Marketing industries. Marketing management in industries. Portfolio models and product planning

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Marketing in industries and fields of activity. Ed. Nagapetyantsa N.A.

M .: University textbook, 2007 .-- 272 p.

The textbook reflects the specifics of marketing in the process of managing enterprises in various industries and fields of activity and consists of three sections: marketing in industries, marketing in the field of circulation and marketing of services. The features of commodity, price, distribution and communication policies of enterprises are given, marketing strategies of marketing management are stated.

Each section ends with tests that allow you to better consolidate the theoretical course of the discipline.

For students, teachers of economic universities, as well as employees of marketing departments and specialists of economic services.

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TABLE OF CONTENTS
Introduction 3
Section I. Marketing in the manufacturing sector 5
Chapter 1. Marketing of Manufactured Products 6
1.1. Features of the market of industrial goods 9
1.2. Classification of industrial goods 11
1.3. Industrial enterprise marketing environment 13
1.4. Marketing Information System 15
1.5. Segmentation of the industrial products market 18
1.5.1. Segmenting the market for construction products ... 21
Chapter 2. Features of the marketing mix at enterprises of industries 25
2.1. Commodity Policy 26
2.2. Distribution channels and goods movement 30
2.2.1. The nature of distribution channels 30
2.2.2. Goods movement 35
2.3. Industrial product pricing 42
2.4. Communication Policy 45
Chapter 3. Marketing strategies and marketing management in industrial enterprises 52
3.1. Enterprise Marketing Strategies 52
3.2. Marketing planning in an industrial enterprise 56
Chapter 4. Marketing of the agro-industrial complex 60
4.1. Product in the agromarketing system 63
4.2. Agromarketing Planning 65
4.3. Features of pricing 67
4.4. Information in the agromarketing system 70
Tests for section I .: 73
References 76
Section II. Marketing in non-manufacturing sectors 77
Chapter 5. Marketing in the field of circulation 78
5.1. The concept and features of marketing in the field of circulation 79
5.2. Marketing Research in Dealerships 84
5.3. Wholesale and retail marketing 92
5.3.1. Wholesale Marketing 95
5.3.2. Retail Marketing 96
5.3.3. Warehouse marketing 100
5.4. Strategic marketing in the activities of wholesale and intermediary organizations 105
5.4.1. Strategic Marketing Concept 111
5.4.2. Marketing Strategy Options 116
5.5. Competitiveness of goods 118
5.5.1. Main factors of product competitiveness ... 118
5.5.2. Reseller Competitiveness System 127
5.6. Pricing policy of trade and intermediary organizations 131
5.7. Market segmentation of trade and intermediary organizations 139
5.8. Choosing a Reseller 146
5.9. Marketing in the investment sphere of trade and intermediary organizations 152
5.9.1. Investments in construction projects of trade and intermediary organizations 156
5.9.2. Assessment of the economic efficiency of investments 158
Tests for section II 160
References 163
Section III. Service Marketing 165
Chapter 6. Marketing Services 165
6.1. General characteristics of marketing in the service sector 166
6.2. Competition in the service market 171
6.2.1. Communication policy in the sphere of circulation and services 176
6.3. Commercial intermediary services 180
6.4. Transport Marketing 184
6.5. Tourism Marketing 188
6.6. Insurance Marketing 200
6.7. Banking Marketing 217
6.8. Educational Marketing 237
6.9. Manufacturing Services Marketing 244
6.10. Audit, consulting and service services 250
Tests for section III 255
Answers to tests (according to sections I-III) 257
Economic, mathematical and statistical methods for solving applied problems in marketing 258
Glossary of Key Terms 263
References 269

Slide 2

The discipline "Marketing in industries and spheres of activity" is an independent course, which reveals a modern approach to the organization of marketing activities in various industries and spheres of activity. Objectives of the discipline: - mastering the theoretical and practical features of marketing implementation in various industries and spheres of activity; - studying the experience of conducting analytical activities; - mastering the specifics of segmentation and positioning in various industries; - studying technologies for developing a marketing complex in various fields of activity; - acquiring the skills of organizing, planning and controlling marketing at enterprises of various industries.

Slide 3

Among the main problems of interest to marketers, we include the following: - the role of strategic and operational marketing in a company of any field of activity; - determination of specific goals of marketing research, based on the specifics of the company's activities; - specifics of meeting the needs of potential customers; - market segmentation, selection of the target segment and marketing strategy; - the ability to plan the marketing activities of the company; - the problems of optimizing the organizational structure of the company; - effective implementation of marketing activities by the company in various industries and fields of activity.

Slide 4

The knowledge gained will help students in their future professional activities, and will contribute to a more complete consideration of the peculiarities and specifics of the company's activities in various markets and fields of activity in order to develop effective competitive strategies.

Slide 5

The essence of industry marketing

The peculiarities of the development of marketing in various branches of business follow from its typical definition, in which marketing is understood as all types of management activities of an enterprise aimed at conquering the market. Since the market of any industry has its own characteristics, determined by the characteristics of market participants, specific solutions are also obvious that are used in the marketing complex when working on industry markets.

