Market and marketing strategy. Marketing strategy of the firm

The modern economy is characterized by increased risk and uncertainty in decision-making conditions. In this state of affairs, increasing profits and market share is impossible only by optimizing the distribution and saving production resources. As noted by I. Ansoff, in addition to operational (distribution of resources) and managerial problems (organization of the acquisition and distribution of resources), a strategic one (selection of goods and markets and distribution of resources over them) was added.

Currently, the concept of "strategy" is used in various fields, including economic, marketing, financial, innovation, etc.

F. Kotler defines marketing strategy as "a rational, logical construction, guided by which the organizational unit expects to solve its marketing problems. It includes specific strategies for target markets, the marketing mix and the level of marketing costs."

Global directions of marketing strategy are:

• o internationalization strategy - the development of new foreign markets, including the expansion of not only the export of goods, but also the export of capital, when enterprises, plants and factories are created abroad, producing locally, in former importing countries, bypassing restrictive trade barriers and using the advantages of cheap labor force and wealth of local raw materials;
• o diversification strategy - the development of the production of new goods, product markets, as well as product services, including not only the differentiation of product groups, but also the spread of entrepreneurial activity to completely new areas and areas not related to the main activities of the enterprise;
• o segmentation strategy - deepening the degree of saturation with the offered goods and services of all consumer groups, choosing the maximum depth market demand, including its smallest shades.

If we combine the main directions of marketing strategies proposed by marketer F. Kotler and economist M. Porter, who build their model on the basis of two concepts of planning marketing activities - choosing a target market (within their industry or individual segments) and strategic advantage (uniqueness of a product or its price ), - the following main strategies of the enterprise can be distinguished.

Undifferentiated (mass or standardized) marketing strategy associated with cost advantages. In this case, the seller ignores differences in segments and addresses the entire market at once with the same product, i.e. is engaged in mass production and sale of the same product to all buyers at once.

A significant advantage of this strategy is the low level of costs due to mass production (minimum unit costs and low prices) and a single marketing concept. The company strives to create a product designed for the largest market segments.

Differentiated Marketing Strategy - the enterprise produces different types of one product, differing in consumer properties, quality, design, packaging, etc. and intended for various consumer groups in the market, i.e. for multiple segments. The company decides to work on many segments and develops a separate offer for each of them.

This strategy involves significant costs and targets a large market, offering many individualized, distinct types of products designed to satisfy multiple market segments.

Concentrated (targeted) marketing strategy - the firm-seller concentrates its efforts on one or several few market segments, develops marketing approaches and manufactures goods in order to meet the needs of these particular groups of buyers.

According to this strategy, the product must meet the needs of the relevant group of buyers to the maximum extent possible. For each market segment, the company constructs a separate marketing program, although this is associated with building long-term strategic goals and increasing costs.

The concentrated marketing strategy is quite attractive for enterprises with limited resources, small enterprises, when instead of focusing on a small share of a large market, the enterprise prefers to pay attention to a large share of one or more market segments.

However, such a strategy is vulnerable and risky, since it is focused on a small number of segments or one segment, which may not justify the hopes and calculations of the enterprise or be the object of a similar policy of a competing firm.

A special place in the strategic development of the enterprise is played by the implementation of the growth strategy proposed by F. Kotler. It can be developed based on the analysis carried out at three levels.

On first level identify opportunities that the company can take advantage of at the existing scale of activity - the possibility of intensive growth. Intensive growth is justified when an enterprise has not fully exploited the opportunities inherent in its existing products and markets. To identify them, I. Ansoff suggested using a "network of product and market development", indicating three main types of opportunities for intensive growth:

• o deep market penetration - increasing the sales of their existing products in existing markets through more aggressive marketing;
• o expanding the boundaries of the market - increasing sales through the introduction of existing products into new markets (regional, national or international) or new segments;
• o product improvement - increasing sales by creating new or improved products for existing markets.

On second level the possibilities of integration with other elements of the marketing system of the industry are revealed - the possibilities of integration growth. Integration growth is justified when an enterprise can receive additional benefits by moving within the industry. There are three types of integration growth:

• o regressive integration involves the ability to acquire ownership or put under tighter control of their suppliers;
• o progressive integration is the ability of the enterprise to acquire ownership or put under tighter control of the distribution system;
• o horizontal integration is the ability of the enterprise to acquire ownership or put under tighter control of a number of competing enterprises.

Pa third level opportunities for diversification growth are identified for the enterprise outside the industry. Diversified growth is justified when the industry does not provide the enterprise with opportunities for further growth, or when growth opportunities outside the industry are much more attractive.

Concentric Diversification Strategy - a search is underway for new products that, technologically and market-wise, would be "consonant" with the already produced goods of the enterprise and would attract new buyers.

Horizontal diversification strategy - a new product is a "continuation" of an already produced product, designed for a formed circle of buyers, its production is carried out without major changes in the technology adopted at the enterprise.

Conglomerate Diversification Strategy - a new product is launched that is not related to the enterprises produced so far, therefore, the development of new technologies and the development of new markets are required. This is the most time-consuming strategy that requires significant resource costs.

There are many classifications of competitive strategies in commodity markets. The so-called classical classifications, based on the approach developed by M. Porter, distinguish five main types of competitive strategies:

• o cost leadership strategy;
• o broad differentiation strategy;
• o optimal cost strategy;
• o a focused strategy based on low costs (market niche strategy);
• o Focused strategy based on product differentiation.

Cost leadership strategy based on the reduction full cost production of goods or services and on this basis - the use of low prices.

Broad differentiation strategy is aimed at giving products specific features that distinguish them from competitors' products, which helps to attract a large number of buyers.

Best Cost Strategy enables customers to get more value for their money through a combination of low costs and wide product differentiation. The task is to provide optimal (lowest) costs and prices relative to producers of products with similar features and quality.

Focused strategy or market niche strategy, based on low costs, focused on a narrow segment of buyers, where the company is ahead of its competitors due to lower production costs.

Focused strategy based on product differentiation, aims to provide consumers of the selected segment with goods or services that best meet their needs.

In the economic literature, offensive and defensive strategies of competitive struggle are also distinguished. In this case, the creation of competitive advantages is achieved through successful offensive strategic actions. At offensive strategy The time to create competitive advantage depends on the nature of competition in the industry.

In the economic literature, there are six main types of offensive strategy:

• o the company's actions are aimed at confronting the strengths of a competitor;
• o actions aimed at exploiting the weaknesses of competitors;
• o simultaneous offensive in several directions;
• o capture of unoccupied market segments;
• o guerrilla warfare;
• o system of preemptive strikes.

First type strategy involves the following actions. Market share is captured from weaker opponents and the competitive advantage of a strong opponent is eliminated. The success of actions is determined by how much the gap in benefits is reduced. To be successful, an enterprise needs sufficient resources to take at least part of the market from its rivals. An attack on the strengths of a competitor can be carried out in any direction: price reduction; implementation of a similar advertising campaign; giving the product new characteristics that can attract competitors' buyers, etc. The classic case is the attack of competitors by an enterprise offering a similar product at a lower price. This can secure market share if the target adversary has good reasons not to cut prices and if the challenger can convince consumers that its product is the same as the competitor's.

