International Business Strategy: Ensuring Enterprise Stability Amidst Turmoil

Pub Date : 2024-06-01 DOI:10.14207/ejsd.2024.v13n2p278
Alona Tanasiichuk, Svitlana Kovalchuk, Serhii Sokoliuk, Eduard Kovtun, Oksana Dodon, Hanna Sakun, Liudmila Serednytska
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Abstract

The study determined stages of the formation of international marketing strategies in modern conditions of globalization were considered, and the classification of the goals of entering international markets by Ukrainian enterprises in the conditions of war was carried out. Approaches to forming international marketing strategies for Ukrainian enterprises, which carry out economic activities in war conditions, have been developed. The advantages and disadvantages of various international marketing strategies, which should be taken into account by domestic enterprises when choosing strategic directions for the development of international activities, are determined. The procedure for choosing an international marketing strategy for the business development of domestic enterprises is substantiated, and a graph-analytical model of the process of making a management decision on choosing a strategic direction for the development of international activities of Ukrainian enterprises is proposed. To demonstrate approaches to the selection of international markets for assessing their convergence, the following indicators have been defined: GDP per capita, purchasing power parity, inflation rate, corruption rate, rule of law index, carbon dioxide emissions, natural resource income, agricultural value added, food production index, business freedom index, and industrial value added. The results of a comprehensive study have led to the conclusion that the markets of Germany, Ireland, Sweden, Denmark, Belgium, the Netherlands, Austria, Finland, Luxembourg, and France have favorable conditions for the strategic development of international activities of Ukrainian enterprises in them. It has been determined that the markets of Slovenia, Malta, Czech Republic, Portugal, Italy, Lithuania, Cyprus, and Spain may become promising for the strategic development of international activities of Ukrainian enterprises, provided that a significant gap in their main indicators is overcome, namely: "Control of Corruption" and "Rule of Law Index".  Keywords: strategic directions of international activity development, business sustainability, international marketing strategies, model of the management decision-making process, new offers in world markets, integration into the world economy, assessment of market convergence, business freedom index, industrial value added
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国际商业战略:确保企业在动荡中保持稳定
研究确定了在现代全球化条件下形成国际营销战略的阶段,并对乌克兰企业在战争条件下进入国际市场的目标进行了分类。为在战争条件下开展经济活动的乌克兰企业制定了国际营销战略。确定了国内企业在选择国际活动发展战略方向时应考虑的各种国际营销战略的优缺点。论证了为国内企业的业务发展选择国际营销战略的程序,并提出了乌克兰企业选择国际活动发展战略方向的管理决策过程的图表分析模型。为了证明选择国际市场以评估其趋同性的方法,确定了以下指标:人均国内生产总值、购买力平价、通货膨胀率、腐败率、法治指数、二氧化碳排放量、自然资源收入、农业附加值、粮食生产指数、商业自由指数和工业附加值。综合研究结果得出的结论是,德国、爱尔兰、瑞典、丹麦、比利时、荷兰、奥地利、芬兰、卢森堡和法国市场为乌克兰企业在这些国家开展国际活动的战略发展提供了有利条件。已确定斯洛文尼亚、马耳他、捷克共和国、葡萄牙、意大利、立陶宛、塞浦路斯和西班牙市场有可能成为乌克兰企业开展国际活动的战略发展前景,但条件是必须克服其主要指标方面的重大差距,即"腐败控制 "和 "法治指数"。 关键词:国际活动发展战略方向、企业可持续性、国际营销战略、管理决策过程模型、世界市场新报价、融入世界经济、市场趋同评估、商业自由指数、工业附加值
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