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Introduction

Chapter 1 marketing research(module 1)

Chapter 2. Estimating the intensity of competition (Module 4)

Chapter 3 Competitor Market Share Analysis (Module 8)

Chapter 4. Concept strategic groups M. Porter (module 9)

Chapter 5. Determining the competitiveness of products (Module 12)

Chapter 6

Conclusion

Bibliography

Applications

Introduction

Marketing at the macro level acts as a tool for shaping the market environment. At the micro level, marketing acts as a tool for embedding enterprises in the emerging market environment and is a means of attracting investment. Marketing essentially unites all aspects of an enterprise's activities in the market, forms its market philosophy and development strategy.

Marketing strategy - the process of planning and implementing various marketing activities, which are subordinate to the achievement of the goals set for the company (firm, organization, business structure). Marketing strategy is an integral element of the overall strategy of the company, defining the main directions of the company's activities in the market in relation to consumers and competitors. The marketing strategy of the company depends on its current position in the market, assessment of the prospects for market changes and future actions of competitors, goals set and existing resource constraints.

aim term paper is the analysis and development marketing strategy enterprises "Europe Foods" (TM "Gallina Blanca") on the example of the product "Meat soup with vermicelli".

To achieve this goal, it is necessary to solve the following tasks:

Conduct marketing research;

Assess the intensity of competition;

Analyze the market share of competitors;

Map strategic groups;

Determine the competitiveness of products;

Develop a communication policy for the enterprise;

Build a competitive market map;

Evaluate the choice of marketing strategy.

Chapter 1: Conducting Market Research (Module 1)

marketing competitiveness gallina blanca

Marketing research is the search, collection, processing, analysis of information about market processes and phenomena. In the process of marketing research, information was obtained, which is classified into primary and secondary.

Primary information- data specially obtained for the analysis of specific aspects of the activities of competitors.

A survey was used to collect information. The following questionnaire was developed.

Questionnaire (questionnaire)

1) How old are you:

2) Your gender:

a) male

b) female

3) Do you buy ready-made or boiled soups?

4) If yes, how often?

a) every day

b) several times a week

c) several times a month

5) What brand of soups do you prefer?

a) Gallina Blanca

d) Russian product

e) another

6) Are you satisfied with the price of the purchased products (instant soups)?

b) no, I would like a lower price

c) do not look at the price

7) Where do you usually buy instant soups?

a) supermarket

8) What is more important to you in instant soups?

b) informative

c) appearance

d) the naturalness of the product

20 consumers of ready-made soups were interviewed and the following results were obtained.

Main consumers this product are men and women under 40 years of age. This can be explained by the fact that young people buy these soups because of the lack of time for cooking and their low cost. And people under 40 years old - because of the lack of time for cooking (work, children, etc.).

Let's represent brand preferences in the form of a diagram.

Figure 2. Consumer brand preferences

As can be seen from the figure, 40% of all respondents prefer the Maggi brand, and 30% - GallinaBlanca.

Most of the respondents are satisfied with the price of the purchased product (14 respondents out of 20).

12 respondents buy goods in supermarkets, and the remaining 8 - in the markets.

The most important thing in instant soups is the taste and naturalness of the product.

Figure 3. Parameters of instant soups

Based on the results of the survey, a questionnaire was compiled to study competitors and their marketing policies and answers were given to these questions.

Questionnaire for researching competitors and their marketing policies

1. How many priority competitors are there and who are they?

The main competitors for Europe Foods (TM Gallina Blanca) are Unilever (TM Knorr) and Nestle (TM Maggi).

2. What is the predominant type competitive behavior(independent, "following the leader", "challenging", leader?)

The predominant type of competitive behavior is "challenging". All three companies occupy a high position in the market, their products are competitive. They occupy approximately the same market shares, which means that there is no leader in the market for ready-made soups.

3. What is the market share of the priority competitors?

The market share of competitors Unilever (TM Knorr) and Nestle (TM Maggi) is about 30% each.

4. How strong is the image of competitors and their brands?

The image of competitors and the brands of their products are strong. Consumers prefer GallinaBlanca, Maggi and Knorr brands over others.

5. What are the prices of competitors' products?

Prices for competitors' products are approximately on the same level as the prices of Europ Foods.

