Marketing management at the corporate level portfolio strategies. Marketing management at the corporate level

The marketing management process consists of: 1) analysis of market opportunities; 2) selection of target markets; 3) development of a marketing mix;
4) implementation marketing activities. All these stages and their content are shown in Fig. 16.1. Marketing Management Process

Market Opportunity Analysis is the starting point of marketing activities. Management needs to know how to identify and evaluate these opportunities. For this, systems are used marketing information and research external environment. Each opportunity must be assessed in terms of its relevance to the goals and available resources of the firm. The analysis should uncover a number of attractive market opportunities from the firm's point of view. Each will require a deeper study before settling on it as the next target market.

Selection of target markets. To ensure that the opportunity is sufficiently attractive, the firm will need to conduct a more thorough assessment of current and future demand. With a positive result, the next stage is to segment the market to identify consumer groups and needs that the company can best satisfy. A market segment is made up of consumers who respond in the same way to the same set of marketing incentives. A firm may focus on one or more market segments. In relation to each of them, the firm must decide what position it wants to take in this segment. It should examine the target market positioning of competitors' branded products in terms of features that consumers consider most important. In addition, it is necessary to estimate the volume of demand for possible combinations of product properties. Then it is necessary to decide what exactly to create: a product designed to satisfy a need that has not yet been satisfied, or a product similar to one or more already existing products. In the latter case, the firm must be ready to take on a competitive product by instilling in the minds of consumers the idea of the differences in its product.

Marketing mix development. Having made a decision on market positioning (i.e., on a different position of the product in the market and in the mind potential buyers), the firm develops to maintain it marketing mix. The marketing mix is a combination of four components: product, price, distribution methods and incentive methods. The firm will have to decide on the total amount of allocations for the main components of the marketing mix and within each of these components.

Implementation of marketing activities. To implement marketing activities, the company needs to create four systems: - marketing information; – marketing planning; - organization of the marketing service; - marketing control.

Organization of marketing in the company 1) The concept of marketing service. 2) The system of organization of the marketing service. 3) Basic principles of organization of the marketing service.

Marketing management at the functional level includes the following: market segmentation, selection of target segments, positioning and repositioning, development of a marketing mix.

Segmentation. The market is heterogeneous - it has different groups of buyers with different price elasticity of demand. Thus, if the task of management is to implement a policy of price discrimination, the following is necessary:

Based on the consideration of marketing as open system management, a comprehensive description of the content of marketing management is given. The focus is on the levels of marketing management; the marketing system and its functional connections; management marketing decisions strategies and parameters of the marketing mix; product management, merchandising, price and promotion; marketing programs and technologies; marketing and marketing research; controlling and monitoring; assessment of the quality and effectiveness of marketing; audit.
Marketing management at the corporate level is built in accordance with Fig. 2.1. Most important task for this type of management is the choice of strategy in the activities of the enterprise.

Rice. 2.1. Organization of management at the corporate level

For this work, the growth-market share matrix (BCG matrix) is often used, which is shown in Fig. 2.2. It allows a business to classify each of its products. Goods occupying a similar initial strategic position in the matrix are combined into homogeneous aggregates. For them, you can define basic patterns of action or so-called normative strategies that are used to target and strategic planning, as well as for the allocation of enterprise resources.
The matrix is formed by two indicators: 1) sales growth (calculated as an index of sales growth for the current and previous planning periods); 2) the relative market share occupied by the firm (calculated as the ratio of its sales volume to the total sales of all competitors for the current period).
In the upper left section are "stars". These are goods that occupy a significant market share, the demand for which is growing rapidly. They require costs to ensure continued growth and promise to become "cash cows" (i.e. profit generators) in the future.

Fig.2.2. The structure of the sectors of the BCG matrix

In the lower left sector are goods called "milk cows". They have a large share in a slow growing market. Such products are the main source of income from production and sales, which can be used to support other products.
"Wild Cats" (difficult children or "question marks"), have little market impact (small market share) in an emerging industry (rapid growth). Consumer support is low, distinctive advantages are unclear, and competitors' products dominate the market. Significant funds are needed to maintain or increase market share in a highly competitive environment. The company must decide whether to increase promotional spending, actively seek new distribution channels, improve product features, or withdraw from the market. Consequently, in the future, such products may become "stars" or disappear from the market. Finally, in in the lower right sector are "dogs" ( or "lame ducks"). These are products with limited sales (low market share) in a mature or declining industry (slow growth). Despite a fairly long presence in the market, they failed to attract a sufficient number of consumers, and they are far behind competitors in terms of sales. It is necessary to get rid of these products as quickly as possible, since it is extremely unprofitable to keep a “sick” product on the market. Moreover, their presence in the market can damage the reputation of the enterprise. After all, the feeling of dissatisfaction of buyers with these goods can spread to other products of the company and thereby undermine its credibility.
Exact knowledge of the location of goods in the BCG matrix allows us to assess the prospects for their sale. Strategic planning is expressed in the desire of the entrepreneur to achieve maximum cooperation between different groups of goods. Possible successes of the company's activities in the future are determined by the choice of directions and scales of redistribution financial resources from "cash cows" in favor of "stars" and "wild cats". At the same time, it should be taken into account that “stars” will turn into “cash cows”, “wild cats” will move into the category of either “stars” or “dogs”, etc. After determining the place of goods in the coordinate system “growth in sales – relative market share” it is necessary to choose a strategy for each of the product groups. In market marketing practice, three main types of strategies are used, depending on the occupied market share and purpose (Table 2.1). Table 2.1. Types of strategies depending on market share

If the share of the firm falls below the optimal level, it faces a dilemma: either take measures to expand it, or leave the market. Using an attacking strategy is advisable in several cases:
- if the market share is below the required minimum or because of the actions of competitors, it has sharply decreased and does not provide a sufficient level;
- introduction of a new product to the market;
- the implementation of the expansion of production, the costs of which can only pay off with a significant volume of sales;
- competing firms lose their positions, and there is a real opportunity to increase their market share at relatively low cost.

Practice shows that the attacking strategy is fraught with significant difficulties in the following situations:
- work in markets with a high degree of monopolization; - the release of goods that are poorly amenable to the process of differentiation.

