ASSESSMENT OF THE LEVEL OF INNOVATIVE COMPETITIVENESS OF AN ENTERPRISE BASED ON STRATEGIC COMPETITIVE ANALYSIS

Abstract

The modern stage of global economic development is characterized by an unprecedented level of turbulence, high volatility, and deep uncertainty. Under these extreme conditions, classical paradigms of ensuring competitiveness, which relied primarily on minimizing operational costs, accessing cheap raw materials, or leveraging economies of scale, have completely exhausted their strategic potential. Long-term business survival and growth now depend entirely on continuous innovation. However, domestic enterprises often face a critical problem: the inability to objectively assess their real innovative status compared to competitors. There is a noticeable methodological gap in corporate practice where competitive analysis and innovation management are treated as parallel, non-intersecting processes. This article aims to bridge this gap by developing a comprehensive scientific and methodological approach to assessing the innovative competitiveness of an enterprise based on strategic competitive analysis. The study substantiates that strategic competitive analysis should transition from a retrospective review of market shares to a proactive, multidimensional process of evaluating both visible market positions and hidden technological potential. To achieve this, a two-vector mathematical model is proposed. It integrates two fundamental dimensions: the current Competitive Position (CP) and the strategic Innovative Potential (IP). The model utilizes a geometric mean rather than a traditional arithmetic mean. This crucial methodological decision prevents the "mutual compensation" of critical flaws, ensuring that an enterprise cannot achieve a high overall rating if it completely ignores innovative development, despite having a temporary monopoly or high market share. The criteria for the CP vector include market share, financial stability, operational profitability, and brand reputation. The IP vector encompasses R&D investment intensity, the level of process digitalization, environmental sustainability, and corporate innovative culture. All indicators are standardized using linear normalization on a 10-point scale. Based on the mathematical model, a strategic positioning matrix has been developed. The matrix visualizes the intersection of the two vectors and classifies companies into four distinct strategic archetypes: "Absolute Leaders" (high CP, high IP), "Conservatives" (high CP, low IP), "Innovative Nichers" (low CP, high IP), and "Outsiders" (low CP, low IP). The proposed approach was practically tested on prominent domestic enterprises operating in the real estate development and construction sector. The empirical testing demonstrated the matrix's ability to uncover hidden strategic imbalances that classical financial analysis might miss, such as the gap between current commercial success and actual readiness for future technological challenges. The results prove that this analytical toolkit allows top management to promptly identify technological gaps, objectively verify strategic viability, and avoid the "statistical illusion" where a large market share masks a critical lack of innovation. Furthermore, the positioning matrix serves as a foundation for formulating tailored, proactive corporate strategies. Depending on the quadrant, enterprises can deploy specific strategies ranging from offensive technological leadership and corporate venture capital investments to strategic alliances or strict restructuring. Ultimately, the integration of strategic competitive analysis with innovation management enables companies to transition from reactive adaptation to anticipatory development, securing sustainable long-term leadership in a highly competitive digital economy.