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

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

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

1. The battlefield

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

2. Who and why?

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

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

3. What do you call a boat, so it will float

Let's remember the song of the glorious captain of the yacht "Trouble". Your product name should say something about you and your product. It should sound harmonious and intriguing, and certainly should not cause adverse associations. Well, all right, when foreigners confuse something and give a decent product a name similar to “indecent word”. But after all, those who sin with Russian as their mother tongue sin.

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

4. What is the benefit of your partners?

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

5. Commercial offer

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

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

6. In-person meeting

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

7. Get involved in sales

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

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

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

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

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

Semiconductor Transistor Disruptive Technology

A semiconductor transistor was invented at AT&T Bell's laboratories in 1947. It was a disruptive technology compared to the previous tube. The first transistors did not meet the capacities necessary for electronic products of the 1950s: desktop radios, floor televisions, the first electronic computers, devices for military and commercial telecommunications. As you can see from the diagram of the initial value-creating network (see diagram 4.1), lamp manufacturers, for example RCA, licensed Bell laboratory transistors and set their researchers the task of improving semiconductors. They actively invested hundreds of millions of dollars in creating solid-state semiconductor technology that could be applied in commercial market products.

But while the labs were only working on the development of semiconductor technologies that could be used in commercial products conceived for existing markets, the first commercial applications of the technology arose in a new value network (the one located in the third sub-process diagram) axis). It was the I Germanium transistor hearing aid designed for low power consumption. But it was precisely because of the low capacities that semiconductor technologies were not used in the production of goods for the main sectors of the electronics market. Then, in 1955, Sony launched the first battery-powered handheld transistor radios on the market. And here the very properties that were not needed in the main markets came in handy: low energy consumption, simplicity and compactness.

Value networks for tube and transistor devices

Compared to RCA desktop radios, Sony’s first handheld radios were of worse quality: metallic sound, a lot of interference on the air. But Sony did well by competing with a lack of consumption in the new value chain. The company did not offer its radios to the owners of desktops, but instead relied on a different target audience - teenagers, few of whom could buy big lamas and new radios (Sony acted in the same way as steel mini-factories that began their promotion to the upper market sectors with reinforcing iron). Teenagers appreciated portable radio transistors: now you could listen to your favorite rock and roll anywhere, and most importantly - away from parents. They willingly bought a new product, because the alternative for them was simply the lack of a radio.

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

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

When finally semiconductor technologies improved and could already support the power needed for large television and radio receivers, Eolu with its retail chains simply lured all consumers from the original value-creating network (this is shown in Figure 4.1). In a few years, tube manufacturers have simply disappeared, including JAS.

The bet on non-consumers turned out to be especially successful for $ opu in two respects. Firstly, since the alternative for such consumers was simply the lack of a TV or radio, they were quite happy with these simple products: such an obstacle to the market as a poor quality product, $ OPU successfully overcame. Lamp manufacturers had to spend a lot of research and development efforts to apply semiconductors in their commercial products; from an egg point of view, goods were much less labor intensive. The current electronics market demanded that manufacturers of lamps of the highest quality: consumers in this sector would buy semiconductor devices only if they exceeded lamp characteristics2.

Secondly, sales to Bopu increased markedly before YaYS and other competitors felt even the slightest threat. The invisible attack on bopu continued: the company's products were improved and could already compete with lamp devices in the lower sectors of the market. When Bolu began to lure consumers from the lower sectors of the original value chain to a new one, it was a great relief for tube manufacturers: after all, the buyers of the least profitable products for the companies were leaving. Lamp manufacturers at that time were promoting their color televisions to the upper sectors of the market. These were large sophisticated machines that were sold but at very competitive prices for companies in their original value chain. As a result, when the “disruptive” process has already begun, the income of lamp electronics manufacturers has even increased. There were no crisis factors that would have forced lamp manufacturers to immediately counterattack on Bopa.

But when the crisis became apparent, lamp manufacturers could no longer easily switch to a new technology in order to return their former customers: their price structure and sales channels had ceased to be competitive. They could only hold or return consumers in one way — otherwise position their companies in the new value chain. In particular, among other restructuring measures, this would mean for them a switch to completely new distribution channels.

