The strategy of conquering new markets on the example of "plantain pvp". Types of Marketing Strategies

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purpose

Workshop purpose

Consider a range of issues on winning a market niche and occupying a leading position in the industry. Given the competition, pricing policy, the presence of foreign companies, the creation of networks and branches, the expansion of offers, the achievement of logistics and business processes, the creation and promotion of brands, compliance with financial discipline and personnel policy. Assess lost profits, work out forecasting. During the seminar, emphasis is placed 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. Current trends in development and marketing strategies.

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

Market share. Ways to determine market capacity. Saturation and saturated market.
Market conditions. Research on industry nomenclature and assortment. Methodology for determining the industry nomenclature and assortment. The practical task.
Identify the effects of competition. Types of competition. Ways to determine the impact of competition. Examples of registration cards of customers and competitors. Identification of a group of leading companies in the market. Identification of real competitors and their degree of influence. Methodology for identifying pricing policies of competitors. The practical task.

3. Creating the conditions for market conquest

Creating a competitive product or service. Creating a unique idea. Creation of new product qualities. Quality assessment by certificates and awards. Ways to assess the level of quality. Optimization of value for money. Ways to improve the quality.
Creation of reputation and business image of the company. Compliance with financial discipline. Taking into account trends in markdown reduction. Accounting for lost profits due to competitors.

4. Market capture methods

The service complex is the basis of market conquest. What is more important: price or level of service. Ways to determine the effectiveness of the service. Lending and new types of service.

New branches - new positions. The choice of regional branches. Assessment of the need to create a new branch. Methods of strengthening the company at the expense of the center of image sales. The 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 online advertising. Ways to directly measure advertising performance. Choice of frequency of repetition and tactical advertising decisions. Aggressive advertising policy to make a breakthrough in business.

Supply expansion strategy. Networks of dealers and distributors. Expansion to the regions. Expansion to Moscow and St. Petersburg. Expansion from other countries and foreign networks.

Change of area of \u200b\u200bactivity. Diversification. The conquest of market niches and markets. The emergence of new market niches in related industries.

Pricing policy to gain market share of the leader. Definition of pricing tactics. Discounts and benefits. Capture market niches by price. Market change due to competition and prices. A turning point in the situation and a change in personnel policy. Broken stereotypes and set up to win.

5. Criteria for achieving success in business

Additional Information

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

Let’s approach the problem on the other hand and ask ourselves how the company should respond to price changes undertaken by one of the competitors. To do this, think. 1) Why did the competitor change the price — to conquer the market, use underloaded production capacities, compensate for the changed costs or to initiate a change in prices in the industry as a whole 2) Does the competitor plan to change prices temporarily or permanently 3) What will happen to the market share of the company and its income, if she does not take retaliatory measures; Are other companies going to take retaliatory measures 4) What might be the responses of a competitor and other firms to each of the possible responses

Section III of the Law sets out the main provisions of voluntary certification. Voluntary certification is entitled to be carried out by any legal entity that has assumed the function of a voluntary certification body and has registered its Certification System and a mark of compliance. Mandatory certification bodies also have the right to conduct voluntary certification subject to the specified conditions. Voluntary certification is carried out for self-promotion in order to conquer sales markets and increase consumer demand. The nomenclature of indicators and the test procedure for voluntary certification are determined only by the terms of the contract.

Today, the success of many enterprises is based on the introduction of high technology (critical technologies). Unlike the developed countries of the West, in Russia the majority of scientists are concentrated in universities and institutes of the Russian Academy of Sciences. This is where IP developments in the field of critical technologies are created or are being created. Participation in the investment of such developments can give great chances to enterprises-investors in conquering the market.

As we noted above, the sale of goods at reduced prices is a good way to conquer the market, but lower prices should not be based solely on the dynamics of cost. The market share of this may increase, but before deciding on discounts, it is necessary to take into account other market factors, such as the behavior of competitors and the dependence of demand on prices. Imagine a situation where L Ltd. reduces prices based on lower production costs, and competitors do not support this reduction. Market Share L Ltd. (in volume terms) may increase, but the gain from such an increase may be lost due to unjustified underestimation of the price compared to the market and, consequently, loss of profit.

Export lending belongs to the mixed category, since it is attended by both private entities (mainly commercial banks), government and the state, usually represented by export-import banks. The participation of banks in export loans determines the dependence of their conditions on the state of the credit market. State participation can mitigate conditions and use these loans to conquer markets. Such actions, creating a danger of competition, forced the creditor countries to conclude a gentleman's agreement (consensus) on the permissible limits of concessional lending. In accordance with the situation on the world credit market, a lower interest rate limit, a maximum loan term and a maximum grace period are agreed every six months.