Another way to amplify the price challenge is to gain a cost advantage and then exploit low prices. Price cuts based on low costs are the strongest basis for a flail attack.

Second type offensive strategy is carried out in several versions:

• o concentration on geographic areas where the competitor controls a small share of the market and does not make serious efforts to compete;
• o Special attention is paid to customer segments that the competitor neglects or cannot serve;
• o working with competitors' customers whose products are different low level quality;
• o capturing segments of competitors that advertise their products little and do not have well-known trademarks;
• o development of new models or modifications of products, thus capturing gaps in the parametric series of products of the main competitors.

A simultaneous offensive in several directions is to reduce prices, increase advertising, bring new products to the market, apply discounts, etc. A large-scale offensive has a chance of success when the attacker, offering an attractive product or service, has sufficient financial resources to overtake competitors in conquering the market.

The capture of unoccupied market segments is carried out in order to avoid open competition, i.e. aggressive price cuts, increased advertising, or costly attempts to out-compete in differentiation. Instead, it is proposed to maneuver around competitors and work in an unoccupied market niche.

The strategy includes the following actions: moving to geographic areas where the nearest competitors do not operate; attempts to create new segments by offering products with performance characteristics that better meet the needs of consumer groups; reorientation to the technology of the next generations.

guerrilla war appropriate for small businesses that do not have the resources to launch a large-scale attack on industry leaders.

There are the following methods of guerrilla warfare:

• o occupying a segment of buyers that are not of particular interest to the main competitors;
• o attracting buyers with a weak commitment to the competitor's products;
• o development of market segments that are too wide for a competitor, and therefore have the lowest concentration of its resources;
• o Implementing small, isolated, temporary attacks on competitors' positions using one-time price reduction tactics (to win a large order or poach a prospect);
• o Attempting to overwhelm major competitors with a single but intense burst of product-to-market activity in order to attract buyers who might otherwise become competitors' customers.

Preemptive strike strategy is a measure to maintain a favorable competitive position in the market, discouraging competitors from copying the company's strategy. The following methods of this strategy are known:

• o Establishing relationships with the best suppliers of raw materials, concluding long-term contracts with them, conducting vertical integration;
• o maintaining the best geographical position;
• o providing yourself with a prestigious and permanent clientele;
• o creating a strong psychological image of the enterprise with the consumer, which is difficult to copy, which has a strong emotional impact;
• o maintaining the exclusive or pre-emptive right to work with the best distributors in the region.

Using defensive strategies In order to protect competitive advantage in a market economy, all enterprises can be attacked by competitors, both newcomers wishing to enter the market and established enterprises seeking to strengthen their position in the market. The task of a defensive strategy is to reduce the risk of attack from competitors. In turn, businesses must put constant pressure on challenging competitors to reorient them to take on other competitors. Defensive strategy does not enhance competitive advantage, but allows you to maintain existing competitive positions.

There are several ways to protect your competitive position. With some of them, you can try to prevent competitors from launching offensive actions and take the following actions:

• o expand the range of manufactured goods, in order to fill free market writes from potential competitors;
• o develop models and grades of products with characteristics that competitors already have or may have;
• o offer models that are closest in their characteristics to competitors' products, but at lower prices;
• o guarantee tangible discounts to dealers and distributors;
• o suggest free education users;
• o increase sales of goods on credit for dealers or buyers;
• o patent alternative technologies;
• o protect own know-how in the development of goods, technologies, etc.;
• o purchase raw materials in larger quantities than necessary to prevent competitors from buying them;
• o refuse suppliers working with competitors;
• o to constantly monitor the products and actions of competitors.

Defensive strategy involves the ability to quickly adapt to the changing situation in the industry and, if possible, pre-emptively block or prevent the attacking actions of competitors.

The first approach to defensive strategy is to communicate to competitors that their actions will not go unanswered and the enterprise is ready for an attack based on public statements of management's commitment to maintain existing market share; early dissemination of information about new products, technological breakthroughs, planned development of new models and product varieties; creating a cash reserve and highly liquid assets for conducting "combat" operations, as well as conducting sharp counterattacks on not very strong competitors to create the image of a well-protected enterprise.

Another approach is to counter the offensive actions of competitors to reduce their profits. In this case, the strategic approaches of the enterprise can be the following:

• o continuous development, updating of products;
• o organizational structure of the marketing service;
• o budgeting and marketing plan in general;
• o marketing control.

Marketing is not the same as sales management. Its essence lies in the fact that it is implemented primarily as a market-oriented management and has system-forming and integration qualities. By using marketing, you can reduce the entropy of exchange, and through marketing influences, you can influence the market and the consumer. It allows you to establish feedback with the market, giving the control object a signal about the state of the situation, the performance of the enterprise and competitors. With the help of regulators, the management apparatus makes effective marketing decisions, and the enterprise increases the speed of adaptation to changes in the external environment and accelerates the turnover of capital.

Depending on the specific operating conditions of the company, marketers offer various directions strategies for entrepreneurial, production and marketing, scientific and technical activities. Let's dwell on the main ones.

Strategies for expanding the market activities of firms include the fourth dimension of market actions - the rhythm (those, speed) of these processes. Naturally, a faster theme, other things being equal, gives great results and brings significant success.

The so-called vectors of expansion of business activity of the enterprise differ (Fig. 4.2).

Rice. 4.2.

Using deep market penetration strategies ("old market - old product") assumes a relative minimum expansion of entrepreneurial activity, when a well-known, mastered product continues to be sold within the unchanged existing market. In this case, it is planned to increase the market share by reducing production and distribution costs, intensifying advertising campaigns, changing pricing policy, etc., as well as expanding the areas of use of the manufactured product: increasing the frequency and volume of its consumption, identifying new ways to use it, expanding the range of related sale of goods and services.

New product development strategy ("old market - new product") involves the expansion of entrepreneurial activity mainly due to product policy within the framework of the former, well-known sales market, i.e. by improving, modernizing the manufactured product, improving its consumer properties, expanding the range of manufactured products, creating new models and types of products, developing, developing and releasing qualitatively new products for this market.

Market expansion strategy ("new market - old goods") provides for the intensification of entrepreneurial activity mainly due to the development of new sales markets, the inclusion of new markets in the scope of the company's work both at home and abroad, although the goods sold remain the same. There is a constant search not only for new markets in the geographical sense, but also for new market segments, i.e. deepening of groups of consumers of this product is carried out, which also allows to ensure the growth of sales of the company to a large extent.

Active expansion strategy or diversification strategy ("new market - new product") - the most dynamic and complex, since it requires significant efforts on the part of the company's management and staff, as well as significant amounts of financial resources for implementation.

It allows you to search for markets in new regions that demand new products, their types and models, a new product range, search for new segments in old markets that also demand new products, models, and a new product range. To a large extent, this strategy is associated with innovative consumer groups, complex and risky innovations.

According to the model of M. Porter, the relationship between market share and profitability is "and-shaped" form (Fig. 4.3).

A firm with a small market share can succeed with a clearly focused strategy and focusing its efforts on one specific "niche", even if its overall market share is insignificant (this distinguishes the Porter model from the conclusions of the Boston Advisory Group (BCG) matrix).

A company with a large market share may be successful in business as a result of an overall cost advantage or a differentiated strategy.

