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

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The purpose of the workshop

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

Program

1. Opportunities for conquering the market in modern Russia

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

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

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

3. Creation of conditions for conquering the market

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

4. Ways to capture the market

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

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

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

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

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

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

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

5. Criteria for achieving business success

Additional Information

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

Let's approach the problem from the other side and ask ourselves the question of how the firm should react to price changes undertaken by one of the competitors. For this, one should think about it. 1) Why did the competitor change the price - to conquer the market, use underutilized production capacity, compensate for changed costs, or to initiate price changes in the industry as a whole 2) Does the competitor plan to change prices temporarily or forever 3) What will happen to the market share of the company and its income if it does not retaliate Are other firms going to retaliate 4) What the competitor and other firms might respond to to each possible response

Section III of the Law sets out the main provisions of voluntary certification. Voluntary certification has the right 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 conformity mark. Mandatory certification bodies also have the right to conduct voluntary certification subject to the specified conditions. Voluntary certification is carried out for the purpose of self-promotion in order to conquer sales markets and increase consumer demand. The range of indicators and test methods for voluntary certification are determined only by the terms of the contract.

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

As we noted above, the sale of goods at discounted prices - good way conquering the market, but lower prices should not be based solely on the dynamics of the cost price. This may increase the market share, 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 the volume of demand on the price. Imagine a situation where L Ltd. reduces prices based on a reduction in production costs, and competitors do not support this reduction. Market share of L Ltd. (in volume terms) may increase, but the gain from such an increase may be lost due to an unjustified understatement of the price in comparison with the market price and, consequently, loss of profit.

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

If there is strong competition in the market and a large number of goods of the same quality, then the enterprise usually sets lower prices to conquer the market, sometimes even below full cost. If the company's products are completely new and to some extent unique, then when setting the price, there is no need to take into account the 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 generate customer demand. And in this case, it is necessary to establish rather flexible prices for products. Among the internal factors, the most important is the cost price. Therefore, when forming prices, the amount of costs 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 of the costs associated with capital investments (long-term investments), calculated for a long period.

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

The WEG model (see Figure 1) shows that a balance must be struck between growth, development and profit. In the interests of growth, market conquest, it is often necessary to sacrifice profits. From the point of view of long-term provision of profit, it is impossible to fully exhaust it from available sources in the short term. For example, despite the higher quality of the product, you can set a lower price than is currently reasonable in order to break away from the competition. From the profits that would otherwise be at our disposal, new research projects and developments are financed. In trading, sales are carried out at special prices in order to firmly stand in this market, despite the rejection of high amounts of coverage, since the growth in sales during the period of such promotions is not large enough to fully compensate for the decline in prices and decrease in profits.

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

Overpricing is the most common policy in today's environment. It is designed to generate sustainable profits already at the first stage of product implementation and is applied to consumer goods. The underpricing policy is most often used to conquer the markets for industrial semi-finished products and components.

Large-scale market conquest

The broad marketing strategy (wide penetration) assumes a low price for a new product and high advertising and sales costs, contributes to the rapid penetration and conquest of the market. It is associated with the maximum risk of the enterprise, since in case of failure, the enterprise's losses will be the largest. The practical implementation of this strategy may be justified if the following factors are present in a given product market market capacity large consumers are not sufficiently aware of the advantages of a new product or do not know about it at all consumers are not ready to purchase a product at a high price there are competing products, the level of competition is high costs production of a new product can be significantly reduced with an increase in production volumes.

Patient firms target a narrow segment of the market and meet needs shaped by fashion, advertising and other media. They act at the stages of growth in output and at the same time at the stage of declining inventive activity. The requirements for the quality and volume of products from these firms are associated with the problems of conquering markets. It becomes necessary to make decisions on the conduct or termination of development, on the advisability of selling and buying licenses, etc. These firms are profitable. At the same time, there is a possibility of making the wrong decision, leading to a crisis. In such firms, the position of a permanent innovation manager is advisable, designed to secure their activities.

A good agency was found, through which it was supposed to enter the market for professional police binoculars, and negotiations began. Simultaneously Russian firm it was proposed to make a small modification of the device to conquer the nautical sports market.

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

The small factory produced an incredible amount of khaki fabrics, and this unexpected rise put it in the most favorable conditions after the end of the war to conquer markets.

The success of the "Model B" was assured, but not enough to justify its increased price. A random record and advertising are not enough for a lasting market conquest. The real thing is not the same as sports. You need business ethics.

When deciding whether a competitor is in 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, later after conquering the market, it reaches a significant value

Market conquest with high quality goods

Example of the Standard Kogyo Company. The company made radios, tape recorders and amplifiers. In 1970, her sales increased to 10 billion yen, while she purchased all the components. The company's policy in conquering the market was to purchase high-quality components and sell its products at extremely low prices. The company did not have a strong underlying technology and was not a leader in the development new products.

At the same time, both a newly created and a functioning enterprise need a long-term market conquest. It is important to consider here how sales, profits and the potential for growth 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 definition of its own niche, its sphere of influence within the internal capabilities (production capacity , technology, personnel qualifications, management skills, etc.), allowing you to form your consumer (see Ch. 27). The success of an enterprise within the sectoral conditions of development depends on how much it is ahead of the industry average in terms of the quality of the output, 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 in this industry and related industries (see Ch. . 23).

T M Any company seeking to conquer the market must realize, I i, that it is not able to serve all customers without exception. There are too many beaters, and their desires and needs are sometimes diametrically opposed. You shouldn't even try to conquer the entire market at once, it is wiser to single out only that part of it that this particular company at this particular time and in this place is able to effectively serve.

According to Koxmetsky (1991), considering the issue of technological innovation requires an analysis of the entire process - from R&D in the laboratory to successful commercialization in the market. Traditionally, the successful commercialization of R&D was taken for granted from a process that began with research, then went through the stages of development, financing, manufacturing, marketing and subsequent expansion into the international market, in which, however, there was no continuous link between researchers, industry and public 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 the means to achieve them, the following marketing strategies are distinguished in the activities of enterprises.

1. The strategy of gaining market share or expanding it to certain indicators. It assumes the achievement of the target indicators of the rate and mass of profit, at which the profitability and efficiency of production are ensured. The conquest of a 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 an environment where all commodity markets have already been divided, possibly only by ousting a competitor from the market.

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

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

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

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

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

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

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

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

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

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

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

Methods for choosing a strategy. Portfolio analysis

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

Market share - market growth matrix

(portfolio analysis)

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

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

The theoretical base of the portfolio analysis model is:

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

2. Concept life cycle product (described earlier).

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Chapter 8 Self-Test Questions

1. What organizes the marketing department at the enterprise?

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

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

4. What constitutes the culture of the enterprise?

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

6. What is a marketing strategy?

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

8. What is the innovation strategy based on?

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

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

Review questions for chapter 8

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

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

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

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

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

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

7. What is a differentiation strategy?

8. What is the diversification strategy based on?

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

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

1.1. The meaning and process of strategic planning:

Organizational mission;

Organizational goals;

Organizational strategies;

Portfolio plan.

1.2. SWOT analysis

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

1.4. Marketing planning.

The meaning and process of strategic planning

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

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

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

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

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

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

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

changes in the external environment.

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

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

Performance

Rice. 1.1. Strategic planning process

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

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

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

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

1. Battlefield

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

2. Who and why?

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

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

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

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

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

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

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

5. Commercial offer

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

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

6. Personal meeting

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

7. Participate in sales

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

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

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

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