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Journal articles on the topic 'Components of enterprise competitiveness'
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1
Osipov, V. M., and N. S. Palamarchuk. "DIRECTIONS OF INCREASING THE COMPETITIVENESS OF ENTERPRISES IN THE CONDITIONS OF MARKET CHANGE." Economic innovations 19, no. 1(63) (2017): 205–15. http://dx.doi.org/10.31520/ei.2017.19.1(63).205-215.
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The article explores the features of the interpretation of the concept of the competitiveness of enterprises by modern domestic and foreign economists. The directions of increasing the competitiveness of enterprises in modern conditions are justified, namely: innovative development of enterprises based on internal and external growth reserves and investment support for the comprehensive development of enterprises. The relationship between the investment and innovation components of enterprise development and their competitiveness under market conditions is determined. The implementation of these areas will contribute to improving the efficiency of the operation of the enterprise, improving its performance. Simultaneous combination of the use of these areas will increase the competitiveness of enterprises at the regional level and the level of the state as a whole. In the process of studying the competitiveness of modern enterprises, emphasis is placed on the regional aspect of their functioning. It is determined that in order to increase the competitiveness of enterprises, it is necessary to take into account the limitations and type of the market on which the enterprise operates. The main tools of the theory of restrictions are the passage, investment and operating costs of the enterprise. The management of these tools at the enterprise will increase the profitability and productivity of the enterprise and as a result - will increase the level of competitiveness of the enterprise in the conditions of market change.
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Гашимова, Л. Г., and М. Г. Дамаданова. "Components of the concept of enterprise competitiveness." Экономика и предпринимательство, no. 5(118) (June 11, 2020): 600–603. http://dx.doi.org/10.34925/eip.2020.118.5.121.
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Современное общество не стоит на месте, с каждым днем оно прогрессирует, это можно объяснить тем, что на каждом этапе его развития появляются новые открытия в области науки, технологии, оборудования. Высококвалифицированный персонал предприятий прикладывает усилия для того, чтобы изготовить конкурентоспособную продукцию: качественную и удовлетворяющую потребностям потребителей. Именно эти параметры является основой в терминологии системы конкурентоспособности предприятия. Ведь, во многом, качество, упаковка, цена, бренд, товара играет важную роль при производстве данного изделия и удовлетворения потребности потребителя, а также разработанная стратегия фирмы, использование различных методов при разработке бизнес процессов влияют на дальнейшую перспективность организации. Повышение и развитие конкурентоспособности товаров является на сегодняшний день актуальной проблемой, а также важнейшей маркетинговой задачей предприятий, так как в этой комплексной категории исследуются основные производственные, коммерческие, некоммерческие, социально-экономическая и финансовая результативность деятельности организации. Modern society does not stand still, every day it progresses, this can be explained by the fact that at each stage of its development, new grandiose discoveries in the field of science appear. This is due to the fact that new technologies, equipment, and highly specialized personnel are appearing in production, which make every effort to produce high-quality products that meet the needs of consumers. Of course, a quality product pleases not only consumers, but also entrepreneurs themselves because their product is competitive. With the advent of new methods, the latest technologies led to the appearance of new products that were distinguished by high quality, convenience and quality. These parameters are the basis in the terminology of the enterprise competitiveness system. In fact, in many respects, quality, packaging, price, brand, comfort of the product plays an important role in the production of this product and meet the consumer's needs, and developed a strategy firms use various methods for developing business processes will play in the future prospects of the organization. With the transition to a market economy, improving and developing the competitiveness of goods is currently an urgent problem, as well as the most important marketing task of enterprises, since this complex category examines the main production, commercial, non-commercial, socio-economic and financial performance of the organization, the quality of labor.
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MOKHNENKO, Andrii, Alona KAZAKOVA, and Roman ANTONOV. "Development of the model of the organizational and economic mechanism of management of the system of an enterprise’s competitiveness." Economics. Finances. Law 6/2024, no. - (2024): 17–20. http://dx.doi.org/10.37634/efp.2024.6.3.
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The paper examines the peculiarities of the functioning of enterprises in the service sector, on the basis of which the model of the organizational and economic mechanism of managing the competitiveness of the enterprise is elaborated. Having analyzed and systematized various author’s approaches to the understanding of the concept: "Organizational and economic mechanism for managing the competitiveness of an enterprise" it was determined that the management of the competitiveness of enterprises in the service sector is a set of strategic and tactical measures aimed at increasing the efficiency and competitiveness of the enterprise in the conditions of market competition. It hasd been proved that this process includes the analysis of the internal and external environment, the development of strategies, the implementation of innovations, the optimization of business processes, as well as the provision of high quality services and the satisfaction of customer needs. The essence of the organizational and economic mechanism is determined as a set of principles of systematicity, accounting for the specifics of activity, target orientation, information support, comprehensive assessment of factors, use of modern technologies and tools. Mandatory elements of any organizational and economic mechanism underlie the elaboration of a model of the organizational and economic mechanism for managing the competitiveness of the enterprise. It is argued that the effectiveness of the enterprise competitiveness management mechanism consists in presenting the input and output components of the enterprise competitiveness management system in order to analyze results such as profitability, profit, sales volume, high quality of services, market share, customer loyalty, customer satisfaction. The main components of the organizational and economic mechanism of competitiveness management are substantiated, such as: management goals, management factors, organizational management structure, resources, influence methods. Given that the ways of further formation and use of the organizational and economic mechanism of managing the competitiveness of the enterprise are proposed.
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XINMENG, Han. "METHODICAL APPROACHES TO THE EXPORT POTENTIAL ESTIMATION OF AGRICULTURAL ENTERPRISES." Ukrainian Journal of Applied Economics 4, no. 3 (2019): 131–38. http://dx.doi.org/10.36887/2415-8453-2019-3-15.
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Introduction. The lack of a unified methodology of the export potential assessing of agro-industrial enterprises poses some difficulties in the activities of export-oriented economic entities. This situation is conditioned by the subjectivity of the export potential concept, as well as the inability to establish a clear relationship between the enterprise export potential, the market export potential and the market enterprise position. The research purpose is to study the existing methodological approaches to the export potential assessment of agricultural enterprises. Results. The components of the enterprise export potential are determined. The model of export potential determination for the conditions of agrarian production is presented for the future. A set of indicators is described to characterize the export potential. The increase of role of the managing system in the enterprise international competitiveness is substantiated. The essence, purpose and peculiarities of managing the enterprise international competitiveness are outlined. The system structure of enterprise international competitiveness management (monitoring of competitive environment in the international market, assessment of the enterprise competitiveness level and their products, determining the mission of enterprise functioning, the strategy implementation of the international competitiveness management system, evaluation and control of the implementation results of the chosen strategy). The problematic aspects of the agricultural enterprise activity are identified in the process of managing international competitiveness. The measures aimed at improving the management of the international competitiveness of agricultural enterprises are characterized and substantiated. Conclusions. Assessing the export potential of agricultural enterprises is an important issue in the process of improving their export activities. Developing valuation approaches that take into account the specifics of the domestic and world economies will enhance the export potential of agricultural enterprises. This, in turn, will be the basis for developing the country's exports. Keywords: export potential, agrarian potential, economic potential, competitiveness, factors, agroindustrial production, export.
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CHOBAL, L.Yu., and L.I. TORONIY. "Theoretical aspects of competitive sustainability of tourist business enterprises." Market Relations Development in Ukraine №3(214)2019 132 (May 8, 2019): 82–87. https://doi.org/10.5281/zenodo.2678065.
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The subject of the study is the theoretical basis of competitiveness of tourist enterprises. The purpose of the study is to clarify the concept of «competitiveness» by distinguishing its essential characteristics. Research methods. In this work the dialectical method of scientific knowledge, the method of analysis and synthesis, the comparative method, the method of data generalization are used. Results of work. The article outlines the essential characteristics of the concept of competitiveness. The components of competitive development are outlined, namely: «competitive advantage – competitiveness». Conclusions. The study of the categories – components of competitive development «competitive advantage – competitiveness» allows us to find out its homogeneity (uniformity in its essence), whose components build a hierarchy: from formation (competitiveness), its realization (competitiveness) to the possibility of retaining the achieved results (competitive stability). The competitive stability of the enterprise in its essence characterizes the ability of the enterprise to function effectively over a long period of time in conditions of severe competition under the influence of factors of the external and internal environment, both negative and positive. The competitive stability of the enterprise must be considered, taking into account the features, areas and branches of its functioning.
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Lupak, Ruslan, Marta Kunytska-Iliash, Yaroslav Berezivskyi, Natalia Nakonechna, Liliya Ivanova, and Taras Vasyltsiv. "Information and analytical support system of enterprise competitiveness management." Accounting 7, no. 7 (2021): 1785–98. http://dx.doi.org/10.5267/j.ac.2021.4.018.
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Under the conditions of intense competitive struggle, integrated assessment methods are gaining increasingly greater importance in the processes of information and analytical support of enterprise development management. Enterprise competitiveness is one of the most universal, and, consequently, methodological and applied features among such generalizing characteristics. However, almost all of the approaches used are characterized by both significant advantages and certain disadvantages as of the date. This study develops a system of information and analytical support for managing enterprise competitiveness in the market of fast moving consumer goods, where competition is near the highest. The author's approach for assessing the competitiveness status of enterprises is developed. For this purpose, a system of indicators is determined, which reveal comprehensively and systematically the main parameters of competitiveness according to its structural components, or subsystems: (1) personnel, (2) property, (3) commodity, (4) organizational. The peculiarity of the approach includes the combination of the method of enterprise position rating in the market, and expert survey, which ends with presentation of the results using the graphical method. Summarizing approbation of the developed methodological approach to the assessment of enterprise competitiveness status, the results allow to allocate the leader enterprises, enterprises of average level of competitiveness, enterprises of attack zones and lost opportunities, and outsider enterprises are obtained. The results include the possibility of implementing a new better and more comprehensive approach for analyzing the status of competitiveness of competing enterprises, which serves as a significant information and analytical basis for policy planning to strengthen the competitive position of businesses for the consumer goods market.
