a new situation can give the firm a different kind of advantage that may be easier to retain. The innovation itself can be copied by competitors, but the benefits derived from it often remain with the innovator.

(Porter M. International competition. M.: International relations, 1993, p.66).

start, and for this it is necessary that the entrepreneurs themselves learn not only to understand and correct mistakes, but also to critically assess the factors that led to their occurrence in the past. Of course, one should not repent from morning to evening, but at the same time, the imprints of past mistakes should not be preserved in the consciousness of the environment.

Fulfillment of the ten rules for a successful debut, like the ten biblical commandments, allows the debutant firm to successfully overcome the costs of childhood and adolescence. How new entrepreneurs or conditional debutants play their role also depends on the role function that they will receive when they enter the time of business maturity.

7.5. Role functions of companies at the time of business maturity. Innovative Role Function of Entrepreneurial Business Entities Having successfully completed the debut stage of development - the period of childhood and adolescence - entrepreneurial business entities enter the age of maturity and join the main troupe of the competitive theater. In accordance with the dramaturgy and scenography of setting up competitive interaction systems in various markets, their sectors / segments, a certain role function has now been prepared for each company. There are many such functions, even greater is the variety of performers of these roles.

Here, of course, you will not meet comic or tragic characters in the usual theatrical interpretation of comic and tragic roles. All roles are dramatic, although sometimes real tragedies unfold before the eyes of the audience, as well as funny or sad comedies. Sometimes comedies are combined with tragedies. As a result, theatrical performances arise, reminiscent of mysteries (the capture of entrepreneurs who took out half a million dollar cash in a photocopier box from the Moscow White House during the presidential election campaign of 1996), or performances in the theater of the absurd (many thousands of daily queues of people who voluntarily want to get rid of from own money in exchange for illegally issued shares of MMM JSC in 1994-1995).

Features of the performance of role functions are determined by various circumstances, including national mentality, taste preferences, fantasy and imagination of business entities, the skill of impersonation, their energy and other resources, stage reactions, abilities for tactical and situational maneuvering. Therefore, the widespread use of such, for example, definitions as “Russian business”, “Eastern business”, “Soviet business”, even “funky business” does not look at all accidental.

The role diversity of business entities can be classified in accordance with their main performing roles, which include:

Innovative (creative) role function and the innovative type of competitive behavior of companies due to it;

Adaptive-adaptive role function and the adaptive and adaptive type of competitive behavior of companies due to it;

The guaranteeing (providing) role function and the corresponding guaranteeing (providing) type of competitive behavior;

Displaced role stereotypes of competitive behavior.

The basis of the innovative role function of entrepreneurial firms and the innovative type of competitive behavior is the presence of creativity (creativity) in the actions of firms to create and sell goods/services, which, in turn, relies on the creative resources of their employees, including managers. Each employee of the company has a creative motive for work, as well as his own personal resource of creativity. The presence of such a resource must certainly be taken into account by the company's managers in the process of developing a model of the competitive behavior of this company.

In accordance with the criterion of creativity, employees of the company can be divided into three categories. The first category is the employees of the company who are engaged in intra-company creativity on a professional basis, the second category is the company's managers, whose duties include the timely issuance of tasks to ordinary employees of the company (the creative component of their actions is the correct choice of performers), the third category is all other employees companies that implement, to one degree or another, a creative beginning in the process of daily current activities.

Personal resources of creativity are among the tactical determinants of the competitive behavior of business entities, along with the usual professional qualities of their employees. This is the reason for the formation of an innovative type of competitive behavior of entrepreneurial firms, which is very important for the modern system of business theatrical centrism. The role function of business entities is called innovative if the companies in question carry out tactical competitive positioning by introducing new components into their business and professional activities. These are:

New products (services) and trademarks;

New technologies;

New elements of the material and raw material base of the business, equipment and technology;

New approaches in personnel policy and in the intra-company organization;

Creation of new companies, as well as absorption of existing ones;

New approaches in the marketing of goods and services, in managing costs and quality of work, in organizing the sale of goods;

Attracting new customers and desired business partners;

Actualization of types, methods, forms and directions of competitive actions;

Improving and, if necessary, updating your own reputation up to a radical change in the company's image.

The introduction of new components into the professional and business activities of business entities is based on the motives and resources of creativity at the disposal of the company.

It is connected with the desire of the company's management to achieve competitive advantages in the field of reducing the costs of producing goods and services, differentiating the product offer, selecting and developing new market sectors, segments and niches, diversifying investments by outpacing rivals in the development of these new components of activity, creating more effective organization of business, including as a result of a merger or hostile takeover of companies, their disintegrating separation, compromise cooperation or cooperation.

Elements of innovative competitive behavior are not found in the activities of each of the business entities, although the actions of all of them are characterized by creativity to one degree or another. The role function of the company will be recognized as innovative only if these actions show a desire to get ahead of rivals due to creativity in the development of the listed elements of activity.

Such tactics of action can only be afforded by companies that are capable of implementing successful innovative design, during which, thanks to being ahead of rivals in introducing innovations, implementing technological and other changes, and making improvements, their new competitive advantages can be formed and adjustments made to the previously established structure. supply and demand. The implementation of this tactic by business entities is manifested in the form of their innovative activity. This activity constantly encounters opposition from representatives of the external environment of business entities. The collisions that arise between them are called innovative conflicts of the parties, and the side of the conflict that is the conductor of transformations performs an innovative role function in this conflict, and its opponent performs an anti-innovative role function.

Resistance to any innovation is based on various social and personal motives. Note, however, that resistance to innovation in business is always of a competitive nature, which is based on a completely understandable fear of business entities to lag behind creative rivals. Overcoming such resistance by innovative companies is defined as innovative competitive behavior.

–  –  –

Rice. 7.2. Innovative Competitive Behavior It should be noted that the performance of the considered role function and type of competitive behavior is a cost-intensive business for any business entity. A company motivated by innovative tactics does not have to rely on price methods of competition. Its main weapon is non-price methods of competitive actions. By outperforming competitors in creating and introducing to the market new products/services, new product components, or new activities that reduce costs or improve business performance in some other way, the entrepreneurial firm gains a tactical competitive advantage. Can she use it?

If it is an expert, a professional innovator, this firm, if successful, will have time to “skim the cream” and move forward to new creative breakthroughs in business. The creative resource of this firm is so significant that it builds on it the strategic core of its business. Its rivals, having lost in speed, in the future often hesitate to repeat new decisions, waiting for the market reaction. Mastering the innovations accepted by the market, trying to put them on stream, they lag behind the explorer that is moving into the innovation gap.

Consistent exploitation of creativity in a specialized innovative business is an example of a combination of at least two pragmatic motives - the motive of creativity and the motive of risk - as the basis for the application of the innovative role function.

As a rule, innovative competitors are not leaders in mass sales; their tactical competitive positioning is associated solely with the constant updating of the composition of competitive advantages. The stake on the continuous use of the tactics of innovative actions turns the considered role function into an indispensable component of the strategy of competitive behavior chosen by the explerent, whether it be the strategy of simple or disintegrating separation or the strategy of integrating consolidation.

The innovative type of competitive behavior of each of the business entities that are professional innovators is characterized by offensive tactics of competitive behavior using various distracting actions. This tactic of action should be defined as an innovative offensive.

The basic and safety fighting techniques used by such companies can be summarized in two groups, namely:

Offering consumers new high-quality products at very high prices in order to "skim the cream"; these actions are necessarily accompanied by advertising and PR campaigns to promote their own products and their advantages over any analogues, including substitute products, which (as the external environment should consider) cannot be blocked by rivals for a long time (basic reception); insurance tricks are aimed at protecting the real business of such companies - in pursuit of these goals, an explerent company can simultaneously notify the public about its new creative plans, negotiate with large companies to grant them exclusive rights to the serial use of new products and even sell their entire business to them, appeal to the law and to power structures;

The offer of new goods, not necessarily of higher quality, but created in the conditions of the use of new technologies for the production and marketing of products, accompanied by an explicit or hidden price reduction (basic method); "Cream skimming" should take place without unnecessary noise in the media, PR communication channels, but always with all kinds of distracting actions - participation in negotiations on any topic with any partners, in "party" events, provided that such actions may cause the company to lose business sovereignty in the form of selling a business or otherwise only as a last resort, because such companies intend to develop independently (safety tricks).

The possibilities for such companies to carry out countermeasures against their colleagues in innovative business are limited to being ahead of them in putting forward new ways of creative development (refutation tactics), or in realizing their own entrepreneurial intentions (interception tactics), as well as carrying out safety actions, which, as a rule, have distracting character.

Countermeasures against other rivals usually consist only in offering new innovative initiatives to the market. Such initiatives could make it possible for this company to skim a “new shot of cream” in the next sector / market segment, where other entrepreneurial firms have not yet reached, capable of streamlining innovations.

An entrepreneurial firm that is a professional innovator cannot afford to act aggressively against its external environment, except in the face of other such professional innovators. The stereotypical forms of its competitive behavior are initiative, peacefulness, compromise, correctness (anticipation tactics), correctness or incorrectness (interception tactics), and riskiness. The degree of excitement and the nature of the reactions of such a company to external irritations can be different, but most often such companies act recklessly and impulsively.

