COMPREHENSIVE STRATEGIC ANALYSIS OF THE INTERNAL ENVIRONMENT OF AN ENTERPRISE

The formation of a well-substantiated enterprise strategy is possible only based on a thorough and reliable strategic analysis, which underscores the relevance and significance of the research results presented in this article. The purpose of the article is to develop a comprehensive methodological approach to the strategic diagnostics of an enterprise, enabling the acquisition of reliable quantitative assessments of the enterprise’s condition and its competitive position. This serves as a necessary theoretical and methodological foundation for strategic planning. A comprehensive result-factor approach to the strategic analysis of the enterprise’s internal condition is proposed. The result-oriented component (express analysis) facilitates a rapid and highly reliable evaluation of the enterprise’s current state, its dynamics, and benchmarking, as it relies on accessible and relevant information. The in-depth (factor-based) analysis involves examining the factors that determine the enterprise’s condition, identifying competitive advantages and key success factors, as well as the challenges faced by the economic entity. The study substantiates the composition of subsystems that must be considered in the process of strategic analysis, including marketing, innovation, production, personnel, management, and finance. A system of analytical indicators has been developed for each subsystem. A key feature of the proposed methodological approach is the objective quantitative analysis using a system of substantiated indicators. Unlike traditional qualitative or expert-based methods, which predominate at the strategic level, this approach ensures an objective, reliable, and unambiguous assessment of the enterprise’s internal condition. The developed methodological toolkit advances the theoretical and methodological foundations of strategic management, ensuring the comprehensiveness and accuracy of the enterprise’s strategic analysis and enhancing the validity of strategic planning. The proposed structure of the internal environment system, the set of evaluation indicators for each subsystem, and the methodology for their calculation offer practical value and can be applied in practical management at both strategic and tactical levels.