Marketing in industries and fields of activity. Ed. Nagapetyantsa N.A. Industry Marketing Management Portfolio Models and Product Planning
LECTURES ON THE DISCIPLINE "MARKETING MANAGEMENT BY INDUSTRY"
TOPIC 1: "Essence and general concepts"
Marketing Management - this is a 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 the research, expert-analytical activity of the company in choosing a competitive position in the market, where the company acts with its product, advertising and pricing policy, etc., takes into account all external and internal environmental factors.
Marketing Management Technology - this is the whole set of expert - analytical and methodological tools for the analysis and detection of threats and complications from competitors. This also includes the adoption of marketing decisions on planning, defining strategies, i.e. to promote the company in the market.
Purpose of marketing management - obtaining effective profit and efficiency of the subject in the market. The goals of marketing management are realized through management functions.
Control functions These are separate 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 market development, its competition under conditions of risk and uncertainty.
Marketing Management Methods - they are ways of managing marketing activities. These include: marketing space research; relationship management in marketing, assessment of managerial decisions, etc. All this forms a single system.
Marketing management structure - fixes the forms of division of labor, establishes links between the elements of the entire system. The elements are managers and employees of the company, specializing in marketing activities, a form of organization of management policy.
Each element performs its function:
1 by market analysis
2 to develop a strategy that defines the goals of actions for a product or a territorial 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.
The process technology includes:
1. Collection and analysis of 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 cyclicality, 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 company'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 risk situation. It requires evaluation and determination of ways to overcome it. It is here that the program of preferences and predictive behavior is built. The balance is between risk and reward. There are also management features associated with:
ü Assessing the psychological reactions of the buyer
ü Modeling measures of psychological orientation and persuasion
ü Determining the boundaries of psychological protection
In management, depending on the behavior of the company, a distinction is made 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 \u200b\u200bof 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, the development of 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 take into account the possibility of the following factors affecting the market:
1. Demographic factor
2. Social and cultural values
3. Economic factors
4. Technological factors
5. Legislation and government regulation
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 mostly young - this leads to an increase in the opportunities for campaigns such as McDonald's and Coca-Cola.
Marketing Management Tactics includes specific methods of marketing activities, providing for a specific consideration 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 is associated with a system of operations that are carried out in a foreseeable period of time. Depending on the level of decisions, there are:
1. Marketing management at the senior management level
2. At the level of middle management.
Top management decisions provide direction to the various organizations in the long term, with regard to markets and consumers, and the products to be produced, i.e. what business areas to work in and how to allocate resources between industries.
Depending on the area of marketing management, there are:
ü Product portfolio management
ü Management of service processes
ü Product promotion management
Product Portfolio Management gives answers to questions: what products to offer to the market, and what markets to serve.
|
Level guides
|
Management levels Performer positions
Executive Director Chief Accountant Vice President of Marketing Other Vice Presidents Marketing Managers Product manager Sales Managers Customer Service Managers |
Decision types
Selecting target markets Choice of product strategies Target selection 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 allocation, adjust production line expectations and goals.
Types of portfolio models:
Objectives: to strengthen the position with the help of brand image or supplier loyalty. This market is attractive and there are many new competitors. "stars"
2. Challenge the leader.
Goal: Increase market share. "difficult kids"
3. Fund generator.
Objective: To manage income with little or minimal re-investment. This is a typical target for "milk cows".
4. Niche search - 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 company focuses on a small segment where buyers have similar needs
5. "Harvest" or Removal - This refers to products categorized as "dogs" that cannot find profitable segments but still require certain resources and are candidates for removal. Deletion means that the firm leaves the market immediately.
6. Application and limitation - portfolio models can provide the firm with the right approach to the allocation of resources and setting goals for goods and products. According to them, the categories "stars" and "problem children" correspond to the goals of obtaining an appropriate 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 “milk cows” and “dogs” in it. To finance the stars and problem children, the firm can also generate funds through a loan. Portfolio models assume that all funds from milk cows can be fully utilized due to their strong market position. Portfolio models indicate that resources should be invested in products and products of the category "stars" and "problem children" in order to expand market share.
