The concept of marketing suggests that all activities of an organization should have the main goal of satisfying the needs of users, since this is the best way to achieve their own growth and profitability goals.
In the marketing mix, tactical planning takes a subordinate position in relation to the strategy and serves it. Tactics includes means and techniques that contribute to the achievement of the strategic marketing goal. The marketing tactical plan is focused on solving immediate problems. It contains the methods and tools used to implement the plan, including advertising, product distribution, pricing policies, distribution channels, service levels, and so on.
In order to develop effective tactical decisions, the following main provisions need to be specified:
- 1) what product is introduced to the market, in what assortment and at what prices;
- 2) for which consumer the product is intended (definition of the market segment) and which potential consumers can be attracted in the future;
- 3) what conditions must be created to ensure the sale at the planned level;
- 4) through what distribution channels and in what volumes the delivery will be carried out;
- 5) by what means the sale will be stimulated;
- 6) what should be the pre-sales, accompanying the sale and after-sales service, by whom it will be carried out;
- 7) what costs and what economic results can be expected by market participants Zavyalov P.S., Demidov V.E. Formula for success: marketing. - M., International relationships, 2006 - p. 154-155..
Businesses adopting a marketing approach need to be clear about the implications of the marketing approach. Changing individual marketing tools and activities, you should constantly adjust the work of the company, taking into account changing market requirements.
At the same time, it is necessary to shift priorities in the direction of improving the range of products sold, their quality, improving the structure of the product offer for its fullest compliance with demand.
For the successful implementation of tactical plans in organizational structure enterprises are moving to the fore services that ensure commercial success. To adopt a marketing course of action, it is necessary to ensure clear coordination in the work of all links both within the enterprise and at the level of its horizontal and vertical links. The development of a special marketing program is not limited to specifying the goals and tactics for achieving them. It is necessary not to miss another important circumstance - cost calculations marketing programs. The latter include the full cost of the entire set of marketing activities (market research, advertising, transportation, storage of products in warehouses, etc.). A necessary element of marketing tactics is price and financial policy enterprises in conjunction with the activities of all market participants. This approach makes it possible to significantly reduce marketing costs by integrating material, financial and labor resources at all stages of the life cycle of goods and services in the market. It should be emphasized that there are no ready-made recipes for marketing tactics. Each time, for each enterprise and each product introduced to the market or located on it, the methods of influencing demand are developed anew. Therefore, no modern large enterprise does not do without a special unit dealing with marketing. In addition, third-party specialized consulting firms may be involved.
For the successful implementation of the strategic objectives of the company in the marketing mix, they develop tactical plans, detailed by marketing subjects and adaptable to constantly changing market conditions.
The subjects of marketing are producers of a market product and its end users, wholesale and retail resellers, organizations of consumers of goods and services, and marketing specialists (Fig. 8), each of which performs certain functions.
Figure 8. The main subjects of the market E.P. Golubkov Marketing: strategies, plans, structures. / - M., "Publishing House" Delo "- 2005.-p. 294.
In the market, as a rule, none of the subjects of marketing undertakes the implementation of all marketing functions because it is not economically efficient. The division of functions between the subjects of marketing is due to the greater efficiency of the use of living and materialized labor due to the specialization of the functions performed.
In addition, each marketing entity individually often does not have sufficient financial resources for direct marketing, and many of them are not large enough to effectively perform a number of marketing functions.
The tactical implementation of the marketing strategy takes place in stages with the help of the marketing mix.
Marketing complex- set of controllable marketing tools, which are used by the organization to obtain the desired response target market Zavyalov P.S. Marketing in diagrams, figures, tables. - M.: INFRA-M, 2001. -p. 191. The marketing mix includes everything an organization can do to influence demand for its product.
Figure 9. The structure of the marketing mix Ibid. - p. 205.
The structure of the marketing mix is shown in Figure 9.
A product is an inseparable unity of the product itself and a whole range of services that the organization offers to the target market.
Price is the amount of money that buyers must pay in order to receive the product.
Distribution of a product is the action of an organization to offer a product to target consumers.
Product promotion is the activity by which organizations communicate the merits of a product and convince target consumers buyers. An effective marketing strategy integrates all elements of the marketing mix into a coherent program designed to achieve the organization's marketing objectives while providing customer value. The marketing mix includes a set of tactics for an organization to secure a strong position in target markets.
Introduction…………………………………………………………………………….3
1. The concept of marketing strategy and tactics……………………………….5
1.1. Strategic Marketing Planning…………………………….6
1.2. Development marketing strategies…………………………………..8
1.3. Strategic planning process……………………………….12
1.4. Detailed study of strategies……………………………………….13
2. Practical part………………………………………………………… 18
2.1. Brief feasibility study of the enterprise………………20
2.2. Target markets and their segmentation…………………………………………22
2.3. Analysis of the external and internal environment of the enterprise…………………..26
2.4. SWOT -analysis of the situation of the enterprise………………………………...34
2.5. Analysis of the life cycle of enterprise services………………………...39
Conclusion……………………………………………………………………...41
List of used literature…………………………………………..42
Introduction
All companies need to think ahead and develop long-term strategies that would allow them to quickly respond to changing market conditions.
Each company must find its own style of work that best takes into account the specifics of the conditions, opportunities, goals and resources. Marketing plays important role in strategic planning. It provides the necessary information for the development strategic plan. Strategic planning, in turn, determines the role of marketing in the organization. Guided by the strategic plan, the marketing department, together with other departments of the company, works to achieve the main strategic goals.
Marketing can predict great amount ideas that concern the most various areas activities of the enterprise: product policy, study of the needs and intentions of consumers, market pricing policy, sales, promotion of goods, advertising, service, etc. It allows business units to obtain a strategic rationale for their actions, that is, to find out and evaluate the prospects for their work on definite and long period. Significant role of marketing in the planning system production activities, as the requirements for production change, the economic conditions become more complicated (in the micro and macro environment). With the help of marketing, manufacturers of enterprises receive the necessary information about in which areas the demand for these products is highest. Where the sale of products will bring the company the greatest profit. With the help of marketing, manufacturers are able to properly organize the sale of their products, build an advertising strategy, service. Therefore, marketing for entrepreneurs is a whole world filled with unlimited possibilities for a successful commercial activities to increase sales and to obtain long-term maximum profit, that is, to increase the efficiency of the enterprise as a whole.
1. The concept of marketing strategy and tactics
Marketing strategy - the formation of goals, achieving them and solving the problems of the manufacturing enterprise for each individual product, for each individual market in certain period. The strategy is formed in order to carry out production and commercial activities in full accordance with the market situation and the capabilities of the enterprise.
The enterprise strategy is developed on the basis of research and market forecasting commodity market, studying buyers, studying goods, competitors and other elements of the market economy. The most common marketing strategies are:
1. Market penetration.
2. Market development.
3. Product development.
4. Diversification.
Depending on the marketing strategy, marketing programs are formed. Marketing programs can be oriented:
For maximum effect regardless of risk;
At a minimum of risk without expecting a big effect;
Various combinations of these two approaches.
Marketing tactics - the formation and solution of enterprise tasks in each market and for each product in a specific period of time (short-term) based on a marketing strategy and assessment of the current market situation with constant adjustment of tasks as market and other factors change: for example, changes in the price index, aggravation competition, a seasonal drop in demand, a decrease in the interests of buyers in a product, and more. Examples of setting tactical tasks can be the following:
2. Expand the range of goods based on updated data on consumer needs.
3. Expand the range of services provided by service departments to attract new customers.
4. Increase market share due to the reduction in sales by competitors.
5. Structurally improve the product in accordance with the requirements of a particular market.
6. Carry out activities to stimulate staff.
1. 1. Strategic marketing planning
Marketing planning in market conditions consists of 2 parts:
Strategic planning;
Tactical (current) planning (marketing planning).
Strategic planning is the management process of creating and maintaining a strategic fit between a firm's efforts, its potential, and its marketing opportunities.
It is based on a clearly defined program of the firm and includes the following steps.
Stages of strategic planning:
Stage 1 "Program" contains a specific goal. She must answer the following questions:
What is our enterprise?
Who are our clients?
What is the value for these clients?
What will the enterprise be like?
What should it be?
Questions must be answered from the point of view of meeting the needs and requests of customers. The program should not be too broad and not too narrow.
Stage 2: The firm's program outlined in the previous stage is expanded into a detailed list of supporting efforts and tasks for each level of leadership.
Stage 3: The development plan for the economic portfolio is developed on the basis of an assessment of the attractiveness of each product produced by the company in a particular market. For this, the following indicators are taken into account:
Size and capacity of the market;
Market growth rates;
The size of the profit received on it;
Intensity of competition;
Cyclicity and seasonality business activity;
Possibility of cost reduction.
The main planned indicator at this stage is the sales volume of each type of product. ( Household portfolio- the sum of these goods).
Stage 4: The company's growth strategy is developed based on the analysis carried out at 3 levels.