If there is strong competition and a large number of goods of the same quality on the market, then an enterprise usually sets lower prices to conquer the market, sometimes even below the full cost price. If the company's products are completely new and to some extent unique, then when setting the price it is not necessary to take into account competition in the market, but it should be borne in mind that the buyer must get used to the new product, i.e. It is required to form consumer demand. And in this case, it is necessary to establish fairly flexible prices for products. Among the internal factors, the most important is the cost price. Therefore, when pricing, the cost is compared with the possibility of covering them. The survival of the enterprise depends on the degree of coverage not only of current costs, but also the costs associated with capital investments (long-term investments), calculated for a long period.

General policy Aggressive business, which may lead to the conquest of the market for the sale of goods (works, services) at low prices. not covering costs. The possibility of external pressure on managers in order to achieve certain indicators at any cost.

The WAY model (see Figure 1) shows that a balance must be established between growth, development, and profit. In the interest of growth, market conquest is often necessary to sacrifice profits. From the point of view of long-term profit provision, it is impossible in the short term to completely extract it from available sources. For example, in spite of a higher product quality, a lower price than currently feasible can be set in order to break away from competitors. Of the profits that would otherwise be at our disposal, new research projects and developments are funded. In trade, sales are carried out at special prices in order to stand firm in this market, despite the rejection of high amounts of coverage, since the growth in sales during such campaigns is not so large as to fully compensate for the decline in prices and lower profits.

Phase 3 - Maturity. The main goal is a systematic, balanced growth and the formation of an individual image, the effect of leadership through delegation of authority (decentralized leadership), the main task is growth in various directions, conquering the market, taking into account the diverse interests of labor organization - division and cooperation, a bonus for an individual result.

For modern conditions, the most common policy is overpriced. It is designed to generate sustainable profits already at the first stage of product introduction and is applied to consumer goods. The low price policy is most often used to conquer the markets for industrial semi-finished products and components.

Large-scale market conquest

The strategy of wide marketing (wide penetration) implies a low price for a new product and high costs for advertising and sales, contributes to the rapid penetration and conquest of the market. It is associated with the maximum risk of the enterprise, because if it fails, the losses of the enterprise will be the largest. The practical implementation of this strategy may be justified if the following factors occur in a given product market: large market; consumers are not sufficiently aware of the advantages of a new product or consumers do not know about it at all; competitors are not available; competitive products are high production of a new product can be significantly reduced with an increase in production volumes.

Patent firms work for a narrow segment of the market and satisfy the needs formed under the influence of fashion, advertising and other means. They act at the stages of growth in output and at the same time at the stage of falling inventive activity. The requirements for the quality and volume of products of these firms are related to the problems of conquering markets. There is a need to make decisions on the implementation or termination of development, on the appropriateness of the sale and purchase of licenses, etc. These firms are profitable. At the same time, there is the possibility of making the wrong decision leading to the crisis. In such firms, the position of a permanent innovation manager, designed to secure their activities, is advisable.

A good agent company was found through which it was supposed to enter the market of professional police binoculars, and negotiations began. At the same time, the Russian company was asked to make a small modification of the device to conquer the marine sports market.

It is well known that the rapid conquest of the US market by Japanese multinational corporations was achieved not so much due to the higher quality and relative cheapness of their products, but due to a more efficient organization of the sales and customer service system.

A small factory produced an incredible amount of protective color fabrics, and this unexpected take-off put it after the end of the war in the most favorable conditions for the conquest of markets.

The success of Model B was ensured, but not enough to justify its increased price. A casual record and advertising are not enough for a lasting market gain. The real thing is not the same as sports. Need a business ethic.

When deciding whether a competitor takes a favorable or unfavorable position to conquer the market, it is necessary to focus on assessing its potential to act better or worse than other firms.

Results At first, the profit is small or absent; in the future, after conquering the market, it reaches a significant value

Conquering the market for high quality goods

An example of a standard cohe company. The company produced radios, tape recorders and amplifiers. In 1970, her sales increased to 10 billion yen, while she bought all the components. The company’s policy of conquering the market was the purchase of high-quality components and the sale of its products at extremely low prices. The company did not have a strong underlying technology and was not a leader in the development of new products.

