Effective Strategic Management Research Articles

THE ROLE OF EFFECTIVE STRATEGIC MANAGEMENT IN SECONDARY EDUCATION INSTITUTIONS IN TEACHING MOTIVATION OF V-XI CLASS TEACHERS

This article explores the role of effective strategic management in schools in the teaching motivation of teachers in grades 5-11. The study found that creating a more motivating learning environment for teachers, a more stimulating learning environment for students and, finally, improving the quality of education is directly related to existing principles of strategic management. The article analyzes effective management measures based on teachers' responses, aimed at increasing pedagogical motivation and ensuring more active participation of students in the educational process.

Стратегическое управление социально-экономическим развитием: конституционно-правовые аспекты

The article opens a series of publications devoted to the constitutional and legal aspects of strategic management of the socio-economic development of the state. The time is passing when in Russia “planning” was considered incompatible with market relations, despite the fact that it has long been implemented in countries with market economies, and is sometimes enshrined constitutionally. Although the turn to strategic planning in Russia is usually justified by economic considerations, there are also constitutional and legal arguments. The idea of creating a strategic management system is connected with the fact that all the concepts and development strategies adopted over the past decades turned out to be largely unfulfilled, and many of the provisions contained in them were initially incorrect; The adoption of the law on strategic planning, which was criticized by experts for producing a stream of poorly consistent documents, did not improve the situation. Creating an effective strategic management system requires a clear definition of the subject, object, management tools, as well as its stages, modeling, resource support and apparatus for assessing the results achieved. This article examines the stages of strategic management from a constitutional and legal position, in particular, it is proposed to provide two additional initial stages that bring the process into greater compliance with both the theory of systems management and the basic constitutional provisions; the concept of “algorithmic modeling” is revealed; a conflict is revealed between the legal force of goal-setting documents of strategic planning and other acts, including those fixing its resource provision, as well as the problem of insufficient coherence of policies implemented both by different bodies (and other subjects) at the same level of public authority, and at its different levels ; ways to resolve relevant problems and conflicts are proposed. The regulatory and legal aspects that require consideration when developing an apparatus for assessing the results of strategic management are revealed, and the feasibility of moving to target indicators that are more consistent with modern ideas about development is considered.

Strategic management and its influence on the economic and financial situation of the MSEs in the hardware sector of the Jesús María district, in times of pandemic

The objective of this research was to determine the relationship between strategic management and the economic and financial situation of micro and small enterprises (MSEs) in the hardware sector of the Jesús María district during the COVID-19 pandemic in the period 2020-2021. A quantitative approach and correlational scope were used, with a sample of 26 MSEs and the data collection technique was a survey. The results showed a very high positive correlation between strategic management and the economic and financial situation, supporting the importance of strategic management in the competitiveness and economic development of MSEs. It was concluded that strategic formulation, strategic execution, and strategic control are also related to the economic and financial situation of MSEs. These conclusions have significant implications for companies in the hardware sector, as they highlight the importance of effective strategic management in times of crisis. The findings support the need to plan, execute, and control strategies to face economic and financial challenges.

Effective Strategic Organisational Transformation and Change Management for The South African Financial Services Sector

Effective Strategic Organisational Transformation and Change Management for The South African Financial Services Sector

Strategic Priorities for the Development of Food Security of the State Taking into Account Hybrid Threats and Challenges

Relevance. Food security is one of the most urgent and complex problems of the modern world. In the context of globalization, climate change, economic fluctuations and other factors, ensuring the stability and reliability of food security is becoming a complex task that requires effective strategies.The purpose is to analyze and evaluate strategic priorities in the field of food security, taking into account complex hybrid threats and challenges. Objectives: identification of strategic alternatives; development of a mathematical model with fuzzy variables and rules for evaluating strategic alternatives; analysis of evaluation results to identify the most effective strategic directions.Methodology. The research methodology included the use of fuzzy logic methods to build a mathematical model for evaluating strategic alternatives.Results. As a result of the study, it was revealed that the strategic alternative S1 received the highest rating, emphasizing its key importance for the sustainability of the food system. Alternatives S7, S9, S4 and S3 also have high ratings, which makes them potentially effective for ensuring food security. Alternatives S10, S8, S2, S6 and S5 are less of a priority, but are important for reducing various risks associated with food security, such as lack of food and vulnerability of supplies.Conclusions. The results of the study allowed us to conclude that the use of the fuzzy logic tool provides an opportunity to conduct a deeper and more comprehensive analysis of complex factors affecting food security. This approach allows us to take into account the uncertainty and multidimensionality of data related to the food system and introduce more accurate modeling of this dynamic area. Such a method enriches the decision-making process in the field of food security, contributing to the development of more effective strategic decisions and management approaches that take into account a variety of factors and their interaction. This contributes to improving the quality of research and helps to form more rational and informed strategies that contribute to ensuring the stability and reliability of food security.