The innovative role function is often performed by other companies that are not professional innovators.

The performance of this role is typical for many companies operating in the field of standard and specialized business. The trend towards business renewal operates objectively, but not all business entities are able to build relationships with competitors, relying on the constancy of innovative transformations of various elements of professional and business activities. The creative resource of such companies is not as outstanding as that of the explorers, however, there is a pragmatic basis for the use of innovative competitive offensive tactics by firms working “on a stream” and adhering to a narrow specialization. It lies in the fact that:

Changing the technological, personnel, material and other basis of the company's professional activities creates new opportunities for differentiating goods and creating products that better meet the changing needs of consumers and their ideas about the value of their own benefit from business communications with the innovator firm;

The innovations applied can also outpace the dynamics of the real needs of customers, in which case the resource of creativity turns into a tool for “imposing needs”; this situation also gives the company a free hand for further innovations, which are almost guaranteed to be recognized in the market;

The introduction of innovations changes the balance of competitive forces in the value chains - it becomes necessary for counterparties to rush after the leading firms; otherwise, various troubles await them - from the refusal of innovators to cooperate with them and ending with their displacement by innovators themselves who decide to diversify their business "forward" or "backward" due to the form of inter-industry competition of the first type - but the main problem awaiting them is is the loss of its own competitive advantage;

this is exactly how, for example, at the turn of the 80-90s of the last century, an entire industrial sector in Russia perished - the production of computers, which is almost impossible to revive today;

The successful application of innovations often turns out to be the basis for the formation and rapid conquest of new market segments, in which the innovator firm interacts, ahead of its rivals, both with new consumers of its products and with new counterparties. The rapid development of such segments may in the long term have serious consequences for the activity of this company, up to a greater diversity of the field of its strategies and a change in its competitive status;

The introduction of innovations, even in the conditions of their high investment capacity and the growth of unit costs per unit of the integral product of the innovator firm, always leads to the advance of rivals, who, in order to at least repeat the path of the innovator (not just to surpass it), require no less costs for technological and other re-equipment;

The reputation of a creative competitor-innovator, especially a company that is always capable of implementing successful creative delights, contributes to maintaining a favorable public image of this business entity.

Entrepreneurial firms that are not professional innovators use, along with the indicated methods of competitive behavior, others. This is the offer to the market of new or modified goods, or other ways of differentiating the supply, accompanied by a decrease or preservation of the comparative price level. Such tactics of action may be accompanied by a temporary reduction in the company's profits, since non-price competition usually turns out to be costly, but any company that has the ability to quickly transfer new products to the category of standard business objects can, having decided on such a step, provide a significant lead over rivals in creating tactical competitive advantages and successfully implement the first move.

These actions are of an offensive nature, they are necessarily accompanied by advertising and PR campaigns to popularize the above actions among a wide range of representatives of the company's external environment. The entire described set of competitive actions is the basis of the tactics of competitive actions used by the business entity under consideration. As a safety net, this business entity can use distracting actions in the form of negotiations, participation “for show” in various competitions for obtaining minor government orders, participation in party events, or, conversely, the active inclusion of all their business communications, including in government agencies. authorities and management, to acquire guaranteed sources of financing for their new products. Many companies, however, carry out basic offensive techniques without any insurance at all - they are so confident in their abilities.

An entrepreneurial firm that is not a professional innovator, but tactically acting in accordance with the innovative role function, uses the same counter-techniques as explerent firms to create an image of a creative company, but it is ready to use them against any rival. The stereotypical forms of its competitive behavior are initiative, risk-taking, aggressiveness and uncompromisingness. These entrepreneurial firms act tactically, creating a chosen stage image of an innovator company, coolly and prudently.

Implanting this image in the minds of direct rivals may or may not be done correctly, but, as a rule, such companies carry out first-move tactics brazenly, confident in their complete invulnerability to any competitors who, in the standard opinion of the management of such companies, are not capable of serious resistance. . A typical example of a mixture of such impudence and aggressiveness is the phenomenon known in competition theory as a gorilla attack - a combined form of offensive competitive techniques by a company aimed at intimidating a rival with the terrible prospect of its complete defeat and subsequent contemptuous rejection by the market and the entire external environment if this rival will not stop resistance immediately. Such attacks are usually used at the defining stage of takeover of foreign entrepreneurial firms by hostile takeover tactic companies.

The successful use of first-mover tactics by standard business companies allows such companies to gain such a tangible advantage over competitors that it makes sense to talk about the formation, thanks to these tactics, of data. The gorilla attack is a phenomenon that can be observed not only in the world of competing gorillas. , but also among people - for example, among professional bandits and professional athletes often resembling them in the form of competitive actions, in particular heavyweight boxers. For a long time, no one has been shocked by the public statements of the former multiple world champion American Mike Tyson before any fight with his next opponent that he will definitely kill him in the ring, destroy his family if he does not refuse to fight him. In the past, Tyson, due to such arguments, more than once managed to demoralize his opponents long before the start of the first round of fights between them.

positions of strategic dominance in the market sector being mastered by companies and, consequently, about the strategic importance for them of the considered method of competitive behavior.

The innovative role function is also used by companies representing a highly specialized business. The basic tactical method of competitive behavior used by them within the framework of this stage image differs from the tactics of actions of representatives of a large-scale standard business in terms of the totality of actions. The introduction of innovations is accompanied, as a rule, not by a decrease in prices, but by their increase.

But he does not distinguish in terms of the strategic significance of the consequences of being ahead of competitors by making the “first move”. For companies specializing in a small sector or market segment, the strategic implications of a tactically made "first move" are even more significant than for non-specialized companies with a high level of business diversification, usually operating in high-volume manufacturing businesses. The narrow specialization of their activities and a stable unwillingness to leave a successfully mastered niche serve as insurance against rivals for such companies.

The nature of the counter-methods that can be applied by them against competitors is also associated with this feature of these business entities. Such techniques are always based on attempts to get ahead of rivals by refuting them. The tactics of the second move for such companies is possible only when interacting with the same "narrow specialists" in their own niche. In other cases, it turns out to be very dangerous, as it is for most explerent firms.

Relying on the interception of other people's initiatives, such companies quickly lose the most important thing that attracts the external environment to them - the advantages of deep specialization, dissimilarity to rivals, resistance to penetration of representatives of large-scale business into the niche they occupy.

The stereotypical forms of competitive behavior of such firms are initiative, risk taking, aggressiveness and uncompromisingness. The level of aggressiveness is usually very high - from ordinary aggression to extreme. This is how these companies protect the narrow market segment/sector they have mastered. The conduct of competitive struggle techniques can, of course, be carried out by these companies correctly, but the general rule is their incorrectness in relation to possible rivals, many of which, according to the fair assumption of the management of this company, are capable of creating serious problems for it. These entrepreneurial firms act tactically, in accordance with the innovative role function, coolly and prudently, although there are examples of gambling and impulsive behavior of some companies.

Along with the pragmatic interpretation of the innovative role function, in life one can find examples of its romantic interpretation. Given that all innovations require significant investments, firms that do not professionally specialize in the development and implementation of innovations rarely allow this. But this often happens to explerents who are overly fond of searching for something new, without having the necessary material, human, financial and ideological resources for this. In such cases, it is fair to say that these companies cannot get out of the role they like.

Another part of the romantics of the innovative stage image are very specific subjects of entrepreneurial business, which are engaged exclusively in creative activities. In the system of business relations, a special area can be singled out, which would be quite legitimately defined as a creative business, if its subjects - creative individuals (composers, artists, writers, film directors, theater figures) - categorically did not reject any hint of comparing their activities with business . The romanticism of the competitive behavior of these people does not lie in the fact that they devote themselves entirely to creativity, but in the fact that, unlike other colleagues in the creative workshop, they often do not know how to bring their creative products into a marketable form either independently or with the help of professional producers. Sometimes it turns out to be simply impossible due to the lack of the most important resource - the resource of creativity.

7.6. Adaptive-adaptive role function of business entities Competitive positions of business entities can be maintained only through continuous improvements, which are not always the result of these companies performing an innovative role function.

Other business entities transform into other stage images that are not based on the consistent implementation of creativity due to its modest scale (it is difficult to imagine a complete lack of creativity in the actions of business entities). They are only able to more or less successfully copy samples of products, technologies, elements of business activity, including methods of competition, invented by their rivals, such as commercials.

The antipode of the innovative role function performed by many companies is the adaptive role function. This function is performed by entrepreneurial business entities that try to use innovations discovered and experimentally tested by innovative firms in the process of implementing their own business ideas.

The named role function and the role type of tactical competitive behavior determined by it are both adaptive and opportunistic. Their opportunistic nature lies in the fact that adherents of this type of behavior constitute a long line of imitators-copyists who, having adopted other people's innovations adopted by the market, thereby seek to adapt to the new objective reality.

Of course, it can be argued that such an adaptation of copyist firms to the innovative achievements of other firms also has an innovative character. However, the level of creativity in the actions of firms-inventors and firms-imitators is not the same. In order to skillfully adapt your actions to the new realities of the market, you must, of course, have creative potential. But this potential is not enough to stay ahead of rivals in constantly updating the composition of competitive advantages.

