TRANSFORMATION OF MARKETING FOR CULTURAL AND RECREATIONAL SERVICES UNDER MARTIAL LAW

The article provides a comprehensive analysis of the transformation of marketing for cultural and recreational services under the conditions of the full-scale war in Ukraine. The relevance of the study is driven by the need to adapt the activities of cultural institutions to extreme challenges: security threats, reduced purchasing power, and a critical deterioration of the population's psycho-emotional state. It is determined that under martial law, the cultural product moves beyond the entertainment function, acquiring strategic importance as a tool for mental rehabilitation, social integration, and preservation of national identity. The necessity of changing the marketing paradigm is substantiated: a transition from hedonistic and purely commercial models to the concept of social-ethical marketing. The essence and practical significance of the trauma-informed approach in service organization are revealed, which involves considering the emotional vulnerability of visitors, ensuring transparency of service processes, and creating a physically and psychologically safe space. The directions for adapting the marketing mix toolkit are investigated. In product policy, the emphasis is placed on creating services with a therapeutic effect (art therapy, craft practices, «grounding» activities). Communication policy is viewed through the prism of the «quiet marketing» strategy – a refusal of aggressive promotion and artificial deadlines in favor of empathetic storytelling and broadcasting the values of resilience. The role of sensory marketing in harmonizing the emotional state of consumers is highlighted. The specifics of market segmentation in wartime are highlighted, where instead of demographic criteria, the type of traumatic experience endured becomes key. The features of marketing interaction with priority target groups are outlined: veterans, internally displaced persons, and volunteers. The transformation of consumer behavior is analyzed, particularly the shortening of the planning horizon and the growing demand for ethical consumption. It is concluded that the resilience of cultural and recreational institutions depends on the integration of the social component into the business strategy and building trusting relationships with the consumer.