# 68 348-352 View full article

УДК 339.13:338

DOI: https://doi.org/10.36887/2415-8453-2025-2-68

Kozak Kateryna,
Doctor of Science in Economics, Professor, Director of Educational and Scientific Institute of Economics, Management and Business named after G.E. Weinstein,
Odesa National University of Technology
https://orcid.org/0000-0002-8099-6607
Bakay Roman,
Postgraduate Student of the Department of Trade Entrepreneurship, Commodity Studies and Business
Management,
Odesa National University of Technology
https://orcid.org/0000-0003-3548-6517
Buriachenko Yurii,
Postgraduate Student of the Department of Trade Entrepreneurship, Commodity Studies and Business Management,
Odesa National University of Technology
https://orcid.org/0009-0005-4154-5327

JEL classification: Q16; O33; C60

The article generalizes various approaches to defining the concept of “enterprise competitiveness” and identifies the key categories that constitute its semantic structure. Specifically, based on the analysis of keyword usage, the study clarifies the significance of such characteristics as the market position of the producer, the ability to engage in competitive struggle, the efficiency of resource utilization, the economic effectiveness of the enterprise, the capacity to operate effectively in a competitive market, responsiveness to current market conditions, the ability to produce and sell competitive products, strategic orientation, the ability to create a product that meets or exceeds customer expectations, the presence of distinctive positive development traits compared to competitors, adaptability to market environment changes, the availability of competitive advantages, coherence in the functioning of structural units, and the ability to influence the external environment.

The study highlights the inextricable link between an enterprise’s competitiveness level and the effectiveness of its strategic management. Particular attention is paid to the role of each level of the management hierarchy in shaping and implementing measures aimed at enhancing enterprise competitiveness in a dynamic market environment. At the strategic management level, a competitive strategy is developed, and competitive advantages are defined, based on which the company’s market position will be defended. At the tactical level, a system of measures is determined to maintain the enterprise’s competitive status, with adjustments made to the company’s product, pricing, communication, and distribution policies. At the operational level, the primary task in managing competitiveness is developing a set of competitive responses to changes in the strategies of key market players, the emergence of new competitors, or shifts in the market environment.

Keywords: enterprise competitiveness, competitive advantages, scientific approaches, generalization, competitiveness management, levels of management.

Rеferences

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The article was received 03.04.2025

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Kozak Kateryna, Bakay Roman, Buriachenko Yurii. 03.04.2025 . Systematization of scientific approaches to the interpretation of enterprise competitiveness. The journal "Ukrainian Journal of Applied Economics and Technology". 2025 / #2. 348-352pp. https://doi.org/10.36887/2415-8453-2025-2-68

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Kozak Kateryna, Bakay Roman, Buriachenko Yurii. "Systematization of scientific approaches to the interpretation of enterprise competitiveness". The journal "Ukrainian Journal of Applied Economics and Technology". 03.04.2025 . https://doi.org/10.36887/2415-8453-2025-2-68

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