With the type of role-playing competitive behavior under consideration, the emphasis is on being ahead of rivals in covering new markets and market segments with copied innovations. Innovations that might constitute a company's tactical competitive advantage actually become such only in markets where neither innovators nor other copyist firms have penetrated. Therefore, the successful adaptation of one's activities to the achievements of others looks exactly like being ahead of other imitating firms. The composition of the tactical actions themselves of staunch adherents of opportunistic competitive behavior can vary from the tactics of consistent imitation of innovative firms to the tactics of inconsistent imitation of them.

The use of these tactical actions by business entities can, indeed, help them to get ahead of other imitators in mastering the results of business development, but following them puts, at first glance, imitator firms in a position of constant dependence on innovator firms. In practice, such a dependence develops only in those cases when the chosen role type of competitive actions of the copyist firm has an exclusively opportunistic character. Meanwhile, the described role function is not only opportunistic, but also adaptive.

The essence of adaptability lies in the fact that, having adopted innovations invented and tested by innovative firms, their competitors not only adapt to them, but also adapt them themselves to the conditions and characteristics of their own entrepreneurial business.

Adaptation of other people's achievements is aimed at providing tactical competitive advantages of the copyist firm over the innovator firm. These benefits arise in the following cases. First, the imitator firm manages to get ahead of the innovator firm in setting market-recognized innovations into the mode of mass production and reproduction. Second, copying is a cost-saving tactic compared to innovative design and innovation. Thirdly, the successful performance by a business entity of an adaptive role function relieves it of the need to go through the most difficult, risky and costly segment of the path to acquire and master new knowledge, skills and abilities, due to the need to create and implement innovations.

Fourth, adherents of adapting someone else's experience have the opportunity to more quickly penetrate into a new market segment with goods / services, the main features of which have become recognizable thanks to the activities of innovative firms. Fifth, a copycat firm can acquire exclusive rights to use such innovative achievements, depriving the inventor company of this right and, thereby, forcing it to look for new ways to use its rich creative resources.

The tactics of adaptive actions is a very common role type of competitive behavior of large entrepreneurial firms operating in the field of standard business. Such companies have considerable financial, investment and organizational resources to create specialized units for the rapid adaptation of the achievements identified on the market and their use in large-scale, including high-tech, production. They have enough competitive forces to stay ahead of innovators in the large-scale development of innovations, especially in cases where the inventions themselves are not systemic in nature, and their implementation does not lead to the formation of a new market sector. The only thing that such business entities lack is the availability of a resource of creativity in volumes that would allow them to become successful innovators themselves - to match the leaders of a professional innovative business.

The adaptive role function and the corresponding adaptive type of competitive behavior of business entities are the highest form of consistent imitation of rivals-innovators in the course of competitive rivalry and the ultimate level of development by imitating firms of creativity in their own business activities. It often happens that the motive of creativity, which guides entrepreneurial firms, constantly striving to be creative in their professional and business activities, is transformed into a motive of adaptive creativity, the motive of business modernization and self-improvement on the model of outstanding competitors. The latter are seen as a useful source of irritation and increased intensity of competitive activities. This can often be observed in the activities of entrepreneurial firms in the countries of East and Southeast Asia, for example, in Japan.

Tactical adaptive actions of companies are also based on the motive of indispensable provision of superiority over the owners of the best tactical positions. Temporary leaders become a benchmark for evaluating the degree of effectiveness of their own competitive actions, a source of knowledge, as well as food for thought and discussion at tactical work meetings and intra-company meetings. The combination of these approaches in the process of operational planning by the company of types and methods of competitive actions serves as the basis for the formation of a special kind of competitive behavior tactics, namely, a tactical model for intercepting the achievements of rivals that temporarily exceed the composition and scale of the tactical competitive advantages of a given business entity.

It is applied only against rivals who surpass their own achievements according to any evaluation criteria; for this said superiority must be established;

The company decides to use this tactic when it does not have the ability to conduct an initial capture of innovations that promise tactical competitive advantages;

The tactics of interception is based on carrying out a connected set of techniques of competitive behavior, the primary among which is certainly a counter technique (counter technique), or a series of counter techniques, which (which) is immediately followed by a basic offensive technique (techniques);

The tactic under consideration is always of an auxiliary nature and is combined with the use of other methods of competitive behavior;

In addition to interception actions, even superbly practiced ones, every self-respecting company that has taken on an adaptive adaptive role must definitely have in its arsenal and regularly use other approaches to adapting and adapting techniques. The most important among them should be recognized as the priority of conscientious and skillful performance of professional and business activities by the company as such and its employees over the initiation of new business ideas and the promotion of other entrepreneurial initiatives.

The conscientious, skillful performance by the employees of an entrepreneurial company of their duties in accordance with the achieved level of professional skill is the basis of such important components of any tactics of the company's competitive actions as high professionalism of actions and conscientious competitive behavior of this company (the absence of signs of unfair competition in the company's actions). The dishonest work of the personnel of an entrepreneurial firm is synonymous with unprofessionalism in the actions of the employees of this firm. There are also various gradations of the tactics of the company in question in accordance with the level of professionalism of its employees. The choice by the management of the company of tactics of competitive actions of this company according to the criterion of professionalism of employees is whether the management of the company decides to rely on professionally trained and conscientious people, or not.

Relying on the professionalism of the company's employees is far from always the unambiguous choice of the company's management. After all, the fact is that in order to ensure a high level of professionalism in the work of the company, the leaders of this company should, at a minimum, acquire such professionals, in other words, have specialists who have a combination of knowledge, skills and abilities, as well as the intention to conscientiously fulfill the tasks assigned to them. functions at the proper level of professional skill.

In theory, it often turns out that the personnel department of any business entity has such people. In practice, this is not always observed, and the absence of professionally trained and conscientious employees is often felt even at the highest level of in-house management. You have to work, act tactically with those who are available, who, by their presence at the workplace, determine the tactical capabilities of the company, and not with those who you want to dream about.

The purchase of a highly qualified and, moreover, an executive and respectable specialist in his profession is one of the most acute desires of the head of the company. Without professionals it is impossible to succeed in any business - neither strategically nor tactically. But if for the development of the strategic concept of the company it is important to have only high professionals, then to determine the tactical model of competitive behavior, it is necessary to clearly understand how many ordinary professionals, on whom it is quite possible to rely on in the process of competition, the company has.

It is with this that the presence of the priority of conscientious, skillful conduct of professional and business activities in the tactics of competitive actions of business entities adhering to the adaptive-adaptive role function is connected.

Very often, conscientious performance and performance provide the opportunist firm with more significant competitive advantages than all the achievements of talented and inspired innovators. The stage image of a company that conscientiously and skillfully conducts its business (role stereotypes of conscientious business and skillful business) turns out to be much more attractive in the eyes of an ordinary consumer or potential business partner than the image of an aggressively minded creative person.

Consistently pragmatic interpretation of the adaptive-adaptive role function involves the active use by business entities of approaches to the implementation of adaptation and adaptation techniques, which can be defined using the general concept of the role stereotype of illusoryness. The illusory nature of role-playing competitive behavior consists in the deliberate creation by company leaders of ideas that do not correspond to reality about their own competitive strength and the degree of stability of competitive positions among rivals and other representatives of the external environment. Similar approaches can, of course, be used by innovative firms, but the performers of the innovative role function, as a rule, always have something to show and report, without resorting to creating illusions.

The named tactics of actions provides for the formation of the appearance of the company's competitiveness and the appearance of strength in cases where the appearance distorts reality. Competitive advantage is best, of course, ensured in reality. But if it is impossible to achieve such results or in conditions of uncertainty of the results themselves, the competing firm may limit itself to creating the appearance of superiority over rivals. After all, visibility is what the environment sees. Of course, the leaders of the company can suddenly believe in the appearance created, thereby finding themselves in captivity of the dreams they created themselves. But in this case, there is a romantic interpretation of the role stereotype of illusoryness. Its pragmatic interpretation is that the illusion, like Hollywood fairy tales, should be believed by others, resigned to the idea of ​​possessing a rival firm with remarkable, Hollywood-like fabulous power.

The practical application of the considered stereotype of competitive behavior consists in creating, first of all, the appearance of the strength or weakness of competitors (one's own or rivals). Depending on the circumstances, business entities often resort to various tactical tricks to create an image of a strong competitor (this is much more common) or a weak one (this is less common), as well as to provide illusions of competitive weakness of rivals or the strength of business partners, which often turns out to be necessary to give special importance to the value chain in which this firm is included together with the named partners.

For this purpose, various tools of direct and indirect advertising, PR, publicity are used, presentation, charity and other attention-grabbing events are held, including sponsorship of prestigious sports competitions and concerts of show business stars. A serious effect on the external environment has, for example, the publication by companies of impressive lists of members of the boards of trustees and supervisory boards, and by joint-stock firms - lists of affiliates whose loud-sounding names can make an indelible impression on readers. To the above, one should add the tactics of behind-the-scenes activity - conducting competitive actions in such a way that the actions themselves are not visible or audible to the external environment, but on the other hand, many people learn about the successful results of such actions in a timely manner.