Slide 6

The classic approach to marketing differentiation

Marketing Marketing of industrial and technical products Marketing of services Marketing of consumer goods Industrial marketing Consumer marketing The criterion for classification is the type of product

Slide 7

Industrial and technical products (PPTN) are purchased in large quantities for industrial consumption; participates in the production and technological process, which makes it necessary to assess the quality and its compliance with the requirements; its cost is included in the cost of finished products; several people are involved in making a purchase decision, including executives; in the production of PPTN, the manufacturer focuses on a specific end user, which makes it necessary to establish direct direct relationships with the buyer. Consumer goods (consumer goods) are purchased for personal use in limited quantities; do not participate in the production process and are not included in the cost of finished products; the decision to purchase consumer goods is usually made alone. Services All services have 4 main characteristics: services are elusive, intangible and intangible; the process of production and consumption of services is inseparable; services are heterogeneous, that is, they can change the quality; services are incapable of storage and quickly deteriorate.

Slide 8

In the production of PPTN, the manufacturer focuses on a specific end user. This causes the need to establish direct direct relationships with the buyer of products, which are carried out through pre-orders or pre-agreed deliveries. Thus, the PPTN is sold on average by 70% to the end consumer. The growth in direct sales of PPTN is due to an increase in the technical level and complexity of products put on the market, in particular machinery and equipment, an increase in the share of unique equipment, equipment of complete enterprises, large ships, aircraft of the latest designs, etc. This makes it necessary to establish direct contacts between the seller and the buyer, which begin long before the start of the production of the product, namely at the stage of its conception, design and development of technical and economic parameters in order to take into account the buyer's requirements.

Slide 9

Separation of marketing by stages of reproduction

The criterion for classification is the presence of production, that is, the process of creating a product from its conception and design to manufacturing Marketing Production marketing Wholesale marketing Retail marketing Industrial marketing Consumer marketing This classification distinguishes marketing according to the stages of the reproduction cycle: production - circulation - consumption

Slide 10

This view is based on the fact that the marketing process in industrial enterprises is practically the same, it goes through the same stages: market research, product conception and design, product production and commercialization process, mass production, establishment of a sales and after-sales service system and feedback from by the consumer. In this case, the type of goods produced does not matter.

Slide 11

The manufacturer will produce exactly as many goods as ordered, the order book is formed in advance. The manufacturer tries to sell all its products in large quantities as possible to large buyers - wholesale or end. For this, there are special systems of large-volume discounts. For almost all enterprises, the Poreto rule is true, that 80% of manufactured products are shipped by 20% of buyers, that is, 80% of products are sold in large wholesale. With the transfer of goods from a manufacturer to an intermediary, industrial marketing moves into wholesale marketing.

Slide 12

Wholesale trade is the next link after the production and distribution process and aims to break down the volumes offered for purchase into smaller ones. Trade does not have the ability to change the quality of a product, since it does not produce it. The workers in the sphere of circulation can only offer the buyer services related to packaging of goods, delivery and other types of after-sales services. The purpose of marketing in the field of circulation is to bring to the intermediate wholesale buyer the goods of the required quality obtained in the production process, and to provide him with additional services to facilitate the process of transportation and consumption.

Slide 13

At the last stage - the sale of goods to the final retail consumer - the principles and methods of consumer marketing are used. Thus, this classification distinguishes marketing according to the stages of the reproduction cycle: production - circulation - consumption.

Slide 14

Division of marketing depending on the type of buyer (purpose of purchase)

Criteria for classification - types of buyer Marketing Wholesale Marketing Retail Marketing Industrial Marketing Consumer Marketing

Slide 15

The ultimate goal of marketing is to meet customer needs and preferences; all buyers are divided into wholesale and retail; if the buyer is retail and the purpose of the purchase is personal consumption, then there is consumer marketing. If the buyer is wholesale and the purpose of the purchase is production consumption or resale, then industrial marketing takes place; Marketing is mainly about working with the consumer; The industrial marketing system includes relations between all companies on the market (industrial and trading companies, construction and transport organizations, etc.), if the purpose of establishing relations is the wholesale purchase of goods for the purpose of further sale or for industrial use. Consumer marketing encompasses the relationship of sellers with specific private consumers making a purchase for personal consumption, that is, the relationship of retail.