7. Product development - involves the development and offer of new products for existing markets in order to:
ü Satisfy the needs and desires of the client
ü Comply with new competitive offers
ü Take advantage of new technology
ü Meet the needs of specific market segments.
8 Vertical integration is performed when a 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 the growth, sales stability and profitability of current markets will not be satisfied in the future. This conclusion leads the firm to search for new markets with new opportunities. To enter new markets, marketing management includes:
1. market development
2. market expansion
3. diversification
4. strategic alliances
Growth strategies for new markets.
Geographic new
New Areas Products
resources
3 new features
1 2
1 - strategic alliance
2 - market expansion strategy
3 - diversification strategy
4 - market development strategy
Market development.
This strategy is 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 competitors are very strong. It is implemented by finding new ways to use the product.
Market expansion.
This strategy involves the promotion of the company in new geographic regions. First, the company becomes a regional competitor, and then moves to another territory of the country. In the business world, companies are more likely to expand 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 originally concentrated in Europe and Latin America.
With a transnational strategy it is planned 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. It considers the entire world market as a whole.
Diversification is a strategy operating with new products and new markets. It is chosen when one or more of the following conditions exist:
1. No other growth opportunities can be found in existing markets for existing products.
2. The company has unstable sales and income due to the fact that it operates in markets that are characterized by instability of the external economic environment.
3. The firm wants to capitalize on its strengths.
Strategic alliances
ü Access to the sales network and distribution
ü New product technology
ü Production capacities and technologies.
Topic 4: Consolidation Strategies.
Beginning in the 1980s, many large firms began to abandon their growth strategy and pursue a consolidation strategy.
Consolidation types:
1. Reducing the market.
2. Reducing the product line.
3. Divestment (counterdiversification).
Market Shrinking- a strategy that is the opposite of a market development strategy: the company reduces the presence of existing products by recalling them from weakening markets.
Use this strategy when the firm's buyers in different markets fluctuate greatly. For example: many retail firms decide to concentrate their efforts on only a few regions of the country.
Product Line Reduction- it consists in reducing the amount of the 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 is withdrawing from a certain market and reducing the product line.
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 in 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 large customer base?
2. Are we professional enough to compete?
3. Are our equipment and production facilities modern and efficient?
4. Do we have the technology to keep innovation competitive and ensure product development?
5. Have customers developed 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 based on the answers to the following questions:
1. Is the production growth rate of this product high?
2. Is the market large 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 discourage 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. Are there many financially strong competitors in the market?
9. Do a relatively small number of customers make a disproportionate percentage of purchases, which can lead to our dependence on them?
10. Does our area of activity generally have good profit potential?
Topic 5: "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 realize the goals and objectives in the optimal mode. In addition, internal communications and interactions between structural divisions 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 |
Management professionalism |
information sufficiency |
Self-evaluation and self-regulation |
|
organizational behavior |
Organizational rationing |
control |
Compliance of management with the level of development of the team |
Reflective behavior |
|
Instrumentation of the manual |
Restructuring analysis |
Unity of command and collegiality |
Expert tracking of information sufficiency |
equal partnership |
|
Entrepreneurial risk |
Organizational Design |
Centralization and decentralization |
Agreements on the goals of the organization |
Competitive advantage |
|
Formation of consumer preferences |
Reflective behavior in terms of managerial communications |
Profitability and efficiency |
Financial and moral incentives |
free enterprise |
Topic 6: "Fundamentals of building a system of marketing management principles."
The variety of types of environments and the peculiarities of the manifestation of the company's marketing efforts force us to consider a system of principles on 3 grounds related to the decision-making class in the field of marketing management.