The Effect of Strategic Management and Principal’s Competency on Teacher’s Teaching Quality

The low quality of education in Indonesia is caused by the low competence of educators. To improve the teaching and learning process, teachers must be responsible and accountable. The school principal’s strategic management values can also contribute to educational improvement. The principal’s role includes planning, organizing, mobilizing, and evaluating resources to achieve the school’s vision, mission, and goals. The researchers’ study regarding the influence of strategic management and principal competence on the quality of teaching at SMPIT in Prabumulih City is quite interesting. This research examines the impact of principal strategic management, principal competence, and teacher teaching quality at Prabumulih City SMPIT schools, specifically SMPIT Ishlahul Ummah and SMPIT Al Hasanah. The study uses a census sample of 53 teachers, utilizing questionnaires, observation, and documentation methods to gather data. The research reveals that strategic management significantly influences the teaching quality of teachers at SMPIT in Prabumulih City, while the school principal’s competency significantly impacts the teaching quality. The combined effect of these two factors is 78%, with 22% influenced by other variables.

СТРАТЕГІЧНЕ УПРАВЛІННЯ ІНВЕСТИЦІЙНОЮ ДІЯЛЬНІСТЮ НА ПІДПРИЄМСТВАХ З ПЕРЕРОБКИ ТВЕРДИХ ПОБУТОВИХ ВІДХОДІВ

The article demonstrates that Ukraine faces significant challenges in the management of solid household waste. These issues include the absence of a clear waste disposal strategy and insufficient attention to environmental safety. Most landfills in Ukraine fail to meet safety standards and environmental norms, posing a threat to the surrounding environment. Effective resolution of these problems involves the implementation of advanced solid household waste processing technologies and the improvement of waste management systems to ensure sustainable resource utilization and reduce negative environmental impact. The prospects for the development of enterprises involved in solid household waste processing are discussed, including societal awareness of environmental pollution issues and the need for protection, legislative initiatives aimed at reducing waste volumes, and technological progress enabling the creation of new products from recycled waste while minimizing environmental impact. It is argued that the development of this sector can stimulate investments and contribute to the creation of new jobs in the environmental economy. It is argued that effective strategic management of investment activities in enterprises dealing with solid household waste processing is a crucial factor in their successful development and achieving competitive advantage in the market. It is demonstrated that based on the analysis of the enterprise’s needs and opportunities, an investment strategy should be developed to align with strategic goals and enhance its competitiveness. This strategy involves optimal resource utilization to ensure sustainable development and maximize financial results. The main stages of developing and implementing the investment management strategy in enterprises dealing with solid household waste processing include market and needs analysis, selection of investment directions, evaluation of investment projects, development of an investment plan, implementation of investment projects, monitoring and control, evaluation of results, and strategy adjustment. It is proposed that for maximum effectiveness, these stages of the strategy should be implemented comprehensively.

Analysis of the implementation of business ethics and strategic management in companies in Indonesia

The purpose of this study is to analyze the implementation of business ethics and strategic management in companies in Indonesia. The method used in this study is a descriptive method with a qualitative approach. Data collection techniques use documentation techniques. Data analysis is inductive / qualitative and the results of qualitative research emphasize meaning rather than generalization, namely triangulation (combined) techniques. The results of the study found that the analysis of the implementation of business ethics and strategic management in companies in Indonesia confirms that business ethics is a very important aspect for the survival of the company. Companies that apply business ethics well can build trust from colleagues, the community, and customers, which is an important capital to maintain business continuity. Therefore, companies have a responsibility to maintain and improve standards of business ethics to achieve sustainable growth. On the strategic management side, its role is also very important in achieving the company's long-term goals, adapting to changes in the business environment, and directing human resources. By implementing good business ethics and effective strategic management, companies in Indonesia can better face business challenges and contribute to sustainable economic growth.