The tactics of actions to create and consolidate in the minds of the external environment distorted ideas about the supposedly existing power potentials are typical, as a rule, for integrally weak, but aggressive and arrogant competitors. They try to do this in various cases, namely:

When a company, being an integrally weak competitor, intends to form or strengthen its external communications in government and administration in order to obtain profitable government orders;

When a company tries to quickly, or better yet, immediately overcome the negative consequences of its own failures by retaining a clientele, or, conversely, by selling a business that, thereby, needs to ensure external attractiveness in the eyes of potential buyers;

When a company embarks on a large-scale or mass production of new products and is extremely interested in ensuring sustainable sales;

When a company that has not achieved serious competitive advantages in a particular sector of the national economy is trying to diversify its business activities;

When a company, including one recognized as a weak competitor in certain local markets, seeks to penetrate new local markets in the hope of success;

When a company tries to disavow the real achievements of integrally or individually stronger competitors on the eve of throwing their own innovative business ideas into the market;

When a company is only entering the market for the first time (a newcomer company) and by all means it needs to avoid the initial fall into the group of outsiders in the eyes of its environment;

When a company tries to interest a stronger competitor seeking to expand its market share by joining weaker rivals;

When a company seeks to enter into international alliances, become a participant in interstate economic programs, or start business activities in foreign markets;

When a company aims to conduct a serious business operation in one of the market sectors and seeks to divert the attention of its environment from it by promoting its imaginary competitiveness in another market sector.

Integral weak competitors can, of course, try to act tactically, demonstrating non-existent competitiveness even in cases where there is no pragmatic basis for applying the considered behavioral stereotype in principle. But there may be romantic imaginary explanations for the correctness of such tactics of action. They predominate when the owners or senior executives of weak competing companies

They just want to impress the society, so that these companies will be paid close attention from the outside environment;

Obsessed with a thirst for revenge against their rivals, who turned out to be stronger and, thereby, demonstrated to the whole world their own weakness and uncompetitiveness;

They have excessive ambition, which is expressed in the desire to achieve at any cost in the eyes of the environment the appearance of competitive success and competitive advantages, earning applause for non-existent achievements;

They strive to prove their own competitiveness to their environment in conditions when this environment does not want to pay attention to this company because of its obvious weakness.

The above motives for demonstrating strength by integrally weak competitors can be safely called a game of non-existent muscles. So romantically inclined, but physically weak teenagers, offended by stronger peers, play in their sleep, during night dreams, with non-existent muscles, gaining one imaginary victory after another.

Illusions of competitiveness, based on pragmatic motives for demonstrating strength, are used by weak competitors to promote positive business ideas in order to overcome difficulties and achieve success, and the muscles grown in dreams can only capture the imagination of naive and inexperienced business entities representing the external environment of the company. After all, neither the vindictiveness of managers and owners of entrepreneurial firms, nor their aggressiveness and arrogance, nor fussiness and obsession with the external environment can in any way be classified as indicators of the competitiveness of these firms.

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Business entities are:

1) entrepreneurs themselves;

2) consumers;

3) citizens working for hire;

4) state bodies.

Let's take a closer look at business entities.

Proper entrepreneurs

Own entrepreneurs include:

Persons carrying out initiative activities at their own peril and risk, under their own economic and legal responsibility;

collectives of entrepreneurs and various entrepreneurial associations.

The basis of entrepreneurial business is private ownership of the means of production . From classical individual private property based on personal or hired labor, other, modern forms of private (not state) property gradually developed:

group;

· collective;

· cooperative;

share;

shareholding.

Entrepreneurial business is diverse. Let's highlight its three main components:

1) production of products (goods, works, services);

2) commerce (trade);

3) commercial mediation.

Sometimes business is reduced only to commerce and mediation, especially in Russia. This is due to the fact that it is now easier to “make money” in these areas. Commerce and intermediation are necessary components of a market economy and business, but the basis of economic life is production . Therefore, the most important component of business - production should be encouraged by all available methods, both economic and administrative.

Entrepreneurial business is one of elements business systems. Business is broader in purpose than entrepreneurship, since business includes the actions of not only entrepreneurs, but also employees, consumers, government agencies.

Within the framework of our educational and methodological manual, the subject of the description will be entrepreneurship.

Consumers

Consumers are equal, and not passive or secondary participants in the business system, with their own business interest (Fig. 1.1).

The business interest of consumers - the acquisition of goods (works, services) - is realized through the independent establishment of contacts with manufacturers and sellers on the basis of an independent search for counterparties, according to the principle profit maximization .

Consumer business is covered in more detail in the Marketing course. Here we will only formulate the most general features of the consumer business:

1) consumer business reflects universal participation people in the system of business relations, as carried out by all citizens;

2) consumer business reflects the interest of all citizens in the final results of production, i.e. this activity is aimed at search for the best conditions for achieving these results;

3) consumer business is a stimulator of entrepreneurial business, forcing manufacturers to take into account the needs of consumers, to perceive consumers as natural business partners;

4) the entrepreneurs themselves act as participants in the consumer business as consumers of the products of other enterprises. This is an important factor balancing the entrepreneurial appetites of each of the businessmen (business people).

The consumer business is based on private ownership of consumer goods and services*.

It acts in various forms: individual, family, group, collective, etc.

Private (in various forms) ownership of the means of production and private (in various forms) ownership of commodities and services are two interrelated components of a business relationship.

* In domestic literature, for a long time it was called personal property.

Employed Citizens

The business interest of employees - income generation - is realized through work in an entrepreneurial firm on a contract or other basis.

Personal income received in the course of performing official duties and its size (the amount of remuneration received) is a benefit in business relations between employees and entrepreneurs.

Realizing their labor interests, benefiting from the implementation of a transaction with an entrepreneur, this category of citizens (employees) makes its own business .

Salary Business Features:

1) the subject of a business relationship between an entrepreneur and an employee is the labor force of the latter. It is, as it were, rented out on a fixed-term lease, where the terms and conditions of the "lease" of the labor force are stipulated;

2) workers and entrepreneurs make an independent choice and take economic risks, exchange their wealth, impose their interests on each other, use various methods of pressure on each other (for example, collective agreements with trade unions). Both sides carry out their strategy and tactics;

3) employees can change their social status, for example, by buying shares in firms; as you accumulate funds, open your own business, joining the army of small entrepreneurs.

The basis of the business of employees is private ownership of labor . Therefore, business in a market economy in its developed form relies on three components (Fig. 1.2).

State bodies

State bodies are participants in business relations in the case when they directly enter the market with business proposals, their business interests.

Business interest of the state consists in the need to implement priority national scientific, technical, scientific and production (as a rule, capital-intensive and knowledge-intensive) and other programs that can bring benefits to the state and its citizens. The business interests of state bodies, as business entities, cannot but differ from the business interests of other entities: entrepreneurs and employees.

The principle of mutual benefit of various business entities is different: the state encourages entrepreneurs to participate in priority programs of national importance in various ways: preferential centralized loans, subsidies, orders, purchases, preferential taxation, etc.

basis state business is state property on the means of production, information, financial resources, government securities, etc.

Innovative role function of business entities

Having successfully completed the debut stage of development - the period of childhood and adolescence - the subjects of entrepreneurial business enter the age of maturity and join the main troupe of the competitive theater. In accordance with the dramaturgy and scenography of setting up competitive interaction systems in various markets, their sectors/segments, a certain role function has now been prepared for each company. There are many such functions, even greater is the variety of performers of these roles.

Here, of course, you will not meet comic or tragic characters in the usual theatrical interpretation of comic and tragic roles. All roles are dramatic, although sometimes real tragedies unfold before the eyes of the audience, as well as funny or sad comedies. Sometimes comedies are combined with tragedies. As a result, theatrical performances arise, reminiscent of mysteries (the capture of entrepreneurs who took out half a million dollar cash in a photocopier box from the Moscow White House during the 1996 presidential election campaign), or performances in the theater of the absurd (many thousands of daily queues of people voluntarily wishing to get rid of their own money in exchange for illegally issued shares of AO MMM in 1994-1995).

Features of the performance of role functions are determined by various circumstances, including national mentality, taste preferences, fantasy and imagination of business entities, the skill of impersonation, their energy and other resources, stage reactions, and abilities for tactical and situational maneuvering. Therefore, it is not at all accidental that such definitions as, for example, Russian business, Eastern business, Soviet business, even funky business, are widely used.

The role diversity of business entities can be classified in accordance with their main executive roles, which include:

Innovative (creative) role function and the innovative type of competitive behavior of companies due to it;

Adaptive-adaptive role function and the adaptive and adaptive type of competitive behavior of companies due to it;

The guaranteeing (providing) role function and the corresponding guaranteeing (providing) type of competitive behavior;

shifted role stereotypes of competitive behavior.

The basis of the innovative role function of entrepreneurial firms and the innovative type of competitive behavior is the presence of creativity (creativity) in the actions of firms to create and sell goods/services, which, in turn, relies on the creative resources of their employees, including managers. Each employee of the company has a creative motive for work, as well as his own personal resource of creativity. The presence of such a resource must certainly be taken into account by the company's managers in the process of developing a model of the competitive behavior of this company.

In accordance with the criterion of creativity, employees of the company can be divided into three categories. The first category is the employees of the company who are engaged in intra-company creativity on a professional basis, the second category is the managers of the company, whose duties include the timely issuance of tasks to ordinary employees of the company (the creative component of their actions is the correct choice of performers), the third category is all the rest. employees of the company, realizing in one way or another the creative principle in the process of daily current activities.