6. What are the barriers to entry for new competitors?

The barriers to entry for new competitors are very strong, because at this commodity market there are already leading companies that have been on the market for more than 10 years each and have their own regular customers who are committed to the brand.

secondary information about a competitor includes data that has undergone preliminary analytical processing, the purposes of which, as a rule, do not coincide with the goals of the analysis. Due to this this information requires additional selection, ranking and compilation procedures that bring it into the form necessary for analysis.

In order to systematize information about competitors, a table of analysis of competition and competitors was built, which is adapted to the possibilities of both quantitative and qualitative assessments. It provides an assessment of the actual state and development of the competitor's activities, as well as extrapolation-forecast estimates possible development activities of a competitor in the near future or in the long term.

Table 1. Analysis of competition and competitors

Chapter 2: Assessing the Intensity of Competition (Module 4)

The level of intensity of the competitive environment is a defining moment in the construction marketing policy enterprises, in the choice of means and methods of competition.

There are the following aggregated factors that determine the intensity of competition:

1) Distribution of market shares between competitors and intensity of competition

The intensity of competition in a given product market is assessed by measuring the degree of similarity of market shares of competitors using the following formulas:

Where Us- an indicator of the intensity of competition in the product market under consideration, measured on the basis of an assessment of the degree of similarity of the shares of competitors; – standard deviation of market shares of competitors; Sa- arithmetic mean value of the competitor's market share; Si– market share i-th competitor, i=1..n; n is the number of competitors in the product market under consideration.

Table 2. Distribution of shares of brand awareness

The share of brand awareness was determined using a survey in which 20 people participated.

Let's define the arithmetic average:

Now we calculate the standard deviation of the shares:

Then the variance will be:

According to the data obtained, it can be said that the competition between the most famous manufacturers of ready-made soups is below average (0.45).

2) Market growth rate and competition intensity

The competition intensity indicator can be calculated using the following formula:

Where Ut- an indicator of the intensity of competition, taking into account the growth rate in the market; GT is the annual growth rate of sales in the commodity market under consideration, excluding the inflationary component. Moreover, the annual growth rate should be in the range of 70-140%.

Table 3. The rate of change in sales of GallinaBlanca "Meat soup with vermicelli"

Sales growth in 2009 will be 1.112 or 111.2% (more than 70% and less than 140%). The indicator of the intensity of competition will be equal to:

The intensity of competition, taking into account the growth rate of the market, is at a low level.

3) Market profitability and intensity of competition

Market profitability ratio ( R) is an important economic factor that determines the intensity of competition.

The higher the profitability, the lower the pressure of the competitive environment and, consequently, the lower the intensity of competition and vice versa. This conclusion can be summarized as a formula:

Where Ur- an indicator of the intensity of competition, taking into account the level of profitability of the market.

This indicator can be estimated using the average trade margin applied in this market.

The average trade margin is 38%. Index Ur With this markup, it will be:

Ur =1 - 0,38=0,62

The intensity of competition, taking into account the profitability of the market, is average.

To obtain a general assessment of the activity of the competitive environment of an enterprise, it is necessary to determine a generalized indicator of the intensity of competition using the following formula:

Where U is a generalized indicator of competition intensity, 0

The activity of the competitive environment of the enterprise in this product market is below average.

Chapter 3 Competitor Market Share Analysis (Module 8)

One of the most general expressions of the degree of achievement of a competitor's goals should be considered its actual market share in the total volume of sales of products of a given range. It shows the degree of dominance of the enterprise in the market, its ability to influence the volumetric and structural characteristics of supply and demand for the group of goods under consideration.

For the correct calculation and analysis of the market share, three circumstances are fundamentally important:

· products for which the shares of competitors are determined must belong to the same classification group of the All-Russian classifier of products;

· the geographical boundary of the market under consideration should be the same for all analyzed enterprises;

The calculation must be made for a fixed time interval.

The market share indicator reflects the performance of the enterprise and is defined as the ratio of the sales volume of the enterprise's goods to the total sales volume in the market / market segment:

where is the share of the j-th firm in the total amount of sales i-th product; - sale of the j-th firm i-th product; - sum of all sales i-th item on j-th market (600 million rubles); n - number j-x enterprises operating in this market.

