FORMULATION OF A BUSINESS STRATEGY TAKING INTO ACCOUNT THE CONDITIONS OF THE MILITARY ECONOMY OF UKRAINE

Abstract

The article examines how the changes caused by the war in Ukraine in 2022 influenced the formation of business development strategies. In the course of the study, it was determined that changes in the external environment primarily affect the adjustment of the company's development strategies, therefore, such an analysis is the first and mandatory stage that must be done by the management of enterprises in order to implement this task. It is proposed to use the method of narrowing the focus when constructing the analysis. Therefore, it is necessary to first make an economic analysis of the main indicators of the general state of the country's economy, then indicators characterizing changes in a separate industry. During the study of the issue, it was determined that in the period from February 2022 in Ukraine, in the state of war economy, there was a partial relocation of business, a mass movement of labor resources, and the destruction of business in the occupied territories. It was established that micro- and small businesses were the most affected, and large industrial enterprises showed the greatest resilience. The state has also responded to the situation by introducing a number of solutions, but as noted, state solutions need more comprehensiveness and constant adjustment. The economic analysis of the industry is carried out on the example of the machine-building industry, since it includes large industrial enterprises that suffered the most economic losses and destruction in this period, and is one of the capital generators for the strategic development of Ukraine's economy in the near future. The analysis showed that a large share of enterprises was evacuated to safer places, and the industry is supported by the state. Therefore, from the point of view of revising the development strategy for such enterprises, it is necessary to understand that the influence of the external environment in wartime is significant, constantly changing, carries significant risks, the state does not have time to quickly respond to changes and adjust already made decisions. It was suggested that such enterprises adjust their strategies towards an active type of concentrated growth for enterprises operating at significant capacity, or an anti-crisis strategy or a stabilization strategy for those enterprises that have experienced significant or devastating losses of various nature. At the same time, such enterprises are recommended to engage in constant monitoring of their own and macroeconomic risks, as well as constant analysis of all enterprise resources.