Society. Economy. Digitalization

PROBLEMS AND PROSPECTS OF STRATEGIC MANAGEMENT OF CRITICAL INFRASTRUCTURE ENTERPRISES IN WARTIME CONDITIONS

Maksym BAZUNOV — 2025-12-26

The study identifies specific features of strategic management of critical infrastructure entities, in the mechanism of which in the realities of wartime the dominant vector is not the extensive increase in financial indicators, but ensuring systemic survivability through capacity reservation, duplication of key nodes and fortification of logistics channels. The need for deep convergence of corporate strategies with state, defense and transnational security priorities is emphasized.

It is established that the modern architecture of critical infrastructure enterprise management requires a radical digital transformation, in particular the implementation of cloud ecosystems and artificial intelligence algorithms for predictive analytics. It is substantiated that strategic planning goes beyond purely economic categories, integrating the development of communication networks, the design of evacuation protocols and mechanisms of social patronage of the population. The effectiveness of implementing such strategies in martial law conditions is determined by managerial flexibility and the ability to instantly reprioritize tasks against the backdrop of resource shortages and large-scale destruction of assets. The key management decision is the transition to intelligent monitoring systems capable of automatically verifying threats. Currently, the demand for the formation of multi-vector long-term strategies based on digital maturity, innovative activity and strengthening financial sovereignty is being actualized. The proposed comprehensive approach to strategic management of critical infrastructure enterprises will minimize the economic vulnerability of businesses and guarantee the uninterrupted functioning of vital systems in critical wartime conditions.

PREREQUISITES FOR IMPROVING THE MECHANISM OF OPERATIONAL PRODUCTION MANAGEMENT IN THE SYSTEM OF REGULATION OF ECONOMIC RELATIONS OF AN ENTERPRISE

Volodymyr PRYADKO — 2025-12-26

The article develops a hypothesis that in the management system of modern business entities, production process management appears as a complex vector that integrates a wide range of solutions: from the formation of a strategic vision of industrial development to precise operational monitoring of resource costs. Operational production management is proposed to be understood as a dynamic system of short-term planning, calculation, regulation and control of production cycles, the mission of which is to ensure uninterrupted and rhythmic production output while simultaneously optimizing resource costs. The fundamental tools of operational management include calendar and grid planning, dispatching, logistics support and adaptive leveling of production deviations. It is proven that in conditions of macroeconomic instability and military threats, operational production management requires constant transformation, deep integration with management accounting and the ability to instantly adapt in the event of destruction of logistics chains. The following prerequisites for improving the mechanism of operational production management in the system of regulation of economic relations of the enterprise are identified: violation of the fundamental principles of production organization, escalation of logistical and resource risks, anthropogenic barrier and personnel resistance, information asymmetry and shortage of verified data. It is argued that the described challenges require the management of industrial enterprises to transition to proactive strategies and implement flexible (Agile) management models, which will allow not only to minimize time losses and downtime, but also to ensure consistently high standards of product quality even in crisis conditions.

FEATURES OF THE DEVELOPMENT OF STRATEGIC MANAGEMENT OF AN ENTERPRISE IN CRISIS CONDITIONS

Nataliia NOSAN — 2025-12-26

The article conducts a comprehensive study of the transformation of the strategic management paradigm under the influence of dynamic changes in the external environment and crisis phenomena. The author systematizes the evolutionary path of strategic management, within which five key stages are distinguished: from the initial focus on internal budgeting to modern classical strategic management. Particular attention is paid to the identification of the dominant factors of the modern stage - digitalization and globalization, which radically change the nature of the strategic process, transforming it into a continuous and adaptive system.

In the course of the study, the author analyzed the essence of the crisis as a destructive factor and proved that strategic management errors (in particular, managerial inertia and excessive forecasting horizon) are the determining internal causes of the loss of business sustainability. The most critical types of threats for modern enterprises are identified and classified, among which liquidity crises and the outflow of intellectual capital occupy a priority place.

The scientific novelty of the work lies in the detailing of the mechanism of influence of different types of crises on the change of strategic orientations of the enterprise. The author argues that each category of crisis forms a specific destructive response in the management system: from the forced socialization of the enterprise's mission under the influence of social crises to technological modernization as a reaction to production challenges. The managerial consequences of marketing, financial and personnel crises are identified and systematized, which allows management to proactively identify weaknesses in the strategic control system. Based on the analysis conducted, the author formulates the conclusion that in conditions of martial law and economic turbulence, the successful implementation of the strategy depends on the ability of management to quickly reprioritize goals. Approaches to improving the strategic toolkit through the integration of large data sets and the development of adaptive management models that ensure the relevance of business decisions to the needs of stakeholders and the realities of the crisis period are proposed.

FORMATION OF MARKETING COMMUNICATIONS BASED ON VIDEO CONTENT: AN EMPRICAL STUDY OF THE YOUTUBE CHANNEL OF THE CONSUMER ELECTRONICS RETAILER FOXTROT

Anastasiia LAKHTIONOVA — 2025-12-26

This article examines the features of marketing communications formation based on video content on YouTube using the case of the Foxtrot brand. The relevance of the study is driven by the rapid growth of video content in the digital environment and the transformation of consumer behavior under the influence of algorithm-driven platforms, particularly the spread of short-form video (Shorts). The aim of the research is to identify patterns in the effectiveness of different video formats, analyze the dynamics of content strategy, and substantiate practical recommendations for optimizing a company’s video marketing strategy.