Let's determine the market share of the Europ Foods enterprise (TM Gallina Blanca):

Market share of the Nestle enterprise (TM Maggi):

Market share of Unilever (TM Knorr):

The most stable position belongs to the Nestle enterprise (TM Maggi), because it holds the largest market share (0.363). Europ Foods (TM Gallina Blanca) occupies 29% of the market. The rate of return for a given market share of the enterprise is 15%. Unilever (TM Knorr) has a market share of 0.282.

Chapter 4. The concept of strategic groups by M. Porter (module 9)

All existing competitors can be assessed using a strategic group map.

Mapping of strategic groups is carried out on the basis of the following algorithm:

The choice of the two most important non-correlated characteristics in which the enterprises of the industry differ from each other;

Carrying out the positioning of enterprises on the map of strategic groups, which is a coordinate system with selected characteristics plotted along the axes;

Consolidation of enterprises that fell into one part of the map into one strategic group;

Drawing of circles around each strategic group. The diameter of the circles is proportional to the market share of enterprises in the same group.

Let's build a map of strategic groups of competitors.

Figure 5. Map of strategic groups

Range

Narrow Limited Wide

The three most influential companies in the soup market can be combined into a strategic group. These are Nestle (TM Maggi), Unilever (TM Knorr) and the company we are considering Europe Foods (TM Gallina Blanca). Consequently, Nestle and Unilever are the most important rivals in this commodity market.

Chapter 5 Determining the Competitiveness of Products (Module 12)

To determine the competitiveness of products, we use the following methods.

1. Integral method for determining the competitiveness of a product

The calculation is carried out according to the following formula:

where - an integral indicator of competitiveness, - an integral indicator for regulatory parameters, - an integral indicator for technical parameters, - an integral indicator for economic parameters.

The integral indicator for regulatory parameters shows whether the product meets the requirements of regulatory documentation (GOST R 50763-95 Public catering. Culinary products sold to the public.; GOST 19327-84 Food concentrates. First and second dinner courses. General specifications.; TU 9194- 001-53974989-01 Instant vermicelli soup.) . Meat soup with noodles of the GallinaBlanca brand meets all the requirements, therefore =1.

Let's calculate the integral indicator according to the technical parameters using the following formula:

where is the weight i-th parameter among the entire set of parameters, n - the number of parameters involved in the assessment, - a single indicator for i-th technical parameter of the product, which is calculated by the formula:

where is the value i-th parameter of the analyzed product; - value i-th parameter of the compared sample product.

The parameters of the soup for cooking are presented in Table 5. The scores and the significance factor were determined using a consumer survey. The significance coefficient shows how significant this or that parameter is for the consumer.

Table 5. Parameters of soups for cooking under the trademarks "GallinaBlanca" and "Maggi"

Dimension scores mean the following:

5 - excellent;

4 - good;

3 - satisfactory;

2 - bad;

1 - very bad.

The integral indicator for economic parameters is determined by the following formula:

Where C purchases- the purchase price of our goods (14.3 rubles), C 0purchase- the purchase price of a sample product (Knorr "Chicken broth with vegetables" 17 rubles), C exploit- the price in operation of the analyzed product (12 rubles), C 0 operation- the price in operation of the sample product (13.3 rubles).

Let's calculate the integral indicator of competitiveness:

2. The method of competitive attractiveness of the product

The competitive attractiveness of a product is determined by a set of qualitative characteristics: appearance, a set of consumer properties, etc. It depends on what will be its proceeds from the sale. The higher the sales revenue in relation to the costs of creating and moving the product, the higher the level of its marketing attractiveness.

As a percentage, the cost of production and transportation of goods from the retail price is about 60%. Thus, the total cost of production and transportation of goods (for a unit of goods) will be about 8.58 rubles. Net proceeds from the sale of goods, due to the difficulty of calculating this parameter, is equal to the price of the goods.

Considering the results of two methods for determining the competitiveness of products, it can be concluded that "Meat soup with vermicelli" is competitive in this product market.

Chapter 6

Communication policy is a set of strategic, long-term attitudes of the company in the field of its communications within the framework of its marketing policy.

