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Analysis of the impact of corporate culture on competitiveness. Corporate culture as a factor in increasing the competitiveness of hospitality enterprises (based on the materials of Gelendzhik-Hotel OJSC)

Back in the good old days, people, before receiving a coin, checked it with their teeth. Is it real or fake.

The same thing happens in sales, before making a final decision, people check your proposal for compliance with the help of .

That is why objection handling is very important. And this is a great tool not only for sales, but also for marketing.

You are being deceived

They say that if you correctly identify the need and make a good presentation, then the client will have no objections. He will immediately say “Where to pay?”. But is it?!

Based on our experience of writing and testing hundreds, we can say with confidence that there will always be work with client objections, even if you have surpassed yourself before and did all the steps correctly.

But now let's decide for what reasons we may encounter doubts and objections.

It is very important. After that, you will treat them a little differently. So. The client may object because:

Disagree with your arguments;
Not satisfied with the conditions;
Not satisfied with the price;
No need;
Bad mood;
Wants to assert itself;
Traded;
He wants to leave a "trump card in the sleeve."

This is a list of not all, but quite commonly used reasons why a client objects. And looking at them, you can see that some of them can be worked out, and some cannot.

Namely, the first four reasons we can eliminate due to the correct arguments, new conditions, substantiation / lowering the price, creating a need.

BUT! In the cases of the last four causes, we are no longer able to fight. Since if the client is in a bad mood, you even stand on your head, even invite the circus, nothing will change.

The same is true if the buyer wants to assert himself or deliberately bargains to get a better price.

Or he deliberately creates the illusion that he has doubts in order to get better conditions at the right time.

Important. You need to understand that objection handling will be different in B2B and B2C sales.

Not in terms of structure. But in terms of words and arguments. I will give examples from two areas.

But if you have any difficulties, then write in the comments, I will help you adapt the objection for you for free.

Types of objections

Thanks to the information above, we can identify the types that will help us qualify each objection and understand how to deal with it most effectively.

This is one of the most important steps. Otherwise, you try to play football with a basketball and are surprised that it doesn't work out well.

Excuse

Most often, we encounter this type of objection in sales when working on.

With cold calls, we hear these objections at the very beginning of the conversation, when the client wants to end the conversation with such excuses as soon as possible, to make sure that you get rid of him.

That's enough, get out!

Among the excuses can be both short and vague phrases like “We don’t need anything / I don’t need anything”, “Not interested”, “I’m busy”, “No time”, as well as objections that are quite familiar to you.

To understand whether this is an excuse or not, it is enough to understand the moment and intonation when the client talks about it. He will show with all his appearance that he wants to get rid of you.

Your task in this case is not to try to argue and argue why you are the best in the world, because the client does not care, he wants to “run away” from you.

To effectively work out an excuse, you need to hook the client, to hook.

Ideally, do this by hitting one of the emotions: greed, fear or vanity.

It is these emotions that touch the client the best and attract to continue the conversation, even if before that he wanted to end it. Consider the example “We don’t need anything”.

Greed: What if we cut your costs by 20%?
Fear: You miss the opportunity to become the first in the city.
Vanity: Our product is designed specifically for people like you.

Try to hook the client, throw intrigue, in this case you will have effective work with objections.

The client should have a thought in his head, and then in the language of “Tell me more”.

He may continue to object, but he will begin to do this already consciously, which means we will move on to next level and work with the objection will continue.

WE ARE ALREADY MORE THAN 29,000 people.
TURN ON

True objection

Out of habit, we write down all objections in this form. True objections are when the client is telling the truth.

In the literal sense of the word. If he says “ ”, then he is really expensive. If he says “I need advice”, then he wants to ask another person for advice.

If he says that “There is no money”, then they are not there now or not enough in this situation. Everything is logical and understandable.

Consent…call

My favorite technique for dealing with customer objections. This working technique is rightfully called the most universal. It consists of 4 stages.

The sequence must be followed. We move from top to bottom. It is important. You can watch the video below or read whichever is more convenient 😉

And now to the algorithm. In this case, it will contain the following steps:

Consent - Yes / You are Right / It may well be / There is such an opinion
Transition - That's why / And / Also / For this
Argument - We give a guarantee of 15 years / Cleaned with a regular cloth and water
Call / question - Take it in your hands and you won’t want to let go / What color do you like best?