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Savchenko, Tetiana, Olena Nikoliuk, and Roman Bakay. "MARKETING SUPPORT OF THE ENTERPRISE COMPETITIVENESS MANAGEMENT SYSTEM." Baltic Journal of Economic Studies 10, no. 2 (2024): 232–37. http://dx.doi.org/10.30525/2256-0742/2024-10-2-232-237.
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In the context of an aggravated competitive situation both in domestic and foreign markets, marketing tools for ensuring the competitiveness of an enterprise are becoming increasingly important. With the simultaneous growth of the role of a systematic approach in strategic planning both in the overall activities of the enterprise and its development prospects, and the level of competitiveness of the enterprise and its competitive position in specific markets. The subject of the study is the theoretical and methodological foundations of enterprise competitiveness management. The purpose of the article is to form a system for managing the competitiveness of enterprise on the basis of marketing. Methodology. To achieve the research objective, the following tasks were set and solved: a critical analysis of scientific approaches to the formation of a system for managing the competitiveness of enterprise, substantiation of the theoretical and methodological foundations for the formation of a system for managing the competitiveness of enterprise, clarification of the components of this system, and identification of the types of links between the components of the system for managing the competitiveness of enterprise. The following methods and approaches to research were employed in the study: an abstract and logical approach was used to examine the theoretical and methodological foundations of interaction management; an analysis of theoretical approaches to the formation of the enterprise competitiveness management system was conducted; an inductive and deductive approach (used to determine the factors influencing the formation of the enterprise competitiveness management system) was employed; a systematisation and generalisation approach (to clarify the approaches to the formation of the enterprise competitiveness management system) was also utilised. Results. The article considers processes of formation of the system of enterprise competitiveness management. It characterises and groups approaches to the system of management of competitiveness of an enterprise. The factors of influence on the level of competitiveness of enterprise have been determined. The structure of the system for managing the competitiveness of enterprise is described. Practical implications. The suggested integrated approach will help to clarify the role and functional links between the components of the enterprise competitiveness management system, taking into account the influence of factors of the marketing environment of enterprise and the marketing tools for assessing and improving the competitiveness of enterprise. Value/Originality. The proposed integrated approach to the formation of a system for managing the competitiveness of enterprise on the basis of marketing, unlike the existing ones, recognises the key role of competitiveness of enterprise products in assessing the competitiveness of enterprise, allocates the subject and object of competitiveness management, is based on the levels of strategic planning, takes into account the influence of factors of the marketing environment of enterprise and reveals the marketing tools for assessing and managing the competitiveness of enterprise.
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Lytvyn, N. Y. "Innovative Management of the Strategic Benchmarks of Competitive Advantages." Business Inform 1, no. 516 (2021): 303–9. http://dx.doi.org/10.32983/2222-4459-2021-1-303-309.
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The article examines the essence of forming competitive advantages of enterprise due to innovative development and management of innovation potential. The factors that influence the level of competitiveness of enterprise are determined. Ensuring competitiveness involves the systematization of all factors that impact it and their further analysis in the context of a separate enterprise. The priority is the allocation of direct action factors that form competitive advantages and, accordingly, the competitiveness of the enterprise. The main principles of innovative enterprise management should be: constant forecasting of the situation in the market of capital, goods and services, planning of actions and anticipation of crisis circumstances; avoidance of technological lagging and, as a result, its prevention; systematic implementation of innovations in all, including the interrelated, spheres of activity of enterprise; continuous investment in human capital, innovations; gaining competitive advantages. It is determined that competitive advantages are the result of interaction of enterprise resources, without which enterprise cannot form its competitiveness. In the system of competitive advantages, it is important to allocate those that are the basis of the advantages of the enterprise as a whole. Ensuring sustainable competitive positions of enterprise should be implemented within the framework of the mechanism of management of its competitiveness, which is a system of instruments, methods, levers and incentives used to form and maintain competitive advantages. The instruments of such management are means to influence the economic activity of enterprise, namely: financial, economic, organizational and technological components. The author suggests the main directions of increasing the competitiveness of enterprises on the basis of innovative management and development. Novel technologies have been identified, the implementation of which will increase the competitiveness of enterprise. The main directions of strengthening the position of enterprises in the market should be cost management, ensuring the innovative and balanced development, substantiation and introduction of the latest technologies.
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Zelinska, H., and U. Andrusiv. "Globalization challenges and competitiveness of the enterprise’s personnel." UKRAINIAN BLACK SEA REGION AGRARIAN SCIENCE 110, no. 2 (2021): 11–18. http://dx.doi.org/10.31521/2313-092x/2021-2(110)-2.
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H. Zelinska, U. Andrusiv. Globalization challenges and competitiveness of the enterprise’s personnel The article examines certain aspects of the social component of personnel in the context of the innovative development of an enterprise, the strengthening of globalization challenges the Ukrainian economy faces. It is substantiated that in the modern conditions of the enterprise the problem of personnel sustainability is ripe. The possibility of considering this issue through such components as motivational, managerial and public has been determined. It is determined that the competitiveness of staff is a significant factor in shaping the competitive advantages of any enterprise. It has been proved that education and professional development of personnel are becoming the dominant factors in the formation of competitive advantages of enterprises in the agro-industrial complex. Keywords: development, social component, enterprise, personnel, innovation, competitiveness, globalization, potential.
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Maliukina, Anastasiia, and Mariia Olkhovska. "International competitiveness of enterprise: structure, factors, and approaches to evaluation." Ukrainian Journal of Applied Economics and Technology 9, no. 2 (2024): 166–70. http://dx.doi.org/10.36887/2415-8453-2024-2-28.
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The article is devoted to developing the theoretical foundations of the essence of the international competitiveness of enterprise through the generalization of approaches to its structure and factors of development, as well as the generalization of methodical approaches to its evaluation. It is determined that the competitiveness of an enterprise is a systemic characteristic of its ability to create competitive advantages that ensure the production of competitive products. The peculiarity of international competitiveness lies in the ability to generate competitive advantages for the external global market, which is often much more complex than the national market and requires a more careful approach to management. Based on the development of this assertion, it is determined that the best approach to identifying the structure of an enterprise's competitiveness in the international market is to allocate internal components that form the strategic potential and ensure the creation of final products. It is determined that these components cover research and development, supply, production and packaging, and management subsystems, including logistics, marketing, sales, finance, and personnel management. The classification of methods for assessing the international competitiveness of enterprise has been generalized, which has made it possible to determine that for a more complete and accurate assessment of the competitiveness of enterprise, an approach that evaluates the system parameters of its functioning, including market share and other complex criteria, should be used. It is substantiated that the factors of international competitiveness of enterprise are divided into external and internal. It is proved that external factors include macroeconomic, sectoral, and global economic factors, which are determined by the policy of the State, global market conditions, and the activities of international institutions. Internal factors are considered through the prism of creating added value, including subsystems and structural elements of the enterprise. Keywords: competition, the structure of competitiveness, the international competitiveness of the enterprise, factors of development, methods of evaluation.
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Arsenieva, N., L. Putyatina, and A. Zheltenkov. "ACTUAL PROBLEMS OF INCREASING THE COMPETITIVENESS OF MACHINE-BUILDING ENTERPRISES IN MODERN CONDITIONS." Vestnik Universiteta 1, no. 7 (2019): 41–45. http://dx.doi.org/10.26425/1816-4277-2019-7-41-45.
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The article has devoted to the issues of improving the competitiveness of enterprises in the engineering industry. The factors hindering the development of industry enterprises have been analyzed. The article substantiates the main components of the competitiveness of enterprises, which are of particular relevance: product range – technology; – advanced R & d; – economic, industrial and innovative potential, etc. the Possibilities of improving the competitiveness of enterprises at the level of macroeconomics and at the level of enterprises themselves have been considered. The method of calculation, allowing to draw conclusions about the competitiveness of the product range of the enterprise has been offered.
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Virchenko, V. V. "TRANSFORMATION OF THE CONCEPT OF ENTERPRISE COMPETITIVENESS IN THE CONTEXT OF MODERN CHALLENGES." THEORETICAL AND APPLIED ISSUES OF ECONOMICS, no. 50 (2025): 34–42. https://doi.org/10.17721/tppe.2025.50.4.
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The paper examines the transformation of approaches to understanding the nature, specifics and determinants of competitiveness of business entities under modern challenges. The increase in the number of market participants and the volume of transactions, globalization and integration processes in the economic environment, and the ongoing crisis in the global economy are making it increasingly difficult to build sustainable competitive advantages and ensure a sufficient level of competitiveness of enterprises. The author analyzes the theoretical approaches to understanding the nature of enterprise competitiveness represented in relevant research publications, as well as the basic principles of assessing and managing enterprise competitiveness. The conventional and innovative factors that contribute to the development of competitiveness of a business entity and provide a deeper understanding of the essential characteristics of enterprise competitiveness are identified. The principles of effective management of enterprise competitiveness and approaches to the development of effective strategies for achieving and maintaining competitive advantages of a market actor under current challenges are investigated. An improved definition of enterprise competitiveness as a complex characteristic, which determines the comparative advantage of an economic entity over other market actors and reflects its ability to withstand competition, has been proposed. The components of enterprise competitiveness are analyzed, including: sales volumes, profitability, the market share of the enterprise in the relevant products, capital equipment, labor productivity and staff qualifications, innovations, and the volume of investments. The paper shows that the issue of competitiveness becomes particularly relevant when all market actors are in equal conditions, have equal access to financial resources, equal opportunities for product sales, and operate in the same tax environment. The ability of Ukrainian enterprises to demonstrate strong competitive advantage in international markets with effective government support, even under existing security challenges, is substantiated.
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Sepeta, Vira. "EVALUATION OF THE LEVEL OF THE COMPETITIVENESS AND LABOR POTENTIAL OF INDUSTRIAL ENTERPRISES BY MEANS OF THE INTEGRAL INDICATOR." Green, Blue and Digital Economy Journal 2, no. 1 (2021): 82–89. http://dx.doi.org/10.30525/2661-5169/2021-1-12.
