Hello! In this article we will talk about the process of developing a marketing strategy.

Today you will learn:

• What types of marketing strategies exist;
• How to develop a marketing strategy for an enterprise.

We have already written a large detailed article about. Below we will briefly recall the types and immediately move on to development and examples.

Types of Marketing Strategies

Depending on what competitive advantage the company has, strategies are divided into:

• Differentiation strategy– involves distinguishing the company from competitors due to high quality or special properties product;
• Cost leadership strategy– allows the company to set the minimum price on the market, due to lower costs of production and sales of products compared to competitors. You can minimize costs if you have some objective advantage: economical equipment, profitable geographical position, special production technology and so on;
• Cost Focus Strategy– this strategy is a cost leadership strategy, but addressed only to one segment of consumers;
• Strategy to focus on differentiation– this strategy is a differentiation strategy, but addressed only to one customer segment.

Pricing strategies are divided into three types:

• Price leadership – the minimum price on the market;
• Strategy of following a competitor - average market price;
• The skimming strategy is the highest price on the market.

Main types of product strategies:

• Innovation strategy – creating a completely new product for the company;
• Modification strategy - creation various options already existing products;
• Withdrawal strategy is to stop production/sale of the product.

Main types of distribution strategies:

• Exclusive distribution – distribution of the product only through its own channels;
• Selective distribution – distribution of a product through highly specialized channels;
• Intensive distribution – distribution through any channels

The promotion strategy depends on what promotion tools you have chosen for your product or company.

Stages of developing a marketing strategy

The process of developing a marketing strategy for an enterprise consists of three large sections - analytical, practical and control over implementation.

Analytical stage

The development of any strategy involves the sequential implementation of the following actions:

1. General market analysis. Here you need to determine the boundaries of the market, market capacity, and market potential. This will allow you to correctly set strategic planning goals.
2. Determining the level and highlighting the main market players. This stage is easy to implement using two tools: M. Porter’s “5 Forces of Competition” model and the “Positioning Map”.

M. Porter’s “5 Forces of Competition” model consists of 5 blocks describing key market players: competitors (number, company names, market shares, competitive advantages, and so on); consumers (quantity, presence of associations, volume of purchases, etc.); companies producing substitute goods (quantity, market shares, cost of switching consumers to them); suppliers (their number, possibility of replacement, volume of purchases, etc.); new players (barriers to entry and exit, factors limiting and stimulating their emergence).

Based on the description, each block is given a danger level assessment. Future strategy should aim to minimize this risk.

A positioning map is an excellent tool for finding your niche in the market and determining the company’s place among competitors. It is a coordinate system, the number of axes of which depends on the number of parameters by which we compare ourselves and competitors.

Each axis consists of ten divisions into a positive area and ten divisions into a conditionally negative area (in the case of a positioning map, it will not be negative).

Example. We sell anti-dandruff shampoo. The parameters by which we evaluate our position in the market will be the following: price (X-axis, positive area), density (X-axis, conditionally negative area), convenience of packaging (Y-axis, positive area), efficiency (Y-axis, conditionally negative area ). We evaluate our shampoo for each parameter on a scale from 1 - the lowest indicator, to 10 - the highest indicator and make corresponding marks on the axes, we do the same with competitors' products.

When all the points are marked, they must be connected with a line. As a result, we will get a map of our product and competitors' products. It will clearly show in which parameters we are succeeding and in which we are lagging behind. This will allow us to decide on a competitive advantage strategy and positioning strategy.

1. Consumer Analysis, identifying the target audience and target segments.
2. Analysis internal state companies, its strengths and weaknesses. For these purposes, we conduct a SWOT analysis, during which we assess the organization’s strengths and weaknesses, opportunities and threats.
3. Analysis of the organization's product portfolio. At this stage, we need to determine the place of each product in the organization’s product portfolio: share in the profit structure, growth rate, sales volume, prospects.
4. Setting the organization's marketing goals. It is the goal that determines the future marketing strategy of enterprises. Let's analyze two goals and strategies that are used to achieve them.

In this case, it is necessary to set not just one goal, as in the example, but also to work out the tasks that need to be completed to implement it, and for these tasks, subtasks, and so on.

This process is called building a goal tree. For example, the goal: increasing sales volume; tasks: expanding the range, attracting new consumers, developing a product distribution system; subtasks: development of new product variations; searching for new sales channels, developing a promotion program, and so on.

As you can see, tasks and subtasks already contain a certain focus of marketing strategies.

This completes the analytical section of developing a marketing strategy; let’s begin developing marketing plan.

Practical stage - development of a marketing plan for an enterprise

Now we have come to developing the heart of the marketing strategy - the marketing plan. At this stage, all efforts are focused on identifying measures to improve the company’s position in the long term.

As part of the enterprise's marketing plan, it is necessary to work out the following elements:

• "Guns" competition . We choose those product or company parameters that set us apart from our competitors. We develop a development plan for each parameter. We determine the competitive strategy;
• Action plan for each target segment. For the most promising segments, measures can be taken to expand the range, increase the number retail outlets, and in less promising segments, on the contrary, reduce its influence. We determine the development strategy for each target segment;
• Elements of the marketing mix. We summarize and determine actions for each element of the marketing mix, draw up a calendar plan, appoint those responsible and determine the budget. We choose a strategy for each element of the marketing mix, taking into account the selected competitive strategies and segment development.

Control and analysis of marketing strategy

Marketing strategy Enterprises must be flexible to respond to changes in the external environment, the actions of competitors and consumer behavior. Therefore, after you have begun implementing a marketing strategy, it is necessary to take measures to monitor its execution.

