Marketing tools for managing the competitiveness of mining and processing enterprises under strategic changes

Abstract

The purpose of this article is to substantiate the practical foundations of using marketing tools for managing the competitiveness of mining and processing enterprises and to develop recommendations for their implementation in the conditions of strategic changes in the market environment. In the course of the research, both general scientific methods (analysis, synthesis, generalization, tabular method, etc.) and specific methods (matrix method, rating analysis, the method of constructing a competitiveness polygon, etc.) were applied. The article clarifies the essence of the category "enterprise competitiveness management" in relation to the specifics of the iron ore industry and systematizes the internal and external factors of competitiveness of mining and processing enterprises. It is determined that enterprise competitiveness management is implemented at several levels: strategic, tactical, and operational. A comparative analysis of the main marketing tools for assessing competitiveness (BCG and McKinsey matrices, competitiveness polygon, C1 cost curve, competitive profile matrix, and financial indicators) was conducted, and the feasibility of a combined approach to their application was substantiated. Based on analytical data on the performance of mining and processing enterprises for 2021–2025, a comprehensive analysis of the competitive environment of the iron ore raw materials market was carried out: the dynamics of market shares of the five leading enterprises were studied, positioning on the BCG matrix was performed, a rating analysis of return on assets (ROA) was conducted, a competitiveness polygon was built, and differentiated marketing strategies for each market participant were defined. As part of substantiating the feasibility of applying a combined approach to the use of marketing tools for managing the competitiveness of mining and processing enterprises under strategic changes in the market environment, five criteria were identified that determine the acceptability of a tool for the management system: information accessibility, time flexibility, comprehensive coverage of factors, relevance of comparative assessments, and strategic prospectiveness.