Abstract
<jats:p>The article substantiates the theoretical and methodological foundations for forming a resilient development strategy for construction enterprises under conditions of crisis transformations. The study is driven by the need for construction companies to move beyond traditional anti-crisis management approaches, which focus primarily on financial stabilization, toward an integrated strategic framework that incorporates marketing adaptation mechanisms as a core component of organizational resilience. The research defines the concept of a resilient strategy for a construction enterprise as an integrated management approach that combines the ability to rapidly recover operational activities after crisis shocks with the capacity for proactive adaptation through marketing instruments. Unlike classical anti-crisis strategies, the resilient strategy encompasses marketing, organizational, resource, and communication subsystems of the enterprise. The study systematizes the main marketing instruments for adapting construction enterprises to crisis transformations across five strategic directions: market diagnostics (sensing), market repositioning, service portfolio diversification, digitalization of marketing communications, and flexible pricing. These components correspond to the dynamic capabilities concept of sensing, seizing, and transforming resources and opportunities. A conceptual model of a resilient development strategy for a construction enterprise based on marketing adaptation mechanisms has been developed. The model demonstrates the cyclical nature of the resilient strategy, where marketing sensing serves as the initial stage of strategic response to crisis changes. The strategic core ensures coordination of four marketing adaptation mechanisms, while the feedback loop from results to diagnostics creates a continuous cycle of strategic renewal.</jats:p>