Three types of marketing strategy are known depending on the market share:

1) offensive, creative strategy, or offensive strategy, involves an active, aggressive position of the firm in the market and aims to win and expand market share. It is believed that in every product or service market there is a so-called

Rice. 4.3.

the optimal market share that provides the rate and mass of profit necessary for the effective operation and existence of the company. For example, the optimal segment is considered to be where 20% of the buyers of this market are present, purchasing approximately 80% of the goods offered by this company.

However, if the share falls below the optimal level, the company faces a dilemma: either take measures to expand it, or leave the market.

The firm can choose an attacking strategy in several cases: if the market share is below the required minimum or has sharply decreased as a result of the actions of competitors and does not provide a sufficient level of profits; if it launches a new product on the market; if it carries out an expansion of production, which will pay off only with a significant increase in sales; if competing firms lose their positions and a real opportunity is created at relatively low cost to expand the market share.

Practice shows that the expansion of market share and the implementation of an aggressive marketing strategy in markets with a high degree of monopolization and markets whose products are difficult to differentiate, is very difficult;

2) defensive or holding strategy involves the preservation of the company's existing market share and retention of its position in the market. Such a strategy is chosen if the firm's market position is satisfactory, or it does not have enough funds to pursue an active aggressive policy, or the firm is afraid to pursue it because of undesirable retaliatory measures of strong competitors or punitive measures from the state. This policy is often pursued by large firms in markets known to them.

This type of strategy is quite dangerous and requires the closest attention on the part of the company conducting it to the development of scientific and technological progress and the actions of competing firms, etc. The company may be on the verge of collapse and will be forced to leave the market, since the scientific and technical invention of competitors, unnoticed in time, will lead to a decrease in their production costs and undermine the position of the defending company;

• 3) retreat strategy, usually forced, not chosen. In a number of cases, for certain products, for example, technologically and structurally obsolete, the company deliberately goes to reduce its market share. This strategy involves:
  • o phasing out operations. In this case, it is important not to break ties and business contacts in business, not to strike at former partners, to ensure the employment of company employees;
  • o business liquidation. In such a situation, you need to try to prevent the leakage of information about the upcoming termination of the business.

The retreat strategy involves, as a rule, a reduction in the market share in the shortest possible time in order to sharply increase profits (their norms and masses). The firm may find itself in a position where it urgently needs significant cash (to cover debt, pay dividends), and it sells part of its market share to competitors. According to the French marketers of the Bordeaux School of Business, offensive and defensive strategies include nine types of strategic options in the case of a concentrated and dispersed market entry (Table 4.1).

When entering the market, firms prefer to go from simple to complex, practicing methods of penetration and implementation in a more accessible or developed market,

Table 4.1.

and then go to complex and hard-to-reach. In particular, at first it is recommended to work in the domestic market, then to enter foreign markets of a neutral nature, where there is no high competition from local producers of this product, and only then enter markets with a high degree of competition from national firms. This rule is observed in both concentrated and dispersed market entry.

Such a strategic line of expansion of entrepreneurial activity among marketers is called "Laser Beam Strategy".

When searching for the optimal market segment or market niche, it is recommended to use two methods: concentrated or the "ant" method (Fig. 4.4), when consistent search work of marketers is carried out from one segment to another.

This method is not so fast, but does not require significant costs. One market segment is mastered, then the next, and so on. dispersed, or "the dragonfly method (Fig. 4.5)," the method of throwing arrows ", which is a trial and error method.

Rice. 4.4. Concentrated optimal market search method ("ant method")

Rice. 4.5. Dispersed method of searching for the optimal market ("dragonfly method")

The dispersed method of finding the optimal market involves entering the enterprise at once into the maximum possible number of market segments, in order to subsequently gradually select the most profitable, "fruitful" market segments.

When implementing concentrated offensive strategies, firms can use three types of strategies in the following sequence:

• o "accumulation of military equipment" - preparation of an attack on foreign markets, a wait-and-see attitude and development of "trading technology" in the developed domestic market, concentrating all one's entrepreneurial efforts on it;
• o "gaining a foothold" for subsequent market actions - the company is gradually mastering the foreign neutral market of countries where there is no competition from local, national firms (for example, to penetrate the Western European market with cars, it is preferable to start a trade attack on the neutral markets of Northern Europe, where there is no active national car production);
• o "attack", "assault" - violation of the boundaries of hard-to-reach markets with active competition of national firms, the use of harsh methods of market struggle; investing heavily, provided that the penetration market does not adhere to a rigid defensive strategy (an example of such a strategy is the trade war between the American company "Gilets" and the French company "Big" or the actions of Japanese automakers in the US market).

In the case of a concentrated defense strategy in the market activity of firms, two strategic directions are possible:

• o "fortress defense" assuming a small level of internationalization of domestic production and the active use of protectionism measures as a protection of the local market from the penetration of foreign firms with both goods and capital, which is usually characteristic of developing countries;
• o "holding the defense perimeter" - a certain level of international economic relations of the company with other countries and the expansion of defensive actions outside the market of its own country to the borders of the so-called neutral with the markets of the main competitors, where this company has already consolidated its position and is actively working, i.e. the neutral market turns into a kind of cordon sanitaire (for example, for France, these are the markets of African countries, its former colonies, where it is difficult for non-French firms to penetrate).

With a dispersed type of market penetration, the offensive strategy provides for the following types:

• o "vice" - the enterprise takes attacking actions simultaneously on in large numbers markets on the way to the markets of the main competitors (but not entering them). Such a strategy involves high level internationalization of its activities;
• o "rake" - active offensive and aggressive actions of the enterprise in the markets of its main competitors. This strategy can also be called a global leadership strategy - the most common among most enterprises.

With a dispersed type of market actions of a defensive strategy, the following subspecies can be distinguished:

• o "fight in the rearguard", those. the immediate rear, when a commercial defensive war enters the nearest, neutral species;
• o "guerrilla war" involving the implementation of trading "sorties" and planned "anxiety" of competitors in their own markets, i.e. in their rear, thereby giving them, as it were, a kind of warning about their economic strength, so that competitors do not have a desire to attack on neutral and domestic markets, encouraging them to make agreements (compromises, coordination of trade actions, division of sales markets).

The choice of strategy also depends on the state of market demand.

Conversion Marketing Strategy provided in case of negative, negative demand for goods in the market. Marketers must turn negative demand into positive demand by developing and applying measures aimed at changing the negative attitude of the consumer towards this product.

Creative (developmental) marketing strategy And incentive marketing strategy applied when market demand is low and needs to be revived.

Remarketing strategy is used when demand is declining and measures should be taken to revive and restore it.

synchro marketing strategy, or stabilizing marketing is appropriate if the demand in the market is subject to sharp fluctuations, and it is necessary to take measures aimed at stabilizing.

Supportive Marketing Strategy involves maintaining the optimal level of demand for the enterprise in the market.

Demarketing strategy applied when the demand in the market is excessive, largely overlapping supply. The task of the marketer is to achieve its reduction, for which, in particular, they use the policy of increasing prices, reducing the level of service, etc.

Counter marketing strategy involves the elimination of demand that is irrational from a public, health, legal or other point of view.

Thus, the marketing strategy is a combination of demand-creating activities with activities to suppress competing firms.