Level 1: Intensive growth is justified when an enterprise has not fully exploited the opportunities inherent in its products and markets. Therefore, specific measures are planned to increase sales in existing markets through more aggressive marketing (stimulating consumers, setting lower prices, using advertising ...).
Expanding the boundaries of the market is carried out by introducing products to new markets. Product improvement is the enterprise's attempt to increase sales by developing a new or improved product in existing markets.
Level 2: Integration growth is justified when an enterprise can get a share of the benefits by moving forward, backward or horizontally within its industry. Regressive integration is the firm's attempt to acquire ownership or tighter control of suppliers (moving back in the industry); For example, a firm buys a supplier business.
Progressive integration is the firm's attempt to acquire ownership or tighter control of the distribution system (moving forward), for example, you can buy an enterprise for wholesale trade products of your company.
Horizontal integration - attempts by the firm to acquire ownership or put under tighter control of a number of competitors' enterprises (horizontal movement).
Level 3: Diversified growth is justified when the industry does not provide the firm with opportunities for further growth, or when growth opportunities outside the industry are much more attractive and the firm can use its accumulated experience.
There are 3 types of diversification:
Concentric - expansion of the nomenclature with goods similar to existing ones;
Horizontal - replenishment of the assortment with goods that are not related to existing ones, but that can arouse interest among existing customers;
Conglomerate - replenishment of the assortment with goods that are not related either to the technology used or to existing markets.
1. 2. Development of marketing strategies
Marketing strategies, in fact, are the strategies of an enterprise, detailed by areas of activity of the enterprise, markets (market segments), and time. Marketing strategies answer the questions: what, when, how will be done to achieve the goals of the enterprise, how much it will cost.
Marketing strategies do not necessarily imply the presence of a marketing unit in the enterprise. There may not be a division, but marketing activities are nevertheless carried out by the enterprise. Responsibility for strategies in this case lies with the head of the enterprise.
Unlike the general strategies of an enterprise, marketing strategies are subject to regular revision and revision. General settings may remain unchanged, but, depending on the market situation, different methods must be used to fulfill them.
The development of marketing strategies can be carried out independently by the enterprise, or with the help of third-party consulting. There are no “mandatory” reasons for inviting a consultant to perform this task.
The subtasks of developing marketing strategies are:
· Formulation of short- and medium-term goals.
· Choice of methods and approaches.
· Forecasting the effectiveness of the marketing mix.
· Scheduling events over time.
· Definition of control points of check.
Formulation of short - and medium-term goals, any detailing begins with a complex "goal-strategy" of the enterprise, developed on the basis of market research data. When developing strategies independently, the enterprise checks for consistency and the absence of discrepancies in the formulation of the "goal-strategy" complex. When developing with the participation of a consultant, the goals of the enterprise are checked for consistency, their achievability is assessed within the framework of the adopted strategies.
The choice of methods, approaches and marketing tools is a complex marketing mix that contributes to the achievement of the company's goals. The development of this complex is often a separate consulting task, since it usually requires in-depth research for various marketing methods and complex research for several methods at once. Knowledge of the effectiveness of individual methods is often not enough here: if, for example, it is known that effective pricing policy it is possible to attract an additional 10% of buyers in this market segment, and an extended service - 20%, then the effective figure is not yet clear; it is required to determine whether these methods affect the same part of buyers, or different ones. For research of this kind, the consultant undertakes customer surveys and organizes focus groups.
An independent choice of marketing methods by an enterprise is made, in reality, on the basis of the experience of the head of marketing, his theoretical and practical knowledge. In the case of joint development of strategies with a consultant, even without additional research, the possibilities of choice increase, because. the experience base grows.
The choice of methods by the consultant and their direct transfer to the head of marketing is not advisable, except in cases where the included presence of the consultant in the enterprise is planned for a long time.
Efficiency forecasting is made for each selected method and for the entire marketing mix as a whole. The basis of comparison is the sales forecast as it would be if marketing methods were not applied. Since there is considerable scope for confusion here, current sales volume and the cost of the applied “current” marketing mix can also be used as base figures.
Each marketing activity is valued at cost. In different cases, the priority may be the expected effect (increase in market share, sales, profits, etc.) or costs. Accordingly, in the first case, methods are selected first, and then costs are calculated for them; in the second, a budget is planned, into which the necessary minimum is “squeezed” marketing activities.
Marketing activities are planned in time. The initial phase, which is the closest in terms of time, is being developed in the most detail. The subsequent ones are planned more and more schematically, since the timing and volume of their implementation depend on the market situation, which is rapidly changing. The political guidelines of the strategies (attitude towards consumers, attitude towards competitors, etc.) may remain unchanged, the timing of specific activities is not dogmatic.
From a certain point of view, marketing is a numerical measurement of market parameters. Marketing strategies are necessarily subject to numerical verification. When developing strategies, control periods are determined in which the results of the enterprise's activities should be measured, measurement methods are determined, and the values of control indicators are set. The use of a control system, combined with adequate incentives, turns marketing into a self-regulating system.
The optimal depth of study of marketing strategies is entirely determined by the specifics of the enterprise. Large-scale and expensive research is carried out for large-scale purposes. For many enterprises, the data of their own research carried out at the stage of developing the overall strategies of the enterprise is sufficient. In many cases, additional research is limited to a control survey of a small sample of buyers and two or three interviews with experts.
In each case, the depth of development is the subject of a preliminary agreement between the customer and the consultant.
1.3. Strategic planning process
What is the main essence of the strategic marketing plan and what does it give the company? The answers to this question can be grouped as follows: Sets the direction for the enterprise.
Allows better understanding of the structure marketing research, the processes of studying Consumers, product planning, its promotion to the market and pricing planning.
Provides for everyone structural unit the company has clear goals that are linked to the overall objectives of the enterprise.
Stimulates the coordination of efforts of departments in various directions.
Makes the company evaluate its strengths and weak sides in terms of competitors, opportunities and threats in the environment.
Identifies alternative actions, or a combination of them, that the organization should take.
Creates a basis for resource allocation. The process of strategic planning can be represented as the following sequence of actions: Definition of the tasks of the enterprise - Definition of strategic business units (SCHE). Establishment of marketing goals - Comprehensive analysis of the situation for each SHE (analysis of the marketing environment / analysis of the activities of the enterprise). Development of a strategic marketing plan. Implementation of marketing tactics.
It is important to remember that the above process is applicable to both large and medium-sized and small enterprises that produce products or provide services. And although each stage of strategic planning is specific for certain types of enterprises, the use of a cross-cutting strategic plan is necessary for everyone. Let us consider in more detail the tasks of each stage.
1.4. Detailed study of strategies
Strategy detailing has two levels: the general enterprise level, to which the consultant's enterprise strategy development project is limited, and the marketing strategy level, which is a separate consulting project.
On general level enterprises take the following policy and program decisions:
The goals of the enterprise, general, and for each area of activity are specified.
The wording should be precise, set deadlines for achieving goals and volumetric indicators. Vague formulations such as: "Improve the quality of products, achieve the maximum level of sales" do not specify the goal, leaving the possibility of determining the "maximum" for each employee of the enterprise. The attitude towards customers is determined.
Determining attitudes towards buyers has two aspects: prioritization by types of buyers, and the relationship itself.
For example, in tourism during the high season, the travel agency-operator must make a choice of whom to sell scarce vouchers in the first place: to “own” tourists, or to other travel agencies - resellers. Priority sales to own tourists enhance the image of the agency among end users, sales to agencies - among intermediaries.
Depending on the goals, an equal treatment of different types of buyers, or priority can be taken.
Actually, the attitude towards customers can be divided into three types:
- "causing" customers - the problems of customers are a priority for the enterprise. Assistance in solving them is provided by the enterprise, even if it involves some inconvenience and additional costs.
- "partnership" - assistance in solving the client's problems is provided on a mutually beneficial (or at least break-even) basis.
- "alignment" - the problems of customers are solved by the enterprise only in a way that is convenient for itself.
The lack of political attitudes towards customers always leads to the use of a variety of approaches by staff based on personal preferences.
The attitude towards competitors is determined.
In practice Russian enterprises there are two negative aspects of the attitude towards competitors: the perception of any competitor as a personal enemy (most often the “enemy” is a former founding partner, a separated structure of the enterprise), and, accordingly, an aggressive policy towards him; and conducting a discrediting policy against all competitors at once. In both cases, the enterprise is drawn into a competitive war (often with the use of unscrupulous methods), which makes it impossible to achieve its goals.
"Cause for war" can just as easily be the behavior of personnel who do not have a common political attitude towards competitors.
The enterprise determines the actual attitude towards competitors (the two main options are competitors - potential partners with whom cooperation is possible, and competitors - rivals with whom any interaction is impossible), the external manifestations of this relationship are regulated (in advertising, contacts with buyers and suppliers).
The relation to production is defined.
Here it is determined whether the company's products will be improved, if so, how (advanced product development or following a competitor).
Resource decision is made.
Declared total volume Money used to implement the strategies, the sources of income are indicated (reserve, income from the market, credit), the required number and qualifications of personnel are determined, the general principles staff incentives.
A decision is made on the movement of funds.
