The article analyzes key models of strategic planning in conditions of increased economic instability, structural turbulence and global challenges. It is noted that in the modern context of uncertainty, strategic planning loses the feature of a linear sequence of actions characteristic of classical models and is transformed into a flexible and adaptive process that involves constant revision of strategic hypotheses, scenario thinking and risk management in real time. The paper conceptualizes the concept of «strategic planning» through the prism of its ability to ensure the sustainability of the enterprise in the conditions of dynamic changes in the external environment. Special attention is paid to the comparison of classical and modern approaches used in the business practice of countries with different levels of economic development. The purpose of the study is the formation of a multidimensional typology of strategic models relevant for use in conditions of uncertainty, taking into account such factors as the speed of change, technological complexity, organizational flexibility and the presence of strategic reserves. The article examines that the strategic planning model is a structured approach that organizations use to form a short- and long-term strategy, as well as to support the management decision-making process. There are a number of strategic planning models, the choice of which depends on the needs, organizational culture and specifics of the enterprise. The methodological basis of the article was the integration of strategic management approaches, organizational adaptability, behavioural economics and risk management. As part of the study, a comparative analysis of the application of strategic models in the practice of company management was carried out. As a result, the author's algorithm of the process of practical implementation of strategic planning was formulated depending on the level of market predictability, the innovative potential of the enterprise and the degree of sensitivity to external shocks. The obtained results have both theoretical significance and applied significance for managers who are looking for effective approaches to strategic planning in conditions of high turbulence.

The article examines the theoretical and practical foundations of forming and implementing an enterprise competitiveness management system based on benchmarking. The research emphasizes that in modern unstable markets, where technological, consumer, and institutional changes occur rapidly, enterprises must create flexible management systems that ensure sustainable competitiveness. Benchmarking is considered not only as a tool for identifying best practices but also as a strategic management mechanism that enables companies to systematically compare their performance with leaders of the industry, identify gaps, and transform weaknesses into opportunities for business processes improvement. The study highlights the key principles of building a competitiveness management system, including the integration of strategic and operational levels, the formation of monitoring indicators, the adaptation of best market practices, and the implementation of continuous improvement mechanisms. An algorithm of competitive benchmarking for implementation in the system for managing the competitiveness of an enterprise has been proposed. According to this algorithm, a benchmarking analysis of an agricultural enterprise was performed on the basis of expert assessment, an integral indicator of competitiveness was calculated and proposals were provided for the implementation of modern management solutions based on the best practices of competitors in the activities of the enterprise. Agrarian industry is used as an example to demonstrate the practical application of benchmarking, showing how enterprises can increase efficiency, optimize costs, improve product quality, and strengthen market positions. The results prove that a benchmarking-based competitiveness management system provides enterprises with strategic advantages, allows them to anticipate changes in consumer preferences and market conditions, and promotes innovation. Such an approach not only contributes to enhancing competitive positions but also ensures long-term development in conditions of uncertainty and global competition.

