The essence of the concept of "consumer behavior" has been studied. Factors influencing it have been identified, including personal preferences, needs, values, and external influences such as advertising, marketing activities, and social factors. Such groups of influencing factors on consumer behavior are characterized, such as: demographic characteristics, psychological factors, social factors, marketing factors (including marketing pricing). Their role in the formation of the purchase decision is determined. The place of marketing pricing in the model of consumer behavior is presented, which provides an understanding of how and why decisions are made to purchase goods or services, how consumers react to various marketing techniques, and which of them the company can apply. Thanks to their use, a better understanding of the behavior of consumers in choosing and purchasing products is achieved, and hence, more effective use of marketing tools. It is noted that a seller who understands the mechanisms of irrational consumer behavior can present goods in such a way as to convince the buyer to give them a higher rating. Four directions of research into irrational consumer behavior are characterized: perception of percentage differences, perception of unrounded endings, influence of relative prices, influence of perception. Management of consumer behavior taking into account marketing pricing includes the use of pricing strategies and tactics to influence consumer decisions about purchasing goods or services. The authors characterized some of these approaches, in particular, price differentiation, price-quality strategy, price leadership strategy, promotions and discounts, free offers, dynamic pricing. It is noted that the buyer's perception of the product price directly affects the sales efficiency and the seller's profitability. Therefore, the marketing department of any firm must be able to predict and model the possible reaction of the consumer to the chosen price strategy, as well as take into account as many psychological factors as possible during its development. Methods of managing consumer behavior based on marketing pricing are highlighted.
{"title":"CONSUMER BEHAVIOR MANAGEMENT ON THE BASIS OF MARKETING PRICING","authors":"Tetiana Diadyk, Viktoria Danylenko, Olha Reshetnikova","doi":"10.32782/2224-6282/186-6","DOIUrl":"https://doi.org/10.32782/2224-6282/186-6","url":null,"abstract":"The essence of the concept of \"consumer behavior\" has been studied. Factors influencing it have been identified, including personal preferences, needs, values, and external influences such as advertising, marketing activities, and social factors. Such groups of influencing factors on consumer behavior are characterized, such as: demographic characteristics, psychological factors, social factors, marketing factors (including marketing pricing). Their role in the formation of the purchase decision is determined. The place of marketing pricing in the model of consumer behavior is presented, which provides an understanding of how and why decisions are made to purchase goods or services, how consumers react to various marketing techniques, and which of them the company can apply. Thanks to their use, a better understanding of the behavior of consumers in choosing and purchasing products is achieved, and hence, more effective use of marketing tools. It is noted that a seller who understands the mechanisms of irrational consumer behavior can present goods in such a way as to convince the buyer to give them a higher rating. Four directions of research into irrational consumer behavior are characterized: perception of percentage differences, perception of unrounded endings, influence of relative prices, influence of perception. Management of consumer behavior taking into account marketing pricing includes the use of pricing strategies and tactics to influence consumer decisions about purchasing goods or services. The authors characterized some of these approaches, in particular, price differentiation, price-quality strategy, price leadership strategy, promotions and discounts, free offers, dynamic pricing. It is noted that the buyer's perception of the product price directly affects the sales efficiency and the seller's profitability. Therefore, the marketing department of any firm must be able to predict and model the possible reaction of the consumer to the chosen price strategy, as well as take into account as many psychological factors as possible during its development. Methods of managing consumer behavior based on marketing pricing are highlighted.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135651979","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.32782/2224-6282/186-11
Serhii Matusiak, Oksana Brodovska, Iryna Zvarych
Introduction. This article is part of a study of the trend of unconditional change in the automotive industry and part of the electric power industry, which is currently taking place and will transform the world economy in the future. It concerns the transition of the market of cars with internal combustion engines to cars with electric motors and battery power systems (BEVs). The article examines the reasons for the transition of the global and European automotive industry to electric vehicles, the dynamics of this process in recent years, as well as methods of stimulating the transition to BEVs in different European countries, including tax incentives and other means of stimulating the purchase of environmentally friendly cars. Objective. To determine the most effective methods of stimulating the electric car market to replicate the positive experience in Ukraine. Research methods. To study the effectiveness of various methods of stimulating demand for electric vehicles, the main incentives (tax breaks, reduction of certain types of fees, compensation for the purchase of BEVs and electric charging stations, cashback, etc.) in different European countries (EU and EFTA) were analyzed. These incentives were compared with the existing results of the electric vehicle market in recent years and the nearest reporting period of the year. Conclusions on the effectiveness of the incentives were drawn. Results. The analysis showed that the best rates of electric car adoption in the country were achieved by the most economically developed countries in Europe, which are located in the north or west of the continent. In addition, the market share of electric vehicles compared to traditional cars with internal combustion engines is higher where incentives have been introduced for a long time, for ten years or more. These incentives were tangible for consumers who chose cars with different drive systems. Prospects for further research. The trend of switching to environmentally friendly vehicles is inevitable for Europe and Ukraine. Based on the experience of introducing electromobilization in developed European countries, it is necessary to create our own system of incentives and benefits for the transition to electric vehicles, to determine the priority areas of the industry.
