CHOOSING THE PRIORITY COMPETITOR OF THE ENTERPRISE

Abstract

The article deals with the problem of a reasonable choice of the priority competitor of the enterprise. Priority competitor of an enterprise means another enterprise that produces to a large extent similar in structure and volume set of services, works, and other products that have strategic importance for it. The analysis of recent research and publications has revealed the lack of methodological approaches to the choice of a priority competitor that could be used by any enterprise in changing economic conditions, based on financial statements prepared in accordance with the applicable national accounting standards of Ukraine (NAS). The main purpose of the study was to develop a methodological approach to choosing the priority competitor of any enterprise on the basis of existing financial statements in the conditions of volatility. As a result of this goal, a methodological approach to choosing the priority competitor of the enterprise was improved. The improvement was obtained by including to the information base of the choice – each cell of the competition field – the sector of dynamics, taking into account the dynamics of net income from the sale of products (goods, works, services), and harmonization of constituent cells with existing NAS. For practical application of the advanced methodological approach, the following were developed: a sequence of actions on the choice of priority competitor according to the proposed elements of the competition field, adapted to the requirements of the applicable NAS detailed algorithm of the process of choosing a priority competitor by any enterprise and practical recommendations for their implementation. In addition, the field of competition of road enterprises has been improved, on the basis of clarifying the list of typical segments of the market of road products (goods, works, services) by taking into account the specifics of the activity of road enterprises in modern conditions. To obtain the described results, the following research methods were used: logical-theoretical generalization and comparison, abstraction, analogy, formalization, analysis, synthesis, deduction, induction, ranking, systematic approach, integrated approach, modeling, tabular, point evaluation. Using the proposed developments will allow the management personnel of the enterprise not to distribute limited resources to the whole set of existing competitors, but to concentrate their attention on the most important of them, which will facilitate the development of the optimal cost development strategy that takes into account the peculiarities of activity of the most influential and most dangerous competitor.