The article offers a comprehensive, evidence-based analysis of how Ukraine’s transport-logistics crisis, triggered by Russia’s full-scale invasion, paradoxically creates an extraordinary window for systemic economic modernisation. It demonstrates that wartime destruction of rail, roads, bridges and Black-Sea ports—while causing immediate losses—also accelerates integration with the European Union, unlocks new investment flows and forces the adoption of innovative, greener technologies. Drawing on 2023 data from Ukraine’s Ministry of Infrastructure, Ukrzaliznytsia and the European Logistics Association, the study quantifies the damage: 30% of eastern rail lines need full reconstruction, 20% of electric locomotives are idle because of power cuts, average delivery times to EU markets have risen by 40–50% and logistics costs are up 30–40%. Export revenues collapsed in H1 2022 and, despite partial recovery in 2023-2024, remain far below pre-war levels. Steel, historically 80% of EU semi-finished imports from Ukraine and Russia combined, fell by 2.8% in volume and 23% in value in 2023, while metallurgical plants operate at only 20–75% capacity. The blockade of Odesa, Chornomorsk and Mariupol redirected 70% of cargo flows to congested rail and road corridors through Poland, Romania and Slovakia, exposing bottlenecks that the paper maps in detail. Yet the study argues that necessity is driving strategic reorientation. Ukraine is rapidly becoming a key east-west transit hub and is negotiating critical-minerals partnerships with the United States and the EU. The country hosts 8,700 deposits encompassing 117 of the 120 minerals critical to modern industry; among them are world-class reserves of rare-earth elements (REEs), lithium, titanium and graphite vital for electronics, renewable energy, batteries and defence. The paper provides granular geological and economic data for the Yastrubetske (Zhytomyr region) and Mostove (Kirovohrad region) REE deposits. Yastrubetske alone contains 150 kt of REE oxides—dominantly neodymium, lanthanum and cerium—and could generate annual export earnings of USD 15–30 million while covering 10–15% of domestic demand. Mostove, a niobium-tantalum-rich carbonatite complex, adds another 50 kt of REEs, though both projects face ore grades below 0.3% and require capital-intensive, environmentally sensitive processing. Estimated start-up investments range from USD 200–500 million per site. The analysis frames these resource endowments within a broader geopolitical context. A prospective Ukraine-US “Critical Minerals Agreement” would diversify Western supply chains away from China, unlock US technology and finance, and channel royalties into a jointly managed Reconstruction Investment Fund. The paper stresses, however, that success hinges on solving acute logistical constraints: underdeveloped local roads and rail, regulatory delays, environmental risks in the Polissia forest zone, and proximity to active combat areas. It therefore proposes an integrated strategy combining infrastructure modernisation, transparent licensing, security guarantees, EU-compliant environmental standards and workforce training in geology and mining sciences. By synthesising trade statistics, geological surveys and policy documents, the article concludes that Ukraine’s simultaneous crises in transport and traditional exports can catalyse a high-tech, resource-driven recovery. If Kyiv secures long-term financing, advanced processing technologies and reliable corridors to EU markets, the country can transform from a war-torn logistics victim into a resilient, green-industry powerhouse and a critical supplier in global clean-tech value chains.

The article examines the theoretical and practical foundations of import substitution. As a result of a comparative analysis, the essence of the concept of “import substitution” is examined and the peculiarities of scientists' definitions are highlighted. Summarizing existing scientific research, the theoretical basis of import substitution is supplemented with the author's definition. Import substitution is proposed to be understood as a process, as a strategy of an enterprise based on the principles of efficiency and economic feasibility of import substitution within the framework of a comprehensive state policy and aimed at improving the efficiency of production, logistics, and innovation processes at the enterprise. The article considers the historical aspects of import substitution. The main groups of import substitution strategies that exist in global practice are described, along with their characteristics and the tools for achieving the expected results. Among them, the following groups are highlighted: strategy for relatively underdeveloped domestic industries; development and creation of new domestic industries; stimulation of new promising domestic industries that will increase the volume of products for the domestic market and for export in the future. It is noted that import substitution by industry can be classified into three categories: substitution of imported resources, especially energy resources; substitution of consumer goods; substitution of goods intended for production. The main groups of import substitution strategies that exist in global practice are described, along with their characteristics and the tools for achieving the expected results. Among them, the following groups are highlighted: strategy for relatively underdeveloped domestic industries; development and creation of new domestic industries; stimulation of new promising domestic industries that will increase the volume of products for the domestic market and for export in the future. It is noted that import substitution by industry can be classified into three categories: substitution of imported resources, especially energy; substitution of consumer goods; substitution of goods intended for production.

How can logistics companies effectively enter international markets without establishing costly physical infrastructure or long-term local operations? The answer increasingly lies in the strategic implementation of digital marketing tools. This article investigates the role of digital marketing as a key driver and enabler of international expansion for logistics service providers in today’s rapidly digitizing global economy. It highlights how digital marketing transforms traditional B2B logistics strategies by offering scalable, flexible, and measurable solutions for market entry and customer engagement. The study examines the functionality of core digital instruments such as search engine optimization (SEO), pay-per-click (PPC) advertising, targeted social media campaigns (LinkedIn, Facebook), email marketing, content strategies, and CRM-integrated analytics. Through these tools, logistics companies can overcome information barriers, tailor offerings to diverse audiences, and maintain competitiveness even in the absence of physical presence. A comprehensive case study of Nova Poshta’s expansion into the European Union showcases how a localized and omnichannel digital marketing strategy—grounded in strong performance metrics such as ROI, ROAS, CTR, and CPL—generated measurable impact: increasing website traffic by over 40%, boosting lead conversion rates, and achieving over 200% return on investment in the first year. Furthermore, the article emphasizes the importance of legal and ethical compliance with international data protection regulations, including GDPR and ePrivacy directives, and discusses how logistics firms must develop robust cookie policies, transparent data practices, and consent mechanisms. The findings demonstrate that digital ecosystems are not merely promotional tools but essential infrastructure for supporting sustainable international growth. The research concludes with a strategic framework adaptable to other emerging market logistics operators aiming to leverage digital transformation to build global visibility, reduce entry costs, and scale operations efficiently in an intensely competitive landscape.