Having chosen priority goals for a certain period of time, the company formulates a strategy depending on the position of the product on the market, the level of marketing costs, including their distribution across target markets, as well as a set of marketing activities to implement the strategy.

The company changes its strategy if:

• o for several years it does not provide satisfactory indicators of sales volume and profits;
• o Competing firms have dramatically changed their strategy;
• o other external factors for the company's activities have changed;
• o the prospects for taking measures that are able to significantly increase profits have opened up;
• o new consumer preferences have changed or emerged, or there are trends towards possible changes in this area;
• o the tasks set in the strategy have already been solved and fulfilled.

The strategy can change due to the reorientation of the market, the creation of new products, the use of new methods of competition, etc. The company can simultaneously adhere to various kinds marketing strategies depending on the types of goods, the market situation, the behavior of competitors or the types of markets and their segments.

Marketing strategy - an element of the strategy of the enterprise, aimed at the development, production and bringing to the buyer of goods and services that best meet his needs.

Marketing strategy is a program to achieve the main goal of the company - ensuring profit from market activities. The goal is a statement of what the company wants to receive (stably receive) in the foreseeable future.

Marketing strategy is a set of principles by which an enterprise forms marketing goals and organizes the implementation of these goals in the market.

The marketing strategy determines the pace of achieving the goal:

• rapid growth in profits from market activities,
• growth stability,
• or a reduction in profits, for the sake of the growth of other non-market indicators (capitalization, globalization, presence, etc.).

The most important indicator of the company's market activity is sales volume, the ratio between sales volume and profitability. Depending on how this ratio changes, the marketing strategy may include:

• rapid growth of marketing indicators,
• stable market presence
• reduction in market presence

To achieve strategically important sales volume and profitability for the company, it is necessary to set a number of marketing sub-goals and define a marketing strategy in relation to:

• increase or decrease in market share
• the need for a presence in a particular market segment
• the number of buyers, their typology, one or another personalized attitude to the types of buyers;
• recognition, memorability and loyalty to the brand, product and product offer
• other marketing metrics.

To develop a marketing strategy, it is necessary to analyze and take into account the influence of a number of non-market factors:

1. Macroeconomic factors;
2. political factors;
3. Technology development;
4. social factors.

Marketing strategy development process it is advisable to carry out sequentially using the following steps:

• Leader;
• "Catching up" ("challenging")
• Follow the leader;
• Care in a niche ("specialist")

Identify and analyze patterns. You need to clearly understand:

• social trends;
• rates and directions of market development;
• evaluate prospective factors influencing the formation of supply, demand, consumption methods, etc.;

Look into the future development of the company and justify its condition in ideal conditions;

Assess prospective risks and correlate them with the company's capabilities, as well as take into account anti-risk compensation measures in the subsequent preparation of a marketing strategy;

Establish a primary goal in terms of profits and sales that can be achieved using marketing methods;

Carry out market segmentation. The marketing strategy must accurately name those market segments on which the firm will focus its main efforts. For each of the selected target segments, it is necessary to develop a separate marketing strategy. Segmentation can result in:

• marketing strategy of concentration on one segment (group of clients, client), considering it as a target;
• or market coverage, offering the creation of a separate marketing program for each segment.

It is necessary to build a strategy tree in accordance with the marketing mix, in relation to each of the market segments (see paragraph 5):

• In relation to the product (creation, correction of a product that can achieve the main goal of the company in this market segment).

• general concept of the product;
• components of the goods (form of presentation);
• product functions and characteristics;
• sensory unity (taste, tactile perception, smell, sound, appearance);
• packaging that makes up its physical shell;
• overall quality of the offer;
• accompanying services;
• a brand that carries certain values ​​and has a symbolic meaning.

• With regard to price - profit maximization with sales opportunities and demand for goods (stable positioning or correction of price positioning in the future):

• Estimate demand (size, elasticity).
• Analyze your own capabilities (cost structure).
• To study the possibilities of competitors (to determine the pricing policy).
• Choose pricing methods (taking into account obtaining the maximum profit).
• Conduct an analysis and accounting of non-market factors influencing price setting (inflation, actions of regulators, etc.).
• Finally accept prices.

• In relation to the promotion of goods (achievement of communication goals). Marketing strategy is the basis for:

• Advertising strategy;
• sales promotion;
• Direct marketing (direct marketing);

• With regard to building a distribution system - goals and objectives in relation to:

• Creation of a distribution and movement system,
• Product presence
• Sales;

It is necessary to indicate the time for which it is supposed to implement the planned;

It is necessary to draw up a plan for the main marketing activities;

Determine funding sources, plan financial expenses.

__________

Most enterprises, in order to achieve colossal heights in development, necessarily create strategies. none famous company could not exist in the modern expanses of the market if it had not adhered to them.

What is a marketing strategy?

Marketing strategy is one of the elements of business plans. It is aimed at developing, manufacturing and bringing to consumers goods and various services that will meet their needs.

Also, a marketing strategy can be described as a large-scale plan to achieve the main goals of the company. Its development is based on the study of the target market sector, the creation of a marketing mix. Be sure to determine the time frame of the main events and resolve financial issues. It is considered the foundation of any advertising strategy. Not a single marketing company bypasses the study of the situation that is developing on the market.

The primary task of marketing is to develop and implement a marketing strategy by any means. The main strategies are as follows:

• Attracting buyers.
• Product promotion plan.

Without these two main components, marketing will not exist.

Also, marketing strategy is characterized as a complex of various principles. Thanks to them, the company forms marketing goals and is able to organize their implementation in the market.

Any marketing strategy must accurately delineate the sections of the market where the company will focus its efforts. They will differ in preference and profitability. For each of the segments, you need to develop your own marketing strategy. This takes into account the following: goods, prices, promotion of goods, as well as sales. The marketing strategy of any company is always enshrined in an individually drawn up document "Marketing Policy".

Types and analysis

The work of any company is based on certain principles. An analysis of the marketing strategy is required. Its main tasks are:

• To study effective demand for goods, be sure to pay attention to sales markets.
• It also substantiates the plan for the manufacture and sale of goods of the appropriate volume and assortment.
• To analyze the factors that form the elasticity of demand for goods, the degree of risk of not being in demand for products is also assessed.
• Assess the ability of a product to compete with other products and find reserves to increase competitiveness.
• Develop a plan, tactics, methods and means that generate demand and stimulate the sale of goods.
• Assess the sustainability and efficiency of production and sale of goods.

For a company to reach the heights, it must not only develop its own, but also carefully study the best trending marketing strategy. Example: Schulco, Coca-Cola, etc.

To create an effective strategy, you must first study its types. So, the following classification is common:

• The strategy of conquering a part of the market or expanding this share to optimal performance. It involves access to the necessary data, indicators of the norm and the mass of profit. At the same time, it becomes much easier to achieve greater profitability and production efficiency. The conquest of the selected segment is carried out due to the appearance and introduction of a new product to the market.
• Innovation strategy. It implies the production of goods that have no analogues.
• Strategy of innovative imitation. It is based on the combination of all the novelties of competitors.
• Product differentiation strategy. Based on the improvement and change of familiar products.
• Cost reduction strategy.
• Waiting strategy.
• Consumer individualization strategy. The most common at the moment among manufacturers of equipment that has a production purpose.
• Diversification strategy.
• Internationalization strategy.
• Cooperation strategy. It is based on the beneficial cooperation of a certain number of enterprises.

