Types of marketing strategies. The strategy of conquering new sales markets on the example of "kvp plantain"

We live in interesting times. On the one hand, the market for consumer goods and services is sinking more and more every day. On the other hand, competition is growing every day, which in fact further reduces the market for most of its participants. Personally, this is especially surprising to me in Food Industry... It would seem that the real incomes of the population fell by about half, which, naturally, had an impact on people's spending and on that package of groceries. trade marks that they acquire. And, nevertheless, not a day goes by that my mail does not come offer with some novelty. Why is there my mail, food exhibitions World food and "Prodexpo", although they have become more modest (half-naked beauties have disappeared from the stands of alcoholic and snack companies), the expositions continue to "burst" with a variety of products. And all of their producers dream of taking a bite of their pie in a fading market.

And the stranger is the total misunderstanding of the basics of entering the market. new product that many manufacturers demonstrate. This article highlights key points that are essential to accomplish this task. My recommendations are based on thirteen years of experience in sales in local and regional markets, ten years of experience in sales management and three years of consulting practice for trading companies.

1. Battlefield

The first thing to understand when entering the market is the market itself. It is necessary to understand how it is organized, who is present at it, and how it is distributed among the participants. It is necessary to identify the size of the market, its potential and demand. Understand the types of consumers present at this market, and determine their behavior patterns. In general, to do what any marketing department should do and which, unfortunately, it does not always do ... even almost never. As a rule, many marketing departments behave as if they are trying to implement the grandiose formula voiced by Warrant Officer Kozakov in the immortal film “DMB”: “The army is not just a kind word, but a very fast deed. This is how we won all wars. While the enemy is drawing the offensive maps, we change the landscapes, and manually. When the time comes for the attack, the enemy is lost in unfamiliar terrain and comes to full non-readiness. This is the point, this is our strategy. "

2. Who and why?

The second thing you need to pay attention to when launching to the market New Product Are two cornerstone questions marketing strategy and planning. First question: who will buy my product? Who is my target group, which consumer is of interest to me, who am I generally targeting? Without understanding who your target consumer is, it is impossible to understand what you need to do and how you need to sell it later. Second question: why would he buy it?

And here it is important to get rid of the words repeated like a mantra about good quality, about the best taste, customer orientation and all the other nonsense that marketers often write in briefs. If you have quality problems, then you are not a manufacturing businessman, but a swindler. If you are not market and consumer oriented, then you are an arrogant autistic. And the taste is generally a subjective matter: as the classic wrote, “one likes watermelon, and the other likes pork cartilage”. You cannot consider the fact that you are no worse than others as the reason for the purchase. That is, you can count something. But only then no one will buy anything from you, and you will have to compete with the price. As the saying goes, if you have nothing to add to the value of a product, you will have to subtract its price.

3. As you name the boat, so it will float

Let's remember the song of the glorious captain of the yacht "Trouble". Your product name should say something about you and your product. It should sound euphonious and intriguing, and certainly should not cause unfavorable associations. Well, it's okay when foreigners confuse something and give a decent product a name similar to an "indecent word." But after all, those who consider Russian as their native language also sin with such things.

It is worth consciously avoiding possible negative interpretations and associations as much as possible: for example, Medea, whose name they like to call a cafe for some reason, grocery stores and beauty salons is a heroine of ancient Greek mythology, famous for the fact that after the appearance of a rival, she killed her, and at the same time two children from a traitorous lover. I would be careful not to let my wife go to such a beauty salon: it is not clear what they can teach her there.

4. What is the benefit of you to your partners?

This is essentially a “why” question again, only in relation to intermediary companies that will represent you in the market. Why should we choose you? - this phrase baffles both the majority of candidates for vacancies and most of the manufacturers offering cooperation. Stop seeing everything only from the position of your own benefit, take the place of the person with whom you are negotiating. Imagine what difficulties he is currently facing, and which of them you can eliminate with your product. If not, think again, is it worth bringing it to the market in this form?

5. Commercial offer

So, it would seem that I can write about commercial offers such that it might be useful to read? It seems that so much has already been said ... But, no ... As my practice shows, a commercial offer is the weakest point. It is exactly the place where all that subtle, which we talked about earlier, breaks.