{"title":"ELECTROBILIZATION IN WESTERN EUROPE: CAUSES AND CONSEQUENCES DEPENDING ON THE INCENTIVE POLICIES OF DIFERENT COUNTRIES","authors":"Serhii Matusiak, Oksana Brodovska, Iryna Zvarych","doi":"10.32782/2224-6282/186-11","DOIUrl":"https://doi.org/10.32782/2224-6282/186-11","url":null,"abstract":"Introduction. This article is part of a study of the trend of unconditional change in the automotive industry and part of the electric power industry, which is currently taking place and will transform the world economy in the future. It concerns the transition of the market of cars with internal combustion engines to cars with electric motors and battery power systems (BEVs). The article examines the reasons for the transition of the global and European automotive industry to electric vehicles, the dynamics of this process in recent years, as well as methods of stimulating the transition to BEVs in different European countries, including tax incentives and other means of stimulating the purchase of environmentally friendly cars. Objective. To determine the most effective methods of stimulating the electric car market to replicate the positive experience in Ukraine. Research methods. To study the effectiveness of various methods of stimulating demand for electric vehicles, the main incentives (tax breaks, reduction of certain types of fees, compensation for the purchase of BEVs and electric charging stations, cashback, etc.) in different European countries (EU and EFTA) were analyzed. These incentives were compared with the existing results of the electric vehicle market in recent years and the nearest reporting period of the year. Conclusions on the effectiveness of the incentives were drawn. Results. The analysis showed that the best rates of electric car adoption in the country were achieved by the most economically developed countries in Europe, which are located in the north or west of the continent. In addition, the market share of electric vehicles compared to traditional cars with internal combustion engines is higher where incentives have been introduced for a long time, for ten years or more. These incentives were tangible for consumers who chose cars with different drive systems. Prospects for further research. The trend of switching to environmentally friendly vehicles is inevitable for Europe and Ukraine. Based on the experience of introducing electromobilization in developed European countries, it is necessary to create our own system of incentives and benefits for the transition to electric vehicles, to determine the priority areas of the industry.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135652466","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.32782/2224-6282/186-16
Ilona Babukh, Kateryna Fen
The article examines the risks associated with marketing activities in enterprises. Implementing such activities amidst significant market uncertainty comes with risks, and the marketing service of an enterprise must diagnose and minimize their negative consequences. Risk analysis in marketing activities necessitates systematic marketing information, which marketers identify from various sources. Marketing risk analysis involves a specific sequence of actions wherein marketing specialists, understanding the company's specifics, identify marketing risks, their types, sources, and the factors that influence them, as well as the losses they may cause. Marketing theory and practice have developed a classification of marketing risks based on various criteria. This classification assists specialists in determining risk types, their numbers, and occurrence dynamics. Of utmost importance is analyzing the sources and factors of marketing risks - the causes or driving forces that generate risks. Moreover, analyzing losses from marketing risks is crucial, including determining the amount of losses by type and source of risks, and identifying sources of compensation, particularly those covered by insurance companies. The final stage of marketing risk analysis involves assessing the effectiveness of measures taken to overcome the consequences of these risks. Typically, marketing analysis includes an analytical report on marketing risks, grouping risk countermeasures by type, enabling the company's management to implement an effective policy. In modern conditions, each company develops its risk management system in marketing, based on risk analysis, with certain approaches fully and consistently disclosed in the international risk management standard ISO 31000:2009. The domestic market, with its specific characteristics, creates a comprehensive system of marketing risks for Ukrainian enterprises. Consequently, conducting a modern analysis and devising a set of special measures based on it will enable Ukrainian companies to develop and strengthen their market positions.