The main elements that make up the communication policy are advertising, sales promotion, personal selling, PR, fairs, exhibitions.

Advertising is paid, non-personalized communication carried out by an identified sponsor and using the media to persuade (to do something) or influence (in some way) the audience.

bouillon cubes

condiments

Soups for cooking

Instant soups and purees

Hot sauces

Sauces for cooking second courses

bouillon cubes

condiments

Instant mashed potatoes

bouillon cubes

Instant soups

condiments

Instant broths

The impact of advertising in all three enterprises is very high, because. for these products, advertising on television is mainly used. Television has concentrated in itself the absolute majority of the advantages of all types of advertising. It covers the largest audience of listeners.

Advertising in magazines is also used, which has a number of advantages: magazines are addressed to very strictly defined groups of readers; no other type of advertising (with the exception of mail) can so effectively convey information to certain categories of the population, selected according to demographic, professional or any other characteristics.

2. Determining the advertising means of the enterprise and competitors, evaluating the effectiveness of advertising in terms of the psychology of its perception by consumers (informativeness, visibility, specificity, originality, combination of color, music, font, trademark, illustrations, etc.)

This company and its competitors use the following types of advertising:

o printed (posters, posters, catalogs, advertisements and articles in newspapers and magazines, packaging materials, etc.);

o visual-gustatory (tasting of food products);

o individual (newspaper inserts, some types of catalogs, brochures, etc.).

In the course of a survey on television advertising for the products of Nestle (TM Maggi), Unilever (TM Knorr) and Europ Foods (TM Gallina Blanca), the following results were obtained: advertising is sufficiently informative, which helps to understand the quality and taste of the product. The combination of colors and music in the commercial is nice. Many commercials feature happy families and their homes in the storyline, which has a positive effect on consumers. Music unobtrusive, pleasant.

Campaign and Research. The advertising agency analyzes the analysis of the local market, identifies the target groups of consumers for this type of product or service, works out the initial sketches of future advertising (sketches for posters, shop windows, TV commercial script, etc.), plans the budget.

Plan. A plan is created that reflects the number of airings on the radio, on television, or in the press, or advertising posters.

Presentation. After that, the advertising agency conducts a presentation, which is a preliminary advertising campaign. On its basis, the strengths and weaknesses of advertising, the client's opinion about the work are revealed, and also, if necessary, errors are corrected and adjustments are made to buyers (clients).

A summary story, which is a set of drawings that give an idea of ​​what will follow in the commercial;

Animation, which is the main caricature option;

A script that will probably show all the possibilities of the camera, i.e. ECU-like game effects (camera zoom); LS (shooting from afar); SFX (sound effects); VO (voiceover); MOOZ (rewind signal) and others.

As soon as they finally agree on a commercial video and select the composition, everything is ready for filming. The process of filming material and plots is underway. Commercial footage may be filmed in some other studio. Many studios take advantage of this to improve their budget by:

Calculate how much this work will cost;

By adding 30%;

Including your own profit;

Doubling the result.

The agency, having already taken this figure as a basis, will add an additional 40% before informing the client about it. After that, the editing of the received material and plots takes place.

Release. Finally the commercial program is ready. It was filmed, edited, all special effects added. The customer was shown the result. All that's left is to let the program run.

For the considered company "Europe Foods" (TM "Gallina Blanca"), we can conclude that advertising is effective (104.5%).

where E is the economic efficiency of advertising; T1 - turnover in the advertising and post-advertising period (31350 million rubles); T - turnover in the pre-advertising period (18570 million rubles); H - trade margin (38%); P - advertising expenses (170 million rubles).

2. The problem with product promotion is that consumers believe that the soup contains a lot of concentrates and is not healthy.

Physiological motives (hunger satisfaction);

Health motive (soups do not cause any harm to health);

The motive of convenience and additional benefits (reduction of time for cooking);

Family traditions (soup, which our grandmother cooked);

The motive of freedom;

Opening motive;

The motive of love;

Joy motive.

