Problemi Ekonomiki (Feb 2016)
Features of Evaluating the Enterprise Tax Competitiveness Using the Hierarchy Analysis Method
Abstract
The aim of the article is substantiating the provisions on the evaluation of the enterprise tax competitiveness using the hierarchy analysis method to identify the initial tax position of the business entity and the level of the “gap” between the actual state of its tax system and opportunities of the external tax environment. There have been proved a fragmentary character of developments in this area, which can be explained mainly by the novelty of the research object. The arguments in favor of feasibility of using the hierarchy analysis method to solve the problem of evaluating the level of the enterprise tax competitiveness have been presented. The generalized sequence for evaluating such competitiveness has been presented, which provides for the implementation of a number of stages: the formation of an expert group and organization of its work; statement of the problem and its structuring in the form of a hierarchy; diagnosis of the enterprise tax system according to specified parameters; identification of opportunities of external tax environment; comparison of the current enterprise tax system with opportunities of the external tax environment by building a matrix of pairwise comparisons; determination of eigenvectors and their normalized estimates for each pairwise comparison matrix in order to obtain priority vectors; evaluation of consistency of the pairwise comparison of matrices; building of the generalized priority vector; formation of conclusions and recommendations. The detailed description of each of these stages has been given. Application of the provisions on the evaluation of the enterprise tax competitiveness on the example of JSC “Drogobych truck crane plant” has been considered. It has been concluded that the level of the enterprise tax competitiveness is significantly lower than the opportunity of the external tax environment (generalized by 34,6 %). This is despite the fact that in termsof some parameters of competitiveness the plant “underutilized” about 40% of the market opportunities.
