MANAGEMENT OF COMPETITIVE ENTERPRISE ACTIVITIES: THEORETICAL ASPECTS AND TOOLS OF PROVISION

Abstract

The article examines the theoretical foundations of managing the competitive activity of an enterprise under modern economic conditions. Competitiveness is considered as an integrated characteristic that reflects the ability of an enterprise to maintain stable market positions, adapt to changes in the external environment, and effectively use available resources. The study identifies the main internal and external factors influencing the formation of enterprise competitiveness, including management efficiency, financial stability, innovation activity, marketing policy, market conditions, consumer demand, and the level of competition in the industry. The research generalizes modern approaches to competitiveness management and systematizes the main methods and tools used in enterprise management practice. In particular, SWOT analysis, PEST analysis, Porter’s five forces model, SPACE analysis, and GAP analysis are considered as important analytical tools for assessing the enterprise environment and determining strategic directions of development. Considerable attention is also paid to the role of innovation and digital technologies in improving business processes, increasing operational efficiency, optimizing resource usage, and strengthening competitive advantages in a dynamic market environment. The article emphasizes the importance of strategic planning, effective marketing policy, innovation-oriented development, and the implementation of modern management technologies in ensuring sustainable enterprise development. It is determined that the adaptability of an enterprise to external changes, the ability to respond quickly to market needs, and the continuous improvement of management decisions play a significant role in increasing competitiveness and strengthening market positions. The study substantiates that effective competitiveness management requires a comprehensive approach based on the coordinated use of strategic, operational, marketing, financial, and innovative instruments. It is concluded that only the integrated application of management tools, combined with continuous monitoring of the competitive environment and timely adaptation to market changes, can ensure long-term enterprise development, stable competitiveness, improved business performance, and the formation of sustainable competitive advantages.