The decision on lending can be elevated to the rank of political attitudes: the company determines whether it will sell products on an advance payment, with payment "after the fact", or credit the buyer with the goods, the percentage of payment methods.
The "control points" of the strategies are determined.
Intermediate indicators are calculated that must be achieved in the short term, the timing of their control is determined.
Market monitoring points are determined.
Factors external environment, the most significant for strategies, are subject to periodic control. On this stage the enterprise determines a list of these factors.
We will consider the level of marketing strategies in the chapter "Marketing Revision".
Like goals, strategic settings should not be conflicting. Their determination is made on the basis of previously obtained data on the potential of the enterprise, market opportunities, market trends, as well as on the basis of the experience of the manager and consultant.
When developing strategies by a consultant, the final version of the strategies always exists in writing. In case of self-development by an enterprise, it is also desirable to prescribe strategies to facilitate their further development.
Implementation.
The strategy of the enterprise, formulated and communicated to each employee, is able to concentrate all efforts in the right direction. At the same time, a clear, clear and understandable strategy for personnel is likely to soon be clear and understandable to a competitor who will develop effective countermeasures (at least this often happens on Russian market). The strategy of capturing market share at the expense of a particular competitor will force the competitor to react as soon as he understands the situation. The company's growth strategy through the purchase of several productions, if made public, can raise the prices of these productions. At the same time, the strategies formulated by the manager “for personal use”, without bringing them to the attention of the staff, are a “thing in itself”, unable to perform useful functions.
The adoption of any strategy requires its indispensable implementation at all levels of the hierarchy with the appropriate adjustment of the wording and specification of goals.
For example, for senior management, the goal might be formulated as follows: “Achieve 20% market share by driving a certain competitor out of a given region by providing customers with best service and preferential prices; increase in production through the purchase of a specific production complex and a new technological equipment. The duration of the program is 5 years.
At a lower level of the hierarchy, the goal is transformed into the following form: “Achieving 12% market share in the coming year. Attracting 30 new customers during this time by increasing the number of sales agents by 2 times, additional training, reducing the delivery time of products to 1 week, introducing a cumulative discount system. Finding opportunities to increase production volumes”.
At the implementation stage, the consultant develops options for formulating goals and strategies for the middle management of the enterprise.
The second main implementation issue is staff involvement. The probability of achieving the goals of the enterprise is the higher, the more each employee perceives his goals as his own. This happens with the participation of staff in the formulation of goals, the search for opportunities, the development of ideas. Thus, a necessary part of developing strategies - implementation - should start from the beginning of development.
Strategies are not always a collective product. In reality, they are determined by top management, sometimes taking into account proposals "from below", sometimes without it. It's caused by the objective state Russian business, lack of tradition business communication, mentality. In many cases, the task of counseling is to create a sense of ownership among staff in the formation of strategies that have actually already been determined.
The formation of a sense of ownership begins with a dialogue between the consultant and the staff at the stages of assessing the potential of the enterprise and searching for market opportunities (for ready-made strategies - testing market opportunities). Staff ideas that are in line with the adopted strategies are advertised with attribution. Separate solutions are transferred for study to the divisions of the enterprise (sometimes - with parallel study by a consultant to increase reliability). Key personnel are interviewed by the manager. Conflicting opinions of key personnel for the strategies are corrected by providing additional information on the results of the research.
For a quality implementation, the official announcement of the strategies only confirms the expectations of the staff.
2. Practical part
The practical work was carried out on the basis of materials and for the needs of the Sayansky Avtokompleks LLC enterprise, where a family friend of the author of this work successfully works as a director. The objectives of this work are to develop recommendations on the planning strategy for the enterprise.
In the course of the work, the position of the enterprise in the car service market was analyzed and the main strategic directions of development were selected. this work can serve as a methodology for calculating indicators when planning in the conditions of the enterprise OOO Avtokompleks Sayansky.
The company "Autocomplex Sayansky" is facing an increasingly acute problem - how to survive in a competitive environment, in what directions to develop its activities, what needs to be done now and what to prepare for in the future?
In the market of car maintenance and repair services, as well as automotive “aftermarket” equipment in currently there is a mixture of different economic entities. Here are large, financially powerful, diversified in their profile of activity, legal entities, small specialized enterprises (which include the one considered in this paper), entrepreneurs without forming a legal entity and just private individuals who, without any registration as a subject economic activity working in private garages. The latter, seeking to take away work from others, setting prices for their work that no honestly operating enterprise can charge, but they have enough, because no deductions are made. As a result, they themselves are killing their own market, since the mass client, quite naturally, wants cheaper and cheaper services. In such circumstances, normal competition is impossible.
Based on this, a program has been developed for the construction, expansion, cooperation and development of an enterprise (or groups of enterprises) in an environment with high rates of change and uncertainty, and measures have been proposed to counteract negative changes.
As part of the company's strategy, an incremental scaling model has been adopted in which the organization takes some tentative experimental steps, using the information received to adjust and take the next step. The application of this method was chosen because the external environment is subject to constant and serious change. They can only partly be predicted and cannot be controlled by small businesses, as well as in connection with working with new by human resourses in managerial positions.
It is believed that it is preferable to create an enterprise consisting of several areas of car service. The fact is that each of the directions is subject to market fluctuations, but if the overall economic situation is calm, then the peaks and dips of each of the directions fall on different seasons. Thanks to this, the profit of the enterprise as a whole is stable.
It is not possible to describe in detail all the activities of the Sayansky Autocomplex enterprise in this work, since this will go beyond reasonable volumes.
The purpose of this work:
by using modern techniques(SWOT analysis, matrix and other techniques)
analyze the state of the enterprise in the market;
The Sayansky Autocomplex enterprise, in turn, will receive a certain document. This document can serve as a guide to action and a basis for engaging borrowed money, How credit organizations and private investors.
2.1. Brief technical and economic characteristics of the enterprise
The company "Autocomplex Sayansky" was established on the basis of the decision of the participants in the form of a company with limited liability in accordance with the Law "On Limited Liability Companies" and the Civil Code of the Russian Federation.
The Company is a legal entity and owns separate property, can acquire and exercise property and personal non-property rights on its own behalf, bear obligations, be a plaintiff and defendant in court.
The Company has an independent balance sheet and is entitled to open current and other bank accounts in accordance with the established procedure.
The Company has a seal, letterheads with its name, and other means of individualization.
Location of the enterprise: Krasnoyarsk Territory -----
st. Soviet Army, 44.
The purpose of the company's activities is to make a profit by its participants on the basis of meeting the needs of citizens, business companies and any other legal entities in goods, works and services offered by the company.
The main activities of the company in accordance with the Charter:
¾ sale of spare parts for motor vehicles;
¾ small-scale, piece and pilot production of mainly motor vehicles;
¾ tuning, refinement, additional staffing of motor vehicles;
¾ manufacturing, purchase, installation and adjustment of additional and special equipment for motor vehicles;
¾ repair work of motor vehicles, equipment;
¾ pre-sale preparation and sale of motor vehicles;
¾ self-expert activity;
¾ trade-purchasing and intermediary activities;
¾ organization of parking lots;
¾ repair and Maintenance motor vehicles;
¾ other types of activities that do not contradict the law, upon receipt, if necessary, of an appropriate license.
At the moment, the company operates in the market of retrofitting vehicles safety and comfort systems and provides services for the maintenance and repair of various systems and components of vehicles. It performs work on the installation of anti-theft systems and alarms, acoustic and video systems of varying degrees of complexity, noise insulation, glass tinting, installation of hatches, power windows, air conditioners, heaters and heaters, installation of special signals and sensors, and much more. Thus, the product of the enterprise is a service to the consumer for the additional equipment of his car.
When forming and implementing the technical policy of the enterprise, the main emphasis is on the high quality of the work performed and the diversity in the equipment offered.
The number of employees at the moment is 15 people. The company rents an exhibition hall and production areas for various works with motor vehicles.
Works are carried out according to the individual order of a particular consumer. The operation of the enterprise is subject to the cyclical nature of seasonal demand, when the highest workload is in spring and summer, and the least workload is in winter.
The company works with both individuals and legal entities. Geographically, the overwhelming majority of consumers live in Zheleznogorsk.
2. 2. Target markets and their segmentation.
The company works with both individuals and legal entities. However, due to the identity of the requests of both these consumer groups, there is no need to separate them. Geographically, the vast majority of consumers live in the city of Zheleznogorsk. Many consumers turn to us at the time of purchasing a new car, so there is no clear division of requests depending on wealth. It is possible to make a division into owners of domestic and imported cars, however, due to the fact that the requests of both are identical, this division is unlikely to be correct.
The first criterion for segmentation is the type of service for which a potential consumer applies. In this case, the following segments can be distinguished:
Installation of cheap alarms.
Installation of anti-theft systems.
Glass tinting.
Installation of cheap acoustic systems.
Installation of medium and expensive acoustic systems, TV systems, noise isolation.
Installation of conditioners, heaters and heaters, hatches.
Installation of special signals, lighting equipment and sensors.
Repair work.
Washing, cleaning, polishing the car.