From these four steps, we create a universal sequence for working out any objection.

For example, to the objection “I don’t like the look of this ax”, we can say “ Appearance and really scary at first.

True, when you pick up this ax, you understand that everything is done for people.

This rubberized handle prevents blisters and accidental slippage. And this chisel, made of titanium, will crack even a metal pipe. How important is this to you?"

That is why

Laconic version of working out objections. Translate any phrase of the client into your argument with the words “That's why”.

This technique is a shortened version of the "Consent ... call" and is relevant in case of a "weak" objection or a small amount of time.

Important. Work on the objection goes in two stages: transition -> argument.

To the objection “We have a supplier”, we say “That is why our conversation will be a good reason to reduce his price.”

Or to the objection “Out of stock”, we say “That is why this product is considered a Must Have in the arsenal of any housewife.”

Question

In addition to being an excellent opportunity to work out an objection, this technique also helps to find out additional information.

Therefore, we can divide questions into two types: affirmative and clarifying. Consider the options for the objection “Expensive”.

Affirming: How good can be cheap? / If we lower the price, how will customers know we have a great product?

Clarifiers: Who are you comparing to? / Why do you think so? / What is dear to you?

With the right affirmative questions, you can get the client to come to the right conclusion without forcing your opinion on them.

And with the help of those who find out, you will understand what the client actually has under objection. For example, the objection “The suspension of this car is too stiff” is not clear.

Does this mean you need a very soft suspension or a medium one? So we ask clarifying questions.

Objective condition

You can call this not objections, but objective reasons why a person cannot make a decision right now.

Let's go back to "I need advice." There is an option when a person wants to consult because he doubts himself, and there is an option when a person objectively cannot make a decision on his own.

For example, he has a partner, without whose consent nothing is done.

How to find out whether this is an objective condition or not, I will tell below. At this step, you need to realize that there is no point in pecking at closed gates.

Because they are not opened to you for an objective reason. And to solve this problem, you need to be able to wait and “keep the bird out of your hands”, that is, take the initiative to control the transaction, but at the same time, without forcing a person to make a decision right now.

I won't let go!

Latent objection

The case when the client says “within a week”, but in fact the reason is different.

It could be something like “Doesn't suit me”, “I've seen others cheaper” or even “You are a boor”. The most difficult thing in this form is to understand - a hidden objection or a true one.

The definition recipe is pretty simple. You need to start treating this objection as true.

And if the client constantly changes objections, then you are moving in the right direction. We need to go in the same direction and work out the objections as true ones.

But if he repeats the same objection over and over, no matter what you say, then we most likely have either a hidden or an objective objection.

To find out, we need to ask a clarifying question. For example, to the objection “Expensive”, we ask a clarifying question “If we settle the issue with the cost, then everything else suits you? Would you buy?"

Note. A clarifying question may start differently, for example: “Suppose we solve the issue with s___” or “What if the issue with s___ is not worth it.” The main thing is to keep the idea and concept.

After a clarifying question, everything hidden becomes clear. The client in the first case says “Yes, I will buy. But I am not satisfied with the price”, or in the second case says “No, I will not buy. Because I don't like s_____ yet.”

In the first case, this is an objective condition that we need to solve from a rational point of view.

In the second case, he will tell you the next true objection, which we begin to work out as usual.

If he simply says “I won’t buy”, then it’s enough to find out the reason with the words “Please tell me for feedback, why? It is very important for us.”

Ready solutions

We all love ready-made solutions (I am no exception). Therefore, I have prepared for you the answers to the most popular phrases of customers when they doubt a purchase.

Methods for dealing with objections are written using different techniques. Without going into details, take and use.

Very expensive

It's very good that you take your budget so seriously. Please tell me, is the price the only thing that confuses you, or is there something you would like to improve in the product/service?
That is why we buy those people who do not want to pay twice.
When buying, people want to receive high quality, excellent service and the lowest price. And you know, it is impossible to maintain quality and service at a low price. And what is important for you from this?