Defensive or holding strategy involves the preservation of the company's existing market share and retention of its position in the market. It can be used:
- with a satisfactory position of the company;
- in case of lack of funds for carrying out an attacking strategy;
- in a situation where the company is afraid to carry out an attacking strategy because of possible strong responses from competitors.
Defensive strategy is often used by large firms in markets known to them. At the same time, this type of strategy is fraught with danger. It requires the closest attention on the part of the company conducting it to development issues. scientific and technological progress and actions of competing firms. The company may be on the verge of collapse and will be forced to leave the market, since the scientific and technical invention of competitors, unnoticed in time, will lead to a decrease in their production costs and undermine the position of the defending enterprise. For this strategy, the proverb is true: "To stay in place, you must run as fast as you can."
Retreat strategy is, as a rule, forced, and not consciously chosen. In a number of cases, for certain goods, for example, a technologically obsolete firm deliberately goes to reduce its market share. This strategy involves:
- gradual curtailment of operations (at the same time, it is important not to disrupt ties and business contacts in business, not to strike at former partners, to ensure the employment of company employees);
- liquidation of the business (in this case, it is important to prevent leakage of information about the impending termination of the business).

However, along with the undeniable advantages of the BCG matrix, it also has a number of serious disadvantages. First of these, a limited number of sectors that describe the firm's position. This leads to unjustified averaging (or coarsening) of indicators and a rather high degree of uncertainty, multivariate solution. In particular, it is impossible to accurately value goods in the middle position, which is what is most often required in practice. Second the disadvantage is that the position of the firm is evaluated by only two criteria. Other factors (such as product quality, marketing costs and investment intensity) are left unattended. Third the disadvantage is that the matrix is difficult to use when the firm's areas of activity are not sufficiently concentrated, and relative market share does not matter much to the firm, or if competition is provided not by production costs, but by technical innovations.

Marketing solutions at the corporate level. Portfolio strategies - allow you to effectively solve management issues various areas activities of the enterprise in terms of their place and role in meeting the needs of the market and making investments in each of the areas. Growth strategies - provide an opportunity to answer questions in which direction the company should develop in order to better meet market requirements, and whether it is enough own resources or you will need to make external acquisitions and diversify your activities. Competitive strategies - determine how you can provide an enterprise competitive advantages in the market in terms of greater attraction of potential consumers and what policy to choose in relation to competitors.

Marketing solutions at the functional level. Market segmentation strategies - allow the company to select market segments segmented according to various criteria. Positioning strategies - make it possible to find an attractive position of the company's products in the selected market segment relative to competitors' products in the eyes of potential consumers. Marketing mix strategies - form a marketing mix that provides the enterprise with a solution to the problems of increasing sales, achieving a certain market share and forming a positive attitude of consumers of the enterprise's products in the selected segment, and also form long-term mutually beneficial relationships with consumers, intermediaries and suppliers.

Marketing Solutions at the instrumental level. Product strategies- ensure that the range and quality of the company's goods correspond to the utility (value) that potential consumers expect from them in the target market. Pricing Strategies - allow you to convey the value of the product to consumers. Distribution strategies- make it possible to cover target markets, organize for consumers the availability of the company's goods "at the right time and in the right place." promotion strategies- present a product (service) in an attractive way target audience form, convey to consumers information about useful properties all elements of the marketing mix. Strategies for building partnerships- allow you to increase loyalty, form long-term mutually beneficial relationships, retain old and attract new customers.

All marketing tasks that the company decides at the corporate level can be divided into the following groups: 1. Definition of the company's mission. 2.selection of SHE 3.assessment of the current situation of SHE and determination of goals and alternatives for the development of SHE 4.formation of a portfolio of products and markets for SHE.

In the structure of the tasks to be solved at the corporate level, there is a separate formation of marketing strategies. Strategies at the corporate level determine the way to interact with the market and harmonize its potential. They are aimed at expanding and creating new areas of business. activities of the enterprise, to a deeper study of the needs of consumers and the search for ways to most effectively meet them.

The role of the corporate mission (fig.):

corporate mission

vision of the goal

General business strategy

· Str-I funkt.divisions

1) the formation of a corporate mission forces the management of the enterprise to reconsider the factors underlying its activities;

2) understanding the corporate mission helps to get a broad panorama of the business;

3) corporate mission is of great importance for communication both within the organization and outside.

Options, cat. must match the corporate mission:

1) The mission should be expressed in relatively simple definitions and in a form that is easy to understand; 2) the mission should be based on the task of satisfying the interests and needs of consumers; 3) there should be a clear answer why consumers will buy the goods of this and not another corporation.

5. Marketing strategies of the enterprise at the corporate level (growth strategies, portfolio strategies)

At the corporate level, there are three groups of marketing strategies: portfolio, growth strategies and competitive. All of them are formed on the basis of the use of individual brand-x models that allow you to present the activities of the enterprise and analyze its position in the market in the structure of ODA-x indicators, har-x main. elements such as the enterprise and its product, the consumer and competitors operating in the market.

Portfolio Strategies e.g. on the form of the most effective combination of SHE in the structure of the enterprise. Portfolio-analysis presents in a matrix form the results of the study of individual areas of the enterprise and allows you to assess the possibilities of their growth and development.

Main portfolio models:

-assortment analysis model (matrix of the Boston Consulting Group BKG) evaluates the existing range. The policy of the enterprise (the analysis is carried out in the structure of indicators of market share and growth rates of the industry).

"Stars" - maintaining leadership, "cash cows" - maximizing profits, "Difficult children" - investing and selective development, "Dogs" - leaving the market or low activity;

-model G-and-McKinsey allows for a comprehensive analysis of the position of the enterprise in the market, firstly, in the structure of the characteristics of the enterprise (the indicator is the competitive status of the company), and secondly, the target group of buyers (market) with which it currently works (attractiveness of the market). It is a modification of the BCG model.

;

- pinning model, which allows to identify the ratio of the size of the market (its capacity) and the share occupied by the enterprise on it;

-commitment model, which makes it possible to assess the depth of penetration of competing firms into the market (the assessment is carried out in the structure of an indicator of the competitiveness of an enterprise in relation to its market share)

Potential leader - high concurrency of the offered product/service, but a small market share;

Today's leader is a high conk-stee display with big share market;

Little-known enterprises - the quality of which does not suit consumers, low market share, small market share;

Serious competitor - enterprises that have a high proportion consumers of goods/services, but their quality does not quite satisfy consumers, because it shows a low conk-sti;

-buyer/seller model assesses the existing pricing policy and prospects for increasing / decreasing the cost of certain types of goods / services (an enterprise is assessed in the structure of the profitability indicator of investments invested in the development of a product / service and the ratio of its price and quality)

The profitability indicator is determined by the following overview:

ROI (return on investment) = income from the sale of the product / investment in the product.

There are several possible solutions to the problem here:

The best cost of a service is its minimum cost; below the average cost, equal to the average amount, or equal to the amount that the buyer is willing to pay for it.

Growth Strategies belong to the group of strategies that allow the enterprise or its individual agricultural enterprises to make the right decision regarding their development. There are 3 possible directions for growth:

Organic growth, characterized by development at the expense of the enterprise's own resources;

Integrated growth characterized by the acquisition of other businesses (vertical/horizontal integration);

Diversified growth, characterized by going into other areas of activity.