{"title":"IDENTIFICATION OF RISKS IN THE MARKETING ANALYSIS OF AN ENTERPRISE","authors":"Ilona Babukh, Kateryna Fen","doi":"10.32782/2224-6282/186-16","DOIUrl":"https://doi.org/10.32782/2224-6282/186-16","url":null,"abstract":"The article examines the risks associated with marketing activities in enterprises. Implementing such activities amidst significant market uncertainty comes with risks, and the marketing service of an enterprise must diagnose and minimize their negative consequences. Risk analysis in marketing activities necessitates systematic marketing information, which marketers identify from various sources. Marketing risk analysis involves a specific sequence of actions wherein marketing specialists, understanding the company's specifics, identify marketing risks, their types, sources, and the factors that influence them, as well as the losses they may cause. Marketing theory and practice have developed a classification of marketing risks based on various criteria. This classification assists specialists in determining risk types, their numbers, and occurrence dynamics. Of utmost importance is analyzing the sources and factors of marketing risks - the causes or driving forces that generate risks. Moreover, analyzing losses from marketing risks is crucial, including determining the amount of losses by type and source of risks, and identifying sources of compensation, particularly those covered by insurance companies. The final stage of marketing risk analysis involves assessing the effectiveness of measures taken to overcome the consequences of these risks. Typically, marketing analysis includes an analytical report on marketing risks, grouping risk countermeasures by type, enabling the company's management to implement an effective policy. In modern conditions, each company develops its risk management system in marketing, based on risk analysis, with certain approaches fully and consistently disclosed in the international risk management standard ISO 31000:2009. The domestic market, with its specific characteristics, creates a comprehensive system of marketing risks for Ukrainian enterprises. Consequently, conducting a modern analysis and devising a set of special measures based on it will enable Ukrainian companies to develop and strengthen their market positions.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135652469","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The article examines the impact of Russian military aggression in 2014 on the development of human capital in the regions of Ukraine. The author’s understanding of the socio-economic category "human capital" is presented. In order to build an integral indicator of the level of development of human capital in the region, it is proposed to consider the following structural components and partial primary diagnostic indicators of this capital: economic-demographic component, educational-scientific component, medical-biological component, socio-cultural component. Due to the fact that before and after the full-scale invasion of Russian troops into Ukraine on February 24, 2022, the available statistical data on this capital in open sources are not the same, the research was carried out on the basis of annual data only for the years 2013-2020. The article examines this influence using an approach that consists in using the methods of multidimensional statistical analysis, in particular, the method of constructing an integral summarizing indicator, to perform calculations. The results of the study showed that the Russian military aggression in 2014 had a significant negative impact on the development of human capital in the regions of Ukraine.