5. The following advertising media have been selected: TV advertising, magazine placement, banner.

6. Development of pilot images for each advertising medium.

The banner on the right shows a happy family (4 people - parents and two children aged 7-12) at the dinner table. On the right is the slogan "Delicious soup in 10 minutes!". Below is an image of GallinaBlanca Meat Soup and company logo. This advertisement is based on the motive of convenience and additional benefits. The banner drawing is presented in Appendix 1.

b) Journal article

The article will contain the following motives: the motive of health, family traditions. The title of the article is "Soup, what it really is." The text of the article will be supplemented with recipes and photographs. At the end of the article there will be the GallinaBlanca brand name, contact information (company name, website, phone number). The text of the article is presented in Appendix 2.

The action takes place in the kitchen. A 35 year old woman comes home. He says the following phrase: “There is nothing to eat at home, and soon the husband will return from work and the children will come from school! What to do? I know, I have Gallina Blanca Vermicelli Meat Soup!”. After 10 minutes, the soup is ready, the family comes, sits down at the table. Everyone is trying the soup. The husband says: “Mmm, how delicious!”. Children (joyfully): “Just like our grandmother cooks!”. Wife: "Because it's made with love!" The picture changes, the GallinaBlanca logo is on the screen. Voice-over: "GallinaBlanca - to you with love!".

Musical accompaniment. The music is pleasant, cheerful, not oppressive to the ear.

7. These advertising media were shown to representatives of this segment of the product market (women and men aged 25-50, working with children (under 12 years of age)). 20 people were interviewed, of which 15 people approved the banner, 14 people approved the article in the magazine, and 17 people approved the TV advertisement. Based on the results obtained, it was decided to replicate advertising.

This campaign is designed for 2 months for the product "Meat soup with vermicelli GallinaBlanca". The developed schedule is shown in the figure.

The cost of showing for viewers of the region (Volga region) 1 video on the leading channels is 50 thousand rubles; the cost of producing a commercial is 2,000 thousand rubles. You need to update the video 3 times a year.

The cost of a banner 6 by 3 meters is about 30 thousand per month. Approximately 5 shields will be placed in 12 cities of the Volga region. The budget for outdoor advertising will be 1,800 thousand rubles. per month. 21.6 million rubles per year (40,000 * 5 * 15 = 3,000 thousand rubles).

Journal Article Budget Calculation

The cost of placing an article in the journal is approximately 50 thousand rubles. the article will be published in 4 journals. Monthly expenses will amount to 200 thousand rubles, 2.4 million rubles per year.

Chapter 7. Building a competitive market map (Module 18)

To build a competitive map of the market, it is necessary to classify competitors according to their position in terms of market share.

To do this, do the following:

Divide the entire set of enterprises in the market under consideration into 2 sectors for which the values ​​of the shares are greater or less than the average value;

Table 8. Market shares of competitors in 2008

All enterprises are divided into 2 sectors:

1) Enterprises for which the values ​​of shares are higher than the average value. These include Nestle (TM Maggi), Unilever (TM Knorr), Europe Foods (TM Gallina Blanca).

Calculate the standard deviation for this sector:

2) Enterprises for which the values ​​of the shares are less than the average value. These include OAO Russian Product (TM Russkiy Product), OOO Gerkules (TM Kulinar) and others.

3) Calculate the standard deviation for this sector:

In terms of market share, we distinguish four groups of enterprises:

Ι group – market leaders. Market share of 40% or more. There are no leaders in this commodity market.

ΙΙ group – companies with a strong competitive position. Market share from 40% to 20% (Nestlé (TM Maggi), Europ Foods (TM Gallina Blanca, Unilever (TM Knorr));

ΙΙΙ group - companies with a weak competitive position. Market share from 20% to 10% (OJSC "Russian Product" (TM "Russian Product")).

ΙV group - outsiders of the market. Market share less than 10% (Gerkules LLC (TM Culinar)).

Table 9. Assessment of the dynamics of market shares

According to the indicator of the dynamics of the market shares of the enterprise, four groups of enterprises can be distinguished:

Ι group - enterprises with a rapidly improving competitive position ("Nestlé" (TM "Maggi")).

ΙΙ group – companies with an improving competitive position. (Europe Foods (TM Gallina Blanca), Unilever (TM Knorr));

ΙΙΙ group – companies with a deteriorating competitive position. (JSC "Russian Product" (TM "Russian Product")).