Slide 16

Service marketing is the process of developing, promoting and implementing services, focused on identifying the specific needs of customers

"MURMANSK STATE TECHNICAL UNIVERSITY"

FACULTY OF CORRESPONDENCE-SOCIAL-ECONOMIC
EDUCATION

Department of Management, Commerce,

marketing and advertising

Coursework by discipline:

Marketing in industries and fields of activity

Topic: Service Marketing

4th year student of extramural-accelerated form of study

Specialty: Marketing

Student no. ticket Mar08zu-579

Somryakova Natalia Vladimirovna

Teacher: Savin I.F.
Date of delivery to the dean's office: 10/26/2011

Murmansk. 2011

Content
Introduction …………………………………………………………… .3 page
Chapter 1
1.1. The main provisions of marketing services and its features ... .4 p
1.2. Competition of services and their distinctive features ……………… .10 page
1.3. Communications in the field of marketing services: advertising, PR ......... page 14
Chapter 2
2.1.Characteristics of the enterprise OJSC "Electro" ……………… ..21 p.
2.2. The structure of the enterprise. Marketing department …………………… 22 pages
CHAPTER 3
3.1. Analysis of marketing activities. Factors that reduce the effectiveness of the marketing department ………………………… .26 pages
3.2. Ways of improving marketing in the enterprise ..................... 29 p.
Conclusion ……………………………………… ………………… ..32 p.
List of used literature ………………………………… 35 pages
Appendix ……………………………………… ………………… .36 pages

Introduction

The urgency of this problem is currently due to the fact that in Russia the marketing of services is poorly developed, however, the service market is rapidly expanding and developing, which determines the prospects of this industry .. The introduction of more and more advanced technologies and modernized service systems into the service processes, contribute to the exit of companies to new sectoral and regional service markets.
In the service sector, the success of marketing depends on many aspects of the business - both on a clear organization of production and on competent work with personnel.
Further in the work will be given a definition of service and marketing of services, but it should be noted that the difficulty of finding the definition of "service" is that the service researcher is dealing with a flexible object, the boundaries of which vary depending on the desires of the provider and consumer of the service.
The purpose of the research in this paper is to study the features of service marketing.
The object of research in this work is marketing in the service sector, i.e. we consider marketing in terms of its manifestations and significance in the service sector.
The subject of the research was the features of the service sector and, as a consequence, the features of marketing in the service sector.
Research objectives:

Analysis of scientific literature on the research problem

Study the marketing system of services in a pilot enterprise

Develop recommendations for the application of service marketing in the enterprise

Chapter I.

1.1. The main provisions of marketing services and its features

Service Marketing unlike marketing in industry and trade, it has its own distinctive features, which allows us to consider the service sector as an independent direction in the product market. The service sector is characterized by certain methods of their formation, planning, development, which allows service enterprises to solve their current and future tasks, to develop new markets and create a new type of service in accordance with the growing market requirements.
To date, several centers for the study of marketing services have developed, several monographs and collective works of domestic researchers have been published. Over the years of research on this issue, various models of service marketing have been proposed. These include:

Bury Service Sector Marketing Model(Annex 1)

According to Beri, the service organization must also carry out a third type of marketing - interaction marketing or relationship marketing (interactive marketing). Such marketing should be carried out by the service provider in direct contact with the customer. Thus, the marketing model of an organization should include three types of marketing.

Model D. Ratmel ( D. Ratmel's service marketing concept) (Appendix 2)

Ratmel's model shows that in the manufacturing sector it is possible to distinguish at least three, albeit related, but completely independent processes: 1) the process of production of goods; 2) the process of marketing these products; and 3) the process of consuming these goods

F. Kotler's Triangular Service Marketing Model(Appendix 3)

"Server" - a model of marketing services by P. Eiglie and E. Langeard(Appendix 4)

It focuses the attention of marketers on the part visible to the consumer, which includes the material environment where the service takes place, the personnel providing the services, and other consumers of the same service. At the same time, the internal system of the organization, which is a set of methods and technologies of service, remains unattended. According to the logic of this model, the marketing manager, in addition to the traditional marketing strategies used in the manufacturing sector (product, price, communications, distribution channels), must think over and plan three additional strategies.

"4P" -model D. McCarthy and "7P" -model M. Bitner(Appendix 5)

In recent years, the service sector in Russia has grown significantly, which is associated with both the complication of production and the saturation of the market with consumer goods.
However, service firms tend to lag behind manufacturing firms in the practical use of marketing. Some service firms are small in size (shoe repair shops, hairdressers), and marketing seems to them to be expensive and incongruous with their activities. There are also service organizations (law firms and accounting firms) that find it unethical to use marketing. Some service businesses have been so popular in the past that, until recently, they did not feel the need for marketing.
Airlines were among the first in the service industry to study their customers and competitors and take positive action to make air travel less burdensome and more enjoyable. Banks have become another area of activity where marketing has spread over a relatively short period of time.
One of the conditions for the development of various kinds of services is the economic growth of the state, but it does not allow meeting the growing material needs of the population in full. Currently, new approaches to the creation of new types of services have been formed.
The most common foreign and domestic service classifications:

World Trade Association classification

International Standard Industrial Classification (ISIC)

Organization for Economic Cooperation and Development classification

All-Russian classifier of services

The actions that today, according to statistics, belong to the class of services, are quite diverse. They are aimed at different objects, have different target audience, sensitivity to promotion, price elasticity of demand, differ in the degree of tangibility, transport and storage possibilities. The performance of some services depends to a large extent on the use of technological developments and inventions, while others depend on the talent and skill of the person who provides the service, and so on. Existing classifications capture services as they emerge, but do not offer the ability to categorize them by type.
The availability of various types of services in the field of production and circulation allows them to be classified into five groups:

Manufacturing services - engineering, leasing, customer service for the repair of equipment and various equipment.

