Industry market |
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The article deals with the specifics of the most significant marketing tool of a sports club — product
policy. The authors show its place in the system of formation of competitive advantages, analyzed
different types of products on the market a fitness club, as well as determine their priorities.
The material is aimed at use in practice in the fitness industry.
Russian fitness market is perhaps the most independent element of the domestic sports industry.
For two decades he was almost without any help gov, was able to overcome the difficult stage of
formation and continues to grow steadily. Its volume, according to experts, has reached 20.73 billion
rubles, while the number of fitness clubs — was 4 – 5 thousand. One of the reasons for such
a dynamic development — lively competitive environment, characterized by a large number of independent
members, greater opportunities of choice for customers, the relatively low level of participation
of the state, while a significant contribution with his hand in the promotion of healthy lifestyles.
Under such conditions for the successful development of each individual market entity (individual
club or clubs in the network) is crucial to the ability of management to use the full potential of marketing
tools that are well adapted to the needs of customers. A key place in the complex marketing
tools takes product policy.
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The theory of competition |
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In the recent years in the Russian state policy formation special attention has been paid to the
promotion of competition development. An increasing interest in this issue induces the demand
for the methodology of assessment of competition level and competition environment. Although
there is a wide range of indicators describing the level of competition and its intensity and a broad
spectrum of methods for evaluation of these indicators, there is no unified methodology for the
purposes of state competition policy formation in Russia. The article is devoted to the review of
existing approaches to evaluation of competition level and competition environment applied by
different researchers and by antitrust authorities, their pros and cons. It also presents an alternative
methodology that is based on the survey of business community representatives and that
combines the main ways to the competition assessment. The proposed methodology has been
tested by the Analytical Center for the Government of the Russian Federation in 2014 – 2016 and
the results of the testing are also described in the article. This method of competition evaluation
can be used for assessments both at the country level of the Russian Federation and at the level
of the Russian regions.
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The paper identifies and briefly describes the seven main stages of formation and evolution of the
Russian monopoly in the late 19th century to the present. Presents the author’s opinion about the
peculiarities of each stage, the characteristic of the unique and distinctive features of the Russian
monopoly, as in the tsarist period and centralized bureaucratic control system. Special attention
is paid to the formation of highly concentrated Russian economy tsarist period and the wide dissemination
of the syndicates. It is shown that in spite of the heterogeneity of economic structures of
the 19th and 20th centuries, particularly in the economic structure of tsarist Russia were the basis
on which later, in a socialist economic system, formed monopoly economy of Soviet Russia of the
twentieth century, built according to the «national economy — one single factory. Defined special
types of monopolies formed in different historical conditions of economic development of Russia.
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Power competition |
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Traditional approaches to collusion involving small number of participants and the strategy of
endless retaliation, predict a sufficiently low discount rate necessary for self-support of the cartel.
Presented in the article model with a large number of participants and the strategies of vengeance,
time-limited, shows the cartel as a relatively unstable economic institute in situation a-la Bertrand
The simulation results suggest that even for the situation in the presence of a duopoly strategy «four
eye for an eye» and more going situation quite similar to the strategy of endless retribution. The
analysis comes to the following conclusions. 1. If the number of periods of retaliation is less than the
number of participants in the cartel, the collusion strategy will always be ineffective. 2. With the same
increase in the number of participants in the cartel and retaliation periods propensity to violate cartel
will increase. 3. In terms of the total amount of certain factors cartel participants is more important to
break the cartel in comparison with the number of periods during which the wages.
Introduction to model the behavior of the factors of incomplete observability cartel participants to
each other and the likelihood of reduced demand for goods and services produced by cartel members,
increases the chances of opportunistic behavior.
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Competitiveness of business |
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Results of research of distinctions between complexes of significant professional and personal
qualities of managers of different action areas on studying of levels of optimum development of
their competences are presented. The allocated complexes of key professional and personal competences
can be a basis for formation and development of competitiveness of managers of these
areas of professional activity. Data of the analysed works allowed to establish the general structure
of the professionally important competences (PIC) of managers of various fields of activity. In this
structure along with the general basis including key professional competences of the manager also
differentiating competences for managers of various areas of professional activity are marked out.
These characteristics define competitiveness of the manager in each area of work. The cluster
analysis of distribution of professional areas of managers on expressiveness of their PIC allowed
to distribute their professional requirements into 3 clusters. Cluster distribution of professional and
personal competences of managers of various action areas allowed to divide them into 4 clusters.
These clusters divide the general structure of professional competence of the manager on levels
of its development. The cluster of PIC which have the greatest value for determination of competitiveness
of managers from a position of predictive approach to development of professional and
personal competence is allocated.
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Antitrust regulation |
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The article aims to reveal the degree to which network effects in demand and multisided platform
model has influenced on antitrust regulation of Google strategy in relations with manufacturers of
Android-devices, for example, on investigation of the FAS of Russia.
The article reveals the chronology of events, characterizing the development of «FAS Russia vs.
Google» case, The logic and conclusiveness of the decision of the FAS Russia analyzed on the
recognition of Google abusing its dominant position in the market pre-installed app stores, to reduce
competition in applications markets. Paper examines decisions of courts of the Russian Federation,
hearing the Google protest on the decision of the FAS Russia.
The article compares the anticompetitive actions of Google with actions of Microsoft, considered
in the famous antitrust investigations in Europe and the United States. Actions differ only at the level
of tactics, but at the strategic level Google competitive behavior completely repeats anticompetitive
actions Microsoft.
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The issue is devoted to the modern state analysis of the public procurement market and the institutional
transformation shown. The competitive environment of the market of public procurement has
a number of specific features, such as additional requirements to the market participants, the use of
additional financial instruments, inflated transaction costs, but also did not escape the shortcomings
of traditional markets and of economic institutions of modern Russia.
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