The empirical basis of the study consists of a dataset of 894 videos from the official Foxtrot YouTube channel covering the period from 2009 to 2025, collected using the YouTube Data API. The research employs descriptive, statistical, comparative, and correlation methods, as well as the Mann–Whitney U test to assess the statistical significance of differences between content formats.

The results indicate that the channel demonstrates a substantial scale (over 561 million views) with a moderate level of audience engagement (engagement rate of 0.114%). Four stages of content strategy development are identified, corresponding to global digital marketing trends. A clear seasonality is observed: peak publishing activity occurs in the autumn–winter period, while the highest engagement levels are recorded in spring. The comparative analysis shows that Shorts generate 97.1% of total views but have a lower engagement rate (0.23%) compared to long-form content (0.66%). The study confirms the complementary nature of the formats: short videos drive reach, while long-form videos ensure deeper audience interaction. Correlation analysis reveals significant relationships between video duration, views, and engagement metrics.

Based on the findings, practical recommendations are developed, including balancing content formats, optimizing seasonal planning, enhancing audience interaction, and implementing an integrated KPI monitoring system.

The scientific novelty of the study lies in a comprehensive empirical analysis of a Ukrainian retail brand’s video marketing strategy using quantitative methods. The practical significance is reflected in the applicability of the results for improving the effectiveness of digital marketing communications.

CONTENT STRATEGY OF THE ELECTRONICS RETAILER COMFY ON INSTAGRAM: ANALYSIS OF AUDIENCE ENGAGEMENT FACTORS AND EFFECTIVENESS OF VISUAL-TEXTUAL CONTENT ELEMENTS

Volodymyr KONDRASHEVSKYI — 2025-12-26

This article presents the results of a comprehensive empirical study of the content strategy employed by Comfy, one of the leading Ukrainian retailers of household appliances and electronics, on Instagram. The research applies a combined methodology integrating descriptive statistics, Pareto concentration analysis, and multimodal visual content analysis. For each post, the Engagement Rate (ER%) was calculated, content was segmented by type, and additional caption attributes were identified. Based on the findings, a set of practical recommendations is formulated to optimize the brand's content strategy

THE GLOBAL DIGITAL PAYMENTS MARKET IN THE E-COMMERCE SEGMENT: STRUCTURAL-DYNAMIC ANALYSIS FOR 2018–2030 AND THE TRANSFORMATION OF DOMINANT PAYMENT INSTRUMENTS

Alla SAIUN — 2025-12-26

The article presents the results of a comprehensive structural-dynamic analysis of the global digital payments market in the e-commerce segment (Digital Commerce Payments) for the period 2018–2030, based on data from the Statista Market Insights analytical platform. The research methodology encompasses descriptive statistics, longitudinal time series analysis, compound annual growth rate (CAGR) calculation, and structural analysis of dominant payment instruments. It is established that the total volume of global transactions in the digital commerce payments segment increased from USD 2.79 trillion in 2018 to USD 6.62 trillion in 2024 – a 2.37-fold increase – with the projected value for 2030 reaching USD 13.51 trillion, corresponding to a cumulative 4.84-fold growth over the 13-year period. The average CAGR for the entire study period stands at 13.9% – an extraordinarily high figure, exceeding global economic growth by 4–5 times. The COVID-19 pandemic served as a pivotal catalyst for accelerated digital payment adoption, triggering a 23.35% surge in transaction volume in 2021 – the highest annual growth rate over the entire study period. The user base of digital payment services expanded from 1.41 billion in 2018 to 3.08 billion in 2024 and is projected to reach 4.63 billion by 2030, while the global penetration rate rose from 19.09% to a projected 57.5%. Structural analysis of payment methods reveals the unequivocal dominance of digital wallets, whose share reached 52.0% in 2024, with a continued upward trajectory at the expense of traditional card instruments. Based on the findings, practical recommendations are formulated for market participants, regulators, and researchers.

ARTIFICIAL INTELLIGENCE IN BUSINESS: MARKET DYNAMICS, IMPLEMENTATION PRACTICES, CHALLENGES AND DEVELOPMENT PROSPECTS

Renata NOVÁKOVÁ — 2025-12-26

The paper provides a comprehensive analysis of the artificial intelligence (AI) market within a business context, based on the 2025 Statista report "Artificial Intelligence (AI) in Business," synthesized with data from McKinsey & Company, BCG, Stanford University, NVIDIA, Qualtrics, and the World Economic Forum. According to the study, the global AI market reached 184 billion USD in 2024 and is projected to exceed 826 billion USD by 2030, representing a Compound Annual Growth Rate (CAGR) of 28.5%. The number of AI tool users is expected to grow from 154 million to 1,172 million over the 2021–2031 period (CAGR of 22.5%). Organizational AI adoption surged from 55% in 2023 to 78% in 2024, an increase of 23 percentage points across all geographies.

The study identifies a systematic gap between the perceived relevance of AI risks and the extent of their active mitigation, particularly pronounced in Cybersecurity (13 p.p. gap) and intellectual property infringement (19 p.p. gap). The author concludes that the industry is transitioning from an experimental phase to a stage of large-scale industrial implementation, accompanied by escalating systemic risks and workforce challenges.