Distribution services - in trade (for the purchase and sale of vapors), transport services and communications;

Consumer services (the most widespread) - for tourism, utilities, related to the household;

Public services - television, radio broadcasting, education, health care and culture;

Professional services - banking, insurance, financial, consulting, advertising, etc.

Also, services are classified in the field of material and non-material production.
Material services production associated with a change in the state of materials, industrial products, which are sold at the request of consumers. They are most often found in the field of circulation. This is the provision of various services to consumers for cutting metal, cutting roll paper, bottling liquid chemicals and edible oils, etc.
Intangible services differ from production in the following features: intangibility, the continuity of the production of services from consumption, heterogeneity or change in quality and the inability of services to store.
Service marketing provides benefits and benefits to the client, defines the target market and the promotion of services to this market. At the same time, it is rather difficult to determine the benefit from the service. It can only be determined by a client who has used one or another type of service. the main objective service marketing is to help the client evaluate certain services and make the right choice for themselves. To achieve this goal, it is necessary to define the distinctive features of service marketing.
Distinctive characteristics of services in marketing theory:
1. Intangibility(the service cannot be evaluated through tangible channels, this makes it difficult to perceive the service, it must be materialized and visualized)
In this regard, service consumers are very sensitive to the presence of tangible elements in service products that help assess the potential quality of service. These elements include: the appearance of the company's office; interior decoration; availability and types of technological equipment; the level of used office equipment and consumables; communication systems; the appearance of company leaders and its employees; the contingent of customers already using the services of this company. These and other tangible elements of service products can have a beneficial effect on new potential customers and thus become tools for marketing technologies aimed at obtaining additional competitive advantages.
In solving problems related to the intangibility of services, tools of psychological influence on target markets, expressed in the ability of service organizations, are no less important as well: to create a unique image of their company and the service products it provides; maintain the business reputation of the company and the authority of the service product trademark at a decent level; to form channels for the dissemination of positive information about customer satisfaction "by word of mouth" and through opinion leaders, etc.
The use of both tool groups is ultimately aimed at increasing the degree of confidence of consumers of services in the service organization that provides them.
2. Inseparability from the source producing system (the service cannot be separated from the producing system, the service will not take place without the producing system)
A consequence of this specific feature of services is that the quality of service products is directly dependent on: the nature and level of interaction between the personnel of the service company and its customers, as well as various groups of employees with each other; from other persons actively involved in the service process or passively observing it; on the ability of staff at a fixed time, and sometimes immediately respond to customer requests in the process of servicing them, and, if necessary, make adjustments to this process.
3. Non-preservation(cannot be stocked - problems in time, peak demand and idle capacity during low demand, the solution to the problem is demand forecasting)
4. Variability of quality(depends on the level of training and condition of the service personnel and consumption, the difficulty of maintaining quality at a stable level, the method of struggle is the formation of internal standards, motivation, personnel training)
5. No transfer of ownership
6... Inseparability, both from the producing and the consuming system
7. Services are fluctuating (demand fluctuations)
There are two main approaches to solving these problems, which directly affect the state of competitiveness of service organizations. First, it is an increase in the flexibility of service technologies, which allows them to be "adjusted" to the ongoing changes in the demand for the services provided. This approach requires an understanding of the principles underlying the selected work technologies and what limits the possibilities for their effective application. Secondly, these are measures aimed at smoothing and correcting the fluctuations in demand themselves.
The development of a demand management strategy should begin with the study and analysis of the factors influencing its fluctuations. In this case, the most important parts of this analysis are: determining the nature of the fluctuations in demand (random or predictable); identification of cyclicality in fluctuations in demand; establishing the reasons causing changes in the level of demand (natural and climatic, cultural, social, socio-economic, etc.).
Any of the elements of the marketing formula can act as a demand stimulator during periods when the technological capacities of a service organization are idle and, on the contrary, act as a brake on demand during peak loads. Price is usually the first of these elements to balance supply and demand. Theaters often give morning performances, on weekends, based on the availability of free time for potential spectators, and shopping centers during periods of low demand increasingly offer a number of purchases, for example, washing machines and other household appliances, by phone, with subsequent delivery, installation, design and settlements at the location of the buyer. Equalization of demand can also be achieved through communication efforts. A similar problem is also solved by the information of postal workers about sending New Year and other greetings in advance or the proposals of car service companies for the prompt carrying out of routine maintenance in unloaded periods.
8. The contract for the production of a service is usually direct
9. The client is often involved in the production of services
10. The service cannot be demonstrated (seen)
Knowledge of these features of marketing services allows you to develop an appropriate marketing policy to promote the service and fight competitors.

