Marketing management of business activities in the context of international diversification involves the construction of an appropriate system of information gathering, study of foreign markets, planning, implementation and control of the marketing program, risk and profit assessment, effectiveness of marketing decisions, development of marketing strategy of the enterprise, which allows obtaining the maximum positive result with minimal marketing costs. In this study, further development of scientific and methodological approaches to determining the state of marketing management of the activities of agricultural enterprises of Ukraine under the conditions of international diversification, consisting in the identification of problematic issues arising in the course of international business diversification; quantitative and qualitative assessment and determination of the degree of diversification of the enterprise in different markets, as well as conducting market research of the most important business segments of consumers in foreign markets  and selecting the optimal exit strategy of a diversified international markets. Keywords: marketing management, concept of marketing management, international diversification, effectiveness of marketing management, planning, organization and control of enterprise marketing management, evaluation of the degree of diversification of activities, diversified company

Purpose. Consideration of theoretical and scientificmethodical concepts and development of practical recom mendations on formation of economic and mathematical model of mutual positioning of strategies of marketing and personnel management. methodology. Methods of analysis, synthesis, generalization, comparison and mathematical modeling are used. findings. The embodiment of the economic and mathematical model is the matrix of mutual positioning of strat egies of marketing and personnel management. The matrix is an effective tool of acceptance of adequate managerial decisions for achievement of desired result (economical, marketing, managerial, social, and household). At the same time, mathematical problem solving enables one to simplify process itself of acceptance of managerial decisions at option of marketing strategy of personnel management which is adequate to framework conditions, state of external and internal environment of the enterprise. originality. A complex approach to formation of marketing strategy of personnel management in view of the com mon and specific principles, aimed at realization of purposes and the tasks of personnel management is developed. For implementation of the offered approach, an economic and mathematical model of mutual positioning of strate gies of marketing and personnel management is developed and approved by the example of enterprises of the me chanical engineering sector of Ukraine. Practical value. The results obtained during the practical approval confirmed adequacy of the economic and math ematical model and expediency of its application, which is reflected in the appropriate economic benefit. At the en terprises which applied the offered approach optimization of the process of monitoring in marketing and personnel policy is observed at the expense of elimination of duplicating information flows.

The aim of the study is to identify aspects of structural changes in economy of the regions in the context of digitalization. The research methodology is a systematic approach to structural changes in the economy of the regions. And to carry out this study used a number of general economic and specific research methods based on current scientific trends in regional economic development and digitalization.  The study made it possible to substantiate the following conclusions, namely, the impact on structural changes in regional economic systems in the context of digitalization is from the mega-level, macro-level, meso-level and macro-level. This made it possible to identify the levers of these levels of influence and justify the forms of structural changes that reflect the stages of regional transformation.

The article proves that effective resource management of an industrial enterprise using intellectual resources is a key element of its development strategy, regardless of its size and market position. Enterprises for which intellectual property rights are a valuable asset should pay special attention to building a system of strategic management of them. This requires taking into account the issue of intellectual property protection in many management processes, the proper distribution of tasks and the creation of organizational structures, procedures, regulations and contracts, the determination of budgets and the provision of professional staff and tools. The analysis of existing publications made it possible to conclude that strategic development management is a scientifically based influence of top management on the socio-economic development of the enterprise, which ensures sustainable growth of the results of the commercial activity of the enterprise. It has been proven that the formation of a management system for the development of enterprises requires the presence of interconnected subsystems. A number of components of the industrial enterprise development management system based on intellectual property are proposed. It is recommended to determine the basic development strategy depending on the type of market behavior model of the enterprise, which largely depends on the level (estimation) of the external potential of the enterprise: high potential corresponds to an offensive model of enterprise behavior, low potential corresponds to a defensive market behavior model. It was determined that the strategic tasks of intellectual property are: protection from competition: the presence of a patent provides the enterprise with a monopoly position in its target market for a sufficiently long period of time (up to 20 years); additional protection: some patents are not developed for the purpose of direct commercialization; avoidance of commercial (market) disputes: enterprises have the opportunity to commercialize their technologies for a long time without existing threats of abuse of their intellectual property rights by competitors; foundations for commercial alliances: finding business partners for a given business activity is much easier when the company has a competitive patent portfolio at its disposal.

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