Marketing audit – systematic analysis of the external and internal environment of the enterprise for compliance of the company’s position with the adopted marketing strategy, followed by taking corrective actions.

In this case, analytical work occurs in the same way as when developing a marketing strategy for an enterprise. Our goal is to identify changes and adjust the marketing strategy.

An example of an enterprise marketing strategy

We will omit the analytical stage of building a marketing strategy for an enterprise so that you can clearly see how a strategy is formed according to the goals of the organization.

For example, we bake cabbage pies and want to sell them. And as you know, sales without marketing today are impossible, so we begin to develop a marketing strategy. A little about the product: homemade pies, only natural ingredients, prepared according to a traditional recipe. We have no cost advantage.

Target segment: small cafes.

Our goal: ensuring sales volume at the level of 50 thousand rubles per month.

Tasks: searching and attracting clients; search and selection of distribution channels.

Subtasks: development of a promotion program for each distribution channel and consumer segment.

Competitive strategy: our competitive advantage – our product. We place emphasis in positioning on its naturalness and tradition, that is, the quality of the product. Moreover, this is not mass product, so we choose a strategy of focusing on differentiation and developing our product further (for example, adding different spices).

Action plan for each target segment: We are expanding our presence in the small cafe segment, expanding the range with various additives and sizes of pies. You can choose a modification strategy and also offer cabbage pies according to the traditional recipe.

Elements of the marketing mix: we need to attract new consumers, for this we are creating a promotion program using online promotion tools aimed at the target segment; The distribution strategy is exclusive; we will distribute the pies using a page on a social network.

In terms of pricing strategy, we have a choice between a mid-market strategy and a skimming strategy. Everything will depend on the uniqueness of your product in a specific geographic market. For example, in America, pies with cabbage according to a traditional Russian recipe will be a unique product and you can set a high price.

The concept of "strategy" implies a method of action or plan, presented in a general form over a significant period of time. It can be developed in any direction. The main thing is that pre-thought-out actions contribute to the maximum effective use available resources and lead to the set goal.

As for the marketing strategy, it is one of the components overall strategy companies. At the same time, it contains a description of the methods that should be used by the company to increase profits from sales in long term. It is worth noting that the marketing strategy does not offer users any specific actions. She only describes them.

The Importance of Marketing

Any economic plan allows you to get an idea of ​​the company’s development prospects in the market, as well as the theoretical and practical aspects of its activities. And this can be done by marketing, which is the science of setting tasks and goals, achieving and solving them, as well as ways to overcome existing problems in an organization across the entire range of products over a certain time period. Why does a company need such a strategy? It allows you to achieve the maximum possible correspondence between available resources and the current economic situation. This is what will help the company conduct successful financial and production activities.

What are the features of a marketing strategy and what needs to be taken into account when choosing the most suitable one?

The essence of pre-planning

What is the main point of a marketing strategy? If we consider a specific market environment, then creating the right direction in it allows the company to develop as efficiently as possible. When forming such a strategy, an executive plan is drawn up that allows the organization to carry out its activities taking into account the chosen policy.

There is a very important element in marketing work. It is called marketing planning, thanks to which the company is able to constantly analyze the market, as well as learn about the needs of customers.

The business strategy developed by marketing makes it possible to offer products that would fully satisfy the demand of a certain group of consumers. In this regard, the main task that such a document sets for itself becomes clear. The action plans developed by the company are designed to identify both existing and potential markets for products.

When developing long-term plans in any economically successful state, it is always worth remembering that marketing products most often causes certain difficulties. Given the fierce competition in the market, the majority of enterprises prefer to produce and sell their goods themselves. They consider this method the most reliable for maintaining their leading positions.

Marketing tactics and strategies for successful businesses involve outperforming competitors, as well as strengthening their position in the future. You can only change initially created plans in situations where:

For several years the company did not receive good results in matters of selling goods and generating income;

There has been a change in the strategies of competing companies;

Some have transformed external conditions, influencing the operation of the enterprise;

A chance has arisen to implement new reforms that would be able to increase benefits and bring profit to the organization;

The company has achieved the goals outlined by the current sales strategy.

Marketing plans can also be adjusted due to changes in the market, which has begun to focus on other indicators. This may be the emergence of fundamentally new products, as well as the use modern methods bypassing competitors. An example of a company's marketing strategy can make it clear that the company, in its desire to sell a product, actively uses various directions at the same time.

Marketing Strategy Goals

Why are long-term sales plans created? From the example of the company’s marketing strategy, it becomes clear that they are intended to implement external program or market goals, namely for:

Increasing the organization's market share;

Growth in the number of clients;

Increasing the level of sales, taking into account their natural and cost indicators.

The marketing strategy also presupposes the achievement of certain internal program (production) goals. They serve as a continuation of the market ones. These plans reflect everything that the enterprise needs to achieve program goals. At the same time, the strategy does not take into account organizational resources, but takes into account the issue of ensuring required volumes production. It is worth keeping in mind that this indicator consists of the number of sales, from which existing inventories are subtracted, summing the result with planned inventories. This also includes issues of creating new workshops, introducing the latest production technologies, etc.

Marketing planning also sets organizational goals for the enterprise. It looks at the structure of the firm, as well as its management and staff. If we consider the example of a specific company, a marketing strategy may, for example, plan to increase staff salaries to the level available in the organization that occupies a leading position in the market, and also provide for the hiring of several specialists with knowledge in a particular industry. In addition, long-term plans sometimes include the introduction of a system that allows for project management, etc.