I will think

Clients often say “I'll think about it” when they want to politely say no. Please tell me what exactly you don't like?
Yes please. How convenient. Just specify what additional information you need to voice your decision?
Tell me, please, do you like our offer in general, or is there something that confuses you?

Submit a commercial offer

I will definitely send. Then just answer a couple of questions to understand what offer to send you. Good?
I will do it with pleasure after our meeting, at which we will discuss all the subtleties and specials. terms you can get. Do you have an office on s____?
You probably receive a lot of offers every day. I really appreciate your time, so please tell me what is relevant for you now so as not to send everything in a row?

I totally admit it. That is why I do not insist on momentary cooperation! To begin with, I only suggest meeting and getting to know each other, so that in the future you will know where to turn if the need arises.
Under what conditions would you be interested in working with us?

Discount if you give 30%+, then buy

I will gladly give you such a discount if our markup is 2-3 times higher. We do not raise prices on purpose, so that you receive an offer at the best possible price.
There were cases when the client received such a discount. In the first case, this is when s___, and in the second case, when s____. If you fall under these conditions, then I will definitely agree on a lower cost for you.

Others are cheaper

There will always be someone who offers cheaper. There is only one question, do they save on quality or service, since they give such a price ?!
If for you the price is the only selection criteria, and you don’t care about other indicators. It’s better for you to go to them, or let me tell you in more detail how we differ and why our cooperation will be more beneficial for you.

We work with others

And I am by no means encouraging you to refuse their services right now. I propose to consider how our capabilities can complement those that you already have.
Good connections are good. Just our proposal will be a reason to reduce the price of the current supplier.

Briefly about the main

Dealing with customer objections is an integral part of any business. How in retail sales, and in wholesale, and in services.

Knowing how to work with them is an important skill that will help increase sales. And in order to develop this skill as soon as possible, you need to get together as a team and write out all the possible objections that arise in the process of work.

For each of them you need to register at least three workings (use three techniques from this article).

After that, the entire selling staff must learn them. Because knowledge without action is a prize for fools. And you are smart, solid, rich people. So act...

P.S. Be positive about handling objections. Understand the client. Believe that you want him to get your product, because he really needs it.

Then the whole process is not in the format “Buy! Buy! Buy!”, but in the format “I want to help you”, which has a positive effect on the conversation.

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In the first chapter "Theoretical and methodological foundations of the analysis of corporate culture in the aspect of the competitiveness of the organization" the theory and methodology of the analysis of corporate culture are considered. The first paragraph "Corporate culture as a factor of socio-economic life: directions and main features of modern research" presents the development of the problem in foreign and domestic literature. In Russian research, the author identified 4 main areas: 1. general characteristics corporate culture, and in the aspect, first of all, social and labor relations of the organization; 2. Formation of corporate culture and organization management; 3. The role of corporate culture in the formation and management of the organization; 4. Differences in corporate cultures in the national aspect and in individual industries.

Based on the analysis of numerous definitions, the main recurring elements of the description of corporate culture are identified: samples of basic assumptions, value orientations, symbols of the organization, myths, rituals.

The studied classifications of different authors are systematized in 12 different typologies containing 47 models of corporate culture. A large number of models is due to the exceptional breadth of the phenomenon of corporate culture, which covers the entire multifunctional scope of the organization. Corporate culture is a backbone element of the organization and has an impact on almost all aspects of its activities; accordingly, when describing it, the possibility of adding any new factor is not excluded. Corporate culture expresses the relationship between the participants of the organization, as well as the participants and counterparties of the organization, which reflect the values and basic assumptions shared by the participants of the organization, setting the guidelines for behavior and transmitted through the "symbolic" means of the spiritual and material intraorganizational environment.

In the second paragraph "K corporate culture in the aspect of neo-institutional approach” considered the essence of corporate culture as social institution and its purpose as an institution is to create certain conditions for ensuring joint, coordinated efforts of members of society; facilitate the distribution of various resources.

