Systematization and analysis of enterprise competitiveness assessment versions

The prevailing consensus among scholars suggests that despite the significant number of thematic publications on the issue of assessing enterprise competitiveness, there is still no universal method that meets the needs of all enterprises. The selection of evaluation indicators remains a subject of active scientific discussion. The critical analysis presented in this article examines existing methods and methodological approaches for calculating enterprise competitiveness levels, utilizing a wide range of evaluation indicators. This analysis has enabled the systematization of these methods and the identification of promising directions for addressing current challenges. It has been determined that, depending on the purpose, a distinction should be made between methods for calculating the level of competitiveness and methods for assessing competitiveness factors. The primary method for calculating competitiveness levels is index methods, which are based on the relative nature of competitiveness indicators. The matrix methods represent the predominant approach for assessing competitiveness factors. It has been established that matrix methods serve the function of analyzing the competitive position of market entities and typically have a two-factor format. Furthermore, graphical methods should be considered as tools for visualizing results obtained through the application of index, matrix, and other computational methods. A comprehensive range of methodological approaches for calculating the level of enterprise competitiveness has been examined. These approaches, based on subject-specific criteria, focus on product competitiveness, operational efficiency, financial condition, functional activities, resource availability, and marketing performance, with the market share of an enterprise being the concentrated result of these factors. For practical application, the resource-based approach, which involves identifying competitive resource objects, and the marketing approach, which evaluates consumer satisfaction measured by the volume of products sold in relation to competitors, are considered more promising. The study confirms the practical limitations of the integral method for assessing competitiveness while maintaining the priority of the comprehensive approach, which is implemented through differentiation techniques of competitiveness types with a limited set of selected evaluation indicators. It has been established that, given the complexity of the competitiveness concept, the formation of a universal indicator remains hypothetical. The selection of evaluation indicators should be determined by the chosen methodological approach and a well-grounded understanding of enterprise competitiveness.