Tube appliances were sold in household appliance stores, and these stores earned a significant portion of their profits by replacing burned-out lamps in goods purchased from them. These stores were not interested in semiconductor televisions and radios - there were no lamps in these devices that burned out. Therefore, Sony and other manufacturers of semiconductor devices had to create new sales channels in their value creation network. Their products began to be sold in retail chains such as F.W. Woolworth, and at discount stores such as Korvette’s and Kmart. Until the advent of semiconductor electronics, these stores did not sell lamp devices and did not provide lamp replacement services. When RCA, and after it the whole cohort of lamp manufacturers began to produce semiconductor devices and turned to discount stores in search of sales channels, it turned out that all their shelves were already occupied.

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

Angioplasty: an example of a large-scale disruptive strategy

Spherical angioplasty is an example of a "disruptive" strategy, established in the 1980s, which is still developing today. Until the early 1980s, heart surgery was done only for those patients whose life was already under immediate threat. At the same time, there was a huge market for “non-consumers”: many people with heart diseases simply did not have the opportunity to be treated. In these conditions, angioplasty appeared - the treatment of stenosis of the coronary artery: a special tube is inserted into the artery, which has become impassable, and the artery is blown through it. With the help of angioplasty, it became possible to treat coronary artery disease in patients who previously could not count on surgical intervention. Now, it was not even necessary to contact a cardiac surgeon - a specially trained cardiologist could perform this procedure. At first, the treatment was not the most effective: within a year after the operation, the artery became clogged again, and the patient had to see a doctor again. But the procedure was simple and inexpensive, and more and more patients with partially blocked arteries were bent on receiving the necessary treatment. This turned out to be beneficial for cardiologists as well - their incomes increased, and at the same time they did not want surgical education. Fewer and fewer patients began to turn to cardiac surgeons, whose services were the most expensive. Thus, angioplasty has created a new growing market in the field of cardiology.

If the inventors of angioplasty presented it as a supporting technology, as an alternative to cardiac surgery and bypass surgery, they would be defeated. At the beginning of its existence, angioplasty could not once and for all solve the problem of clogged arteries. Any attempt to improve the procedure to such an extent that cardiac surgeons would prefer it over bypass surgery would require a huge investment of time and money.

Could the inventors of the procedure position Angioplasty as a “disruptive” technology focused on the lower sectors of the market, that is, as a less expensive operation that allows treating the least severe patients? Not.

Patients and surgeons then did not look for inexpensive alternatives to bypass surgery.

The creators of the technology chose the grethy approach and hit the mark: they offered less severe patients therapy that was better than the alternative - no treatment. Cardiologists have been able to profitably receive patients who would otherwise have to wait until the illness becomes so severe that they will have to undergo an expensive heart operation. In these circumstances, a booming new market appeared.

Diagram 4.2 shows a diagram of the "disruptive" process and the growth of the angioplasty market. Interestingly, after the appearance of angioplasty, shunting increased, even when angioplasty launched an attack on it, improving and moving to the upper sectors of the new value-creating network. It turned out that there are a huge number of patients with clogged arteries, whose diseases were not even diagnosed, and they could be treated with angioplasty. Therefore, cardiac surgeons did not even feel the threat; moreover, for quite a long time they felt quite confident - as confident as the management of steel mills and companies manufacturing electric lamps3 felt at one time.

As cardiac surgeons and suppliers of cardiac surgery equipment sought to make high profits through expensive services and sophisticated equipment, a breakthrough was outlined in angioplasty: using stenting, it became possible to open even practically impassable arteries (stents and stenting technique became the reason for the one that began in 1995. sharp rise of angioplasty). Customers who would need shunting now went one by one to a new value-creating network, and cardiologists received more and more income without an additional surgical education. This "disruptive" crowding-out process has been going on for two decades, according to surgeons only recently began to recognize the threat - as the number of open heart operations began to decline. In the most difficult cases, the demand for bypass surgery and open heart surgery will continue.