1.2. Service Marketing Competition

Of great importance in the study of marketing services is the study of competition in the service sector, its types, features, impact on the activities of the enterprise.
In the sphere of production and services on the product market, there are specific, functional and marketing competition.
Species competition- this is when services are mostly of the same type or close to each other in terms of quality characteristics or properties.
Functional competition means that the need for services is met in different ways. For example, the need forcommunication services can be satisfied with the sufficient development of these types of communications. So, at present, various types of communication are competing on the market, each of which is aimed at making a profit.
Marketing competition differs only in the difference between the enterprises of the service sector. It is widely used in various market structures and industries.
There are characteristic features of competition in the service sector that distinguish it from competition in the product market:

it does not require significant costs, therefore the level of competition in the service sector is quite high;

it can be priced or non-priced.

At the heart of price competition prices for services are accepted and with the help of prices it is possible to reduce or increase the level of competition in the service market.
At non-price competition the indicator of the quality of the services provided is taken as a basis. A quality score can be used to gain a competitive edge in the competition. However, in case of non-price competition, one cannot do without attracting additional costs, which are mainly associated with the remuneration of a highly qualified specialist.
Competition in the service sector is aimed at image enhancement a service enterprise that acts among others with the aim of capturing consumer demand for services. The image of a service company includes the quality of the services provided, their range, price, guarantee, advertising and incentive methods. At the same time, maintaining the image requires constant monitoring of the quality of services, the introduction of a culture for the provision of various types of services.
Like the market for goods, the market for services is also characterized by wide penetration of new competitors in the service sector. Success accompanies those service companies that expand the range of services provided by developing their own competitive strategy.
In the competitive struggle of service enterprises, the one who provides similar services while reducing costs succeeds. At the same time, strategies of leadership, differentiation and concentration of services are used in one or several market segments:

Leadership strategy can be realized by reducing the costs of the enterprise, which allows setting prices for services. This will become possible in the case when the enterprise will occupy a significant share of services using fairly cheap raw materials and energy resources. At the same time, a guarantee is provided that new competitors will not enter the market. The most effective leadership strategy can be for enterprises providing transport services, communication services, as well as a wide range of production services provided at the enterprises of production and intermediary organizations.

Service differentiation strategy, different from the services provided by other enterprises, can be implemented in cases where the enterprise pre-conducts extensive marketing research, has sufficient popularity in the service market and uses high-quality raw materials and materials. Such enterprises are popular with consumers, so a slight increase in the price of services does not have a significant impact. For example, these include the services of general education enterprises that achieve good results by attracting highly qualified specialists.

The service market can also use concentration strategies. In this case, service enterprises concentrate their activities on a separate or several market segments. They achieve good results primarily by reducing the cost of providing services and the gained image in a specific market segment.

Consider the existing methods for assessing the competitiveness of services, which are widely represented in domestic and foreign literature.
The most important factor in competitiveness is the consumption of goods. Meanwhile, prices for services do not have a decisive influence, with the exception of prices set for the provision of production services (repair of cars, household appliances, etc.). For assessing the competitiveness of services apply qualitative and quantitative assessment methods:

For quantitative evaluation of services the most acceptable is a generalized indicator that quantitatively characterizes any service. Such a performance indicator can express, say, a quantitative characteristic of services, an index of service delivery, a score ratio, a share of services, etc.

For quality service evaluation, qualitative indicators are used, for example, a scoring system is adopted for comparing various types of services. In this case, an expert method is applied,

which has been widely developed in the practice of marketing research.

Quantitative and qualitative assessments are equally, but from different points of view they assess the service and its characteristics. These methods are often used by marketers when analyzing the activities of the company.
To assess the competitiveness of a particular service, it is necessary to select the most characteristic indicators for a particular type of service. Then, a score is given for each of the indicators. The highest amount of points will correspond to the most competitive service.More accurate methods for assessing the competitiveness of services include method of engineering forecasting, which is carried out in several stages.
At the first stage, the requirements of consumers for a specific service are formed and indicators are established that are subject to assessment. At the second stage, the indicators are ranked from the point of view of consumers according to the degree of their importance.
At the third stage, the selected indicators are assessed for each of the competing services or for a group of services provided by each of the main competitors. Estimates are presented either in natural units or in shares, indices or specific weights.
At the fourth stage, a reference is selected for comparison. The basis for the benchmark can be the choice of indicators for any of the compared services and enterprises.
At the fifth stage, sequential comparisons of each of the competitors' indicators with the same indicator of the reference sample are made. As a result, it is revealed how each of the indicators differs from the same indicator of competitors. Further, the indices of indicators are calculated, which can be greater or less than 1 and are dimensionless.