An example of an enterprise's marketing strategy allows one to judge the company's financial goals. This section of the plans indicates all the expected indicators in their cost terms. They include in their list: the amount of costs, gross and net profit, volume and profitability of sales, etc.

Types of Marketing Strategies

The company's long-term sales plans are classified according to various criteria. But the most commonly used categories are:

1. Integrated Growth. An example of developing a marketing strategy suggests that the company wants to expand its own structure, using “vertical development”, which involves the release of new services or products. If the integrated growth strategy is successfully implemented, then the company begins to exercise control over the branches of the enterprise's suppliers and dealers, trying to influence the end consumer.
2. Concentrated growth. An example of an enterprise's marketing strategy in this case indicates that within the framework of these long-term product sales plans, a change in the market is possible. In addition, such a strategy also provides for the modernization of goods. The main objective of the plans describing the concentrated growth of the company is the fight against competitors, as well as the desire to occupy positions in an expanded market share. This process is called “horizontal development”. This strategy allows you to improve the quality of existing products and find new markets for them.
3. Diversified Growth. An example of a marketing strategy in this area usually occurs in cases where a company this moment does not have the opportunity to develop in a market environment with a certain type of product. The enterprise can make maximum efforts aimed at producing new products using its existing resources. At the same time, the received product sometimes has only slight differences from the old one, and sometimes it is completely different.
4. Reduction. An example of a marketing policy in this area may clearly indicate that the company is setting itself a goal aimed at increasing the efficiency of its work after a significant period of development. Here, for example, you can plan to reorganize a company by cutting down certain departments. Another option for such a strategy could be the liquidation of the company, which involves gradually reducing its activities to zero, which makes it possible to obtain maximum income.

Main directions of marketing strategy

After determining one direction or another, the company has the opportunity to focus not only on certain elements of the market environment, but also on its entire volume. At the same time, it becomes possible to implement the main strategic directions. Among them:

1. Mass (undifferentiated) marketing strategy. It is focused on the entire market environment without taking into account the differentiation of consumer demand. As a result of applying this direction, it becomes possible to reduce production costs, which gives the product serious competitive advantages.
2. Differentiated marketing strategy. Its use allows us to judge that the company is trying to take positions in more market segments. To achieve this goal, it begins to produce products with attractive designs, high quality, etc.
3. Concentrated marketing strategy. When using it, the company focuses its efforts on only one market segment. The products produced are intended for a certain category of consumers. In this case, the emphasis is on originality. This type of marketing strategy is ideal option for those companies that have limited resources.

In addition to all of the above categories, product sales plans can be price and product, branded and advertising. In this case, they are classified according to the means of marketing products that are mainly used by the company.

Let's consider the most modern examples marketing strategies.

Positional defense

As you know, in order to protect yourself from enemies, a defensive fortress must be built. However, it is always worth remembering that a static defense that does not provide for any forward movement is a sure path to defeat. And if the marketing strategy adopted by a company is purely defensive, then it can be called short-sighted.

If we consider enterprises such as Coca-Cola or Bayer, then it can be argued that even in their work it is impossible to guarantee a stable income. A successfully developed marketing strategy (using the example of the specific Coca-Cola company) clearly adheres to the line of expanding the range of its products and developing new types of production. And this despite the fact that this company produces its products in a huge number! Coca-Cola's share of the global soft drink market is almost 50%. But the marketing strategy that the company adheres to leads to the fact that it is actively buying up companies that produce fruit drinks. And this is in addition to expanding the range and introducing the latest technologies.

Flank protection

Companies that occupy leading positions in the market need a special marketing strategy. Its main goal is to create a “border service” and concentrate “combat-ready units” on the most vulnerable borders. But flank protection is considered the most effective, which provides for the conditions for the detailed development of all operations and their phased implementation. And in this case, we can give examples of failures of marketing strategies. For example, the main mistake of General Motors and Ford was the lack of proper training. At the moment when European and Japanese manufacturers began attacking the market, these firms did not take them seriously. As a result, American automobile companies lost part of the domestic market. After all, Japanese manufacturers offered the American consumer vehicles, characterized by compactness. Such products have attracted interest from a wide range of car enthusiasts.

Pre-emptive strikes

How to develop a marketing strategy? An example of the organization of proactive actions can be found in the history of various companies. They come down to the use of several methods.

The first of them is similar to combat reconnaissance. For example, some firms affect one competitor in their market, attack another, and pose a threat to a third. This disrupts their activities.

The next method is to attack on all fronts. An example of a project's marketing strategy using such actions is the decisive step of Seiko, which offered 2,300 models of its watches to distributors from all over the world. Texas Instruments can also be mentioned here. She successfully used price attack tactics. One of the most basic objectives of such a marketing strategy is to maintain a high competitive level of the company's products.

International Marketing Strategy

Marketing strategy in banking

When developing long-term plans for the implementation of services by financial and credit institutions, their inextricable connection with IT areas is primarily taken into account. Thus, the development of a marketing strategy using the example of Cetelem Bank indicates a constant increase in the use of information technologies.

This process will require an increase in the number of sales points, as well as the number of employees. The bank's marketing strategy also assumes a significant increase in costs for equipment, telephony and telecommunications. At the same time, issues of effective use are considered financial investments. Despite the complexity of the task, most of the most key aspects of the bank’s developed strategy are being implemented within the scheduled time frame.

Hello! In this article we will talk about an integral element of any modern enterprise– marketing strategy.

Today you will learn:

• What is a marketing strategy;
• What levels and types of marketing strategies exist;
• How to create a marketing strategy for your business.