120 SOLVING THE PROBLEM OF INNOVATION IN BUSINESS DIAGRAM 4.2

Comparative chart of the number of angioplastic procedures and bypass surgery

Note: only hospital procedures are taken into account (data on angioplasty, therefore, differ from the real ones in the direction of reduction)

Source National Center of the American Association of Cardiology

But this market will decrease. Now that the displacement process has become apparent, cardiac surgeons can do almost nothing.

As is the case with handheld radios and portable televisions, distribution channels - hospitals where heart operations are performed - are also being squeezed out of the market. Bypass surgery is performed only in specially equipped hospitals - due to the risk associated with the procedure. But gradually, with the improvement of angioplasty, cardiologists can better diagnose and prevent complications, and therefore, more and more often, angioplastic procedures are performed in cardiology clinics, where maintenance is much cheaper than in cardiac hospitals. That is, the process of crowding out is at this level.

Solar energy and electricity

As a third example, consider the use of solar energy. Despite billions of dollars invested, the technology has not yet become viable. It is really difficult to compete with conventional sources of electricity in developed countries. Two thirds of the world's population

have access to electricity generated by power plants. In developed countries, inexpensive electricity is available around the clock, regardless of the weather, and it effectively “performs” any “work”. Under such conditions, solar energy is simply uncompetitive compared to electricity.

But if the creators of the technology were guided by “non-consumers” —– these are two billion people who live in South Asia and Africa and who do not have access to ordinary electricity — then the prospects for solar energy would look different. An alternative for these potential consumers is a complete lack of electricity. They don’t have many electric appliances at home, so if they could accumulate so much solar energy during the day to turn on electric lamps in the evening, that would be a big advance. Solar energy would be much cheaper and would not deliver technology developers all the hassle and inconvenience that arise when it is necessary to obtain government permission to build conventional power plants and distribution infrastructure enterprises.

Many will argue that devices for converting solar energy into electrical energy are too expensive, so it is not profitable to produce them for the poorest people. Maybe. But today's light beam conversion technology has been largely developed as a supporting innovation. They tried to improve it in such a way as to bring it to the highest sectors of the market, where it would compete with electricity consumption in North America and Europe. Orientation and new unreached markets would significantly simplify the technology, many technical characteristics would become superfluous, and the devices themselves would noticeably cheaper. For example, instead of building compartments on thin silicone plates, you can simply roll the necessary materials but on plastic sheets.

If history teaches us something, it’s only because commercially viable innovations in the field of environmentally friendly energy production are not born in laboratories where government-backed researchers think about how to turn solar energy into a major source of electricity for developed markets. Most likely, successful innovations will appear in demolition companies, and, guided by huge undeveloped “non-consumer” markets, they will start with something simple and small, establish themselves in these markets, and then begin to move upward, improving their technology.

Lack of consumption as a basis for growth: general outline

So, the “dry residue” of the considered examples is the four key components of the “disruptive” strategy of conquering new markets. The manager can use this scheme to identify ideal consumers and market applications for disruptive innovation. The scheme can also help translate the idea into a business plan for rosga through new markets. 1.

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

An alternative to the product for these consumers is the lack of a product. Products on the market in this category belong to a different value chain: they are intended for consumers who have the means or the necessary skills to use the product. Therefore, target customers in the new value chain will be happy to purchase the product, even if it is inferior in its properties to the product in the existing value chain. Thus, in order to enlist the support of consumers in a new market, it is not necessary to overcome a very high quality barrier. 3.

The technology that underlies the disruptive product itself can be very complex, but the company uses it to make the product easier and more convenient to use. It is the calculation of simplicity that opens up new opportunities for growth: people can begin to use the product without putting special effort into its development. 4.

Disruptive innovation creates a whole new value chain. New products are sold through new sales channels and are applied in new situations.