ΙV group - enterprises with a rapidly deteriorating competitive position (OOO "Hercules" (TM "Kulinar")).

The table presents a matrix for the formation of a competitive map of enterprises, based on a cross-classification of the size and dynamics of their market shares for a specific type of product.

Table 10. Matrix for the formation of a competitive map of enterprises

This matrix allows a more reasonable approach to the development of a competition strategy that takes into account the competitive status of the enterprise and the characteristics of its market environment.

The following composition of the marketing policy for the Europ Foods enterprise (TM Gallina Blanca) was chosen, taking into account all previously developed recommendations:

The main direction is to maintain a market position

Market share - to maintain or increase leadership.

Product - pay attention to quality.

The price is to keep.

Promotion – support selectively.

Distribution – maintain a wide distribution system.

Chapter 8: Evaluating Marketing Strategy Choices (Module 22)

The matrix model is designed to assess the current state of the brand in the market. Strategy chosen using the matrix method (market attractiveness is average, competitive position is strong). (Table 11). For a given market and competitive position, selective development is needed:

Invest heavily in the most attractive segments;

Develop the ability to resist competition;

Increase profitability through increased productivity.

The competitive position in the commodity market of ready-made soups is strong. Ready soups are at the stage of maturity. Therefore, Europe Foods (TM Gallina Blanca) should hold its position in the market.

Table 11

To support our decision, we will use the characteristics of behavior in various marketing strategic positions.

Table 12

Conclusion

Marketing strategy is the foundation of a company's marketing activities.

The development of a marketing strategy is necessary to ensure the effectiveness of ongoing marketing activities. The development and implementation of a marketing strategy requires any company to be flexible, able to understand, adapt and influence the actions of market mechanisms using special marketing methods.

In the course of this course work, all tasks were completed.

A marketing research was conducted, during which the competitors of the Europ Foods enterprise (TM Gallina Blanca) were identified. These are Unilever (TM Knorr) and Nestle (TM Maggi).

The intensity of competition was assessed. The activity of the company's competitive environment in the soup market is below average.

The market share of competitors is approximately 25-30%. Europ Foods (TM Gallina Blanca), Unilever (TM Knorr) and Nestlé (TM Maggi) are the leading companies producing ready-made soups and the main competitors among themselves.

The product we are considering "Meat soup with vermicelli" is competitive in the market.

The company's communication policy was developed, during which recommendations were made to improve the company's own communication policy and its advertising activities. Three advertising media were selected (TV advertising, a banner and an article in a magazine) and the advertising budget was calculated (108 million rubles).

A competitive market map was built and the composition of the marketing policy for the Europ Foods enterprise (TM Gallina Blanca) was chosen taking into account all previously developed recommendations (to maintain a market position, maintain or increase leadership, pay attention to product quality, maintain price, maintain a wide distribution system).

Bibliography

1. Bagiev G. L., Tarasevich V. M., Ann H. Marketing: Textbook for universities. 3rd edition. / Under the total. ed. G. L. Bagieva. - St. Petersburg: Peter, 2007. - 736 p.: ill. – (Series "Textbook for universities")

3. Marketing: Dictionary / Azoev G.L. and others - M., 2000

4. Guidelines for the implementation of course work in the discipline "Marketing" / Ufimsk. state aviation tech. un-t; Comp.: M.A. Bronnikov, U.G. Zinnurov, E.V. Kuznetsova. - Ufa, 2010. - 103 p.

5. Site materials http://lwww.lesprominform.ru/advertiser.html

6. Site materials http://www.adv-energy.com.ua/infos/v/267

7. Site materials http://www.gallinablanca.ru/

8. Site materials http://www.gorn.ru/archive/2009/3/article9636.html

9. Site materials http://www.impulses.ru/tv.php

10. Site materials http://www.kommersant.ru/doc.aspx?DocsID=1403995

11. Site materials http://www.orbitalufa.ru/statii2.html

12. Site materials http://www.ppitania.ru/dnews/article.xml?id=922&page_id=35&lang_id=4

13. Site materials http://www.ukrprod.kiev.ua/news/3745

14. Site materials http://www.marketcenter.ru/content/doc-2-11217.html

Application

Soup, what is it really

Many people believe that ready-made soups or so-called bagged soups are made from preservatives alone and do not contain anything useful. But actually it is not. Gallina Blanca uses the latest technology to help keep vegetables fresh and healthy. First, the best products for making the broth are carefully selected: fresh vegetables, meat, spices, etc. The water is then removed from the selected ingredients. Thanks to this process, products can be stored without losing their taste and useful properties for a long time. After that, the products are mixed with a mixer and packaged in special bags that help protect the contents from moisture.