Growth Strategies: Ansoff matrices, external acquisitions matrix, new BCG matrix.

Ansoff matrix. To identify the opportunities for intensive growth, I. Ansoff suggested using a convenient technique called the “network of product and market development”.

The choice of strategy depends on the degree of market saturation and the company's ability to constantly update production. Two or more strategies may be combined.

External Acquisition Matrix is a dependence of 2 parameters: area of activity and type of strategy, allows you to develop a company's line of conduct for possible acquisitions. It allows you to more accurately determine the place of the enterprise in the structure of its production chain, as well as determine those external market development opportunities through which the company's potential can be realized.

New BCG matrix allows you to make strategic decisions based on two indicators: the effect of costs (profit) and the effect of volume differentiation. The cost of profit effect is based on the experience curve, the product differentiation effect is based on the fact that the product must undergo constant changes.

Specialized activity is based on the strong effect of both components (the company makes a profit by increasing the output of standardized products and at the same time differentiating design, design, ergonomics, i.e. appearance products).

The strategy of concentrated activity takes into account the high effect of costs (volume) with a low level of the effect of product differentiation.

In the area of fragmented activities, the strategy takes into account the possibility of a strong differentiation effect (used at the initial level of production, potentially unpromising products, or in the case of developing highly differentiated products.

The way out of a hopeless situation lies in changing the nature of the enterprise's activities, developing new directions.

Competitive strategies at the corporate level pursue the goal of providing a competitive advantage of the enterprise in the market relative to competing firms. Competitive advantage- these are the characteristics of the market activity of an enterprise that create a definite superiority over competitors. Opportunities to achieve competitiveness are determined on the basis of an analysis of competitive forces. The model of competitive forces proposed by M. Porter allows enterprises to know and skillfully use some of the rules of competition.

Competition among existing companies is aimed at achieving a more advantageous position in the market. It is necessary to take into account the traditional actions of competitors (changes in advertising, assortment, packaging). It is also necessary to foresee possible changes in the intensity of competition associated with the new situation on the market, the active actions of competitors (the desire to become a leader).

The competitive advantage of an enterprise can be achieved in three main ways.

Product leadership is based on the policy of product differentiation. The focus is on improvement of goods, by giving them greater consumer utility, i.e. all parameters that are included in the company conc-sti parameter . Main target- this is an increase in the value of a product for consumers, which is accompanied by the fact that he is ready to pay a higher price for the product he needs.

The combination of high price and high price creates "market power" of the product. It protects the company from competitors, ensures the stability of the market position. Marketing challenge at the same time, it consists in constantly monitoring consumer preferences, controlling their “value”, as well as the lifetime of the differentiation element corresponding to this value.

Price leadership ob-Xia on the basis of the ability of the enterprise to reduce the cost of production. Prospect plays a dominant role. Special attention focuses on investment stability, product standards, cost management, cost control, etc. Niche leadership associated with focusing product or price advantage on a narrow market segment.

Possible strategies for achieving and maintaining the competitive advantage of an enterprise in the market are presented in the matrix of competitive advantages. The company will determine this for each prospective SHP.

6.. Analysis of the current situation of SHP. Strategic business units. Integrated use of marketing models ( competitive strategies.).

at the corporate level:-analysis of the enterprise; assessment of the causes of low (high) efficiency of work; formulation of strategic goals and alternatives of the company;

There are three groups of brand strategies at the corporate level: portfolio strategies; growth strategies; competitive strategies.

Strategic business unit (SHE) is an independent division of the enterprise, responsible for a separate product range focused on a specific market, with a manager who is endowed with full responsibility for integrating all functions into a strategy.

Each SHE has specific target market; certain assortment group of products; control over their resources; own strategy; clearly defined competitors in the market; a clear distinctive advantage of the product relative to its main competitors.

Competitors in the market

The marketing goal of each SCHE there should be a focus on consumers and the development of such a marketing program that would encourage consumers to purchase the service of this particular enterprise, and not its competitors. It is generally accepted that CXE marketing is a collection of 5 basic subsystems, sequentially interconnected:

I-> SVP-> KM-> O-.> K

Where I is a study of the market for goods and services; SVP - segmentation, selection, positioning; CM - marketing complex (a set of main components: product, price, methods of distribution of goods and services, promotion methods); O - provision; K - control (obtaining feedback, evaluation of results, revision and improvement of the SVP strategy and CM tactics).

The basis of strategic planning of the company's activities is strategic marketing. It can be represented as the following sequence of actions:

Definition of strategic economic units (SHE);

Setting marketing goals;

Comprehensive analysis of the situation for SHE (analysis of the environment of marketing, an-z activities of the enterprise);

Development of a strategic marketing plan;

Development of marketing tactics.

Structure model for analyzing the current position (ATP) of an enterprise in the market of goods and services:

ATP \u003d (K, P, E, PPR, D, ROI / ROS) (1)

K - competitiveness of the PRN (product-market direction); P - the attractiveness of the PRN; E - market capacity; PPR - market growth prospects; D - market share; ROI / ROS - return on investment / return on sales.

In the structure of marketing models, the following two groups of ATP models can be distinguished:

Models of the first level (ATP I), which are used to calculate individual indicators (conk-sti indicator, market capacity, market attractiveness, etc.);

Models of the second level (ATP II), which allow you to conduct comprehensive assessment according to several indicators (in terms of market attractiveness and product concurrency, market capacity and market share occupied by the company, etc.).

ATP I models are not universal for all areas of activity. The inclusion of one or another model in the analysis complex depends on which of the methods for calculating individual indicators included in the complex models of ATP II is more effective, taking into account the specifics of the conducted MI.

Models of ATP II are universal for all areas of activity.

ATP includes the following steps:

1 step. Use the G-and-McKinsey matrix. For all types of SHP, indicators of conk-sti and attraction are calculated. They allow you to determine:

Is this or that SHP competitive;

According to what positions of the conk-sti indicator does the enterprise lose to the main competitors.

2 step. The matrix "Reinforcement" is used. For all types of PRN, indicators of capacity (or market potential) and market shares are calculated. It allows you to visually assess (in rubles) the capacity of the market and correlate it with the opportunities own production and prospects for increasing sales volumes by comparing market size and market shares occupied by competing enterprises.

3 step. The model "Commitment" is used, which determines the commitment of buyers of enterprises and the goods and services they produce in the form of a comparison of the company's concurrency index with its market share.

Step 4. Uses the BCG matrix. It allows you to correlate the growth rate of the industry or sales of goods / services with the market share occupied by the enterprise. At the same time, the zone of low growth rate is understood as the growth rate of the industry below 1. By building the BCG model, we got an idea of the position of the assortment produced by the enterprise in order to form preliminary conclusions about which agricultural enterprises are promising and which are not in terms of market growth rates and their share in total sales volume.

