Kateryna Kozak

У статті досліджено роль фінансової політики у формуванні ефективної стратегії продовольчої безпеки України в умовах соціально-економічної нестабільності, воєнної агресії та глобальних трансформацій аграрних ринків. Обґрунтовано, що фінансова політика має забезпечувати стійкий розвиток АПК, підтримку малого й середнього агробізнесу та економічну доступність продовольства. Наголошено на інтеграції продовольчої безпеки з економічною, соціальною та національною безпекою. Визначено ключові виклики воєнного часу та необхідність гнучких фінансових механізмів: пільгового кредитування, аграрного страхування, бюджетної підтримки і стимулювання інвестицій. Окреслено напрями вдосконалення фінансової політики, включаючи створення координаційного органу з продовольчої безпеки та активізацію міжнародної допомоги. Запропоновані підходи можуть слугувати базою для державних рішень і програм підтримки АПК.

This article examines the role of integrated marketing communications in promoting customer loyalty. The research aims to analyze and summarize existing theoretical and methodological foundations related to integrated marketing communications and substantiate their role in building customer loyalty. The article examines the theoretical and methodological aspects of integrated marketing communications as a crucial tool in modern marketing. It presents various scholarly perspectives on defining integrated marketing communications, emphasizing the importance of consistency and coordination across all communication channels to create a coherent and strong brand image. Integrated marketing communications is defined as a strategic approach to coordinating and synchronizing all a company’s marketing channels and messages to provide a unified, consistent, and cohesive communication experience. The article identifies the primary tools of integrated marketing communications, including advertising, direct marketing, digital marketing, content marketing, event marketing, influencer marketing, and branded content. It reveals that integrating these tools ensures a unified and consistent brand message across different platforms, enhancing brand recognition and customer loyalty. The study substantiates the process of integrated marketing communications for ensuring customer loyalty, which comprises several stages: market and target audience analysis, setting goals and objectives for increasing loyalty, developing key messages, selecting communication channels and tools, designing loyalty programs and other instruments, integrating communication tools, strategy implementation, monitoring and evaluating results, and strategy analysis and adjustment. This process is systematic and requires careful analysis, meticulous development, and continuous improvement to ensure stable growth in customer engagement and loyalty. Overall, the research demonstrates that integrated marketing communications is crucial for establishing long-term and stable relationships with customers and managing the company’s reputation. They create synergy between various marketing elements, enabling brands to gain competitive advantages and achieve maximum impact on their target audience. Keywords: integrated marketing communications, marketing strategy, brand recognition, customer loyalty, communication channels.

The article provides a comprehensive analysis of the impact of public investment policy in the field of human capital on enhancing Ukraine’s investment attractiveness in the context of post-crisis recovery. It is argued that because of the full-scale war, the country’s human capital has suffered significant degradation, manifested in demographic losses, the destruction of education and healthcare systems, the reduction of labor resources, and the disruption of regional balance. Under these conditions, a strategic rethinking of the role of human capital in state economic policy becomes critically important not only from a social perspective but also as a tool for shaping a favorable investment environment. Based on the theoretical framework of institutional economics and empirical data from international organizations, the study proves that investments in human capital — including education, digital literacy, professional training, and healthcare — serve as a signal to external investors of stability, transparency, and the long-term orientation of public policy. Examples of positive foreign direct investment (FDI) dynamics in 2023 are presented, particularly in sectors highly dependent on skilled labor: IT, logistics, and high-tech manufacturing. The role of institutional mechanisms such as the “EOsvita” program, “Diia.Digital Education”, education hubs, and the active participation of international donors (World Bank, IFC, UNDP) in financing and managing human capital development programs is highlighted. Key barriers to the effective implementation of investment policy in the field of human capital are analyzed, including regulatory instability, limited institutional capacity, regional asymmetries, and underfunding. Strategic directions for overcoming these challenges are substantiated, such as institutional policy integration, the development of digital monitoring, transparency and accountability, and the synergy of social and investment policies. It is concluded that investment in human capital should become a systemic component of Ukraine’s post-war economic growth, enabling the country to be perceived as a modern, open, and intellectually capable jurisdiction. Keywords: investment policy, human capital, investment attractiveness, post-war development, public regulation, foreign direct investment.

