CONCEPTUAL BASES FOR THE FORMATION OF AN INTEGRATED MARKETING SERVICE IN AGRICULTURAL ENTERPRISES UNDER THE CONDITIONS OF MILITARY RISKS AND DIGITAL TRANSFORMATION

Abstract

The article substantiates the conceptual foundations for the formation of an integrated marketing function within agricultural enterprises in the context of the economy’s digital transformation and the escalation of wartime risks. The relevance of the study is driven by the need to enhance the adaptability and strategic resilience of agribusiness entities operating in an unstable external environment, characterized by disrupted supply chains, restricted access to sales markets, and high demand volatility. It is argued that the marketing function should not be perceived as an isolated functional unit, but rather as an integrated component of the enterprise’s strategic management system, providing analytical support for managerial decision-making, coordinating cross-functional interaction, and shaping a market-oriented organizational behavior. The study elucidates the functional purpose, key tasks, and organizational models for structuring the marketing function, taking into account the scale of operations, resource endowment, and sector-specific features of agricultural production. The principal barriers to the development of an effective marketing function are identified, including the institutional underestimation of marketing, a shortage of qualified personnel, limited levels of digitalization, and insufficient analytical maturity of enterprises. The role of digital tools, such as CRM systems, data analytics, and demand forecasting is substantiated as a critical driver of marketing performance enhancement. A conceptual approach to the establishment of an integrated marketing function is proposed, based on the alignment of multiple management levels and the integration of cross-functional interactions with the production, logistics, and financial subsystems of the enterprise. It is demonstrated that the implementation of such a function will contribute to increased adaptability, flexibility, and competitiveness of agricultural enterprises in both the short and long term. Furthermore, the proposed framework offers practical guidance for managers in prioritizing digital investments and restructuring organizational processes to support data-driven decision-making. The findings also extend the theoretical discourse on marketing integration by contextualizing it within conditions of heightened uncertainty and systemic disruption.