MARKETING IN THEPUBLIC MANAGEMENT SYSTEM OF TERRITORIAL COMMUNITIES: ADAPTATION PROBLEMS

Introduction. The article explores the possibilities of integrating benchmarking into the sustainable development management system of economic systems at various levels — from national policy to the operations of individual enterprises. Goal. The purpose of the study is the theoretical and methodological substantiation and development of approaches to integrating benchmarking into the sustainable development management system of economic systems at the macro, meso, and micro levels, taking into account the specific features of the functioning of the state, regions, sectors, and enterprises under globalization challenges and the transformation of reporting standards. To achieve this goal, the following objectives were set: to characterize current global and local sustainable development challenges and their impact on economic systems; to analyze the role and current state of benchmarking application in sustainable development management at different levels of the economic system (national, regional, corporate); to identify key structural and functional issues hindering the effective integration of benchmarking into management processes; to develop a multi-level integration model of benchmarking that includes indicator alignment, feedback mechanisms, and adaptation of global standards to the local context. Research methods. The study employed methods of system, comparative and structural-functional analysis, generalization, as well as elements of graphical modeling to build a multi-level management scheme. An interdisciplinary approach was used, combining elements of strategic management, sustainable development, and institutional analysis. The results. Within the research, a model for integrating benchmarking into sustainable development management at the macro, meso, and micro levels was developed. Typical indicators, data sources, and benchmarking tools for each level of the economic system were identified. The study analyzed the main barriers to benchmarking implementation in Ukraine, such as lack of coordination between management levels, formalization of indicators, and low level of adaptation of global standards. Principles of interlevel integration were proposed, and a management cycle was outlined that allows benchmarking to function as a continuous mechanism for improving strategies and operational activities. The functional role of benchmarking at each level was clarified – from the formation of national policies to the optimization of business processes at the enterprise level. Conclusions. The integration of benchmarking into sustainable development management provides not only the ability to perform comparative analysis but also serves as a mechanism for adapting best practices, thereby increasing the efficiency of strategic management. The proposed model enables the alignment of international standards with local conditions through vertical and horizontal coordination of actions. Its practical implementation can contribute to the development of a sustainable development culture, improved transparency, competitiveness, and resilience of Ukraine's economic systems under current challenges. Keywords: benchmarking, sustainable development, strategy, management levels, conceptual model, tools.