DIGITAL INNOVATIONS IN INFORMATION SYSTEMS FOR SUPPORTING STRATEGIC MANAGERIAL DECISION-MAKING AS A FACTOR IN CHANGING THE ECONOMIC EFFICIENCY OF MARKETING START-UP PROJECTS UNDER CRISIS CONDITIONS

Abstract

The aim of the article is to substantiate the key problems of economic efficiency of marketing start‑up projects in Ukraine under martial law and prolonged economic instability, as well as to develop a conceptual approach to improving the quality of information systems for supporting strategic managerial decisions based on digital innovations. The methodological framework of the study is formed by systemic and structural‑functional analysis to characterise the crisis environment, comparative analysis of scientific approaches and industry reports, logical and conceptual modelling to construct the authors’ managerial model, and methods of scientific abstraction and generalisation to develop practical recommendations. As a result of generalising macroeconomic, industry and behavioural data, three interrelated contours of constraints on the scaling of marketing start‑up projects in wartime have been identified: resource, infrastructural‑logistical and digital‑regulatory. For each contour, cause‑and‑effect relationships with unit economics indicators, liquidity and operational resilience have been established, including the impact of the cost of capital on CAC and payback period of investments, the influence of logistics and energy disruptions on the fulfilment of customer obligations, as well as the impact of growing cyber risks and regulatory requirements on trust in digital sales channels and compliance costs. On this basis, the authors have developed a conceptual model of a crisis‑resilient contour of strategic management of marketing start‑up projects based on digital innovations. The model is structured into six interconnected blocks: an input block (profile of crisis constraints), an infrastructural block (data architecture and cyber security), an analytical‑intellectual block (descriptive, predictive and prescriptive analytics, AI modules), a strategic decisions block (selection of segments, channels, monetisation models and partnerships), an execution block (implementation and automation of marketing processes), and an output block (system of economic efficiency and resilience indicators). The proposed model ensures the integration of energy, logistics and cyber security risks directly into the “data–decisions–execution–control” contour and is oriented towards optimising LTV/CAC, payback period of marketing investments, channel margins and operational resilience. The practical significance of the study is reinforced by a step‑by‑step algorithm for implementing the model in the activities of marketing start‑up projects, taking into account the Ukrainian realities of a wartime economy. The algorithm covers sequential stages: crisis diagnostics and goal setting in terms of unit economics and liquidity; data audit and construction of a minimally sufficient infrastructure; design of decision‑support and scenario‑management systems; piloting of artificial intelligence and marketing automation tools with measurement of incremental effect; platform integration and partnerships; implementation of a system for monitoring effectiveness and managing risks. The proposed approach forms a practical toolkit for enhancing the economic efficiency, resilience and export potential of Ukrainian marketing start-up projects under crisis conditions.