Within the framework of traditional institutionalism, the principles of efficient use of resources are not considered. A significant contribution to the understanding of these principles is made by the neo-institutional theory, the main methodological prerequisites of which are the rejection of assumptions about the completeness of information and the “super-rationality” of the individual. The central concept of neo-institutionalism is transaction costs, which are understood as costs business interaction in whatever form it may take. They also include any losses arising from the ineffectiveness of joint decisions, plans, agreements and structures, ineffective responses to changing conditions, ineffective protection of agreements. The task of corporate culture as a social institution is to reduce transaction costs.

An important premise of neo-institutionalism about the incompleteness of information means the recognition of the asymmetry of the information of participants in transactions; uneven distribution of knowledge between the subjects of interaction about the quality of the subject of exchange; about factors affecting quality, or about efforts to achieve required quality. The institute of corporate culture involves the alignment of information in three aspects - between consumers and the firm; between employers and employees; between owners and managers.

The theory of contracts describes transactions concluded regarding the transfer of property rights. It proceeds from the provision on the incompleteness of contracts, which means the asymmetry of information regarding the parameters of the contract and the presence of pre-contract and post-contract transaction costs. This raises the problem of incentives for opportunistic behavior on the part of employees and managers, which is due to the impossibility of measuring and fixing all labor parameters in contracts and tracking the compliance of work with the terms of contracts. Incomplete contracts result in frequent breaches of contracts. To reduce information asymmetry, the institution of corporate culture can use market signals about the quality of the work and products of the company, such as reputation, standardization, guarantees.

The theory of social capital allows us to highlight new aspects of corporate culture. Social capital is a set of actual or potential resources that are associated with the possession of strong networks of connections, more or less institutionalized relationships of mutual acquaintance and recognition1, which are based on a relationship of mutual exchange of expectations. The implementation of social capital occurs through its conversion into other forms of capital, and its acquisition requires the investment of economic, cultural, symbolic resources.

The central element of social capital is trust, which allows to reduce transaction costs and gain access to the resources of other individuals and organizations. A corporate culture that develops the trust of counterparties in the company, as well as internal corporate trust based on the formation of value-oriented unity, receives an additional economic and social resource. The author distinguishes two types of social capital of the company - social capital of internal and external type. Internal social capital simplifies the relationship of a single individual within the organization and is created by the norms of the internal corporate culture. External social capital simplifies relationships between organizations and is shaped by the norms of interaction with the firm's counterparties, which are centered on mutual trust, as well as through participation in networks of voluntary associations.

In the third paragraph " The problem of competitiveness of the organization in modernedefinition and its impact on the dynamics of corporate culture» it is shown that the development of competitive processes makes us rethink the role of corporate culture in the organization.

Category "competitiveness" in market conditions is one of the key ones, since it concentrates the various capabilities of the participants in the national economy. Competitiveness can be defined as the ability of the subject of competition to identify, create, implement and maintain competitive advantages and achieve goals in a competitive environment. The key resources of the economy are also sources of competitiveness. At the same time, the role of different resources for ensuring competitiveness is different for different stages of the development of competition. According to M. Porter, four stages of competition can be distinguished: based on factors of production; based on investment; based on innovation; based on wealth.

Development information technologies significantly transformed competitive environment, intensified competition, turned information into the leading resource of competitiveness. The most important information resource is knowledge. Other informational resources firms - reputation, image; systems of interaction between people in the organization, in the process of which there is an exchange of knowledge and the emergence of new knowledge; interaction between the firm and its partners.

These intangible resources begin to take a leading place among the company's competitive resources.

To substantiate this thesis, the author analyzes the characteristics of the sustainability of resources, which include durability, transparency, portability, copyability. Accordingly, ensuring sustainable competitive advantage requires the formation of a special uniqueness that cannot be copied. Unlike material resources, intangible resources are hard-to-copy resources of the firm. The most important among them is the corporate culture of the company. It is almost impossible for competitors to copy the corporate culture of the firm, because even if the external attributes of culture can be adopted, the system of values, ways of interaction and other elements of culture are difficult to transplant to other soil. Therefore, mergers and acquisitions often do not achieve the expected economic effect due to the presence of a conflict of cultures.

