Yurii Buriachenko

The article provides a comprehensive theoretical and methodological generalization of the conceptual foundations for the functioning of the technical service market as a specific object of marketing management in the context of systemic economic servitization and digital transformation. It is substantiated that the specifics of marketing management in this domain are driven by the pronounced manifestation of fundamental service characteristics (intangibility, inseparability, variability, and perishability), which acquire distinct technological and organizational features during technical maintenance and repair. The author proposes an adapted matrix of marketing management tools designed to neutralize consumer risks through quality visualization (Physical Evidence), comprehensive standardization of service procedures (ISO/SLA compliance), and dynamic demand-capacity optimization. A structural decomposition of the technical service market is performed based on sector-target parameters, leading to the identification of four key macro-segments: automotive, industrial, agricultural, and domestic services. The study determines unique profiles for each segment regarding target audiences, critical selection criteria, dominating service categories, levels of technological deployment, and optimal promotional channels. It is proven that contemporary market evolution is shaped by digital servitization, driving a strategic shift from traditional reactive and scheduled maintenance to proactive predictive models (Predictive Maintenance) powered by IIoT sensors, artificial intelligence, and Smart O&M platforms. The necessity of implementing an expanded 7P marketing mix model integrated with end-to-end CRM infrastructure is fully demonstrated. This integrated approach ensures the effective transition of service enterprises toward long-term customer relationship management within Product-Service Systems (PSS), optimizes Total Cost of Ownership (TCO) for clients, and fosters sustainable development within the principles of a circular economy.

The article addresses the relevant scientific and applied task of theoretically substantiating and mathematically formalizing the selection and implementation of marketing differentiation strategies for technical service enterprises based on digital servitization tools. It is well established that under the Industry 4.0 and Industry 5.0 paradigms, traditional cost-based competitive factors are less effective, giving way to proactive, outcome-based business models. The technological stack of digital differentiation (IIoT, AI, Big Data, Digital Twins, Cloud FSM platforms) is systematized. Four basic strategic alternatives are identified and categorized as follows: Digital Speed & Transparency Strategy, IoT/AI-driven Predictive Strategy, Outcome-Based Servitization Strategy, and Digital Ecosystem Platform Strategy. A comprehensive comparative analysis of these strategies across target segments, value propositions, monetization models, and risk profiles is conducted. The scientific novelty of the study lies in the development of a multi-criteria economic-mathematical decision-making model based on Saaty’s Analytic Hierarchy Process (AHP) and utility theory. The model formalizes the strategic selection process by introducing the Strategic Alignment Index (SAI), which optimizes the target utility function subject to constraints on digital maturity (DMS), Value Co-Creation potential (VCC), financial capacity (CAP), imitation barriers (IRB), market receptivity (MTS), and integrated operational risks. A 9-cell adaptive classification matrix that positions enterprises along the “Digital Maturity — Value Co-Creation Potential” axes is introduced, alongside a 6-stage managerial implementation mechanism that follows the PDCA cycle. To evaluate financial efficiency, indicators of Economic Value Added by Digital Servitization ( ) and Total Cost of Ownership reduction ( ) for consumers are formalized. Keywords: marketing strategy, differentiation, technical service, digital servitization, Industry 4.0, Analytic Hierarchy Process, value proposition, predictive maintenance, Digital Twins, TCO.

The article generalizes various approaches to defining the concept of “enterprise competitiveness” and identifies the key categories that constitute its semantic structure. Specifically, based on the analysis of keyword usage, the study clarifies the significance of such characteristics as the market position of the producer, the ability to engage in competitive struggle, the efficiency of resource utilization, the economic effectiveness of the enterprise, the capacity to operate effectively in a competitive market, responsiveness to current market conditions, the ability to produce and sell competitive products, strategic orientation, the ability to create a product that meets or exceeds customer expectations, the presence of distinctive positive development traits compared to competitors, adaptability to market environment changes, the availability of competitive advantages, coherence in the functioning of structural units, and the ability to influence the external environment. The study highlights the inextricable link between an enterprise’s competitiveness level and the effectiveness of its strategic management. Particular attention is paid to the role of each level of the management hierarchy in shaping and implementing measures aimed at enhancing enterprise competitiveness in a dynamic market environment. At the strategic management level, a competitive strategy is developed, and competitive advantages are defined, based on which the company’s market position will be defended. At the tactical level, a system of measures is determined to maintain the enterprise’s competitive status, with adjustments made to the company’s product, pricing, communication, and distribution policies. At the operational level, the primary task in managing competitiveness is developing a set of competitive responses to changes in the strategies of key market players, the emergence of new competitors, or shifts in the market environment. Keywords: enterprise competitiveness, competitive advantages, scientific approaches, generalization, competitiveness management, levels of management.

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. Particular attention is given to the interdependence between effective competitiveness management and realizing sustainable development goals. The article posits that strategic management practices that enhance competitiveness also directly contribute to the enterprise’s ability to operate responsibly, innovate consistently, and respond flexibly to external changes. It is further argued that the relationship between enterprise development and competitiveness management is fundamental and multidimensional. These two domains are interlinked in conceptual and operational terms. Enterprise development management encompasses long-term strategic goal setting, resource mobilization, technological modernization, innovation management, structural optimization, and proactive adaptation to external challenges. Meanwhile, enterprise competitiveness reflects the organization’s capacity to function efficiently in market conditions, strengthen and expand its market presence, develop unique competitive advantages, and maintain stable profitability over time. This holistic view underscores the necessity of integrating sustainability principles into the core of competitiveness strategies, thus fostering enterprises capable of thriving in the face of future uncertainties.

The article examines the stages of developing a company's competitive strategy and establishing its competitiveness. Factors affecting the establishment of the company's competitiveness are characterized: globalization of markets, rapid technological changes, constant change in consumer preferences, competition in the industry, growing importance of marketing. Theoretical approaches to the definition of types of competition, such as behavioral, structural and functional approaches, are considered. Factors and initial data influencing the formation of the company's competitive strategy have been established. The formation of the company's competitive strategy is impossible without the analysis of external and internal factors of the company's marketing environment, this process involves the definition and comparative characteristics of factors that have both positive and negative effects on the company's environment. The proposed structural-logical scheme for determining the company's competitive strategy. The formation of the company's competitive strategy is considered according to the stages of strategic planning. The competitive strategy of the enterprise is a set of competitive strategies, which differ among themselves in the breadth of coverage of management decisions, the level of responsibility and the stage of strategic planning at which a certain competitive strategy is formed. The first level is corporate strategy: it is determined based on the analysis of competitive positions or the economic state of the enterprise. The second level is business strategy: this strategy involves the development of measures aimed at strengthening competitiveness and preserving competitive advantages; formation of a response mechanism to external changes, etc. The third level is the functional strategy (business level): taking into account the general level of competitiveness of the enterprise, the competitive positions of individual business divisions are determined. The fourth level - operational strategy: focuses on specific strategic initiatives and approaches to the management of key operational units when solving daily operational tasks that have strategic importance, the competitiveness of individual products is determined. The methodological apparatus used at individual stages of assessing the competitiveness of the enterprise and determining its competitive strategy is characterized.