Features of Strategic Potential as the Basis of the System of Strategic Management of Enterprise Competitiveness

An important condition for the effective strategic development of an enterprise is a well-formed and properly implemented strategic management system. Moreover, the main condition for the effectiveness of the existing system should be not only the ability to achieve as fully as possible the goals of enterprise development, but also timely identified opportunities for building up sustainable competitive advantages. Since the basis of sustainable competitive advantages are the existing and/or potential capabilities of enterprise, it is proposed to select the components of its strategic potential as the basic elements of the system of strategic management of enterprise competitiveness. Concretizing the components of the strategic potential of enterprise as components of the system of strategic management of its competitiveness requires a closer definition of the essence and content of this concept. Accordingly, the aim of the article is to define as close as possible the essence and content of the concept of «strategic potential of enterprise» as a necessary condition for its rational division into components – the basis for the formation of a system of strategic management of enterprise competitiveness. To achieve this aim, the study of the existing interpretations of the concept of «strategic potential», presented by various scholars, was carried out using the methods of analysis, synthesis and abstraction; allocation of common features and allocation of directions of interpretation of the concept of «strategic potential» – using the methods of comparison, grouping, component analysis; closer definition of the concept of «strategic potential» – using the structural-system method. A critical analysis of the existing interpretations of the concept of «strategic potential» in the scientific literature contributed to the allocation of directions of their typologization, taking into account the main characteristic features of these interpretations. The characteristic features of the studied concepts are outlined in accordance with the parameters that determine the long-term competitive advantages of enterprise. The obtained results allowed to closer definition of the content of the concept of «strategic potential» and to allocate types of strategic potential of enterprise, which are justified to use as the basis of the system of strategic management of the enterprise competitiveness

The Process of Strategic Management of Enterprise with Account of the Peculiarities of Its Interaction with Stakeholders

The today’s conditions of operation of enterprises are characterized by limitation of certain types of resources, loss of part of markets and suppliers. This, in turn, reduces the possibilities of development of enterprises in the current period, and even more so, planning their activities for the future. Accordingly, the issue of effective determination of planned development indicators and selection of effective strategic measures to achieve them, taking into account a detailed analysis of the internal possibilities of enterprise development and favorable external factors of such development, becomes of considerable relevance. Since the possibilities of enterprise development in certain areas of its activity are limited, it is advisable to consider them through integration with attractive stakeholders for building the optimal constituents of the potential. The article specifies the process of forming a strategy for integrated development of enterprise by including in its structure the stages necessary to determine the integration capabilities of enterprise and the corresponding types of integration. The necessity of including in the proposed stage of the process of formation and implementation of the strategy of development of enterprise the following elements is substantiated: estimated indicators; risks; stages of the life cycle of the direction of activity (product, business structure, etc.); types of effects. This will allow to model the development of the enterprise under different types of integration together with scenarios for the use of integration opportunities, and it will contribute to the specification of the types and content of the integration development strategy by building various options for the relationship of the enterprise with stakeholders. The construction of such models will contribute to the effective implementation of the chosen integrated development strategy owing to a clear definition of the results and development opportunities (strategic reserves) of various options for integration entities