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The purpose of the article is to improve the methodology for the evaluation of the level of the competitiveness and labor potential of economic units by means of the integral indicator that allows industrial enterprises to determine the efficiency of available resources, the company's position in the market, as well as to increase their competitive advantages. The object of the research is theoretical-methodical and practical approaches to the formation of labor potential in the process of increasing the competitiveness of industrial enterprises. Methodology. Complex integral indicators of competitiveness and labor potential were determined by means of the mechanism developed by the author of the article on the foundation of the Fishburne method. This method assumes that with respect to the level of the significance of structural components, only the intervals of their possible values are known. The author proposes a structure that consists of six components: the indicators of the activity of the enterprise, the indicators of business activity, liquidity, financial stability, profitability and property status. The next stage involves normalizing the indicators of the competitiveness and labor potential of the industrial enterprise and assigning weights to each structural component. The weights served as the basis for the calculation of the complex integral (generalized) indicator of competitiveness that evaluates the level of attractiveness of the enterprise on the market. The author also calculated the integral indicator of the labor potential of the investigated enterprise. This complex indicator characterizes the current generalized state of the staff and its ability to reproduce. The results of the calculation of the integral indicators of the enterprise made it possible to determine the relationship of labor potential with the optimal level of competitiveness. The practical significance of the obtained results consists in the elaboration of the author's methodology for determining the integral indicator, which can be used to predict the level of competitiveness and develop an appropriate program for the further development of industrial enterprises in the short term. Value/originality. Improvement of the mechanism for assessing the level of competitiveness and labor potential of economic units by means of the integral indicator will allow industrial enterprises to strengthen their competitive position in the global market.
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TKACHENKO, Ivan, and Vitalii SHARKO. "COMPETITIVENESS OF THE ENTERPRISE IN THE CONDITIONS OF THE DIGITAL ECONOMY." Herald of Khmelnytskyi National University 302, no. 1 (2022): 43–48. http://dx.doi.org/10.31891/2307-5740-2022-302-1-7.
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The paper analyzes the methods and main stages of digitization of business processes of an industrial enterprise. The main segments of the digital economy have been identified and the conceptual strategic map of an industrial enterprise has been improved. The authors found that digitalization has the greatest impact on such components of business processes of industrial enterprises as: interaction with customers, cost and internal infrastructure management. Digitalization of industry is an integral part of the National Economic Strategy. This requires the tran-formation of traditional business processes of industrial enterprises, analysis of the components of digitalization, determining the stages of its implementation, development of recommendations for planning and systematization of digitalization processes. Purpose. Identify and describe the elements of digitalization of business processes of industrial enterprises, methods and procedure for implementing digitalization measures in modern conditions, to develop successive stages of business process transformation, to propose a method that will allow to systematize measures for business process transformation. Research methods. In the process of research the economic method was used to study the trends of industry digitalization, the method of system analysis was used to identify the struc tural elements of the digitization of business processes. We used methods of comparison, analogy and systematization, a comprehensive review of academic literature. Research results. The main elements of digital transformations are considered: work with clients, operational business processes and business models of the enterprise and their characteristic is resulted. The methods and main stages of digitalization of business processes of an industrial enterprise are analyzed. It is determined that the methodology of digitalization of business processes of the enterprise is based on the basic concepts of information systems that have evolved. Digitalization has the greatest impact on such components of business processes as: interaction with customers, value proposition and internal infrastructure management. The most common elements of the integrated information environment used by industrial enterprises to automate all business processes are described. Recommendations. The practical value of the article is to structure the elements of business digitalization, which will allow companies to systematically approach the transformation of business processes. Industrial enterprises are invited to develop maps of digital transformations, which will allow concentrating resources on the most promising areas of development.
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Fertas, Nadjib. "COMPREHENSIVE INTEGRAL ASSESSMENT OF COMPETITIVENESS OF RESOURCE POTENTIAL OF AN ENTERPRISE." Economic Analysis, no. 32(2) (2022): 203–15. http://dx.doi.org/10.35774/econa2022.02.203.
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The current conditions of operation of Ukrainian enterprises are burdened by a number of negative trends that negatively affect the level of efficiency of their management and competitiveness, and therefore require appropriate research and development. The main purpose and main task of the article is to study the existing and develop an improved approach to a comprehensive integrated assessment of the competitiveness of the resource potential of an enterprise, taking into account today's features of its economic activity. The article, based on the previously developed structure, proposes a multiplicative integrated indicator for assessing the competitiveness of the resource potential of the enterprise for individual components, which comprehensively takes into account all the aspects. For each component the number of the most significant partial indicators is determined with the corresponding calculation of normalized partial indicators of the respective component and coefficients of taking into account the impact (weight) of individual partial indicators on the effective integral value of the respective components of resource potential of an enterprise. Keeping this in mind, the quantitative values of indicators are estimated by comparing them with regulatory (recommended) values, or with the average ones in the industry, calculated on the basis of the data from leading companies in the field. Detailed formulas of calculations of the indicators characterizing each component of structure of resource potential of an enterprise according to the offered structure are resulted. Using the data of financial statements, the calculation of quantitative values of the multiplicative integrated indicator of competitiveness of the resource potential of the enterprise is made. Calculations of quantitative values of the complex integrated indicator of competitiveness of resource potential of an enterprise in the context of dynamics of intensity of markets of commodity products (pellets) of PJSC "Poltava GZK" are made according to the proposed formulas in the context of the criterion "marginal revenue – marginal costs" in retrospective of 2014-2020. Based on the results of calculations there were built graphical interpretations of the dynamics of functional components in the integrated assessment of the adjusted level of competitiveness of resource potential of an enterprise, the dynamics of trends in the competitiveness of the resource potential of an enterprise on its effective integrated assessment and the dynamics of the complex integrated indicator of the level of competitiveness of the resource potential of an enterprise within the threshold limits for the data of PJSC "Poltava GZK".
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Левицький, Віктор. "КРЕАТИВНИЙ МЕНЕДЖМЕНТ В СИСТЕМІ СТРАТЕГІЧНОГО УПРАВЛІННЯ ЗМІНАМИ ТА РОЗВИТКОМ КОНКУРЕНТОСПРОМОЖНОСТІ ПІДПРИЄМСТВА". Economic journal of Lesya Ukrainka Volyn National University 2, № 38 (2024): 84–90. http://dx.doi.org/10.29038/2786-4618-2024-02-84-90.
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The article examines the essence and components of creative management in the system of strategic management of changes and development of the enterprise's competitiveness. The works of Ukrainian and foreign scientists devoted to the issues of creativity, competitiveness and strategic management of changes and development, considered by them from the point of view of philosophical, psychological, pedagogical, sociological, economic and strategic analysis, were studied and analyzed. A clear interaction of concepts such as "competitiveness", "creative management", "strategic management of changes and development" was determined. The most common criteria for strategic management of changes and development of the enterprise's competitiveness within the framework of creative management are highlighted. Accordingly, similarly to the criteria of creative management, the main criteria of strategic management of changes and development of the enterprise's competitiveness within the framework of creative management were defined. The division of competitiveness factors into external and internal was carried out, in relation to the strategic management of changes and development of the enterprise's competitiveness. The main indicators of the enterprise's activity and the components of creative management are proposed, which will form its system of strategic management of changes and development of competitiveness, which should include the following creative components, such as: intelligence and knowledge; experience and communications; creative abilities of employees; willingness to experiment; motives and incentives; critical thinking and self-assessment. They are related to the performance indicators of the enterprise, namely: financial indicators; staff productivity; new business models; corporate culture; innovation management; competitive advantages and strategies. The scheme of creative management in the system of strategic management of changes and development of competitiveness of the enterprise was formed, which will include the main indicators of the effectiveness of its activity, the constituent elements of creative management and strategic management of changes and development of competitiveness.
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Romaniuk, Oleksandr H., and Ivan V. Sierov. "Competitive Strategies for Innovation and Investment Development of Enterprises." Business Inform 9, no. 560 (2024): 287–93. https://doi.org/10.32983/2222-4459-2024-9-287-293.
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The article is devoted to the issues of competitive strategies of innovation and investment development of enterprises, because under the current conditions of globalization of the world economy and rapid technological and market changes, the competitiveness of enterprises is largely formed due to innovation and investment activity, which serves as a factor not only of effective development of enterprise, but also an important component of the development of national and global innovation systems. The article is aimed at studying the essence and assessing trends in the formation of enterprise competitiveness on the basis of the development of competitive strategies for innovation and investment development of agro-industrial production enterprises in modern realities. The article examines the issues of competitiveness of an enterprise on the basis of the development of competitive strategies for innovation and investment development of agro-industrial enterprises. It is revealed that the issues of innovation and investment development of enterprises in the agro-industrial complex are extremely relevant and require a radical solution, therefore, the effectiveness of economic, economic, and marketing activities depends on how correctly and economically justified agrarian enterprises develop and implement their own competitive strategies of innovation and investment development. The study defines the essence of the concepts of «strategy», «strategy of enterprise development», «competitive strategy of enterprise», «innovations», «investments», «competitiveness of enterprise». Competitive strategies of the enterprise are studied: strategies for the formation of competitive advantages; the strategy of ensuring the competitiveness of the enterprise and the strategy of its competitive behavior. It is substantiated that innovations are a key factor in the development and competitiveness of modern business. It is determined that the strategy of innovation and investment development is a system of long-term goals and objectives of the enterprise in the field of innovation and investment activities (as well as methods and tools for their achievement) and is aimed at renewing all aspects of business. The main components of the strategy of innovation and investment development are examined. It is substantiated that the competitive strategy of innovation and investment development allows enterprises of agro-industrial production to ensure sustainable competitive positions and long-term economic growth through constant technological renewal and increase in business efficiency.
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Sujová, Andrea. "Process restructuralization and its importance by increasing a competitiveness of an enterprise." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 59, no. 2 (2011): 319–24. http://dx.doi.org/10.11118/actaun201159020319.
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Restructuralization in traditional understanding is considered for solution of crisis situation in an enterprise. However, it is important to emphasize that restructuralization shouldn’t be connected only with crisis situation in enterprises. In present time the restructuralization has become a tool enabling revaluation of present enterprising activities and to relocate sources towards increasing the enterprise performance. This paper is focused on substance of restructuralization based on process approach that can enable to optimalize enterprise structure and process and increase competitiveness of an enterprise. Results of research in Slovak and Czech enterprises showed that implementation of process management components by realization of strategic changes enabled to achieve the increase of business performance. Opinions of experts as also experiences of enterprises with realization of changes supported process approach as a basic condition for successful restructuralization. In paper we pay attention especially to effects of enterprise’s restructuralization with emphasis on process approach to restructuralization management which is more effective in comparison with function approach.