The implementation and formation of various mechanisms—economic, managerial, organizational, legal, political, institutional, and social—in Ukraine face significant challenges. These are primarily driven by the ongoing military aggression and transformative processes in politics and governance. Structural issues, compounded by war-related restrictions and limited opportunities, impede progress in state policy formulation and legal frameworks. To overcome these hurdles, it's crucial to foster political consensus, strengthen institutional stability, and rationally mobilize available resources. Despite the obstacles, the development of new and the transformation of existing public administration mechanisms remain vital. Ukraine has demonstrated remarkable potential to maintain its independence, stability, and long-term development even under adverse external and internal pressures. Ensuring the evolution of new organizational and legal mechanisms—through reform, transformation, or adaptation—is paramount for national progress. This is especially true given Ukraine's geopolitical position as one of Europe's largest states, confronting large-scale challenges. This article explores the conceptualization of mechanisms and their varieties, focusing on opportunities for creating and adapting them within Ukraine's public administration. The core objective is to establish an effective, sustainable system of mechanisms that ensures proper public management and administration. Proposed mechanisms must consider three key aspects: Identification of main threats and risks, formation of a multi-level management system, involvement of civil society in implementing strategic tasks. The article details current implementation problems and development prospects for public administration mechanisms in Ukraine amidst ongoing military aggression and complex political shifts. Existing structural shortcomings, exacerbated by external military threats and internal resource constraints, significantly hinder the effectiveness of state policy and its regulatory and legal support. Particular attention is given to economic, managerial, organizational, legal, political, institutional, and social mechanisms, emphasizing their adaptation to modern challenges for sustainable national development. The research conceptualizes "mechanism" in public administration, revealing its characteristics and functional purpose, alongside an attempt at typologization. The strategic importance of developing and implementing new organizational and legal mechanisms based on flexibility, stability, and effectiveness is highlighted. An integrative model for a multi-level management system is proposed. This model includes meticulous risk identification, strengthening the institutional capacity of state bodies, and active participation of civil society in developing and implementing strategic initiatives. Analysis reveals significant potential for progressive development of Ukraine's public administration system, even amidst its complex geopolitical situation and internal contradictions. Creating an effective system of diverse mechanisms is a key factor for ensuring national security, social cohesion, and balanced state development in the long term.

The article examines the position profile as a modern administrative technology that integrates personnel management functions, business process administration, and the regulation of social and labor relations within organizations. The relevance of this study is driven by the need to enhance labor productivity, strengthen managerial controllability, and improve interaction between departments in the context of a complex socio-economic environment. In administrative management, which plays a key role in ensuring organizational stability, increasing importance is attached to tools capable of combining functional monitoring with the development of employee competencies. One such tool is the position profile – a management matrix that integrates descriptions of expected work outcomes, an evaluation system, a competency profile, and the logic of internal interactions. Moreover, its implementation contributes to strengthening social and labor relations through the clear definition of roles and transparency of expectations. The author developed a model of a position profile for an administrative manager based on a methodology presented by HR expert A. Zhuravel (Changers company). The model was built in line with the principles of results-based management and the competency-based approach. This made it possible to create a tool capable of aligning the strategic goals of the organization with the operational activities of staff while providing an effective evaluation system. Particular emphasis was placed on aligning expected work outcomes with relevant competencies, which enhances managerial consistency and simplifies planning, motivation, and development processes. The article also compares the position profile with the traditional job description. A hypothetical assessment of managerial potential revealed that the position profile significantly outperforms the job description in such criteria as clarity of expectations, presence of KPIs, support for competency development, and adaptability. The findings suggest that the position profile can be recommended as a next-generation administrative management tool that combines normative structure with dynamic management processes. Its implementation not only optimizes administrative functions but also fosters trust, transparency, and a balance of interests within the system of social and labor relations. Future research should focus on empirically studying the impact of position profiles on the effectiveness of administrative processes, employee engagement levels, and the quality of internal coordination in Ukrainian organizations. Another promising area involves exploring the integration of position profiles into digital HRM systems to support sustainable competency development and strengthen social and labor relations.