The whole system can be divided into 3 groups:
1. Value Oriented:
2. Conceptual-regulating:
4.1 Information sufficiency
4.2 Correspondence of management to the level of development of the team
4.3 Expert tracking of information sufficiency
4.4 Agreements on the goals of the organization
4.5Material and moral incentives
3. Tactical analysis and design:
2.1 Delegation of authority
2.2 Organizational rationing
2.3 Restructuring analysis
2.4 Organizational design
2.5 Reflective behavior in terms of managerial communications
3.1 Professionalism of management
3.2 Controls
3.3 Unity of command and collegiality
3.4 Centralization and decentralization
3.5 Profitability and efficiency
The first two groups of principles serve a class of conceptual and strategic decisions, such as market segmentation, the formation of product portfolios.
The third group provides for the adjustment of the company's behavior depending on the real situation, an increase in market share, etc.
Each group is divided into subgroups. So value-oriented include rules that determine the situational activity of the company in the market, plus principles that clarify the strategy and goals of behavior.
The principles that determine and situationally regulate the activities of the company in the market include:
1.1 Management risk
1.2 Organizational behavior
1.3 Instrumentation of the manual
1.4 Entrepreneurial risk
1.5 Formation of consumer preferences
The principles that clarify the strategies and goals of behavior include:
5.1 Self-evaluation and self-regulation
5.2 Reflective behavior
5.3 Equal partnership
5.4 Competitive advantage
A feature of these two subgroups is the possibility of redefining the principles that assess the situation and regulate it in a particular market environment. Refinement of strategic goals and development of programs for the development of companies through a comparison of data obtained by studies of the internal and external environment, fixing changes, comparing data.
"MURMANSK STATE TECHNICAL UNIVERSITY"FACULTY OF CORRESPONDENCE SOCIAL AND ECONOMIC
EDUCATION
- Department of Management, Commerce,
- marketing and advertising
- Marketing in industries and fields of activity
- Topic:Marketing in the service sector
- Specialty: marketing
- student no. ticket mar08zu-579
- Somryakova Natalya Vladimirovna
Date of submission to the dean's office: 26.10.2011
Murmansk.2011
Content
Introduction…………………………………………………………….3 page
Chapter 1
1.1.Basic provisions of marketing services and its features ... .4 page
1.2.Competition of services and their distinctive features……………….10 page
1.3. Communications in the field of marketing services: advertising, PR……… 14 pages
Chapter 2
2.1.Characteristics of the enterprise JSC "Electro"…………… …..21 page
2.2. Structure of the enterprise. Marketing Department……………………22 page
Chapter 3
3.1. Analysis of marketing activities. Factors that reduce the effectiveness of the marketing department………………………….26 page
3.2. Ways to improve marketing in the enterprise……… 29 pages
Conclusion…………………………………………………………..32 page
List of used literature…………………………………35 pages
Application………………………………………………………….36 page
Introduction
The urgency of this problem is currently due to the fact that service marketing in Russia is underdeveloped, however, the service market is rapidly expanding and developing, which makes this industry promising. to new industry and regional service markets.
In the service sector, the success of marketing depends on many aspects of the business - both on the precise organization of production and on competent work with personnel.
Further in the work, the definition of service and marketing of services will be given, however, it should be noted that the difficulty in finding the definition of “service” lies in the fact that the service researcher is dealing with a flexible object, the boundaries of which change depending on the desires of the provider and consumer of the service.
The purpose of the study in this paper is to study the features of marketing services.
The object of study in this paper 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 study was the features of the service sector and, as a result, the features of marketing in the service sector.
Research objectives:
- Analysis of scientific literature on the research problem
To study the service marketing system in a pilot enterprise
Develop recommendations for the use of marketing services in the enterprise
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 commodity 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, develop new markets and create a new type of service in accordance with the growing market requirements.