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Voroniuk, Tetyana, and Oleg Luchyk. "FORMATION OF COMPETITIVENESS MECHANISM AT ENTERPRISE AS A CONTROLLED PROCESS." Ukrainian Journal of Applied Economics 4, no. 3 (2019): 139–48. http://dx.doi.org/10.36887/2415-8453-2019-3-16.
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The article defines theoretical principles and key components of the mechanism of enterprise competitiveness management. At the beginning of the formation of the mechanism of enterprise competitiveness management it is necessary to define its main purpose, which will be coordinated with all further actions of the subjects of management – heads of the institutional, managerial and operational level. The management entities perform their functions and develop a strategy and specific tasks in the field of improving the competitiveness of the enterprise in accordance with clearly defined principles and considering the existing provisioning subsystem. It should be noted that in the current economic environment, compliance with the principle of corporate social responsibility is essential in the context of maintaining and increasing competitive positions. Functions and tasks are accomplished at all levels of the enterprise's activity through the direct subjects’ influence to the objects of management, which include a set of functional spheres of the company’s activity. Controlling influence on the objects of management is exercised through the management of controlled factors and the adaptation of activities to the actions of the uncontrolled factors, the use of a set of tools of influence, as well as a system of methods of assessing the level of competitiveness of the enterprise. As a result of the implementation of the enterprise competitiveness management mechanism, the production and sale of products of high level of competitiveness should be ensured, which is the main indicator of the enterprise's success in the market and creates opportunities for maintaining and enhancing competitive positions, improving the company's image and ensuring high level of profitability. It is important to note that in the course of the activity, the mechanism of enterprise competitiveness management requires constant adaptation to changing economic conditions by making adjustments in the competitive strategy, current plans of activities, tasks and measures aimed at acquiring new and maintaining the existing competitive advantages of the enterprise. Keywords: enterprise competitiveness, enterprise management, management principles, mechanism of enterprise competitiveness management.
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Biletskyi, Іhor, Maryna Borovyk, and Kostiantyn Vorobiov. "COMPETITIVENESS OF CONSTRUCTION ENTERPRISES: ESSENCE, CONTENT AND INFLUENCING FACTORS." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 34(62) (2024): 33–38. https://doi.org/10.25264/2311-5149-2024-34(62)-33-38.
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The article explores the theoretical aspects of competitiveness among construction enterprises. A study was conducted to examine key theoretical approaches to defining the concepts of “competition,” “competitiveness,” and “enterprise competitiveness.” Through analysis, primary theoretical approaches to defining “enterprise competitiveness” were identified, including analogical, resource-based, systemic, comparative, comprehensive, profit-oriented, and qualitative approaches. Each approach is described, along with its key proponents. The article notes that the choice of approach for researching a company’s competitiveness is influenced by its specific activities, the market characteristics of its products (goods or services), and competitor behavior models. The investigation into theoretical approaches to “enterprise competitiveness” also helped identify certain inherent properties of the concept as an economic category, such as comparability, objectivity, systematicity, dynamism, attributiveness, spatiality, integrality, relevance, and consideration of both external and internal operational conditions. It is emphasized that industry affiliation is critical when defining and understanding “enterprise competitiveness,” as specific components contribute to its competitive advantages. The article further highlights that construction is a pivotal sector in Ukraine’s economy, significantly affecting the efficiency of the national economic system. The current state and key trends of the construction industry in Ukraine are discussed, and the primary factors impacting the competitiveness of construction companies are identified, which either enhance or diminish their competitive advantages. Innovation development and labor resource availability are highlighted as major influences on competitiveness. Finally, based on the synthesis of theoretical approaches and the specific characteristics of the construction industry, a definition of «competitiveness of construction enterprises» is proposed.
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Cherep, А., T. Beridze, Z. Baranik, V. Korеnyev, and I. Dashko. "ASSESSMENT OF THE COMPETITIVENESS OF INDUSTRIAL ENTERPRISE ACTIVITIE." Financial and credit activity: problems of theory and practice 3, no. 38 (2021): 272–80. http://dx.doi.org/10.18371/fcaptp.v3i38.237457.
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Abstract. The purpose of the article is to study and analyze the competitive status of industrial enterprises (on the example of enterprises in the Kryvyi Rih region). Determining the long-term forecast of competitiveness on the basis of extrapolation of performance indicators of an industrial enterprise with the required accuracy. A methodological approach to long-term forecasting of competitiveness on the basis of extrapolation and the use of identification of discrete time series, which allowed to determine the predictive values of factors influencing the competitive status of the enterprise to make effective strategic management decisions. Modern methods of making effective strategic decisions are largely based on the use of forecasting methods, using appropriate statistical material. At the same time, such an approach requires the fulfillment of conditions, the neglect of which leads to the distortion of the obtained conclusions. In particular, this applies to the requirements relating to the identification of discrete time series. For the first time, the application of discrete time series identification is proposed, which is the basis for determining the forecast indicators of enterprise competitiveness on the basis of extrapolation. Analytical dependences on the competitive position of the industrial enterprise of the Kryvyi Rih region and the corresponding factors of influence are constructed. The main components of the impact on competitiveness are analyzed: sales volume; net profit; market share in the product market; intensity of competition in the industry; the ratio of market share of the enterprise being analyzed to the market leader. The results of the study are used in the practice of managers of relevant enterprises in making effective decisions in the system of strategic management. The use of identification of discrete time series allowed to conduct an appropriate assessment of the competitive status of the enterprise and the relevant factors of influence. It is offered to consider the competitive status, to an information and analytical component of competitiveness of the industrial enterprise.
 Keywords: enterprise, competitive status, forecast, identification, time series, extrapolation.
 JEL Classification C19, D29
 Formulas: 6; fig.: 4; tabl.: 2; bibl.: 31.
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Kyrychenko, Oksana. "KEY FACTORS OF THE QUALITY MANAGEMENT SYSTEM IN ENSURING THE INTERNATIONAL COMPETITIVENESS OF THE ENTERPRISE." "Scientific notes of the University"KROK", no. 2 (June 30, 2023): 93–99. http://dx.doi.org/10.31732/2663-2209-2022-70-93-99.
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The article studies the key factors of the quality management system in ensuring the international competitiveness of enterprise. It is revealed that the development of enterprise strategy, determination of its strategic goals and key factors of advantages should be carried out by employees of the enterprise familiar with the features, advantages and disadvantages of this enterprise, knowledge of the market and industry in which the enterprise operates. Each industry and each enterprise will be characterized by its own composition of key factors of the advantages of the quality management system. Four groups of key factors of the quality management system in ensuring the international competitiveness of enterprise have been identified: factors of scientific and technical advantages, which are key for the functioning and development of enterprises of high-tech industries and are based on achieving high efficiency of production organization; factors of organizational and managerial advantages of the quality management system, containing factors that are able to ensure high quality management of both production processes and, in general, high quality management of processes and functioning of the enterprise; factors of marketing advantages of the quality management system, which directly reflect those marketing components that ensure the competitiveness of activities and products of the enterprise, including in international economic markets; The factors of advantages of having knowledge and experience of the quality management system, which determine the overall accumulation of knowledge of intellectual human capital and the experience of the enterprise and its employees in the market, are the basis of the competitive potential of the enterprise and ensure the growth of competitiveness of the enterprise both in the domestic market and in the implementation of international economic activity. It is determined that in order to apply the key factors of the quality management system as the basis for competitiveness of enterprise, it is necessary to organize work and focus simultaneously on two components: management of processes of work organization and introduction of changes, as well as on management of personnel and employees.
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Puzyrova, Polina, Olesia Ananieva, Myroslava Hofmann, and Vladyslav Burmetskyi. "Architectonics of competitiveness of innovation–oriented enterprises in the context of international globalization." Market Relations Development in Ukraine 123, no. 10(281) (2024): 23–31. https://doi.org/10.5281/zenodo.14367372.
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The subject of the research is theoretical strategic approaches to ensuring the competitiveness of innovation–oriented enterprises in the context of international globalization.The aim of the research is to determine the theoretical foundations of the architectonics of competitiveness of innovation–oriented enterprises in the context of international globalization.Research methods. The main methods were method of system analysis; induction and deduction; literature search method; competitive analysis; strategic analysis, factor analysis; graphical and others.Results of the investigation. It has been established that the architectonics of competitiveness of innovation–oriented enterprises in the context of international globalization is gaining relevance in the context of dynamic changes in the world economic space, increasing competition in the global market and the importance of innovation for ensuring the sustainable development of companies. It is determined that enterprises must quickly adapt to the challenges of globalization, in particular through the introduction of innovative strategies and new technologies, where innovation is becoming a key factor determining the ability of companies not only to maintain their market position but also to expand their capabilities in the international arena. It is proved that modern enterprises are facing such global trends as digitalization, environmental transformation, and integration into international logistics, which requires an effective competitiveness management strategy. The study of competitiveness architectonics allows us to reveal the structural elements and interrelationships that form a comprehensive system of competitive advantages of innovation–oriented enterprises. Given the constant changes in the global market, it is important to understand how globalization processes affect the development of innovative enterprises and what strategies can ensure their sustainability and success in the long term. It is determined that the architectonics of competitiveness of innovation–oriented enterprises is a system of structural and functional components that provide the enterprise with a stable position in the market in the context of the following potentials: innovation potential; financial potential; marketing potential; organizational potential. The main factors of influence on innovation–oriented enterprises in the context of globalization are investigated: access to international markets; international cooperation; technology transfer; competitive pressure. The strategic directions of innovation–oriented enterprises to improve competitiveness in the context of globalization are proposed: investing in innovation; improving the efficiency of operations; global presence; international cooperation.Scope of the results. Competitiveness of the enterprise, enterprise economics, enterprise strategy, enterprise management, enterprise innovation, enterprise efficiency, international and global economy.Conclusions. As a result, we have proved that the competitiveness of innovation–oriented enterprises in the context of international globalization is a complex and multidimensional phenomenon that requires an effective management architecture. It is established that enterprises that are able to adapt to new challenges, using innovation as the basis of their strategy and actively developing their international presence, have a better chance of operating effectively. It has been determined that in the context of globalization, competitiveness is not limited to local markets – it has an international dimension, which requires a strategic approach to managing innovations and resources. It is established that the intensive growth of globalization has affected the dynamics of development of many sectors of the economy, especially in the context of the spread of information technology and rapid innovation. It is proved that innovative enterprises seeking to be competitive in the international arena must constantly adapt to changes and develop new technological solutions: the competitiveness of such enterprises largely depends on their ability to innovate, adapt strategies to global conditions and respond quickly to new challenges. The author proposes to define competitiveness architectonics as a set of interrelated components that allow an enterprise to maintain and strengthen its position in international markets, where innovative strategies, flexibility and openness to change are the basis for successful functioning in the context of global competition.