У статті розкрито роль інституційного середовища як ключового чинника формування інвестиційної привабливості України в умовах посткризового розвитку та глобалізаційних трансформацій. Наголошено, що інститути - як формальні, так і неформальні - визначають не лише якість економічної взаємодії, а й ступінь довіри, рівень трансакційних витрат, мотивацію до капіталовкладень і загальне сприйняття держави як інвестиційної юрисдикції. Застосовано методологію інституційної та неоінституційної економічної теорії, зокрема концепції інклюзивних і екстрактивних інститутів (Д. Аджемоглу та Дж. Робінсона), а також теорію «порядків обмеженого доступу» Д. Норта. Встановлено, що в сучасному інституційному ландшафті України домінують екстрактивні практики, що створюють середовище високої непередбачуваності, правової невизначеності та політичного ризику. Проаналізовано типові форми інституційної дисфункції: відсутність реального захисту прав власності, перевага рентних схем, політична селективність регуляторних рішень, мімікрія реформ. Визначено системні напрями інституційної трансформації, серед яких: зміцнення гарантій власності, інституційний аудит, ліквідація монополізму, формування інститутів відкритого доступу, а також відновлення спроможності держави виконувати роль незалежного арбітра в економічному просторі. Обґрунтовано, що без якісного оновлення інституційної основи неможливо забезпечити сталий приплив інвестицій, особливо в умовах післявоєнної відбудови, яка потребує значного капіталу, технологій та управлінських ресурсів. Доведено, що підвищення інвестиційної привабливості можливе лише за умови формування прозорого, справедливого та передбачуваного інституційного середовища, здатного підтримати економічне зростання, мінімізувати ризики та відновити довіру як внутрішніх, так і зовнішніх інвесторів. При цьому критично важливою названа спроможність держави виконувати не лише регуляторні функції, а й виступати гарантом виконання зобов’язань, забезпечувати ефективне правозастосування, рівність доступу до ресурсів і захисту прав, а також протидіяти будь-яким проявам рентного тиску чи адміністративного свавілля. Зроблено висновок, що інституційне середовище маєтрансформуватися у напрямі створення рівноваги між відкритістю до глобального капіталу та внутрішнім економічним суверенітетом, що дозволить Україні стати не лише об’єктом, а й повноцінним суб’єктом міжнародного інвестиційного процесу.

The article explores the methodological foundations for developing an effective set of enterprise marketing tools. It has been established that constructing such a system requires a phased application of appropriate tools, depending on the purpose, subject, and marketing research methods. It is substantiated that marketing tools, as an integral part of the closed management cycle, ensure the adaptability and flexibility of the enterprise's marketing system. A structural classification of marketing tools is proposed according to the following areas: external market research, internal environment analysis, marketing mix formation, and evaluation of decision-making effectiveness. The paper examines and characterizes marketing instruments used at the specified stages of the marketing cycle. It is noted that modern digital marketing tools, despite their specific nature, remain a logical extension of the traditional marketing mix. Effective marketing management should be based on a holistic management model encompassing planning, organization, motivation, and control, with consideration of the integration of analytical, communicative, and strategic elements in a dynamic market environment. Such an approach contributes to achieving both strategic and tactical goals, enhancing enterprise competitiveness and resilience. The key elements of adaptive management are continuous updating of the analytical base, market monitoring, digital technology implementation, and preventive strategies. The article also examines modern approaches to assessing the effectiveness of marketing decision-making in the context of enterprise performance in a dynamic market environment. The necessity of clarifying the conceptual framework and defining effectiveness as the degree of alignment between implemented marketing actions and the enterprise’s strategic goals is substantiated. A systematic approach to marketing performance evaluation is proposed, involving process structuring by key directions: analytics, segmentation, sales, functional organization, and management quality. It is concluded that the integrated application of these methods enables the identification of marketing strategy outcomes and the development of well-grounded managerial decisions tailored to the conditions of economic instability, institutional transformations, and globalization processes.

The article generalizes various approaches to defining the concept of “enterprise competitiveness” and identifies the key categories that constitute its semantic structure. Specifically, based on the analysis of keyword usage, the study clarifies the significance of such characteristics as the market position of the producer, the ability to engage in competitive struggle, the efficiency of resource utilization, the economic effectiveness of the enterprise, the capacity to operate effectively in a competitive market, responsiveness to current market conditions, the ability to produce and sell competitive products, strategic orientation, the ability to create a product that meets or exceeds customer expectations, the presence of distinctive positive development traits compared to competitors, adaptability to market environment changes, the availability of competitive advantages, coherence in the functioning of structural units, and the ability to influence the external environment. The study highlights the inextricable link between an enterprise’s competitiveness level and the effectiveness of its strategic management. Particular attention is paid to the role of each level of the management hierarchy in shaping and implementing measures aimed at enhancing enterprise competitiveness in a dynamic market environment. At the strategic management level, a competitive strategy is developed, and competitive advantages are defined, based on which the company’s market position will be defended. At the tactical level, a system of measures is determined to maintain the enterprise’s competitive status, with adjustments made to the company’s product, pricing, communication, and distribution policies. At the operational level, the primary task in managing competitiveness is developing a set of competitive responses to changes in the strategies of key market players, the emergence of new competitors, or shifts in the market environment. Keywords: enterprise competitiveness, competitive advantages, scientific approaches, generalization, competitiveness management, levels of management.

