In modern times, economic security stands as one of the primary strategic objectives for any state. However, achieving economic security is unattainable without the stable operation of enterprises. Amidst a constantly evolving external environment, the economic security of enterprises becomes a prerequisite for their survival. To this end, evaluating the financial indicators of enterprises and identifying areas for improvement are imperative. The state of an enterprise’s financial indicators is traditionally regarded as the primary factor ensuring its economic security, as these indicators reflect the ultimate outcome of its operations. To analyze the financial indicators of an enterprise effectively, it is essential to establish evaluation criteria and parameters. The significance of accurately defining criteria for evaluating the financial indicators of a company primarily stems from the necessity to ensure its security and formulate and execute effective management decisions. Relevance of the topic. Today, enterprises operate amidst various uncertainties such as crises, pandemics, inflationary processes, and price fluctuations observed worldwide. In such conditions, enterprises are compelled to operate efficiently, compete for market influence and income, accurately assess and enhance financial indicators, and identify, analyze, and neutralize negative effects that may threaten economic security. Conversely, enterprises should promptly analyze their financial indicators to develop a set of measures aimed at bolstering their competitive positions and enhancing the efficiency of their operations. These aspects underscore the relevance of the article’s topic. The purpose of the article is to study financial indicators, their evaluation, determination of resources for increasing profit and profitability, and the impact of those indicators on the financial activity of enterprises and economic security. Evaluating the financial indicators of enterprises aims to determine the indicators for analyzing their current financial situation and identifying areas and actions required to enhance these indicators. Additionally, it involves exploring methods to influence the economic security system of enterprises through the improvement of financial indicators. Achieving these objectives necessitates accurate assessment, forecasting, and management decisions to enhance the financial situation of the enterprise. Research methods. The article was written using theoretical-methodical approaches, systematic approach, comparative analysis, factor analysis, graphic analysis and economic-statistical methods. Scientific innovation. It is justified that evaluating the financial condition of an enterprise and assessing its economic security complement and depend on each other, being inseparably linked. Economic security can only be fully ensured in conditions of continuous financial development. It has been established that when evaluating the financial condition of the enterprise, all its economic indicators should be monitored, enabling the enterprise to swiftly and effectively adapt to changing environmental conditions. Given these considerations, the importance of closely examining, enhancing, and bolstering the financial stability of an enterprise’s financial indicators in ensuring economic security has been justified. Additionally, the authors have proposed the primary directions for improving the financial indicators of an enterprise.
The article discusses the features and reasons for the development of electric vehicles in the context of intensifying globalization processes and limited resources. It is substantiated that motorization is a key factor in the development of developed countries. Therefore, the presence of a competitive and well-functioning automotive market is an important condition for successful economic growth. The experience of foreign countries in stimulating the production and consumption of electric vehicles has been studied. Current trends in the development of the global electric vehicle market have been analyzed. It has been found that more than a third of the global market (over 36%) of electric vehicles is occupied by three manufacturers: BYD, Tesla and Volkswagen. An analysis of the global electric vehicle market by country shows that three countries are the leaders in electric vehicle sales: China, Europe, and the United States. It has been observed that China is ahead of other leading countries in terms of electric vehicle consumption, and the following companies have the greatest demand for electric vehicles in its market: BYD, SAIC and Tesla. Chinese manufacturers are showing faster growth rates in electric vehicle production than leading American and European companies. The article classifies the problems of development of the global market for electric vehicles: the global energy crisis, shortage of resource components for electric vehicles, the Covid-19 pandemic, uneven development of countries, institutional factors. Taking into account current global development trends, we conclude that the global electric vehicle market will develop at a rapid pace, effectively solving the problems hindering the growth of electric vehicle production. It has been substantiated that Ukraine has the potential to produce electric vehicles. Using the latest Industry 4.0 technologies and research and production potential, Ukraine can produce cars of a new generation, since developments in this area do not stop. Based on the graphic of the Ukrainian alphabet «Ruthenia», a sample trademark for the national electric vehicle has been developed and proposed. It has been established that this graphic most closely matches the functions and requirements of developing a national trademark. The proposed trademark reflects the features of the national manufacturer, indicates the latest technologies and will attract the attention of consumers.