A typical commercial offer that comes to my mail is a product catalog in PDF and a price list in Excel. Periodically, this is accompanied by a document, which describes for a long time and fascinatingly why the company N is the best in the world, and its products are the most delicious and high quality. And the commercial side of cooperation is briefly reported only in 50% of cases. In fact, a business proposal should not only talk about who you are. It should cover in detail the commercial and technical aspects of cooperation, including potential sales volume, profitability by distribution channel, available resources and tools for product promotion, as well as the procedure for interaction and receipt of products (how, from where, when, etc.).

6. Personal meeting

Discourage your sales force from the idea that you can sign contracts over the phone. The term "telephone sales" was coined by dishonest business coaches. There are “phone calls” and “phone ordering”, but definitely not “phone sales”. You need to meet with customers in order to look into each other's eyes and understand whether you imagine the development of your product in the same way. I am already silent about the fact that a personal meeting with a client in his office is The best way understand its financial soundness.

7. Participate in sales

There are three levels of participation of the manufacturer in the sale of his product. Selling to a partner, which many settle on, is only the first and least effective and long-term effective level of participation. This is a situation when our task and main goal is to sell our wonderful product to an intermediary client, and what he will do with it is his problem, if only he pays.

At the second level, we move on to managing “shelf sales”, that is, how our partner sells (if there is a wholesale link in our distribution chain) our products to their customers, who in turn sell to the end customer. The trouble is that the second level of participation in the sale of their products is rare, and very few people go to the third level - “shelf sales” management. Here we are not talking about lengthy briefs of marketers who are nominally present in almost every company, but about specific actions aimed at increasing the turnover of products in retail and the formation of end consumer favorable and stimulating to purchase image of the product.

You can go on for a long time, and more than one book can be written on each of the points. Actually, this is exactly what many authors have already done. Therefore, I do not pretend to be new. It just seems to me that lately it is more useful to remind of old, tried and tested approaches that have proven their effectiveness and efficiency that companies are forgetting about.

All examples are structured in the same way, regardless of the type of industry or historical era. The first example comes from the 1950s; the second is a process that began in the 1980s and continues to this day.

Finally, the third "subversive" strategy is now in its infancy. In all three cases, as in many others that we have studied, our past mistakes are clearly visible, regularly repeated by new generations of leaders and managers. And today, dozens of companies make the same predictable mistakes, and successful innovators create their capital thanks to this.

Disruptive semiconductor transistor technology

The semiconductor transistor was invented at the Bell Laboratories of AT&T in 1947. It was a "disruptive" technology in relation to the previous tube technology. The first transistors did not match the power required for electronic products in the 1950s: desktop radios, floor-standing televisions, early electronic computers, military and commercial telecommunications devices. As seen in the original value network diagram (see Figure 4.1), lamp manufacturers such as RCA licensed transistors from Bell Laboratories and challenged their researchers to improve semiconductors.They have actively invested hundreds of millions of dollars in solid-state semiconductor technology that could be used in commercial market products.

But while laboratories worked only to create semiconductor technologies that could be used in commercial products conceived for existing markets, the first commercial applications of the technology arose in a new value network (the one located in the third axis). It was the first Ermanium transistor hearing aid designed for low power consumption. But it is precisely because of the low power that semiconductor technologies were not used in the production of goods for the main sectors of the electronics market. Then, in 1955, Sony introduced the first battery-operated pocket-sized transistor radios to the market. And here the very properties that were not needed in the main markets came in handy: low energy consumption, simplicity and compactness.

Value networks for tube and transistor devices

Compared to RCA desktop radios, Sony's first pocket radios were inferior in quality: metallic sound, lots of interference on the air. But Sony was doing well, competing with the lack of consumption on the new value creation network. The company did not offer its radios to desktop owners, but instead relied on a different target audience- teenagers, of whom few could buy large lamp radios (Sony acted in exactly the same way as mini steel mills, which began their advance into the upper sectors of the market with rebar). Teenagers appreciated portable radio transistors: now they could listen to their favorite rock 'n' roll anywhere, and most importantly - away from their parents. They were eager to buy a new product, because the alternative for them was simply the absence of a radio.