How are marketing strategies developed? Researching

The development of a marketing strategy takes place in several stages:

- First- market research. At this stage, it is necessary to determine the boundaries of the market, the share of the enterprise in this segment. You also need to assess the volume and trends of the market. It is imperative to conduct an initial assessment of the competitive level.

At this stage, the external macroeconomic environment is necessarily analyzed. The following is being studied:

1. macroeconomic factors.
2. political factors.
3. technological factors.
4. social factors.
5. international factors.

- Second phase- assessment of the current state of the company. It includes mandatory analysis:

1. Economic indicators.
2. Production capacity.
3. Marketing.
4. Portfolios.
5. SWOT analysis.

Another important point is forecasting.

- Third stage- competitors are analyzed, the ability of the enterprise to surpass them is assessed. This stage includes the main steps:

1. Finding competitors.
2. Calculation of the strategy of opponents.
3. Definition of their main goals.
4. Establishing strengths and weaknesses.
5. The choice of a competitor that you will attack or ignore.
6. Assessment of possible reactions.

-Fourth stage- setting the goals of the marketing strategy. First of all, it is necessary to assess the current problems, the need for their solution is determined, and the tasks put forward are considered in more detail. Only then arrange the goals in the order of the hierarchy.

- Fifth stage– dividing the market into segments and choosing the right ones. In addition, consumers and their needs are studied in detail. The methods and period for entering segments are also set.

- Sixth stage- positioning is being developed. Experts give recommendations on the management and movement of communications in marketing.

- seventh stage- an economic evaluation of the strategy is carried out, and control tools are also analyzed.

Any plan and development should be based on real facts, for this it is necessary to organize marketing research that will tell you exactly what to focus on. These studies need to be done regularly as the market changes and so do consumer preferences.

The purpose of marketing research is to create an information and analytical base, with the help of which management decisions are then made. But to study individual components, individual schemes are created. The marketing strategy also depends on the components of marketing. Example: study of products, prices. The following is a general outline. It has been developed and successfully applied by many companies. Currently, it is also very often used in practice.

Marketing research is carried out in several stages:

1. The problems and goals of research are determined.
2. A plan is being developed.
3. Implemented.
4. The obtained results are processed and brought to the authorities.

Proposal of professionals

Marketing services are provided by specialists in this field. This is an activity that is associated with the study of the state of the market and the situation on it, trends for various kinds of changes are also determined, which allows the manager to properly build his business. There may also be other reasons for studying the market. Marketing services include research, without which the entrepreneur will not be able to start his production and start manufacturing a new product.

Marketing as a concept of market orientation of management is due to the need for a quick response of an enterprise to a changing situation. At the same time, as the ancient Greek philosopher Epictetus noted, “one should always remember that we cannot control events, but must adapt to them.” This approach should be used in the development of marketing strategies and plans, which are one of the main stages of the marketing activities of the enterprise.

Marketing strategies– methods of action to achieve marketing goals.

The sequence of development of marketing strategies is presented in fig. 7.1.

Rice. 7.1. The sequence of development of marketing strategies

A situational analysis is carried out to clarify the position of the enterprise in this moment and determining the possibility of achieving the goals set, taking into account the relationship with environmental factors.

Table 7.1

Analysis of the strengths and weaknesses of the enterprise

External situational analysis– consideration of information about the state of the economy as a whole and the economic situation of the enterprise. It involves the study of factors such as the economy and politics of the country, technology, legislation, competitors, distribution channels, buyers, science, culture, suppliers, infrastructure.

Internal situational analysis– assessment of enterprise resources in relation to the external environment and the resources of the main competitors. It involves the study of such factors as goods and services, the place of the enterprise in the market, personnel, pricing policy, channels of promotion to the market.

SWOT analysis is a short document that:

v reflects the strengths and weaknesses of the enterprise, characterizing its internal environment. An example of a possible form for analyzing the strengths and weaknesses of an enterprise is presented in Table. 7.1;

Real possibilities are analyzed;

The reasons for the effectiveness (unprofitability) of the work are revealed;

The ratio of advantages and disadvantages of the enterprise and competitors is analyzed;

The degree of susceptibility to environmental factors is determined.

Based on the SWOT analysis data, a SWOT matrix is ​​compiled (Table 7.2). On the left, there are two sections - strong and weak sides, identified by the results of the compilation of the table. 7.1. At the top of the matrix, there are two sections - opportunities and threats.

Table 7.2

SWOT matrix

At the intersection of sections, four fields are formed, for which all possible pair combinations should be considered and those that should be taken into account when developing an enterprise strategy should be identified:

-> "SIV" - strength and opportunity. For such pairs, a strategy should be developed to use the strengths of the enterprise in order to get a result from the opportunities identified in the external environment;

-> "SIS" - strength and threats. The strategy should involve using the strengths of the enterprise to eliminate threats;

-> "SLV" - weakness and opportunity. The strategy should be built in such a way that the enterprise can use the emerging opportunities to overcome existing weaknesses;

-> "SLU" - weakness and threats. The strategy should be built in such a way that the company gets rid of weaknesses and overcome the existing threat.

To assess the opportunities, the method of positioning each specific opportunity on the opportunity matrix (Table 7.3) is used. Recommendations for this matrix data:

Table 7.3

Opportunity Matrix

–> opportunities that fall on the fields "BC", "VU", "SS" have great importance for the enterprise, and they must be used;

–> opportunities falling on the fields "SM", "NU", "NM" practically do not deserve attention;

–> for the rest of the opportunities, management should make a positive decision to use them if sufficient resources are available.

A similar matrix is ​​compiled for hazard assessment (Table 7.4). According to this matrix, the following can be recommended:

– » threats that fall on the fields "VR", "VK", "SR" pose a serious danger to the enterprise and require mandatory elimination;

–> threats that have fallen into the fields "BT", "SK", "HP" should be in the field of view of the enterprise's management and eliminated as a matter of priority;

–> threats that have fallen on the fields "NK", "ST", "VL" require a careful and responsible approach to their elimination.

Table 7.4

Threat Matrix

Marketing Strategies allow you to determine the main directions of marketing and specific marketing programs.

Marketing strategies are formed on the basis of combinations of activities carried out within the framework of the marketing complex: product, place of sale, price, distribution, personnel. Examples of generated marketing strategies are presented in Table. 7.5.

Table 7.5

Enterprise Marketing Strategies

There are certain requirements for marketing strategies. They should be:

Clearly formulated, specific, consistent;

Designed to meet market requirements;

Divided into long-term and short-term;

Designed with limited resources in mind.

7.2. General characteristics of marketing strategies

Various levels of enterprise management are presented in table. 7.6.

Table 7.6

Enterprise management levels

The system of marketing strategies for various levels of management is presented in Table. 7.7.

Table 7.7

Enterprise marketing strategy system

7.3. Portfolio Strategies

Briefcase- a set of independent business units, strategic units of one company.

Portfolio Strategies- ways to allocate limited resources between the business units of the enterprise using the criteria for the attractiveness of market segments and the potential of each business unit.

Enterprise resource management based on the economic directions of market activity is carried out using the matrices of the Boston Consulting Group (BCG) and G-I-Mackenzie.

