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This article is devoted to competitive competencies in entrepreneurship as the results of training in the programs of entrepreneurial education in the master’s program. This unique area of expertise is critical to success in entrepreneurship, but is still not enough researched and classified. Modern methods of teaching entrepreneurship are based on a competence-based approach to the study of professional entrepreneurial competencies, the purpose of which is to consistently master a certain set of necessary entrepreneurial competencies. The article examines the existing approaches to competition when considering the classification of competitive competencies related to entrepreneurship, and also determines the place of competitive competencies in the composition of entrepreneurial competencies. The author’s classification of professionally significant entrepreneurial competencies for various levels of higher education (bachelor’s and master’s degrees) is given, which should be structured into professional, general professional, universal competencies, as well as other competencies (industry, regional, etc.). The features of teaching entrepreneurial competencies at the master’s level are determined. The unique experience of studying and development of entrepreneurial competencies on the graduate level and appropriate methods to effectively develop competitive competence in two stages is described: first, to develop core competencies, namely: competence in various types, methods and styles of competitive actions; competence in competitive positioning; competence in the management of competitive actions; competence in compliance with antitrust laws; competencies in the selection and management of competitive status, and then specific competencies in the development and implementation of competitive strategy and tactics of competition.

In modern conditions, the development of entrepreneurship is complicated by the lack of uniform educational standards for teaching the conduct of this area of professional activity. In this regard, the article poses the issues of using a competence-based approach to training potential successors of family companies, which is significant for ensuring the success and long-term sustainability of family entrepreneurship. The authors of the article point out the need for the formation of additional professional competencies of students who have the prospect of entering the family business. Displaying the practical use of the proposed approach in the teaching of the discipline “family business” in the undergraduate University "Synergy"

Subject. The article addresses the ecosystem of non-State pension fund (NPF), as a tool to ensure competitiveness, and criteria of its assessment. Objectives. The aim is to determine trends in the pension industry, review ecosystems that are emerging on the basis of banks and existing approaches to the analysis of competitiveness of credit financial institutions, define the place and role of the ecosystem indicator in assessing the NPF competitiveness, formulate recommendations for competitiveness criteria. Methods. We employ the systems and structural-functional methods to examine the main approaches, used in assessing the competitiveness, evaluation of the findings of theoretical and applied research in the field of analysis of enterprise competitiveness given the high variability of external environment. Results. We defined and systematized factors affecting the competitiveness of non-State pension funds in modern market conditions. It is necessary to expand assessment criteria and add those reflecting the ecosystem indicator. The paper offers an approach to ranking this indicator, which can be applied regardless of the chosen method for assessing the competitiveness of non-State pension funds. Conclusions. Ecosystems will act as a driver of growth and competitiveness of non-State pension funds. Accordingly, there is an acute question of methodology for calculating the quantitative characteristic of the index of NPF competitiveness in the ecosystem approach implementation. Some aspects of this article were reflected in the development strategy for AO NPF Surgutneftegas for 2022–2026.