At the same time, both a newly created and a functioning enterprise require long-term market conquest. It is important to consider how sales, profits and potential growth opportunities of an enterprise depend on the current and future market conditions for the development of the industry to which it belongs, as well as on related industries and the determination of their own niche, their sphere of influence within the limits of internal capabilities (production capacity , technologies, staff qualifications, managerial skills, etc.), allowing to form your consumer (see Chapter 27). The success of an enterprise within the framework of industry development conditions depends on how it is ahead of industry average indicators in terms of the quality of high-output products, the level of production costs, the breadth of the product range, in other words, how much more competitive it is in comparison with other enterprises of this industry and related industries (see chap. . 23).

T M Any company striving to conquer the market should be aware, I i that it is not able to serve all customers without exception. There are too many consumers,%, and their wishes and needs are sometimes diametrically opposed. It’s not even worth trying to conquer the entire market at once, it’s more reasonable to single out only that part of it that this particular company is capable of effectively serving at this time and in this place.

According to Koxmetsky (1991), when considering technological innovation, an analysis of the whole process is required - from R&D in the laboratory to successful commercialization in the market. The traditionally successful commercialization of R&D was taken for granted as a result of a process that began with research, then went through the stages of development, financing, manufacturing, marketing and subsequent entry into the international market, which, however, lacked a continuous link between researchers, industry and government policy. . Currently, the relationship between technological innovation and the creation of economic wealth, the conquest of markets and the creation of

Depending on the goals and means of achieving 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 implies the achievement of the target indicators of the norm and the mass of profit, at which profitability and production efficiency are ensured. The conquest of market share or its segment is carried out through the release and introduction of new products on the market, the formation of new needs among consumers, and penetration into new areas of its application. Expanding the market share of traditional products in a situation where all commodity markets are already divided, is possible only by crowding out a competitor from the market.

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

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

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

5. Strategy to reduce production costs. It is aimed at improving the competitiveness of goods: price rivalry, which involves introducing innovations that will ensure the sale of products at reduced prices.

The strategy to reduce 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; orientation of the marketing system to wide groups of consumers; control over a relatively high market share. This requires a streamlined technology and large production facilities.

It is characteristic that large companies specialize in innovations in production technology in order to reduce production costs or in product differentiation, while small firms are more actively pursuing a policy of introducing innovations.

6. The strategy of waiting. It is used when trends in the development of conjuncture and consumer demand are not defined. In this case, the company prefers to refrain from introducing the product on the market and is studying the actions of competitors. When steady demand arises, a large company quickly develops mass production and marketing and suppresses a small innovative company.

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

8. Diversification strategy. It involves the inclusion in the production program of goods that do not have a direct connection with the previous sphere of activity of the enterprise.

9. The strategy of internationalization. It involves the systematic and systematic processing of foreign markets.

10. The strategy of cooperation. It consists in mutually beneficial cooperation with other companies. One of the widespread forms of cooperation at the international level are joint ventures.

Methods of choosing a strategy. Portfolio Analysis

To select a marketing strategy, special matrices have been developed that allow you to specify strategic decisions. Consider one of the most famous.

Matrix "market share - market growth"

(portfolio analysis)

Portfolio analysis, or the “market share - market growth” matrix, was developed by the American consulting firm Boston Consulting Groups in the late 60s. This model is based on the concepts of GLC and the experience curve.

An enterprise is described using a portfolio, i.e. as a set of so-called strategic production units (SPEs). SPEs are spheres of activity of an enterprise that are independent of each other and are characterized by a special market-related task related to customers, clearly distinguishable products or groups of products from other SPEs, 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 basis of the portfolio analysis model is:

1. Experience curve. With the growth of production and experience, the cost of resources per unit of production decreases. To reduce costs, you need to increase sales. To do this, you need to increase market share or choose growing markets. The following factors influence the cost reduction: with the increase in sales in pieces, the share of fixed costs in the cost of the product decreases; the constant repetition of labor processes leads to the saving of living labor; when purchasing large quantities of raw materials, discounts from suppliers are possible; there is the possibility of using advanced technologies.

2. The concept of the product life cycle (described earlier).

3. PIMS - project - an empirical study of factors affecting the profitability of enterprises, and the reaction of profitability to changes in the market situation. The study was conducted in the 70s by the Institute for Strategic Planning (Cambridge, USA). During the project, 300 enterprises around the world were investigated. As a result, a high market share was identified as the central value.

