Стан та перспективи маркетингу під час війни
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Дата
2022
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Анотація
Враховуючи наслідки кризи COVID-19 та війни, життя, яким ми його знаємо, змінилося. Підходи та процедури, які сприймалися як належне, зараз переглядаються. Загалом командні стратегії швидко розвиваються, і команди маркетингу не є винятком. В умовах кризи першим напрямком скорочення бюджету компаній є маркетинг. Однак криза, спричинена пандемією COVID-19, показала протилежне: наскільки важливо використовувати маркетингові інструменти для утримання існуючої та завоювання нової аудиторії. Війна в Україні завдала нищівного удару по економіці країни, і звісно, маркетинг також змінив своє звичне життя. Актуальність теми зумовлена тим, що маркетинг здатний бути ефективним інструментом відновлення та розвитку бізнесу в Україні. Метою роботи є визначення плану дій маркетингу під час війни в Україні. Зараз довгострокове стратегічне планування складний тпроцес, бо ситуація змінюється щодня. Оперативно-тактичні рішення вийшли на перший план. Тому в рамках маркетингу детальнішу увагу слід приділяти визначенню ймовірності інвестиційного ризику стосовно витрат компаній на вжиття заходів щодо відновлення діяльності в критичний момент.
Given the effects of the COVID-19 crisis and war, life as we know it has changed. Approaches and procedures that have been taken for granted are now being revised. Team strategies in general are evolving rapidly, and marketing teams are no exception. In times of crisis, the first area of budget reduction for companies is marketing. However, the crisis caused by the COVID-19 pandemic has shown the opposite: how important it is to use marketing tools to retain existing and win new audiences. The war in Ukraine dealt a devastating blow to the country's economy, and of course, marketing also changed its usual life. The topicality of the topic is determined by the fact that marketing can be an effective tool for business recovery and development in Ukraine. The purpose of the work is to determine the marketing action plan during the war in Ukraine. Nowadays, long-term strategic planning is a complex process, because the situation changes every day. Operational and tactical decisions came to the fore. Therefore, in the framework of marketing, more detailed attention should be paid to determining the probability of investment risk in relation to the costs of companies to take measures to restore operations at a critical moment. The scientific novelty of this article lies in the development of a model forthe formation of tactical marketing actions during the war. Therefore, marketers need to adopt wartime conditions in order to withstand the onslaught of challenges – changing tactics, changing consumer priorities, etc. Strategies need to be developed on how to target and how to better listen to retain your customer and improve the overall economy. It is important to understand that marketing cannot be paused. Of course, now the budget is reduced, so it is worth making a strict optimization taking intoaccount reduced budgets and other resources. Recommendations of possible ways of adapting marketing and SMM for business recovery in Ukraine: changing marketing tactics, changing the market and choosing the target audience, optimizing costs, changing the content strategy, quick response to changes, pivotal strategies and priorities for market engagement.
Given the effects of the COVID-19 crisis and war, life as we know it has changed. Approaches and procedures that have been taken for granted are now being revised. Team strategies in general are evolving rapidly, and marketing teams are no exception. In times of crisis, the first area of budget reduction for companies is marketing. However, the crisis caused by the COVID-19 pandemic has shown the opposite: how important it is to use marketing tools to retain existing and win new audiences. The war in Ukraine dealt a devastating blow to the country's economy, and of course, marketing also changed its usual life. The topicality of the topic is determined by the fact that marketing can be an effective tool for business recovery and development in Ukraine. The purpose of the work is to determine the marketing action plan during the war in Ukraine. Nowadays, long-term strategic planning is a complex process, because the situation changes every day. Operational and tactical decisions came to the fore. Therefore, in the framework of marketing, more detailed attention should be paid to determining the probability of investment risk in relation to the costs of companies to take measures to restore operations at a critical moment. The scientific novelty of this article lies in the development of a model forthe formation of tactical marketing actions during the war. Therefore, marketers need to adopt wartime conditions in order to withstand the onslaught of challenges – changing tactics, changing consumer priorities, etc. Strategies need to be developed on how to target and how to better listen to retain your customer and improve the overall economy. It is important to understand that marketing cannot be paused. Of course, now the budget is reduced, so it is worth making a strict optimization taking intoaccount reduced budgets and other resources. Recommendations of possible ways of adapting marketing and SMM for business recovery in Ukraine: changing marketing tactics, changing the market and choosing the target audience, optimizing costs, changing the content strategy, quick response to changes, pivotal strategies and priorities for market engagement.
Опис
Ключові слова
маркетинг, план, дослідження, криза, інтернет- маркетинг, marketing, plan, research, crisis, internet marketing
Бібліографічний опис
Коростова І. Стан та перспективи маркетингу під час війни [Текст] / І. Коростова // Цифрова економіка та економічна безпека : науково-практичний журнал / Причорноморський науково-дослідний інститут економіки та інновацій, Сумський державний педагогічний університет імені А. С. Макаренка ; [гол. ред. О. Ю. Кудріна, редкол.: В. В. Божкова, В. І. Борщ, Н. М. Вдовенко та ін.]. – 2022. – № 2 (02). – С. 52–55. – DOI: https://doi.org/10.32782/dees.2-9