No less important in the study of marketing in the service sector is a communication policy that works directly with consumers, studying their desires and needs and forms a positive image of the enterprise.
Communication policy in the service sector is an integral part of the marketing communications system. Its main tool is advertising, sales promotion, public relations, service policy, direct and personal sales. The communication policy is aimed at enhancing the sales process, creating demand for goods and services, increasing efficiency in the field of trade and services. An effective communication policy and marketing of any enterprise ensures its successful operation and survival in a competitive environment.
In the service sector, taking into account their specificity and social orientation, it is possible to distinguish two aspects of communication :
1) social and psychological characteristics of communication in the market
services, that is, how to form the communication policy of the enterprise in order to more effectively influence the consumer.
2) the complexity of social processes in the service market, which can be attributed to both consumers and competitors.
For a more complete understanding of possible communications in the service sector, it is most convenient to present all its elements in the form of a table.
Elements of the marketing communications system are presented in Fig. 1.

LECTURES ON THE DISCIPLINE "MARKETING MANAGEMENT BY INDUSTRIES"

TOPIC 1: "Essence and general concepts"

Marketing management - this is the purposeful activity of a company to regulate its products on the market, through planning, organizing accounting, control, taking into account the influence of the market and competition in order to achieve profit and efficiency of its activities.

Subject of management Is the activity of a specific campaign owner.

Object is the research, expert and analytical activities of the company to choose a competitive position in the market, where the company acts with its goods, advertising and pricing policy, etc., taking into account all external and internal environmental factors.

Marketing management technology - it is the entire set of expert - analytical and methodological tools for the analysis and detection of threats and complications from competitors. This also includes making marketing decisions for planning, determining strategies, i.e. to promote the company in the market.

The purpose of marketing management - obtaining effective profit and efficiency of the entity in the market. Marketing management objectives are realized through management functions.

Control functions - these are isolated types of management activities. Each function is implemented by a set of tasks.

Main functions:

1. Marketing planning

2. Organization, implementation of marketing strategies and marketing programs.

3. Accounting and control of marketing activities

4. Expert tracking and regulation of the company's behavior in the market.

Marketing Management Principles - these are the rules arising from the objective economic laws of the market development, its competition under conditions of risk and uncertainty.

Marketing management techniques - they are ways to manage marketing activities. These include: marketing space research; relationship management in marketing, assessment of management decisions, etc. All this forms a single system.

Marketing management structure - consolidates the forms of division of labor, establishes connections between the elements of the entire system. The elements are managers and employees of the firm, specializing in marketing activities, a form of organization of management policy.

Each element has its own function:

1 by market analysis

2 to develop a strategy defining action goals by product or by geographic segment.

The marketing management process is a set of sequential actions to achieve goals. It is characterized in terms of process organization and process technology.

Process technology includes:

1. Collecting and analyzing information about the behavior of the market and competitors

2. Positioning of dynamic processes in the market

3. Modeling of psychological reactions of behavior. A feature of this process is its cyclical nature, regardless of the level of decision-making.

Basic concepts of marketing management

Features and types of management.

The features of management include the probable nature of a large number of specific moments of the firm's activities that need to be measured and predicted. For this, special methods are used and they are especially processed. A feature is the presence of a risky situation. It requires an assessment and determination of ways to overcome it. This is where the program of preferences and predictive behavior is built. The balance is between risk and reward. There are also management features associated with:

ü Assessment of the psychological reactions of the buyer

ü Modeling measures of psychological orientation and persuasion

ü Determination of the boundaries of psychological protection

In management, depending on the behavior of the firm, they distinguish between strategy and management tactics.

Strategy - This is the choice and tracking of the general directions of the company's behavior in the market in the future, taking into account the specific values of the company. Reflective behavior in the market is determined depending on the behavior of competitors, political events, economic situation, etc., allows you to adjust your own strategic management decisions to achieve great results.

The management strategy includes:

ü Development of forecasts of the company's behavior

ü Creation of a strategic action plan

Usually, developing strategies is quite expensive and requires high professionalism. Management strategy is closely related to the concept of corporate strategy.

Corporate strategy - is developed on the basis of problems (threats), resources of the organization, goals of the organization.

Scheme "Marketing Management Strategy"

Topic 2: “Opportunities and Threats of the Market Environment”.

Each campaign should consider the possibility of the following factors influencing the market:

1. Demographic factor

2. Social and cultural values

3. Economic factors

4. Technological factors

5. Government Legislation and Regulatory Actions

6. Competition

All of these factors can create new opportunities or lead to the renewal of mature markets. For example : the US population is aging, and the population in Asia is predominantly young - this is leading to increased opportunities for campaigns such as McDonald's and Coca-Cola.

Marketing management tactics includes specific methods of marketing activities, providing for a specific account of the price opportunities of the market, its financial capabilities, the choice of the target segment, 4P, budget, implementation of activities and control. Management tactics are associated with a system of operations that are carried out in a foreseeable period of time. Depending on the level of solutions, there are:

1. Marketing management at the senior management level

2. At the level of middle management.

Senior management decisions provide long-term direction for various organizations, regarding markets and consumers, and the products that will be produced, i.e. in which areas of the business to work and how to allocate resources between industries.