What is an enterprise marketing strategy

Let's turn to the etymology of the word "strategy" . Translated from ancient Greek it means "the art of a commander" , his long-term plan for the war.

The modern world dictates its terms, but strategy today remains an art that every entrepreneur must master in order to win the battle for profit and market share. Today, strategy is a long-term action plan aimed at achieving the global goals of the enterprise.

Any organization has a general strategy that corresponds to its global goals and strategy by type of activity. One of these is the marketing strategy of an enterprise.

Despite the fact that the number of companies in various markets is constantly growing, store shelves are crowded with a variety of goods, and the consumer is becoming more and more whimsical and picky, many Russian companies Marketing is still neglected. Although it is the marketer who is able to highlight your product on the store shelf among competitors, make it special and bring profit. Therefore, developing a marketing strategy is one of the key issues in planning an organization’s activities.

Marketing strategy – a general plan for the development of each element (physical product - product, distribution, price, promotion; service - product, distribution, price, promotion, physical environment, process, personnel), developed for the long term.

The marketing strategy, as an official document, is enshrined in the company's marketing policy.

The practical importance of marketing strategy for an enterprise

Marketing strategy, being integral part the overall strategy of the enterprise, directs activities to achieve the following strategic goals:

• Increasing the enterprise's market share in the market;
• Increasing the company's sales volume;
• Increasing the profit of the enterprise;
• Gaining leading positions in the market;
• Other.

The goals of the marketing strategy must be consistent with the mission of the enterprise and general global goals. As we see, all goals are related to competitive or economic indicators. Achieving them without a marketing strategy is, if not impossible, then very difficult.

To achieve any of the above goals, it is necessary to include the following elements in the company’s marketing strategy:

• Target audience of your company/product. The more detailed you can describe your target client, all the better. If you have chosen several segments for yourself, then describe each of them, don’t be lazy.
• Marketing complex. If you offer physical product, then describe each of the four Ps (product, distribution, price, promotion). If you are selling a service, you will describe the 7 Ps (product, distribution, price, promotion, physical environment, process, people). Do this in as much detail as possible and for each element. Name the core benefit of your product, indicate the key value for the client. Describe the main distribution channels for each product, determine the price of the product, possible discounts and desired profit per unit. Think about what marketing events will be involved in promotion. If you offer a service, then determine who, how and where (in terms of room design, work tools) will implement it.

Each of the elements must also form its own strategy, which will be included in the overall marketing strategy of the business.

• Marketing budget. Now that you have a detailed marketing strategy, you can calculate your overall budget. It doesn't have to be exact, so it's important to include a reserve here.

Once you have identified each of the listed elements, you can begin to realize your goals through a series of tasks:

• Formulation of a strategic marketing problem (this point needs to be given the greatest attention);
• Needs analysis;
• Consumer market segmentation;
• Analysis of business threats and opportunities;
• Market analysis;
• Analysis of the strengths and weaknesses of the enterprise;
• Choice of strategy.

Levels of an enterprise's marketing strategy

As we can see, the overall marketing strategy includes strategies for marketing elements. In addition, the marketing strategy should be developed at all strategic levels enterprises.

In the classical reading, there are four levels of enterprise strategies:

• Corporate strategy(if your company is differentiated, that is, it produces several products, otherwise this level will not exist);
• Business strategies– strategy for each type of activity of the enterprise;
• Functional strategy– strategies for each functional unit of the enterprise (Production, marketing, R&D, and so on);
• Operational strategy– strategies for each structural unit of the company (workshop, sales floor, warehouse, and so on).

However, the marketing strategy will only cover three levels of the strategic hierarchy. Experts in the field of marketing recommend excluding the functional level, since it involves considering marketing as a narrowly functional type of activity. Today, this is not entirely true and leads to short-sighted decisions in the field of marketing.

So, marketing strategy must be considered from the point of view of three levels:

• Corporate level: formation of assortment marketing strategy and market orientation strategy;
• Business unit level: development of a competitive marketing strategy;
• Product level: product positioning strategy on the market, strategies for the elements of the marketing mix, strategies for each product within the product line strategy.

As we can see, we should develop 6 types of strategies as part of the overall marketing strategy of the enterprise.

Choosing the type of marketing strategy for your business

Let's start moving towards a common marketing strategy from the very top level– corporate. It will be absent if you offer only one type of product.

Corporate level of marketing strategy

At the corporate level, we need to consider assortment strategy and market orientation strategy.

Assortment strategy of the enterprise

Here we need to determine the number of product units of the assortment, the width of the assortment, that is, the number of products of different categories in the assortment (for example, yogurt, milk and kefir), the depth of the assortment range or the number of varieties of each category (raspberry yogurt, strawberry yogurt and peach yogurt).

As part of the assortment policy, the issue of product differentiation (changing its properties, including taste, packaging), developing a new product and discontinuing the product is also considered.

The listed issues are resolved based on the following information about the market and the company:

• Size and pace of market development;
• Size and development of the company's market share;
• Size and growth rates of various segments;
• The size and development of the enterprise's market share in the product market.

It is also necessary to analyze information about the products that are included in the product line:

• Trade turnover by product;
• Level and change in variable costs;
• Level and trends in gross profit;
• Level and change in fixed non-marketing costs.

Based on this information, the assortment strategy of the enterprise is drawn up.

Market Orientation Strategies

As part of this strategy, we need to identify the target market and identify target segments. Both questions depend on your range and individual products.

In general, at this stage the decision comes down to choosing one of the following market segmentation options:

• Focus on one segment. In this case, the seller offers one product in one market.
• Market specialization. It is used when you have several product categories that you can offer only to one consumer segment. Let’s depict this schematically (“+” is a potential consumer)

• Product specialization suitable for you if you have only one product, but can offer it to several segments at once.