The next innovation came in 1959: it was a 12-inch black and white portable TV. Once again, Sony's strategy was to compete with the lack of consumption: its TV became available to people who could not buy it before: they lived in small apartments, where there was no room for massive floor-standing units. These consumers were eager to buy the new product, although it was inferior in quality to large TVs: the alternative for them was not to have a TV at all.

As disruptive innovative products - transistor devices - conquered new markets, traditional tube electronics manufacturers did not worry: Yaopu's company was not claiming their customers. Moreover, lamp manufacturers in their laboratories developed solid-state semiconductor electronics themselves: this gave them the feeling that they were taking the necessary measures for the future.

When semiconductor technology finally improved and was already able to support the power needed for large television and radio receivers, Aeolu and his retail chains simply lured all customers away from the original value network (as shown in Figure 4.1). For several years, manufacturers of tube electronics have simply disappeared, including YSA.

The bet on non-consumers has been particularly successful for the $ op in two respects. Firstly, since the alternative for such consumers was simply the absence of a TV or radio, they were quite happy with these simple products: the US $ successfully overcame such an obstacle to the market as the low quality of the product. Lamp manufacturers had to spend a lot of research and development effort to apply semiconductors to their commercial products; From a common point of view, Sony's goods were much less labor-intensive. The established electronics market demanded the highest quality from lamp manufacturers: consumers in this sector would buy semiconductor devices only if they exceeded the characteristics of lamp ones2.

Second, Bopu's sales rose noticeably before YYYS and other competitors felt even the slightest threat. Lony's imperceptible attack continued: the company's products improved and were already able to compete with lamps in lower market sectors. When Bolu began to lure consumers from the lower sectors of the original value network into the new, it was a big relief for the lamp manufacturers, as the buyers of the least profitable products for the companies were leaving. The tube electronics manufacturers were promoting their color televisions to the upper market sectors at this time. These were large, complex machines that were sold at very competitive prices in their original value network. As a result, when the “disruptive” process has already begun, the incomes of manufacturers of tube electronics have even grown. There were no crisis factors that would have forced the lamp manufacturers to immediately counter-flock to Bopu.

But when the crisis became clear, tube electronics manufacturers could no longer easily switch to new technology to bring back their old customers: their price structure and distribution channels were no longer competitive. There was only one way they could retain or bring back consumers - otherwise they could position their companies in the new value network. In particular, among other restructuring measures, this would mean for them a transition to completely new distribution channels.

Lamp fixtures were sold in stores household appliances, and these stores made a significant portion of their profits by replacing burned-out lamps in the merchandise they bought from them. These stores were not interested in semiconductor TVs and radios - after all, these devices did not have lamps that burned out. Therefore, Sony and other semiconductor manufacturers had to create new distribution channels in their value creation network. Their products began to be sold in retail chains such as F.W. Woolworth, and at discount stores such as Korvette's and Kmart. Before the advent of semiconductor electronics, these stores did not sell lamp fixtures or provide lamp replacement services. When RCA, and after it the entire cohort of lamp manufacturers, began to produce semiconductor devices and turned to discount stores in search of sales channels, it turned out that all their shelves were already occupied.

This was a consequence of a mistake made by RCA and its colleagues, and the mistake was not that the companies did not invest enough money in new technologies. They tried to bring “disruptive” innovative technology to the largest established markets, where consumers could be won only by selling them products, properties or prices that were not inferior to those that they already used. This was a major blunder.

Angioplasty: An Example of a Large-Scale Disruptive Strategy

Ball angioplasty is an example of a “disruptive” strategy, established in the 1980s, and still developing today. Until the early 1980s, heart surgeries were performed only on those patients whose lives were already in immediate danger. At the same time, there was a huge market for “non-consumers”: many people with heart disease simply did not have the opportunity to be treated. In these conditions, angioplasty appeared - the treatment of stenosis coronary artery: a special tube is inserted into the artery that has become impassable and the artery is blown through it. With the help of angioplasty, it became possible to treat coronary artery disease in patients who previously could not count on surgery. Now, there was no need even to go to a cardiac surgeon - a specially trained cardiologist could also perform this procedure. At first, the treatment was not the most effective: within a year after the operation, the artery was clogged again, and the patient had to go to the doctor again. But the procedure was simple and inexpensive, and more and more patients with partially blocked arteries were getting the treatment they needed. This turned out to be beneficial for cardiologists as well - their incomes increased, and at the same time they did not need a surgical education. Fewer and fewer patients turned to cardiac surgeons, whose services were the most expensive. Thus, angioplasty has created a new and growing market in the field of cardiology.

