Introduction. Currently, there is a large number of competitiveness analysis methods that help companies continue and develop their activities in the market. This stage is one of the most important on which the future development strategy of the organization is based. If you ignore the analysis of competitors, then the company risks making mistakes at the start that could have been avoided. On the other hand, a well-conducted market research provides an opportunity for favorable development, minimizing the main risks at the beginning of the activity. Goal. The study aims to develop a method that improves the process of conducting competitiveness analysis of industrial enterprises using the example of the gypsum industry. Materials and methods. The paper examines the most traditional methods of conducting competitive analysis. The methodological basis of the work was formed by such methods of analysis as: 1) SWOT analysis 1; 2) PEST analysis 2; 3) SPACE analysis 3; 4) Porter's Five Forces Model 4; 5) Comparative analysis 5; 6) Research on internal industry indicators; 7) Competitive market map 6; 8) 4P methodology 7; 9) General Electric Business Screening Matrix 8; 10) SNW analysis 9; 11) Direct method 10; 12) The indirect method 10. Results and discussion. In the course of the work, it was found that the proposed method of competitive analysis has a high level of accuracy, showing the current position of the organization, and also allows for the development of an adaptive development strategy. Conclusion. Thus, the proposed methodology is the optimal way to study any company in the industrial sector. Thanks to the developed competitive analysis methodology, it is possible to easily track which competitiveness factors are the strengths of the company and which are the weaknesses. Based on the results of the company's internal analysis, it is possible to develop an adaptive strategy with an individual paid development of all competitive factors.
A. G. Chekalov (Wed,) studied this question.