Introduction. Competition is a unique phenomenon which reveals specific competencies of business entities and allows them to realise their potential. However, businesses need a method for assessing the level of their competitiveness, which would use an integral index calculated on the basis of their financial statements and allow identifying «bottlenecks» of their economic activities and relate enterprises to specific economic sectors. The purpose of the article is to formulate a method for assessing the competitiveness of enterprises by using an integral index.Results. The study proves that the competitiveness of a company takes into account the three major types of economic activity: supply, production and sales. Each of the abovementioned types can be further assessed by using independent indicators, which characterises the whole economic activity of the enterprise. An integral index of enterprise competitiveness should include indicators that directly describe the production process, the financial status, the use of staff, the level of innovations, etc. The proposed approach involves determining the growth indices which аre then used as the basis for calculating the average weighted competitiveness of each type. The testing of the proposed method has been demonstrated by using the performance results of four big enterprises of metallurgical and machine building industry of Ukraine. The enterprises are contractors with established long-term relations. For example, PJSC «Dniprovsky Metallurgical Plant» is a manufacturer of cast iron, steel and ferroalloys, further used by PJSC «Interpipe NTZ» for the production of pipes, wheels, etc. A separate group includes machine-building enterprises, which are PJSC «Dnipropetrovsk Aggregate Plant» specialising in the manufacture of air and space aircraft, electric motors, generators and transformers, hydraulic and pneumatic equipment and the enterprise PJSC «Dniprovazhmash» which produces railway locomotives, machinery and equipment for extractive industry and construction. However, these manufacturers are connected not only by the raw material chain and integrated sales channels, but also by the joint processes of using and introducing innovative developments and the modern expertise of specialists. The enterprises under consideration differ in the scope of economic activity: the average number of employees varies from 1,500 to 4,500 people, while the sales proceeds vary over the range of 13 to 500 million Euros. When investigating supply, we can see that the competitiveness of this process in all the enterprises is more than one, with the exception of PJSC «Dniprovazhmash», which is explained by a significant improvement in the turnover of production stocks and positively characterises the procurement of raw materials. The analysis of the production shows that the least value of this process competitiveness is demonstrated by PJSC «Dniprovsky Metallurgical Plant» (0.883) and PJSC «Dniprovazhmash» (0.854), though PJSC «Dniprovsky Metallurgical Plant» shows a gradual recov...

The prospects and directions of improvement of the methodology for strategic enterprise management have been highlighted. The subject of the research is theoretical and methodological aspects of creating a strategic enterprise management system based on the concept of a Balanced Scorecard (BSC). It has been revealed that in the context of changing the concept of the enterprise strategic development toward the growth of its intellectual capital as the main factor of competitiveness, the evolution of the enterprise management and planning system from strategic enterprise management to balanced enterprise management is taking place. The balanced scorecard has been defined as the basic concept of balanced enterprise management. The purpose of the study is to outline the prospects and directions for improving the methodology of strategic enterprise management under the conditions of its evolution into balanced enterprise management. Results. On the basis of a mathematical representation of the sphere of strategic responsibility (SSR) of the enterprise as an organizational and infrastructural environment for balanced enterprise management, it has been proved that the interaction of the SSR content components results in a synergistic effect of its expansion. This, in turn, determines the necessity and possibility of distributing the company’s SSR beyond its management and involving the initiative owners in the process of balanced enterprise management. Accordingly, the prospects for improvement of the strategic enterprise management methodology have been defined as an integration of strategic management systems, approaches, methods and the BSC with non-traditional eventological methods combined with the analytic hierarchy process. It has been proved that, from the standpoint of the eventology, subjective observations and the mathematical apparatus of the theory of random events allow identification of general statistical regularities of the probabilistic set distribution in various, including management, systems. From the standpoint of a balanced approach, the need for enriching the methodology of the BSC as a system of balanced enterprise management, using the eventological analysis, is being boosted by the need to take into account the growing number of random, multi-directional and seemingly unrelated factors in the management process. Methodology. The following research methods were used in the study: the expert assessment method, factor analysis – for the formation of the management panel of the BSC; the eventological scoring and analytic hierarchy process – for balancing and structuring key performance indicators (KPI), economic and mathematical methods – to analyse the SSRs of the enterprise as an organizational and infrastructural environment for balanced enterprise management; a critical analysis – to compare alternative approaches to the formation of the BSC. Value/originality. To achieve the purpose of the study, the BSC methodology has been presented as a system of balanced enterprise management. A methodical approach to balancing and structuring KPIs, using the results of eventological analysis and analytic hierarchy process, has been proposed. Its practical implications include the possibility of reaching the target balance of indicators taking into account weighing coefficients of the main indicator selection criteria, the possibility to determine the whole system balance index as the average of the balance indices of each of the indicators that characterize the enterprise performance. The ways of implementing the methods of e-scoring and analytic hierarchy process for the assessment and correction of the enterprise’s strategy have been studied. Integration of e-scoring with the strategic enterprise management method and the BSC methodology provides an effective vertical communication as the basic principle of balanced enterprise management, which extends the scope of strategic responsibility to subordinate initiative owners.