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Авдеева, Ekaterina Avdeeva, Резник, Evgeniy Reznik, Резник, and Aleksey Reznik. "Strategic professions as a basis of long-term competitiveness in innovative economy." Central Russian Journal of Social Sciences 11, no. 3 (2016): 178–86. http://dx.doi.org/10.12737/20399.
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In the article methodical provisions on identification of strategic professions and an assessment of competences of the personnel on each of them are offered. It will allow the enterprises to provide effective approach to development of the perspective directions of development and competitiveness in strategic aspect. 
 The concept of strategic competitiveness of the enterprise is considered. The results of the analysis are presented obtained by the authors of service activities in existing plants producing aircraft components. The calculation for each of the strategic enterprise professions according to professional competency coefficients is done.
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Feng, Bing, Kaiyang Sun, Min Chen, and Tao Gao. "The Impact of Core Technological Capabilities of High-Tech Industry on Sustainable Competitive Advantage." Sustainability 12, no. 7 (2020): 2980. http://dx.doi.org/10.3390/su12072980.
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The market competitiveness and sustainable operation of an enterprise are closely correlated with the support of high-tech core technologies in the enterprise. This study first discusses the basic knowledge of core competitiveness, introduces the components and evaluation methods of core competitiveness, and builds an evaluation index system for core competitiveness of high-tech enterprises. Then, the Analytic Hierarchy Process (AHP) is fully discussed, during which the steps, advantages, and disadvantages of the AHP evaluation method are introduced. Finally, the Fujian Province of China is taken as an example, the relevant data are collected and processed, the impact of indicators are analyzed, and a high-tech industry core technological capability analysis indicator system is built based on the AHP method. Thus, the influence of the core technological capabilities of the high-tech industry on the sustainable competitive advantage of the enterprise is obtained. This study puts forward suggestions for maintaining the competitiveness of high-tech industries, thereby improving the competitive advantage of enterprises and achieving the sustainable management of enterprises. The result finds that if the high-tech industries continue to carry out innovation and scientific research, enterprises will maintain their competitive advantages. In summary, exploring the impact of the core technological capabilities of high-tech industries on the sustainable competitive advantages of enterprises is greatly significant for improving their competitiveness and industrial status, which enables them to be invincible in a complex environment.
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СЕМИКІНА, Марина, Людмила ЗАПІРЧЕНКО, Сергій НІСФОЯН та Анна СЕМИКІНА. "ФОРМУВАННЯ КАДРОВОГО ПОТЕНЦІАЛУ В СИСТЕМІ УПРАВЛІННЯ КОНКУРЕНТОСПРОМОЖНІСТЮ ПІДПРИЄМСТВА НА ЕТАПІ ПОВОЄННОЇ РОЗБУДОВИ ЕКОНОМІКИ". Herald of Khmelnytskyi National University. Economic sciences 330, № 3 (2024): 549–56. https://doi.org/10.31891/2307-5740-2024-330-87.
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This article focuses on substantiating the theoretical and applied foundations for developing human resource potential as a strategic tool for enhancing enterprise competitiveness within the context of post-war economic reconstruction. It proposes understanding the essence of human resource potential in the context of post-war economic development as an integrated capacity of enterprise employees for effective activities aimed at production recovery, adaptation to new conditions, innovative development, ensuring competitiveness, and demonstrating social responsibility. It is demonstrated that the structure of enterprise human resource potential undergoes changes in the context of post-war economic reconstruction: in addition to traditional structural components such as personal, professional-qualification, organizational-managerial, and innovative potentials, components such as adaptive potential, psychological resilience, social cohesion, and responsibility become increasingly important. The factors influencing the development of human resource potential at the post-war stage are identified and systematized according to a number of classification criteria (by content, level, nature, duration of impact). Scientific and practical recommendations for evaluating human resource potential are developed, and the presence of a systematic correlation between its efficiency indicators and the long-term competitive advantages of the enterprise is substantiated. Directions and mechanisms for developing human resource potential and enhancing its competitiveness are identified. A model of strategic management for developing the enterprise's human resource potential in the context of post-war economic reconstruction is proposed, emphasizing the importance of systemic planning, innovation, and social stability for the successful recovery of enterprises and ensuring their long-term sustainability.
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Vita, Krol. "FORMATION OF COMPETITIVE ADVANTAGES OF ENTERPRISES BASED ON THE SOCIAL CAPITAL DEVELOPMENT ФОРМУВАННЯ КОНКУРЕНТНИХ ПЕРЕВАГ ПІДПРИЄМСТВ НА ОСНОВІ РОЗВИТКУ СОЦІАЛЬНОГО КАПІТАЛУ". Knowledge, Education, Law, Management 2020 № 2 (30) (30 березня 2020): 442–57. https://doi.org/10.5281/zenodo.5678163.
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Abstract. Based on the generalization of theoretical approaches to assessing the impact of social capital of enterprises it is determined that the most comprehensive assessment, including the factors influence, are available due to the decomposition of social capital into three components: structural, relational, cognitive. According to the own sociological survey of owners and managerial staff of enterprises, the most significant links between these components and indicators of enterprise competitiveness were identified. Efforts to form a positive image of the enterprise and mutual trust of internal stakeholders (as part of relational capital); actions to maintain the reputation of consumers and the development of strategic partnerships with suppliers (as components of structural capital); general satisfaction with the psychological climate in team (as a cognitive component) have the most essential influence on the achievement of competitive advantages have. Considering these findings, the need for the implementation of managerial efforts aiming at the development of social capital in the process of competitiveness management is substantiated.
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Uzhva, Alla. "Management of competitiveness of enterprises in the context of sustainable development." Ukrainian Journal of Applied Economics and Technology 9, no. 1 (2024): 211–15. http://dx.doi.org/10.36887/2415-8453-2024-1-35.
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Introduction. The viability of enterprises' competitiveness is determined by the results of their production and sales activities in conditions of sustainable development. High competitiveness is the primary condition for modern enterprises' development and effective functioning in market conditions. Competition forces enterprises of various forms of ownership to constantly monitor changes in supply and demand and the cost of material resources, reduce production costs, improve the quality of their products and services offered on the market, and increase their competitiveness. Competitiveness is an indicator that reflects the effectiveness of the entire complex of economic mechanisms, considering all factors and mechanisms. Increasing competitiveness is a long-term process that is carried out by the chosen strategy of the company's development and ensures the achievement of competitive advantages: a reduction in the cost of production, increasing its priority; implementation of innovations, identifying the advantages of own goods compared to substitutes; use of price factors to increase competition; search for new areas of product use, etc. Goal. The purpose of the article is to analyze the management of enterprises' competitiveness in the conditions of sustainable development. Method (methodology). The research process applied the methods of comparison, analysis, and theoretical and logical generalization. The dialectical research method became the methodological basis. The results. The article examines the influence of external and internal factors on the management of the competitiveness of enterprises in the context of economic, social, and environmental components of sustainable development; problematic aspects of ensuring the competitiveness of enterprises in conditions of sustainable development are analyzed; it has been proven that the dynamism of competitive advantages requires constant monitoring of their development trends and systematic development of complex measures for the development of existing and formation of new competitive advantages of the enterprise; it was determined that fundamentally new management solutions and strategic alternatives must be used to improve the results of operations radically. The conditions for increasing the competitiveness of enterprises in the context of the components of sustainable economic development are proposed and substantiated. Keywords: enterprise competitiveness, management, sustainable development, factors, indicators of competitiveness.
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Bredikhina, Natalia. "Strategic aspects of the production and economic potential of urban investment and construction sector." Journal of Applied Engineering Science 19, no. 2 (2021): 483–87. http://dx.doi.org/10.5937/jaes0-31444.
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The formation of the production and economic policy of enterprises of the urban investment and construction sector presupposes determination of objectives and development strategies for the short and long terms, based on the potential capabilities of each enterprise and its provision with appropriate resources. The article presents the organizational and managerial analysis of the overall assessment of the enterprise potential and functional areas to identify enterprise's strategical strengths and weaknesses. The analysis of such components as the intensity of construction (reconstruction), labour productivity, technology and management of construction production, urban planning value of the renovated (built-up) area, corporate relations as well as the competitiveness of the company's construction products.
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Kuripchenko, Elena. "MARKETING COMPONENT OF THE ENTERPRISE COMPETITIVENESS." Drukerovskij vestnik, no. 4 (October 2015): 246–52. http://dx.doi.org/10.17213/2312-6469-2015-4-246-252.
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УЖВА, Алла, Лариса ІВАНЧЕНКОВА та Альвіна ОРЄХОВА. "МІСЦЕ КОНТРОЛІНГУ В ЗАБЕЗПЕЧЕННІ КОНКУРЕНТОСПРОМОЖНОСТІ ПІДПРИЄМСТВА". Herald of Khmelnytskyi National University. Economic sciences 328, № 2 (2024): 454–59. http://dx.doi.org/10.31891/2307-5740-2024-328-67.