Diversity management and firms’ internationalization: Evidence from French SMEs

Although internationalizing small- and medium-sized enterprises (SMEs) are heterogenous as a population, they face similar resource constraints, such that resource management is central to their internationalization efforts. However, the management of diversity, as a specific resource, remains insufficiently studied. Building on resource-based theory, this article explores how SME managers assign value to diversity and implement diversity management across various types of internationalizing SMEs. The multiple-case qualitative study, involving 14 SMEs that represent traditional internationalizers, early internationalizing firms, and born-again globals, reveals that diversity is valued and managed differently by different categories of internationalizing SMEs. For early internationalizing firms, within-type heterogeneity is stronger than between-type heterogeneity. Furthermore, SMEs may value resource diversity as instrumental, terminal, or even destructive, which influences how they manage it. In presenting ideas for the effective strategic management of diversity, as displayed by some SMEs, this article contributes to research on SMEs’ internationalization and diversity management.

Strategic Management Practices in Dynamic Business Environments

This research delves into an exploration of strategic management practices within organizations operating in dynamically changing business environments. The primary objective is to provide insightful perspectives on how businesses adeptly navigate and adapt their strategies to not only endure but thrive amid swift and continuous changes. Employing a robust mixed-methods approach, the study integrates quantitative analysis derived from survey data with qualitative examination through case studies. The quantitative facet involves collecting and analyzing survey data from a diverse array of businesses in dynamic environments. This survey aims to quantify various strategic management practices, offering statistical insights into the prevalence and effectiveness of different strategies. Simultaneously, the qualitative component encompasses in-depth case studies conducted on select organizations. Through interviews, document scrutiny, and direct observation, this phase seeks to unravel nuanced insights into specific strategic practices responding to dynamic business conditions. Key findings from this dual-method approach shed light on the factors contributing to effective strategic management in dynamic contexts. The discussion emphasizes the significance of adaptability, innovation, and proactive planning in strategic management practices. These insights have practical implications, offering valuable guidance for practitioners engaged in strategic decision-making, helping businesses enhance their resilience and competitive positioning in dynamic environments. Furthermore, scholars can use this study as a foundation for further exploration and theoretical development in the field of strategic management. In conclusion, this research significantly contributes to understanding effective strategic management amid dynamic business environments, benefiting both practitioners and scholars.

КЛЮЧЕВЫЕ ПРЕИМУЩЕСТВА И ПРИНЦИПЫ ПОСТРОЕНИЯ ВЫСОКОПРОИЗВОДИТЕЛЬНЫХ КОМАНД В ОРГАНИЗАЦИИ

The article discusses the key advantages of high-performance teams in modern conditions from the point of view of long-term business performance. The basic principles for creating high-performance teams in an organization are proposed, the implementation of which will ensure high results in the effectiveness of strategic management.

КОНЦЕПТУАЛЬНІ ЗАСАДИ УПРАВЛІННЯ АДАПТИВНИМ РОЗВИТКОМ ПРОМИСЛОВИХ ПІДПРИЄМСТВ В КОНТЕКСТІ ГНУЧКОСТІ ЇХ ВИРОБНИЧО-ЕКОНОМІЧНОЇ СИСТЕМИ

The article is devoted to the study of the conceptual foundations of strategic management of the adaptive development of industrial enterprises. The research is based on the idea of taking into account the flexibility of their production and economic system. It has been established that in the conditions of constant transformations of market relations in the world economic space, industrial enterprises are exposed to times of insurmountable difficulties associated with periodically occurring economic crises, and know significant losses from the results of their production and economic activities as a result of the imbalance in the strategic development of technical economic activity. economic system in the context of ensuring the company's flexibility to changes in the external environment. The key aspects of the formation of an effective strategic flexibility management system at the levels of business entities have been studied. A number of problems have been singled out, which in general hinder the strengthening of the competitiveness of industrial enterprises, and, accordingly, support the strategic provision of their adaptive development. Much attention is paid to the process of ensuring strategic competitiveness. The key aspects of the formation of an effective system of strategic management of flexible economic development of industrial sectors have been established. It has been proven that the effectiveness of the strategic sustainability management system of an industrial enterprise is significantly influenced by internal and external factors. Conceptual provisions of strategic management of adaptive development of industrial enterprises are also researched, organized and supplemented in the work.

