ACCOUNT-BASED MARKETING: ПЕРСОНІФІКОВАНІ КОМУНІКАЦІЇ З КЛІЄНТАМИ НА РИНКУ B2B

In Ukraine, the insurance market has historically faced problems with its development, which have been exacerbated by the full-scale Russian invasion. The study of difficulties in this area, assessing the prospects for European integration, remains relevant. The purpose of this study was to provide recommendations for more effective development of the insurance market in Ukraine based on the experience and principles of European countries. The methods that were used in the framework of the study were forecasting, systematisation, formal and legal. The paper assessed the role of the insurance market in the country, described the need for more active development, considering the positive aspects that arise in the case of a high level of development of this institution. It is concluded that significant losses were acquired in the insurance market of Ukraine due to a full-scale invasion of Russia, the causes of losses, and consequences in the future are described. Some opportunities for introducing the latest technologies into the sphere were also noted, both to improve the functioning of the market as a whole, and for its easier implementation in the structure of the European Union. As a result of the analysis of the regulatory framework of Ukraine and the European Union, it was concluded that the norms of EU unification are more stringent. This is conditioned by the stricter regulations described in some directives. Based on the analysis, recommendations have been formulated that can be used in the future to facilitate the European integration of the Ukrainian market. The results obtained in the framework of the study can be used in the development of the national policy of Ukraine for the development of the insurance sector

Stock market of financial derivatives in Ukraine still develops. There is important to find the way how to use world experience for the domestic implementation. First of all there is a need to improve of legislative base to ensure economic and financial stability. The next way of integration process for domestic stock market of financial derivatives is stock consolidation. Before implementation of foreign experience on the stock market of Ukraine it is important to take into account of all risks which are connected with this process. This research shows appropriate steps for integration of Ukrainian stock market of financial derivatives into global scale. The article identifies the economic essence of derivatives and their types within market economy. Key trends in global derivatives trading are highlighted. Current state and organizational measures of derivatives market development in Ukraine are discussed. Price risk has become the main feature of contemporary commodity and financial markets. Globalization of world commodity and financial markets leads to rapid changes and uncertain business conditions. Under current circumstances, derivatives market provides efficient ways for price risk hedging within market economy. That is why it is important to take into consideration the contemporary state and perspectives of derivatives market in Ukraine.

The balanced scorecard is one of the well-trialled management instruments that are familiar to all market participants in the world. The paper considers theoretical aspects of the applied strategic customer analysis based on the customer element of the balanced scorecard to be applied in the research process of the strategic organization distribution activity aspects and its sales management. The methodology of the research is the balanced scorecard concept as well as the concept of the applied strategic analysis concept having been developed by the author. The applied strategic customer analysis is depicted to encompass comparative assessment, variances diagnostics and indicators forecast of the customer balanced scorecard element within the strategic customer goals. It encompasses analysis of customer profitability level, analysis of products distribution market share, analysis of customer base volume, composition and structure, and analysis of customer demands satisfaction degree. The applied strategic customer analysis results in the ability to be employed for the long-term, medium and short-term management decisions in the field of the organization distribution activity in conditions of the modern world economy. The methodology instruments of the applied strategic customer analysis comprise an aggregate of techniques (ways, methods) to facilitate handling the essential problems of the analysis accomplished and, respectively, its goal reached. The basic methods of the applied strategic customer analysis include techniques of absolute, relative and average values, comparison, grouping, graphics and table methods, correlation-regression analysis, factoring analysis, cluster analysis and expert evaluation methods. The author draws a conclusion that the applied strategic customer analysis is a sufficiently effective instrument to research strategic aspects of the organization distribution activity and to form analytical support for its strategic sales management in a present-day economic environment.