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

The "disruptive" innovative projects implemented in accordance with this scheme were also successful because even when the "disruptive" process was already in full swing, the leaders did not dignify newcomers entering the market - they had nothing to do with prosperity in the initial value creation networks 4. The growth in the new network for some time does not affect the demand in the main markets - in fact, leaders sometimes even benefited from the emergence of the demolition company. Moreover, the leaders even thought that they felt threatened and took all necessary measures. But these were not the measures. The leading company began to invest a lot of money in improving the new technology to satisfy consumers in the existing value chain. But in this case, a "disruptive" innovative product designed for completely different networks competes with supporting innovations and almost always fails.

The more you think about it, the more surprising this process seems. Indeed, for managers, a "disruptive" strategy is the fulfillment of desires: consumers are satisfied with the small, powerful competitors do not pay attention to you, your distributing partners benefit from cooperation with you and move to the upper sectors of their market. Seemingly,

what else to dream about? In the next section, we will explain why this dream so often turns into a nightmare, and then we outline the ways to exit.

Date not set.

purpose

Workshop purpose

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

Program

1. Opportunities for conquering the market in modern Russia

Choice of development strategy and market strategy. Efficiency of using natural national advantages. Current trends in development and marketing strategies.

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

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

3. Creating the conditions for market conquest

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

4. Market capture methods

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

New branches - new positions. The choice of regional branches. Assessment of the need to create a new branch. Methods of strengthening the company at the expense of the center of image sales. The practical task.

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

Advertising breakthrough. Taking advantage of outdoor advertising. Strengthening the role of online advertising. Ways to directly measure advertising performance. Choice of frequency of repetition and tactical advertising decisions. Aggressive advertising policy to make a breakthrough in business.

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

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

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

5. Criteria for achieving success in business

Additional Information

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

1.1. The importance and process of strategic planning:

Organizational mission;

Organizational goals;

Organization strategies;

Portfolio Plan.

1.2. SWOT analysis

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

1.4. Marketing planning.

The Importance and Strategic Planning Process

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

Organization Strategy - This is a master plan of action that defines the priorities of strategic objectives, resources and the sequence of steps to achieve strategic goals. The main objective of the strategy is to transfer the organization from its present state to the future state desired by management.

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

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

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

Marketing planning in this regard is of particular importance. A marketing plan is an essential part of an organization’s overall plan. Therefore, it is important for managers and marketers to study strategic planning, its relationship with the marketing process, the ability to develop appropriate plans.

The objective of strategic planning is to ensure that innovations and organizational changes are sufficient to adequately respond to

changes in the environment.

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

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

Performance

Fig. 1.1. Strategic planning process

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

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

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

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

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

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

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

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

The strategy to reduce production costs involves: reducing the cost of research and development, advertising, maintenance; introduction of cost-effective equipment and new technologies; providing access to raw materials; orientation of the marketing system to wide groups of consumers; control over a relatively high market share. This requires a streamlined technology and large production facilities.

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

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

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

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

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

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

Methods of choosing a strategy. Portfolio Analysis

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

Matrix "market share - market growth"

(portfolio analysis)

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

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

The theoretical basis of the portfolio analysis model is:

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

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

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

Of the many different concepts of portfolio analysis, the models “market growth - market share” and “market attractiveness - competitive advantages” have received the greatest practical application. Both concepts determine the strategic position of the SPE with the help of a two-coordinate matrix. SPEs occupying a similar strategic starting position in the matrix are combined into homogeneous aggregates. For them, you can define basic patterns of action, the so-called normative strategies, which are used for targeted and strategic planning, as well as for the distribution of enterprise resources.

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

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

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

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

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

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

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

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

Model: "market attractiveness - competitive advantage."

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

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

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

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

Self-examination questions for chapter 8

1. What organizes the marketing service in the enterprise?

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

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

4. What is the culture of the enterprise?

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

6. What is a marketing strategy?

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

8. What is the basis of the innovation strategy?

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

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

Test questions to chapter 8

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

2. What strategy does the enterprise marketing service develop?

3. What principle underlies the product structure of the organization of the marketing service of the enterprise?

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

5. How many sections does an enterprise marketing plan contain?

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

7. What is a differentiation strategy?

8. What is a diversification strategy based on?

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

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

It might be useful to read: