MANAGERIAL BALANCING OF THE MARKETING MIX OF ENTERPRISE COMPETITIVENESS

Abstract

The problem of balancing the parameters of the components of the enterprise competitiveness complex is a condition for achieving competitive development goals that correspond to the main principles of the marketing concept—meeting consumer needs and obtaining economic benefits for enterprises in a competitive market. The distinction between managerial balancing and accounting balancing is clarified. It is shown that the balancing of the marketing complex of enterprise competitiveness combines both the target quantitative equality of the values of its individual components and a certain rational ratio of indicators subordinated to the implementation of current managerial decisions in commodity, personnel, and investment markets in terms of realized, functional, and potential competitiveness. The target concept (criterion) of sectoral balancing of the marketing complex of enterprise competitiveness is defined, which consists in the equality of realized competitiveness values in the commodity, personnel, and investment markets. It is proven that the economic rationale for this balancing is the optimization of enterprise costs for forming realized competitiveness in the main competitive markets of activity. The procedure for achieving the target criterion of realized competitiveness based on forming a dynamic ratio of the status components—potential and functional competitiveness—is described, wherein, given the appropriate potential, the functional component is activated to ensure reaching the basic target model of realized competitiveness. It is emphasized that the primary task of managing the enterprise competitiveness complex under the condition of achieving the target balancing criterion is the mutually reinforcing growth of the parameters of its sectoral components—commodity, personnel, and investment realized competitiveness. It is shown that the management process is subordinated to current and strategic goals, between which temporal contradictions exist. When implementing current competitive goals, it is necessary to ensure the temporary priority of developing certain components of the competitiveness complex, which should later be adjusted according to strategic development tasks. The balancing regime of the competitiveness complex components is defined, whereby the direction of change of the balanced objects corresponds to the dynamic trajectory approaching the target level, and the dynamics' intensity ensures timely achievement of the defined task.