Purpose: Order automation systems, including vendor managed inventory (VMI) and collaborative planning, forecasting, and replenishment (CPFR), are essential for supply chain management in the digital transformation era. However, adoption among Korean SMEs remains critically low while 18.6% have smart factories, few operate automated ordering modules. Existing research focuses on large enterprises and theoretical benefits, neglecting the “how” of adoption in resource-constrained SMEs. This study aims to: (1) analyze the current adoption status and characteristics; (2) identify the stage-by-stage adoption process; (3) evaluate performance and barriers; and (4) propose effective activation strategies for Korean SMEs. Research design, data, and methodology: This study employs qualitative in-depth interviews, justified by the scarcity of SMEs with implemented systems (precluding quantitative analysis), absence of SME-specific theoretical frameworks requiring exploratory research, and the need to understand complex organizational contexts that surveys cannot capture. Given that 70% of digital transformations fail due to organizational resistance, and theme saturation is achievable with 6–12 interviews, this approach prioritizes transferability over statistical generalizability. Seven key informants from six organizations were interviewed during November–December 2024: Five SME managers(machinery, parts, food service, food distribution) and one IT solution provider. Semi-structured interviews (60–90 minutes) explored motivations, implementation processes, challenges, and outcomes. Analysis followed iterative, inductive processes, with repeated transcript review, cross-case comparison, and triangulation with secondary sources to derive a four-stage adoption model directly from empirical data. Results: - Adoption Process: A distinct four-stage process emerged: (1) Recognition of Manual Work Inconvenience experiencing pain from repetitive tasks and errors; (2) external Trigger prompted by training, consulting, or benchmarking; (3) limited adoption involving feasibility analysis, pilot implementation, and change management, where most SMEs currently remain; (4) internal expansion and supplier connection-achieved by few companies. None reached advanced stages with AI or RPA. - Performance Outcomes: Successful implementations yielded: 20–40% reductions in processing time and enhanced operational efficiency; near-zero order errors and risk reduction; optimized inventory and reduced costs; strengthened organizational credibility with major clients; and process standardization with reduced employee stress. - Barriers: Four major obstacles emerged: (1) Organizational culture resistance including job security concerns and learning burdens; (2) system integration challenges with existing ERP systems and technical limitations; (3) cost burdens and personnel shortages, especially with foreign workers; (4) information deficiency and ROI uncertainty deterring adoption. Conclusion: This research demonstrates that SME order automation adoption requires integrating organizational, technical, and institutional factors beyond mere technology implementation. Theoretically, it extends supply chain integration maturity models to SME contexts, applies transaction cost theory to B2B automation, and shows that VMI/CPFR require relational governance beyond technical connectivity. Practical implications emphasize staged roadmaps from EDI to CPFR, supplier development programs transforming relationships into strategic partnerships, and change management with gradual implementation and feedback loops. Activation strategies must address barriers through organizational culture improvement, cloud-based system integration, multilingual UI/UX innovation, policy support via subsidies and tax incentives, and staged AI/IoT introduction. Policy recommendations include financial incentives, standardized infrastructure, multilingual training programs, governance reforms mandating large-firm cost-sharing, and security certification systems.

This study involved a nation‐wide sample of industrial customers of heavy equipment manufacturers. The results suggest that brand equity and trust are consistently the most important antecedents to both behavioral and attitudinal forms of customer loyalty. There is also evidence that the models underlying the formation of behavioral versus attitudinal forms of customer loyalty may vary across research settings. The results suggest that industrial equipment marketers may consider moving beyond a focus on satisfaction in relationship marketing strategies toward integrated strategies that foster brand equity and trust in their customer base as well.

Local energy markets (LEMs) are increasingly promoted as coordinated market frameworks for distributed electricity resources in low-carbon-level energy systems. In parallel, green hydrogen is emerging as an energy carrier used for long-duration storage and sector coupling. Yet hydrogen is typically treated as a technological extension of the existing flexibility options rather than as a separate market participant. This paper argues that such a perspective is conceptually insufficient for future LEM design. It is proposed that hydrogen should be understood as a hybrid market participant in LEMs, rather than as a special case for load, storage or generation. Hydrogen can simultaneously be used to meet a flexible electricity demand, be stored for a long duration, and act as a dispatchable electricity supply. These combined roles violate the core assumptions embedded in electricity-only LEMs, including one-direction energy flow, short-term time prospects, symmetric storage behavior and there being an electricity-only supply option. Particular attention is given to small-to-medium-scale electrolyzers, which are likely to dominate hydrogen participation in local contexts. Rather than proposing a specific market mechanism or numerical model, this paper suggests market design considerations for future local energy markets and highlights open challenges for electricity–hydrogen market coordination.

For a software engineering division of a company, the most important standards are those used for the management of the software engineering projects. While numerous, relevant, de jure, software engineering standards exist, national guidelines, such as the Department of Defense's Capability Maturity Model, and corporate standards, such as the Microsoft Solutions Framework, exert a significant influence on the marketplace. A review of the existing standards shows significant similarity across them. The hypothesis is advanced that a major factor in determining the adoption of one standard over another is the environment of the adopter. The following methods were employed: one case study, two surveys, and one content analysis of various companies. The results show that the choice of a software engineering management standard follows the preference of a major strategic partner or customer. A company that depends on Microsoft in important business ways is inclined to adopt the Microsoft Solutions Framework. Likewise a company that is a major customer of the U.S. Department of Defense is inclined to use the Capability Maturity Model supported by the Department of Defense.

Upselling is a valuable technique for increasing the profit margin of any service providing business domain. It plays a vital role in growth of a company. Among those companies, telecommunication industry is a prominent industry where upselling is highly influenced on churn reduction and stabilizing the customer base. As this increases the satisfaction of customers through adding products and services it is very effective in a marketing perspective. In a typical 4G LTE package marketing, customer will be offered to select a fixed package out of a set of pre-defined packages. The decision of selecting a suitable package by customer will be mainly an instinct driven decision due to lack of previous experience of using an LTE package. This will result in selecting an unsuitable package, which will lead to over usage of data. As a result, it will cause customer dissatisfaction and loss of potential income for the company. Therefore, it is essential for a telecommunication company to identify the customers who have the potential to upgrade their packages based on customer usage. In this research, potential package upgrades are predicted for LTE broadband users through a supervised learning method using different classification models. One of the key factors on obtaining a high accuracy model for classifying customers is to address the class imbalance problem that is present in the telecommunication data. The ratio between potential package upgrades and normal customers is highly skewed towards normal customers. This is addressed using SMOTE which is an oversampling method that creates synthetic samples using existing data points. Potential customers identified by a classification model trained by a dataset consist of usage behavior. The prediction results will be published to a dashboard that can be consumed by decision makers.