Nataliia Klietsova

In view of the expanding range of banking services in Ukraine, the issue of introducing innovative means of protecting consumers against illegal actions in the field of banking becomes relevant. This paper aims to determine the effectiveness of biometric technologies for customer identification during banking transactions, the legality of their use, and to identify areas for the development of state policy focused on the legal use of biometric data in order to protect the rights and legitimate interests of individuals and legal entities. Based on analysis and systematization of scientific publications and regulatory framework, it was found that a potential direction for banks to implement the customer focus concept in their services to establish the appropriate level of security is the use of biometric technologies that ensure the proper storage of personal data. The summarized information on the actual application of biometric identification methods in the banking sector allows stating that the factors stipulating the criminal offenses using biometric data can be neutralized by the subjects of counteracting such offenses and through effective legal remedies. Contradictions arising between the state of regulatory support and the actual needs for the use of biometric technologies in the field of banking in Ukraine decelerate the use of effective security tools with a high degree of reliability in the banking sector. It is concluded that further implementation of biometrics in the banking sector in Ukraine requires a comprehensive approach and consideration of the best world practices.

This study examined how multinational corporations adapted their corporate social responsibility strategies while operating in russia during the ongoing war against Ukraine. Specifically, the analysis investigated the impact of different corporate social responsibility approaches on financial performance, stakeholder trust, and corporate reputation for multinational corporations operating in russia during the war. A game-theoretic model evaluated three distinct strategies: minimal corporate social responsibility engagement (Strategy 1), increased corporate social responsibility involvement (Strategy 2), and a complete exit from the russian market (Strategy 3). The quantitative analysis showed that companies choosing the exit strategy (Strategy 3) gained the highest payoffs for financial performance, stakeholder trust, and reputation. In contrast, minimal corporate social responsibility engagement (Strategy 1) resulted in negative outcomes, including reputational damage and potential exposure to sanctions. On the other hand, increased corporate social responsibility involvement (Strategy 2) produced neutral outcomes, offering short-term benefits but still leaving companies vulnerable to ongoing risks. The sensitivity analysis confirmed the stability of these outcomes. The study concludes that exiting the russian market not only aligns with ethical standards but also ensures long-term sustainability, offering critical insights for corporations navigating corporate social responsibility challenges in war zones.

Acknowledgments
We sincerely express our gratitude to Prof. Dr. Dr. h.c. Marko Sarstedt, the LMU Fellowship Grant (LMU Ukraine support-fund) for the support of Ukrainian scientists.

Type of the article: Research Article

Abstract
This study examines the state of digital marketing management among small and medium-sized enterprises (SMEs) in Ukraine under conditions of prolonged economic instability and wartime disruption. This paper aims to assess the level of digital marketing tool adoption, identify key organizational barriers, and examine how firm-level characteristics influence strategic readiness for digital transformation among Ukrainian SMEs. The study is based on a structured quantitative survey conducted in 2024 among 100 owners and managers of Ukrainian SMEs operating in the service, trade, and manufacturing sectors across several regions of Ukraine affected by differing levels of full-scale wartime disruption, with data analyzed using descriptive statistics and correlation analysis.
The research results show that the basic digital tools are widely adopted, with 98% of SMEs having a website and 79% using online marketplaces for sales, including enterprises from manufacturing, trade, and service sectors. At the same time, the adoption of advanced marketing management tools remains limited: only 19% of enterprises report regular use of CRM systems, 25% use marketing analytics tools, and merely 1% apply email marketing on a regular basis. Strategic digital planning is also weak, as only 11% of surveyed SMEs have a structured digital marketing strategy and 7% report having an SMM strategy. Digital skills among marketing personnel are assessed as low or moderate, with only 15% of respondents indicating a high level of digital competence among staff.
Based on correlation analysis, the findings indicate that digital marketing transformation among Ukrainian SMEs is constrained primarily by organizational and human capital limitations rather than firm size or financial performance, underscoring the need for targeted national support programs to enhance strategic digital capabilities.