The dissertation develops theoretical and methodological provisions as well as practical recommendations for the formation and improvement of the competitiveness management system of agricultural enterprises under contemporary economic challenges.
The study systematizes scientific approaches to the interpretation of the concept of “enterprise competitiveness.” Specific characteristics of agricultural production that affect the formation of competitiveness of agricultural enterprises are identified. The essence of the competitiveness management system of agricultural enterprises is revealed as a set of interconnected organizational and managerial structures, mechanisms, and processes aimed at ensuring and developing the enterprise’s competitive advantages in the long term. The structure of this system is substantiated and includes a subsystem of interaction with the external and internal environment, a managerial subsystem encompassing the organizational structure, corporate culture, decision-making technology, and control mechanisms, as well as a managed subsystem consisting of resource potential, business processes, product quality assurance instruments, and market interaction mechanisms. Methodological approaches to studying the competitiveness management system of agricultural enterprises have been improved. A phased research methodology is proposed, covering preparatory, analytical, and implementation stages.
An analysis of the current state of competitiveness management in Ukrainian agricultural enterprises has been conducted. Using agricultural enterprises of the Lviv region as a case study, a diagnosis of the competitiveness management system was carried out, revealing a significant impact of the scale of operations on the level of enterprises’ competitive advantages. The main problems hindering the formation of an effective competitiveness management system were identified.
A methodological approach to diagnosing the competitiveness management system of agricultural enterprises has been developed. It is based on institutional and legal, structural and organizational, financial and economic, production and technological, marketing and market, personnel and managerial, as well as environmental determinants. The methodology for assessing the competitiveness of agricultural enterprises has been improved through the combination of integral inter-enterprise assessment and analysis of the dynamics of the enterprise’s internal competitive potential. The methodology is based on a system of normalized financial and economic indicators aggregated into an integral competitiveness index. Practical testing of the methodology confirmed its effectiveness in determining enterprises’ competitive positions, ranking business entities, and identifying sources of competitive advantages and financial-economic imbalances. Directions for improving the competitiveness management system of agricultural enterprises based on a systemic approach to business process management have been substantiated. A management system model is proposed, comprising an institutional block, an information and analytical decision-making subsystem, and a structural-functional framework covering financial-economic, production-operational, innovation-technological, human-intellectual, and marketing-market components. A set of organizational and economic measures aimed at enhancing the competitiveness of agricultural enterprises has been developed. Recommendations for the formation of an effective marketing strategy for agricultural enterprises have been proposed. These recommendations include the creation of a modern information and analytical framework, the use of digital marketing tools, CRM systems, SMM technologies, improvement of sales policy, diversification of product distribution channels, and the development of a strong enterprise brand.
