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Viktoriia Nekhai, Yuliia Voloshchuk, Larisa Satyr, Kateryna Voloshchuk y Oleg Kravets
Production of engineering products as an element of social growth in the global world:  legal  
 
factor of development
Dierences in the relative cost of labor, energy and other resources lead 
to countries having dierent technologies, and this also aects the denition 
of business... Dening the company’s driving force means identifying the 
key aspects of the strategies on which attention will be focused. However, 
this does not necessarily imply disdain for other aspects. Concentrating 
major  eorts  on  technology  or  product  oerings  does  not  mean  that  the 
ability to meet market needs or identify key target segments can be ignored. 
Rather, it allows you to determine priorities when allocating management 
eorts and when evaluating new projects (Douglas and Craig, 1985).
Researcher Researcher David Buisson notes: 
Trade in standardized goods is the largest business in the world, and every 
year its volume continues to grow. 70% of the 125 most important sectors of the 
world economy receive more than half of their export revenues from the sale of 
primary products. The ever-changing situation, ever-increasing competition and 
the  increase  in  the  number  of  large  multinational  companies  aect  the  nature 
of global product markets, while the role of marketing as one of the aspects of 
business activity is increasing (Baker, 2002: 577).
The author points to competition as a force that aects the development 
of enterprises, but one should not forget that it can lead to the disappearance 
of an enterprise, and sometimes an industry.
Such  a  threat  exists,  obviously, for  many branches  of the  economy of 
Ukraine.  For  example,  for  the  country’s  agricultural  machinery  industry, 
a situation has arisen when foreign-made machinery enters the country’s 
market in large quantities. The purchasing power of domestic agricultural 
producers is low, so the market oers used foreign machinery. 
At the same time, domestic factories for the production of agricultural 
machinery, components and repair kits for it produce products that are quite 
aordable in terms of price indicators, but improper sales organization is 
noted and, as a result, preferences on the side of foreign models.
Jean-Jacques Lambin points out the driving forces behind 
competitiveness management in an industry: 
A rm’s ability to gain a competitive advantage in its base market depends not 
only on the direct competition it faces, but also on other forces such as potential 
market entrants, substitute goods, buyers and suppliers. The rst two forces are 
threats, and the other two are indirect, depending on their ability to dictate their 
demands. The company’s prot potential in the commodity market is determined 
by the complex inuence of all ve forces (Lambin, 2006: 303).
With this statement, Jean-Jacques Lambin indicates that the 
development  of  enterprises  under  the  conditions  of  dierentiation  of 
production solves such social issues as providing consumers with more 
unique goods, those that have a greater value for consumption, and needs 
are satised most fully. In addition, the degree of awareness of novelties 
increases, which generates new requests.