ENTERPRISE COMPETITIVENESS MANAGEMENT AS A BASIS FOR ENTREPRENEURSHIP DEVELOPMENT

Abstract

The article examines the essence of enterprise competitiveness management and substantiates its importance for the functioning and development of entrepreneurship. Competitiveness is characterised as a complex, relative, and dynamic attribute of an enterprise that reflects its ability to use resources efficiently, meet consumer needs, adapt to market changes, and maintain sustainable positions in comparison with competitors. The relationships between product competitiveness, enterprise competitiveness, competitive advantages, and competitive potential are clarified. The authors propose interpreting enterprise competitiveness management as a purposeful and continuous process of forming, using, and developing competitive advantages by aligning the enterprise’s resource capabilities with consumer needs and changes in the market environment.

The main approaches to competitiveness management are systematised, including the systemic, strategic, process-based, resource-based, innovation-oriented, adaptive, and marketing approaches. A structural and logical model has been developed that integrates external and internal factors, successive stages of the management cycle, and functional components of enterprise activities. It is established that the management process encompasses environmental analysis, assessment of competitive positions, identification of existing and potential advantages, formulation of goals and strategies, implementation of relevant measures, performance monitoring, and adjustment of managerial decisions. The relationship between competitiveness management and entrepreneurship development is substantiated; it manifests itself in stronger market positions, greater economic resilience, intensified innovation, entry into new markets, and business scaling. Priority management areas are identified, including quality improvement, cost optimisation, digitalisation, innovation-driven development, marketing enhancement, personnel development, risk management, and the expansion of partnerships. The necessity of coordinating these areas comprehensively to transform an enterprise’s potential into sustainable competitive advantages is demonstrated.