Depending on the area of marketing management, there are:

ü Product portfolio management

ü Service process management

ü Product promotion management

Product portfolio management gives answers to the questions: what products to offer to the market, and what markets to serve.

Level

guides

Control levels

Positions of performers

Executive Director

Chief Accountant

VP of Marketing

Other Vice Presidents

Marketing managers

Product manager

Sales managers

Customer Service Managers

Types of decisions made

Selecting target markets

Choice of product strategies

Selecting goals for each product

Resource allocation strategy

Product development

Product promotion

Sales and distribution

Customer service

Portfolio models and product planning

From a marketing management perspective, portfolio models help managers plan resource allocations and adjust production line expectations and goals.

Types of portfolio models:

Objectives: Strengthen positions through brand image or supplier loyalty. This market is attractive and there are many new competitors. "stars"

2. Challenge the leader.

Objective: Increase market share. "Difficult children"

3. Generator of funds.

Purpose: managing income with little or little return on investment. This is a common target for milking cows.

4. Finding a niche - when the market is attractive, but the product has little ability to achieve a larger market share.

Purpose: finding a profitable niche in the market. The firm focuses on a small segment where customers have similar needs

5. “Harvesting” or disposal - This refers to items that are categorized as “dogs” that cannot find profitable segments but still require certain resources and are candidates for removal. Removal means that the firm leaves the market immediately.

6. Application and limitation - portfolio models can provide the firm with the correct approach to the allocation of resources and setting goals for goods, products. According to them, the categories of "stars" and "difficult children" are aligned with the goals of obtaining the corresponding market share, and "milk cows" and "dogs" are focused on making a profit.

In any portfolio, a balance of funds must be achieved, i.e. there should be enough "milked cows" and "dogs" in it. To finance "stars" and "troubled children", the firm can also generate funds through a loan. Portfolio models assume that all funds from the milking cows can be fully utilized due to their strong market position. Portfolio models indicate that resources must be invested in star and difficult child products and products to expand market share.

7. Product development - involves the development and offering of new products for existing markets with the aim of:

ü Satisfy the needs and desires of the client

ü Meet new competitive offers

ü Take advantage of new technology

ü Meet the needs of specific market segments.

8 Vertical integration - performed when the firm becomes its own supplier (backward integration) or its own intermediary (forward integration).

Topic 3: “Growth Strategies for New Markets”.

By examining the forces of the environment and sales trends, it can be concluded that growth, sales stability and profitability in current markets will not be satisfied in the future. This conclusion leads the firm to seek new markets with new opportunities. To enter new markets, marketing management involves:

1. market development

2.expansion of the market

3.diversification

4.strategic alliances

Growth strategies for new markets.

Geographic new

New areas products

resources

3 new features

1 2

position

1 - strategic alliance

2 - market expansion strategy

3 - diversification strategy

4 - market development strategy

Market development.

This strategy represents an effort to introduce existing products to new markets. It is used when it is difficult to achieve an increase in market share, since it is already high, or the competitors are very strong. It is realized by finding new ways to use the product.

Market expansion.

This strategy implies the promotion of the company to new geographic regions. First, the firm becomes a regional competitor, and then moves to another territory of the country. In the business world, companies are more likely to expand their markets internationally. This can be done at three levels, each of which is subject to its own strategy:

ü regional

ü transnational

ü global

At regional strategy the campaign controls its resources and efforts in one or two territories. For example: Fiat was initially concentrated in Europe and Latin America.

With a transnational strategy it is expected to enter a number of transnational markets, including the markets of Europe, Asia and America.

Global strategy applies when an organization operates in a large number of markets, but with a single set of strategic principles. She considers the entire world market as a whole.

Diversification Is a strategy that operates with new products and new markets. It is chosen when one or more of the conditions exist:

1. No other growth opportunities can be found in existing markets for existing products.

2. The firm has unstable sales and incomes due to the fact that it operates in markets that are characterized by the instability of the external economic environment.

3. The firm wants to make the most of its strengths.

Strategic alliances

ü Access to the sales network and distribution

ü New product technology

ü Production facilities and technologies.

Topic 4: "Consolidation Strategies".

Beginning in the 1980s, many large firms began abandoning growth strategies and pursuing consolidation strategies.

Consolidation types:

1. Shrinking the market.

2. Cutting the product line.

3. Diversification (counter-diversification).

Shrinking the market- a strategy that is the opposite of a market development strategy: the firm reduces the presence of existing products by recalling them from weakening markets.

This strategy is used when the firm's buyers in different markets fluctuate greatly. For example: many retailers decide to concentrate their efforts on only a few regions of the country.

Reducing the product line- it consists in reducing the amount of product offered to the market by the company, is the opposite of the product development strategy and is used when the company decides that certain market segments are small or costly and it is not realistic to continue serving them.

