THE IMPACT OF INTERNATIONAL CONFLICTS ON THE TRANSFORMATION OF INTERNATIONAL MARKETING STRATEGIES

Abstract

This article explores the effects of international armed conflicts on the evolution of international marketing strategies employed by transnational corporations. As global geopolitical instability intensifies—through events such as the Russian invasion of Ukraine, and ongoing hostilities in the Middle East, Africa, and Asia—corporate marketing frameworks are compelled to adapt significantly on both strategic and tactical levels. The article aims to identify key models of corporate marketing adaptation in wartime environments and to analyze the core factors influencing changes in consumer behavior, supply chains, branding strategy, and promotional communication. The methodological approach integrates case study analysis, content analysis of wartime marketing campaigns, PEST analysis, and secondary examination of statistical reports from authoritative international institutions including UNCTAD, the OECD, the IMF, and WARC. The study reveals four principal vectors of international marketing transformation under conflict-induced destabilization: pricing and product portfolio adjustments aligned to crisis economies; geographic reorientation away from conflict zones toward stable markets; the emergence of ethical and empathetic brand communication reflecting social responsibility; innovative distribution mechanisms adapted to disrupted logistics infrastructures. The article further presents practical illustrations of how companies such as Nestlé, IKEA, Carlsberg, McDonald's, and Nova Poshta have successfully implemented flexible strategies in response to wartime constraints. Their examples demonstrate that the ability to rapidly reconfigure marketing approaches in alignment with sociopolitical disruptions is crucial for resilience and continuity. The findings highlight the growing importance of strategic flexibility, proactive crisis management, and context-aware communication in global marketing under conditions of armed conflict. In addition to practical implications for global firms, the study offers theoretical contributions by framing conflict-driven marketing adaptation within a dynamic strategic context. Future research could extend this approach through longitudinal studies or comparative regional analyses to better understand industry-specific resilience factors. These findings are expected to benefit corporate planners, marketers, and crisis managers working in volatile geopolitical environments.