The article presents a methodology for the formation of BSC, which is presented as a tool for strategic and operational management of marketing activities. An industrial enterprise with a large number of competitors and retaining leadership positions was chosen as the object of research. The main purpose of this article is to evaluate marketing activities. An analysis of relations with customers, sales organizations, agents, dealers, subcontractors, commercial intermediaries of subsidiaries, and representative offices was carried out. The main activity of the enterprise is: production of precast concrete for brick and partial construction; production of precast concrete for panel housing series 111.97; construction and sale of housing (primary housing in brick or panel construction); production and laying of “pavers”. Strategic goals were set based on key factors and proposed options for their achievement, as a result of which the company will be able to grow in terms of marketing management. This topic is relevant for this enterprise.

This article examines the features of the use of various strategies, as the basis for creating a competitive advantage of an agribusiness with stable positions both for entry and for keeping a high level during various financial changes in a market economy. Developed or selected strategy should be based on a comprehensive analysis of the business with strengths and weaknesses. The distinction between the strengths and weaknesses of a business, and accordingly the grouping of its features into advantages and disadvantages, allows them to be more accurately taken into account when choosing a strategy that provides competitive advantages. The reasons for the poor viability of various business aspects are the lack of development and the validity of strategies that reduce both the competitiveness and profitability of various enterprises. The given structure of strategies and their correct modernization in business will make it possible to enhance the stability of the presence of an enterprise afloat of financial success. Competitive advantages of a business are the advantages manifested in the position of the firm in the market, which is more advantageous in relation to competitors and is achieved using methods and tools of strategic planning that take into account the characteristics of small business.

This article describes the main types of agro-industrial organizations competitive strategies. Competitive strategists now are the most important component, it is impossible to imagine modern market relations without it. No organization can achieve superiority over its competitors. To get closer to this goal, it is necessary to correctly set priorities and develop a special strategy, show the strengths of the organization’s activities, increase its intensity of activity and strengthen its competitive position in the market. A special place has the competitive advantage achieved by the organization, which is characterized by a special advantageous position among competitors in the competitive struggle and an individual approach to attracting consumers. The key to the successful functioning of any organization is built on these characteristics.