Personal resources of creativity are among the tactical determinants of the competitive behavior of business entities, along with the usual professional qualities of their employees. This is the reason for the formation of an innovative type of competitive behavior of entrepreneurial firms, which is very important for the modern system of business theatrical centrism. The role function of business entities is called innovative if the companies in question carry out tactical competitive positioning by introducing new components into their business and professional activities. These are:

New products (services) and trademarks;

New technologies;

New elements of the material and raw material base of the business, equipment and technology;

New approaches in personnel policy and in the intra-company organization;

Predictions are the backbone of any trading system, so well-crafted ones can make you wealthy.

Creation of new companies, as well as absorption of existing ones;

New approaches in the marketing of goods and services, in managing costs and quality of work, in organizing the sale of goods;

Attracting new customers and desired business partners;

Actualization of types, methods, forms and directions of competitive actions;

Improving and, if necessary, updating one's own reputation up to a radical change in the company's image.

The introduction of new components into the professional and business activities of business entities is based on the motives and resources of creativity at the disposal of the company. It is associated with the desire of the company's management to achieve competitive advantages in the field of reducing the cost of producing goods and providing services, differentiating the product offer, choosing and developing new market sectors, segments and niches, diversifying investments by outpacing rivals in the development of these new components of activity. , creating a more efficient business organization, including as a result of a merger or hostile takeover of companies, their disintegrating separation, compromise cooperation or cooperation.

Elements of innovative competitive behavior are not found in the activities of each of the business entities, although the actions of all of them are characterized by creativity to one degree or another. The role function of the company will be recognized as innovative only if these actions show a desire to get ahead of rivals through creativity in the development of the listed elements of activity.

Such tactics of action can only be afforded by companies that are capable of implementing successful innovative design, during which, thanks to being ahead of rivals in introducing innovations, implementing technological and other changes, and making improvements, their new competitive advantages can be formed and adjustments made to the previously established structure. supply and demand. The implementation of this tactic by business entities is manifested in the form of their innovative activity. This activity constantly encounters opposition from representatives of the external environment of business entities. The collisions that arise between them are called innovative conflicts of the parties, and the side of the conflict that is the conductor of transformations performs an innovative role function in this conflict, and its opponent performs an anti-innovative role function.

Resistance to any innovation is based on various social and personal motives. Note, however, that resistance to innovation in business is always of a competitive nature, which is based on the quite understandable fear of business entities to lag behind creative rivals. Overcoming such resistance by innovators is defined as innovative competitive behavior.

It should be noted that the performance of the considered role function and the type of competitive behavior is a cost-intensive business for any business entity. A company motivated by innovative tactics does not have to rely on price methods of competition. Its main weapon is non-price methods of competitive actions. By outperforming competitors in creating and introducing to the market new products/services, new product components, or new activities that reduce costs or improve business performance in some other way, the entrepreneurial firm gains a tactical competitive advantage. Can she use it?

If it is an expert, a professional innovator, this firm, if successful, will have time to skim off the cream and move forward to new creative breakthroughs in business. The creative resource of this firm is so significant that it builds on it the strategic core of its business. Its rivals, having lost in speed, in the future often hesitate to repeat new decisions, waiting for the market reaction. Mastering the innovations accepted by the market, trying to put them on stream, they lag behind the explorer that is moving into the innovation gap.

The consistent exploitation of creativity in a specialized innovative business is an example of a combination of at least two pragmatic motives - the motive of creativity and the motive of risk - as the basis for the application of the innovative role function. As a rule, competitors-innovators are not leaders in mass sales, their tactical competitive positioning is associated exclusively with the constant updating of the composition of competitive advantages. The stake on the continuous application of the tactics of innovative actions turns the role function under consideration into an indispensable component of the strategy of competitive behavior chosen by the explerent, whether it be the strategy of simple or disintegrating separation or the strategy of integrating consoleDildiacinin. The oval type of competitive behavior of each of the business entities that are professional innovators is characterized by offensive tactics of competitive behavior using various distracting actions. This tactic of action should be defined as an innovative offensive. The basic and safety fighting techniques used by such companies can be summarized in two groups, namely:

Offering consumers new high-quality products at very high prices in order to skim the cream; these actions are necessarily accompanied by advertising and PR campaigns to promote their own products and their advantages over any analogues, including substitute products, which (as the external environment should consider) cannot be blocked by rivals for a long time (basic method); safety nets are aimed at protecting the real business of such companies - in pursuing these goals, the firm explorer can simultaneously notify the public about its new creative plans, negotiate with large companies to provide them with exclusive rights to the serial use of new products, and even sell them the entire business, appeal to the law and to the authorities;

The offer of new goods, not necessarily of higher quality, but created in the conditions of the use of new technologies for the production and marketing of products, accompanied by an explicit or hidden price reduction (basic method); cream skimming should take place without unnecessary noise in the media, PR communication channels, but necessarily with all kinds of distracting actions - participation in negotiations on any topic with any partners, in party events, provided that such actions may cause the company to lose business sovereignty in the form of selling the business or otherwise only as a last resort, because such companies intend to develop independently (safety tricks).

The possibilities for such companies to carry out countermeasures against their colleagues in innovative business are limited to being ahead of them in putting forward new ways of creative development (refutation tactics), or in realizing their own entrepreneurial intentions (interception tactics), as well as carrying out safety actions, which, as a rule, have distracting character. Countermeasures against other rivals usually consist only in offering new innovative initiatives to the market. Such initiatives could make it possible for this company to take off a new portion of the cream in the next sector / market segment, where other entrepreneurial firms have not yet reached, capable of streamlining innovations.

An entrepreneurial firm that is a professional innovator cannot afford to act aggressively against its external environment, except in the face of other such professional innovators. The stereotypical forms of its competitive behavior are initiative, peacefulness, compromise, correctness (anticipation tactics), correctness or incorrectness (interception tactics), and riskiness. The degree of excitement and the nature of the reactions of such a company to external irritations can be different, but most often such companies act recklessly and impulsively.

The innovative role function is often performed by other companies that are not professional innovators. The performance of this role is typical for many companies operating in the field of standard and specialized business. The trend towards business renewal operates objectively, but not all business entities are able to build relationships with competitors based on the constancy of innovative transformations of various elements of professional and business activities. The creative resource of such companies is not as outstanding as that of the explorers, however, there is a pragmatic basis for the use of innovative competitive offensive tactics by firms working for a stream and adhering to a narrow specialization. It lies in the fact that:

Changing the technological, personnel, material and other basis of the company's professional activities creates new opportunities for differentiating products and creating products that better meet the changing needs of consumers and their ideas about the value of their own benefit from business communications with the innovator firm;

The applied innovations can also outpace the dynamics of the real needs of customers, in this case, the resource of creativity turns into a tool for imposing needs; this situation also gives the company a free hand for further innovations, which are almost guaranteed to be recognized in the market;

The introduction of innovations changes the balance of competitive forces in value chains - it becomes necessary for counterparties to rush after the leading firms; otherwise, various troubles await them - from the refusal of innovators to cooperate with them and ending with their displacement by innovators themselves who decide to diversify their business forward or backward due to the form of inter-industry competition of the first type, but the main problem awaiting them is the loss own competitive advantage; this is exactly how, for example, at the turn of the 8090s of the last century, an entire industrial sector in Russia perished - the production of computers, which is almost impossible to revive today;

The successful application of innovations often turns out to be the basis for the formation and rapid conquest of new market segments, in which the innovator interacts, ahead of his rivals, both with new consumers of his products and with new counterparties. The rapid development of such segments may in the long term have serious consequences for the activity of this company, up to a greater diversity of the field of its strategies and a change in its competitive status;

The introduction of innovations, even in the conditions of their high investment capacity and the growth of unit costs per unit of the innovator's integrated product, always leads to the advance of rivals, who, in order to at least repeat the path of the innovator (not just to surpass it), require no less costs to technological and other re-equipment;

The reputation of a creative competitor innovator, especially a company that is always capable of implementing successful creative delights, contributes to maintaining a favorable public image of this business entity.

Entrepreneurial firms that are not professional innovators use, along with the indicated methods of competitive behavior, others. This is the offer to the market of new or modified goods, or other ways of differentiating the supply, accompanied by a decrease or preservation of the comparative price level. Such a tactic of actions may be accompanied by a temporary reduction in the company's profits, since non-price competition usually turns out to be costly, but any company that has the ability to quickly transfer new products into the category of standard business objects can, having decided on such a step, provide a significant lead over rivals in creating tactical competitive advantage and successfully implement first-mover tactics.

These actions are of an offensive nature, they are necessarily accompanied by advertising and PR campaigns to popularize the above-mentioned actions among a wide range of representatives of the company's external environment. The entire described set of competitive actions is the basis of the tactics of competitive actions used by the business entity under consideration. As a safety net, this business entity can use distracting actions in the form of negotiations, participation in various competitions for small government orders, participation in party events, or, on the contrary, the active inclusion of all its business communications, including those in government bodies. and management, to acquire guaranteed sources of financing for their new products. Many companies, however, carry out basic offensive techniques without any insurance at all - they are so confident in their abilities.

