Foreign trade is an important factor of economic growth and development of open economies. At the same time, the analysis of the state of foreign trade operations is becoming methodologically more complex due to the increase in the number of indicators used and the appearance of new ones. They allow not only to examine the effectiveness of the state trade policy, the set of goods and trade partners, but also to get an idea of the structure of the economy, the level of its development and competitiveness, as well as to assess the quality of the export and import baskets from the point of view of economic growth prospects. Therefore, it is advisable to use models of commodity export valuation, which determines the relevance of the chosen topic. The subject of the study is the methods and models of commodity export evaluation. The purpose of the article is the formation of a model for the evaluation of Ukraine's commodity exports to the integration associations of the world and its approval. Methodology. The theoretical and methodological basis of the conducted research is the dialectical method of cognition, the principles of system analysis and synthesis, statistical processing of information. The methods of structural dynamics were used for the analysis of statistical indicators of commodity exports for 2016-2020; the method of constant market share – for the evaluation of changes in commodity exports of Ukraine for the period under consideration; the method of scientific abstraction is used for the generalization of the obtained results and the formation of conclusions; the graphic method – for the visual presentation of the obtained research results. Results. The article proposes a model for assessing Ukraine's commodity exports to the world integration associations, the main component of which is the constant market share method (CMS analysis). This model is easy to use and allows a qualitative assessment of changes in Ukraine's commodity exports. Approval of the model and assessment of changes in commodity exports of Ukraine was carried out on the international statistical database UNCTADstat for 2016-2020. The data are aggregated into groups according to the Standard International Trade Classification (SITC). The following trading partners have been selected for the CMS analysis: EU-27, ASEAN+3, CIS and REST OF THE WORLD. The obtained results make it possible to assess the state of Ukraine's commodity exports and the level of its competitiveness in foreign markets. Practical implications. The practical implications are related to the possibility of using the proposed model for the evaluation of commodity exports, using various options for the classification of goods and integration associations – partners of the exporting country. Value / originality. The originality lies in the development of a model for the assessment of Ukraine's commodity exports to the world integration associations based on the Constant Market Share (CMS) method, which allows to determine to what extent exports change with the growth of the competitiveness of the goods of the exporting country.
Необхідною умовою здійснення підприємствами ефективної зовнішньоекономічної діяльності є наявність відповідної системи стратегічного управління. Налагоджене функціонування такої системи підвищує стійкість та адаптивність підприємства до мінливих внутрішніх та зовнішніх факторів впливу, а також забезпечує стабільний розвиток підприємства на зовнішніх ринках у перспективі. У проведеному дослідженні авторами сформовано систему стратегічного управління зовнішньоекономічною діяльністю підприємств та визначено її складові. Встановлено, що формування складових має здійснюватися з врахуванням індивідуальних особливостей, специфіки та масштабів діяльності, галузі приналежності підприємства та кон’юнктури зовнішнього ринку. Система стратегічного управління зовнішньоекономічною діяльністю (ЗЕД) підприємства являє собою сукупність взаємопов’язаних елементів стратегічного планування та стратегічного аналізу зовнішньоекономічної діяльності підприємства, що передбачає визначення стратегічних пріоритетів та стратегії ЗЕД на основі ґрунтовної аналітичної роботи щодо вивчення внутрішнього і зовнішнього середовища функціонування, оцінки економічної безпеки та балансування між бажаними цілями і потенційними можливостями підприємства, а також є умовою конкурентоспроможності на зовнішніх ринках збуту. Оскільки система стратегічного управління зовнішньоекономічною діяльністю підприємства є частиною системи управління певного підприємства, то її функціонування має бути узгоджене з загальними цілями і стратегією розвитку підприємства. Налагоджена система стратегічного планування, комплексного моніторингу, стратегічного аналізу, організації реалізації визначеної стратегії, проведення контрольних та коригуючих заходів відповідно до вимог зовнішнього середовища дозволяє раціонально реалізовувати потенціал зовнішньоекономічної діяльності та розширювати географію проникнення підприємства на міжнародні ринки. Реалізація зовнішньоекономічного потенціалу та формування стратегії підприємства ґрунтується на результатах комплексного моніторингу, при проведенні якого особлива увага приділяється аналізу зовнішньоекономічної діяльності, напрями якого також визначено і удосконалено авторами.