1. Boston Advisory Group (BCG) Matrix developed in the late 1960s.

On fig. 7.2 shows the indicators:

– market attractiveness- the indicator of the rate of change in demand for the company's products is used. Growth rates are calculated based on the sales data of the product in the market segment (may be a weighted average);

– competitiveness and profitability- used as an indicator of the relative share of the enterprise in the market. Market share (Dpr) is determined in relation to the most dangerous competitors or market leader (Dkonk).

Rice. 7.2. 2D Growth/Share Matrix

The matrix describes a situation that requires a separate approach in terms of capital investment and development of a marketing strategy.

Possible strategies:

–> "stars" - maintaining leadership;

–> “cash cows” – getting the maximum profit;

–> “difficult children” – investment, selective development;

–> “dogs” – leaving the market.

The task of the company's management is to ensure the strategic balance of the portfolio by developing economic zones, capable of providing free cash, and zones that ensure the long-term strategic interests of the enterprise.

Advantages of the BCG matrix:

The matrix allows you to determine the position of the enterprise as part of a single portfolio and highlight the most promising development strategies (fast-growing areas need capital investment, slow-growing areas have an excess of funds);

Quantitative indicators are used;

The information is clear and expressive.

Disadvantages of the BCG matrix:

It is impossible to take into account the changing situation, changing marketing costs, product quality;

The conclusions are objective only in relation to stable market conditions.

2. G-I-Mackenzie Matrix(Market Attractiveness/Strategic Enterprise Position) is an advanced BCG matrix developed by McKinsey for General Electric. The matrix allows you to make more differentiated strategic marketing decisions on the effective use of the enterprise's potential, depending on the level of market attractiveness (Fig. 7.3.).

Rice. 7.3. Two-dimensional G-I-Mackenzie matrix

Table 7.8

Elements of the Mc-I-Mackenzie Matrix

The elements of the matrix are discussed in Table. 7.8.

The market attractiveness value (PRR) can be calculated using the formula:

PRR \u003d PR x Pr x PS,

where PR is growth prospect. It is estimated using a forecast of economic, social, technical, political market conditions. Are used various methods forecasting. The object of forecasting is demand; Pr - the prospect of profitability growth. Evaluated by experts (changes in demand, aggressiveness of competitors, etc. are analyzed); PS - the prospect of stability of the enterprise.

Quantitatively, the value of the strategic position (SPP) can be determined by the formula:

SPP \u003d IP x RP x SP,

where IP is the investment position of the enterprise. Defined as the ratio of real and optimal value investments to ensure the growth of the enterprise (investments in production, R&D, sales); RP - market position. It is defined as the ratio of the actual market strategy to the optimal strategy; SP - the state of the potential of the enterprise. It is defined as the ratio of the real state of the enterprise to the optimal one in terms of effective management of finances, marketing, personnel, and production.

If any of the three elements (PI, RP, SP) is equal to 1, the company has a high strategic position in the market.

If even one element is 0, the enterprise has little chance of success.

When using the G-I-Mackenzie matrix, it is necessary to take into account its disadvantages:

A lot of information;

Various approaches to evaluation.

Can be distinguished average level the attractiveness of the market and the strategic position of the enterprise and in this case use the multidimensional matrix G-I-Mackenzie (Fig. 7.4).

Rice. 7.4. Multidimensional G-I-Mackenzie Matrix

Using the matrix shown in Fig. 7.4, three strategic directions can be identified (Table 7.9).

So, the portfolio approach to developing strategic marketing solutions based on:

Clear structuring of activities by markets, products, divisions;

Development of specific indicators to compare the strategic value of areas;

Matrix representation of the results of strategic planning.

Table 7.9

The main strategic directions for the development of the enterprise, identified on the basis of the G-I-Mackenzie matrix

7.4. Growth Strategies

Enterprise growth- manifestation of the types of business activity of the enterprise, which is based on the following opportunities:

Limited growth - intensive development at the expense of own resources;

Acquisitions of other enterprises or integrated development, including vertical and horizontal integration;

Diversification - organization of other areas of activity.

Growth Strategies- a model of enterprise management by choosing the types of its business activity, taking into account internal and external opportunities.

Growth strategies are determined by the Ansoff matrix, the external acquisition matrix and the new BCG matrix.

1. Ansoff matrix allows you to classify products and markets depending on the degree of uncertainty about the prospects for selling products or the possibility of penetration of this product into a particular market (Fig. 7.5).

Fig.7.5. Ansoff matrix

Probability of success for the Penetration strategy - every second attempt can be successful.

Probability of success for the strategy "Diversification" - every twentieth attempt can be successful.

The marketing appeal of a growth strategy is assessed by:

Sales value ( V potpr). Calculated as the capacity of the given market segment;

The magnitude of the probable risk (R). It is established by an expert and measured as a percentage.

The forecast value of sales volume (Pprogn) can be determined by the formula:

The obtained values ​​of the indicators are correlated with the expected costs for the implementation of the strategy.

Table 7.10

Directions of the marketing activity of the enterprise when using the Ansoff matrix

2. Matrix of external acquisitions(field of activity / type of strategy) allows you to implement:

Choice of an integrated or diversified way of enterprise growth;

An assessment of the place of the enterprise in the production chain, depending on how different areas of the market correspond to its potential (Fig. 7.6).

Rice. 7.6. External Acquisition Matrix

Diversification justified if the enterprise has few opportunities for growth in terms of production. It allows solving the problems marked in Fig. 7.7.

Rice. 7.7. Tasks to be solved with the "Diversification" strategy

Fig 7.8. Types of acquisitions for diversification

Integration justified if the enterprise intends to increase profits by increasing control over strategically important elements in production, allowing to solve the problems noted in Fig. 7.9.

Rice. 7.9. Tasks to be solved with the "Integration" strategy

In the case of integration growth, two possible options(Fig. 7.10).

Rice. 7.10. Types of Integrated Enterprise Growth

3. New BCG matrix(Fig. 7.11) allows you to consider the growth opportunities of the enterprise based on strategic decisions taken taking into account two indicators:

Rice. 7.11. New BCG matrix

The cost/volume effect is based on taking into account the "experience curve" (doubling the speed of production reduces costs by 20%);

The product differentiation effect is based on taking into account the “product life cycle”, when the product must undergo constant changes and improvements.

Specialized activity strategy is based on the strong manifestation of two effects. It is possible to make a profit by increasing the output of standardized products and at the same time differentiating the design. Such a strategy is typical for the automotive industry, which is characterized by the maximum standardization of the main mechanisms and the differentiation of external design.

Focused activity strategy takes into account a high cost/volume effect with a low level of product differentiation effect. In this case, two strategic solutions are possible:

Increasing production capacity and absorbing competitors;

Transition to specialization in order to achieve stable differentiation.

Fragmentation strategy takes into account the possibility of a strong differentiation effect. Used in two cases:

At the beginning of the production of potentially promising products based, for example, on biotechnology, superconductivity, etc.;

When fulfilling orders focused on the development of highly differentiated products.

Such a strategy is typical for the implementation of individual consulting, engineering, software, organization of modern forms of trade.

Strategy of unpromising activity is based on the weak manifestation of two effects. Improving the situation is possible with a change in the nature of the enterprise, the development of new directions in its work.