Mergers and acquisitions (M&A) serve as an important tool for the strategic growth of companies. They enable businesses to enter new markets, increase productivity, and strengthen their positions in a competitive environment. These processes play a significant role in the global economy and have a substantial impact on both individual companies and entire business sectors, highlighting the relevance of the topic. The aim of this study is to analyze the main aspects of merger and acquisition processes, their impact on companies and the market, as well as to examine key trends in the M&A sphere. The article outlines the major historical waves (stages) of mergers and acquisitions. Since 1887, seven such waves have been identified. The peak of M&A growth in the current century occurred in 2015. Companies began focusing on strategic mergers to enhance efficiency and gain access to new markets. Technological firms played a significant role, actively investing in startups and innovative projects. The main drivers of this growth were the financial, pharmaceutical, and energy sectors. Geopolitical events in 2022, such as the war in Ukraine and sanctions against the Russian Federation, had a negative impact on the global M&A market, significantly reducing its activity. Current trends in the M&A market point to increased interest in technology deals, innovative sectors, and projects aimed at sustainable development. Despite challenging macroeconomic conditions and wartime pressures, the Ukrainian M&A market remains resilient, and Ukrainian companies are actively strengthening their presence in international markets. This is particularly evidenced by such cross-border deals as: the acquisition of Creatio by U.S.-based Sapphire Ventures, StepStone Group, and Volition Capital (deal value – USD 200 million); Datagroup-Volia by French NJJ Capital (deal value – USD 120 million); the United Mining and Chemical Company by Azerbaijani NEQSOL Holding (deal value – USD 95 million). Thus, mergers and acquisitions continue to play a significant role in driving economic growth. Competent management of M&A processes can ensure long-term development, enhanced competitiveness, and increased innovation within companies.

The article presents an approach to developing a strategy for ensuring enterprise competitiveness based on the benchmarking analysis results. The object of the study is the IMT Academy, a company operating in the field of short-term IT education. In the context of economic instability caused by martial law and an increasingly competitive market, the need for a comprehensive competitive strategy as part of the competitiveness management system is identified. Benchmarking analysis revealed competitive advantages and weaknesses compared to the main market players. Key advantages of IMT Academy include competitive pricing transparency, high relevance of educational programs, strong instructional quality, detailed course materials, and high-quality support. The professional credibility of instructors, combined with clear and appealing website design, further strengthens the competitive position of the company. Weaknesses such as lack of trial lessons, lower brand awareness, and insufficient social media activity are also addressed. As a result, a cost focus strategy within a defined market segment, according to M. Porter's typology, is recommended as for enhancing competitiveness at a basis of applying best practices of competitors is substantiated. Implementation measures include marketing, organizational, and communication tools. The paper provides folowing strategic recommendations: implementing payment in installments from the bank; career support initiatives; structured marketing communication planning in order to increase brand awareness, by attracting banner advertising channels, video advertising and advertising in social networks; developing a plan for activity on social networks, in particular on Instagram, and low-budget social media campaigns. It is proposed that IMT Academy deepen its presence in high-demand micro-niches and invest in content scalability through modern technologies. The implementation of the cost focus strategy, supported by benchmarking insights, is expected to enhance the company's ability to improve its market position.

The article carries out a comprehensive study of marketing strategies for intensifying economic relations developing in the service sector, in particular, the promotion of services themselves, which takes place through the use of marketing mechanisms and tools in international markets. Thus, since 2019, when the global Covid epidemic has made significant adjustments not only to the methods of selling goods but also to the provision of services, the issue of competition between service providers and the effectiveness of marketing as a method of promotion has become relevant. Today, the state of international economic relations is accompanied by a dynamic increase in the pace of development of the world economy, an important component of which is international marketing, and in the current economic paradigms of the world, characterized by the instability of the external environment, competition and at the same time deepening economic crisis and increasing business risks, effective strategic management of marketing activities at the international level is becoming especially important, and one of the main means of counteracting increased competition is international marketing. The service sector is no exception, where the levers of competition and effective promotion in international markets are taking into account cultural peculiarities, unifying services accordingly, taking into account language and mental adaptation, legal norms and the technological aspect (important for the digital and digital services sector at the international level). In fact, international marketing in the service sector is the implementation of effective methods of development, promotion and implementation, and constant changes in the competitive environment necessitate the development of an international marketing mechanism in the service sector. International marketing in the service sector involves not only the effective implementation and promotion of products, but also the continuous improvement of strategies in view of dynamic changes in the competitive environment. In view of this, there is a need to form a flexible and comprehensive international marketing mechanism that would take into account the peculiarities of globalization, local markets and technological trends. Implementation of such approaches provides service sector enterprises with the opportunity to successfully compete, develop and adapt to the requirements of different countries and cultures, increasing the overall efficiency and sustainability of business in the international arena.