Management of Marketing Potential of an Industrial Enterprise under Crisis Challenges

Abstract

The article explores the theoretical and methodological foundations of managing the marketing potential of an industrial enterprise under crisis challenges, particularly during a wartime crisis characterized by sharp transformations in the market environment and increased uncertainty. The subject of the study is the essence of marketing potential and the mechanisms of its effective implementation under crisis conditions. The purpose of the work is to provide theoretical justification and develop practical recommendations for managing the marketing potential of an industrial enterprise in times of crisis. The research applies methods of comparison, analysis, and generalization, which allowed for the systematization of scientific approaches to defining the concept of “enterprise marketing potential” and the identification of its key structural elements. Based on a comparative analysis of models for managing marketing potential in stable conditions, during economic crises, and in wartime, significant differences were identified in strategic objectives, planning horizons, product policy, pricing, communication tools, and logistics solutions. It has been substantiated that the proposed anti-crisis management model involves the use of flexible strategies, diversification of sales markets, active application of digital communication channels, and optimization of logistics processes, enabling enterprises to respond quickly to changes in the external environment. Focusing on key competencies within business processes ensures the possibility of promptly adjusting managerial actions, effectively utilizing resources, and maintaining the factors that shape marketing potential. This creates a foundation for developing an effective strategy of enterprise adaptation to crisis challenges, enhancing its market resilience and long-term development stability. The research results demonstrated that effective management of marketing potential during a crisis requires a systemic reorientation of managerial priorities in accordance with external operating conditions. The proposed recommendations are aimed at increasing the ability of industrial enterprises to respond rapidly to environmental changes, build new competitive advantages, and ensure prospects for sustainable development even under complex socio-economic conditions.