Step 5. Uses the "Buyer / Seller" matrix, which allows not only to determine the level of profitability, but also to correlate it with the assessment by consumers of such an important indicator as the "price / quality" ratio of the sale of goods / services, shows the possibility of price increases in case of low profitability of agricultural enterprises, at the same time, the price / quality ratio does not worsen.

Step 6 Construction of the Model: a matrix of combinations of subjective assessment by the person making the decision on SHP and the results of the assessment of SHP using a set of models. This step allows you to correlate the objective and subjective assessments of SHP.

7. Marketing management at the functional level. Strategic Marketing: general provisions

At the functional level marketing strategies are developed that allow the company to select target markets and develop a set of marketing efforts for them. The task of strategic marketing includes market segmentation, which includes the selection of target markets for the goods / services of the enterprise, the selection of appropriate market segments and the positioning of goods and services in selected market segments. For this marketing service enterprises should determine the basic principles for identifying target market segments, with the help of which target segments are described, the main characteristics of goods / services are formed, arising from the requirements and selected target market segments. The latter form the basis for positioning the company's goods/services in a particular market segment.

It should be noted that the initial information for solving the problem of strategic marketing is the results obtained in the hodge of solving the first three groups of problems of the algorithm (corporate level - mission, goals, tasks; functional level - strategic marketing; instrumental level - tactical level). Market segmentation, positioning of products / services is carried out on the basis of the strategic goals that the company has formulated for itself.

8. Marketing management at the functional level. Buying behavior and models of its presentation. Market segmentation, segmentation models

Market segmentation- this is a division of the market into sections of groups of buyers according to various criteria (characteristics of consumers, purchase motives, distribution channels, forms of sale, market geography, competitors, etc.). segments differ from each other in the nature of consumer demand and in their response to the marketing efforts of the enterprise.

The need for segmentation is determined by market pressure (e.g. growth - the complication of segmentation models, e. recession - the collapse of segments, as consumers move to a lower level of satisfaction of their needs).

Market segmentation methods:

1) Benefit segmentation method based on the consumer behavior model. It is planned to pass in sequence 3 stages:

1.determining the benefits that interest consumers and assessing their importance;

2.determining differences in lifestyle, grouping consumers according to these estimates;

3. Determination of whether the benefit segments contain different perceptions of the product and competing brands.

The focus is on the benefits that the consumer seeks from the product, they determine the perception and evaluation of alternatives.

2) Method for constructing a segmentation grid used at the macro-segmentation level to identify underlying markets. A combination of variables characterizing the functions of consumers and technologies is considered. Based on the significance analysis, the main segments are identified that give the highest percentage of preferences.

3) Multivariate classification method. The essence lies in the simultaneous multidimensional (automatic) classification of signs of consumer behavior. It is based on assumptions: people who are similar to each other in a number of ways (demographic, social-ec-x, psychographic) are united into one type of people. The degree of similarity in people belonging to the same type should be higher than the degree of similarity in people belonging to different types.

4) Grouping method with It consists in the sequential breakdown of the totality of objects into groups according to the most significant features. In this case, one of the features stands out as a backbone. Subgroups are formed in which the significance of this feature is much higher than in the entire population of potential consumers. this product.

5) Method of functional maps involves a "double" segmentation: by products and by consumers. Such cards can be single-factor and multi-factor.

What segment is this product designed for and what are its functions. parameters correspond to the needs of consumers.

The basis for the selection of any segment market is its attractiveness. The market segment should be homogeneous in terms of response to marketing efforts.

Segment requirements:-capacity; -availability; -sustainability; -profitability; -compatibility; -efficiency; -security.

The evaluation of the attractiveness of the segment is the result of determining the attractiveness of the market, the con-STI of the product, as well as other indicators in the structure of the models.

The segment must be capacious and measurable, since it is necessary to determine its real capacity and growth potential.

Availability, as a characteristic of the possibility of building an adequate sales network, using tools to promote and stimulate sales, is one of the most important parameters in assessing the choice of a segment.

Grade sustainability The group is determined through the time and form of its existence in a form corresponding to the distinguished features of segmentation.

Profitability estimated through the rate of return, ROI, etc.

An important characteristic yavl. compatibility segment with markets currently occupied by competitors, how they will respond to our company's efforts to promote the product.

Efficiency- how all the structures of the enterprise ready to work in the selected segment, whether the potential will be fully realized.

Correct calculation of the following 2 indicators most often allows an enterprise to select a segment:

-potential demand- the maximum possible amount of demand that can be presented to consumers (it is necessary to measure: the size of the potential group, the potential number of sales in natural units and in value terms);

-real demand- the amount of the actual sale of goods for a certain period, expressed in physical terms.

the stimulus-response model shows how marketing and environmental stimuli penetrate the minds of buyers and cause a specific reaction to a purchase.

The task of marketers is to identify the relationship between marketing incentives and the response of buyers to them. (how do buyer characteristics affect purchases? how do buyers make purchasing decisions?).

Their purchases are influenced by cultural, social, personal and psychological factors. Most factors are beyond the control of market participants. Kotler offered a detailed model of end-user market segmentation principles.

Segmentation principles:

Geographic - region, county, city, density, climate;

Demographic - age, gender, family size, life cycle stages of the family, income level;

Psychographic - social class, lifestyle, personal type.

Behavioral - acquisition style, buyer status, desired benefits, degree of perception, attitude.

Geographic principle: the enterprise chooses: either to concentrate activity on one or several geographic segments, or to act simultaneously in all segments, not paying attention to differences in the needs and requirements of customers due to their geographical location.

Demographic Principles personal order: with age, changes occur in the range and nomenclature of purchased goods and services. It is necessary to determine the target characteristics of the family and develop products corresponding to the interests and targeted marketing plans.

Psychographic principle: the type of occupation of a person influences the nature of the purchased goods. Market participants tend to identify occupational groups whose members show an increased interest in its products and services.

Motive (motivation)- a need that has become so urgent that it forces a person to look for ways to satisfy it.

Long term and sustainable development The company is based on a strategic management system, the fundamental element of which is the corporate strategy. Depending on the level of management in a diversified (diversified) company, there are three levels of strategies (Fig. 2.1):

corporate strategy;
business strategy (business);
functional strategy.

Rice. 2.1.

Corporate (portfolio) strategy - it is a strategy that characterizes the general direction of the company's growth, the development of its production and marketing activities. Strategic decisions at this level are the most complex, as they relate to the company as a whole. It is at this level that the product strategy is defined and agreed upon. As part of the corporate strategy, the choice of business units (strategic business units) is determined in which investments should be directed; issues of diversification of production are being resolved in order to reduce economic risk and obtain a synergy effect; changes in the structure of the company; mergers, acquisitions, entry into integration structures, etc. For example, a company IBM offers both software, and servers, since each direction is strategically significant for the company, the corresponding strategic business units have been formed, and the goal of the corporate strategy is to ensure a long-term coordinated joint activities along these lines.