This article presents an in-depth comparative analysis of the migration policies of the European Union and Ukraine. The study aims to identify and examine the similarities and differences between these two migration systems, considering their underlying objectives, legal frameworks, and approaches to managing migration flows. By analyzing various aspects of migration policies, including labor migration, combating of illegal migration, as well as international protection systems, such as asylum, subsidiary and temporary protection, the article aims to provide a comprehensive understanding of the different strategies employed by the EU and Ukraine in managing migration. The analysis begins by discussing the drivers of migration in both EU and Ukraine, highlighting the diverse dynamics and complexities that have shaped their migration policies. It explores the EU’s migration policy framework, encompassing the common asylum system. Similarly, it delves into Ukraine’s migration policy framework, emphasizing its legal framework and analizing policies towards beneficiaries of temporary protection and cooperation with EU in this sphere. Through a comparative lens, the article evaluates various dimensions of migration policies in the EU and Ukraine. Firstly, it examines the policy objectives in EU and Ukraine, assessing how they align with broader socio-economic, security, and demographic considerations. Secondly, the article examines the legislative framework and analyzes the legislative instruments that regulate migration in both the EU and Ukraine. It also emphasizes the compatibility of supranational EU legislation with the legal system of Ukraine, which is extremely important given Ukraine’s status as a candidate for accession to the EU. Finally, the article identifies areas of convergence and divergence between the migration policies of the EU and Ukraine and reflects on their implications for both regions. It recognizes the challenges and limitations faced by each system. The analysis aims to provide insights for policymakers in the EU and Ukraine to enhance their migration management strategies and foster greater collaboration in addressing the complexities of migration. Overall, this comparative analysis of EU and Ukrainian migration policies contributes to a comprehensive understanding of the various dimensions of migration management, offering a foundation for further research, policy development, and collaboration between the EU and Ukraine.
In the context of global economic instability, which was intensified by the COVID-19 pandemic and the full-scale russian invasion of Ukraine, companies are paying more attention to internal factors, that can ensure long-term economic development and competitiveness. One of the most important business capabilities that determine a firm’s ability to develop effectively, is the competitive business strategy. Therefore, the priority task is to develop a strategy that aligns with the goals, available resources, and external environmental conditions. The study of the choice and implementation of competitive business strategies by EU enterprises was carried out on the basis of Community Innovation Survey results. The authors analyzed the significance of competitive business strategies for EU enterprises, taking into account their innovation status (innovative-active or non-innovative-active) and the size of the enterprises (large, medium, and small). It was found that innovative-active enterprises actively implement business strategies in their activities. The study showed that the most required strategies by innovative active enterprises, regardless of their size, are those focused on high quality, satisfying established customer groups, improving existing goods or services, reaching out to new customer groups. It can be assumed that such business strategies allow the enterprises to best strengthen and effectively use competitive advantage. In turn, the low price strategy is in little demand, and the share of enterprises that choose it, is constantly decreasing. For non-innovative-active enterprises, the demand for business strategies depends on the size. Large and medium-sized non-innovative-active enterprises mainly choose strategies of high quality and customer orientation. While for small non-innovative-active enterprises, the importance of all business strategies is lower. In particular, high quality and customer orientation strategies are moderately required. Relatively smaller non-innovative-active enterprises choose the low-price strategy, compared to other groups of enterprises. A study of the changes that have occurred in recent years showed an increase in the share of innovative-active enterprises for which customer-oriented business strategies were highly significant. Additionally, the share of enterprises for which the high-quality strategy is of high importance has also increased. Conversely, the share of enterprises for which the low-price strategy is highly important has decreased. Determining the features of the choice of competitive business strategies by enterprises in EU countries, depending on their innovative status and size, creates a basis for further adaptation of their experience to the conditions of entrepreneurial activity in Ukraine. This adaptation can be implemented by domestic enterprises in their activities both at the current stage and during the period of post-war recovery.
The development of companies is characterised by the adoption of certain stages of business development, the availability of resources and outcomes. This developmental process is inherently cyclical, requiring companies to remain flexible and adaptive continuously. Each phase of the life cycle is characterised by unique challenges, perspectives and inherent features that require strategic modifications to maintain and enhance competitiveness. A holistic interpretation that integrates both life cycle phases and strategic approaches is necessary for a thorough understanding of a company’s success and market performance. The purpose of this paper is to explore the correlation between the dominant strategy employed by industry leaders, known as “inflexible hippos,” and the various stages of the organizational life cycle. The research objects are the dominant strategy “inflexible hippos” and the ten phases of the organizational life cycle: Courtship, Infant, Go-go, Adolescence, Prime, Maturity, Aristocracy, Early bureaucracy, Bureaucracy, and Death. The subject of the research is to verify the existence of a connection and its type between the research objects. The objective of the study is to ascertain the existence and nature of the connection between these research objects. The research methodology employed morphological, analytical, statistical assessment, and comparative analysis techniques. By comparing morphological statements formulated with expert input, evidence was found regarding the existence and significance of the correlation strength. The study revealed that the correlation between competitive strategy and the phases of the company’s life cycle is strongest in the “Maturity” and “Aristocracy” phases, which dictate the sequence of organizational development. The tightest connection with direct independent mutual influence is observed in the “Go-Go”, “Adolescence”, “Prime”, “Reconstruction”, and “Bureaucracy” phases. The context dependence of this correlation characterizes ongoing change processes: the company retains old features of organizational development while simultaneously acquiring new ones. Evaluating the timeliness and efficiency of managerial decision-making based on the alignment of competitive strategy with the company’s life cycle, influenced by both external and internal factors, is a critical stage in the company’s development process. This study can help companies to develop more effective competitive strategies that respond to their current needs. This can lead to improving companies’ competitiveness, selecting appropriate and effective project actions and their success in the market.