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The functioning of any management system at the enterprise is economically justified and aimed at increasing competitiveness. The need for system integration of various aspects of business process management at the enterprise causes the emergence and implementation of the concept of controlling. The controlling service measures ensure the enterprise's efficient operation under the influence of external environmental factors. Prerequisites for the development of controlling are the complication of the external environment of the functioning of enterprises, the need to create adaptation mechanisms to changes in its components, increased competition, and limited opportunities for extensive growth, which lead to the need to optimize internal business processes and optimize costs. This research provides practical insights into the implementation of controlling, offering strategies for enterprises to enhance their competitiveness. The purpose of the article is to study the significance of the implementation of controlling at the enterprise to ensure its competitive activity. The methods of comparison, analysis, and theoretical and logical generalization were applied in the research process. The dialectical research method became the methodological basis. In the process of research, it was proved that the main components of the controlling concept are orientation to the efficient operation of the enterprise in the long term, formation of an organizational structure focused on achieving strategic and tactical goals, creation of an information system adequate to the tasks of target management; division of controlling tasks into cycles, which ensures the iterative nature of planning, execution control, and making corrective decisions. It is proposed to use modern information technologies that allow optimizing the process of enterprise development; the scheme of the place of controlling in the enterprise management system is substantiated; a scientific approach to the establishment and further functionality of controlling is characterized, within which a specific sequence of actions is given, which provides for the organization of the general information environment, planning based on it, ensuring proper accounting of the results of internal activities, control over planned data and accounting data, and ends with the development of necessary measures with regulation of the enterprise's activity process.
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Karpenko, Oksana, and Yevhenii Matviichuk. "IMPROVEMENT OF HUMAN RESOURCES MANAGEMENT ON THE BASISOF MODERN TECHNOLOGIES AS A FACTOR IN ENSURING THE COMPETITIVENESS OF THE ENTERPRISE." Collection of scientific research papers State University of Infrastructure and Technologies Section “Economics and Management”, no. 56 (December 26, 2024): 6–15. https://doi.org/10.32703/2664-2964-2024-56-6-15.
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n today's business environment, where innovation, adaptability and human capital are becoming key success factors, a company's competitiveness largely depends on how effectively its human resources (HR) management system is organized. Effective HR management allows an enterprise to attract, develop and retain talented employees who become a strategic resource in achieving its goals. The article examines the interpretation of the concepts of “human resource management of enterprise” and “enterprise competitiveness”. The human resources management system is a set of measures, strategies, methods and processes aimed at attracting, developing, retaining and motivating employees. The main components of the HR management system are ensuring reasonable planning, recruitment and engagement of personnel; optimization of the personnel motivation system; formation of an effective personnel development system; development of an effective personnel evaluation system.An enterprise's competitiveness is determined by its ability to successfully compete in the market by efficiently using available resources (among which the company's personnel is a priority), maintaining or expanding its share through operational efficiency, innovation, product or service quality, and customer satisfaction. The development of information and communication technologies is changing the operating environment of enterprises. Digitalization has a significant impact on the organization of enterprise human resources management and promotes the development of modern human resources management technologies (HR technologies). The article describes the peculiarities of using modern technologies to improve enterprise HR management: automation of HR functions, HR analytics, Artificial Intelligence (AI), cloud HR technologies, a Global HR System, the integration of blockchain technology and HR, employee self-service, virtual assistants, the use of virtual reality, mobile HR services, machine learning, gamification as an HR technology.An effective human resource management system is an important component of the strategy for improving the competitiveness of an enterprise. It allows not only to increase productivity and quality of products, but also helps to attract and retain highly qualified employees, thereby ensuring long-term stability and development The article establishes the relationship between improving the HR management system based on modern HR technologies and the competitiveness of the enterprise.
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Vynogradnya, Vita, Oleksandr Chernyaev, and Volodymyr Stetsenko. "Management of the competitiveness of enterprise products in modern conditions." University Economic Bulletin, no. 55 (December 29, 2022): 24–29. http://dx.doi.org/10.31470/2306-546x-2022-55-24-29.
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In the modern conditions of the development of market relations, the basis of the effective development and competitiveness of Ukrainian enterprises is the management of the competitiveness of their products. This makes it possible to create strong positions in the domestic and foreign markets. Taking into account all stages of the product life cycle, a correctly chosen product quality management strategy will make it possible to ensure the efficiency of the enterprise's development, its competitiveness, and to achieve an increase in the level of profit at all stages of development. The topicality of the topic is determined by the interest of enterprises in the results of their activities and the need to improve the quality of products or services, which in turn requires the improvement of the work of all services and divisions of the enterprise. The purpose of the article. Study of the essence of the competitiveness of the company's products, classification of its parameters and evaluation methods, determination of factors affecting the competitiveness of products in modern conditions. The methods used in the research process: the work uses the method of analysis, generalization, and deduction. Results of the work: The article examines the essence and features of managing the competitiveness of the company's products, its components and structural elements, as well as an analysis of methods of increasing the competitiveness of products in modern conditions. The main tasks and directions for increasing the competitiveness of the company's products in modern conditions have been established. The reasons and consequences of the decrease in the competitiveness of products at the current stage of the country's economic development are analyzed.
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Meng, Lingxue. "Research on the Impact of Internet Application Level on Enterprise Competitiveness." Frontiers in Sustainable Development 5, no. 3 (2025): 339–46. https://doi.org/10.54691/zxbxnq72.
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With the rapid development of Internet technology and its widespread application in the commercial field, it is particularly important to study the impact of Internet application level on enterprise competitiveness. Through literature review and theoretical analysis, this study defines the concept and classification of Internet application, and explores the components of enterprise competitiveness. Based on the resource-based view and dynamic capability theory, this paper constructs an analytical framework for the impact of Internet application on enterprise competitiveness. The study found that the improvement of Internet application level can significantly enhance the operational efficiency, innovation ability, market responsiveness and brand value of enterprises. Specifically, it is manifested in: optimizing supply chain management and production efficiency, supporting R&D and business model innovation, improving customer relationship management and market information acquisition capabilities, and enhancing brand communication and corporate image management through social media. Through case analysis of typical enterprises, this paper summarizes the successful experiences and failure lessons of Internet application, and puts forward strategic suggestions for improving the level of enterprise Internet application, including formulating clear strategic goals for Internet application, increasing technology investment, cultivating professional talents for Internet application, innovating management mechanisms and strengthening win-win cooperation. Finally, this paper summarizes the research conclusions, points out the limitations of the research, and proposes future research directions. This study provides a theoretical basis and practical guidance for enterprises to enhance their competitiveness in the Internet era, which has important theoretical and practical significance.
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Shovkun-Zablotska, Lyudmila. "The mechanism for forming the competitiveness of business structures in the agribusiness sphere." Scientific notes, no. 33 (December 25, 2023): 263–73. http://dx.doi.org/10.33111/vz_kneu.33.23.04.23.159.165.
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The article examines the theoretical-methodological and scientific-practical aspects of the process of forming the competitiveness of agribusiness enterprises. Taking into account the results of the analysis of the historical transformation of scientific thought in the field of competition and competitiveness, the stages of development of the theory of competitiveness of enterprises are highlighted. The structural-functional model of the formation of the competitiveness of an agribusiness enterprise is considered, which formalizes the process of transformation of the components of its existing resource potential and their combination under the influence of the institutional environment of competition. The classification of competitiveness factors is analyzed, which takes into account the regularities of the process of its formation and is based on such classification features as the nature of participation of factors in creating competitive advantages and the scope of their occurrence. The concept of competitiveness management, covering its principles, functions and mechanism, is substantiated. The competitiveness management mechanism includes methods, tools, levers and incentives 3 of purposeful influence on the economic activity of the enterprise in order to create sustainable competitive advantages. The scientific and methodological provisions of the study of the process of forming the competitiveness of agribusiness enterprises, which take into account the peculiarities of the functioning of the agribusiness entity, as well as the degree and nature of the influence of external and internal factors of competitiveness, have been studied. The process of studying the competitiveness of an enterprise includes such methodical procedures as comprehensive diagnostics of competitiveness and analysis of external conditions. It is proved that the choice of the methodology for assessing the level of competitiveness should be based on the features of the information support of agribusiness enterprises. When accessing competitor data, it is recommended to use multivariate methods, including principal component and taxonomic analysis methods, to assess competitiveness. Otherwise, it is advisable to use integral and expert evaluation methods.
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POPOVA, N., and O. ROSSOLOV. "COMPETITIVENESS OF ENTERPRISES OF THE TRANSPORT AND LOGISTICS SYSTEM IN THE DIGITAL ENVIRONMENT." Economics of the transport complex, no. 43 (March 25, 2024): 225. http://dx.doi.org/10.30977/etk.2225-2304.2024.43.225.
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Despite the number of scientific developments related to the theory of competition and factors that affect the competitiveness of enterprises, the problem of their determination for enterprises of the transport and logistics system in the conditions of digitalization and rapid variability, uncertainty of the environment, remains relevant. Based on the theoretical studies of scientists in various fields, including transport and logistics, which relate to the impact of digitalization on the competitiveness of enterprises, it is determined that factors that comprehensively cover the possibilities of digitalization and the influence of VUCA and BANI of the world on enterprises and consumer behavior in the digital environment require further consideration. In the article, the theoretical definition of factors affecting the competitiveness of enterprises of the transport and logistics system was further developed, which, unlike the existing ones, comprehensively take into account such components as changes in technologies, equipment, enterprise management, consumer behavior, and marketing activities. Among the identified factors, considerable attention is paid to innovation, both in engineering and technology, and in enterprise management and marketing activities. An important place among the factors of competitiveness of enterprises is the stakeholder approach to management and marketing, which provides an opportunity to comprehensively take into account the interests of stakeholders, among whom the main ones are consumers of transport and logistics services. Changes in their behavior in the modern world are considered. Factors related to the internal management system that affect the competitiveness of enterprises are also determined. Thanks to a comprehensive approach to determining competitiveness factors and changes occurring in the digital environment, enterprises of the transport and logistics system will be able to form their strategy and tactics in certain aspects, which will increase the level of their competitiveness. The results of the study provide an opportunity to further systematize and detail the factors that affect the competitiveness of enterprises of the transport and logistics system and affect the sustainability of the enterprise in conditions of rapid changes.
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Lokhman, N. V., T. M. Beridze, Z. Р. Baranik, and A. V. Buhra. "MATHEMATICAL PARADIGM IN ASSESSING THE COMPETITIVENESS OF AN INDUSTRIAL ENTERPRISE." TRADE AND MARKET OF UKRAINE, no. 1(53) (2023) (2023): 90–99. http://dx.doi.org/10.33274/2079-4762-2023-53-1-90-99.