Of the many different concepts of portfolio analysis, the models “market growth - market share” and “market attractiveness - competitive advantages” have received the greatest practical application. Both concepts determine the strategic position of the SPE with the help of a two-coordinate matrix. SPEs 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 regulatory strategies, which are used for targeted and strategic planning, as well as for the distribution of enterprise resources.

SPEs are arranged in a matrix consisting of four fields. The matrix is \u200b\u200bformed by the characteristics: market share and market growth (market share compared to the strongest competitor); different values \u200b\u200bof SPE are reflected by different sizes of circles.

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

1. “Question marks” - goods that are in the phase of implementation of the “life cycle”. They promise high growth, but have a small market share. Therefore, with the help of offensive strategies and large investments, the company is trying to increase 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 bring big profits. These SPEs are more financially expensive than profitable. Management should carefully check whether expanding market share is feasible taking into account available resources.

2. "Stars" - SPEs that are in the growth phase of the "life cycle". "Stars" bring a certain profit, which, however, goes to strengthen their own market position. With a slowdown in growth or stagnation of sales, “stars” turn into “cash cows”.

3. “Dairy cows” are products that have reached the maturity phase. A high market share is the reason for the large cost advantages. Due to the high profits brought by these goods, the growth of other SPEs can be financed.

4. “Lame ducks” refers to the phase of saturation and degeneration. They have neither a large market share nor high growth rates. While they make a profit, it is recommended to invest it in “question marks” or in “stars”. In case of fears that these SPEs will fall into the loss zone, it makes sense to pursue a disinvestment strategy and to exclude them from the enterprise’s portfolio for some time.

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 its growth rate are determined, as a rule, without much difficulty.

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

Model: "market attractiveness - competitive advantage."

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

The determining factors in the model are the attractiveness of the market, which consists of the characteristics of a simple market, market quality, other conditions, and competitive advantages, which are determined by the company's relative market position, product potential, research potential, as well as the qualifications of managers and employees.

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

The disadvantages of the model: determining the factors of the model requires a large amount of information; there may be differences in the assessment of the SPE by different users.

Self-examination questions for chapter 8

1. What organizes the marketing service in the enterprise?

2. What is the functional structure of the 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 is the culture of the enterprise?

5. Where do you have to start strategic planning in Russia?

6. What is a marketing strategy?

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

8. What is the basis of the innovation strategy?

9. What enterprises more often use a strategy of individualization of the consumer?

10. What are the names of strategic production units (SPEs), which are in the phase of growth of the “life cycle” of a product and bring great profit?

Test questions to chapter 8

1. What (whom) is the marketing service of the enterprise exploring?

2. What strategy does the enterprise marketing service develop?

3. What principle underlies the product 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 an enterprise marketing plan contain?

6. What is the first section of an enterprise marketing plan?

7. What is a differentiation strategy?

8. What is a diversification strategy based on?

9. What is the name of the strategy, which involves the systematic and systematic processing of foreign markets?

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

1.1. The importance and process of strategic planning:

Organizational mission;

Organizational goals;

Organization strategies;

Portfolio Plan.

1.2. SWOT analysis

1.3. The relationship between an organization’s strategic plan and a marketing plan.

1.4. Marketing planning.

The Importance and Strategic Planning Process

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

Organization Strategy - This is a master plan of action that defines the priorities of strategic objectives, resources and the sequence of steps to achieve strategic goals. The main objective of the strategy is to transfer the organization from its present state to the future state desired by 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 choice of market segments. The strategic questions also include the following questions: what are the goals and objectives of the organization? Should the organization diversify its activities, if so, in which areas and to what extent? How to optimize the production process and strengthen the organization’s market position?

Sources of organization problems today are more likely to arise not within it, but in the external environment. Marketing is a borderline function between an organization and its external environment. Marketing - an element of strategic management that permeates all the activities of the organization and is aimed at its adaptation to the external environment.

The objective objective of modern marketing is to overcome the contradiction between the social conditions of reproduction and an individual enterprise. One of the most important features of modern marketing is its active impact on the environment as opposed to passive adaptation to it.

Marketing planning in this regard is of particular importance. A marketing plan is an essential part of an organization’s overall plan. 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 objective of strategic planning is to ensure that innovations and organizational changes are sufficient to adequately respond to

changes in the environment.

Strategic planning - this is the process of formulating the mission and goals of the organization, the selection of specific strategies for identifying and obtaining the necessary resources and their distribution in order to ensure the effective work of the organization in the future 1.

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

Performance

Fig. 1.1. Strategic planning process

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

The result of the strategic planning process is a strategic plan. Figure 1.1 shows the four components of a strategic plan: mission, goals, strategies, and portfolio plan. Consider each of these components.