Brief description of the segments:
Installation of cheap alarms. The segment that is characterized by the most significant competition, conducted only by reducing the price, as a rule, to the detriment of quality. The cheapest components and the simplest technical solutions are used. They usually work semi-legally.
Installation of anti-theft systems. A segment characterized by competitive struggle of medium intensity. The main emphasis in the fight is on the use of complex and expensive components and on their high-quality, competent installation. The work is carried out, as a rule, legally. The sector is small and tends to shrink due to the transition of a potential consumer to segment 1.
Glass tinting. A segment in which significant changes have taken place in recent months, leading to a significant increase in competition. The main weapon is price reduction. Its physical size is quite stable, despite the legal ban on toning, however, due to the growth in the number of persons offering these works, the real volume is decreasing.
Installation of cheap acoustic systems. A segment that is very voluminous quantitatively, but financially unattractive due to the huge supply in this sector and the low price. Most of the work is carried out illegally, using the simplest solutions and minimal cost time.
Installation of medium and expensive acoustic systems, TV systems, noise isolation. A segment characterized by competitive struggle of medium and low severity. Requires competent specialists and rather expensive methods of labor. The segment is very small, but attractive due to unit price and growth prospects.
Installation of conditioners, heaters and heaters, hatches. The segment is small, piece work. Requires competent specialists, special knowledge and tools. So far there is no competition.
Installation of special signals, lighting equipment and sensors. A segment characterized by piece orders. There is almost no competition, but at the moment the demand is low. The sector is quite promising.
Repair work. The company currently has no credibility as a repair company, repair work will have to be carried out in the lower and, at best, middle price range. Thus, the enterprise will open another segment of the market that was not previously characteristic of it, in which competition is already very strong even without it.
Washing, cleaning, car polishing . A segment with very strong competition. The capacity of this segment is very high. At the moment we have not mastered.
The second segmentation criterion is a sign of consumer solvency. In the course of such segmentation, three groups of consumers can be distinguished (conditionally):
Mini - are able to pay only a minimum set of services and are looking for where they can be obtained the cheapest, here you can also include simply greedy and with any income;
Midi - they understand that it is not cheap and good, but their income or other reasons do not allow them to satisfy all wishes, they carefully choose the ordered services, guided by the criterion price - quality - utility;
Maxi - they want and can consume high quality goods and services, for them the price is not a determining criterion, but they are well versed in what, how much it can cost. It is not burdensome for them to apply for services to the best car services in Krasnoyarsk. For them, it is often important to satisfy their ambitions.
The staff of the enterprise is able to perform work at any level. However, the company obviously will not be able to compete in price with a garage specialist working illegally. Therefore, focusing on the mini consumer, as the main consumer of the company's product, is impossible - it will simply lead to ruin and closure. It is also unrealistic to wait for a stable flow of maxi group consumers to work only with them. In this category, the enterprise begins to compete with powerful Krasnoyarsk firms that have a significant number of solvent consumers in the maxi group. The number of such consumers in Zheleznogorsk is very small (those who want to, not always can, and whoever can, does not always want to). Therefore, for the most part, the consumer of the company's products is the consumer of the midi group.
Taking into account two segmentation criteria, it is possible to compile a table of consumer groups, where the groups of interest to our company are highlighted (Table 1).
Table 1.
Market segmentation.
2.3. Analysis of the external environment of the enterprise.
The company does not live in a vacuum. It is surrounded by many different business entities, authorities, ordinary citizens, and all of them are interconnected by threads of mutual influence.
Environmental analysis is the process by which strategic planners control factors external to the organization to identify opportunities and threats for the firm. Analysis of the external environment gives the organization time to anticipate opportunities, plan for contingencies, develop an early warning system for threats.
The environmental factors that directly affect the enterprise include laws and government bodies, suppliers, competitors, consumers.
Let's consider them in a little more detail.
laws and government agencies. As you know, in Russia the severity of laws is compensated by the optionality of their implementation. Today, according to the law for occupation entrepreneurial activity Without registration, theoretically, you can get into court. In practice, after consultations with the employees of the Ministry of Internal Affairs dealing with these issues, it turns out that a fine in the amount of minimum wage. Today, by law, you cannot work without cash register. They work. And nothing. This is where the unfair competition comes from. Those who are in the public eye pay taxes, those who are in the shadows put everything in their pockets. But how convenient for the authorities - you can always come and remind yourself. By the way, according to observations, the most unceremonious and impudent clients are representatives of administrations and the Ministry of Internal Affairs.
Suppliers. Suppliers are considered both commodity and financial. Almost all deliveries occur either for cash or after prepayment. Commodity or money loan impossible or ruinous to obtain. From experience it follows that you can get something at the expense of the supplier only in the case of personal relatives or friends. Naturally, all of the above applies only to our business and our sales volumes. In the event of a significant increase in volumes, the picture may change.
Competitors. Let's try to draw a profile of a competitor, considering for simplicity only our two main activities - the installation of alarm systems and tinted car windows. None of the competitors gives out any official information regarding the volume of work in kind or in monetary terms. All estimates are made on the basis of indirect data.
A complete list of our competitors can be found in any issue of the local newspaper under the heading "Auto Services". There are usually several advertisements in each issue.
An anonymous telephone survey shows that every competitor has a job almost every day. This means that we serve approximately 5% of the alarm installation market and approximately 10% of the car window tinting market.
Sadly, all competitors, without exception, who, as long as there are enough internal capabilities, drastically drop the price. At the same time, the winners are those who work "blindly", without registration and paying taxes. When forming the assortment of alarm systems, there is a stubborn tilt of all installers to three or four brands of the most advertised cheap and simple systems. When installing other additional equipment, they are guided by cheap and, accordingly, low-quality components.
What should be attributed to the strengths and weaknesses of competitors? The results of the analysis are summarized in the table (table 2).
Table 2.
Analysis of competitors.
| Strengths | Weak sides |
1. Low prices for work and systems. 2. Willingness to work weekends and nights. 3. Work on the road. 4. Longer warranty period than ours. 5. Order fulfillment speed. 6. Provision additional services, both in cars and in other areas of life. 7. Consent to work with cheap materials brought by the client. 8. Working under the banner of an entrepreneur - he is more than legal entity, customers trust. 9. Work without registration, paying taxes. 10. Significant working capital. |
1. Focus on work in the cheap sector. 2. Qualification of personnel. 3. Impossibility of payment by non-cash money. 4. Failure to provide the client with written guarantees for their work. 5. The absence of a single complex showroom - installation point. 6. There are no demonstration samples of previously completed work. 7. As a rule, simple variants of work are performed or flaws in quality are allowed. 8. Work without certification, licensing |
Consumers. Questioning was used to study the next factor of the external environment of direct action - the consumer.
The questionnaire was developed for the needs of the LLC Autocomplex Sayansky enterprise and meets all the requirements set by the enterprise. The form and content of the questionnaire were checked and approved by the director of OOO Avtokompleks Sayanskiy. When developing the questionnaire, the following was taken into account:
¾ Those clients who apply to us have a fairly high level of income, some of them are very high.
¾ Women who have their own car often apply.
¾ The questionnaire must fit on one sheet.
¾ The font may be small, as motorists have normal vision.
¾ It is allowed to use terms and expressions that are widely known among motorists.
Over the course of three months, 47 clients agreed to complete the questionnaire, and more a large number of having read, spoke orally. Processing of the results showed that when retrofitting a car with any devices, the importance of criteria for the consumer is as follows:
high quality workmanship,
guarantees for the work performed,
a wide range of services,
care in handling the car,
convenience of location and access,
low price level.
When choosing where to go, customers are guided by the following
(in descending order):
visited us before and were satisfied,
friends opinion,
Most of our clients trust our employees.
Clients agree to pay extra for high quality and guarantees, but within reasonable limits.
The most common request of customers: the possibility of diagnostics, maintenance and repair electronic systems car.
Analysis of the internal environment of the enterprise.
Analysis of the internal environment and strategic positions of the organization is carried out on the basis of methods and methods existing in management theory. In this paper, the internal environment is explored through potential analysis, which focuses on the following questions:
What are the capabilities of the firm?
In what areas is there a lack of competence;
What are the values of leadership.
Let's try to analyze the internal environment according to the proposed criteria. At present, 15 people are employed by Autocomplex Sayansky LLC. The director is at the head of the organization. Of all the employees holding senior positions at the enterprise, the educational level of the director in the field of management and related disciplines is the highest, therefore it is from him that most of the initiatives in the field of organizational development, control and motivation in production come from. For middle and lower managers, as well as for the bulk of employees, salary and bonuses are the only element of the motivation system at the enterprise.
The functional purpose of each person is clear from the diagram. There is an interaction of each person with each and all with clients, which creates confusion and overload individual people superfluous functions to the detriment of the main activity. The organization of the warehouse, supply and workflow is in its infancy. All this has the most detrimental effect on attracting customers and organizing work with their cars.
At the moment, the structure of the enterprise is as follows: (Fig. 1.)
Organizational structure of the enterprise.
Market share and competitiveness . At the moment, the company controls about 5% of the automotive equipment installation market. Competitiveness in the installation of simple alarm systems, simple acoustic systems is low. In the case of auto glass tinting, installation of air conditioners, complex security systems, complex acoustic and video systems, special signals and other works that require knowledge and qualifications - high.
Variety and quality of the product range . This is definitely the strength of the company.
Market demographic statistics. Has nothing to do with the business.
Market research and development . The enterprise carries out such works and introduces new types of services into its practice.
Pre-sales and after-sales service of equipment. It's done well, but it still needs to be improved.
Profit . The profit is small, but there is. The low level of profitability limits the possibilities of the enterprise.
To analyze the potential of an enterprise, one can consider weaknesses and strengths in relation to the range of services provided by it. The main types of services of the enterprise are considered and the result is averaged. This is due to the fact that most customers order several services at once, and they are only interested in the final result, that is, all work must be completed by a certain date and with proper quality.
Analysis of the potential of the enterprise.
Strengths of the company:
presence of a trademark;
technology level;
production quality;
the age and qualifications of the staff.
Weaknesses of the company:
low level of management;
lack of a marketing network;
extended deadlines for the execution of orders;
low sales efficiency;
weak control.
Elimination of shortcomings, possibly on their own, over which constant work is being done.
2.4. SWOT-analysis of the position of the enterprise.
Analysis of the environment is very important for the development of the primary strategy of the organization and is very difficult process, requiring careful monitoring of the processes taking place in the environment, assessing factors and establishing a connection between factors, strengths and weaknesses of the organization, as well as opportunities and threats that are contained in the external environment.
The organization studies the environment in order to ensure successful progress towards its goals. Therefore, in the structure of the strategic management process, the analysis of the environment should be followed by the establishment of the mission of the organization and its goals.
SWOT-analysis is based on a previously performed analysis of the external and internal environment of the enterprise. In the course of it, all factors affecting the enterprise are divided into four groups:
The first and second paragraphs of the SWOT analysis describe the enterprise itself and its work.
Strength - strength (English). In other words, this paragraph describes the strengths of the company, its advantages over competitors, what attracts customers to itself, what distinguishes it from other companies.
Weakness - weakness (English). It analyzes the weaknesses of the company, shortcomings compared to competing companies, what other firms attract consumers to.
The last two paragraphs of the SWOT analysis describe the market for the sale of a product or service, its positive and negative impact, what good and bad promises the activity in this particular market.
Opportunity - opportunity (English). This paragraph characterizes the opportunities provided by the market, what the company can do to achieve its goal, changing its impact on the market.
Threat - threat (English). It describes the negative impact of the market on the activities of the company, threats from the state and competitors.
First, taking into account the specific situation in which the enterprise is located, a list of its weaknesses and strengths is compiled, as well as a list of threats and opportunities (table 3).
Table 3
SWOT analysis.
| Strengths of the enterprise | Weaknesses of the enterprise |
High quality of work performed. Personnel qualification. Friendly atmosphere in the team. Territorial location of the enterprise. Formed image of the enterprise. The range of services offered. Mandatory execution of warranty obligations to the client. Presence of a trademark. Staff age. Technology level. Possibility of non-cash settlement with clients. Showroom available. There are examples of previous work. |
Poor organization of activities and, especially, management. Limited space. Poor interior and exterior appearance. Flaw working capital. Non-replacement of employees. High price for our services. Quite a specific activity. Problems with paperwork for goods. Insufficient variety of services provided. Lack of a distribution network. Weak internal control(OTK). Big terms of performance of works. Insufficient range of goods offered for sale. We don't work on weekends |
| Enterprise Capabilities | Threats to the enterprise |
A low rate of inflation and a stable, high exchange rate of the US dollar against the ruble, as a result, the creation of a relatively favorable situation for the development of production. All settlements with consumers are made in cash. Availability of some specific fixed assets. You can change the legal status of an enterprise. There are some types of work that competitors do not do. We can afford to diversify the activities of the enterprise. |
Growth in the number of underground, unregistered competitors. Difficulties in hiring qualified employees. High level of taxes. Activation of police activity, trade inspection and tax authorities, in the case when money is needed in the budget. Local lawmaking. Licensing requirements. Improving the design of domestic cars. Consumer habituation to low prices offered in garages. The danger of coming to regional markets powerful financial groups Krasnoyarsk. |
Once a specific list of strengths and weaknesses of the organization, as well as threats and opportunities, comes the stage of establishing links between them. Unfortunately, it is currently not possible to consider all possible pair combinations and identify those that should be taken into account when developing an enterprise behavior strategy. This job requires a lot of experience and specific knowledge. For now, only general conclusions can be drawn.
An analysis of the external environment of the enterprise shows that the enterprise, working in a very specific area of activity, providing services that are not related to essential services, is extremely sensitive to disturbances and fluctuations in the external environment.
The following factors pose the greatest threat from the outside:
instability of legislation, unequal conditions for competition;
danger of fluctuations in the exchange rate of the national currency;
financial greed and legislative protection of licensing and certification bodies, amazing incompetence of local authorities.
A sharp increase the number of competitors encourages to look for non-traditional methods of survival.
The analysis of the internal environment of the enterprise revealed both weaknesses and strengths of the enterprise. TO strengths include: the qualifications and age of the staff, the location of the enterprise, the friendly atmosphere in the team.
Weaknesses include, first of all, a weak level of management, premises in poor condition, lack of working capital, the need to pay taxes.
2.5. Analysis of the life cycle of enterprise services
For analysis, from the whole variety of services provided by our company, only a few that are most characteristic of us are taken.
The results of the analysis are summarized in table 4.
Table 4
| Service | Characteristics | Life cycle status | ||||
| Sales | Costs | Profit | Buyers | Competitors | ||
| Installation of anti-theft systems | Average level | Medium | Medium | Later, most | Growing quantity |
Maturity |
| Car window tinting | High level | Medium | high | Later, most | Growing quantity |
Maturity |
| Installation of high-quality acoustics and video | growing slowly | High | high | innovators | Few | Market launch |
Installation of air conditioners, heaters |
Slowly growing |
High | high | innovators | Very little | Output to market |
| Installation of hatches | Slowly growing |
High | high | Conservatives | Very little | Output to market |
The analysis shows that various services businesses are at different stages of their life cycle.
A situational analysis of the position of the Autocomplex Sayansky enterprise in the market for equipping vehicles with safety and comfort systems showed that the enterprise is efficient, but it has unresolved problems.
An analysis of the external environment of the enterprise shows that the enterprise, working in a very specific area of activity, providing services that are not essential, is extremely sensitive to disturbances and fluctuations in the external environment. The sharp increase in the number of competitors encourages the search for non-traditional methods of survival.
The analysis of the internal environment of the enterprise revealed both weaknesses and strengths of the enterprise. The strengths include: the qualifications and age of the staff, the location of the enterprise, the friendly atmosphere in the team. Weaknesses include, first of all, the premises in poor condition, lack of working capital, the need to pay taxes.
Market analysis showed that the company has reserves of market measures that will increase production.
Conclusion
A situational analysis of the Autocomplex Sayansky enterprise in the market for equipping vehicles with safety and comfort systems showed that the enterprise is efficient, but it has unresolved problems. In this paper, recommendations are given on the development strategy of the enterprise as a whole and on individual functions.
In this paper, the principles of building and analyzing the development of an enterprise in the market for the provision of services in the field of car service were considered.
In fact, a company using this method of assessing profits receives a set of reasonable recommendations for actions in certain conditions in the future, which allows it to reduce its reaction to changes, and managers to use these changes with greater confidence and efficiency.
Bibliography
1. Weisman, A. Marketing strategy [Text] / A. Weissman. - M.: Economics, 1994.
2. Kotler, F. Fundamentals of marketing [Text] / F. Kotler. – M.: IPM, 1996.
3. Kovalev, V.V. Methods for evaluating investment projects [Text] / V.V. Kovalev. - M.: Finance and statistics, 2001. - 144 p.
4. Vilensky, P.L. Assessment of the effectiveness of investment projects [Text] / P.L. Vilensky, V.N. Livshits, S.A. Smolyak. - : Proc. Benefit. - 2nd ed., revised. and additional - Case, 2002. - 868s.
5. Vikhansky, O.S. Management [Text] / O.S. Vikhinsky - M.: Gardariki, 2002. - 528 p.
6. Paly, V.F. Accounting for income, expenses and profits [Text] / M .: Berator-Press, 20003.
7. Golubkov, E.P. Marketing planning [Text] / E.P. Golubkov // Marketing in Russia and abroad. - 2002. - No. 5.
8. Golubkov, E.P. Marketing [Text] / E.P. Golubkov. – M.: Delo, 2003.
9. Golubkov, E.P. Fundamentals of marketing [Text] / E.P. Golubkov. – M.: Finpress, 2003.
10. Ivashkevich, V.B. Accounting management accounting [Text] / M: Yurist, 2003. - 618 p.
11. Kotler,F Osnovy marketing [Text] / F.Kotler, Armstrong, D.Saunders, V.Wong. : Per from English. - 2nd European Ed. - M.: Williams Publishing House, 2003.
12. Mirotina, L.B. Car service management [Text] / L.B. Mirotina. - M .: Exam, 2004.
"aftermarket" - any equipment installed in a car not at the factory - the manufacturer in series, but after its sale, by order of the owner.
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One of the main tasks of marketing is to establish the maximum possible regularity and proportionality in the activities of the company based on its strategic goals. The main managerial task of the management of the company (enterprise) when using planning is to reduce the degree of uncertainty and risk in economic activity and ensure the concentration of resources in the selected priority areas. The effective implementation of all marketing functions at the proper level is unrealistic without thoughtful and comprehensive planning.
Noting the importance of planning for the economic activities of the company, the famous English scientist - management specialist K. L. Hudson writes in his book "Organization and Management of the Enterprise": period of time". And further: "Planning is a deliberate attempt to influence, manage the scope, speed, and consequences of change."
Effective intra-company planning implies the need to comply with the following basic principles:
- - it must have the necessary flexibility and adaptability, that is, respond in a timely manner to changes in the external environment of the enterprise;
- - planning should be done primarily by those who will then implement the developed plans; and the level of competence in planning should correspond to the level of competence in relation to the management of enterprise resources.
The relationship between the marketing system and planning is active, two-way. The goals of marketing activities have a decisive impact on the nature, time horizon and planning system. At the same time, the implementation of marketing activities in a certain sequence is carried out in conjunction within the framework of a comprehensive marketing program (plan). A manifestation of planning in the implementation of marketing activities is the development and implementation of a marketing program, which in fact is master plan and determines the content of all other enterprise plans.
Planning in marketing is aimed at solving the following main problems:
- - definition of goals (for example, differentiation of goods taking into account selected market segments, development of new goods or markets, solving the problem of competitiveness, etc.), as well as the basic principles and criteria for evaluating the planning process itself;
- - formation of the structure and reserves of private plans, the nature of their interconnection (for example, linking plans for the sale of goods in certain market segments, marketing and production activities of foreign branches and branches, etc.);
- - determination of the nature of the initial data necessary for planning (state and prospects of the market, current and prospective needs of the end users of the enterprise's products, forecast data on changes in the commodity structure of foreign markets, etc.);
- - definition common organization planning process and framework (levels of competence and responsibility of managers, rights and obligations of organizational and structural divisions of the enterprise, etc.).
The most important components of corporate planning work, carried out on the basis of the principles and methods of marketing, are strategic planning and marketing planning (planning).
Common sense dictates that a firm entering foreign market, it is necessary to offer initially goods that it already produces and sells on the domestic market, and not try to trade "something new". Naturally, this traditional product for the company must meet the requirements of potential external buyers in terms of basic consumer properties; be competitive in terms of these indicators and price; satisfy needs that competing products either do not satisfy at all (this is the most desirable option), or satisfy them insufficiently. All these provisions will be disclosed in the future in sufficient detail. For now, we will assume that we have a competitive product (or even a group of products).
The next stage ... But before proceeding to its description, we must make one remark. From the point of view of methodology, one should start not with drawing up a plan, but with the stages that precede this procedure - with an analysis of the market, competitors, etc. However, in this case, we would be faced with a situation “because of the trees you can’t see the forest.” All these stages only make sense in the context of the main goal: marketing planning and control. That is why we decided to take the following path: first, describe the entire procedure, introducing new terms and only briefly explaining them in order to provide readers with a complete picture, and then explain in detail the content and meaning of each stage and each concept used. [ 6, c.123 ]
So, the next stage of "pre-planning" is the choice of markets in which it is expedient to work (exit or continue activities) with this product.
Then, based on the available goods and forecasts of the market situation (probably it is superfluous to mention that only "real" markets that have at least a minimal perspective are evaluated), a task is set for each department of the company: sales volumes in physical units and in monetary terms ("sales quotas" ). Among the goods, there are usually new goods that have not yet conquered the market, and therefore require increased attention, then traditional goods that are in steady demand, and, finally, “weak” goods, the demand for which is falling or is uncertain in its trends. It does not matter about expensive or cheap products (services) in question: it is important that they differ in the degree of novelty and demand trends.
Very milestone planning is price setting. Maximum and minimum reasonable price determine when considering the best marketing strategy for each product, in terms of marketing activities, price lists (announced for general
information) prices, as well as discounts and surcharges that should be taken during negotiations when contract prices are formed. To determine the price, the degree of excess of demand over supply is of paramount importance, then own costs (not only cost, but also transport, insurance, customs and other costs), and then prices offered by competitors; to start a "price war" is possible only after an extremely thorough analysis of what consequences it will lead to and whether it will cause dangerous losses.
The amount of deductions for marketing in relation to total sales is a question that each firm decides on its own, based on the experience of competitors and considerations about the role played by the activities of the marketing service in achieving the company's goals. There are no ready-made recipes for all occasions, but the general rule is that the less “serious” and more massive the product, the greater should be the deductions for marketing (market research, product range formation, product distribution, advertising and sales promotion). The correct distribution of the allocated funds between these departments of the marketing service requires an analysis of both the experience of competitors and their own practices - in fact, it goes by trial and error (therefore, it is harmful both to attach tragic significance to mistakes and to persist in them).
The planning procedure should be a dialogue between the highest levels of management, dealing with strategic problems, and the lower ones, solving tactical problems. Top management cannot foresee all particular situations in the markets, from which it is also quite far separated in space, but such forethought is not required from this "floor" of leaders. They are only obliged to remember and effectively take into account in their work the private ideas and plans of lower managers and operational workers, since these ideas and plans usually well reflect the strengths and weaknesses of local trading conditions and market activities in general (advertising, product promotion, etc.) . The continuity of this dialogue, the encouragement of lower managers to initiative proposals, the effective remuneration for such proposals is an effective way to optimize relations between different levels of leadership. By the way (although this does not apply directly to planning procedures), many firms arrange multi-day "excursions" for employees of the central management level abroad, where these people get acquainted with the work of employees of foreign branches of the company, in an informal setting imbued with the specifics of working in this market, they begin to better understand the difficulties and demands of people working in the branch. For managers marketing services and marketing departments, it is considered obligatory to visit the foreign branch of the company at least once a year in order to get acquainted with the state of affairs with their own eyes, and not by papers. The same purpose (frank conversations and exchange of views in an informal setting with top management) is served by periodically convened conferences of employees of foreign departments.
The planning procedure is not a linear, but a "ring", cyclical process. It is by no means limited to drawing up a marketing plan. The plan adopted "above" must be able to change in accordance with the data coming "from below", corrected in accordance with the realities of the external marketing environment.
The goals of marketing as a market concept of enterprise management are always a reflection of the long-term and short-term goals of the company. The ratio of two types of goals is the ratio of the tool and the subject that is processed by this tool: marketing is a tool, and therefore does not exist "by itself". It is extremely harmful to approach marketing as a set of techniques capable of improving economic situation firm without a change in the approach of top management to the fundamental principles of developing a strategy for its activities, as well as without the support of this strategy by middle management and ordinary employees.
That is why one of the most important rules for setting the goals of the company is the following: employees of the company must clearly understand their role in the activities of the company and achieve its long-term and short-term goals, for which they must be appropriately informed.
Without a clear formulation of goals (quantitative and qualitative), there is no way to fulfill this rule, which means that there is no way to unite the efforts of all employees in order to achieve these goals.
The quantitative goals of the firm are as follows:
the amount of profit
sales volume (in monetary and/or physical terms);
- - labor productivity (based on each employee in the company, again in money or in kind / in terms of products / terms);
- - market share (markets) by country, product or segment.
Of the quality goals of the company, first of all, those that lead to an increase in prestige deserve attention, and among them the most important are social ones:
- - concern for environmental protection in those countries where the company trades, as well as in its own country;
- - ensuring employment in the countries where the company trades, by providing work for citizens of these countries in foreign branches (enterprises) of the company;
- - support for educational, cultural, sports and other similar actions of the governments of the countries in which the company trades, if these actions do not contradict the principles of our domestic enterprise engaged in foreign trade activities.
The clearer the purpose of the firm is put forward in terms of quantity, place and time, the clearer it becomes, the more useful this formulation will bring in the development of marketing goals and control.
There can be several goals for a firm. It is important to ensure that they do not contradict each other, and if it is impossible to achieve this completely (for example, the desire for maximum sales and minimum marketing costs), ensure a reasonable and justified compromise.
Marketing goals, as already mentioned, are a kind of tool for achieving the goals of the company. So, if the goal of the company is to increase profits, the goal of marketing may be to increase the number of people (firms) buying our products, or to change the design of the product so as to provide a higher consumer effect and at the same time reduce the cost. It is also possible to raise the price if there is a significant excess of demand over supply in the market, so that a moderate price increase will not deter potential buyers.
The choice of goals by the company and, as a result, marketing goals can be complicated by the specifics of the human psyche, which should always be remembered. It is known, for example, that in complex problems people tend to consider the selection criteria not comprehensively, but sequentially: first, they consider the first criterion and exclude all solutions that do not satisfy this criterion, then move on to the second, and so on. In some cases, this selection procedure is quite satisfactory, but often it leads to large errors. For example, if alternatives differ significantly on minor criteria, but only marginally on significant criteria, many people neglect the undesirable deviation in the essential criterion and make the wrong choice.
To exclude such situations, it is recommended to present information not in verbal form, but in the form of graphs, histograms, etc., best of all - on a display screen with a color image, highlighting the most important situations with a warm gamut (the most important - in red), and less important - cold gamma.
If the choice of goals has to take into account the probability of the occurrence of certain events, people "systematically violate the principles of rational decision-making in determining probabilities, predictions and other attempts to solve probabilistic problems" . In addition, people are extremely trusting in their opinions about past events, making predictions about rare situations (say, the likelihood of a car part breaking down), even if these people are serious experts in their field. Finally, when choosing among many alternatives, people instinctively try to exclude decisions that involve risk, even if this risk is very unlikely.
Therefore, in those cases where probabilistic estimates are very important for achieving ultimate goal(namely, this is the case in marketing and trade in general), one should use the data of the mathematical theory of probability and its methods of solution, rather than appeal to " common sense": he is able to let him down big.
The marketing strategy is to bring the company's capabilities in line with the market situation, that is internal environment- with the external environment. There can be many strategies, the main thing is to choose the right one for each market and each product so that it meets the requirements of achieving marketing goals. Here are some of these strategies:
and improvement of the organizational structure;
and an increase in business activity (penetration of new market; introduction of a new product to an old market; penetration with a product of market novelty into new market segments, etc.);
a decrease in business activity (stopping the sale of goods that have ceased to give a given profit in a given market; curtailing the production of unprofitable goods; leaving some markets and concentrating efforts on the most promising, etc.);
organization of a joint company with a foreign partner abroad;
A organization of a joint company with a foreign partner in our country;
and cooperation with a foreign firm to enter those markets where it has not been possible to work successfully so far.
Depending on the market, the strategy may be one or the other: they should not copy each other everywhere. Using mathematical models market and considering the strategy from the point of view of game theory, they choose the strategy of "mini-max" (maximum expediency regardless of risks), "maxi-min" (minimum risk regardless of expediency) or some combination of them. In any case, the following factors should be taken into account (more detailed in the following answers to the questions):
Segmentation of the markets in which the company operates (or intends to operate) should be done so that segments in different markets are generally characterized by the same response to advertising, product promotion and other marketing activities, that is, they have similar socio-psychological characteristics and needs;
and the choice of the optimal segment should be made on the basis of providing the company with the fullest possible leadership (sufficient capacity, favorable prospects, minimal or even zero competition, satisfaction of unmet needs);
and the way to enter the market with a new product should most fully meet the consumer properties of the product and the capacity of the market (segment), adequately reflect the fame of the company and its reputation, as well as the scale of the need for the product;
and when choosing marketing means of influencing a potential buyer, it should be remembered that price as a factor in attracting attention to a product is now ranked 3-4th in importance among other factors;
but it is necessary to carefully choose the time to enter the market with a new product for him (especially if this product is seasonal) and do not forget about advertising preparation: it makes no sense to enter the market during an unfavorable market situation if the company does not pursue far-reaching goals and does not prepare buyers for itself, anticipating a period of recovery in demand.
Of great interest is the marketing strategy in new markets used by Japanese firms. It consists in gaining a foothold in the markets of those countries that do not have national production this product, and then, using the accumulated experience, to be introduced to the markets of other countries ("laser beam strategy"). Thus, in order to enter the markets of Western European countries with their cars, Japanese auto-building companies initially operated only in Finland, Norway, Denmark and Ireland for several years. And only having won there for himself a strong positive reputation, began to develop somewhat more complex markets in Belgium, the Netherlands, Switzerland, Sweden, Austria. The third step was to enter the markets of Great Britain, Italy, Germany and France - countries with a powerful auto industry.
Noteworthy is also the sequence, designed for a very long period, characteristic of the activities of Japanese industrialists: starting with the export of the most massive, inexpensive cars (and, accordingly, with satisfying the requests of not too picky buyers), creating the image "Japanese means excellent quality", these automobile firms are gradually moving to work in the markets of more expensive cars (but not the most prestigious), trucks and special vehicles, and also build car assembly plants in countries where they previously sent their cars assembled.
In developing a marketing strategy in the markets of the capitalist countries, one should bear in mind, first of all, the serious aggravation of the problem of sales in these markets. Competition has intensified, and, as a result, attention has sharply increased to new products, in the production and sale of which firms sometimes see the only way"survive". States impose protective duties. In general, there is (and in many industries has already taken place) a reorientation of the production policy of engineering companies towards a sharp increase in the share of products in the assortment of their goods. high technology"(knowledge-intensive) and the corresponding growth in the service sector (sale of licenses; conducting research, design and other engineering work; leasing (leasing) complex equipment; consultations, etc.).
The basis of the marketing strategy of firms that achieve the greatest success in modern market are focused on superiority in the scientific and technical field over their competitors and building up this gap.
Here is a list of some strategies that ensure rapid growth in sales volumes:
Quick access to new markets;
specialization, that is, the concentration of efforts on solving the problems of selected groups of customers; and the promotion of the concept of a new product;
application of the latest, especially flexible, technologies; but a decisive withdrawal of "sick" goods;
expansion of activities throughout the world;
R&D intensification;
high rates of change.
In addition to the offensive strategy, firms also use defensive strategies. If the firm is satisfied with the size of its market share or does not have the opportunity to increase it for one reason or another, it resorts to a defensive strategy. Its purpose is a well-thought-out defense of its positions from the onslaught of competitors. Of course, defense in some markets can be combined with an offensive strategy in others.
A variant of the defensive strategy is the "leaving the market" strategy. It consists of leaving certain markets and switching to other markets or activities. This strategy is usually used for products with poor market positions, causing losses or reduced profits.
If the marketing strategy is based on forecasting long-term prospects for changing markets and customer needs, then tactics reflect market considerations and the principles of market (demand) formation for the company's existing product range (see Table 1).
Tactics are developed for the next year and a half and regularly, without waiting for the expiration of this period, are subject to revision and, if necessary, correction. The tasks solved by marketing tactics include the following: organization of product distribution, organization of advertising and sales promotion in accordance with life cycle each product, defining the principles of entering the market (segment) with a new product.
Without organization effective system goods distribution, the buyer will not be able to get the desired product at the right time and in the right place for him, the buyer, which means that the commercial performance of the company will be low. In the same way, without timely and convincing advertising, information about the consumer properties of the product will not reach the potential buyer and will not be connected in his mind with his needs (which advertising often reveals, makes conscious and encourages activity - the acquisition of goods). Finally, a tactically incorrect launch of a new product can lead to large losses due to an unfortunate relationship between sales volume and the scale of advertising and sales promotion.
|
Initial information |
Goal setting |
Operational work |
Control |
|
Studying Marketing |
Marketing Goals |
Sales personnel management |
Sales control |
|
Market research |
Product targets |
Demand Generation and Sales Promotion |
Distribution cost analysis |
|
Price targets |
Sales management |
||
|
Macroeconomic Research |
Distribution targets |
Warehouse management |
Reserve analysis |
|
Study of the external environment |
Sales targets |
Shipment management |
|
|
Research of buyers' motivations |
Promotion Goals |
After-sales service |
Profit Analysis |
Table 1. The ratio of some species
Among the tactical export marketing techniques American companies(a survey of 172 firms conducted by H. Jackson, professor at Ohio State University) the most popular are the following, in order of preference:
a vigorous action to promote the product;
and direct contact with consumers;
and an increase in the staff of representative offices abroad;
Active participation in exhibitions and fairs;
And the creation of branches abroad where they do not exist;
and access to new markets; and marketing researches of the markets;
a expansion of the range of export goods (diversification);
and adaptation of goods to the specific requirements of a foreign buyer;
and improving the efficiency of the service;
rather quick responses and action on customer emails.
The plan of marketing tactics must necessarily indicate the measures to be taken when deviations from the course of things considered normal are detected, and the persons responsible for responding quickly and clearly to these deviations.
For example, if sales are lower than planned, you can resort to one or more of the following measures:
- - reduce production;
- - Strengthen advertising and promotional activities;
check whether enough people are employed in sales, whether they are used as needed, and make the required changes;
change prices to stimulate sales;
organize professional and technical retraining of sales personnel;
- - introduce improvements in the incentive system for sales personnel;
- - check the quality of the product through accelerated testing and make the necessary improvements (with an indispensable notification of this through advertising and scientific and technical articles in relevant magazines and newspapers).
If the volume of production does not keep up with the growth in demand, the following measures are possible:
and increase the scale of production;
and to reduce the number of employees employed in sales in foreign branches;
and raise prices.
Marketing tactics should be such as to ensure the activity of the company and unleash the initiative of all its employees. The main characteristics characteristic of firms in this area of activity are as follows.
