Selecting a Leader Enterprise Using a Dynamic Competitiveness Assessment Model

The article is devoted to the consideration of various methods for assessing competitiveness in the context of changes in the internal and external conditions of the functioning of enterprises under the influence of digitalization, import substitution processes and other challenges in the domestic economy. The article notes that methods for assessing the competitiveness of an enterprise are quite well developed in theory and are widely used in practice. However, a certain problem is the approach to choosing a method in relation to the system of indicators for assessing the competitiveness of a particular enterprise. The obtained competitiveness assessments serve to identify the strengths and weaknesses of the enterprise. In the future, measures are developed and implemented to eliminate weaknesses and strengthen strengths. Various methods for assessing competitiveness are considered: the theory of comparative advantage, the theory of equilibrium, the theory of J.-J. Lambin, McKinsey analysis method “7S”, enterprise competitiveness analysis method “GAP”, competitiveness analysis method “LOTS”, PEST analysis, SWOT analysis, “4P” methodology, benchmarking method, competitiveness assessment method based on the provisions of the theory of effective competition. The author supports the opinion of those researchers who consider three levels of competitiveness indicator: tactical, strategic and operational. At the operational level they will use an indicator of product competitiveness, at a tactical level – an indicator of competitive potential, at a strategic level – competitive advantages and growth in the market value of the enterprise. The author has proposed an improved algorithm for calculating indicators using a model for dynamic assessment of competitiveness, which makes it possible to identify the leader (the most promising enterprise) and use its indicators as normative ones when planning measures to increase competitiveness. In the future, the resulting deviation of actual indicators from the standard (indicators of the leading enterprise) allows us to outline operational, tactical and strategic measures to increase competitiveness.

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