If the inventors of angioplasty were to present it as a supportive technology, as an alternative to cardiac surgery and bypass surgery, they would fail. At the beginning of its existence, angioplasty could not once and for all solve the problem of clogging an artery. Any attempt to improve the procedure to such an extent that cardiac surgeons would prefer it over bypass surgery would require a huge investment of time and money.

Could the inventors of the procedure have positioned angioplasty as a “disruptive” technology targeted at the lower market sectors, that is, as a less expensive operation, allowing the treatment of the least severe patients? No.

Patients and surgeons were not then looking for an inexpensive alternative to bypass surgery.

The creators of the technology took a great approach and hit right on target: they offered less severe patients a therapy that was better than the alternative - no treatment. Cardiologists were able to profitably receive patients who otherwise would have to wait until the disease became so severe that they would have to undergo expensive heart surgery. It was in these circumstances that a booming new market emerged.

Figure 4.2 shows a diagram of the disruptive process and growth of the angioplasty market. Interestingly, after the emergence of angioplasty, shunting grew, even when angioplasty began to attack it, improving and moving into the upper sectors of the new value creation network. It turned out that there are a huge number of patients with clogged arteries, whose diseases were not even diagnosed, and they could well be treated with angioplasty. Therefore, cardiac surgeons did not even feel the threat; moreover, they felt quite confident for quite a long time - just as confident as the management of steel mills and companies producing electric lamps once felt3.

As cardiac surgeons and cardiac surgery equipment suppliers sought high profits from expensive services and complex equipment, a breakthrough was outlined in angioplasty: with the help of stenting it became possible to open even practically impassable arteries (stents and the technique of stenting caused a sharp rise in angioplasty that began in 1995). Clients who would need bypass surgery were now moving one by one to the new value network, and cardiologists were making more and more incomes without additional surgical training. This disruptive process of displacement has been going on for two decades, but surgeons have only recently begun to recognize the threat as the number of open heart surgeries has begun to decline. In the most difficult cases, the demand for bypass and open heart surgery will continue.

120 SOLVING THE PROBLEM OF INNOVATION IN BUSINESS SCHEME 4.2

Comparative chart of the number of angioplasty procedures and bypass grafts

Note: only procedures performed in hospitals were taken into account (data on angioplasty, therefore, differ from real ones in the direction of decreasing)

Source National Center of the American Heart Association

But this market will shrink. Now that the process of displacement has become obvious, cardiac surgeons can do almost nothing.

As with pocket radios and portable televisions, distribution channels - heart surgery hospitals - are also being driven out of the market. Bypass surgery is performed only in specially equipped hospitals - because of the risk with which the procedure is associated. But gradually, as angioplasty improves, cardiologists can better diagnose and prevent complications, and therefore more and more angioplasty procedures are performed in cardiology clinics, where services are much cheaper than in cardiac hospitals. That is, the process of crowding out is going on at this level as well.

Solar energy and electricity

As a third example, consider the use of solar energy. Despite the billions of dollars invested, the technology has yet to become viable. It is really difficult to compete with conventional electricity sources in developed countries... Two thirds of the world's population

have access to electricity generated by power plants. In developed countries, inexpensive electricity is available around the clock, regardless of the weather, and efficiently "gets" any "job" done. In such conditions, solar energy turns out to be simply uncompetitive in comparison with electrical energy.

But if technology makers were targeting non-consumers — the two billion people who live in South Asia and Africa and lack access to conventional electricity — the outlook for solar energy would be different. An alternative for these potential consumers is complete absence electricity. They don't have many electrical appliances at home, so if they could store enough solar energy during the day to turn on electric lamps in the evening, that would be a big advance. Solar power would be much cheaper and would not give technology developers all the hassle and inconvenience that comes with obtaining government approval for conventional power plants and distribution infrastructure facilities.