Gallina Blanca soups also help to quickly and tasty prepare dinner for the whole family. For example, soup for cooking "Meat soup with vermicelli" does not require much time to cook. It is enough for you to boil the broth, pour out the contents of the bag, put additional waxes to taste, and cook for 10 minutes. Delicious and healthy soup is ready!

Also, such soups are indispensable for young people - study, work do not allow them to spend much time at the stove, and GallinaBlanca products are an ideal solution for every day. Spending just 5-10 minutes in the kitchen, you will get soups, mashed potatoes, main courses just like your mom used to cook!

Chapter 8: Evaluating Marketing Strategy Choices (Module 22)

The matrix model is designed to assess the current state of the brand in the market. Strategy chosen using the matrix method (market attractiveness is average, competitive position is strong). (Table 11). For a given market and competitive position, selective development is needed:

Invest heavily in the most attractive segments;

Develop the ability to resist competition;

Increase profitability through increased productivity.

The competitive position in the commodity market of ready-made soups is strong. Ready soups are at the stage of maturity. Therefore, Europe Foods (TM Gallina Blanca) should hold its position in the market.

Table 11

To support our decision, we will use the characteristics of behavior in various marketing strategic positions.

Table 12

Based on the data obtained, we will analyze the existing strategy of the company and develop the most optimal...

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Theoretical and practical analysis of the organization's marketing strategy

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Formation of prices and pricing strategy of the company

Much has been said above about the usefulness of avoiding price competition for most firms. In commercial practice, however, there are many examples of the successful development of firms ...

The key to gaining a competitive advantage in the market is product differentiation. The market offer can be differentiated in five areas: product (additional product features, efficiency of its use, comfort, durability, reliability, maintainability, stylistic decision and design), services (ease of ordering, delivery, installation, consumer education, consumer consulting, maintenance and repairs, other services), personnel, distribution channels, image (symbols, print, audiovisual media, atmosphere, events). The conditions for using the distinction are: importance, uniqueness, superiority, accessibility, first-mover advantage, acceptability, and cost-effectiveness.

Many marketers advocate the advisability of promoting only one product advantage, the unique selling proposition in product positioning. People tend to remember "number one" products. But positioning on two or three product benefits can be just as successful, as long as you avoid underpositioning, overpositioning, confusing or questionable positioning.

Once a company has developed a clear positioning strategy, it must effectively communicate it to consumers through the marketing mix.

Chapter 11

After the company has segmented the market, selected target groups of consumers, found out their needs and determined the desired positioning in the market, it proceeds to develop and bring new products to the market. The marketing department must be actively involved in all stages of the new product development process, along with all departments of the company.

The successful development of new products requires effective management of this process. Companies create a variety of organizational structures that may include product managers, new product managers, new product boards, new product departments, or new product enterprise teams.

The process of developing new products consists of eight stages: (1) generating ideas, (2) selecting them, (3) developing a product concept and (4) testing it, (5) developing a marketing strategy, (6) analyzing production and marketing opportunities, (7) developing a product (8) and launching it into commercial production. The purpose of each stage is to make a decision on the advisability of continuing work on a new product. At the end of each stage, the idea for a new product is either rejected or admitted to the next stage of the development process.

Consumer acceptance is the process by which a customer learns about a new product, tries it, and either accepts or rejects it. Today, many merchants are marketing to active consumers and early adopters of new products, seeking to reach these influencer groups through tailored media. The process of acceptance by the consumer is influenced by many factors beyond the control of the seller, including the desire of consumers and organizations to try out new products; personal influences on the consumer, and the properties of a new product or innovative idea.

The development of marketing strategies in the industry is carried out taking into account:

growth intensity;

integration development;

diversified growth.

