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Study of Russian researchers’ works, as well as official methods devoted to various issues of evaluating performance of enterprises, allowed us to conclude that these methods are generally not focused on environmental factors specific to the industry. Availability of strategic management tools to clearly identify enterprise’s position in the same industry segment is in high demand in the context of changes rate increase and ability to adjust the strategy. The study is based on methodological premise that in enterprises with corporate strategies have remained stable in conditions of crisis processes in economy. Using a toolkit based on benchmarking, gap analysis and process approach, and sets of key indicators of efficiency of the basic functional strategies implementation (financial, marketing, technological strategies and human resource management strategy), we have made an integral assessment of the results of corporate strategies implementation in Russian ferrous metallurgy enterprises in conditions of 2014 crisis. We have defined the “best in class” enterprises and “potential bankrupts” in 2014 which has allowed us to calculate average values and median value for ferrous metallurgy enterprises, to identify position of each enterprise and to assess the gap of integral efficiency indicators of basic functional strategies and corporate strategy implementation.

The Kemerovo Region development strategy until 2035, updated in September 2020, is a forecast of the global technological leadership of Kuzbass, diversification of transport communications with other regions and states, adaptation to the conditions of the 2019 coal industry crisis. To solve these strategic tasks, coal mining and processing enterprises must balance their fuel portfolio and look for new ways to market their products, including the possibility of using production waste. Within the framework of the research carried out by the team of authors: the ecological, technological and economic advantages of using a coal-water suspension as a fuel component have been systematized; identified potential areas of its application; an analysis of the world experience of transporting coal through pipelines was carried out; a proposal was formulated for a project for the construction of the Kuzbass-Ural pipeline for the supply of coal-water fuel to Western Siberia and the Eastern Urals, and the advantages and disadvantages of coal hydrotransportation in comparison with its railroad delivery were identified.

Subject. The article considers methods to evaluate the performance of commercial organizations, taking into account sectoral specificity and environmental factors. Objectives. The purpose of the study is to test the developed methodological tools that are focused on evaluating the effectiveness of corporate strategy implementation, using the case of commercial organizations operating in the iron and steel industry. Methods. We employ the process approach, benchmarking methods, gap analysis, sets of key indicators of effectiveness of functional strategies execution. Results. We performed integrated assessment of the results of corporate strategies implementation by twenty eight Russian iron works in 2014, which was the most difficult year for the industry during the crisis period from 2008 to 2018. By detecting ‘the best’ and ‘potential bankrupts’ in 2014, we determined the boundaries of the corridor enabling to identify the position of commercial organization of the industry segment and assess gaps in the integrated indicators that characterize the effectiveness of basic functional strategies and the entire corporate strategy. Conclusions. The developed methodological tools will help increase the strategic flexibility of a commercial organization in the face of high variability of environmental factors.