Many will argue that solar-to-electricity devices are too expensive and therefore not profitable for the poorest to produce. Perhaps. But today's light beam conversion technology has mainly been developed as a supportive innovation. They tried to improve it in such a way as to bring it to the highest sectors of the market, where it would compete with electricity consumption in North America and Europe. Targeting new uncovered markets would significantly simplify the technology, many specifications would become superfluous, and the devices themselves would be noticeably cheaper. For example, instead of building compartments on thin silicone plates, you can simply roll necessary materials but plastic sheets.

If history teaches anything, it’s only that commercially viable green energy innovation doesn’t come from laboratories where government-backed researchers figure out how to turn solar energy into the main source of electricity for developed markets. Most likely, disruptive companies will have successful innovations, and they, focusing on huge untapped “non-consumer” markets, start with something simple and small, establish themselves in these markets, and then begin to move upward, improving their technology.

No consumption as a basis for growth: the general scheme

So, the “bottom line” of the considered examples are four key components of the “disruptive” strategy of conquering new markets. The executive can use this schema to identify ideal customers and market applications for disruptive innovation. The schema can also help translate the idea into a business plan for growing new markets. 1.

Target consumers have a “mandate” for a specific product, but an inexpensive and simple solution is not yet available. 2.

The alternative to a product for these consumers is no product. The products in this category on the market belong to a different value chain: they are intended for consumers who have the means or the necessary skills to use the product. Therefore, target consumers in the new value network will be happy to purchase a product, even if it is inferior in properties to a product in the existing value network. Thus, there is no need to overcome a very high quality barrier to gain consumer support in a new market. 3.

The technology behind a disruptive product can be very complex in and of itself, but the company is using it to make the product simpler and easier to use. It is the reliance on simplicity that opens up new opportunities for growth: people can start using a product without putting much effort into mastering it. 4.

Disruptive innovation creates a whole new network of value creation. New products are sold through new distribution channels and applied in new situations.

Black & Decker and Intel, Microsoft, Bloomberg, Oracle and Cisco, Toyota and Southwest Airlines, Intuit's QuickBooks service, Salesforce.com - all the disruptive innovations of these companies (shown in Figure 2.4) fit into this pattern as they entered new markets. Therefore, they dominated the market and became the main engine of growth - not only the value of their shares, but the entire world economy.

"Subversive" innovative projects implemented in accordance with this scheme were also successful because, even when the disruptive process was already in full swing, the leaders did not honor new entrants to the market - they had nothing to do with prosperity in the original value network4. Growth in the new network hasn't affected demand in the main markets for a while — in fact, leaders have sometimes even benefited from the emergence of a disruptive company. Moreover, the leaders even felt that they felt threatened and took all the necessary measures. But these were not the right measures. The leading company began to invest a lot of money in improvement new technology to satisfy consumers in the existing value network. But in this case, a “disruptive” innovative product designed for very different networks competes with supportive innovations and almost always fails.

The more you think about it, the more amazing this process seems. Indeed, for executives, a “disruptive” strategy is about fulfilling desires: consumers are happy with little, powerful competitors ignore you, your distribution partners benefit from working with you and are promoted to the upper sectors of their market. It would seem that,

what else to dream about? In the next section, we'll explain why this dream so often turns into a nightmare, and then we'll outline the paths to escape.

Date not set.

Target

The purpose of the workshop

Consider a set of issues on conquering a market niche, taking a leading position in the industry. Given the competition, pricing policy, availability foreign companies, the creation of networks and branches, the expansion of the offer, the achievement of logistics and business processes, the creation and promotion of brands, compliance financial discipline and personnel policy... Assess lost profits, work out forecasting. During the seminar, the emphasis is on market analysis and the creation of criteria for success.

Program

1. Opportunities for conquering the market in modern Russia

Choice of development strategy and market strategy. Efficiency of using natural national advantages. Modern tendencies in development and marketing strategy.

2. Market analysis - the basis for capturing a market niche

Market share. Methods for determining market capacity. Saturation and saturated market.
Market conditions. Research on industry nomenclature and assortment. Methodology for determining the industry nomenclature and assortment. Practical task.
Identifying the impact of competition. Types of competition. Methods for determining the impact of competition. Examples of the design of customer and competitor cards. Identifying a group of leading firms in the market. Identification of real competitors and the degree of their influence. Methodology for identifying competitors' pricing policy. Practical task.