The author shows that the corporate culture becomes a strategic resource for the development and competitiveness of the company. It is substantiated that at the first stage of competition, the corporate culture should be aimed at developing the specialization and competencies of personnel. At the second stage, special funds must be invested in it (for trainings, rituals, symbols, reputation building, etc.). At the third stage of the development of competition, organizational efforts should be directed to the development of an innovative culture. At the stage of wealth, the formed corporate culture must be supported by the management of the company.

In the second chapter "The main ways of corporate culture influence on the competitiveness of the organization" the mechanisms through which the institute of corporate culture can influence the improvement of the company's competitiveness are considered.

The first paragraph "Minimizing transaction costs and reducing information asymmetry through the institution of corporate culture" notes that corporate culture is an institutional form of interaction between the management and hired personnel of a corporation, which takes root in interpersonal communication structures, and is also reflected in external interactions of personnel with contractors and consumers .

The following types of interactions are distinguished, in which transaction costs are hidden: 1. interactions related to the search for information about a potential partner, about the situation on the market; 2. relations regarding the measurement of the quality of goods and services of three types: between the owner and the manager - regarding the assessment of the quality of the manager's services, between managers and employees - regarding the measurement of the quality of the work of employees; between the organization and its counterparties - regarding the measurement of the quality of goods and services received or purchased; 3. interaction of the parties in the course of negotiations and conclusion of contracts; 4. interaction with courts, arbitration, lawyers or arbitrators regarding the specification and protection of property rights; 5. interaction of the parties in the course of control over compliance with the terms of the transaction and the prevention of opportunism - evasion from the performance of contracts by partners of the company and employees. The problem of opportunism also applies to managers, as there is a separation of ownership from management.

The author considers mechanisms for reducing transaction costs in internal and external interactions. For this, the elements that define the corporate culture are highlighted; these are: the composition and nature of the links included in this organization; forms of links between links; rules for the exchange of resource flows (including information) between links; the nature of communication between the participants in the interaction. Forms of links between business links involve systems of relations between owners, managers of links and partners of the organization. Relationship rules define the interaction between the firm and its counterparties and regulate the choice of business partners, the nature business relations, order of execution of transactions. Explicitly or implicitly, corporate culture contains the norms or usual ways in which agreements are made, partners, clients are selected, how agreements are maintained and strengthened.

The author highlights the tasks that the corporate culture must solve at each stage. The first task is the selection of business partners and clients. The second is the formation of relationships with them. The third task is to maintain business agreements. It can be formal or informal. The main institutional purpose of corporate culture in external environment is to create long-term trusting relationships between the organization and its partners to reduce the degree of uncertainty, transaction costs and information asymmetry in relations with counterparties.

For quantitative characteristics this problem, the author uses the results of a survey of managers of 126 Russian enterprises various industries and dimensions, conducted in 2006 on the basis of the Russian Economic Barometer2. In particular, half of the manufacturers annually hold lengthy, intense negotiations with suppliers and 37% with buyers before concluding contracts. More than 70% of respondents strive to maintain long-term relationships with their counterparties. Firms provide their counterparties with benefits, such as discounts, loans, changes in the delivery schedule, revision of payment terms, improvement of quality, packaging, etc., joint development of new products, payments to the firm for providing preferential terms of cooperation, taking into account the personal financial interests of employees of the organization. All these costs, according to the author, can serve as an indicator of the transaction costs of interaction with contractors.

The selection of business partners shows a high degree distrust of unfamiliar counterparties; more than 70% of respondents prefer those with whom they already have experience of cooperation. For 74% of respondents, the relationship of enterprises with market counterparties is an important object of management in the company; 86% believe that they should be long-term. The survey data confirm the importance of signals that reduce information asymmetries, such as reputation, which are analyzed in more detail later in the paper; readiness for long-term cooperation, recommendations of partners. The author considers the marketing culture of the organization to be an important part of the corporate culture.

A serious problem is the non-fulfilment of contractual obligations. in a modern way overcoming this form of opportunism is the development of a network business structure. A network is a system of interconnected firms united common goal but independent in ownership. In networks, activities are coordinated without consolidation (unification) of assets. The development of network forms of business is a global trend, and manifests itself in several forms: the formation of clusters of interconnected enterprises, the formation of the so-called. network, and the development of relationship marketing.

