{'fraction_non_alphanumeric': 0.015503875968992248, 'fraction_numerical': 0.0, 'mean_word_length': 5.5358649789029535, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Strategic competitiveness of oil and gas industry

The formation of vertically integrated companies, on the one hand, is an important stage in describing the scale of market changes, and secondly, the formation of significant structural issues of oil refining and oil transportation, as well as petrochemical enterprises. Such a complex technological decline can be explained by the lack of sufficient investment in the oil refining industry. Especially petrochemical enterprises are in a difficult situation, the lack of a stable link with raw materials suppliers, instability in the world market of petrochemical products, lack of investments hamper the development of enterprises in this field. The world market showed that in the field of oil refining and petrochemical companies their consolidation at the corporate level, as a result of which there are no prospects for the development of private oil companies, without which their competitiveness can not be increased. From this point of view, the topic of the article is relevant. Theoretical and practical bases of competitiveness of oil and gas enterprises and its management were considered. The study of the theoretical bases of competition, competitiveness and management of competitiveness, as well as factors influencing competitiveness, allowed to describe competitiveness in a comparative degree. You can note such factors that affect the competitiveness of the enterprise, as the competitiveness of products, the competitiveness of technology and the competitiveness of personnel.