To date, there have been several centers for the study of service marketing, 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 Organization Marketing Model(Appendix 1)
- Model D. Ratmel ( D. Ratmel's service marketing concept) (Appendix 2)
- Triangular model of service marketing by F. Kotler(Annex 3)
"Servakshn" - a model of marketing services P. Eiglie and E. Langeard(Annex 4)
- "4P" model D. McCarthy and "7P" model M. Bitner(Annex 5)
However, service firms tend to lag behind manufacturing firms in the practical use of marketing. Some service firms are small (shoe repair shops, hairdressers) and marketing seems expensive and incongruous to them. There are also service organizations (law firms and accounting firms) that consider the use of marketing to be unethical. Some service businesses have been so popular in the past that until recently there was no 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 become widespread in a relatively short period of time.
One of the conditions for the development of various types of services is the economic growth of the state, but it does not allow to fully satisfy the growing material needs of the population. Currently, new approaches to the creation of new types of services have been formed.
The most common foreign and domestic classifications of services:
- World Trade Association classification
International Standard Industrial Classification (ISIC)
Organization for Economic Cooperation and Development classification
All-Russian classifier of services
The presence of various types of services in the sphere of production and circulation allows us to classify them into five groups:
- Production services - engineering, leasing, customer service for the repair of equipment and various machinery.
Distribution Services - in trade (for the purchase and sale of vapors), transport services and communications;
Consumer Services (the most massive) - for tourism, utilities, related to the household;
Public services - television, radio broadcasting, education, health and culture;
Professional Services - banking, insurance, financial, consulting, advertising, etc.
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, inseparability of production of services from consumption, heterogeneity or change in quality, and inability of services to be stored.
Service marketing provides value and benefit to the client, determines the target market and the promotion of services to this market. However, it is difficult to determine the benefits of the service. It can only be determined by the client who has used one or another type of service. the main objective Service marketing is about helping the client evaluate certain services and make the right choice for themselves. To achieve this goal, it is necessary to determine the distinctive features of marketing services.
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 design; availability and types of technological equipment; the level of used office equipment and consumables; communication systems; appearance of company executives and employees; a contingent of customers who already use 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 techniques aimed at obtaining additional competitive advantages.
In solving problems related to the intangibility of services, tools of psychological influence on target markets are no less important, expressed in the ability of service organizations: to create a unique image of their company and the service products it provides; to maintain at a decent level the business reputation of the company and the credibility of the trade mark of the service product; to form channels for the dissemination of positive information about satisfying customer requests "by word of mouth" and through leaders of public opinion, etc.
The use of both instrumental groups, ultimately, is aimed at increasing the degree of consumer confidence in the service organization that provides them.
2. Inseparable from the source producing system (the service cannot be separated from the producing system, the service will not take place without the producing system)
The 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 among themselves; from other persons actively involved in the service process or passively observing it; on the ability of the 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. Perishability(cannot be stored - problems in time, peak demand and idle capacity during low demand, problem solving - demand forecasting)
4. Variation in quality(depends on the level of training and the state of the service personnel and consumption, the difficulty in maintaining quality at a stable level, the method of struggle is the formation of internal standards, motivation, staff training)
5. No transfer of ownership
6. Inseparability from both the producing and consuming system
7. Services are fluctuating (fluctuations in demand)
There are two main approaches to solving these problems that directly affect the state of competitiveness of service organizations. Firstly, this is an increase in the flexibility of service technologies, allowing them to “adjust” them to ongoing changes in the demand for the services provided. This approach requires an understanding of what principles underlie the chosen work technologies and what limits the possibility of their effective application. Secondly, these are measures aimed at smoothing and correcting fluctuations in demand themselves.
The development of a demand management strategy should begin with the study and analysis of the factors influencing its fluctuations. At the same time, the most important parts of this analysis are: determining the nature of demand fluctuations (random or predictable); identification of cyclicality in fluctuations in demand; establishing the reasons causing changes in the level of demand (natural-climatic, cultural-social, socio-economic, etc.).