{"title":"IMPACT OF RUSSIAN MILITARY AGGRESSION ON THE DEVELOPMENT OF HUMAN CAPITAL IN THE REGIONS OF UKRAINE","authors":"Vasyl Pryimak, Vitalii Holovnov, Sofiia Pylypovych","doi":"10.32782/2224-6282/186-18","DOIUrl":"https://doi.org/10.32782/2224-6282/186-18","url":null,"abstract":"The article examines the impact of Russian military aggression in 2014 on the development of human capital in the regions of Ukraine. The author’s understanding of the socio-economic category \"human capital\" is presented. In order to build an integral indicator of the level of development of human capital in the region, it is proposed to consider the following structural components and partial primary diagnostic indicators of this capital: economic-demographic component, educational-scientific component, medical-biological component, socio-cultural component. Due to the fact that before and after the full-scale invasion of Russian troops into Ukraine on February 24, 2022, the available statistical data on this capital in open sources are not the same, the research was carried out on the basis of annual data only for the years 2013-2020. The article examines this influence using an approach that consists in using the methods of multidimensional statistical analysis, in particular, the method of constructing an integral summarizing indicator, to perform calculations. The results of the study showed that the Russian military aggression in 2014 had a significant negative impact on the development of human capital in the regions of Ukraine.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135649013","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-01DOI: 10.32782/2224-6282/153-25
Ievhen Bazhenkov
The article considered the conceptual factors of controlling in the educational management system. The concept of "Strategic management in the field of education" was defined. One of the ways of effective strategic management in the educational sector was determined. The concept of "Controlling" was defined. The factors on which controlling should be formed were listed. Such factors are diagnostics, analysis, evaluation and control of activities in the intra-industry environment. The importance of using controlling in the educational field was analyzed. Concepts were listed that visualized approaches to the essence of controlling in the educational field. The concept of "System" was defined. The essential features of the controlling system were singled out. The structure of the controlling system in the educational field was illustrated. The goals that the controlling system in the educational field should contribute to were listed. The instrumental provision of controlling in the system of strategic management of the educational sector was illustrated. The tools to be used in strategic planning in the strategic management system were listed. The advantages of SWOT analysis were highlighted. The GAP analysis was analyzed as a strategic tool that explores the gaps between the opportunities and goals of the educational sector. The formula for evaluating the effectiveness of controlling in the educational field was presented. The factors on which the effectiveness of the application of controlling in the system of strategic management of the educational sector depends are singled out. Such a factor is intra-branch management, which is interested in implementing this tool. The competency approach was analyzed as the ability of employees to effectively apply knowledge and skills both in interpersonal relationships and in professional situations. The elements of methodological support of controlling in the system of strategic management of the educational sector were listed. The main needs for the creation and functioning of the controlling system in the educational sector were highlighted. Conclusions were made regarding controlling in the system of strategic management of the educational sector, its importance and role.
{"title":"КОНЦЕПТУАЛЬНІ ФАКТОРИ КОНТРОЛІНГУ В СИСТЕМІ СТРАТЕГІЧНОГО УПРАВЛІННЯ ОСВІТНЬОЇ ГАЛУЗІ","authors":"Ievhen Bazhenkov","doi":"10.32782/2224-6282/153-25","DOIUrl":"https://doi.org/10.32782/2224-6282/153-25","url":null,"abstract":"The article considered the conceptual factors of controlling in the educational management system. The concept of \"Strategic management in the field of education\" was defined. One of the ways of effective strategic management in the educational sector was determined. The concept of \"Controlling\" was defined. The factors on which controlling should be formed were listed. Such factors are diagnostics, analysis, evaluation and control of activities in the intra-industry environment. The importance of using controlling in the educational field was analyzed. Concepts were listed that visualized approaches to the essence of controlling in the educational field. The concept of \"System\" was defined. The essential features of the controlling system were singled out. The structure of the controlling system in the educational field was illustrated. The goals that the controlling system in the educational field should contribute to were listed. The instrumental provision of controlling in the system of strategic management of the educational sector was illustrated. The tools to be used in strategic planning in the strategic management system were listed. The advantages of SWOT analysis were highlighted. The GAP analysis was analyzed as a strategic tool that explores the gaps between the opportunities and goals of the educational sector. The formula for evaluating the effectiveness of controlling in the educational field was presented. The factors on which the effectiveness of the application of controlling in the system of strategic management of the educational sector depends are singled out. Such a factor is intra-branch management, which is interested in implementing this tool. The competency approach was analyzed as the ability of employees to effectively apply knowledge and skills both in interpersonal relationships and in professional situations. The elements of methodological support of controlling in the system of strategic management of the educational sector were listed. The main needs for the creation and functioning of the controlling system in the educational sector were highlighted. Conclusions were made regarding controlling in the system of strategic management of the educational sector, its importance and role.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134083973","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-30DOI: 10.32782/2224-6282/168-1
N. Buniak
The article examines the features of a network organization of innovative activity. A definite trend of development of a knowledge economy is the shift towards partnerships in the innovation sphere. In the work it is determined that many problems associated with creating an enabling environment for activating innovative processes on the basis of network interaction are still poorly studied. It makes appropriate to carry out further research in this sphere. The network form of interaction bases on the principles of equal partnership, agreed in time and space of behavior of participants. It brings together the whole process of developing, producing and disseminating innovations. A typical network structure is an open system that consists of a set of interconnected elements (participants). They interact and exchange information to create and enhance competitive advantage, have roughly equal access to core resources, and have equal direct relations with other participants. They all get benefit from network interaction, regardless of their size and type of activity. The formation of innovation networks is a complex process that involves the selection and voluntary integration of stakeholders into a single network. Modern innovation networks are based on the concept of open innovation, which involves the use of external ideas and technologies while allowing other stakeholders to use their own ideas. The process of formation of innovation networks involves the emergence of the initiator bringing together a number of enterprises in the efficient production of innovation. The network structure is a modern model for the redistribution of tangible and intangible assets, allowing its participants to reduce time and material costs to adapt to market conditions. The presence of horizontal links and the sharing of available resources significantly accelerates the process of transforming scientific knowledge into innovation and its commercialization. Increasing the interaction between participants leads to the accumulation of innovation potential and the activation of innovative processes.
