Management of Competitiveness of Enterprise as the Basis of Become Development

This article explores contemporary approaches to managing enterprise competitiveness in dynamic market transformations. It emphasizes the paradigm shift from traditional resource-oriented management to a forward-looking, strategically oriented model. This modern approach prioritizes forecasting market changes and leveraging advanced managerial tools to enhance enterprises' adaptability and resilience. The study analyzes the application of key management models – such as the product life cycle model, Michael Porter's five competitive forces framework, and the customer value creation model – as well as comprehensive management systems, including strategic planning, monitoring and evaluation, quality management, and risk management systems. These elements are integral to sustainable enterprise development in a complex and volatile business environment. The article's central argument is that competitiveness should be viewed not only as the result of a successful strategy but also as a defining criterion of long-term business sustainability. The research introduces a conceptual framework for sustainable enterprise development that harmonizes three essential components: economic performance, environmental protection, and social responsibility. This triad forms the basis for long-term value creation and strategic positioning in competitive markets.