We live in an interesting time. 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 essentially reduces the market even more for most of its participants. Personally, this especially surprises me in the food industry. It would seem that real incomes of the population decreased by about half, which, of course, was reflected in people's expenses and in the package of grocery brands that they acquire. And, nevertheless, not a day goes by that a commercial offer with any new product does not come to my mail. What is there my mail, food exhibitions World food and Prodexpo, although they have become more modest (half-naked beauties from the stands of alcoholic and snack companies have disappeared), expositions continue to “burst” with a variety of products. And all their producers dream of biting their piece of cake in a withering market.

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

1. The battlefield

The first thing you need to deal with 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 need. Understand the types of consumers present in this market and determine their behavioral patterns. In general, to do what any marketing department should do and, unfortunately, it doesn’t always do .., even almost never. As a rule, many marketing departments behave as if they are trying to implement a grand formula voiced by ensign Kozakov in the immortal film “DMB”: “The army is not just a good word, but a very quick cause. So we won all the wars. While the enemy is drawing offensive maps, we are changing landscapes, moreover, manually. When the time comes for an attack, the enemy is lost in an unfamiliar area and comes into complete sky readiness. This is the point, this is our strategy. ”

2. Who and why?

The second thing you need to pay attention to when launching on 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 do I focus on? 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 will he buy it?

And here it is important to get rid of words repeated like a mantra about good quality, about the best taste, customer orientation and the like nonsense, which marketers often write in briefs. If you have quality problems, then you are not a businessman-manufacturer, but a swindler. If you are not focused on the market and the consumer, then you are arrogant autistic. And taste is generally a subjective affair: as the classic wrote, "one likes watermelon, and the other - pig cartilage." You can’t consider the reason for the purchase that you are no worse than others. That is, you can consider something. But only then no one will buy anything from you, and you will be forced to compete in price. As the saying goes, if you have nothing to add to the value of a product, you will have to reduce its price.

3. What do you call a 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 harmonious and intriguing, and certainly should not cause adverse associations. Well, all right, when foreigners confuse something and give a decent product a name similar to “indecent word”. But after all, those who sin with Russian as their mother tongue sin.

It is worth consciously avoiding possible negative interpretations and associations: for example, Medea, whose name for some reason they like to call cafes, grocery stores and beauty salons, is the heroine of ancient Greek mythology, famous for the fact that after the appearance of her rival she killed her, and along with two children from a traitor-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 your partners?

This is essentially another question of “why,” only with respect to intermediary companies that will represent you in the market. “Why should we choose you?” - This phrase baffles both most of the 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. Assume what difficulties he is currently facing in his work, and which of them you can eliminate with your product. If not, think again, is it worth it to bring it to the market in this form?

5. Commercial offer

Well, it would seem that I can write about commercial offers such that it can be useful to read? It seems that after all so much has already been said ... But no ... As my practice shows, a commercial offer is the weakest point. Exactly the place where everything that is thin is torn, which we spoke about earlier.

A typical commercial offer that comes to my mail is a product catalog in PDF and a price list in Excel. This is periodically accompanied by a document, which for a long time and fascinatingly describes why N is the best in the world, and its products are the tastiest and highest quality. And the commercial side of cooperation is briefly reported only in 50% of cases. In fact, a commercial offer 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 through sales channels, available resources and tools for promoting products, as well as the procedure for interaction and receipt of products (how, where, when, etc.).

6. In-person meeting

Beat your sales team with the idea that you can sign contracts over the phone. The term "telephone sales" was coined by dishonest business trainers. There are “telephone conversations” and “telephone order formation,” but certainly not “telephone sales.” You need to meet with customers so that, looking into each other’s eyes, to understand whether you have the same idea of \u200b\u200bdeveloping your product. I’m silent about the fact that a personal meeting with a client in his office is the best way to understand his financial reliability.

7. Get involved in sales

There are three levels of manufacturer’s participation in sales of their product. “Selling to a partner,” which many dwell on, is only the first and least effective and effective level of participation in the long run. This is a situation where our task and the main goal is to bring our miracle goods to the intermediary client, and what he will do with it is his problem, if only he would pay.

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

You can continue for a long time, and for each item more than one book can be written. Actually, this is exactly what has already been done by many authors. Therefore, I do not pretend to be new. It just seems to me that in recent years it has been more useful to recall old, proven, proven approaches that companies forget about.

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