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Objective. Research and build mathematical models of indicators of the competitive position of an industrial enterprise that can be used for forecasting and corresponding comparative analysis. Methods. Modeling and comparative analysis of the competitive position of an industrial enterprise on the basis of extrapolation (determining the predictive value of factors affecting the competitive position of the enterprise). Identification of discrete time series (formation of a mathematical model of a discrete time series of the competitive position of an industrial enterprise).. Results. Analytical dependences on the competitive position of the enterprise and relevant factors of influence for the enterprises of the Kryvyi Rih region were built. The main components of the impact on competitiveness are analyzed: the volume of implementation; Net profit; market share on the product market; intensity of competition in the industry; the ratio of the market share of the analyzed enterprise to the market leader. For the first time, the identification of discrete time series was obtained in order to determine the competitive position of an industrial enterprise. The application of the extrapolation method made it possible to determine the forecast values of factors affecting the competitive position of the enterprise. Based on the identification of discrete time series, mathematical models of discrete time series of the competitive position of an industrial enterprise were built. The obtained research results are recommended to be applied in practical activities regarding the strategic management of an industrial enterprise in order to make effective decisions. The use of the identification of discrete time series will allow an appropriate assessment of the competitive position of the industrial enterprise and the relevant influencing factors.
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Гончаров, В. Н., Е. В. Курипченко, and С. В. Салита. "ORGANIZATIONAL AND ECONOMIC ASPECTS OF ENSURING THE COMPETITIVENESS OF THE ENTERPRISE." Organizer of Production, no. 1 (June 2, 2021): 71–79. http://dx.doi.org/10.36622/vstu.2021.53.91.006.
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Введение. Статья посвящена систематизации организационно-экономических аспектов обеспечения конкурентоспособности предприятия. В статье построена иерархическая модель конкурентоспособности предприятия, состоящая из конкурентоспособности продукции, конкурентоспособности торговой марки, конкурентоспособности предприятия, конкурентоспособности потенциала. Конкретизированы детерминанты рыночной ориентации, определяющие конкурентоспособность предприятия. Данные и методы. Теоретико-методическую основу исследования составляют положения и разработки отечественных и зарубежных ученых в области организационно-экономических аспектов обеспечения конкурентоспособности предприятия, а также общенаучные и специальные методы научного познания. Полученные результаты. В результате исследования систематизированы организационно-экономические аспекты обеспечения конкурентоспособности предприятия на основе детерминант рыночной ориентации. Определено, что ресурсное обеспечение конкурентоспособности предприятия состоит из следующих составляющих: производственной, технологической, кадровой, финансовой, инновационной. Заключение. Теоретическая значимость исследования заключается в том, что полученные результаты расширяют отдельные положения теории управления и научные подходы к обеспечению и повышению конкурентоспособности предприятия. Introduction. The article is devoted to the systematization of organizational and economic aspects of ensuring the competitiveness of the enterprise. The article presents a hierarchical model of enterprise competitiveness, consisting of product competitiveness, brand competitiveness, enterprise competitiveness, and potential competitiveness. The determinants of market orientation that determine the competitiveness of an enterprise at each level of the proposed hierarchical sequence are specified. Data and methods. The theoretical and methodological basis of the research consists of the provisions and developments of domestic and foreign scientists in the field of organizational and economic aspects of ensuring the competitiveness of the enterprise, as well as general scientific and special methods of scientific knowledge. The results obtained. As a result of the research, the organizational and economic aspects of ensuring the competitiveness of an enterprise based on the determinants of market orientation are systematized. It is determined that the resource support of the enterprise's competitiveness consists of the following components: production, technological, personnel, financial, and innovation. Conclusion. The theoretical significance of the study lies in the fact that the results obtained expand certain provisions of the management theory and scientific approaches to ensuring and improving the competitiveness of the enterprise.
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Antonova, A. А. "Competitiveness of modern restaurant business enterprises." Economics and Management 28, no. 7 (2022): 694–707. http://dx.doi.org/10.35854/1998-1627-2022-7-694-707.
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Aim. Based on the developed general theoretical provisions, the presented study aims to formulate practical recommendations for increasing the competitiveness of restaurant business enterprises in the Republic of Crimea. Tasks. Based on the analysis of existing interpretations, the author formulates an original definition of the competitiveness of a restaurant business enterprise and identifies its key characteristics; investigates factors affecting the competitiveness of enterprises in the examined field; develops theoretical and methodological provisions for assessing the composite indicator; tests the developed assessment model on restaurant business enterprises in the Republic of Crimea. Methods. This study uses a wide range of general scientific methods such as analysis and synthesis, induction and deduction, analytical method, expert assessment method, grouping, comparative analysis, modeling, and abstractionn. Results. The competitiveness of restaurant business enterprises is relative and depends on the competitiveness of the provided services and the competitive potential of the restaurant, indicating its ability to withstand competition without compromising the environment within a certain market segment and time. The following groups of external factors have the most significant effect on the examined composite indicator: economic, political and legal, technological, socio-cultural, environmental, sanitary and epidemiological situation. The predominantly negative impact of these factors during the analyzed period can be neutralized by an effective organizational competitiveness management system based on a certain model for assessing the achieved level of competitiveness. The author proposes an assessment algorithm and a methodology for calculating the level of competitiveness, defines a scale of the competitive status of restaurant business enterprises depending on the numerical value of the target composite indicator. Through the example of enterprises operating in the Republic of Crimea, the level of competitiveness is assessed and several proposals to strengthen the current competitive status in the public catering services market are formulated. Conclusions. The criteria of competitiveness of modern restaurant business organizations include the following major components: the quality of services, the effectiveness of marketing activities, the organization's financial state, and the restaurant's market position. Since the qualitative parameters of the activities of restaurant business enterprises have the strongest impact on the final composite indicator, mitigating the so-called consumer discrepancy is the fundamental direction for increasing competitiveness. That said, a list of measures for a particular enterprise can be determined based on the results of a comprehensive assessment of the competitiveness level by analyzing the values of its components.
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Chang, You Ling, and Jin Hua Guan. "Empirical Research on Competitiveness of Hebei Iron and Steel Co., LTD." Applied Mechanics and Materials 446-447 (November 2013): 1304–8. http://dx.doi.org/10.4028/www.scientific.net/amm.446-447.1304.
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Using the principal components analysis in SPSS, We analyze Competitiveness, searched competitiveness for influence factors in order to find problems, accordingly improving enterprise management. While enlarging its own scale, Hebei iron and steel Co.,Ltd, should also accelerate product structure adjustment, achieve the resources configuration optimization through Advance and Retreat inside the enterprise so as to improve the enterprise competitive advantages.
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Minkovska, Alyona V., and Anton S. Molchanov. "The Theoretical Aspects of Innovative Management in Increasing the Efficiency of Agricultural Enterprise." Business Inform 8, no. 547 (2023): 295–300. http://dx.doi.org/10.32983/2222-4459-2023-8-295-300.
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The aim of the article is to study the theoretical aspects of innovation management in order to improve the efficiency of an agricultural enterprise. The article emphasizes that innovative development is necessary for the efficient operation of enterprise, as it contributes to ensuring competitiveness, increasing efficiency, expanding market opportunities, as well as adapting to changes in the social and economic environment. It is noted that the relevance of innovation management lies in its ability to provide enterprises with competitiveness, adaptation to changes, development of talents, use of new technologies and achievement of sustainable development. A definition of the concept of «innovation management of an agrarian enterprise» has been proposed, which is an approach to management aimed at creating and implementing innovative solutions, processes and strategies in an agricultural enterprise in order to increase the efficiency and competitiveness of an enterprise in agriculture. It is determined that innovation management in the agricultural sector can contribute to improving the efficiency of enterprise with the help of the following main components: development and implementation of new technologies; innovative approaches to production; application of new production methods; innovations in the product portfolio; development of new products or improvement of the existing ones; management of innovative projects; fostering a culture of innovation. The introduction of innovation management allows the enterprise to maintain competitiveness, meet market requirements and efficiently use resources, which as a result contributes to increasing its efficiency.
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Mandrazhi, Zаrema. "SWOT - Analysis as the Main Tool of Strategic Management of Agricultural Enterprise." SHS Web of Conferences 110 (2021): 04001. http://dx.doi.org/10.1051/shsconf/202111004001.
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The article deals with theoretical-applied aspects of using of SWOT - analysis in the sphere of strategic management at agricultural enterprises. The analysis of strengths and weaknesses of agricultural enterprise, its strategic opportunities and threats has been implemented. On the basis of the implemented analysis constituting components of strategy of development aimed to provision of competitiveness of agricultural enterprise at the agrarian market and perspectives of development in future have been identified.
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Grynchuk, Yuliia, Andrii Muzychenko, and Kseniia Prykhod’ko. "Strategic analysis of the competitiveness of the enterprise." Problems of Innovation and Investment Development, no. 26 (September 29, 2021): 35–46. http://dx.doi.org/10.33813/2224-1213.26.2021.4.
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The purpose of the article is to develop a methodology of strategic analysis of enterprise competitiveness. The methodological basis of the research is the use of general scientific methods: the method of analysis and synthesis, theoretical generalization and comparison, and the means of modern computer technology for data visualization. The scientific novelty of the received results consists of developing a logical and linguistic methodology of competitiveness analysis in the long term. The article is devoted to the development of strategic analysis of the competitiveness of the enterprise. Relevance of research is caused by enterprises management in the modern markets that use innovations of products or technologies, constantly face competition, and according to its condition, should make decisions on strategic development in conformity with the country’s development market inquiries the society. Thus, the problem is not only for new companies but also for those that already function in the market and carry out planning of economic activity to become the market leader, not to lose leadership, to keep the positions. The given methodology can be used by any enterprise irrespective of the type of activity, form of ownership, or strategic goals. Conclusions. According to the study results, the methodology of strategic analysis, which is based on the study of potential internal development of the enterprise, taking into account the influence of external factors, which include macroeconomic factors of influence and market conditions. The basic approaches to the analysis of the competitiveness of the enterprise of foreign and domestic researchers are investigated in the article. The essential components of competitive advantages, which include price and non-price factors, are considered. Peculiarities of carrying out the analysis of the competitiveness of the enterprise after Porter are defined. The methodology of competitiveness analysis in the long term is developed. The main components of the strategic analysis are the estimation of activity scale in a long-term prospect, determination of strategic aims of the company, determination of aims of market coverage, selection of strategy type, selection of basic subjects of influence on competitive advantages, assessment of future relations with suppliers and buyers, assessment of cost price level, assessment of the quality of products and services and unique properties of products, formation of internal price policy. Key words: strategy, strategic analysis, competitiveness, competitive advantages.