An entrepreneurial firm that is not a professional innovator, but tactically acting in accordance with the innovative role function, uses the same counter-techniques as an expert firm to create an image of a creative company, but it is ready to use them against any rival. The stereotypical forms of its competitive behavior are initiative, risk-taking, aggressiveness and uncompromisingness. These entrepreneurial firms act tactically, creating a chosen stage image of the innovator company, coolly and prudently.

Planting this image in the minds of direct rivals may or may not be done correctly, but, as a rule, such companies carry out first-mover tactics brazenly, confident in their complete invulnerability to any competitors who, in the standard opinion of the management of such companies, are not capable of serious resistance. A typical example of a mixture of such impudence and aggressiveness is the phenomenon known in competition theory as a gorilla attack - a combined form of offensive competitive maneuvers by a company aimed at intimidating a rival with the terrible prospect of its complete defeat and subsequent contemptuous rejection by the market and the entire external environment in the event that this the opponent will not immediately stop resisting 120 . Such attacks are usually used at the defining stage of the takeover of foreign entrepreneurial firms by hostile takeover tactic companies.

The successful use of the first mover tactics by companies representing a standard business allows such companies to gain such a tangible advantage over competitors that it makes sense to talk about the formation, thanks to the named tactics, by these companies of positions of strategic dominance in the market sector being mastered and, therefore, of strategic importance for of the considered method of competitive behavior.

The innovative role function is also used by companies representing a highly specialized business. The basic tactic of competitive behavior that they use within the framework of this stage image differs from the tactics of actions of representatives of a large-scale standard business in terms of the totality of actions. The introduction of innovations is accompanied, as a rule, not by a decrease in prices, but by their increase. But he does not distinguish in terms of strategic importance the consequences of being ahead of competitors by making the first move. For companies specializing in a small sector or market segment, the strategic implications of a tactical first move are even more important than for non-specialized companies with a high level of business diversification, usually operating in high-volume manufacturing businesses. The narrow specialization of their activities and a stable unwillingness to leave a successfully mastered niche serve as insurance against rivals for such companies.

The specified feature of these business entities is also related to the nature of counter-methods that can be applied by them against competitors. Such techniques are always based on attempts to get ahead of rivals by refuting them. The second move tactics for such companies is possible only when interacting with the same narrow specialists in their own niche. In other cases, it turns out to be very dangerous, as it is for most firms-explerents. Relying on the interception of other people's initiatives, such companies quickly lose the most important thing that attracts the external environment to them - the advantages of deep specialization, dissimilarity to rivals, resistance to penetration into the niche they occupy by large-scale business representatives.

The stereotypical forms of competitive behavior of such firms are initiative, risk taking, aggressiveness and uncompromisingness. The level of aggressiveness is usually very high - from ordinary aggression to extreme. This is how these companies protect the narrow market segment/sector they have conquered. The conduct of competitive struggle techniques can, of course, be carried out by these companies correctly, but the general rule is their incorrectness in relation to possible rivals, many of which, according to the fair assumption of the management of this company, are capable of creating serious problems for it. These entrepreneurial firms act tactically, in accordance with the innovative role function, coolly and prudently, although there are examples of gambling and impulsive behavior of some companies.

Along with the pragmatic interpretation of the innovative role function, in life one can find examples of its romantic interpretation. Given that all innovations require significant investments, firms that do not professionally specialize in the development and implementation of innovations rarely allow this. But this often happens to explerents who are overly fond of searching for something new, without having the necessary material, human, financial and ideological resources for this. In such cases, it is fair to say that these companies cannot get out of the role they like.

Another part of the romantics of the innovative stage image are very specific business entities that are engaged exclusively in creative activities. In the system of business relations, one can single out a special area that would be quite legitimately defined as a creative business, if its subjects - creative individuals (composers, artists, writers, film directors, theater figures) did not categorically reject any hint of comparing their activities with business. . The romanticism of the competitive behavior of these people does not lie in the fact that they devote themselves entirely to creativity, but in the fact that they, unlike other colleagues in the creative workshop, often do not know how to bring their creative products into a marketable condition either on their own or with the help of a professional. local producers. Sometimes it turns out to be simply impossible due to the lack of the most important resource - the resource of creativity.

b) rivalry;

c) competition;

2. In conflict rivalry

a) there is a conflict of business interests;

b) the parties use a variety of methods of competition;

c) the external environment is not covered by competition.

3. Competitive are... businesses in a market economy.

a) any variety;

b) certain types of business;

c) certain types of financial;

4. Competition is part of the…economy

a) market;

b) feudal;

c) slaveholding;

d) all historical stages of the development of society.

5. Competitive advantages of business entities are divided into:

a) material;

b) absolute;

c) virtual;

d) sold at a certain stage of the product life cycle;

e) relative;

f) strategic;

g) dynamic.

6. distinguish between common and key success factors for business entities

a) M. Porter;

b) A. Thompson;

c) I. Ansoff;

d) A. Strickland.

7. Tangible competitive advantage

a) technology;

b) financial assets;

c) knowledge;

d) competitiveness of employees;

e) the results of the business activities of the firm.

8. Competitors competing for the conditions of production and marketing of products are ... competitors.

a) direct;

b) conditionally direct;

c) indirect.

9. Involvement in rivalry ... competitors of other business entities as a third party leads to the creation of competitive triangles.

a) direct;

b) conditionally direct;

c) indirect.

10. In the process of business activity of an entrepreneurial firm, a competitive triangle (triangles) is formed.

c) many.

11. The definition of "the value chain of an individual firm" was first formulated

a) I. Ansoff;

b) A. Strickland;

c) M. Porter.

12. Under the company's value chain is understood

a) recognition by the external environment of the firm's competitive advantages;

b) a system of interdependent activities;

c) evaluation of the effectiveness of the company.

13. Competitive ... arise in cases where public assessments of companies and assessment of the company's competitive advantages by other business entities are of an equivalent nature.

b) parallelepipeds;

c) pyramids.

14 . ...... is the presence on the market of two suppliers (sellers) of goods and services of the same name, dividing this market into two equal parts

a) polypoly;

b) monopoly.

c) duopoly;

d) an oligopoly.

15. Monopoly characterizes such a state of business relations in which

a) competing business entities are trying to impose their interests on each other, but none can succeed in this;

b) one business entity is able to impose its interests on another;

c) two subjects occupy a dominant position.

16. Polypoly is a state of business in which there is

a) ousting competitors from the market by force;

b) constant and continuous rivalry of all against all;

c) cooperation of the firm with competitors.

17. Oligopoly is the presence on the market ....

a) one supplier

b) two suppliers;

c) several suppliers.

18. One of the signs of modern competition is its ... nature.

a) one-level;

b) two-level;

c) multilevel.

19. Under the conditions ... .. none of the business entities has the opportunity to impose their interests on other business entities

a) monopolies;

b) polypoly;

c) oligopoly;

d) duopolies.

20 . Extreme points determined by the competition corridor

a) monopsony;

b) monopoly;

c) duopoly;

d) oligopoly;

e) polypoly.

21. Duopoly is the presence on the market………suppliers (sellers)

a) one;

22. Elements of the resource potential of business entities are:

a) material potential;

b) technological potential;

c) information potential;

d) authorized capital;

e) financial potential;

f) entrepreneurial potential.

23. The organizational potential of business entities refers to ... firms.

a) business ideas;

b) composition of functional units;

d) regional branches and divisions.

24. The entrepreneurial potential of business entities is understood as ... firms.

a) organizational structure;

b) personnel composition;

c) a set of business ideas.

25. Under the competitiveness of the company is understood

a) the company has a resource potential;

b) the ability of the firm to form competitive advantages over rivals;

c) implementation of business ideas.

26. Types of competitive actions of business entities

a) technological;

b) offensive;

c) indirect;

d) defensive

e) isolationist;

f) innovative;

g) retreat.

27. Competitive actions of business entities have the following qualitative characteristics:

a) tension;

b) energy;

c) innovation;

d) mobility;

e) density;

f) creativity;

g) persistence.

28. Marketing Specialist ... identified various areas of competition.

a) F. Kotler;

b) M. Porter;

c) A. Strickland;

d) A. Thompson.

29 . General competition recognizes competitors

a) all those who produce products designed to provide the same services;

b) any manufacturer participating in the competition for consumer money;

c) firms that produce a certain type of product in the industry.

30. Formal competition means rivalry between firms

a) producing products that satisfy the same needs;

b) regardless of industry affiliation for consumer money;

c) identical goods to the same buyers.

31. Philip Kotler identified ... areas of competition.

b) four;

32. The objects of ... competition are goods and services created within the industry of the same name

a) intersectoral;

b) industry;

c) interproduct.

33. ... competition is common in the competitive environment of business entities with a narrow assortment orientation.

a) interproduct;

b) intersectoral;

c) grocery.

34. Interproduct competition refers to competition

a) substitute goods intended to satisfy identical needs;

b) entrepreneurial firms using the same technology and raw materials;

c) around identical business products created from homogeneous raw materials.

35. The rivalry of firms linked by a chain of values ​​is typical for ... competition.

a) interproduct;

b) intersectoral;

c) grocery.

36. Offensive are called competitive actions, as a result of which business entities

a) try to maintain previously achieved competitive advantages;

b) acquire and develop competitive advantages;

c) cease activities in a certain market sector and switch to other market sectors.