• Electoral specialization. This is the case when you can adapt your offer to any of the segments. You have enough products to satisfy the needs of each segment.
• Mass Marketing. You offer one universal product that, without any changes, can satisfy the needs of each segment of your market.

• Complete market coverage. You produce all products available on the market and, accordingly, are able to satisfy the needs of the entire consumer market

Before defining a market targeting strategy, we advise you to carefully analyze the needs of the customer segments that exist in your market. We also do not advise you to try to “capture” all segments at once with one product. So you risk being left with nothing.

Business unit level

Choosing a competitive marketing strategy is a fairly broad issue. Here it is necessary to consider several aspects at once, but first it is necessary to carry out analytical work.

First, assess the level of competition in the market. Secondly, determine your company's position among competitors.

It is also necessary to analyze the needs of your target audience, assess the threats and opportunities in the external environment and identify strengths and weak sides companies.

It is necessary to carry out analytical work with the product: identify its key value for the target consumer and determine its competitive advantage. Once you have done your analytical work, you can begin choosing a competitive strategy.

From the point of view of marketing practitioners, it is advisable to consider competitive strategies from two perspectives: the type of competitive advantage and the role of the organization in a competitive market.

Competitive strategies by type of competitive advantage

Here it would be advisable to immediately present these strategies in the form of a diagram, which is what we will do. The columns contain possible types competitive advantage of the organization, in the lines - the strategic goal of the product (company). At the intersection we get strategies that suit us.

Differentiation strategy requires you to make your product unique in terms of quality, which has highest value for the target client.

This strategy is suitable for you if:

• The company or product is at a stage of its life cycle called maturity;
• Do you have enough a large number of funds for the development of such a product;
• The distinctive property of a product constitutes its key value for the target audience;
• There is no price competition in the market.

Cost leadership strategy assumes that you have the opportunity to produce a product at the lowest cost on the market, which allows you to become a leader in price.

This strategy is right for you if:

• You have technologies that allow you to minimize production costs;
• You can save money on production scale;
• You are lucky with your geographical location;
• You have privileges when purchasing/extracting raw materials;
• The market is dominated by price competition.

Focus on costs and differentiation implies your advantage over competitors only in one segment of your choice, in terms of costs or distinctive product properties. The choice factors that we discussed above regarding each strategy will help you choose what exactly to focus on (costs or differentiation).

The focusing strategy has the following factors:

• You can identify a clearly defined segment in the market with specific needs;
• In this segment low level competition;
• You don't have enough resources to cover the entire market.

Competitive strategies based on the organization's role in the market

At the very beginning, we recalled that the concept of “strategy” entered our lives from the art of war. We invite you to return to those ancient times and take part in a real battle, only in our time and in a competitive market.

Before you go to the battlefield, you need to determine who you are in relation to your competitors: a leader, a follower of the leader, an industry average, a small niche player. Based on your competitive position, we will decide on a “military” strategy.

Market leaders it is necessary to hold the defense so as not to lose your position.

Defensive war involves:

• Staying ahead of competitors' actions;
• Constantly introducing innovations into the industry;
• Attack on oneself (own competing products);
• Always be on guard and jam decisive action competitors with the best solutions.

Follower of the leader it is necessary to take an offensive position.

First of all, you need:

• Identify the leader’s weaknesses and hit them:
• Concentrate your efforts on those product parameters that are a “weak” side for the leader’s product, but at the same time important for the target consumer.

Industry average Flank warfare will do.

It involves the following combat actions:

• Search for a low-competitive market/segment;
• Unexpected attack from the flank.

If you are a niche player, your war is guerrilla.

You should:

• Find a small segment that you can reach;
• Be active in this segment;
• Be “flexible”, that is, be ready at any time to move to another segment or leave the market, since the arrival of “large” players in your segment will “crush” you.

Product level of marketing strategy

The marketing strategy of a product is represented by three types of strategies at once: a strategy for positioning the product on the market, strategies for the elements of the marketing mix, strategies for each product within the marketing strategy of the product line.

Positioning strategy

We propose to highlight the following positioning strategies:

• Positioning in a special segment(for example, young mothers, athletes, clerks);
• Positioning on product functionality. On functional features The focus is mainly on companies specializing in high-tech products. For example, The iPhone, seeing the target audience’s need for excellent photo quality, positions itself as a smartphone with a camera no worse than a professional one;
• Positioning at a distance from competitors(the so-called “blue ocean”). There is such a positioning strategy as the “blue ocean” strategy. According to this strategy, the competitive market is a “red ocean”, where companies fight for every client. But an organization can create a “blue ocean,” that is, enter the market with a product that has no competitors. This product must be differentiated from competitors on key consumer factors. For example, Cirque du Soleil proposed a completely new circus format, which differed in price (it was much more expensive), did not have performances with animals and clowns, changed the format of the arena (there is no longer a round tent), and was aimed mainly at an adult audience. All this allowed Cirque du Soleil to leave the competitive market and “play by its own rules.”
• Positioning on a branded character. There are quite a lot of such examples: Kwiki the rabbit from Nesquik, Donald McDonald from McDonald's, cowboy Wayne McLaren from Marlboro. True, sometimes a character also has a negative impact on the image of a company or product. So Wayne McLaren died of lung cancer and in the period of time from diagnosis to death he sued Marlboro, publicly telling how harmful their cigarettes were. Cartoons also sometimes cause harm. Thus, “Skeletons” from Danone were not popular among mothers due to the inflammatory images of cartoon characters used in advertising.
• Discoverer. If you were the first to offer a product, you can choose a pioneer strategy when positioning;
• Positioning based on a specific service process. This is especially true for the service sector. Everyone has already heard about the restaurant “In the Dark”. He will be a great example of this positioning.

