The consumption of plant-based food products instead of animal-based products tends to increase worldwide which can be caused by the global expansion of alternative food products. The article's objective is to investigate the perception of plant-based milk analogues by real and potential consumers and determine the prospects of increasing their assortment. The assortment of plant-based analogues of milk and products made thereof is analyzed. A projection of the almond milk sales was made as one of the most effective product categories. Questioning of consumers conducted to investigate consumer treatment of plant-based milk analogues. The survey covered 436 respondents, of which 37.7% consume plant-based milk regularly and 47.7% of respondents consume this product occasionally. About 15% of respondents have never consumed it. The results show that experimenting with diets and health concerns more often young people (under 30 years of old). Plant-based milk was consumed by men (47.6%) and women (52.4%). Prices for plant-based milk analogues are too high, and its reduction will increase the sales of this product according to respondents. The taste is one of the crucial factors in choosing plant-based milk analogues by respondents. By taste-based preference, the largest shares are with almond milk (20.4%) and oat milk (15.3%). At the same time, 16.2% of the respondents have no preference regarding plant-based milk analogues. It was found that using the titles of traditional milk products for naming plant-based milk analogues is not troublesome for most of the respondents. The derived figures give evidence that consumers, not being sufficiently aware of the origin of plant-based milk analogues, do not understand the differences between traditional products and their plant-based analogues.

When describing the state of the modern world, we can name it “marginal”, i.e. the one where there are hardly any orientations, with organizations having to face barriers in the business processes, which makes them constantly revise the strategies, methods or approaches to the achievement of their goal. It was in 2016 that Jamais Cascio, a futurologist and a researcher from the Institute of Future, brought forward a new conception being in perfect conformity with the present-day situation, dominated by the pandemic provoked by COVID-19, political imbalances, resource deficit, climatic disasters and the war that keeps us in tension. The new term that he proposed to use consisted of the abbreviations, i. e. BANI (brittle, anxious, nonlinear, incomprehensible world without a clear structure). Given that the development of organizations in BANI environment requires from managers the ability to use a symbiosis of various administrative competencies, the article defines the essence of various categories of competencies needed by an effective manager of today and analyses specific ways of their fostering in BANI environment. Three groups of competencies required for an effective manager were outlined. The analysis of conditions in which the Ukrainian business had to operate in the first year of the Russian-Ukrainian war, when businessmen and managers had to take administrative decisions concerned with the fate of their organizations and employees in the situation of survival, to exert extreme effort due to the simultaneous change in many business aspects and the impracticability of any kind of projection, with lack of mental and emotional support, allowed for categorizing the Ukrainian business environment in time of the war as BANI environment. Many companies had to close, but many of them could transfer their facilities and adapt to the present-day realities, change the vector of management and even introduce on new markets in spite that the Ukrainian economy had reduced by one third. This could be possible thanks to skilful actions of managers. The authors’ research allowed for a revision of the key competencies of effective managers in BANI environment with consideration to the Ukrainian realities for doing business. A set of administrative competencies allowing companies for not only keep afloat but to develop new business processes in the realities of war was defined. It is stressed that today Ukrainian managers are urgently in need to develop administrative competencies that help support and expand business, bring the staff together in consolidated and highly professional teams, set up business communications.

Climate change and its impact on the economic and social welfare is a vitally important problem explored everywhere in the modern world. The objective of this research is to determine a correlation between the amount of carbon dioxide emissions in Ukrainian regions and their economic and demographic indicators: gross regional product, turnover of business entities and population density. The study is focused on CO ₂ emissions from stationary pollution source. The article provides evidence-based arguments that circular economy is the model integrating two central objectives: economic growth and mitigation of effects from climate change. The study revealed a strong correlation between the implementation of circular economy practices and objectives of Sustained Development Goas, in particular with respect to minimization of СО ₂ emissions. A statistical analysis of the relationship between СО ₂ emissions and gross regional product (GRP), turnover of business entities and population density at the level of Ukrainian regions was made. It was revealed that all the Ukrainian regions with high rates of per capita GRP growth there is no tendency to increase CO ₂ emissions. This complies with circular economy priorities: minimization of resource extraction through processing and re-production. The regions with a higher population density were revealed to have lower СО ₂ emissions, which can be attributed to the fact that a higher population density often entails a more compact urban habitat. The regions with the largest turnover of business entities include regions with their highest population density. Economically developed regions often push technological innovations with breakthrough effects for energy technologies, transport and industrial processes, which help reduce CO ₂ emissions.

У статті розглянуто роль консультанта як ключової фігури в діяльності міжнародних консалтингових компаній, зосереджуючись на його функціях, обов'язках та значенні для успішного ведення бізнесу. Проаналізовано основні етапи консалтингового процесу, що включають діагностику проблем клієнта, розробку та впровадження рекомендацій, а також оцінку ефективності запропонованих рішень. З’ясовано, що першим етапом є діагностика проблем клієнта, що передбачає всебічний аналіз поточної ситуації в організації, визначення причин існуючих проблем та потреб клієнта. Наступним етапом є розробка рекомендацій, який базується на даних, отриманих під час діагностики. Консультанти формують стратегічні рішення, які можуть включати оптимізацію бізнес-процесів, покращення управлінських структур, розробку нових продуктів чи послуг, а також навчання персоналу. Важливим аспектом цього етапу є залучення ключових стейкхолдерів для обговорення та узгодження запропонованих змін. Після розробки рекомендацій йде етап впровадження, під час якого консультанти працюють у тісній співпраці з клієнтом для реалізації запропонованих змін. Це може включати тренінги, координацію команд, моніторинг прогресу та надання підтримки у процесі адаптації до нових умов. Висвітлено важливість професійних навичок, знань та досвіду консультанта для надання якісних послуг, які сприяють розвитку та оптимізації діяльності клієнтських організацій. Особливу увагу приділено здатності консультантів адаптуватися до динамічного та глобалізованого ринкового середовища, а також їхній ролі в прийнятті стратегічних рішень та впровадженні інновацій. Наведено приклади успішної співпраці міжнародних консалтингових компаній з клієнтами в різних галузях, що підкреслює значення консультантів у підвищенні конкурентоспроможності та розвитку бізнесу на глобальному рівні. Висновки статті наголошують на тому, що професійна діяльність консультанта є невід'ємною складовою успіху міжнародних консалтингових компаній та їхніх клієнтів у сучасному світі.