3. Creation of conditions for conquering the market

Creation of a competitive product or service. Creation of a unique idea. Creation of new qualities of the product. Quality assessment based on certificates and awards. Methods for assessing the level of quality. Optimizing value for money. Ways to improve quality.
Creation of the reputation and business image of the company. Compliance with financial discipline. Taking into account the tendencies to decrease the mark-up. Accounting for lost profits due to competitors.

4. Ways to capture the market

The complex of services is the basis for conquering the market. What's more important: price or service level. Methods for determining the effectiveness of the service. Lending and new types of services.

New branches - new positions. Selection of regional branches. Assessment of the need to create a new branch. The method of strengthening the company through the center of image sales. Practical task.

Branding breakthrough. Stages of brand promotion. Creation of a private label - Private Labels. Franchising opportunities.

Advertising breakthrough. Taking advantage of outdoor advertising... Strengthening the role of Internet advertising. Methods for directly assessing the effectiveness of advertising. Choice of repetition frequency and tactical advertising decisions. Aggressive advertising policy for a business breakthrough.

Supply expansion strategy. Dealers and distributors networks. Expansion into the regions. Expansion to Moscow and St. Petersburg. Expansion from other countries and foreign networks.

Changing the field of activity. Diversification. Conquering market niches and markets. The emergence of new market niches in related industries.

Pricing policy to capture the market share of the leader. Determination of pricing tactics. Discounts and benefits. Capturing market niches by price. Changing the market through competition and prices. A turning point in the situation and a change in personnel policy. Breaking stereotypes and setting up to win.

5. Criteria for achieving business success

Additional Information

We are confident in the quality of our programs and the high professionalism of the trainers, and therefore we guarantee a refund within 90 minutes of training (the first coffee break) if you remain dissatisfied with the program and decide not to participate further.

1.1. The meaning and process of strategic planning:

Organizational mission;

Organizational goals;

Organizational strategies;

Portfolio plan.

1.2. SWOT analysis

1.3. The relationship between the strategic plan of the organization and the marketing plan.

1.4. Marketing planning.

The meaning and process of strategic planning

Modern instrument management of the development of an organization in the face of increasing changes in the external environment and the associated uncertainty is the methodology strategic management... Using this methodology allows you to purposefully concentrate resources in the right direction. The strategy defines the boundaries of possible actions of organizations and management decisions.

Organization strategy- this is general plan actions, defining the priorities of strategic objectives, resources and sequence of steps to achieve strategic goals. The main task of the strategy is to transfer the organization from its present state to the future state desired by the management.

Strategic decisions are more related to external rather than internal problems of the organization. These decisions mainly relate to issues of manufactured products and the selection of market segments. The following questions are also strategic: what are the goals and objectives of the organization? Should the organization diversify its activities, if so, in what areas and to what extent? How to optimize manufacturing process and strengthen the organization's position in the market?

The sources of problems of the organization today to a greater extent arise not within it, but in the external environment. Marketing, on the other hand, is a borderline function between an organization and its external environment. Marketing- an element of strategic management that permeates all activities of the organization and is aimed at its adaptation to the external environment.

Objective task modern marketing is to overcome the contradiction between social conditions reproduction and a separate enterprise. One of the most important features of modern marketing is active impact on the environment as opposed to passive adaptation to it.

Marketing planning is of particular importance in this regard. The marketing plan is the most important part of general plan organizations. Therefore, it is important for managers and marketers to study strategic planning, its relationship with the marketing process, the ability to develop appropriate plans.

The challenge for strategic planning is to ensure that innovation and organizational change is sufficient to adequately respond to

changes in the external environment.

Strategic planning Is the process of formulating the mission and goals of the organization, choosing specific strategies to identify and obtaining the necessary resources and allocating them in order to ensure effective work organizations in the future 1.

Successful use strategic planning plays a key role in achieving consistency between short and long term goals. It balances financial indicators organizations with inevitable changes in markets, technology and competition, as well as changes in economic and even political factors. Therefore, in strategic planning, an important place is given to the analysis of the organization's prospects, the task of which is to clarify those trends, dangers, opportunities, as well as individual emergencies that can change the prevailing trends. This analysis is complemented by an analysis of the position in competitive struggle... In fig. 1.1 presents the strategic planning process.