Business Line Strategies or business strategies are developed for each independent business unit of the company, taking into account the corporate strategy and aimed at ensuring long-term competitive advantages. These strategies determine how the company will compete in specific commodity markets, to whom exactly and at what prices he will sell products, how he will advertise them, how he will achieve victory in competition etc. In a non-diversified (single-product) company, the corporate strategy is the same as the business strategy.

Ensure the implementation of corporate and business strategies are called upon functional strategies - strategies for the development of the functional divisions of the company. In practice in the business units of the company functional divisions are often duplicated, for example, each business unit may have its own sales department, the strategy of which may differ significantly from others. General functional strategies provide a significant increase in the efficiency of the company's business processes due to synergistic effect. Decision on general requirements to such strategies is adopted at the corporate level of company management.

R&D strategy determines the directions for the development of research and development activities of the company in accordance with the corporate strategy and directions for the development of business units; production strategy includes promising areas of development production processes and technologies; financial strategy forms the basic principles of financial management: sources of profit and investment directions. HR strategy includes a list of the necessary competencies of employees, the principles of hiring, training and advanced training, as well as remuneration and incentives. There are other functional strategies.

Marketing strategy - a set of basic marketing decisions aimed at achieving the general goal of the company and based on an assessment of the market situation and the company's capabilities, as well as other factors and forces environment marketing. The elements of the strategy are:

long-term marketing goals (plans, programs) that determine the organization's activities for the future (strategic goals);
marketing technologies, with the help of which the achievement of strategic goals is realized;
resources that will be used to achieve strategic goals;
a marketing management system that ensures the achievement of strategic goals.

Marketing strategy defines target consumers (based on market segmentation) and company's competitive advantages(see paragraph 2.3.) in the market (based on competitive analysis), taking into account which marketing mix, which details it in directions commodity, price, marketing and communication policy(see ch. 3).

As part of marketing strategy programs are developed and implemented brand management. The creation of a brand is based on the results of market segmentation, determining the preferences of target consumers and product positioning, those. formation of its special place in the mind of the consumer against the backdrop of competitive offers.

The marketing strategy should be aimed at the optimal use of the company's capabilities and the prevention of management errors that can lead to a decrease in the effectiveness of its activities. Within the framework of the strategy, a consistent active influence on the market is carried out, its formation, the conquest of positions targeted for the company on it.

The strategy development stage involves not only the definition of policy, but also the development of measures and activities, as well as methods for achieving goals. Marketing strategies are developed for several years ahead, concretized in projects, programs, practical actions and implemented in the process of their implementation.

Typically, an organization chooses a strategy from several options. At the same time, it may face a sufficiently large number of alternative strategies that correspond to the strategic goals of the organization. So, in the case of a company's focus on customer development, customer-oriented strategies are used (see paragraph 2.1.), In a situation where the company strengthens its competitive position, strategies to ensure competitive advantage are used (see paragraph 2.3.), the level of market competitiveness and the strength of competitors determine !" the choice of a strategy for competitive behavior, while companies must take care of their development through the implementation of development strategies in the internal or international markets(see paragraph 2.4).

As noted in Chapter 1, marketing is increasingly penetrating the management system and becoming the core of strategic management(Fig. 2.2). This is due to the fact that it is marketing that pays attention to the key success factor of the company - its consumers, thereby creating an external competitive advantage.

The choice of the target group of consumers is of key importance for the development of a marketing strategy: a strategy that is successfully implemented in one market may be categorically unacceptable for another type of consumer. The segmentation process precedes any strategic developments companies.

Market segment - a homogeneous set of consumers who react in the same way to a product and marketing activities.

Segmentation (segmentation) - the process of dividing the market into groups of consumers according to predetermined criteria, allows you to concentrate funds on the most effective direction (the most attractive segment).

Market segmentation is, as a rule, an obligatory element of strategic marketing. Marketing study demand has ultimate goal its purposeful regulation, and it will be effective if it is differentiated by different groups of consumers. The role of segmentation in strategic marketing is cited by famous marketers.

"If the firm fails to segment the market, the market will segment the firm" (Peter Doyle). “If you don’t think in segments, then you don’t think at all” (Theodore Levitt).

Example 2.1

In the late 1970s company Canon led the search for new markets for devices for electrographic indirect copying.

Having studied the size of the offices of various Japanese firms, the company's management decided to turn to previously uncovered (including by the firm xerox) segment. Small offices became this segment: photocopiers would be useful in their work, but not the high-speed devices that the market offered. IN Salop were sure that inexpensive economical devices would use in great demand. The company developed the business concept of "personal desktop" copier, which can not only start a new market, but also serve to decentralize the copying process in large offices. This world's smallest and lightest copier - a truly revolutionary product - easily created a new market.

Target segment (market)- a segment selected as a result of a study of the markets for a particular product or service, characterized by minimal marketing costs and providing the company with the main share of the result of its activities (profit or other criteria for the purpose of bringing a product or service to the market).

Macrosegmentation - this is the division of the market into parts depending on the type of need satisfied (definition of the scope of activity, choice of the underlying market).

Microsegmentation - it is the allocation of a target segment(s) within the selected underlying market.

Segmentation goals are:

search in the market for those buyers whose demand the company can satisfy today and in the long term;
definition of an unoccupied market zone (where there is no competition or it is weak);
definition of a market zone where the rate of return is above average.
concentration of efforts only on those buyers whose needs the company can satisfy better than others.
determination of the zone of active consumer reaction to marketing actions;
exclusion of those buyers whose demand can be better satisfied by competitors.

Segmentation is carried out most often by large and medium-sized companies. Small companies tend to focus on market niche - a narrower segment of the market (segment within a segment) where the uniqueness (originality) of a product or form of service allows a company to be competitive. As a rule, these are areas that offer growth prospects for the company itself or are unpromising in terms of capacity for large companies. The niche is called vertical, if the product (product group) satisfies the needs different groups population; horizontal - if different goods (services) are used.

The criteria for the correctness of segmentation are considered to be:

segment measurability (ability to measure characteristics and boundaries);
accessibility of the segment (the ability to use the existing distribution channel and methods of product promotion acceptable for the company);
profitability of the segment (large capacity of the segment for the long term).

After segmentation, it is necessary to assess, on the one hand, how attractive the resulting segments are for the company, and on the other hand, whether the company, based on its own core competencies (see Section 2.3), can create a competitive offer for various segments.