СУТНІСТЬ ОРГАНІЗАЦІЙНОГО ПРОЄКТУВАННЯ ТА ЙОГО МІСЦЕ В СТРАТЕГІЧНОМУ УПРАВЛІННІ ПІДПРИЄМСТВОМ

The article examines the interpretation of the concept of «organizational design». The study found that when interpreting it, scholars mainly adhere to two approaches: static and dynamic. Supporters of the former tend to view organizational design as the construction of organizational structures (organizational structure and management structure). In our opinion, in a changing external environment, it is more appropriate to consider organizational design from the standpoint of a dynamic approach as a constant process of large and small changes that occur in the management of an organization and its structure. Recently, «organizational design» has been used as an identical concept to «organizational design». It is proposed to consider organizational design (or organizational design) as a process of building or improving a formal organization in the course of finding a match between the key elements of the organization (organizational structure and management structure, personnel, tasks, decisionmaking and incentive systems, informal organization and organizational culture) and its strategy, taking into account environmental factors. The goal of organisational design is to develop a structure that best meets the organisation's strategic goals and objectives, taking into account the internal and external factors that affect it. The object of organisational design is the organisation itself. Organisational design is an important part of effective strategic management and cannot be a one-off event for a number of reasons. First, the growth of organizations necessitates the decentralization of power in order to create organizational prerequisites for delegating decision-making authority to locations closer to problem areas. Secondly, different types of work require different units, and since work is constantly changing, these changes are reflected in the units. Third, the organizational structure must be consistent with the chosen strategy. When an organization's strategy changes, the chances of success of the new strategy are enhanced with the support of organizational design. Fourth, since technology is an important part of any organization, as the organization's technology changes, information changes are required. Technology-related changes necessitate adequate changes in structure. The organization must adapt its structure (internal organization) and management processes to all these changes, and since such changes are constant and not always predictable, they require further post-implementation research.

Особливості стратегічного управління конкурентоспроможністю компаній зі страхування життя

The article defines the features of strategic management of competitiveness of life insurance companies (LICs). It is specified that the development of insurance and the need to protect people from the increasing impact of various risks associated with their livelihood, such as loss of income as a result of loss of human ability to work or the death of a family breadwinner, have led to the emergence of life insurance companies. It is noted that any decisions aimed at ensuring competitive advantages are risky, since they are based on the inability to accurately predict how the competitive environment will affect the company’s actions. The competitiveness management strategy of a LIC should take into account how likely its relationship with the competitive environment is, as this significantly increases the level of uncertainty in the management process and creates a risk that the company will lose in competition. A model of strategic management of the competitiveness of a LIC has been developed, which is closely related to the managerial qualities of its activities, that is, it provides for a certain complex that has: components of management, strategic goals, tactical tasks of management. An algorithm for assessing the level of management of the competitiveness of LICs has been proposed, which is based not only on the assessment of the competitive position through the efficiency of management, but also reflects the effectiveness of the insurance company’s activities in the formation of competitive advantages in the process of struggle for effective demand, taking into account the conditions of the insurance market and the needs of consumers. It is concluded that one of the important conditions for effective strategic management of competitiveness of life insurance companies is the study of the insurance market and determination of the competitive status of the company in it. Assessment of the level of competitiveness of a LIC is mandatory for all market participants who seek to maintain their place or increase their competitiveness. It is proved that managing the competitiveness of a life insurance company is a priority direction of the organization’s management, since it determines the company’s ability to exist in the market.

Employee perceptions of strategy formulation and implementation towards sustainable strategic management in the developing world

In general, an effective strategic management process allows managers to interact with employees in formulating and implementing organisational strategic plans (Nedelea & Paun, 2009). Eskom, an electricity public utility company, in South Africa, suffered a strategy formulation and implementation fatigue for the past two decades leading to a quagmire and lacklustre performance of all time (“Eskom CEOs from 1985 to 2020”, 2020). Therefore, the study investigates employees’ perception of the organisational strategy process towards bridging the gap between the management and non-management employees in strategy formulation and implementation. The study employed a quantitative survey, gathering data from a sample of 331 participants randomly selected from a population of 2400 Eskom, employees. Data was then collected and captured through a questionnaire using an online survey tool called Question Pro and analysed with SPSS version 25. The study revealed that Eskom’s strategic formulation and implementation process was perceived by employees as a downward communication process. Thus, the study revealed that there was a lack of employee engagement before and after the strategy formulation and in implementation process. The study therefore recommended that Eskom should employ a vertical two-way communication process between managerial and non-managerial employees. In addition, the study recommended that Eskom should provide strategy awareness campaigns at ground level towards positively impacting on sustainable and effective strategy implementation.

