This study aimed to determine the impact of the digitalisation of public services on the access of internal migrants to the labour market and their transaction costs in Hainan Province, China. The study employed a methodological design based on documentary analysis, statistical and comparative methods, and conceptual modelling. The study found that digitalisation is being implemented in Hainan Province as an integrated, multi-level system encompassing digital public administration infrastructure, digital administrative procedures and digital socio-economic services. An approach to indirectly assessing internal migrants’ transaction costs was substantiated by analysing administrative procedures, the accessibility of digital public services, labour-market indicators, social security and the digital economy. By 2025, 754 government information systems had been integrated into a single digital environment, centralising interdepartmental data exchange and supporting the operation of the Free Trade Port. Statistical analysis revealed that between 2022 and 2024, the employed population of the province grew by 3.8%, rising from 531,000 to 551,000 people. Per capita disposable income increased by 12.5%, rising from 30,957 to 34,829 yuan, while income from entrepreneurial activity grew by 12.9%, rising from 6,180 to 6,978 yuan. Meanwhile, participation in the employee pension insurance scheme increased by 10.6%, while participation in basic medical insurance and unemployment insurance rose by 2.4% and 2.1%, respectively. Meanwhile, the number of enterprises engaged in e-commerce grew by 51.7%, rising from 735 to 1,115. These findings suggest that the development of digital public services has led to changes in the socio-economic environment, creating conditions that reduce transaction costs and promote the economic integration of internal migrants. The study’s practical significance lies in the fact that the proposed analytical model for assessing internal migrants’ transaction costs can be used by public authorities responsible for digital transformation, social policy and the regulation of internal migration. This allows them to evaluate the effectiveness of the digitalisation of public services and improve integration mechanisms for internal migrants
The relevance of this research topic stems from structural changes in the functioning of the hospitality sector, caused by the consequences of the COVID-19 pandemic and Russia’s full-scale war against Ukraine, which have led to the transformation of business models, changes in the structure of demand, and a reorientation of hotel corporations’ activities towards the domestic market and digital channels of interaction with consumers. The aim of this article was to justify approaches to the formation of innovative development strategies for Ukrainian hospitality corporations based on digital transformation and sustainable development, taking into account the challenges of an unstable environment. The study analysed the financial indicators of seven entities in Ukraine’s hospitality sector, representing international hotel chains and national corporate hotel groups, namely Hyatt Regency Kyiv, Hilton Kyiv, InterContinental Kyiv, Radisson Blu Resort Bukovel, Emily Resort, City Hotel and Premier Palace Hotel. The empirical basis consisted of data on revenue, profit and assets for the years 2021-2025, obtained from publicly available financial sources. Significant differences in financial performance were identified between the groups of corporations under study, attributable to varying levels of digital transformation, managerial maturity and the integration of sustainable development principles. The analysis revealed a crisis-driven transformation in the financial performance of Ukrainian hospitality corporations, caused by military and economic challenges. It was found that the pace of recovery in revenue and profitability varied depending on the type of corporation, the level of integration into international hotel chains and strategic management approaches. It was demonstrated that the key determinants of financial stability were the digitalisation of business processes and the integration of environmental, social and governance (ESG) principles of sustainable development into corporate activities. As a result of the study, a conceptual model for formulating innovative development strategies for hospitality corporations has been proposed, which has been formalised as a functional relationship between financial performance and the level of digital transformation, ESG orientation and business structure characteristics. The practical significance of the results lies in their potential use to inform strategic decisions and enhance the competitiveness of hospitality corporations in an unstable external environment
