FORMATION OF AN ENTERPRISE'S COMPETITIVE STRATEGY IN THE DIGITAL ECONOMY

Abstract

The article explores the theoretical and methodological principles of forming an enterprise's competitive strategy in the digital economy, which is characterized by high dynamism, technological variability and the growing role of digital platforms, data and innovations. The relevance of the topic is due to fundamental changes in the competitive environment, since in the digital economy, traditional markets are supplemented by new ecosystems, where the speed of adaptation, data management and network effects become determining factors for the development of market participants. It is noted that digital technologies have turned from a tool for increasing efficiency into a key factor for the survival of enterprises and the formation of their sustainable competitive advantages. The paper determines that the competitive strategy, as a component of strategic management, in the digital economy is based on new types of competitive advantages, aimed at strengthening the competitive position of the enterprise and is implemented through a system of changes, the key elements of which are digital transformation and the creation of an organizational culture that supports such changes. It is noted that in the digital economy, the classic strategies of cost leadership, differentiation and focus acquire a new meaning. The use of modern digital technologies, artificial intelligence, big data, digital platforms allows enterprises to simultaneously implement elements of several competitive strategies. Particular attention is paid to the Ukrainian context, in which digitalization is considered one of the key mechanisms for adapting business to the conditions of full-scale war and crisis challenges. It is noted that in an environment with a high level of unpredictability, it is necessary to transition from classic long-term plans to competitive strategies of high adaptability and resistance. The author proposes an algorithm for forming a competitive strategy, which includes three key stages: analysis of the digital transformation of a specific business area; assessment of the "digital gap" and personnel competencies, decision-making on the use of platform models or co-competition strategies. The conclusion is formulated that strategy in the digital era is transformed into a flexible tool for managing opportunities, and a system of changes is required for its implementation. The success of a business depends on the ability to integrate traditional methods of competitive struggle with innovative and digital solutions.