{"title":"FEATURES OF A NETWORK ORGANIZATION OF INNOVATIVE ACTIVITY","authors":"N. Buniak","doi":"10.32782/2224-6282/168-1","DOIUrl":"https://doi.org/10.32782/2224-6282/168-1","url":null,"abstract":"The article examines the features of a network organization of innovative activity. A definite trend of development of a knowledge economy is the shift towards partnerships in the innovation sphere. In the work it is determined that many problems associated with creating an enabling environment for activating innovative processes on the basis of network interaction are still poorly studied. It makes appropriate to carry out further research in this sphere. The network form of interaction bases on the principles of equal partnership, agreed in time and space of behavior of participants. It brings together the whole process of developing, producing and disseminating innovations. A typical network structure is an open system that consists of a set of interconnected elements (participants). They interact and exchange information to create and enhance competitive advantage, have roughly equal access to core resources, and have equal direct relations with other participants. They all get benefit from network interaction, regardless of their size and type of activity. The formation of innovation networks is a complex process that involves the selection and voluntary integration of stakeholders into a single network. Modern innovation networks are based on the concept of open innovation, which involves the use of external ideas and technologies while allowing other stakeholders to use their own ideas. The process of formation of innovation networks involves the emergence of the initiator bringing together a number of enterprises in the efficient production of innovation. The network structure is a modern model for the redistribution of tangible and intangible assets, allowing its participants to reduce time and material costs to adapt to market conditions. The presence of horizontal links and the sharing of available resources significantly accelerates the process of transforming scientific knowledge into innovation and its commercialization. Increasing the interaction between participants leads to the accumulation of innovation potential and the activation of innovative processes.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127552413","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-30DOI: 10.32782/2224-6282/168-18
U. Vatamanyuk-Zelinska, I. Pedchenko
The article analyzes the meaning of the concept of "public debt" according to the views of domestic and foreign scholars. The essence of this term according to norms of the Budget code of Ukraine is investigated. The activity of public authorities in the management of debt obligations of our state is considered. The state and dynamics of public debt of Ukraine for the period 2015-2019 are studied. The structure of public debt of Ukraine according to its division into external and internal is analyzed, and the shares of external and domestic debt in the total amount of public and state-guaranteed debt are determined. The dynamics of public debt obligations in terms of the amount of public and state-guaranteed debt is shown. The structure of external and internal debts of the state budget of Ukraine to the main creditors and the dynamics of payments for its repayment are described. The dynamics of the ratio of public debt to GDP of Ukraine is calculated and analyzed. The activity of a new state structure – the Debt Agency of Ukraine – in the field of debt management of our state has been studied. It is determined that a significant problem of the state is to ensure the debt burden. Ways to solve the problem of debt burden are proposed, among which an important measure is proposed – to strengthen control over the effective use of borrowed projects. It is determined that the best step in improving the system of management of debt obligations of the state can be stimulated the development of the internal capital market with the involvement of private reorientation from external to internal prevention. In modern conditions, both market economies and developing countries have inherent needs for additional funds to cover the budget deficit. This situation necessitates the constant search for additional sources of financing government liabilities, in particular, such as loans. Thus, the additional funds raised make it possible to increase total expenditures under conditions of lower national income only through a balanced and effective government policy in the field of borrowing. However, the downside of debt obligations is that sooner or later they must be repaid and interest paid for the use of these borrowed funds. The purpose of the study is to determine the structure and dynamics of public debt of Ukraine, as well as the features of its repayment.