ОСОБЛИВОСТІ СТРАТЕГІЧНОГО УПРАВЛІННЯ ПІДПРИЄМСТВАМИ В УМОВАХ ВОЄННОГО СТАНУ

Domestic enterprises in modern times operate in a rather turbulent environment, influenced by war, pandemics, and logistical changes. All of this presents new challenges for enterprise management, requiring a higher level of strategic vision, continuous monitoring, and responsiveness to potential changes. In 2022, most enterprises were forced to reconsider their strategic goals, particularly regarding profit levels. Issues with electric power, logistics, and the occupation of agricultural territories contribute to significant problems in food supply. A notable negative factor is the substantial rise in raw material costs, increasing the production cost for processing enterprises. Therefore, effective strategic management is crucial for processing industry enterprises.
 The efficiency at the enterprise level reflects the connection between the achieved results and the amount of resources invested in the activities. The aim of the work is to determine the features of strategic management of enterprises in conditions of a state of war. The conducted analysis showed that strategic management is reasonably understood as the process of managing an enterprise that, through the formation and implementation of strategic goals and tasks, considering the available potential, allows achieving competitive advantages.
 The process of strategic management should be adapted to market conditions and self-regulation processes in relations between economic entities. The main emphasis is placed on the development of development strategies and predicting the results of their implementation.
 The stages of strategic management are generalized. Hierarchical relationships of factors influencing the strategic management system are proposed. Unlike existing approaches, this allows for a more comprehensive consideration of factors determining the effectiveness of strategic management, considering crisis management, and forming a mathematical model for intelligent decision support in strategic management.

SUSTAINABLE INNOVATIONS, STRATEGIC MANAGEMENT, SUPPLY MANAGEMENT AND R&D ACTIVITIES IN THE COSMETICS INDUSTRY:

Purpose – In this study, in the light of best practices and strategies of AKALIFE PHARMACEUTICALS, which develops first-class cosmetics and dermo cosmetics products and manufactures also food supplements; the research question “How cosmetics companies can sell their sustainable innovations to the customers?” has been answered.
 Design/methodology/approach – In order to answer the research question a survey was formed and the data obtained from this survey, The paper discusses what takes for a cosmetics companies to achieve sustainable accomplishments in a cosmetics industry. In this context, besides the accomplished practices of AKALIFE PHARMACEUTICALS, data was collected from 107 people by survey method by selecting three independent variables that are effective on the preferability of sustainable innovations in the cosmetics sector. The statistical analyzes of these data were completed and the findings were discussed.
 Findings – As a result of the analysis, it has been observed that the most effective primary factor on the preferability of sustainable innovations invented on the cosmetics industry by customers is R&D activities. The fact that cosmetics companies develop niche formulas that have never been applied before and produce unique cosmetic products by supplying raw materials that have not been used in any cosmetics product before, brings about them to strengthen their position in the cosmetics market and provide a strong comparative advantage over their rivals. It has been observed that the effectiveness of strategic management is almost as effective as the efficiency of supply management, although not as much as the efficiency of supply management, in the customer's preference of cosmetics products as sustainable innovations.
 Originality/value – Cosmetics industry, which is a dynamic and innovative sector that is always open to change, attracts the attention of many entrepreneurs and investors in these days. The study concludes that it is crucial for sustainable cosmetics companies to take advantage of the values of sustainability, healthy content, uniqueness and innovation in generating a prosperous corporate identity and potent brand image that customers will adhere to.

The new normal: the adoption of food delivery apps

PurposeIn the wake of lockdown regulations and limited mobility during the COVID-19 pandemic, dining habits shifted towards usage of food delivery apps to avoid physical interaction. Nonetheless, it is unknown whether the COVID-19 pandemic had an influence on the adoption of food delivery apps. Therefore, this study examined factors influencing the adoption of food delivery apps during the COVID-19 pandemic, as well as the moderating effects of education and age.Design/methodology/approachData were collected from 282 food delivery application users in South Africa using a web-based survey. Partial least square structural equation modelling analysis was used to test the hypotheses, while partial least squares multigroup analysis was used to examine the moderating effect of education level and age.FindingsThe results indicated that perceived ease of use has a significant impact on perceived usefulness and attitudes, perceived usefulness has an impact on attitudes and continuous intention, attitude influences continuous intention and social pressure and convenience influence attitudes. The perceived COVID-19 threat had no impact on attitudes, and education and age had no significant impact on any relationships. The findings are imperative for restaurants and mobile application designers, as they enable more effective strategic management planning.Originality/valueThis study is the first paper to empirically employ technology acceptance model to analyse the adoption of food delivery applications during the COVID-19 pandemic. Its uniqueness is in examining situational influence associated with the pandemic such as social pressure, perceived COVID-19 threat and convenience.