7.5. Competitive Strategies

The task of competitive strategies is to establish the competitive advantage of an enterprise or its products and determine ways to maintain superiority.

Competitive advantage- those characteristics of the enterprise's market activity that create a certain superiority over competitors, which is achieved with the help of competitive strategies that help the enterprise retain a certain market share.

The following strategies are used to solve this problem.

1. According to the general competitive matrix of M. Porter, the competitive advantage of an enterprise in the market can be ensured in three ways (Fig. 7.12).

Rice. 7.12. General competitive matrix

Product Leadership based on product differentiation. Particular attention is paid to the sale of branded products, design, service and warranty service. At the same time, the price increase must be acceptable to the buyer and exceed the increase in costs. This is how the "market power" of the product is formed. When using this strategy, marketing plays a major role.

Price leadership provided in the case of a real possibility of the enterprise to reduce the cost of production. Particular attention is paid to the stability of investments, standardization, strict cost management. Cost reduction is based on the use of the "experience curve" (the cost of producing a unit of output falls by 20% every time the production rate doubles). When using this strategy, production plays a major role.

Niche leadership associated with focusing product or price advantage on a narrow market segment. This segment should not attract much attention from stronger competitors, such leadership is most often used by small businesses.

2. Competitive advantage can be achieved based on the analysis of competitive forces using model of competitive forces, proposed by M. Porter (Fig. 7.13).

Rice. 7.13. Competitive forces model

Competition among existing companies is aimed at achieving a more favorable position in the market, taking into account the assortment, packaging, price, advertising, etc.

Strategic actions to prevent threats from new competitors involve the creation of various obstacles for them: cost reduction as production volumes increase, product differentiation, stimulation of intermediaries, the use of patents.

The threat of the emergence of competing products one can contrast the constant search and implementation of ideas for "market novelty" goods, the use of new technologies, the expansion of R&D, service, etc.

Consumer threat manifested in their ability to influence the level of competition through changes in requirements for products, prices, trade services.

Supplier Capabilities influence the level of competition are expressed in raising their prices or reducing the quality of the supplied materials.

3. Possible strategies for achieving and maintaining the competitive advantage of an enterprise in the market are presented in competitive advantage matrix(Table 7.11).

Table 7.11

Competitive Advantage Matrix

The type of strategy chosen depends on the position of the enterprise in the market and on the nature of its actions.

Market leader occupies a dominant position with significant strategic capabilities.

Market leader pursuers do not occupy a dominant position at present, but wish, as competitive advantages accumulate, to take a place close to the leader and, if possible, overtake it.

Avoiding direct competition enterprises agree with their position in the market and peacefully exist with the leader.

Enterprises, occupying a certain position in the market, can choose a proactive or passive strategy to ensure their competitive advantages (Table 7.12).

Table 7.12

Characterization of proactive and passive strategies

4. The reaction of competitors to the actions of the enterprise can be assessed using competitor response model proposed by M. Porter and taking into account the elements presented in fig. 7.14.

Rice. 7.14. Competitor response model

7.6. Market segmentation strategy

There are three areas in the functional strategy of market segmentation:

strategic segmentation;

Product segmentation;

competitive segmentation.

basis strategic segmentation is the allocation of strategic business zones (SHZ) at the corporate level, as a result of which the basic markets are determined in which the enterprise intends to work.

Strategic segmentation allows you to ensure the economic, technological and strategic growth of the enterprise.

The economic growth of SHZ is determined by:

– the attractiveness of SHZ (possibility of sales growth and profit increase);

- input and output parameters of the marketing system (costs, stability of the enterprise in the market).

Technological growth is associated with the use modern technologies to meet the needs of SHZ. There are three types of technology:

–> stable - the same type of product is produced that satisfies the needs of the market for a long time (for example, the production of pasta based on "squeezing");

–> fruitful - over a long period, new generations of products consistently replace one another (for example, production modern means computer technology);

–> changeable - there is a replacement of some technological processes others, which leads to the emergence of fundamentally new products (for example, the creation of biotechnology, laser technology, Email etc.).

Strategic growth is determined by the level of use of the potential capabilities of the enterprise and depends on:

Capital investments in SHZ;

SHZ Competitive Strategy;

Mobilization capabilities of the enterprise.

basis product segmentation is the allocation of market segments based on consumer, product and competitive features identified in paragraph 3.4.

basis competitive segmentation is to find a market niche that is not occupied by competitors in order to gain advantages when using innovations.

The characteristics of other functional and instrumental strategies are given in the relevant chapters of the manual.

Situations for analysis

1. Determine what the business activity of the enterprise is based on in the following situations:

- the company "Komus" focuses on development without the involvement of external creditors;

– the Novaya Zarya factory organized the acquisition of dealer networks;

- Lukoil organized other activities.

2. Determine which types of integration take place in the following examples:

– Russian beer producers are considering the possibility of creating vertical alliances with producers of bottles and labels in response to the pressure of the tax burden;

– Russian beer producers are considering the possibility of creating horizontal alliances with “near beer” producers: owners of bars and restaurants, producers of salty snacks, etc.

3. At one time, the production association "Bytkhim", which produces paints, focused only on the professional market, selling paint in 5-liter containers. Later, a strategic decision was made to also produce products for the consumer market, selling paint in liter containers and under a different brand name in order to ensure further growth of the enterprise.

Determine, using the Ansoff matrix, the previous and new strategies of the enterprise. Develop strategic decisions of a functional and instrumental nature regarding the new direction of the enterprise.

4. Analysis of competitive threats revealed a potential threat from a new firm entering the market. commodity market. What are the motives for its entry into the market?

5. Develop a strategic marketing plan for some enterprise using a matrix strategy approach.

marketing strategy restaurant market

Essence, goals and objectives of the marketing strategy

In the process of its creation and operation, enterprises cannot do without the use of the basic principles of marketing. The term marketing refers to market activity. In a broader sense, it is a comprehensive, versatile and purposeful work in the field of production and the market, acting as a system for coordinating the capabilities of the enterprise and the existing demand, ensuring the satisfaction of the needs of both consumers and the manufacturer.

The development of a marketing mix, including the development of a product, its positioning using a variety of sales promotion measures, is closely related to strategic management. Before entering the market with a specific marketing strategy, the company must clearly understand the position of competitors, its capabilities, and draw a line along which it will fight with its competitors.

A marketing strategy is a set of long-term decisions about how to meet the needs of a company's existing and potential customers through the use of its internal resources and external capabilities. The purpose of developing a strategy is to determine the main priority areas and proportions of the development of the company, taking into account the material sources of its provision and market demand. The strategy should be aimed at the optimal use of the company's capabilities and the prevention of erroneous actions that can lead to a decrease in the efficiency of the company. Strategic marketing targets a company at economic opportunities tailored to its resources and providing the potential for growth and profitability. The task of strategic marketing is to clarify the mission of the company, the development of goals, the formation of a development strategy and the provision of a balanced structure of the company's product portfolio.

In my opinion, the development of a marketing strategy is necessary to ensure the effectiveness of ongoing marketing activities. The development and implementation of a marketing strategy in consumer markets requires any company to be flexible, able to understand, adapt and, in some cases, influence the operation of market mechanisms using special marketing methods.