Any of the elements of the marketing formula can play the role of a demand stimulator during periods when the technological capacity of a service organization is idle and, on the contrary, be its brake during peak loads. Price is usually the first of these elements to balance supply and demand. Theaters often put on morning performances on weekends based on the availability of potential viewers, and shopping malls are increasingly offering a range of purchases, such as washing machines and other home appliances, over the phone during periods of low demand, followed by delivery, installation, and decoration. and settlements at the location of the buyer. Demand equalization can also be achieved through communication efforts. A similar problem is also solved by the information of postal workers about sending New Year's and other greetings in advance or the proposals of car service companies for the prompt conduct of routine maintenance during 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 (see)
Knowing these features of service marketing allows you to develop an appropriate marketing policy to promote the service and fight competitors.
1.2. Service Marketing Competition
Of no small importance in the study of service marketing is the study of competition in the service sector, its types, features, impact on the activities of the enterprise.
In the field of production and services in the commodity market, there are specific, functional and marketing competition.
Species competition- this is when services are predominantly 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 satisfied in various 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 compete in the market, each of which is aimed at making a profit.
Marketing Competition
differs only in the difference between service enterprises. 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 commodity market:
- it does not require significant costs, so the level of competition in the service sector is quite high;
it can be price and non-price.
At non-price competition based on the quality of services provided. With the help of a quality indicator, you can gain a competitive advantage in the competition. However, with non-price competition, it is not possible without attracting additional costs, which are mainly related to the remuneration of a highly qualified specialist.
Competition in the service sector is aimed at image enhancement a service enterprise that acts among others in order to win consumer demand for services. The image of a service enterprise includes the quality of the services provided, their range, price, guarantee, promotional activities 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 the wide penetration of new competitors in the service sector. Success accompanies those service enterprises that expand the range of services provided, developing their own competitive strategy.
In the competitive struggle of service enterprises, the one who provides similar services at a lower cost succeeds. At the same time, strategies of leadership, differentiation and concentration of services in one or several market segments are used:
- Leadership Strategy
can be realized by reducing the costs of the enterprise, which allows you to set 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. This ensures that no new competitors 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 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 previously conducts extensive marketing research, has sufficient fame 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 educational 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 single or several market segments. They achieve good results primarily by reducing the cost of providing services and the gained image in a particular market segment.
The most important factor of competitiveness is the consumption of goods. Meanwhile, prices for services do not have a decisive influence, with the exception of prices established in the provision of production services (repair of cars, household appliances, etc.). For assessment of 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 provision, a scoring factor, a share of services, etc.
For quality quality indicators are used to evaluate the service, for example, a scoring system for comparing various types of services is adopted. In this case, the expert method is applied,which has been widely developed in the practice of marketing research.
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 score will correspond to the most competitive service.More accurate methods for assessing the competitiveness of services include engineering forecasting method, which is carried out in several stages.
At the first stage, consumer requirements for a particular service are formed and indicators are set that are subject to evaluation. At the second stage, the indicators are ranked from the standpoint of consumers according to their degree of importance.
At the third stage, the selected indicators are evaluated for each of the competing services or for a group of services provided by each of the main competitors. Estimated indicators are presented either in natural units, or in shares, indices or specific weights.
At the fourth stage, a standard for comparison is selected. The benchmark can be based on 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. Next, indexes of indicators are calculated, which can be greater than or less than 1 and are dimensionless.
Equally 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 forming a positive image of the enterprise.
Communication policy in the service sector
It 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 communicative 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, given their specificity and social orientation, we can distinguish two aspects of communicative activity
:
1) socio-psychological features of communication in the market
services, that is, how to form a 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.
Marketing in industries and fields of activity. Ed. Nagapetyantsa N.A.
M.: Vuzovsky 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 the commodity, price, distribution and communication policy of enterprises are given, marketing strategies of marketing management are outlined.
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.