{"title":"DEBT OBLIGATIONS OF THE STATE: STATISTICAL ANALYSIS","authors":"U. Vatamanyuk-Zelinska, I. Pedchenko","doi":"10.32782/2224-6282/168-18","DOIUrl":"https://doi.org/10.32782/2224-6282/168-18","url":null,"abstract":"The article analyzes the meaning of the concept of \"public debt\" according to the views of domestic and foreign scholars. The essence of this term according to norms of the Budget code of Ukraine is investigated. The activity of public authorities in the management of debt obligations of our state is considered. The state and dynamics of public debt of Ukraine for the period 2015-2019 are studied. The structure of public debt of Ukraine according to its division into external and internal is analyzed, and the shares of external and domestic debt in the total amount of public and state-guaranteed debt are determined. The dynamics of public debt obligations in terms of the amount of public and state-guaranteed debt is shown. The structure of external and internal debts of the state budget of Ukraine to the main creditors and the dynamics of payments for its repayment are described. The dynamics of the ratio of public debt to GDP of Ukraine is calculated and analyzed. The activity of a new state structure – the Debt Agency of Ukraine – in the field of debt management of our state has been studied. It is determined that a significant problem of the state is to ensure the debt burden. Ways to solve the problem of debt burden are proposed, among which an important measure is proposed – to strengthen control over the effective use of borrowed projects. It is determined that the best step in improving the system of management of debt obligations of the state can be stimulated the development of the internal capital market with the involvement of private reorientation from external to internal prevention. In modern conditions, both market economies and developing countries have inherent needs for additional funds to cover the budget deficit. This situation necessitates the constant search for additional sources of financing government liabilities, in particular, such as loans. Thus, the additional funds raised make it possible to increase total expenditures under conditions of lower national income only through a balanced and effective government policy in the field of borrowing. However, the downside of debt obligations is that sooner or later they must be repaid and interest paid for the use of these borrowed funds. The purpose of the study is to determine the structure and dynamics of public debt of Ukraine, as well as the features of its repayment.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126179101","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-23DOI: 10.32782/2224-6282/167-6
S. Nesterenko
The article forms the methodological basis for the use of strategic management technologies at the level of regional economic systems in order to ensure long-term competitive development. The need for a new policy and strategy for regulating territorial development was substantiated. Strategic management is the most important tool for solving problems of economic efficiency in the regions. The strategy of territorial development should determine the priorities and stages of restructuring the economy of the regions and the national economic space, and regional policy - to link specific measures to implement the strategy with all other areas of socio-economic policy and resource opportunities of the country. For strategic management of the region as a socio-economic system, it is necessary to consider its three components: social, environmental and economic, the defining of which is the latter. It consists of the results of a set of regional economic systems of individual enterprises engaged in production and economic activities, as well as a mechanism for managing regional resources in accordance with the objectives. Only the means of strategic management, which offers a sequence of actions to use the resources of a particular region, aimed at achieving the goals most desirable for each region, can ensure the stabilization and sustainable development of the region's economy. The object of strategic management in the work is the region - a complex and open socio-economic system, the subsystems of which are connected by a common goal - to create favorable economic, social, environmental conditions to improve the quality of life. The strategy of socio-economic development of the region can be considered both as a way to achieve the goals set in the strategy and as a form of territorial governance and economic activity, ensuring the effective development of regions in market conditions. Stages and specific tasks for the implementation of the territorial development strategy were proposed, taking into account the growing impact of global processes of the world economy. Particular attention is paid to the internal problems of the territorial development strategy.