Divestment- when a firm sells part of its business to another organization. This usually means that the firm leaves a certain market and reduces the production line of the product.

This strategy is the opposite of the diversification strategy. It is used when they find out that a certain type of business does not meet the requirements of the company and its goals. It is also used when a diversification strategy has failed. In other cases, companies use this strategy to make better use of their resources. For example: companyShelldecided to sell its coal mines in order to concentrate its efforts on oil and gas. The reason for this is that activities in this area require huge investments, while the company's management is convinced that such funds can be more effectively used in other areas.

Depending on the assessment of competitiveness and market attractiveness, there are:

Strong

Moderate,

· Weak competitors.

Their product policy is based on various indicators of market attractiveness. A top manager must assess the level of competitiveness of his products in relation to competitors' products and assess the attractiveness of markets for them. It is necessary to identify the competitive advantages and disadvantages of their products in order to develop appropriate marketing management programs.

The main indicators of competitiveness can be represented by information obtained from the analysis of answers to the questions:

1. Does our market share offer a broad customer base?

2. Are we professional enough to compete?

3. Are our equipment and production facilities up-to-date and efficient?

4. Do we have the technology in order to maintain a competitive level of innovation and ensure product development?

5. Have customers built a positive image of our products?

6. Does our cost structure allow us to remain price competitive while maintaining profitability?

7. Is our distribution network well distributed?

8. Do we have the necessary staff of qualified sales and customer service personnel?

9. Do we have reliable and stable suppliers?

Market attractiveness indicators are assessed by answers to the following questions:

1. Is the growth rate of the production of this product high?

2. Is the market big enough to support many competitors?

3. Are industrial sales subject to cyclical, seasonal, or other fluctuations?

4. Is the aging rate of the product high?

5. Does government regulation stifle entrepreneurial activity or create unsustainable business situations?

6. Is the demand for manufactured goods very low relative to production capacity?

7. Is there a risk of shortage of raw materials or components?

8. Is there a large number of financially strong competitors operating in the market?

9. Are relatively few shoppers making a disproportionate percentage of purchases that could lead to our dependence on them?

10. Does our overall business have good profit potential?

Topic 5: "The system of marketing management principles"

The modern market and market relations require an increase in the efficiency of the company's management. The application of management principles enables the company to achieve its goals and objectives in an optimal way. In addition, internal communications and interactions of structural units and departments of the company are optimized, since these principles act as a common unifying basis. They function according to universal rules, which are followed by both the staff and the manager.

Matrix of principles

Management risk	Delegation of authority	Professionalism of management	Information sufficiency	Self-assessment and self-regulation
Organizational behavior	Organizational regulation	Control	Compliance of management with the level of development of the team	Reflective behavior
Instrumental security of management	Restructuring analysis	One-man management and collegiality	Expert tracking of information sufficiency	Equal partnership
Entrepreneurial risk	Organizational design	Centralization and decentralization	Agreeing on the goals of the organization	Competitive advantage
Formation of consumer preferences	Reflective behavior in the context of managerial communications	Profitability and efficiency	Material and moral incentives	Free enterprise

Topic 6: "Basics of building a system of marketing management principles."

The variety of types of environments and the features of the manifestation of the marketing efforts of the company force us to consider the system of principles on 3 grounds associated with the class of decision-making in the field of marketing management.

The whole system can be divided into 3 groups:

1. Value-based:

2. Conceptual and regulatory:

4.1 Information sufficiency

4.2 Compliance of management with the level of development of the team

4.3 Expert tracking of information sufficiency

4.4 Agreeing on the goals of the organization

4.5 Material and moral incentives

3. Tactical analysis and design:

2.1 Delegation of authority

2.2 Organizational regulation

2.3 Restructuring Analysis

2.4 Organizational design

2.5 Reflective behavior in the context of managerial communications

3.1 Professionalism of management

3.2 Control

3.3 One-man management and collegiality

3.4 Centralization and Decentralization

3.5 Profitability and efficiency

The first two groups of principles serve the class of conceptual and strategic decisions, such as market segmentation, formation of product portfolios.

The third group provides for the adjustment of the firm's behavior depending on the real situation, an increase in market share, etc.

Each group is subdivided into subgroups. Thus, value-oriented ones include the rules that determine the situational activity of the firm in the market, plus the principles that clarify the strategy and goals of behavior.

The principles that determine and situationally regulate the activities of the firm in the market include:

1.1 Management risk

1.2 Organizational behavior

1.3 Instrumentation management

1.4 Entrepreneurial risk

1.5 Formation of consumer preferences

The principles that clarify the strategies and goals of behavior include:

5.1 Self-assessment and self-regulation

5.2 Reflective behavior

5.3 Equal partnership

5.4 Competitive advantage

A feature of these two subgroups is the ability to redefine the principles that assess the situation and regulate it in a specific market environment. Refinement of strategic goals and development of companies' development programs through comparison of data obtained by research of the internal and external environment, fixing changes, comparing data.

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