Keywords
CRM systems
communications
recovery strategies
crises
war
COVID-19
How to Cite
Abstract
Small and medium-sized enterprises play a significant role in the country's economy. Crises such as pandemics and the war in Ukraine have significantly affected business processes and communications in the activities of SMEs. They are particularly vulnerable to crises, as they often have limited resources and are less resilient than large companies. Therefore, there is a need to develop new approaches that take into account the specifics of crisis situations. The aim of the work is to identify the main components of adaptation and recovery in SMEs. The objectives of the work are: to identify positive and negative aspects in the activities of SMEs as a result of the pandemic, to investigate the impact of COVID-19 and war on customer interaction strategies in SMEs, to identify the main components of adaptation and recovery in SMEs. The COVID-19 pandemic had a positive (digitalization, remote work, flexibility, new markets) and negative impact (decreased demand, financial instability, disruptions in supply chains, loss of human capital) on SMEs. As a result of COVID-19, there has been a transition to remote work, digitalization of business processes, changes in customer communications, adaptation to changes, increased security and cybersecurity, changes in consumer behavior. As a result of the war, data security issues have become relevant, work interruptions are occurring, migration and relocation of enterprises, changes in the psychological state of employees. The main components of adaptation and recovery in SMEs are: new tools and technologies (messengers and social networks Telegram, Viber, Facebook, Instagram, automated chatbots, CRM systems, video communication using Zoom, Google Meet and other video conferencing platforms), training and development (digital skills, adaptation to new realities, crisis management, communication in crisis conditions), survival and growth strategies (business reorientation, search for new markets, flexible pricing and promotions, partnership and cooperation, volunteering and social responsibility). The study empirically confirms and theoretically proves that it is advisable to implement recovery and adaptation strategies. The results of this study may be useful for SME owners and researchers studying the characteristics of small and medium-sized businesses.
References
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