{"title":"CONCEPTUAL PRINCIPLES OF STRATEGIC MANAGEMENT OF REGIONAL SYSTEMS FOR THE PURPOSE OF ENSURING COMPETITIVE DEVELOPMENT","authors":"S. Nesterenko","doi":"10.32782/2224-6282/167-6","DOIUrl":"https://doi.org/10.32782/2224-6282/167-6","url":null,"abstract":"The article forms the methodological basis for the use of strategic management technologies at the level of regional economic systems in order to ensure long-term competitive development. The need for a new policy and strategy for regulating territorial development was substantiated. Strategic management is the most important tool for solving problems of economic efficiency in the regions. The strategy of territorial development should determine the priorities and stages of restructuring the economy of the regions and the national economic space, and regional policy - to link specific measures to implement the strategy with all other areas of socio-economic policy and resource opportunities of the country. For strategic management of the region as a socio-economic system, it is necessary to consider its three components: social, environmental and economic, the defining of which is the latter. It consists of the results of a set of regional economic systems of individual enterprises engaged in production and economic activities, as well as a mechanism for managing regional resources in accordance with the objectives. Only the means of strategic management, which offers a sequence of actions to use the resources of a particular region, aimed at achieving the goals most desirable for each region, can ensure the stabilization and sustainable development of the region's economy. The object of strategic management in the work is the region - a complex and open socio-economic system, the subsystems of which are connected by a common goal - to create favorable economic, social, environmental conditions to improve the quality of life. The strategy of socio-economic development of the region can be considered both as a way to achieve the goals set in the strategy and as a form of territorial governance and economic activity, ensuring the effective development of regions in market conditions. Stages and specific tasks for the implementation of the territorial development strategy were proposed, taking into account the growing impact of global processes of the world economy. Particular attention is paid to the internal problems of the territorial development strategy.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"2000 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125725904","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-23DOI: 10.32782/2224-6282/167-15
O. Khalina, U. Nikonenko, Chrystyna Mandzinovska
The current realities of domestic printing companies reflect not only market trends in printing products, but also the peculiarities of doing business in conditions of fierce competition and a high degree of uncertainty, which creates the preconditions for managers to make risky decisions. Entrepreneurial risk is a concept that has long been entrenched in the minds of economists and entrepreneurs. This concept means the willingness of entrepreneurs to incur possible losses in exchange for possible profits that exceed that which can be obtained without risk. In addition, entrepreneurial risk implies a willingness to work in conditions of uncertainty, which in itself means that entrepreneurs accept risk as an integral part of business. Increasing demand for quality printing products necessitates the modernization of production and the use of new approaches to business organization. Any transformational changes in the process of leaving the printing company, but a new level of quality, is always associated with risk. That is why the analysis of the factors that determine the effectiveness of the risk management system of the printing company and highlight the main aspects of its operation, in our opinion, is a topical issue. Identification and analysis of factors that affect the effectiveness of the risk management system of the printing company, provides managers with the necessary information base for the formation of an effective risk management system, adapted to the specifics of the printing company. The risk management system of a printing company, provided it is built correctly, is able to minimize the negative impact of risk on the level of economic security and provide the conditions for stable operation of the enterprise. The study outlined the main factors that determine the features of the formation of the risk management system of the printing company and identified the main aspects that ensure its effectiveness. Given the significant potential of the printing industry and the dual nature of risk, the issue of effective risk management requires continued search for new approaches to minimize business risk, able to ensure the successful operation of the printing company, where the potential of the printing industry.
