SUSTAINABLE DEVELOPMENT OF THE SOCIAL POTENTIAL OF A COMMERCIAL ENTERPRISE

Abstract

Background and Relevance. In the context of intensifying competition, growing economic risks, and the ongoing challenges of wartime conditions in Ukraine, the management of social potential in trade enterprises has become a priority issue. The need to enhance management efficiency through the development of social potential requires new theoretical frameworks and practical tools that reflect the realities of the national economy's trade sector. Objective. The purpose of this study is to develop a comprehensive approach to assessing and managing the social potential of trade enterprises, including the construction of an econometric model, the identification of hidden social reserves, and the formulation of evidence-based development programs. Methods. The study employs expert assessment methods, regression analysis, the least squares method, scoring techniques, and classification theory. A field survey of trade enterprises in Odesa was conducted with the assistance of students under martial law conditions. Results. The social potential of a trade enterprise is defined as comprising two interrelated components: the administrative component, which encompasses the conditions for forming and developing social potential (corporate culture, labor protection policy, social infrastructure, and stimulation systems), and the personal component, which includes employees' intellectual, adaptive, moral, physical, and psychological capacities. A conceptual management framework for social potential development is constructed. Using regression analysis, six key determinants are identified: labor potential development, personnel stimulation systems, corporate culture, industrial safety compliance, social infrastructure investment, and social protection of employees. An integral indicator model is built and tested on four Odesa enterprises («Kadorr City Mall», «Novy Privoz», «Halereya Afina», «TC Evropa»). The highest social potential development score was recorded at «Novy Privoz» (1.45 points), while the lowest was observed at «TC Evropa» (0.85 points). A five-directional assessment of hidden social reserves revealed that all surveyed enterprises possess significant untapped potential, with «Kadorr City Mall» showing the highest aggregate reserve score of 81.4 points. A matrix management model classifies enterprises into four types (A–D) based on their social potential development and utilization levels, providing targeted recommendations for each group. Conclusions. A program-target approach involving all stakeholders is proposed for developing scientifically grounded social potential programs. The authors emphasize the critical role of state policy and call for a comprehensive national program supporting social potential development in the trade sector.