Explainable artificial intelligence in disaster risk management: Achievements and prospective futures

Disasters can have devastating impacts on communities and economies, underscoring the urgent need for effective strategic disaster risk management (DRM). Although Artificial Intelligence (AI) holds the potential to enhance DRM through improved decision-making processes, its inherent complexity and "black box" nature have led to a growing demand for Explainable AI (XAI) techniques. These techniques facilitate the interpretation and understanding of decisions made by AI models, promoting transparency and trust. However, the current state of XAI applications in DRM, their achievements, and the challenges they face remain underexplored. In this systematic literature review, we delve into the burgeoning domain of XAI-DRM, extracting 195 publications from the Scopus and ISI Web of Knowledge databases, and selecting 68 for detailed analysis based on predefined exclusion criteria. Our study addresses pertinent research questions, identifies various hazard and disaster types, risk components, and AI and XAI methods, uncovers the inherent challenges and limitations of these approaches, and provides synthesized insights to enhance their explainability and effectiveness in disaster decision-making. Notably, we observed a significant increase in the use of XAI techniques for DRM in 2022 and 2023, emphasizing the growing need for transparency and interpretability. Through a rigorous methodology, we offer key research directions that can serve as a guide for future studies. Our recommendations highlight the importance of multi-hazard risk analysis, the integration of XAI in early warning systems and digital twins, and the incorporation of causal inference methods to enhance DRM strategy planning and effectiveness. This study serves as a beacon for researchers and practitioners alike, illuminating the intricate interplay between XAI and DRM, and revealing the profound potential of AI solutions in revolutionizing disaster risk management.

STRATEGIC DEVELOPMENT OF COMPANIES IN THE MARKET OF INFORMATION AND COMMUNICATION TECHNOLOGIES: CONTENT, APPROACHES AND KEY DIRECTIONS

The article analyzes the approaches of scientists to defining the essence of strategic development, considers modern approaches to management based on marketing, determines the sequence of stages of strategic management of enterprise development, which is a relevant issue in the context of achieving strategic goals of the enterprise. The purpose of the article is to substantiate the theoretical and methodological foundations and directions of strategic development of enterprises in the ICT market. To realize the set goal, the following tasks were set: clarify the categorical and conceptual apparatus in the field of strategic development; determine the place and features of strategic development in the enterprise management system; determine the key trends in the development of enterprises in the ICT market, which determine the need for changes in the management system of enterprises in the direction of strengthening strategic analysis and the application of modern marketing concepts; determine directions of strategic development modeling in the management system of enterprises in the ICT market. It was proved that strategic development is not a self-organized process, its success depends on the adoption of specific managerial strategic decisions. Strategic development of an enterprise on the ICT market in modern conditions is impossible without building an effective strategic management system based on marketing principles and modern marketing concepts. In order to ensure managed successful development on the market, the enterprise must define long-term goals and objectives, justify the concept of alternative and adaptive activity and development, make management decisions regarding the identification of areas and directions of resource provision by the enterprise for the long term, taking into account the opportunities and threats that may arise by selected areas and areas of resource use, i.e. by selected areas of activity (SBU, areas of business, innovative products or services of the enterprise for specific markets). The ICT industry is rapidly developing, guided by the imperative of digitization and innovative integration of AI technologies. Key trends in the ICT market include: digitalization processes, virtual sales, active involvement of artificial intelligence, metauniverse, changing forms and methods of competition, joint consumption of corporate technologies, creation and use of joint innovation ecosystems. As companies navigate virtual sales strategies, the rise of avatars underscores the importance of the metaverse. In addition, competition in the field of ICT is intensifying, which requires providers to constantly improve their technological capabilities. Essentially, these new trends in ICT highlight the industry’s drive to adapt, innovate and meet the dynamic needs of global and local customers. It is appropriate to take into account these trends in the process of planning and implementing marketing plans and programs of ICT enterprises and telecommunications business.