Most of the strategic decisions that any company makes are in the field of marketing. Creation of a new business, mergers and acquisitions, development of a new market niche, dealer policy, narrowing or expanding the product line, selection of suppliers and partners - all these and many other decisions are made as part of the marketing strategy. The success of the business depends on the adequacy of the marketing strategy of the company.

As part of the development of marketing strategies, it is assumed:

Development of the marketing policy of the enterprise as a whole;

Marketing plan development;

Identification of competitive advantages;

Development of a strategy to promote products and services to the market;

Formation of a policy in the field of sales promotion;

Development of a consumer motivation system;

Solutions for attracting and retaining profitable customers.

The marketing strategy of an enterprise, firm or company is developed by specialists, taking into account a complex of factors, such as the situation on the market, the influence of the external environment, the company's development priorities, the internal resources of the company, etc. After collecting and analyzing the necessary data on the external and internal environment of the company, several possible scenarios are proposed. strategic development business. Each scenario can include: customer segmentation, SWOT analysis, required key competencies of the company, assessment of the scenario in terms of risk and return. For the most promising scenario, a marketing strategy and a strategic plan for the transition to the chosen strategy are being developed.

Marketing strategy contains:

Long-term plans of the company in consumer markets

Analysis of the structure of the markets under consideration;

Forecast of market development trends;

Pricing principles and competitive advantages;

Selection and justification of the effective positioning of the company in the market.

I believe that the stages of developing a marketing strategy will be the following steps:

1) assessment of the current state of the market;

At this stage, it is necessary to give an exact or at least expert assessment(in the absence of research) market share, analyze quarterly sales volumes and determine what it depends on: on the arrival and processing of raw materials, on seasonal demand, determine how the market for this type of product will change and whether it will undergo significant changes, assess changes associated with the further development of the service sector. (What will this cause a corresponding increase in demand for and how to use this market expansion), analyze price changes, analyze the supplier market.

2) Market segmentation and definition of consumer interest;

The choice of the target segment determines what needs the company aims to meet, what products or services it will present to customers.

That is, the company actually needs to answer the question: Who are our customers?

For a firm to be most successful in the market, it needs to focus on unoccupied niches in the market, as well as on those needs of consumers that are still not satisfied. So, for example, in 1850, Levi's was created, which produced jeans, which later became an integral attribute of the American lifestyle. And the company became the leader in this market segment and remains strong and strong to this day. profitable company that easily adapts to changing market opportunities.

3) Analysis of the activities of competitors and, in general, determination of the competitiveness of your enterprise;

That is, at this stage it is necessary to determine how your company differs from all the others, that is, to identify the strengths and weaknesses that have the greatest impact on the success of the organization. They are defined in relation to competitors. Strengths and weaknesses are relative definitions, not absolute ones. It's good to be strong at something, but if your competitors are stronger at it, that will become your weakness.

So, for example, Mercedes was strong in the production of reliable, luxurious, durable cars, however, Honda launched the production of Acura cars, and Toyota - Lexus, which surpassed Mercedes in the American market, the company lost its advantages.

4) Formation of marketing development goals;

Setting clear goals helps develop an effective strategy and allows you to transform the company's mission into concrete actions.

Determine what the company wants to achieve as a result of its development? This may be an increase in sales, profit, satisfaction of public opinion (good attitude of suppliers, buyers, government, shareholders, etc.), image formation.

5) Exploring possible alternatives in terms of strategy;

6) Creation of a certain image of the company in the market;

7) Evaluation of the strategy in terms of its financial viability.

At this stage, the following is done:

Analysis and forecasting of the quality and resource intensity of the company's future products;

Forecasting the competitiveness of the company's existing and future products;

Forecasting the level of prices and sales for existing and future products of the company;

Forecasting the volume of revenue and profit;

Definition of control indicators and intermediate stages of control (terms and control values).

There are situations when the developed strategy has to be adjusted, or even changed. This happens with a sharp change in the market situation, for example, the appearance on the market of much more competitive products than those manufactured by the enterprise, or when the enterprise's own capabilities change, expanding opportunities as a result of the emergence of additional sources of financing.

Thus, the development of a marketing strategy will allow the company to:

Choose an effective pricing and product policy;

A marketing strategy is needed when things are already going well in the company, since the market situation is not constant, the timely actions of competitors can dramatically change the company's position and significance in the market. Therefore, timely action and strong marketing are needed. A marketing strategy is not only what will be needed tomorrow when it becomes even stronger, but it is also what is needed today. A marketing strategy is a necessary step in the preparation and implementation of any business plan. A marketing strategy allows you to answer these vital questions and get the company's management an effective development plan.

The main goals of a marketing strategy are usually: increase in sales; identification and satisfaction of consumer needs; increase in profit; increase in market share; increase in client flow; increase in the number of orders. The goals and objectives of the planned activities can be set in the abstract, without taking into account current circumstances, these are usually the goals that management sets for the performer. As for the task, it is the goal given in specific conditions, namely:

A portrait of the target audience to attract which information and promotional events will be held. When drawing up a portrait, there can be many characteristics, of course, you need to observe the measure, sometimes restraining the excessive zeal of psychologists, sociologists, etc.;

Analysis of the presence of the target audience on the Internet. Here the consumer category of the audience is determined (buyers of cars, clothes, furniture, etc.). After that, we establish the fact of presence and the volume of the audience of presence on the Internet. Open statistics and commercial research can be used to prepare this section;

Description of types and formats of advertisement. Selected ways of presenting information should be described here. target audiences. These can be PR events, search advertising, graphic blocks (banners), advertising on thematic Internet sites, as well as offline advertising;

Estimated effect of information and promotional activities. The most correct assessment is an increase in sales (primary, secondary, etc.), although it is not always possible to track this indicator. It is easier to estimate the number of phone calls, visits to the site, but it is not recommended to focus only on these indicators.

The main problems that must be solved in the process of substantiating and developing a marketing strategy for an enterprise are presented in fig. 1.

The task of strategic marketing is to clarify the company's mission, determine goals, develop a development strategy and ensure a balanced structure of the product portfolio. In accordance with this, in the process of substantiating and developing the marketing strategy of an enterprise, three interrelated tasks are solved:

1) development of a set of marketing activities (development of new types of products; creation of alliances, differentiation of market policy; diversification of production; overcoming barriers when entering the market, etc.);

2) adaptation of the enterprise's activities to changes in the external environment (taking into account cultural specifics in contacts with the public, the social situation in the country, the economic situation, etc.);

3) ensuring the adequacy of the enterprise's marketing policy to the changing needs of customers (changing the range of goods and services produced; knowledge of customer needs; detailed market segmentation, etc.).

In my opinion, the development of a marketing strategy will allow the company to:

Significantly expand the customer base and increase sales;

Increase the competitiveness of products/services;

Establish a regular mechanism for modifying existing and developing new products;

Create a tool for mass customer acquisition;

Develop an effective pricing and product policy;

Create a mechanism for monitoring marketing activities;

Improve the quality of customer service.

The importance of a marketing strategy is due to the fact that marketing provides information, strategic and operational communications of an enterprise with external environment. As a result, the direct functioning of marketing is closely related to other subsystems of enterprise management. The marketing activity of the enterprise makes it possible to better navigate in a particular market environment.