Example 2.2

Creative segmentation can be of significant competitive advantage because it allows a company to focus, at least temporarily, on a part of the market where there is no competition. French company Pope created a brand of fruit and dairy products "Rastishka", for the first time aimed at children of preschool and younger school age. Despite the fact that on Russian market yogurt at the beginning of the XXI century. there were many competitors, in the children's segment "Rastishka" initially no one opposed. And today this brand in this segment is the leader.

To successfully achieve strategic goals The buyer must be integrated into the center of the organization's planning process. This problem is solved with the help of a set of measures strategic marketing, whose ultimate goal is to develop customer-focused marketing strategy, supporting the implementation of the corporate strategy. Thus, the marketing strategy can be considered not only as a functional strategy, but also as the most important part of a business strategy.

Customer orientation - It is the ability of an organization to generate additional value through a deep understanding and effective satisfaction of customer needs.

It should be borne in mind that the term "client" wider than "consumer", and also includes members of the business community: partners, resellers.

A customer-oriented strategy is developed based on the current market situation and market trends, and its implementation permeates various business processes. Particular attention is paid to customer relationship management processes: order formation, implementation marketing programs; interactive interaction with the client, after-sales service, etc. Operational processes that ensure timely delivery of products and the necessary cost, innovative (development of new and modernization of existing products) and other processes are ultimately aimed at meeting customer needs. Thus, the practical implementation of a customer-oriented business model has the character of global changes in the company, affecting all the main business processes, and not just business processes responsible for interacting with customers - sales, marketing, after-sales service.

Appearance customer relationship management concepts became, but in essence, a reaction of business to the increasingly complex demands of customers, who are becoming more and more choosy. Now it’s not enough to sell a product or service to a client, they must be sold correctly: presented, showing awareness of the client’s preferences, tastes, opportunities, packaging the product or service in an appropriate way. The client is personalized, the forms and methods of working with him become the basis of the company's corporate business model. The ideology of customer orientation of the whole company is being formed. The concept of customer relationship management is designed, first of all, to increase the loyalty of the company's target customers (Fig. 2.2).

Customer-centricity becomes especially beneficial when high level competition, because if the market is saturated with goods, the cost of attracting a new customer significantly exceeds the cost of retaining an existing one.

Rice. 2.2.

The implementation of a customer-oriented strategy is usually associated with a change corporate culture and the introduction of specialized information (CRM) systems. It sees sales not as a single act carried out by a specific seller with a specific buyer, but as an ongoing process of communication in which everyone is involved company member, as the art and science of how employees use customer information to gain customer loyalty and value. The goal is to build personal relationships with the client, regardless of what position the employee holds, in which department he works, where the office is located.

There was a concept life cycle client, including stages from the first contact and drawing his attention to the product (service) and ending with maintaining loyalty.

Customer lifecycle is the period of time from the moment of acquaintance potential client with the company and its goods until the client refuses further interaction.

The stages of the life cycle of the client, presented in fig. 2.3 are characterized by changing over time

Rice. 2.3.

change the behavior of the client in relation to the company. Customers enter into a relationship with a company and over time decide whether to continue that relationship or end it. At any point in the life cycle, the client is more or less likely to continue the relationship with the company.

The accumulation of information about customer interactions allows you to predict his behavior throughout the life cycle and achieve the maximum return on marketing activities by reaching out to those customers who are most likely to buy, trying to retain customers whose interest is fading, and not spending money on customers from outside which the probability of purchases is small.

Any organization must first answer five basic questions.

1. Who is my client (his attitude, perception, behavior, needs)?
2. Where, in what place does the client contact the organization?
3. Is the offer of the organization more attractive than the offer of competitors, and why?
4. How effective is the relationship with the client?
5. When and why does this relationship end?
6. What does it cost an organization to acquire or lose such relationships?

In conditions modern market the emphasis in the relationship between the client and the company has shifted: if earlier the client got an idea about the company based on its product, now he builds his attitude towards the company as a whole - as a partner with whom he interacts through different channels - from phone call to the Internet and a personal visit. At the same time, consumer demands have become much more differentiated, and forms of interaction personalized.

The "pyramid" of client values has also changed. A typical strategy for a manufacturer in an industrial economy was aimed at customer satisfaction and was built on the basis of the following "pyramids" of motives:

availability of the product (the company has what I want);
value (price meets my expectations);
convenience (the product is easy to get and use);
trust (I am sure that the product is reliable and of high quality). In the era of the electronic, "new" economy, the highest goal is loyalty, and mutual loyalty - not only is the client loyal to the company, but the company is also loyal to the client.

Loyalty- it is the willingness of the client and the company to maintain a long-term business relationship.

One of the indicators of customer loyalty - consumers are repeated purchases. For example, a study conducted by the company Dell showed that the motives that led to a repeat purchase through their online store were arranged in the following order:

quality of service;
delivery of the order on time;
the possibility of delivery to any place;
ease of ordering;
a wide range of products from the company;
access to complete information on all products;
convenient system site navigation;
price.

Customer loyalty is based on a high degree of customer satisfaction. Satisfied customers who have been loyal to a single service company for many years tend to be more profitable than new ones: the company minimizes the costs associated with attracting them, satisfied customers recommend the company to their friends and acquaintances, and are less price sensitive.

For example, P. Doyle gives the following data that Loyal customers are the company's most valuable asset.

1. If in the first year the consumer brings to the enterprise a profit of 1 thousand US dollars, in 10 years the amount will increase 50 times. This is because loyal customers buy more of the company's products, are less sensitive to price increases, and bring other customers with them.
2. Attracting new customers is expensive. Attracting a new customer will cost the firm 3-5 times more than retaining an existing one. Costs associated with conducting marketing research, organization of advertising, sales and negotiation with potential buyers.
3. There is an increase in the number of regular consumers. Annually average company loses 10% of its customers. If the figure is halved, the profit will increase by 85%.
4. "Very satisfied" customers come back to the firm. They are 6 times more likely to use the firm again than "just happy" customers are. In addition, they will tell their friends about the company.
5. Dissatisfied consumers will definitely warn their friends and acquaintances against the sad experience. On average, one such customer will warn at least 14 people, so the loss of one customer is fraught with a loss of $ 10,000 over the life cycle of the buyer, and the total loss may be 14 times greater.
6. The most dissatisfied consumers do not express their complaints. They will share their dissatisfaction with acquaintances and friends, 4% of them will file a complaint against the firm. For every customer who complains to the firm, there are 26 more who have had problems with the firm and 6 who have had serious problems contacting the firm.
7. Satisfactory response to claims only increases consumer loyalty. In this case, the buyer who filed a complaint, as a rule, later shows a more loyal attitude towards the company than those who did not experience any difficulties.
8. Poor quality of the goods is not the most significant factor in the refusal of the company's services. Only 14% of consumers leave the company for this reason, 2/3 - because of the indifferent or unacceptable attitude towards them from the sales staff.