CluSTerinG aS a Tool for ManaGinG inDuSTrial enTerPriSe Purpose. Substantiation of methodological foundations for forming a cluster of industrial enterprises and establishing a system of relationships between their cluster groups. Methodology. Specific analogue modelling techniques were used to identify the relations between manufacturing enterprises; economic and mathematical modelling was used to search for multilayered network communities. findings. A fundamentally new methodological basis has been proposed for identifying a cluster of industrial enterprises. This has been done through a comparison of the results of the three approaches to clustering. It has been revealed that hierarchical cluster analysis does not allow identifying similar groups of enterprises or relationships between them, since this approach lacks a single strict criterion for an optimal split of the dendrogram into clusters. The competitive approach of the geometric distance of neurons to objects, which is based on the technique of selflearning neural network and Kohonen's selforganizing maps, also identified a nonuniform cluster structure. The study proposes to form a cluster of industrial enterprises through the method of searching for communities in multilayered network graphs. This method was a breakthrough in building a cluster as a merger of extractive and processing industrial enterprises, together with academic and research institutions. originality. A new methodological approach to the formation of industrial enterprise cluster has been proposed, whose math ematical basis was developed by T. Kamada. This approach uses multiple object proximity matrices, which take into account sup plierconsumer relationships, geographical distances, and patterns of ownership. It has been proved that this method for clustering is more advantageous, since it allows identifying the communities of enterprises, which are network analogues to a cluster; it also takes into account the relationships of the analysed metallurgical enterprises of the mining and processing industry with educa tional and research institutions of the enterprises. The development of these relationships creates the basis for the productive de velopment, efficient operation and additional competitive advantages for industrial enterprises. Practical value. Under conditions of a crisis in the metallurgical industry, it is recommended to create a cluster, which will significantly increase the competitiveness of each enterprise included in the cluster and fully use the potential of the metallurgical complex.

The problem of defining the prospects, opportunities, limitations and methodological format of assessing the competitiveness of an enterprise in a transitive economy using the Balanced Scorecard (BSC) concept has been considered. The relevance of the issue is due, on the one hand, to global trends in innovative development, and on the other hand, to the incompliance of performance of the post-socialist industrial enterprises with the characteristics of innovative development. The creation of mechanisms for improving the enterprise’s competitiveness and its appropriate assessment based on the use of advanced management practices and technologies is becoming increasingly relevant. The purpose of study is to improve methodological approach to the BSC-based assessment of competitiveness of a value-oriented enterprise, and to substantiate the prospects of effective integration of the BSC into the existing enterprise management system. This research paper justifies the possibility of using various methodological forms, including the simplest ones, of the Balanced Scorecard, which features a transformational nature, in the process of forming a balanced strategic management of enterprise. Methodical approach has been proposed for identification of the enterprise strategy directed at increase of its market value and strategic competitiveness. Matrix analysis was applied to assess the enterprise performance indicators; it revealed a relationship between the enterprise's competitive position and class of its innovation BSC-based strategies. To assess the enterprise’s competitiveness, an integral index of its investment attractiveness has been proposed, and to assess the class of the enterprise innovative strategies, an integral index of the enterprise innovations was calculated. The proposed methodological approach was used to perform expert sampling within the frame of indicators for determining the investment attractiveness and innovativeness of a metallurgical enterprise by the criteria of strategic orientation, efficiency and functionality. The study has analyzed the experience gained by the leading enterprises of Ukraine’s metallurgical complex in using BSC in a limited methodological format as a tool for identifying the strategy of an enterprise, assessing its competitiveness, innovativeness and investment attractiveness. The result of the study was the conclusion about the possibility of applying the simplest Balanced Scorecard forms as a catalyst for innovative transformations and developing balanced enterprise management in transition economies.

The directions of improving the methodical principles of Balanced Scorecard as a system of strategic enterprise management have been highlighted. The need to avoid the simplified mechanistic dividing of the indicators into financial and non-financial ones has been substantiated; the authors have also disputed the corresponding binding of financial indicators mainly to tangible assets and financial strategic prospects, and non-financial indicators — to intangible assets and non-financial projections of the strategy. The criteria of strategic targeting, efficiency and functionality have been defined as key criteria in selecting the BSC metrics. The necessity and the possibility of integration of VBM and BSC concepts, which may be implemented through the company’s financial control panel by using VBM metrics, has been substantiated. The unified criteria for selecting VBM metrics for the financial perspective of BSC (i.e. to take into account the investors’ risk and intangible factors of creating the enterprise’s market value; to be easily calculated and efficient; to provide for cascading and motivation) have been determined and their respective comprehensive assessment has been made. The general structure of the investment-financial perspective on the strategy map of a value-based enterprise of MMC has been developed. One can highlight specific features of the management perspective of a value-based enterprise. Among them:the «investors» projection or the financial-investment projection serves as the starting point of the cascade of a company’s value creation; unlike the amorphous classical BSC, the proposed pattern is clearly subordinated to the main indicator (EV); the financial-investment projection is represented by a limited number of financial, mostly VBM indicators; the balance of traditional and new metrics; unlike the classic BSC technique, the template developed does not imply a mandatory quantitative predominance of non-financial indicators. On the basis of the analysis of interdependence of factors and indicators of the company’s market value (KPIs / CSFs) аbsence of a linear relationship between financial indicators — tangible assets — current cost factors — on the one hand and non-financial indicators — intangible assets — future value factors — on the other, is defined. The рossibility to use financial and non-financial indicators to measure both tangible and intangible assets as sources of market value creation is proved.