An intensive growth strategy is carried out in cases where the enterprise has not fully used its capabilities within the industry. This strategy has three directions:

deep introduction to the market;

expanding the boundaries of the market;

product improvement.

In domestic practice, this strategy was used by AvtoGAZ, creating new models of cars such as GAZelle and Sobol for passenger and freight traffic. The integration growth strategy is used if the enterprise can receive additional profit by moving within the industry. There are regressive, progressive and horizontal integration.

Regressive integration is an attempt by an enterprise to acquire ownership or put under tighter control of its suppliers, progressive integration is associated with similar actions in relation to the distribution system, horizontal integration in relation to competing enterprises.

The strategy of integration growth is used in the construction industry, when construction companies acquire brick factories, factories for the production of metal structures and create their own trade divisions for the sale of the constructed residential and non-residential stock.

Diversification growth is justified in cases where the industry does not give the company the opportunity for further growth. Diversification has three types:

concentric;

horizontal;

conglomerate.

Concentric diversification - replenishment of its nomenclature with products similar to the existing goods of the enterprise, but cheaper or more affordable.

Horizontal diversification is the expansion of its range by releasing goods that are unusual for this enterprise.

Conglomerate diversification - replenishment of the nomenclature with completely new products.

This type of strategy has been used and is being used by domestic machine-building enterprises, producing consumer goods along with equipment and machinery. Diversification can be related, in this case, diversified production has a technological commonality, and unrelated technological chain. In Novosibirsk, FGMP Sibselmash uses unrelated diversification. Other large enterprises use both types of diversification.

To develop strategies in the industry, portfolio matrices and models are used, as well as competitive analysis models.

Portfolio models and matrices determine the present and future of a business, enterprise, industry in terms of market attractiveness and enterprise competitiveness.

The BCG (Boston Consulting Group) matrix uses two indicators - demand growth rate and market share (\%).

The BCG matrix is ​​shown in fig. 5.

Market share, \%

Rice. 5. BCG matrix

The matrix indicates four main business positions:

highly competitive business in a fast growing market – ideal star position;

a highly competitive business in mature, saturated, stagnant markets (highly profitable "cash cows" or "money bags" are a good source of cash for the firm);

“wild cats” that do not have good competitive positions, but operate in promising markets, whose future is uncertain;

a combination of weak competitive positions with markets that are in a state of stagnation (“dogs”).

Strategy options within the BCG matrix:

growth and increase in market share - the transformation of "wild cats" into "stars";

maintaining market share - the strategy of "cash cows";

"harvesting" is a strategy for weak "cows", "wild cats" and "dogs".

This matrix can be used to analyze the industry market and select priority areas for development.

The Shell matrix uses more evaluation criteria than the BCG matrix.

The attractiveness of strategic business zones (Pr) is based on the prospect of demand growth, profitability and the level of instability, and the competitive status of an enterprise (CSP) is assessed for all types of capital investments, the potential of the enterprise (Fig. 6).

Rice. 6. Matrix "Shell"

General marketing strategies can only be selected in relation to specific sales markets and are aimed at:

expanding existing markets;

penetration into new markets;

maintaining the level of sales in existing markets;

concentration of commercial and marketing efforts in a smaller number of markets in order to effectively use the limited amount of resources that an enterprise can devote to marketing activities;

withdrawal from the market.

Portfolio matrices do not allow for a full-scale analysis of the market, therefore, complex business analysis models were developed that took into account more than 30 variables that affect the level of profit. These models were the result of summarizing the experience of more than 30,000 enterprises in various industries.

A special area of ​​strategic analysis is the analysis of the organization's competitive position. Competitive analysis is carried out in two stages:

identification of the main competitive forces in the industry;

formation of the main variants of competitive strategies.

The recognized leader in the development of competitive analysis is Professor M. Porter of the Harvard Business School, the author of the main models for determining the main forces of competition and options for competitive strategies.

The market share, the level of profit of the company are determined by how effectively the company counteracts the following competitive forces in the industry (Fig. 7):

rivalry among competing sellers;

competition from goods that are substitutes and competitive in terms of price;

the threat of new competitors;

supplier exposure;

buyer impact.

Competitive forces emerging Competitive forces emerging

due to economic

opportunities and trading sides of substitute goods

supplier capabilities