The enterprise management system falls under dynamic fluctuations, accompanied by internal and external information surfeit and requiring the organization and implementation of high-quality analytical support for the management process. In this regard, the role and understanding of the essence of analytical tools, which will increase adaptability to the surrounding changes, is strengthened. Studies of the economic literature have made it possible to single out monitoring and strategic analysis among the most used analytical tools. The article conducts a detailed analysis of the essence of the concept of «monitoring» and determined that most scholars use it to replace the concept of «analysis». However, monitoring is a broader concept that combines various directions of analysis: production and economic, financial, investment, technical, technological, social, innovative, environmental, etc. and acts as its complex manifestation. Therefore, it is more expedient to use the concept of «complex monitoring», which is a more thorough and multi-vector analytical study that takes into account the results of various activities of the enterprise, which are formed under the influence of internal and external factors and serves as a basis for determining the directions of further functioning and development of the enterprise, including constituting the basis for strategic analysis. Complex monitoring essentially includes an analysis of the company’s activities over the past and current years, that is, it performs the tasks of retrospective and current analysis, which is the main difference from strategic analysis, which involves conducting analytical research for the future to develop a strategic plan and determine the development strategy of the enterprise. Despite the matter that the studied categories of «complex monitoring» and «strategic analysis» are not identical, they have a close relationship, since it is impossible to form a strategic plan for the development of an enterprise without the basis of complex monitoring, which ensures the effective implementation of strategic analysis and the correct formulation of its elements. Complex monitoring and strategic analysis occupy an important place in the management system, since they solve one of its main tasks – the qualitative formation of a strategic plan and a development strategy of the enterprise.
Globalization trends of today open and expand the trade-economic interconnections of enterprises over the world. Ukrainian business nowadays owns a small share of the global market. This is primarily due to uncertainty before the unknown market, the requirements of its consumers, foreign legislation, the conditions of certification and standardization, etc. The processes of entering international markets are caused by a number of reasons, among which the most common are: an increase in the volume of sales of goods or the provision of services, an increase in profitability, long-term profitability, an increase in innovation potential, an increase in experience, competition, the presence of government incentives. Generalization of approaches to the process of entering international markets allowed to formulate its planning stages: diagnostics of the enterprise, choice of strategy, choice of international market, search for partners, opening local representative offices, and creating a single information base of the enterprise. These stages are not overloaded with analytical research and calculations and are as close as possible to the practical activities of the enterprise. The article draws attention to the matter that effective functioning in international markets involves scaling up all the processes of the enterprise, and not conducting one-time export-import operations. Therefore, the systemacity of the entry of an enterprise into the international market involves the conduct of strategic analysis and the formation of a strategic plan. Properly planned activities and the chosen strategy of entering or expanding into international markets are the guarantor of mastering new segments and increasing profitability. On the basis of this, the types of strategies for entering international markets by levels of management are systematized, allowing to correctly coordinate and establish the relationship between them and implement the defined strategic goals of the enterprise.
In today's fast-changing and unpredictable business environment, organizations face numerous challenges that require them to be flexible, responsive and proactive. Traditional approaches to strategic planning often fail to cope with thecomplexities and uncertainties of the modern business environment. Adaptive strategic planning, on the other hand, offers a dynamic and flexible framework that allows organizations to effectively address these challenges. Adaptive strategic planning performs important functions in business structures by facilitating proactive decision-making, providing flexibility and agility, and promoting organizational learning and adaptation.In addition, adaptive strategic planning is a tool for ensuring the economic security of an enterprise. It provides a framework that allows companies to anticipate and respond to changes, mitigate risks and ensure their economic security. Adaptive strategic planning allows organizations to identify potential risks, develop contingency plans, and build resilience into their business models. By considering different scenarios and preparing for different outcomes, businesses can more easily cope with disruptions and uncertainties. This resilience ensures their ability to continue operations, maintain profitability and protect their economic security in the face of adverse events.Adaptive strategic planning promotes a culture of continuous learning and improvement in organizations. It encourages employees at all levels to share their knowledge, ideas, and experiences. By creating an environment that values experimentation, feedback, and collaboration, companies can tap into the collective intelligence of their workforce. This fosters innovation, adaptability, and resilience, positioning the organization for sustainable success in the face of today's challenges. Adaptive strategic planning is a vital tool for the development of business structures in today's dynamic and unpredictable environment. It allows organizations to proactively respond to change, capitalize on new trends, and drive long-term growth and success. With flexibility, agility, and a culture of continuous learning, businesses can meet today's challenges and thrive in an ever-changing environment.
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