Strategies for elements of the marketing mix

As part of the marketing mix strategy, there are four marketing mix strategies to consider.

Product marketing strategy

In addition to the assortment strategy, which we have already discussed, it is necessary to determine a strategy for each product unit. It will depend on the stage of the product life cycle.

The following stages of the life cycle are distinguished:

1. Implementation. The product has just appeared on the market, there are not many competitors, there is no profit, but sales volumes are quite high, as are costs. At this stage, our main goal is to inform the target audience. The actions should be as follows:

• Analysis of existing demand;
• Informing the target audience about the qualities of the product;
• Convincing the consumer of the high value of the product;
• Construction of a distribution system.

1. Height. You are watching fast growth sales, profits and competition, costs are reduced. You need:

• Modify the product to avoid price competition;
• Expand the range to cover as many segments as possible;
• Optimize the distribution system;
• The promotion program should be aimed at stimulation, and not at informing, as it was before;
• Reducing prices and introducing additional services.

1. Maturity. Sales are growing, but slowly, profits are falling, and competition is growing rapidly. In this case, you can choose one of three strategies:

• Market modification strategy, which involves entering new geographic markets. In addition, as part of this strategy, it is necessary to activate promotion tools and change the positioning of the product.
• Product modification strategy involves improving the quality of the product, changing the design and adding additional characteristics.
• Marketing mix modification strategy. In this case, we have to work with the price, it needs to be reduced, promotion, it needs to be intensified, and the distribution system, the costs of which need to be reduced.

1. Recession. Sales, profits, promotional costs and competition are reduced. Here, the so-called “harvest” strategy is suitable for you, that is, the gradual cessation of production of the product.

Pricing Strategies

There are pricing strategies for new enterprises and “old-timers” of the market.

Pricing Strategies for New Businesses

• Market penetration. Relevant if there is sufficiently elastic demand in the market. It consists in setting the lowest possible price for the product.
• Strategy of functional discounts for sales participants. If we want large chains to promote our product, we need to give them a discount. Suitable for large companies.
• Standard pricing. Nothing special. The price is calculated as the sum of costs and profits.
• Following the market involves setting the same prices as competitors. Suitable for you if there is no fierce price competition in the market.
• Price integration strategy applicable when you can agree to maintain the price level at a certain level with other market participants.
• A strategy for balancing the quality and price of a product. Here you need to determine what you will focus on: price or quality. Based on this, either minimize costs (lower the price) or improve the quality of the product (raise the price). The first option is acceptable for elastic demand.

Pricing strategies for market watchdogs

• Open competition on price. If you are ready to reduce the price to the last player on the market, then this strategy is for you. Don't forget to estimate the elasticity of demand, it should be high.
• Refusal of "price transparency". In this case, you need to make it impossible for consumers to compare your price with your competitors' prices. For example, make a non-standard volume of product, for example, not 1 liter of milk, but 850 ml. and set the price a little lower, but so that your liter of milk is actually more expensive. The consumer will not notice the trick.
• Strategy for offering a package of goods. The strategy of offering a package of goods is to provide the consumer with the opportunity to purchase a “set of products” at a better price than if they were purchased separately. For example, in the McDonald's restaurant chain, such a package of products is a Happy Meal for children. When purchasing it, the consumer receives a toy at a reduced price, and the company receives an increase in sales.
• Stepped pricing strategy for the offered assortment. Break down the entire range by price segments. This will allow you to cover a larger portion of the market.
• Price linking strategy. We all remember the “makeweight” that was attached to scarce goods. This is a great example of this strategy.
• Price differentiation strategy. If your core product needs complementary products, then this strategy is for you. Install low price for the main product and high for complementary ones. After purchasing the main product, the consumer will be forced to purchase a complementary one. A good example is a capsule coffee machine and coffee capsules.
• Introduction of free services. This strategy is similar to the strategy of abandoning price transparency. In this case, the consumer will also not be able to compare your prices with those of your competitors.

The next step in determining a pricing strategy is to determine a price differentiation (or discrimination) strategy; their use is not mandatory for the company.

There are two price differentiation strategies:

• Geographical price differentiation strategy. It is divided into zonal price, uniform price, selling price, basis point price and manufacturer's delivery cost strategies.

If your company has a presence in several areas (multiple geographic markets), then use the strategy zonal prices. It involves establishing different prices for the same product in different geographical regions. Price may depend on average wages in the region, differences in delivery costs and so on.

If you set the same prices for products in all regions, then your strategy is single price strategy.

Selling price strategy applies if you do not want to transport the goods at your own expense to the consumer (point of sale). In this case, the consumer bears the cost of delivery.

Basis point price involves fixing a certain point from which the delivery cost will be calculated, regardless of the actual location of shipment.

Manufacturer's delivery cost strategy speaks for itself. The manufacturer does not include the cost of delivery of the goods in the price.

• Price differentiation strategy for sales promotion. Suitable for you if the product is at the maturity stage of its life cycle. There are several other strategies that can be highlighted here.

“Bait Price” strategy. If you have a sufficient number of products in your assortment, you can apply this strategy. It consists of setting prices much lower than market prices for one particular product. The rest of the goods are offered at the average market price or above the average price. The strategy is especially suitable for retail stores.