37. Dumping is a method of ... competition.

a) price;

b) non-price.

c) both price and non-price.

38. Methods of price competition include

a) differentiation of distribution channels for goods;

d) use of trademarks of counterparties;

e) positional damping.

39. An analogue of general competition according to F. Kotler is ... competition.

a) interproduct;

b) industry;

c) intersectoral

40. Extensive competition develops on the basis of

a) an increase in the number of competing firms;

b) strengthening the degree of impact of the company on the external environment;

c) reducing the number of competing firms.

41. Intense competition develops on the basis of

a) changes in the composition of competing firms;

c) strengthening the mobility of competitive actions.

42. The form of competitive actions of business entities is understood as:

a) the method of competition;

b) role function;

c) external manifestation of types of competitive actions.

43. Competitive positioning of business entities is:

a) methods of competition;

b) the competitive status of the firm;

c) the company's position relative to its competitors.

44. In qualitative terms, the competitive position of business entities includes

a) an accurate calculation of the market share for each line of business;

b) objects and directions of business activity;

c) the presence of competitive potential.

45. The competitive position of a business entity in the market ... are certain and commensurate.

a) always;

b) not always;

c) in some cases.

46. ​​Under the market share of the company is understood ... the product of the same name.

a) the volume of sales at current prices;

b) share of sales in comparable prices;

c) the volume of supplies.

47. The highest state of the dominant competitive position of a business entity is ....

a) monopoly;

b) oligopoly;

c) polypoly.

48. The market share of a company that has acquired an unconditional monopoly market share is

49. A conditionally monopoly position is recognized as a position of a company that has a share in the market of goods of the same name from:

a) 50% to 70%;

b) 30% to 50%;

c) 70% to 100%.

50. There are 50 firms on the market of the same name goods, each of which has a market share equal to 2%. What is the Herfindel-Hirschman coefficient ( HH50) ?

51. An oligopoly is understood as the dominance in the market ... of an entrepreneurial business entity.

a) one;

d) four.

52. Quantitative indicators of the dominant and monopoly positioning of business entities include

a) coefficient of variation;

c) Gini coefficient;

d) oscillation coefficient;

e) entropy coefficient

f) correlation coefficient.

53. A general indicator of the level of competitive dominance and monopolization of markets is

a) relative concentration coefficient;

b) Herfindel-Hirschman coefficient;

c) Rosenbluth (Hall-Tideman) coefficient.

54. The relative concentration coefficient is used for:

a) determining the degree of inequality between market-leading suppliers of goods;

b) quantitative characteristics of the ratio of the number of largest firms and the share of sales of goods controlled by them;

c) ranking firms.

55. The entropy coefficient is

a) the sum of the squares of the market shares of competitors;

b) comparison of the ranks of firms in the market of goods with the same name;

c) the average share of companies in the market of similar products, weighted by the natural logarithm of its reciprocal.

56. In order to diagnose competitive competition in the market … a model of the five forces of competition was developed.

a) I. Ansoff;

b) M. Porter;

c) J. Schumpeter.

57. Comparison of the ranks of entrepreneurial firms in the market of goods and services of the same name is carried out using the coefficient

c) Rosenbluth (Hall-Tideman).

58. The maximum value of the Herfindel-Hirschman coefficient (HHI) under conditions of 100% monopoly is equal to

59. M. Porter characterized the state of competition in any sector of the commodity market as a consequence of the simultaneous influence of ... the forces of competition.

c) four;

60. Firms-explerents are

c) firms specializing in the creation of new business segments.

61. The provider network function is characteristic of entrepreneurial business entities,

a) acting as a judicial body;

b) whose field of activity is centered around transport communications

c) performing managerial functions.

62. The arbitration function is characteristic of entrepreneurial business entities

a) whose activities are concentrated around a variety of transport communications;

b) performing supervisory functions;

c) not engaged in permanent entrepreneurial business.

63. Legislative antimonopoly regulation of the economy is carried out

c) in Russia;

d) in all countries with a market-oriented economy.

64. The regulation of competition in the international market is carried out on the basis of

a) Sherman's law;

b) the Russian Law "On Competition and Restriction of Monopolistic Activities in Commodity Markets";

c) documents of the United Nations Commission on Industry and Trade (UNCTAD);

d) the Treaty of Rome establishing the EEC;

e) Clayton's law.

65. Compliance with what conditions makes competition perfect?

a) none of the participants in competitive rivalry can arbitrarily influence the market;

b) there is no substitute for this product;

c) there are no administrative barriers to entry and exit from the market;

d) the presence of barriers to entry and exit from the market.

66. Violent firms are

a) small firms of non-specialized business;

b) large firms engaged in the standard production of goods and services;

c) highly specialized firms.

67. Firms-explerents are

a) large firms engaged in standard production of goods;

b) small firms of non-specialized business;

c) firms specializing in the creation of new market segments.

68 . The business motivation of entrepreneurial business entities is understood as a system ...

a) types and directions of competitive actions;

b) methods of competitive behavior;

c) the company's intentions for business activities.

69. The following motives for competitive actions are distinguished

a) creative;

b) organizational;

c) ultimate benefit;

d) dynamic;

e) business security.

e) psychological

70. The formation of the general motivation of the company, taking into account the strength of the influence of individual motives, is defined as ... ... ... motives for competitive behavior

a) conflict;

b) weave;

c) substitution.

71. Strategic competitive motivation of business entities can have ... character

a) pragmatic;

b) romantic;

c) both pragmatic and romantic.

72. Objective strategic restrictions on the competitive behavior of business entities include

a) ensuring, on the scale of the national economy, a variety of organizational and legal forms of entrepreneurial activity;

b) industry affiliation of the company's business;

c) comparative efficiency of specific local markets.

73. Subjective strategic restrictions on the competitive behavior of business entities include

a) the scale and level of actual influence of individual competitors and their groups on the decisions of public authorities and administration;

b) the competitive state of the business areas chosen by the company;

c) force majeure macroeconomic factors.

74. An entrepreneurial firm focused on ... claims to acquire a dominant position in the strategic core of its business

a) small non-specialized business;

b) standard large-scale production;

c) mass production of the same name products.

75. Highlight ... the life cycle of effective and successful competitors

a) three phases;

b) four phases;

c) five phases;

d) six phases.

76. Depending on the strategic goals, the firm can apply strategies to competitors

a) mechanical monopolization;

b) differentiation;

c) integration;

d) focusing;

e) separation of business;

f) compromise cooperation.

77. The strategy of monopolization is

a) cooperation with competitors in the fight against leaders;

b) crowding out competitors by force;

c) an increase in one's own market share by zeroing out a competitor's share.

78. The strategy of mechanical monopolization is

a) offensive;

b) defensive;

c) isolationist.

d) counter-offensive

79. Strategic repositioning means

a) loss of competitive positions;

b) strengthening their competitive positions;

c) increasing the firm's market shares in strategic business areas.

80. An entrepreneurial firm, using a monopolization strategy, applies ... methods of competitive action.

a) good faith;

b) dishonest;

c) both honest and dishonest.

81. The use of strategy ... is always aimed at eliminating competitors.

a) integration;

b) business separation;

d) monopolization.

82. Strategy ... is defined as mechanical.

b) integration;

c) monopolization;

d) entry and exit from the business.

83. Strategy ... is defined as a strategy of "non-mechanical monopolization".

a) separating the business;

c) compromise cooperation;

84. Strategy ... is always offensive.

a) going into business

c) monopolization;

d) integrating consolidation.

85. The monopolization strategy stereotype is typical for firms

a) patients;

b) violets;

c) explerents;

d) commutators.

86. The strategy of business isolation is typical for ... business.

a) large-scale production;

b) highly specialized;

c) exclusive

87. Strategy ... is based on strategic goals, according to which the firm cooperates with competitors and acts jointly against common rivals.

a) monopolization;

b) integrating consolidation;

c) cooperative solidarity;

d) disintegrating separation.

88. Strategic alliances are associations of firms

a) technology exchange;

b) on the joint use of production facilities;

89. The same strategy for the competitive behavior of a company can be carried out with the help of -

a) one tactic;

b) a variety of tactics;

c) both one and various tactics.

90. The tactics of competitive behavior of business entities has ... character.

a) short term

b) medium-term;

c) long term.

91. Techniques of competitive behavior are based on the application of methods of ... competition.

a) price;

b) non-price;

c) price and non-price.

92. Achieving tactical competitive advantages over rivals in accordance with the Machiavelli principle can be achieved by

a) use the achievements of rivals for their own purposes

b) driving competitors out of the market

c) neutralize opponents

93. When planning competitive actions, the company's management takes into account ... the motives of competitive behavior.

a) strategic;

b) tactical;

c) both strategic and tactical.

94. Tactical competitive behavior is ... operational management.

a) an object;

b) a tool;

95. Tactical competitive behavior can be ... in nature.

a) long-term;

b) short-term;

c) systemic;

d) non-systemic.

96 .. The methods of competitive behavior of companies are based on the application of methods ... ... competition

a) price;

b) non-price;

c) both price and non-price.

97. Confrontational competitive behavior is typical for companies implementing a strategy

b) business isolation;

d) debut.