Format: pdf/zip
The size: 2.5 8 Mb
/ Download file
TABLE OF CONTENTS
Introduction 3
Section I. Marketing in industrial sectors 5
Chapter 1. Marketing of Industrial Products 6
1.1. Features of the market for industrial goods 9
1.2. Classification of manufactured goods 11
1.3. Marketing environment of an industrial enterprise 13
1.4. Marketing Information System 15
1.5. Segmentation of the market of industrial products 18
1.5.1. Segmentation of the construction products market....21
Chapter 2. Features of the marketing complex at the enterprises of industries 25
2.1. Commodity policy 26
2.2. Distribution channels and goods flow 30
2.2.1. Nature of distribution channels 30
2.2.2. Merchandising 35
2.3. Pricing of industrial products 42
2.4. Communication policy 45
Chapter 3. Marketing strategies and marketing management in industrial enterprises 52
3.1. Marketing strategies in the enterprise 52
3.2. Marketing planning in an industrial enterprise 56
Chapter 4. Marketing of the agro-industrial complex 60
4.1. Goods in the agricultural marketing system 63
4.2. Agricultural marketing planning 65
4.3. Pricing Features 67
4.4. Information in the agricultural marketing system 70
Tests for section I.: 73
References 76
Section II. Marketing in non-manufacturing industries 77
Chapter 5. Marketing in the sphere of circulation 78
5.1. The concept and features of marketing in the field of circulation 79
5.2. Marketing research in trade and intermediary organizations 84
5.3. Marketing in wholesale and retail trade 92
5.3.1. Wholesale marketing 95
5.3.2. Retail Marketing 96
5.3.3. Warehousing 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. Product competitiveness 118
5.5.1. The 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. Segmentation of the market 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 objects of trade and intermediary organizations 156
5.9.2. Assessment of economic efficiency of investments 158
Tests for section II 160
References 163
Section III. Service Marketing 165
Chapter 6 Service Marketing 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 field of circulation and services 176
6.3. Commercial and intermediary services 180
6.4. Marketing in the field of transport services 184
6.5. Tourism Marketing 188
6.6. Insurance Marketing 200
6.7. Marketing in banking services 217
6.8. Marketing in the field of educational services 237
6.9. Manufacturing Services Marketing 244
6.10. Audit, consulting and maintenance services 250
Tests for section III 255
Answers to tests (by sections I-III) 257
Economic-mathematical and statistical methods for solving applied problems in marketing 258
Glossary of basic terms 263
References 269
Send your good work in the knowledge base is simple. Use the form below
Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.
Similar Documents
marketing goal. Service marketing. Characteristic features of marketing services. Main objectives of service marketing. Services Marketing Complex. New product development process. Organization marketing. Individual marketing. Place marketing.
control work, added 03/10/2007
The concept, tasks, goals of international marketing - a special set of measures for the sale of goods and services outside their country. Concepts, principles and methods of international marketing. Stages of promotion of marketable products, services to the consumer.
term paper, added 12/06/2012
Essence, principles, functions and goals of marketing. Features of modern marketing concepts: improvement of goods and production, intensification of commercial efforts, pure marketing, social and ethical marketing, international marketing.
term paper, added 10/15/2011
Specifics of international marketing and types of its implementation. Specificity and difficulties of marketing research. Sources of secondary information. Aims and funding of international research. Organization of information system for international marketing.
lecture, added 01/24/2010
International marketing is a certain way of thinking. Concept, tasks, goals of international marketing. Concepts of international marketing. Principles and methods of international marketing. Promotion of goods in international marketing. Sales concept.
control work, added 12/16/2008
Concept, essence, goals of international marketing. Basic concepts of international marketing: international activity of "cascade" type and multinational market. Modern problems of international marketing, their essential characteristics.
lecture, added 04/15/2012
The essence, goals and functions of marketing, its role in the activities of an industrial enterprise. Studying the concepts of product and production improvement, intensification of commercial efforts and pure marketing, social-ethical and international marketing.
term paper, added 01/17/2015
slide 2
The academic discipline "Marketing in industries and fields of activity" is an independent course, which reveals a modern approach to the organization of marketing activities in various industries and fields of activity. - studying the experience of conducting analytical activities; - mastering the features of segmentation and positioning in various industries; - studying the technologies for developing a marketing mix in various fields of activity; - obtaining skills in organizing, planning and controlling marketing at enterprises in 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; - determining the specific goals of marketing research, based on the specifics of the company's activities; - features of meeting the needs of potential customers; - market segmentation, the choice of the target segment and marketing strategy; - the ability to plan the company's marketing activities; - the problems of optimizing the company's organizational structure; - the effective implementation of marketing activities by the company in various industries and fields of activity.
