THEORETICAL FOUNDATION OF THE CONCEPT OF FORMING A COMPETITIVE STRATEGY OF THE ENTERPRISE

Анотація

The experience of many global companies has proven that it is possible to achieve high results and operational efficiency when implementing competitive strategies. However, there is still no clear systematization of classification features and a single algorithm for forming a competition strategy at enterprises. The article examines the theoretical aspects of competitive strategy by revealing the essence of this concept, highlighting the main approaches to its formation and the conditions for its implementation at enterprises. It has been established that under current conditions, the international market is characterized by a fairly high level of competitive relations, so only those companies that widely implement competitive strategies in their activities can achieve high results and efficiency. The main principles of competitive strategy formation, proposed by McKinsey researchers, are analyzed and the basic characteristics of these principles are highlighted. The position of the two main classical concepts and classification of strategies, proposed by famous scientists M. Porter and F. Kotler, is revealed, and their advantages and disadvantages are highlighted. A matrix of competition according to M. Porter was formed, in which ways of effective development are highlighted: minimization of production costs and differentiation of the product range. At the same time, companies independently choose the direction of strategy implementation, covering the market as a whole or its individual share. The theoretical analysis of types of competitive strategies according to M. Porter made it possible to develop a classification grouping regarding the advantages and disadvantages of each strategy. The characteristic features of market strategies according to F. Kotler are considered: market leader; challenger; follower; market niche and found out that the basis of these strategies is the company's marketing position on the market. The conducted research showed that there is no clearly defined methodology for the process of choosing a competition strategy, so the company should proceed from real market positions, taking into account its strengths and weaknesses, opportunities and threats. The experience of implementing specific competitive strategies in foreign companies has been studied.

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