Clusters are characterized by geographical consolidation of firms cooperating with each other; in contrast, the network (network) does not imply the presence of geographical concentration, the main feature is the constant interaction of participants united by a common goal. Relationship marketing is a system of actions aimed at building, maintaining and developing a network in which there would be long-term mutually beneficial interactions with the company's key market partners.

The author believes that the network structure of business allows not only to reduce transaction costs in a network of interconnected enterprises, but also contributes to the spread of innovations. Networks form a new business ethics among its participants, a network culture of interaction is being formed. Networks determine the reputation of firms, reduce the level of risk in the market, which makes it possible to restrain the further manifestation of opportunism in the behavior of firms. Participation in networks facilitates the access of firms to resources, allows them to receive from partners Additional services and improve competitiveness by reducing costs and increasing profits.

Equally important is the institutional purpose of corporate culture in reducing internal transaction costs and information asymmetry in relations between managers and the rest of the organization's staff; and between owners and managers. Information asymmetry gives rise to the problem of evading or shirking work (employee shirking), which is always inherent in the hired, i.e. alienated labor. Managerial opportunism can manifest itself in the malicious or non-malicious behavior of top managers that results in losses for the firm. For Russia, the problem of control over managers is very relevant, because. gradually there is a separation of ownership from management, at the same time, the degree of control over managers is close to zero on the part of any owner. Therefore, managers are trying in one way or another to transfer profits and even fixed assets of the enterprise to offshore enterprises and then buy up the "dried" firms. This is the most significant feature of the behavior of Russian managers, quite unique, not repeated in the world, and has become routine in Russia.

Analyzed ways to combat the opportunism of managers and employees: increasing the scope of control; complication of estimation in the confidence measurement; distribution of a certain share of profits to employees, their features and shortcomings. The position has been put forward that the corporate culture should be aimed at creating reputational signs of employees in the organization - both workers and managers, which are quality signals.

The author believes that in order to prevent the opportunism of managers, it is important to adopt the Code of Corporate Conduct, which introduces world standards of behavior into the practice of Russian corporations and serves as a mechanism for the formation of corporate culture. The Code reveals the main principles best practice corporate behavior, in accordance with which Russian firms can build their system of corporate behavior and culture.

The principles of corporate culture that contribute to the reduction of information asymmetry are highlighted: the constant maintenance of common interests and the desire to expand opportunities for cooperation with partners of the organization; respect for the parties, observance of the principles of freedom and initiative; respect for the personality of employees, focus on labor motivation, development of a creative attitude to work and striving for improvement, ensuring guaranteed wages, taking into account the stimulation of improved results; focus on the buyer, satisfaction of his requests, improving the quality of goods and services, service culture; striving to achieve the best performance indicators; strengthening the company's reputation.

In the paragraph " Strengthening the value core of the organization as a factor of its competitiveness» the role of the value aspect of the corporate culture of the organization in strengthening its competitiveness is considered.

The paper substantiates the position that transaction costs and opportunism also depend on how the values of the organization are shared and supported by its members.

Essence, structure and functions of corporate culture. Features of the formation of corporate culture and its impact on the competitiveness of enterprises in the field of hospitality and tourism. Code of Corporate Ethics for Tourism and Hospitality Workers.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Analysis of the impact of corporate culture on competitiveness. Corporate culture as a factor in increasing the competitiveness of hospitality enterprises (based on the materials of Gelendzhik-Hotel OJSC)

You are being deceived

Types of objections

Excuse

True objection

Consent…call

That is why

Question

Objective condition

Latent objection

Ready solutions

Very expensive

I will think

Submit a commercial offer

Discount if you give 30%+, then buy

Others are cheaper

We work with others

Briefly about the main

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Essence, structure and functions of corporate culture. Features of the formation of corporate culture and its impact on the competitiveness of enterprises in the field of hospitality and tourism. Code of Corporate Ethics for Tourism and Hospitality Workers.

Send your good work in the knowledge base is simple. Use the form below

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