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The advantages of corporations in terms of the ability to accumulate resources for their development have been emphasized. In the light of the globalization tendencies, the issue of efficient use of the intangible resources of industrial corporations has been actualized. The resource potential of an industrial enterprise with the allocation of intangible resources (IR) has been structurized, including the main components. It has been reasoned that their development should be carried out for the implementation of different types of competitive strategies and in accordance with the principles of complementarity and emergence. An authors’ own interpretation of both the resource and market synergies in the context of the corporate strategy has been provided. Activities of domestic actors of innovation activity in the creation of industrial property has been analyzed, leading to the conclusion that existing tendencies in the industrial sector are unfavorable for companies to pursue competitive strategies, based on innovative monopoly. It has been underlined that solution to this problem requires the concerted development of the totality of IR, which will create an organizational space within the company with the high variation capacities in the combination of resources and processes, contributing to the achievement of resource and market synergies.

The article offers a variant of stage-by-stage formation and realisation of competitive strategy, which suits features of element division, envisages application of specific procedures and methodical substantiation and explains the system of selection of strategic behaviour of a company in a competitive environment. It systemises strategic goals of managing competitiveness of a company with respect to the levels of their performance (zero, first, second), interrelations (main, basic, and auxiliary goals) and sequence of actions. It describes typical strategies of achievement of competitive advantages of companies combining marketing approach (maximisation of coverage of the target market) and financial approach (maximisation of target profit through optimisation of costs).В статье предложен вариант поэтапного формирования и реализации конкурентной стратегии, который отвечает признакам элементного разделения, предусматривает применение специфических процедур и методического обоснования и объясняет систему выбора стратегического поведения предприятия в конкурентной среде. Систематизированы стратегические цели управления конкурентоспособностью предприятия относительно уровней их выполнения (нулевой, первый, второй), взаимосвязи (главные, основные, вспомогательные цели) и последовательности действий. Освещены типичные стратегии достижения конкурентных преимуществ предприятия, совмещая маркетинговый подход (максимизация охватывания целевого рынка) и финансовый подход (максимизация целевой прибыли путем оптимизации расходов).