slide 4
The acquired knowledge will help students in their future professional activities, and will contribute to a more complete consideration of the features 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
Features of the development of marketing in various business sectors stem from its typical definition, in which marketing refers to all types of management activities of an enterprise aimed at conquering the market. Since the market of any industry has its own characteristics, due to the characteristics of market participants, the specific solutions that are used in the marketing mix when working in industry markets are also obvious.
slide 6
The classic approach to marketing differentiation
Marketing Marketing of industrial products Marketing of services Marketing of consumer goods Industrial marketing Consumer marketing Criteria for classification - type of goods
Slide 7
Industrial and technical products (PPTN) are purchased in large quantities for industrial consumption; participates in the production and technological process, which necessitates the assessment of 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 relationships with the buyer. Consumer Goods (TNP) 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 taken unilaterally. 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 quality; services are not capable of storage and quickly "spoil".
Slide 8
In the production of PPTN, the manufacturer focuses on a specific end user. This necessitates the establishment of direct direct relationships with the buyer of products, which are carried out through pre-orders or pre-agreed deliveries. Thus, PPTN is sold to the end user by an average of 70%. Growth in direct sales of PPTN is due to an increase in the technical level and complexity of products put on the market, especially 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 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 requirements of the buyer.
Slide 9
Division 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 manufacture Marketing Industrial marketing Wholesale marketing Retail marketing Industrial marketing Consumer marketing This classification distinguishes marketing by 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 almost the same, it goes through the same stages: market research, idea and design of the product, production of the product and the commercialization process, mass production, establishing a sales system and after-sales service, and feedback from consumer. In this case, the type of product produced does not matter.
slide 11
The manufacturer will produce exactly as many goods as ordered, the portfolio of orders is formed in advance. The manufacturer tries to sell all its products, if possible, in large quantities to large buyers - wholesale or final. For this, there are special systems of large-scale discounts. For almost all enterprises, the Poreto rule is true, that 80% of manufactured products are shipped to 20% of buyers, that is, 80% of products are sold in bulk. With the transfer of goods from the manufacturer to the intermediary, industrial marketing turns 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 has no way to change the quality of a product because it does not produce it. Circulation workers can only offer the buyer services related to the packaging of goods, delivery and other types of after-sales services. The purpose of marketing in the sphere of circulation is to bring to the intermediate wholesale buyer a product of the required quality obtained during the production process and to provide it 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 by the stages of the reproduction cycle: production - circulation - consumption.
Slide 14
The division of marketing depending on the type of buyer (purchase purpose)
Criteria for Classification - Types of Buyer Marketing Wholesale Marketing Retail Marketing Industrial Marketing Consumer Marketing
slide 15
The ultimate goal of marketing is to satisfy consumer 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 consumer marketing takes place. If the buyer is wholesale and the purpose of the purchase is industrial consumption or resale, then industrial marketing takes place; Marketing comes down mainly to working with the consumer; The industrial marketing system includes relations between all companies in the market (industrial and trading firms, 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 covers the relationship of sellers with specific private consumers who make a purchase for personal consumption, that is, the retail relationship.
slide 16
Service marketing is the process of developing, promoting and selling services, focused on identifying the specific needs of customers.
It might be useful to read:
- Incoming outgoing documents program;
- Key Features of SSC Service Utility Description of ssc service utility;
- EBook Maestro FREE free software for creating e-books;
- Online work experience calculator - calculation according to the work book;
- Graphics software training courses fb2 editing software;
- Stamp samples for stamp 0;
- Exhibition Center Siberia exhibition schedule;
- Khrushchev at the exhibition of avant-garde artists Exhibition in the arena of 1962 paintings;