Marketing as an element of anti-crisis management of an enterprise
https://doi.org/10.53315/2949-1177-2025-4-3-43-55
Abstract
The modern economy is characterized by an unstable external environment, growing competition, volatility of consumer demand and high risks. In such conditions, the task of effective anti-crisis management at the enterprise level is especially relevant. One of the key tools that can ensure adaptation and sustainable development of a business during a crisis is marketing.
The marketing function today goes far beyond product promotion: it is becoming an important element of a strategic response to external challenges, allows for flexible adaptation of product policies, work with customer loyalty, optimizes communication channels and increases the overall survivability of an enterprise in conditions of instability.
OOO Oyrat-Telecom occupies a niche of a regional multi-brand retailer with a strong local orientation and service component. Its competitiveness is due to its proximity to the client, flexibility and knowledge of the market. However, for long-term sustainability, it is necessary to strengthen digital channels, automate work with the client base and diversify sales beyond the region.
We will conduct a consolidated competitive analysis with the main market participants in this business area.
About the Authors
S. B. Boldyreva
Kalmyk State University named after B.B. Gorodovikov
Russian Federation
Russian Federation
Candidate of Economic Sciences, Associate Professor, Head of the Department of Management
Elista
N. E. Chadlaeva
Kalmyk State University named after B.B. Gorodovikov
Russian Federation
Russian Federation
Candidate of Economic Sciences, Associate Professor
Elista
K. I. Makaeva
Kalmyk State University named after B.B. Gorodovikov
Russian Federation
Russian Federation
Candidate of Economic Sciences, Associate Professor
Elista
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Review
For citations:
Boldyreva S.B., Chadlaeva N.E., Makaeva K.I. Marketing as an element of anti-crisis management of an enterprise. Economic policy and financial resources. 2025;4(3):43-55. (In Russ.) https://doi.org/10.53315/2949-1177-2025-4-3-43-55
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