Senior management: the highest positions are those responsible for sales; susceptibility to new ways of management is provided; the company has created an atmosphere to encourage initiative workers.
Requirements for personnel: regular retraining of middle managers is carried out; the drastic demotion of persons who do not show the necessary competence in order to give way to those who are more qualified; individual responsibilities determined by written instructions; the scheme of the company's structure is communicated to everyone; regular informing at all levels about the policy of the company.
Attitude towards the activities of other firms: the study and use of other people's experience is encouraged; a systematic analysis of the development trends of its industry and related industries in the country where the trade takes place is carried out in order to take into account how the equipment sold by the company is used and what are the prospects for its sale; consultants are systematically brought in to assess the performance of the firm from a third-party perspective.
In general, the marketing tactics of dynamic firms are distinguished by a highly critical attitude towards their own achievements, which serves as a reliable barrier against moods of complacency and complacency.
marketing budget - these are the costs of market research (market, medium and long-term), to ensure the competitiveness of the product, for information communication with customers (advertising, sales promotion, participation in exhibitions and fairs, etc.), for the organization of product distribution and marketing networks. Financial resources all this has to be drawn from profit, which without such expenses would be much larger in mass, however, on the other hand, without spending on marketing it is unlikely that it will be possible to modern conditions sell enough units of a product to pay off the research and development costs and everything else involved in its production, not to mention making a profit. Therefore, the allocation of funds for marketing is a solution to an optimization problem with a large number of variables, the influence of which usually cannot be accurately accounted for, that is, a typical prognostic problem. The influence of variables is also, as a rule, non-linear and must itself be determined empirically. That is why traditions, experience play such a big role in determining the marketing budget. senior leaders firms and analysis marketing expenses competing firms.
To estimate the order of magnitude of marketing spend, you can use the profit equation:
where p - profit, S - sales volume in pieces, W - list price, O - transport, commission and other expenses for sale per 1 unit. goods, A - production costs of 1 unit. goods not related to marketing, but dependent on the volume of production, F - fixed costs for production, not related to marketing and not dependent on the volume of production and sales, R - advertising costs, D - promotion costs (sales promotion).
If we accept that when exporting finished products the usual return on capital invested in production, trade and marketing is 10% °, this equation takes the following form:
however, the difficulty lies in the fact that S (sales volume) depends nonlinearly (and with some uncertainty) on R and D, although this dependence can be determined by regression analysis methods (a priori it can be argued that for each firm the regression equation is strictly individual) .[21,p.161]
Since the rate of profit depends on the market share occupied by the firm (with a share of less than 10%, this rate is approximately 11% for companies producing personal items, and 5% for industrial goods; with 20 - 30% of the market, the rate increases, respectively, to 12 and 16% depending on the type of goods; with 40% of the market - up to 22 and 27%; and with a market share of over 40% - up to 25 and 30%, respectively) ^, it follows from the profit equation that the costs of advertising and promotion of goods should also increase as the firm establishes itself in an increasing part of the market. According to Black-Russell-Morris data, in the late 1960s, foreign car companies in the United States spent about $140 on advertising one car sold, with a sales level of less than 20,000 units. per year, about 90 dollars - with the sale of 100 thousand cars per year and about 60 dollars - with the sale of 200 thousand units. in year; respectively, the total costs were at the level of 2.8, 9.0 and 12 million dollars per year. It is believed that exporters spend 2-5% of their exports on advertising in importing countries.
When assessing the level of necessary expenses for marketing, you can use the analogy method. It is known, for example, that in the United States the costs of developing and introducing a new product to the market are distributed as follows: 3–6% of the estimated costs are allocated for basic (basic) research, 7–18% for applied development, 7–18% for the preparation of technological equipment and, if necessary, , construction of new enterprises - 40-60, to establish serial production-5-16, for the organization of sales (advertising, sales promotion, organization of product distribution and distribution network) - 10 - 27%.
Advertising costs vary quite a lot depending on the product sold: from 0.6% of sales meat products up to 10% - medicines and 15% - cosmetics. Durable items (books, furniture, household appliances, motorcycles, cars, ready-made clothes, shoes) require advertising costs in the amount of 1-5% of the sales amount, industrial goods - 1-2%. If we attribute advertising costs to the amount of profit, then they are usually above 15%, and for many firms they lie in the range of 30-42% with a stable position in the market and sometimes reach 450% when introduced to a new market.
The natural desire of any business executive to reduce marketing costs should be adjusted from the considerations that in modern world marketing activities are becoming more and more expensive. So, in 1980, the cost of market research by interview method with the number of respondents from 400 to 1200 people was (in dollars per one questioned): in Holland - 30, Japan - 29, Sweden - 28, France - 25, Belgium - 21, Great Britain - 16, Germany - 15, Brazil - 15, Venezuela -12, India - 6. General costs per study ranged from 3 thousand (India) to 17 thousand dollars (Germany).
TOPIC1. THEORETICAL FOUNDATIONS OF THE ESSENCE OF THE MARKETING CONCEPT
The concept of marketing and its essence
Marketing(from English Market - market) - integrated system organization of production and marketing of products, focused on meeting the needs of specific consumers and making a profit based on market research and forecasting, studying the internal and external environment of exporting enterprises, developing strategies and tactics for its behavior in the market through marketing programs.
Marketing is a system for organizing and managing a company's activities aimed at ensuring the sale of its products, achieving high competitiveness of products and expanding the market sphere.
Marketing concept- this is a focus on the needs and demands of consumers, achieving the goal in a more efficient way than that of a competitor. It is related to decision making in all areas of activity from the position of ensuring overall success in the market, which is reflected in different types organizational, managerial and marketing activities.
The concept of marketing includes a set of the following actions:
1) Manufacture of products in demand;
2) Finding a sales market for products;
3) Definitions of ways to sell directly to the consumer (wholesale and retail);
4) Identification of a potential buyer in case of non-targeted sales (products are addressed to all potential buyers) and in the case of targeted sales (products are designed for a limited circle of buyers, depending on their individual needs and effective demand).
Basic Marketing Principles
Basic Marketing Principles- these are the provisions that guide firms in their production and commercial activities. They reflect the essence of marketing, come from it. modern concept and assume the achievement of the goal of marketing activities.
Basic principles:
1) Production of products taking into account the needs of customers, the market situation and the real possibility of the enterprise;
2) The most complete satisfaction of the needs of buyers;
3) Sales of products (performance of work, provision of services) in certain markets in the planned volumes and on time;
4) Ensuring stable performance (profitability) of the production and commercial activities of the enterprise on the basis of preparation for the production of market novelty goods;
5) The unity of the strategy and tactics of the manufacturer in order to adapt to the changing requirements of customers with an active influence on the formation and stimulation of needs.
The principles of marketing can be implemented with a comprehensive study of the market, its conjuncture, the production and marketing capabilities of the company, market segmentation, accounting for production and marketing, potential demand requirements, innovation, planning and forecasting, adapting production and commercial policies to market conditions.
Marketing Functions
Marketing Functions- an interconnected set of actions, which includes:
1) Analysis of the internal and external environment of the functioning of the enterprise;
2) Analysis of markets and consumers;
3) Analysis of competitors and competition;
4) The study of goods and the formation of concepts for a new product;
5) Planning the production of goods on the basis of marketing research;
6) Planning of commodity circulation, sales and service;
7) Formation of demand and sales promotion;
8) Formation and implementation pricing policy;
9) Development and implementation of marketing programs;
10) Information Support marketing;
11) Marketing management (planning, implementation and control of marketing activities with risk assessment, etc.)
Marketing strategy and tactics
Marketing strategy- formation and implementation of the goals and objectives of the manufacturer for each individual market (market segment) and each product for a certain period of time to carry out production and commercial activities in accordance with the market situation and the capabilities of the enterprise. The strategy is developed on the basis of research and forecasting of the conjuncture of the commodity market, the study of goods, buyers, competitors.
Marketing tactics- formation of a solution to the problems of the enterprise for the production and sale of a specific product in a specific market in a given period based on a marketing strategy and an assessment of the current market situation, i.e. with constant adjustment of tasks as market and other factors are measured (for example, a drop in the price index, aggravation of competition, a decrease in buyers' interest in a product, etc.)
Marketing Program
Based on the adopted strategy, marketing program activities are developed. Marketing Program is a system of interrelated activities that determine the action of the manufacturing enterprise for a given period of time for all marketing functions. They can be focused on the maximum effect and regardless of the degree of risk without expecting a big effect; various combinations of these two approaches.
Programs can be short or long term.
Long-term programs cover activities designed for a long period of time in accordance with the adopted marketing strategy; short-term contain broad details and specific actions of the entrepreneur.
Unified Marketing Program- an interconnected system of programs for individual markets and product groups, which serve as the basis for the development of plans for research and development (R & D), production, service, sales, etc.
The marketing program contains the main indicators characterizing the activities of the enterprise, for example:
1) dates for the start and completion of R&D work;
2) test results of prototypes of products;
3) data on the organization of pilot production and the definition of the nomenclature of production;