Performance

Rice. 1.1. Strategic planning process

The strategic planning process assumes that the organization constantly collects information about changes in elements of its the environment... This information is useful for better adapting the organization to the ongoing changes through the strategic planning process. In this case, the strategic plan and all other plans of the organization are feasible within the framework of the environment. In the process of implementing plans, new information arises, which may require subsequent adaptation of plans, so that the process of adaptation of plans is continuous.

The result of the strategic planning process is a strategic plan. Figure 1.1 shows the four components strategic plan: mission, goals, strategies and portfolio plan. Let's take a look at each of these components.

Depending on the goals and the means to achieve them, the following marketing strategies are distinguished in the activities of enterprises.

1. The strategy of gaining market share or expanding it to certain indicators. It assumes the achievement of the target indicators of the rate and mass of profit, at which the profitability and efficiency of production are ensured. The conquest of market share or its segment is carried out through the release and introduction to the market new products, the formation of new needs among consumers, penetration into new areas of its application. Expanding the market share of traditional products in an environment where all commodity markets have already been divided, possibly only by ousting a competitor from the market.

2. Strategy of innovation. Creation of products that have no analogues on the market for their purpose, i.e. fundamentally new products focused on new needs (previously unknown).

3. Strategy of innovative imitation. It involves copying innovations developed by competitors, i.e. fundamentally new ideas embedded in new products.

4. Product differentiation strategy. It involves the modification and improvement of traditional products manufactured by the company.

5. Strategy to reduce production costs. Aimed at increasing the competitiveness of a product: price rivalry, involving the introduction of such innovations that will ensure the sale of products at reduced prices.

The strategy of reducing production costs involves: reducing the cost of research and development, advertising, maintenance; introduction of cost-effective equipment and new technologies; providing access to raw materials; targeting the sales system to broad consumer groups; control over a relatively high market share. This requires a well-functioning technology and large production facilities.

It is characteristic that large companies specialize in innovations in production technology in order to reduce the cost of manufacturing products or product differentiation, and small firms more actively pursue a policy of introducing innovations.

6. The strategy of waiting. It is used when market trends and consumer demand are not defined. In this case, the firm prefers to refrain from introducing the product to the market and studies the actions of competitors. When a stable demand arises, a large company in short time develops mass production and distribution and suppresses a small innovator firm.

7. Consumer individualization strategy. It is especially widely used by manufacturers of industrial equipment focused on individual orders buyers, as well as projects and specifications developed by them.

8. Diversification strategy. Assumes inclusion in production program goods that have no direct connection with the former field of activity of the enterprise.

9. Strategy for internationalization. It involves the systematic and systematic processing of foreign markets.

10. Cooperation strategy. It consists in mutually beneficial cooperation with other firms. Joint ventures are one of the widespread forms of cooperation at the international level.

Methods for choosing a strategy. Portfolio analysis

To select a marketing strategy, special matrices have been developed that make it possible to concretize strategic decisions. Let's consider one of the most famous ones.

Market share - market growth matrix

(portfolio analysis)

Portfolio analysis, or the market share versus market growth matrix, was developed by the American consulting firm Boston Consulting Group in the late 1960s. This model is based on the concepts of life cycle and experience curve.

The company is described using a portfolio, i.e. as a set of so-called strategic production units (SPU). SPEs are independent from each other spheres of activity of an enterprise, which are characterized by a special customer-related market task, clearly distinguishable from other SPE products or product groups, as well as a uniquely defined circle of customers. Different SPEs have different market odds and risks. Portfolio analysis is one of the widely used strategic planning tools.

The theoretical base of the portfolio analysis model is:

1. Curve of experience. With an increase in production and experience, resource costs per unit of output decrease. To reduce costs, it is necessary to increase the volume of sales. To do this, it is necessary to increase market share or choose growing markets. The following factors affect cost reduction: with an increase in sales in pieces, the share of fixed costs in the cost of the product; the constant repetition of labor processes leads to the economy of living labor; when purchasing large quantities of raw materials, discounts from suppliers are possible; it becomes possible to use advanced technologies.

2. Concept life cycle product (described earlier).

3. PIMS - project - an empirical study of factors affecting the profitability of enterprises, and the response of profitability to changes in the market situation. The research was carried out in the 70s by the Institute for Strategic Planning (Cambridge, USA). During the project, 300 enterprises from all over the world were surveyed. As a result, a high market share was identified as the central value.