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Mudra, Mariia, and Qian Jing. "MODERN TECHNOLOGIES FOR THE FORMATION OF MARKETING MANAGEMENT STRATEGIES OF ENTERPRISES AS AN IMPERATIVE FOR THEIR INNOVATIVE DEVELOPMENT." Spatial development, no. 4 (June 26, 2023): 176–85. http://dx.doi.org/10.32347/2786-7269.2023.4.176-185.
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The essence and features of the main modern strategies of marketing activity of enterprises are considered through the prism of the latest management trends. It is substantiated that the system of marketing strategic management of the enterprise is the basis of the efficiency of its activity, which affects competitiveness and determines the direction of further development. An analysis of the evolution of the species diversity of marketing tools was carried out. The stages of formation and development of the enterprise's marketing management strategy are revealed. It is noted that the use of marketing tools for the formation of the company's strategy increases the efficiency of management as a whole. The main elements of the marketing management system of the enterprise are studied. The need to introduce advanced, i.e. marketing-oriented, strategic enterprise management has been proven. The essence and general provisions of the evaluation of the effectiveness of the enterprise's marketing management strategy and directions for its improvement are substantiated. The essence and features of the main modern strategies of the marketing activity of enterprises are considered through the lens of the latest market trends. There are cases where enterprises succeed using modern marketing strategies to expand the horizons of their activities. Developed components of management of marketing tools, based on indicators of monitoring the existing level of satisfaction and loyalty of consumers due to mergers, acquisitions and innovations of new products by the main key players of the market. It is substantiated that the system of marketing strategic management of the enterprise is the basis of the efficiency of its activity, which affects competitiveness and determines the direction of further development in modern conditions.
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SEMERUN, Liudmyla, Antonina PORKHUN, and Anna SHMYRINA. "Economic condition of the enterprise and its evaluation indicators." Economics. Finances. Law, no. 1/1 (January 27, 2021): 41–46. http://dx.doi.org/10.37634/efp.2021.1(1).8.
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Introduction. The effectiveness of enterprise management largely depends on an objective, timely and comprehensive assessment of its economic condition. Today there are a number of studies that define the financial condition of the enterprise and reveal the content of this economic category. However, there are some differences between the financial and economic components, so it is necessary to clarify the essence of the concept of "economic condition of the enterprise" and justify the indicators for its evaluation. The purpose of the paper is the research of the concept of "economic condition of the enterprise", formation of a system of indicators for its assessment and implementation of an integrated assessment of the economic condition of PJSC "Odeskabel". Results. The paper presents a theoretical generalization of the essence of the economic condition of the enterprise and provides an author's definition of this category. The economic condition of enterprises is a complex concept that reflects the condition of the enterprise in the process of activity and is characterized by a system of indicators that determine the financial position of economic entities, the efficiency of their operation and the level of competitiveness in the market. The system of indicators for assessing the economic condition of industrial enterprises is substantiated. The stages and methods of calculation of a complex integrated indicator are revealed, which takes into account the value of all components of the economic condition of the enterprise and allows to identify problem areas and take measures to neutralize them in the future. Conclusion. The developed integrated indicator for assessing the economic condition of industrial enterprises from the position of its relationship with financial stability, liquidity, efficiency and competitiveness allows you to make better management decisions to determine development priorities in accordance with the planned goals of the enterprise.
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Volyk, Sergii. "KEY ASPECTS OF THE TRANSFORMATION OF THE CHARACTER OF COMPETITION ON THE UKRAINIAN FOOD MARKET." Energy saving. Power engineering. Energy audit., no. 12(190) (April 17, 2024): 16–31. http://dx.doi.org/10.20998/2313-8890.2023.12.02.
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The set of opportunities of an agricultural enterprise to create competitive advantages make up the potential of its competitiveness. However, competitive advantages, especially those that can be characterized as sustainable, are formed on the basis of the mobilization of the economic potential of the enterprise, which is a set of opportunities for the long-term implementation of the main activity of the business entity. Accordingly, the study identified the place and role of the potential of competitiveness in the structure of the enterprise's potential and its relationship with the economic potential. In turn, it was established that the components of economic potential are production potential in combination with commercial and sales opportunities, the basis of all types of enterprise potential is resource potential, and the potential of product competitiveness and enterprise competitiveness is based on the economic potential of the enterprise, contributing to the growth of the latter. Agricultural producers face many problems that can prevent them from growing and selling their products profitably. The problem of ensuring the effective economic activity of the studied subjects of agricultural production lies in the relative complexity of the relationships between them within the framework of the current market environment. the market environment of the functioning of commercial structures is not homogeneous, and the levers of state regulation do not have an unequivocal effect on all operators of one or another commodity market at the same time. To increase productivity and expand participation in market relations, they absolutely need appropriate mechanisms and policy measures. In the current situation, it becomes necessary for each manufacturer to analyze its competitiveness and develop effective means to increase it. An important condition for ensuring the competitiveness of enterprises is the effective use of resources, personnel qualifications, achievements of modern management, innovative, financial and informational capabilities of the enterprise, which together represent its potential. State determination of the legal field of existence of market participants requires a clear understanding of the relevant state of their interaction and the development trends of this interaction. The consequences of agricultural regulation policy and the manifestation of market forces in relation to the productivity and evolution of the food industry vary depending on the field, direction of production, etc.
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Imnadze, I. N. "Сomponent strategies of foreign economic development". Вісник Східноукраїнського національного університету імені Володимира Даля, № 4 (274) (10 листопада 2022): 14–19. http://dx.doi.org/10.33216/1998-7927-2022-274-4-14-19.
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The main components of the foreign economic development strategy are considered in the article.
 The success of the enterprise's foreign economic activity depends on a large number of internal reserves and external factors, among which the choice of the enterprise's foreign economic development strategy plays a significant role.
 The foreign economic development strategy of the enterprise is one of the components of the general strategy of the enterprise and is an action plan of the enterprise, which is directly related to entering the foreign market and winning the desired market share, expanding and maintaining the desired competitive position on it. And it is also a set of management decisions regarding the narrowing of the entire set of possible foreign economic actions of the enterprise to the set of the most effective from the point of view of the long-term goals formulated in the general strategy of the enterprise.
 Strategic development of the enterprise is a mandatory provision in the formation of increasing the competitiveness of the enterprise on the market and optimization of its activities.
 Understanding strategy as a plan of actions allows enterprises to decide on the main types of actions to enter foreign economic markets and to consolidate their position on these markets. On the other hand, the understanding of strategy as a general direction of development in foreign economic activity requires coordination of this type of strategy with the general choice of all existing directions, therefore it is important to determine its economic essence.
 Thus, it is possible to draw conclusions regarding the disclosure of the essence of the concept of "foreign economic development strategy" - a clearly defined sequence of actions in the process, which is based on a functional approach in interaction with systemic, situational and process approaches to the management of the enterprise's foreign economic activities, aimed at the development and implementation of the foreign economic strategy activities as part of the general strategy of the enterprise based on its respective capabilities and taking into account the changes occurring in the external and internal environment for effective functioning, increasing the level of competitiveness and development in general.
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Panyuk, Tetyana, and Oksana Konarivska. "SOCIAL COMPONENT OF INCREASING THE COMPETITIVENESS OF ENTERPRISES." PROBLEMS AND PROSPECTS OF ECONOMIC AND MANAGEMENT, no. 4(16) (2018): 63–68. http://dx.doi.org/10.25140/2411-5215-2018-4(16)-63-68.
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The article examines the social component of improving the competitiveness of enterprises. It has been determined that social responsibility of a business is a social component, which is one of the competitive advantages of modern enterprises of the national economy. The concept of social responsibility is characterized and its role and importance in the development of enterprises are defined. It is determined that the socially responsible functions of the enterprise, the ways of developing its social infrastructure, the formation and improvement of social protection systems for workers, the introduction of norms of ethical behavior between subordinates, suppliers and consumers are the priority tasks of the national economy.
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Zhuravlyov, Vladimir, Natalia Varkova, and Nikolay Zhuravlyov. "IMPROVING THE RISK MANAGEMENT SYSTEM OF AN INDUSTRIAL ENTERPRISE." Bulletin of the South Ural State University series "Economics and Management" 16, no. 1 (2022): 124–32. http://dx.doi.org/10.14529/em220112.
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The presented article discusses the problems of risk management in conditions of increasing crisis situations. Industrial enterprises of Russia were selected as the object of research. The problem of the study is an insufficiently perfected risk management system in modern conditions, when political, economic, and social contradictions between countries have sharply escalated, what leads to a decrease in the competitiveness of a number of Russian enterprises. The main purpose of the study is to develop measures to improve the risk management system at an industrial enterprise based on key components – risk assessment and management decision-making. The paper presents the methodological basis of the study, considers the basic concepts of enterprise management in a situation of uncertainty. The article presents a refined model and algorithm for implementing risk management in the strategic enterprise management system. Recommendations are proposed to improve the mechanism of strategic enterprise management based on the integration of key risk management components into the management system of an industrial company.
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Мартынов, Л. М., and А. И. Саматова. "Transformation of management functions taking into account relevant components of the digital economy." Экономика и предпринимательство, no. 1(138) (April 15, 2022): 942–45. http://dx.doi.org/10.34925/eip.2022.138.1.187.
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В данной статье трансформации функций менеджмента промышленных предприятий, осуществляющих деятельность в современной материально-виртуальной бизнес-среде, рассмотрены с учётом определённых составляющих цифровой экономики, в которой формируется положительная динамика в деятельности промышленного предприятия, способствующая повышению эффективности и конкурентоспособности промышленных предприятий. In this article, the transformations of the management functions of industrial enterprises operating in the modern material and virtual business environment are considered taking into account certain components of the digital economy, in which positive dynamics in the activity of an industrial enterprise is formed, contributing to increasing the efficiency and competitiveness of industrial enterprises.