Electronic trading platforms are developing at a significant pace today, forming consumers' perception of marketplaces as a more convenient, cost-effective and rational shopping channel compared to online stores. This perception is due to the possibility of comparing the offers of different sellers in a single environment, which reduces transaction costs and increases the efficiency of consumer choice. One of the key factors for the successful functioning of marketplaces is consumer loyalty to the platform, formed through systemic business communications that ensure transparency of interaction. In this regard, an important task is to identify the mechanisms of transformation of business communications into sustainable loyalty and preference for a specific platform in conditions of high competition in the e-commerce market. The impact of various forms of business communications with consumers on the level of their loyalty, measured through the probability of making a repeat purchase, is assessed. The results of an expert survey are used as an empirical basis. The methods of descriptive statistics and regression analysis are used. Logistic regression is used to study the impact of business communications of marketplaces on consumer loyalty. The dependent variable was the probability of making a second purchase, the independent variables reflected the intensity and quality of interaction through relevant communication channels – information, service, operational and marketing, integrated at various stages of interaction with customers. The results of the regression analysis showed the statistical significance of the model and confirmed the influence of certain categories of business communications on the likelihood of repeat purchase, which allowed us to conclude that the quality of interaction with consumers plays a significant role in shaping their long-term loyalty.
The transformation of the hospitality industry is being considered: the transition from the economy of impressions to the dominance of the platform economy, as a synthesis of two paradigms – technological and seamless consumer experience of the guest. These processes are driven by changing consumer demands among millennial generations. The stages of transformation, the impact on the value chain, and the prospects for development under the influence of artificial intelligence technologies are studied. The impression economy, with its thesis of “delivering an impression”, is a basic condition for success, and the role of technological and business models is necessary for the effective delivery of “impressions” through digital platforms. The platform economy does not eliminate the demand for investments, but creates the infrastructure for their global scaling and transformation into a measurable and manageable asset. The creation of a digital ecosystem of tourism and hospitality is becoming the conceptual basis for the platform transformation of the tourism and hospitality industry. The key trends of platformization are outlined – the war of superapps and closed ecosystems, artificial intelligence as the core of the platform, increased regulatory pressure and sustainable development, blockchain and decentralization, hyperlocality and immersive technologies (AR/VR). It has been revealed that the digitalization of services will shift to the use of artificial intelligence to personalize and integrate the Internet of Things into hotel rooms as a mass phenomenon. It is concluded that platform systems act as a kind of symbiosis of technical and emotional components when selling services to the tourism and hospitality industry. Platforms will start selling deep immersive experiences, augmented reality will allow you to overlay information on the physical world in real time, turning the platform into a guide who reveals the uniqueness of a tourist destination. In these conditions, the issue of building a model of hotel resilience to platform systems becomes relevant
Purchases as an element of economic security of organizations are inherent in a high level of risks, which is confirmed by the data of control measures. For budgetary institutions, the risks in the field of procurement have a specificity, due to their organizational features and legal regulation of their status and activities. First of all, this is the use of mechanisms established by Federal Law No. 44-FZ dated April 5, 2013 “On the Contract System in the Field of Procurement of Goods, Works, and Services for State and Municipal Needs”, and Federal Law No. 223-FZ dated July 18, 2011 “On Procurement of Goods, Works, and Services by Certain Types of Legal Entities”. The classification of procurement risks is essential for risk management and mitigation. The existing classifications of procurement risks do not reflect the specifics of risks for budgetary institutions. The authors propose a classification of procurement based on whether it is conducted in a competitive or non-competitive manner, as well as the degree of influence the customer has on the selection of a supplier, followed by the identification of risks specific to each type of procurement. They also propose a classification of procurement risks for budgetary institutions based on their source of origin, taking into account the stages of procurement. This allows for a more comprehensive study and analysis of the procurement risks faced by budgetary institutions for scientific purposes, demonstrating the relationship between these risks and the procurement mechanisms, as well as the sources of risks at each stage of procurement. They also enable the prediction of such risks and the implementation of effective measures to manage them in practice.
Theresearch is based on a process approach that allows for detailed structuring of the activities of small businesses through the allocation of groups of basic, supporting and managerial business processes. The methodology of system digital transformation is proposed, which includes six consecutive stages: formalization of the current state (“as it is”), performance audit to identify “bottlenecks”, prioritization, reengineering (“as it will be”), implementation of applied IT tools and continuous monitoring of KPIs. Statistical analysis of data from the Unified Register of Small and Medium-sized Businesses for 2023-2025 confirms a steady increase in the number of market participants in the Russian Federation, with a projected increase of 15 431 legal entities and 5 265 individual entrepreneurs in 2025. A multilevel economic and mathematical model has been developed that links the integral indicator of competitiveness with the general index of digital maturity of the enterprise. The model formalizes the impact of digital technologies, including CRM systems, electronic document management, and RPA platforms, on profitability, labor productivity, market share, and innovation potential. The level of digitalization of individual processes and their groups is assessed by experts on a scale from 0 to 1 using weighting factors (0.5 for basic processes, 0.3 for management, 0.2 for support). The testing of the model using the example of the trading company Organic LLC and the production company AgroFermerPlus LLC revealed a direct correlation between the automation of operational tasks and an increase in economic efficiency. It has been established that the system reengineering of processes based on cloud computing and end-to-end analytics systems allows small businesses to overcome resource constraints, reduce logistics and procurement costs, and increase customer loyalty through service personalization. The results confirm that integrated digital transformation is a key factor in business adaptation to the dynamic conditions of the industry economy and ensuring its long-term sustainability.
The relevance of using an integrated approach to the use of artificial intelligence for the personalization of personnel training, consistent with the challenges of the digital economy and the new technological revolution. It is noted that meeting the challenges of the new technological revolution requires abandoning traditional approaches to corporate personnel training. It is proposed to use artificial intelligence methods in this process, which can ensure the personalization of corporate educational trajectories, integration with organizational goals, and increase employee en-gagement, satisfaction, and productivity in the context of the new technological revolution. A case analysis of the use of artificial intelligence in Russian organizations for personnel training is conducted. It is concluded that Russian or-ganizations have systemic problems that hinder the use of artificial intelligence in corporate training systems. It is em-phasized that these problems slow down Russia's achievement of technological leadership. A five-level systemic ap-proach to the use of artificial intelligence for the personalization of corporate training is developed. The first strategic level in-cludes tools that enable the integration of corporate learning with the organization's long-term goals. The second methodological level lists artificial intelligence methods used to personalize corporate learning. The third technological level proposes the architecture of a technological infrastructure that will ensure the stable operation of artificial intelligence and digital corporate learning systems. The fourth organizational and cultural level proposes directions for transforming the organizational structure and corporate culture in the context of artificial intelligence. The fifth evolu-tionary level outlines the stages of integrating artificial intelligence into the corporate learning system.