Thus, investment in working with existing customers directly determines the efficiency and sustainability of the business.

Sam Walton, founder of the world's largest organization retail, going around all his stores every year, reminded everyone, from cashiers to managers, that "the only person who can fire us all is the buyer." He was convinced that it was the consumers who determined which organizations would flourish and which would fail. Walton saw consumer power as a real market phenomenon - in making their choice in the market, shoppers vote for "candidates" they believe must survive in a hyper-competitive retail market.

Thus, the concept of customer relationship management, which is one of the foundations of strategic marketing, essentially becomes corporate ideology, on which the company's business is built and a development strategy is developed. This ideology permeates all the company's core business processes, from production and development to sales and after-sales service. The corporate ideology is based on Company's mission, defining the main goal of the enterprise, related primarily to the fact that the company is ready to offer its customers. Therefore, the development of the mission should also be based on marketing principles.

All major corporate services and divisions are involved (in direct or indirect form) in the implementation of the corporate ideology. Customer relationship management is not a function of one separate unit taken, this function becomes part of the company's corporate culture, influencing the company's organizational structure, the behavior of employees inside and outside it, and the company's external communications system.

Consequently, in the face of increased market competition, marketing becomes backbone control element, ensuring the development and implementation of a customer-oriented development strategy for the company.

Mintzberg G., Quinn J. B. Ghoshal C. Strategic process: concepts, problems, solutions // URL: http//mgt-edu.ru/14-86.php
Doyle P. Management: strategy and tactics. St. Petersburg: Piter, 1999. S. 67.
Blackwell R., Miniard P., Angel D. Consumer behavior. St. Petersburg: Peter, 2007.

Topic 3. Marketing Management at the corporate, functional and instrumental levels

Plan:

1. Marketing management at various levels of the company

2. Analysis economic activity companies.

3. Development of company growth strategies

1. Marketing management at various levels of the company.

Marketing strategies are mode of action to achieve marketing goals. There are marketing strategies developed by the enterprise at three levels:

Corporate;

functional;

Instrumental.

Corporate strategies marketing determine the way to interact with the market and harmonize the potential of the enterprise with its requirements. They are aimed at solving problems related to the process of increasing the volume of entrepreneurial activity, efforts to meet market demand, the creation of new areas of activity, stimulating the initiative and creativity of enterprise employees to better understand the needs and meet consumer needs, etc. Corporate strategies determine the ways to better use of enterprise resources to meet the needs of the market.

There are three groups of marketing strategies at the corporate level:

1. Portfolio strategies allow you to effectively address the issues of managing various areas of the enterprise in terms of their place and role in meeting the needs of the market and investing in each of the areas.

2. Growth strategies provide an opportunity to answer the questions in which direction the company should develop in order to better meet the requirements of the market, as well as whether there are enough own resources for this or whether it is necessary to go for external acquisitions and diversify its activities.

3. Competitive strategies determine how it is possible to provide an enterprise with competitive advantages in the market in terms of greater attraction of potential consumers and what policy to choose in relation to competitors.

Functional Marketing Strategies- are the main marketing strategies that allow the company to select target markets and develop a set of marketing efforts specifically for them.

There are three areas of marketing strategies at the functional level:

1. Market segmentation strategies allow an enterprise to select market segments that are segmented according to various criteria.

2. Positioning strategies make it possible to find an attractive position for the company's products in the selected market segment relative to competitors' products in the eyes of potential consumers.

3. The marketing mix strategy forms a marketing mix that provides the enterprise with a solution to the problems of increasing sales, achieving a certain market share and forming a positive consumer attitude towards the company's products in the selected segment.

Instrumental Marketing Strategies allow the enterprise to choose how best to use the individual components in the marketing mix to increase the effectiveness of marketing efforts in the target market. Accordingly, four groups of marketing strategies can be represented at the instrumental level:

1. Product strategies ensure that the range and quality of the company's goods correspond to the utility that potential consumers expect from them in the target market.

2. Pricing strategies allow you to bring information about the value of the product to consumers.

3. Distribution strategies make it possible to organize for consumers the availability of the company's goods "at the right time and in the right place."

4. Promotion strategies inform consumers about the beneficial properties of all elements of the marketing mix.

2. Analysis of the economic activity of the company.

Marketing practice considers a "portfolio" as a set of, as a rule, independent business units, strategic units of one company, firm (by analogy with the placement of capital in the financial sector).

"Portfolio Analysis"("portfolio analysis") allows you to present in a matrix form the results of a study of the activities of the enterprise in order to determine their subsequent growth and increase the profitability of its strategic units. At the same time, production growth is determined by the development of demand and sales, which leads to a decrease in resource costs per unit of output. Growth is also associated with the stages of the life cycle of goods on the market. As for profitability, studies (PIMS-project) show that it is significantly related to the market share occupied by the enterprise.

"Portfolio Strategies"- these are ways of distributing limited resources between the business units of an enterprise using attractiveness criteria market segments and potential opportunities of each economic unit.

Enterprise resource management based on the choice of economic areas of market activity is carried out using:

BCG matrices; matrices J. Mackenzie.

In the most general form, they are based on a combination of assessments of marketing opportunities and the internal potential of the enterprise (its business units).

Developed in the late 1960s by the Boston Consulting Group (BCG), the matrix is a particular manifestation of the overall portfolio approach. Marketing growth opportunities are indicated by indicators of the rate of change in demand for the company's products as indicators of market attractiveness. Internal potential as an indicator of competitiveness and profitability is presented in the BCG matrix as a relative market share of an enterprise (a business unit in a market segment) compared to its main competitors

Fig.1. BCG matrix

Demand growth rates are calculated according to the sales of a particular product in a particular market segment. For the growth rate axis, the baseline separating high and low growth demand could be the rate at which the product is sold in the market, or a weighted average of the growth rate of demand across the different market segments where the business operates.

Market share is determined in relation to the most dangerous competitors or to the market leader. For the "market share" axis, the dividing line passes through "I". If the ratio of the share of the enterprise to the share of competitors is below 1, then it is low. If more than 1, then the share of the enterprise is high.

The two-dimensional matrix BKG "growth / share" is used mainly to assess the choice of strategic areas for the development of an enterprise and assess the investment needs experienced by individual business areas (products, markets, divisions). Each of the four quadrants describes a significantly different one. a situation that requires a separate approach in terms of both capital investments and the development of a marketing strategy. Strategies are possible:

"Stars" - maintaining leadership;

"Cash cows" - getting the maximum profit;

"Difficult Children" - investment and selective development;

"Dogs" - leaving the market or low activity.