Pricing strategy for special events – promotions, discounts, gifts. We won't stop here. Let's just say that there are discounts for timely payment of goods in cash ( wholesale), volume discounts, dealer discounts, seasonal discounts (if you sell seasonal goods, you need to stimulate sales during the “off-season”).

Product distribution strategy

As part of the distribution strategy, it is necessary to determine the type of distribution channel and the intensity of the distribution channel. Let's deal with everything in order.

Distribution channel type

There are three types of distribution channels:

• Direct channel– movement of goods without intermediaries. Used when a company offers high-tech or exclusive products to a small segment.
• Short channel with the participation of a retail trader. In this case, an intermediary appears who will sell your product to the end consumer. Suitable for small companies.
• Long channel with the participation of a wholesaler (wholesalers) and a retail trader. If you have a high production volume, then this channel will provide you with a sufficient number of outlets.

Distribution Channel Intensity

The intensity of the distribution channel depends on the product and production volume.

There are three types of distribution intensity:

• Intensive distribution. If you own a large production facility and offer a mass product, then this strategy is for you. It assumes the maximum number of retail outlets.
• Selective distribution. Selection of retail traders based on any criteria. Suitable for those who offer a premium, specific product.
• Exclusive distribution. Careful selection of traders or independent distribution of products. If you offer an exclusive or high-tech product, you should choose this type.

Having considered these elements, we will obtain a product distribution strategy that will be part of the company's overall marketing strategy.

Product promotion strategy

There are two main promotion strategies:

• Pulling promotion involves stimulating demand in the market by the manufacturer independently, without the help of distributors. In this case, the consumer himself must ask the distributors for your product. This can be done using promotion tools (advertising, PR, sales promotion, personal selling, direct marketing). In this case, the promotion strategy must specify all the tools used and the timing of their use;
• Push promotion. In this case, you must make it profitable for distributors to sell your product. You must “force” him to promote your product. This can be done through discounts for sales representatives.

At first glance, choosing a marketing strategy seems to be a very labor-intensive and lengthy process. However, after going through all the described stages of defining a marketing strategy for each level of the strategic pyramid, you will understand that it is not so difficult. Let us give you an example to prove our words.

Marketing Strategy Example

Step 9 Calculation of the total marketing budget. We repeat again, these are only approximate figures.

Step 10 Analysis of marketing strategy.

That's it, our marketing strategy is ready.

Marketing as a concept of market orientation of management is determined by the need for a rapid response of an enterprise to a changing situation. At the same time, as noted ancient Greek philosopher Epictetus, “we should always remember that we cannot control events, but must adapt to them.” This approach must be used when developing marketing strategies and plans, which are one of the main stages of an enterprise’s marketing activities.

Marketing Strategies– methods of action to achieve marketing goals.

The sequence of development of marketing strategies is presented in Fig. 7.1.

Rice. 7.1. Sequence of development of marketing strategies

Situational analysis is carried out to clarify the situation of the enterprise at the moment and determine the possibility of achieving its goals, taking into account the relationship with environmental factors.

Table 7.1

Analysis of the strengths and weaknesses of the enterprise

External situation analysis– consideration of information about the state of the economy as a whole and about economic situation of this enterprise. Involves the study of such factors as the country's economy and politics, technology, legislation, competitors, sales channels, buyers, science, culture, suppliers, infrastructure.

Internal situational analysis– assessment of enterprise resources in relation to external environment and resources of major competitors. Involves the study of factors such as goods and services, the company’s place in the market, personnel, price policy, channels of promotion to the market.

SWOT analysis represents short document, in which:

v reflects the strengths and weaknesses of the enterprise’s activities, characterizing its internal environment. An example of a possible form for analyzing the strengths and weaknesses of an enterprise is presented in Table. 7.1;

Real possibilities are analyzed;

The reasons for the effectiveness (unprofitability) of work are revealed;

The ratio of advantages and disadvantages of the enterprise and competitors is analyzed;

The degree of susceptibility to environmental factors is determined.

Based on the SWOT analysis data, a SWOT matrix is ​​compiled (Table 7.2). On the left there are two sections - strengths and weaknesses identified from the results of compiling the table. 7.1. At the top of the matrix there are two sections – opportunities and threats.

Table 7.2

SWOT Matrix

At the intersection of sections, four fields are formed, for which all possible pair combinations should be considered and those that should be taken into account when developing an enterprise strategy should be identified:

–> “SIV” – strength and opportunity. For such pairs, a strategy should be developed to use the strengths of the enterprise in order to obtain results from the opportunities identified in the external environment;

–> “SIU” – power and threats. The strategy should involve using the enterprise's strengths to eliminate threats;

–> “SLV” – weakness and opportunities. The strategy must be structured in such a way that the enterprise can use the emerging opportunities to overcome existing weaknesses;

–> “SLU” – weakness and threats. The strategy must be structured in such a way that the enterprise gets rid of weaknesses and overcomes the existing threat.

To assess opportunities, the method of positioning each specific opportunity on the opportunity matrix is ​​used (Table 7.3). Recommendations based on the data in this matrix:

Table 7.3

Opportunity Matrix

–> opportunities that fall into the “BC”, “VU”, “SS” fields are of great importance for the enterprise, and they must be used;

–> opportunities that fall into the “SM”, “NU”, “NM” fields practically do not deserve attention;

–> for other opportunities, management must make a positive decision to pursue them if sufficient resources are available.