98. Under the tactical maneuver of the company is understood as a change in ... competitive behavior.

a) models;

b) tricks;

c) models and techniques.

99. Business diversification of companies always starts with … maneuvering.

a) strategic

b) tactical;

c) operational.

100. The tactic of offensive refutation of opponents is defined as a tactic

a) maneuvering

b) forced offensive;

c) imitation of competitive methods.

101. Covert offensive strikes are a type of tactic

a) concentrated attack;

b) defense;

c) distracting competitive behavior;

d) interception.

102. Interception tactics are a type of

a) distracting competitive behavior;

b) offensive;

c) positional maneuvering.

103. The tactical model of a concentrated offensive of entrepreneurial business entities is used by companies implementing strategies

a) integrating consolidation;

b) business isolation;

c) mechanical monopolization;

d) cooperative solidarity.

e) compromise cooperation

104. Frontal offensive tactics include active competitive actions aimed at

a) the most powerful opponents;

b) outsiders

c) all representatives of their competitive environment.

105. Tactics of a flank offensive is typical for firms implementing

a) a strategy of mechanical monopolization;

c) tactical maneuvering of companies with different competitive strategies.

106. Counteroffensive tactics are used by business entities in the implementation of the strategy

a) cooperative solidarity;

b) disintegrating separation;

c) mechanical monopolization.

107. The competitive model of tactical isolationism is used by firms implementing the strategy

a) compromise cooperation;

b) business isolation;

c) integrating consolidation.

108. Strategy ... is always offensive.

a) going into business

b) disintegrating separation;

c) monopolization;

d) integrating consolidation.

109. The monopolization strategy stereotype is typical for firms

a) patients;

b) violets;

c) explerents;

d) commutators.

110. Cooperative solidarity between competitors is expressed in the form of….

a) a cartel

b) strategic alliance;

c) holding.

111. Applying …… the model of competitive behavior, companies adhere to targets aimed at increasing competitive advantages

a) offensive;

b) defensive;

c) isolationist.

112. The middle game is ... tactical actions of entrepreneurial business entities.

a) start;

b) final situation;

c) middle.

113 . The competitive situation in which entrepreneurial business entities find themselves is the subject of ... management.

a) strategic;

b) operational;

c) situational.

114. An asymmetric competitive situation is characterized by

a) the balance of forces of rivals;

b) the presence of situational dominance of one of the rivals;

c) the absence of situational dominance of one of the rivals.

115. Direct competitors facing each other in a certain competitive situation

a) are called situational rivals;

b) constitute a situational competitive shell of interaction;

c) market environment.

116. In real life, competitive situations always have ... character.

a) two-sided;

b) tripartite;

c) multilateral.

117. An endgame is understood as ... tactical competitive actions.

a) start;

b) middle;

in conclusion.

118. In ... the ability of companies to quickly adapt their tactical actions to force majeure circumstances is manifested.

b) endgame;

c) middlegame.

119. The following functional features are characteristic of the endgame

a) mobilization of competitive potential by entrepreneurial business entities;

b) the impossibility of changing the balance of power in the competitive business environment;

c) termination of various unilateral or multilateral obligations.

120 . The synchronous interaction of competitors in the process of developing competitive situations is understood as a situation in which the actions of business entities represent ... on the counter actions of rivals.

a) inadequate reactions;

b) untimely reactions;

c) mandatory rapid response.

121. In ... companies strive to achieve their main tactical goals.

a) debut competitive situation;

b) middlegame;

c) endgame.

122. The middle game is characterized by the following functional features of the competitive behavior of companies

a) the acquisition by a business entity of starting competitive advantages over rivals;

b) dependence on force majeure circumstances;

c) achievement of the main tactical goals.

123. When a company voluntarily enters a debut competitive situation, its main task is

a) interception of advantageous positions occupied by competitors;

b) forced capture of opportunistic positions;

c) repelling threats from rivals;

d) mastering the starting initiative.

124. In the process of maneuvering competitive actions in ……… .. irreconcilable rivals can become tactical allies

a) debut competitive situation;

b) middlegame;

c) endgame.

125. Positional bargaining is a competitive situation in which competitors

b) go to confrontation;

c) interact with each other.

126. The collection of ... information is in the form of competitive espionage.

a) open;

b) closed;

c) half closed.

127. A firm's classified business information includes

a) the data contained in the founding documents;

b) financial statements;

c) information about subsidiaries;

d) bank accounts;

e) loans.

128. Technological secrets of a company include information about ... a company.

a) intra-company relationships of employees of companies;

b) branches and representative offices;

c) inventions not protected by patents;

d) staffing.

129. Economic espionage is understood as the collection

a) firm information about the "know-how" of rivals;

b) secret data reflecting the development of the national economy;

c) firm information about the resource potential of competitors.

130. Varieties of competitive espionage are

a) industrial espionage;

b) commercial espionage;

c) personnel espionage;

d) espionage in the field of information business

131. Methods of illegal competitive intelligence include

a) blackmail

b) enticement of personnel of a competitor company;

c) comparative assessment of the activities of competing firms using the ratings of companies published in the media;

d) wiretapping.

132. The active function of competitive intelligence is to

a) constant monitoring of the actions of opponents;

b) making operational decisions;

c) targeted collection and analysis of information about competitors.

133. Competitive counterintelligence refers to the activities of a company to

a) monitoring the activities of competitors;

b) hiding and camouflaging the true intentions of the company;

c) dissemination of mass misinformation about the actions of the firm.

134. Competitive intelligence and counterintelligence are

a) independent types of competitive actions;

b) tactical methods of competitive actions;

c) an information base for choosing the tactical behavior of business entities.

135. During the life cycle of a company

a) can perform various role functions;

b) performs one specific role function;

c) does not change role functions.

136. The role principles of competitive behavior of business entities include the principles

a) perception;

b) associativity;

c) information communication;

d) effectiveness;

e) interactivity.

137. The role principle of perceptivity consists in

a) the exchange of business information between firms;

b) the fact that the company, performing a certain role function, must take into account the interests, needs and preferences of the external environment;

c) expansion of input information sources.

138. The role principle of interactivity consists in

a) limiting output information sources;

b) stimulating and correcting the behavior of rivals;

c) exchange of business information through official and unofficial sources.

139. The role status of business entities is determined

a) strategic stereotypes of competitive behavior;

c) forms of competitive behavior.

140. Displaced role functions of business entities are formed as a result of ... type of competitive behavior.

a) innovative;

b) adventurous;

c) adaptive-adaptive;

d) guaranteeing.

141. Business diversification is … competition

a) a specific competitive strategy;

b) a combination of different models of competitive behavior;

c) an element of competitive strategy.

142. Concentric diversification is

a) differentiation of the company's business;

b) development by the firm of new, non-core markets;

c) penetration into the business activities of partners in the value chain.

143. Multinational companies have a strategy

a) separations;

b) mechanical monopolization;

c) cooperative solidarity.

144. Entrepreneurial firms-debutants are divided into ... debutants.

a) conditional;

b) diversified;

c) unconditional;

d) relative.

145. Tactics of adaptive actions is a common role type of competitive behavior of ... entrepreneurial firms.

a) large;

b) medium;

146. The role diversity of business entities is classified according to ... role function.

a) innovative;

b) statistical;

c) adaptive-adaptive;

d) dynamic;

e) guaranteeing.

147. Firms with an innovative role function use ... competitive methods.

a) prices;

b) non-price;

c) both price and non-price.

148. An innovative type of competitive behavior of firms is characterized by ... tactics.

a) defensive;

b) offensive;

c) isolationist.

149. The antipode of the innovative role function of firms is ... role function.

a) guaranteeing;

b) adaptive-adaptive;

c) providing.

150. Adaptive-adaptive role function is typical for firms

a) performing competitive positioning through the use of new components in their activities;

b) imitators-copyists;

c) creating the appearance of competitive strength.

151. A guaranteeing (providing) role function is typical for firms

a) using creative principles in their activities;

b) refraining from innovative activity;

c) copying the innovations of others;

152. The tactics of competitive exhibitionism are typical for firms

a) retreating from tactically disadvantageous positions;

b) prone to ambition and arrogance;

c) convincing the environment in a high level of competitiveness in every possible way.

153. Companies challenging the environment include companies with role status

a) relative leader;

b) absolute leader;

c) an adventurous contender for leadership.

154. Pure contenders for leadership perform ... a role function.

a) innovative;

b) guaranteeing;

c) adaptive-adaptive.

155. Multinational competition means

a) the participation of transnational companies in international competition;

b) the development by firms of the national markets of different states;

c) diversified activities of companies in local markets.

156. Firms with the role status of extras participants are characterized by ... competitive behavior.

a) guaranteeing;

b) creative;

c) adaptive.

157. Distinguish ... diversification of business activities of business entities.

a) horizontal;

b) combined;

c) vertical;

d) concentric;

e) goblet.

158. The number of firms - conditional debutants include business entities

a) entering the market for the first time;

c) diversifying their activities.

159. The illusory nature of the role-playing competitive behavior of business entities consists in

a) application of new technologies;

b) deliberate creation by the company's management of a level of competitiveness that does not correspond to reality;

c) development and production of new goods (works, services).

160. …competition is based on the integrated practices of competitive behavior applied by companies around the world.

a) multinational;

b) global;

c) intersectoral.