The aim of the study was to summarise current methods for studying consumer behaviour in retail and to determine their potential for identifying consumer trends and substantiating marketing strategies. The research methodology was based on systematic and comparative methods, targeted content analysis of analytical reports, secondary analysis of published consumer research, secondary quantitative analysis of open transactional data, and customer segmentation by recency, frequency and monetary value of purchases. It was established that the greatest analytical value is provided by combining stated assessments, actual actions and digital traces. The Ukrainian purchasing model in 2023-2025 was characterised by a concentration of spending on basic needs, high price sensitivity, selective brand loyalty and the gradual expansion of online and mobile channels. Digital tools enhanced the convenience and relevance of offers, but their effectiveness depended on transparency in data use, the quality of personalisation and trust. The transactional analysis covered 2,469 households, 53 weeks and 1,469,307 product items. A significant gap was identified between everyday purchasing activity and response to campaigns: average participation was 2.67 campaigns per household, while coupon redemption amounted to 31.9 cases per 100 recorded contacts. Segmentation showed that low-activity and churn-prone customers accounted for 53.14%, while the high-value and loyal core accounted for 36.82%. The greatest aggregate value was generated by the frequency and repeatability of purchases, while average spend, when considered without purchase regularity, had limited informative value. The practical significance of the results lies in their use by marketing departments of retail chains, loyalty programme operators and customer analytics specialists to move from mass discounts to personalised customer retention, the development of promising customers, selective reactivation of low-activity groups and timely re-engagement of customers at risk of churn
The market of agricultural machinery is formed under the influence of three groups of subjects – producers, consumers, and resellers, but it is the latter that remain the least studied link, although they determine the availability, price conditions and range of machines for agricultural producers. The purpose of the study was to provide a comprehensive description of commercial enterprises as subjects of the agricultural machinery market of Ukraine in terms of structural, organisational, financial, economic, and import-commodity dimensions. Methods of statistical grouping, analysis of dynamics series, comparison, structural and graphical analysis, calculation of market concentration indices (Herfindal-Hirschman Index and CR5 concentration coefficient), and calculation of derived indicators of financial and labour productivity on the arrays of the state statistics service and the state customs service of Ukraine for 2015-2025 were used. It was established that the network of wholesale trade enterprises decreased from 1,043 in 2021 to 943 in 2025, while restoring total profit to USD 113.7 million and sales volume up to USD 2,519.3 million. The transformation of the functional role of commercial enterprises is revealed: the share of foreign equipment in sales increased from 73.9% in 2015 to 88.5% in 2025, which indicates their transformation mainly into import distribution channels. There was a discrepancy between the natural and cost indicators of imports, due to the rise in price and premium accumulation of the range: the average customs value of a wheeled tractor increased from USD 17.9 to USD 22.4 thousand. The influence of the military factor on the territorial structure of the network was quantified. The practical significance of the results lies in the development of an analytical basis for the state policy of supporting the sale of Ukrainian equipment, regulating the import dependence of the market, and developing a competitive environment in the trade link of the agricultural market
Ukraine’s retail sector recovered to pre-war operational levels within 22 months of the February 2022 invasion, with the top ten operators recording combined revenue of UAH 529.2 billion in 2024. The purpose of this study was to identify the mechanisms through which Ukrainian retail chains sustained and enhanced competitive advantage under wartime conditions, using the dynamic capabilities framework. Financial performance indicators for 2022-2024 and a comparative assessment of five leading chains – ATB-Market, Fozzy/Silpo, Novus, Metro Cash & Carry, and Aurora – were analysed using secondary data triangulation. All five chains recorded positive revenue growth in 2024, ranging from 12.5% for Metro Cash & Carry to 40.6% for Aurora, yet profitability diverged sharply: Aurora and ATB-Market reported net profits of UAH 4.08 billion and UAH 3.1 billion respectively, while Fozzy/Silpo returned UAH 0.2 billion, its first profit after three consecutive loss-making years. ATB-Market alone generated 39.5% of the combined revenue of the ten largest retailers, which grew 17% year on year and accounted for 12.4% of all revenue reported by Ukrainian companies in 2024. Discount and value formats grew consistently faster than premium and wholesale ones. Three structural shifts were identified: accelerating market concentration among operators with strong dynamic capabilities; a reordering of competitive advantage drivers toward operational resilience and social positioning; and the emergence of the discount segment as a structural growth vector. Seven adaptation strategies were systematised within a dynamic capabilities matrix, with omnichannel and e-commerce integration analysed as a cross-cutting continuity mechanism. The findings extend dynamic capabilities analysis to protracted armed conflict and carry implications for retail management and reconstruction-phase industrial policy