The article presents the results of a study of the state of transport support for agricultural producers as a basis for ensuring food security both within the country and in the international arena. The main types of transport involved in organizing transport services for various groups of agricultural products are described. The main directions for ensuring the high-quality and timely export of finished products from the places of their production are considered, especially grain crops and milling products, which play an important role in fulfilling the guarantees provided by Ukraine in the global food security mechanism. The methodology of statistical research is used as a tool for assessing the effectiveness of the analysis since the demand for transport services depends on the efficiency of agricultural enterprises, which, in turn, are very sensitive to natural and climatic influences. According to the results of the study, only 4% of the total number of road transports was carried out on orders from livestock producers, which means not only a low level of development of the transport service system for this group of agricultural producers, but may also be a consequence of imbalances in the development of this sector of agricultural production. The results obtained can be used to identify internal reserves for increasing the coverage of agricultural producers with transport services to meet domestic demand for food and reduce food imports due to the inability to provide domestic producers with reliable logistics services. Ensuring food security is a complex process that requires high-quality interaction between many industries and effective management by state authorities. Transport services for agricultural producers should become an effective tool for ensuring food security both in the domestic market of Ukraine and in fulfilling Ukraine's international obligations.

The paper explores the theoretical and practical aspects of the formation of cognitive capital in a modern risk environment. The essence of cognitive capital as a specific form of human capital is revealed, which includes a set of knowledge, skills, competencies, and abilities of individuals to learn and transform reality. The features of the modern risk environment, characterized by high uncertainty, rapid technological changes, and transformation of socio-economic relations, are analyzed. The key factors influencing the formation of cognitive capital are identified, including digitalization, increasing complexity of economic systems, and increasing uncertainty. Particular attention is paid to developing such components of cognitive capital as adaptive thinking, critical thinking, creativity, and emotional intelligence. The role of educational systems and organizations in forming cognitive capital is investigated, including the transformation of traditional educational models and the development of new forms of learning. The importance of collective cognitive capital and the role of social networks in its formation are considered. The impact of digital technologies and artificial intelligence on the development of cognitive capital is analyzed. The need for a systemic approach to the formation of cognitive capital is substantiated, which considers the relationship between individual and collective development, the role of technologies and social networks, and the importance of formal and informal learning. The role of public policy in creating favorable conditions for the development of cognitive capital and ensuring the coordination of efforts of various stakeholders in this process is determined.

This article explores contemporary approaches to managing enterprise competitiveness in dynamic market transformations. It emphasizes the paradigm shift from traditional resource-oriented management to a forward-looking, strategically oriented model. This modern approach prioritizes forecasting market changes and leveraging advanced managerial tools to enhance enterprises' adaptability and resilience. The study analyzes the application of key management models – such as the product life cycle model, Michael Porter’s five competitive forces framework, and the customer value creation model – as well as comprehensive management systems, including strategic planning, monitoring and evaluation, quality management, and risk management systems. These elements are integral to sustainable enterprise development in a complex and volatile business environment. The article's central argument is that competitiveness should be viewed not only as the result of a successful strategy but also as a defining criterion of long-term business sustainability. The research introduces a conceptual framework for sustainable enterprise development that harmonizes three essential components: economic performance, environmental protection, and social responsibility. This triad forms the basis for long-term value creation and strategic positioning in competitive markets. Particular attention is given to the interdependence between effective competitiveness management and realizing sustainable development goals. The article posits that strategic management practices that enhance competitiveness also directly contribute to the enterprise’s ability to operate responsibly, innovate consistently, and respond flexibly to external changes. It is further argued that the relationship between enterprise development and competitiveness management is fundamental and multidimensional. These two domains are interlinked in conceptual and operational terms. Enterprise development management encompasses long-term strategic goal setting, resource mobilization, technological modernization, innovation management, structural optimization, and proactive adaptation to external challenges. Meanwhile, enterprise competitiveness reflects the organization’s capacity to function efficiently in market conditions, strengthen and expand its market presence, develop unique competitive advantages, and maintain stable profitability over time. This holistic view underscores the necessity of integrating sustainability principles into the core of competitiveness strategies, thus fostering enterprises capable of thriving in the face of future uncertainties.

В статті досліджено стан забезпечення персоналом закладів індустрії гостинності в країні під час війни. Запропоновано шляхи вирішення проблеми нестачі працівників. Досліджено нові шляхи рекрутингу персоналу із використанням нестандартних джерел та маркетингових технологій. Розглянута тема мотивації персоналу в умовах соціально-економічної кризи. Проаналізовано рівень заробітної плати в сфері тимчасового розміщення та організації харчування. Окрім матеріальної мотивації обґрунтовано важливість соціальної підтримки, командної роботи, загального прагнення до успішних результатів в колективі закладу гостинності. Проаналізовано досвід впровадження інноваційних технологій для зменшення залучення людських ресурсів в закладах готельно-ресторанного бізнесу. Досліджено попит споживачів та можливість впровадження інновацій для покращення сервісно-виробничих процесів в засобах розміщення різних регіонів країни.