{"title":"THEORETICAL GENERALIZATION OF THE MAIN FACTORS OF INFLUENCE ON THE EFFICIENCY OF THE RISK MANAGEMENT SYSTEM OF A POLYGRAPHIC ENTERPRISE","authors":"O. Khalina, U. Nikonenko, Chrystyna Mandzinovska","doi":"10.32782/2224-6282/167-15","DOIUrl":"https://doi.org/10.32782/2224-6282/167-15","url":null,"abstract":"The current realities of domestic printing companies reflect not only market trends in printing products, but also the peculiarities of doing business in conditions of fierce competition and a high degree of uncertainty, which creates the preconditions for managers to make risky decisions. Entrepreneurial risk is a concept that has long been entrenched in the minds of economists and entrepreneurs. This concept means the willingness of entrepreneurs to incur possible losses in exchange for possible profits that exceed that which can be obtained without risk. In addition, entrepreneurial risk implies a willingness to work in conditions of uncertainty, which in itself means that entrepreneurs accept risk as an integral part of business. Increasing demand for quality printing products necessitates the modernization of production and the use of new approaches to business organization. Any transformational changes in the process of leaving the printing company, but a new level of quality, is always associated with risk. That is why the analysis of the factors that determine the effectiveness of the risk management system of the printing company and highlight the main aspects of its operation, in our opinion, is a topical issue. Identification and analysis of factors that affect the effectiveness of the risk management system of the printing company, provides managers with the necessary information base for the formation of an effective risk management system, adapted to the specifics of the printing company. The risk management system of a printing company, provided it is built correctly, is able to minimize the negative impact of risk on the level of economic security and provide the conditions for stable operation of the enterprise. The study outlined the main factors that determine the features of the formation of the risk management system of the printing company and identified the main aspects that ensure its effectiveness. Given the significant potential of the printing industry and the dual nature of risk, the issue of effective risk management requires continued search for new approaches to minimize business risk, able to ensure the successful operation of the printing company, where the potential of the printing industry.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133053939","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-26DOI: 10.32782/2224-6282/166-3
Liliia Makhova
The article considers the change of vectors of strategic development of TNCs under the influence of global transformation of the external environment due to technological innovations, economic globalization and demographic. A multipolar world has emerged, in which the vector of economic development is moving to Asia, where the main forces are China and India. It is substantiated that the rapid development of information technology radically changes the very essence of creating new values: the pace of technological change and mass introduction of innovations is growing, in high-tech industries knowledge is becoming a key resource. Globalization has changed the approaches of TNCs to the ratio of corporate development strategy and development strategies of certain business units. The activities of TNCs today are not characterized by the creation of new foreign industries, and the acquisition of existing promising firms. Economic power allows the largest modern TNCs to significantly push the boundaries of the company. It is determined that the characteristic features of modern TNCs are that they are diversified broadly diversified holding structures with huge economic capacity, which, along with the parent company includes numerous foreign branches and subsidiaries, occupying a dominant position in the process of creation. additional value and division of labor, which leads to obtaining and maintaining through transfer pricing and other special mechanisms of monopoly profits, which are characterized by the existence of a single title of global property, reflecting the formation of international (transnational) financial elite. At the same time, many features of global TNCs are determined by industry characteristics. It is concluded that TNCs are moving to a strategic transformation of their activities taking into account the needs of the information economy. The most important aspects of the activities of leading TNCs are related to innovation, financial operations, advanced management techniques, growth of intangible assets.
{"title":"CHANGING VECTORS OF TNC´S STRATEGIC DEVELOPMENT UNDER THE GLOBAL EXTERNAL ENVIRONMENTAL TRANSFORMATION","authors":"Liliia Makhova","doi":"10.32782/2224-6282/166-3","DOIUrl":"https://doi.org/10.32782/2224-6282/166-3","url":null,"abstract":"The article considers the change of vectors of strategic development of TNCs under the influence of global transformation of the external environment due to technological innovations, economic globalization and demographic. A multipolar world has emerged, in which the vector of economic development is moving to Asia, where the main forces are China and India. It is substantiated that the rapid development of information technology radically changes the very essence of creating new values: the pace of technological change and mass introduction of innovations is growing, in high-tech industries knowledge is becoming a key resource. Globalization has changed the approaches of TNCs to the ratio of corporate development strategy and development strategies of certain business units. The activities of TNCs today are not characterized by the creation of new foreign industries, and the acquisition of existing promising firms. Economic power allows the largest modern TNCs to significantly push the boundaries of the company. It is determined that the characteristic features of modern TNCs are that they are diversified broadly diversified holding structures with huge economic capacity, which, along with the parent company includes numerous foreign branches and subsidiaries, occupying a dominant position in the process of creation. additional value and division of labor, which leads to obtaining and maintaining through transfer pricing and other special mechanisms of monopoly profits, which are characterized by the existence of a single title of global property, reflecting the formation of international (transnational) financial elite. At the same time, many features of global TNCs are determined by industry characteristics. It is concluded that TNCs are moving to a strategic transformation of their activities taking into account the needs of the information economy. The most important aspects of the activities of leading TNCs are related to innovation, financial operations, advanced management techniques, growth of intangible assets.","PeriodicalId":232891,"journal":{"name":"Economic scope","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133178360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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