The challenge is to ensure the strategic balance of the portfolio by developing economic zones, capable of giving free cash, and zones that ensure the long-term strategic interests of the enterprise.

In practice, the redistribution of resources between economic areas often leads to conflicts. So, the manager of "Dogs" will strive to hold on, "Cash Cows" - to be indignant, and "Difficult Children" - to be shy, etc.

The real usefulness of the matrix lies in the fact that its use allows you to determine the position of the enterprise as part of a single portfolio, structure problems, and generate promising strategies. Fast-growing destinations need capital investment, while slow-growing destinations have a surplus of funds. You can calculate the share of each direction in the volume of sales and the amount of profit. The advantage of the BCG matrix is that it uses quantitatively measured indicators, it is visual and expressive.

At the same time, the application of the matrix is limited, since it gives results only in relation to stable conditions and for a limited range of indicators, and in industries with mass production, where certain patterns of development are manifested. In addition, the conclusions from the analysis of the "portfolio" provide a general orientation that requires further clarification. For example, it is not possible to evaluate zones that are in the middle position, although in practice this is often required. Outside of the analysis are such indicators as the instability of the situation, marketing costs, product quality, investment intensity, etc.

G-I-Mackenzie Matrix

More opportunities for choosing strategic marketing decisions at the corporate level are provided by the multidimensional matrix of G-I-Mackenzie ("attractiveness of the market / strategic position of the enterprise"). It allows you to make more differentiated strategic marketing decisions on the effective use of the potential of the enterprise, depending on various levels attractiveness of the market.

This matrix was proposed McKinsey company, having improved the BCG matrix during the implementation of a project commissioned by General Electric. (Hence its name: G-I-Mackenzie.) It significantly increases the number of factors involved in the assessment, covers the average level of economic zones. Makes it possible to use it in conditions of unstable development.

Strategic position

Rice. 2. Matrix J. Mackenzie

Marketing Management is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain beneficial exchanges with target buyers in order to achieve the goals of the organization.

Among corporate strategies distinguish the following.

Portfolio Strategies allow you to effectively address the issues of managing various areas of the enterprise in terms of their place and role in meeting the needs of the market and investing in each of the areas. Portfolio strategies are ways to allocate limited resources between business units of an enterprise using criteria for the attractiveness of market segments and the potential capabilities of each business unit.

Enterprise resource management on the basis of economic directions of market activity is carried out using the matrices of the Boston Consulting Group (BCG) and Gee I. McKenzie.

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

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

Possible strategies:

"stars" - maintaining leadership;

"cash cows" - getting the maximum profit;

"difficult children" - investment, selective development;

"dogs" - leaving the market.

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

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

clear structuring of activities by markets, products, divisions;

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

matrix representation of the results of strategic planning.

Growth Strategies provide an opportunity to answer the questions in which direction to develop the company in order to better meet the requirements of the market, as well as whether there are enough own resources for this or whether it is necessary to go for external acquisitions and diversify its activities. The growth of an enterprise is a manifestation of the types of business activity of an enterprise, which is based on the following opportunities:

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

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

diversification - organization of other areas of activity.

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

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

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

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

choice of an integrated or diversified way of enterprise growth;

assessment of the company's place in production chain depending on how various areas market correspond to its potential

3. The new BCG matrix allows you to consider the growth opportunities of an enterprise based on strategic decisions taken taking into account two indicators:

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

product differentiation effect - based on taking into account the "product life cycle", when the product must undergo constant changes and improvements.

Competitive Strategies determine how to provide the enterprise with competitive advantages in the market in terms of greater attraction of potential consumers and what policy to choose in relation to competitors. Competitive advantage- those characteristics of the enterprise's market activity that create a certain superiority over competitors, which is achieved with the help of competitive strategies that help the enterprise retain a certain market share.

The following strategies are used to solve this problem.

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

A) product leadership based on product differentiation. Particular attention is paid to the sale of branded products, design, service and warranty service. B) Price leadership provided in the case of a real possibility of the enterprise to reduce the cost of production. B) Niche leadership associated with focusing product or price advantage on a narrow market segment.

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

3. Possible strategies for achieving and maintaining the competitive advantage of an enterprise in the market are presented in the matrix of competitive advantages

2. Marketing management at the functional level (market segmentation, selection of target segments, positioning and repositioning, development of a marketing mix) and instrumental level (management of goods, price, distribution channels and communication marketing tools).

Functional marketing strategies are the main marketing strategies that allow an enterprise to select target markets and develop a set of marketing activities specifically for them.

There are three areas of marketing strategies at the functional level:

1) Strategies market segmentation(allow you to select market segments segmented according to various criteria). There are three areas:

strategic segmentation;

product segmentation;

competitive segmentation.

The basis of strategic segmentation is the allocation of strategic business zones (SHZ) at the corporate level, as a result of which underlying markets where the company intends to operate.

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

2) Strategies target market they form a marketing mix that provides the enterprise with a solution to the problems of increasing sales, achieving a certain market share and forming a positive attitude towards the company's products in the selected segment. Marketing segmentation reveals the possibilities of various market segments in which the seller has to act. After that, the firm needs to decide how many segments to cover and how to determine the most profitable segments for it. A firm can use three market coverage strategies: undifferentiated marketing, differentiated marketing, and concentrated marketing. When choosing a market coverage strategy, the following factors should be considered: 1) company resources. 2) degree of product homogeneity. 3) stage of the product life cycle. 4) degree of market homogeneity. 5) competitor marketing strategies. You should choose a segment that is attractive not only in itself, but for work in which the company has the necessary business prerequisites.

3) Positioning strategies(make it possible to find an attractive position of the company's products in the selected market segment relative to competitors' products in the eyes of potential consumers). Taking into account the positions occupied by competitors, what place can the company claim? She has two possible ways. The first is to release a product similar to one of the competitors and start fighting for market share. The second, most tempting way is to develop your own product (service), which is not yet on the market - a large high-speed model. The firm will win over all consumers.

Marketing mix A set of controllable marketing variables that a firm uses in combination to elicit a desired response from its target market. The marketing mix is everything a firm can do to influence the demand for its product. Numerous opportunities can be grouped into four main groups: product, price, methods of distribution and promotion.

The third direction in the classification of marketing strategies is the division of marketing strategies based on ways to increase the effectiveness of marketing efforts. This group is called by some authors. instrumental marketing strategies, allowing the company to choose how best to use the individual components of the marketing mix in the target market. Among them are distinguished:

product strategies that ensure that the range and quality of the company's goods correspond to the utility expected from them by potential consumers in the target market;

pricing strategies to convey information about the value of the product to consumers;

distribution strategies that make it possible for consumers to organize the availability of the company's goods at the right time, in the right place;

promotion strategies that help inform consumers about the beneficial properties of all elements of the marketing mix.