Of the many different concepts of portfolio analysis, the largest practical use received the models "market growth - market share" and "attractiveness of the market - advantages in competition". Both concepts define the strategic position of the SPE using a two-coordinate matrix. SPUs occupying a similar strategic starting position in the matrix are combined into homogeneous aggregates. For them, you can define basic patterns of action, the so-called normative strategies, which are used for targeted and strategic planning, as well as for the allocation of enterprise resources.

SPUs are located in a matrix consisting of four fields. The matrix is formed by characteristics: market share and market growth (market share compared to the strongest competitor); the different value of the SPE is reflected by the different size of the circles.

According to the position in the matrix, four main types of SPEs are distinguished, which have received the following names: “question marks”, “stars”, “cash cows” and “lame ducks”.

1. "Question marks" - goods that are in the implementation phase of the "life cycle". They promise high growth rates but have a small market share. Therefore, through offensive strategies and large investments, the enterprise is trying to achieve an increase in market share in order to be able to use the experience curve. Support for these products is necessary because in the future we need products that will bring more profit. These SPEs require more financial costs than they bring profit. Management should carefully check whether expanding market share is feasible given the resources available.

2. "Stars" - SPEs that are in the growth phase of the "life cycle". "Stars" bring some profit, which, however, is spent on strengthening their own position in the market. When growth slows down or sales stagnate, stars turn into cash cows.

3. “Cash cows” are foods that have reached the stage of maturity. High market share is the reason great advantages in the area of costs. At the expense of high profits brought in by these goods can finance the growth of other SPUs.

4. “Lame ducks” refers to the satiety and degeneration phase. They have neither large market share nor high growth rates. As long as they are profitable, it is recommended to invest in “question marks” or “stars”. In case of fears that these SPEs will fall into a loss zone, it makes sense to carry out a disinvestment strategy and exclude them from the company's portfolio within a certain period of time.

The advantages of the model: the ability to mentally structure and visualize the strategic problems of the enterprise; suitability as a model for generating strategies (helps to draw the attention of management to the future of the enterprise); ease of use; indicators: market share and growth rates are usually determined without much difficulty.

Disadvantages of the model: SPEs are assessed by only two criteria; other factors, such as quality, marketing costs and investment intensity, are overlooked. Using a matrix of four fields, it is impossible to accurately assess the products that are in the middle position, and in practice this is precisely what is required most often.

Model: “attractiveness of the market - advantages in competition”.

This model is a development of the model described above (Fig. 26).

The model is determined by the attractiveness of the market, which consists of the characteristics of the market, the quality of the market, other conditions, and the competitive advantage, which are determined by the relative position of the firm in the market, product potential, research potential, as well as the qualifications of managers and employees.

Advantages of the model: a differentiated assessment of the SPE is possible.

Disadvantages of the model: determining the factors of the model requires a lot of information; there may be differences in the assessment of SPE by different users.

Chapter 8 Self-Test Questions

1. What organizes the marketing department at the enterprise?

2. What is functional structure organization of the marketing service of the enterprise?

3. What is the market structure of the organization of the marketing service of the enterprise?

4. What constitutes the culture of the enterprise?

5.What to start with strategic planning in the conditions of Russia?

6. What is a marketing strategy?

7. What is the essence of the strategy of gaining market share or expanding it?

8. What is the innovation strategy based on?

9. Which companies are more likely to use the customer individualization strategy?

10. What are the names of the strategic production units (SPU), which are in the growth phase of the "life cycle" of the product and bring high profits?

Review questions for chapter 8

1. What (whom) is investigating marketing service enterprises?

2. What strategy is developed by the marketing department of the enterprise?

3. What is the principle underlying the commodity structure of the organization of the marketing service of the enterprise?

4. What is the geographical structure of the organization of the marketing service of the enterprise?

5. How many sections does the business marketing plan contain?

6. Which section of your business marketing plan comes first?

7. What is a differentiation strategy?

8. What is the diversification strategy based on?

9. What is the name of a strategy that involves systematic and systematic processing of foreign markets?

10. What are the advantages of the “market growth - market share” model?

It might be useful to read: