Developing enterprise competitive advantage as a component of anti-crisis management

The article describes the concept of enterprise anti-crisis management, an important component of which is the formation and development of competitive advantages. Due to various factors, enterprise competitive advantages can be internal, which are, being subject to change, completely controlled by management of enterprises, and external – the ones that enterprises cannot quickly deal with. The study analyses the current state of activity of the information and telecommunications enterprises in Ukraine, which results in the determined reasons for a slowdown in development of small and medium-sized telecommunication enterprises (SMEs). The list of services of telecommunication enterprises, amongst which mobile communication services are of the highest demand, is provided. The problems of Ukraine’s mobile communication market development are determined. It is emphasized that enterprises should constantly implement anti-crisis management, which implies the development of telecommunication enterprise competitive advantages. Using the multi-factor correlation-regression analysis, a model of the dependence of net profit on the main types of costs is constructed. Applying the model will enable telecommunication enterprises to predict change in the net profit depending on changes in labour costs and costs of social events, material costs, depreciation and other operating costs, which will contribute to the development of their competitive advantages. The study offers the anti-crisis management mechanism providing timely determination of availability, as well as expediency of development of a competitive advantage, for a telecommunication enterprise.