A similar matrix is ​​compiled to assess threats (Table 7.4). Based on this matrix, we can recommend the following:

– » threats falling into the fields “VR”, “VK”, “SR” pose a serious danger to the enterprise and require mandatory elimination;

–> threats that fall into the “VT”, “SK”, “HP” fields must be in the field of view of the enterprise management and are eliminated as a matter of priority;

–> threats that fall into the “NK”, “ST”, “VL” fields require a careful and responsible approach to eliminating them.

Table 7.4

Threat Matrix

Marketing Strategies allow you to determine the main directions of marketing and specific marketing programs.

Marketing strategies are formed on the basis of combinations of activities carried out within the marketing mix: product, place of sale, price, distribution, personnel. Examples of generated marketing strategies are presented in table. 7.5.

Table 7.5

Enterprise marketing strategies

Marketing strategies have certain requirements. They should be:

Clearly formulated, specific, consistent;

Designed to meet market requirements;

Divided into long-term and short-term;

Designed with resource constraints in mind.

7.2. General characteristics of marketing strategies

The various levels of enterprise management are presented in table. 7.6.

Table 7.6

Levels of enterprise management

The system of marketing strategies for various levels of management is presented in Table. 7.7.

Table 7.7

System of enterprise marketing strategies

7.3. Portfolio strategies

Briefcase– a set of independent business units, strategic units of one company.

Portfolio strategies– methods of distributing limited resources between business units of an enterprise using criteria for the attractiveness of market segments and the potential capabilities of each business unit.

Management of enterprise resources based on economic directions of market activity is carried out using the matrices of the Boston Consulting Group (BCG) and GI-Mackenzie.

1. Boston Consulting Group (BCG) Matrix developed in the late 1960s.

In Fig. 7.2 shows the indicators:

– market attractiveness– an indicator of the rate of change in demand for the enterprise’s products is used. Growth rates are calculated based on product sales data in a market segment (can be a weighted average);

– competitiveness and profitability– an indicator of the relative share of the enterprise in the market is used. Market share (Dpr) is determined in relation to the most dangerous competitors or market leader (Dkonk).

Rice. 7.2. Two-dimensional growth/share matrix

The matrix describes a situation that requires a separate approach in terms of investment and development of a marketing strategy.

Possible strategies:

–> “stars” – maintaining leadership;

–> “cash cows” – obtaining maximum profit;

–> “difficult children” – investment, selective development;

–> “dogs” – leaving the market.

The task of the enterprise management is to ensure the strategic balance of the portfolio through development economic zones, capable of giving free cash, and zones that ensure the long-term strategic interests of the enterprise.

Advantages of the BCG matrix:

The matrix allows you to determine the position of the enterprise as part of a single portfolio and highlight the most promising development strategies (fast-growing areas require capital investments, slowly growing ones have excess funds);

Quantitative indicators are used;

The information is visual and expressive.

Disadvantages of the BCG matrix:

It is impossible to take into account changes in the situation, changes in marketing costs, and product quality;

The conclusions are objective only in relation to stable market conditions.

2. G-I-Mackenzie Matrix(“market attractiveness/strategic position of the enterprise”) is an improved BCG matrix, completed by McKinsey for General Electric. The matrix allows you to make more differentiated strategic marketing decisions on the effective use of the enterprise’s potential, depending on the level of market attractiveness (Fig. 7.3.).

Rice. 7.3. Two-dimensional G-I-Mackenzie matrix

Table 7.8

Elements of the Mac-I-Mackenzie matrix

The elements of the matrix are discussed in table. 7.8.

The value of market attractiveness (MAV) can be calculated using the formula:

PRR = PR x PR x PS,

where PR is the growth prospect. It is assessed using a forecast of economic, social, technical, and political market conditions. Various forecasting methods are used. The object of forecasting is demand; Pr – prospect of profitability growth. Evaluated by experts (changes in demand, aggressiveness of competitors, etc. are analyzed); PS is the prospect of enterprise stability.

The quantitative value of the strategic position (SPP) can be determined by the formula:

SPP = IP x RP x SP,

where IP is the investment position of the enterprise. It is defined as the ratio of the real and optimal amounts of investment to ensure the growth of the enterprise (investments in production, R&D, sales); RP – market position. Defined as the ratio of the actual market strategy to the optimal strategy; SP is the state of the enterprise's potential. Defined as the ratio of the real state of the enterprise to the optimal one from the point of view effective management finance, marketing, personnel, production.

If any of the three elements (IP, RP, JV) is equal to 1, the enterprise has a high strategic position in the market.

If even one element is 0, the enterprise has little chance of success.

When using the G-I-Mackenzie matrix, it is necessary to take into account its disadvantages:

A lot of information;

Different approaches to assessment.

You can select average level the attractiveness of the market and the strategic position of the enterprise and use in this case the multidimensional G-I-Mackenzie matrix (Fig. 7.4).

Rice. 7.4. Multidimensional G-I-Mackenzie matrix

Using the matrix shown in Fig. 7.4, three strategic directions can be identified (Table 7.9).

So, the portfolio approach to developing strategic marketing decisions is based on:

Clear structuring of activities by markets, products, divisions;

Developing specific indicators to compare the strategic value of areas;

Matrix representation of the results of strategic planning.

Table 7.9

The main strategic directions of enterprise development, identified on the basis of the G-I-Mackenzie matrix

7.4. Growth Strategies

Enterprise growth– manifestation of types of business activity of the enterprise, which is based on the following capabilities:

Limited growth – intensive development at the expense of own resources;

Acquisitions of other enterprises or integrated development, including vertical and horizontal integration;

Diversification – organization of other areas of activity.

Growth Strategies– a model of enterprise management by choosing the types of its business activities, taking into account internal and external opportunities.

Growth strategies are determined by the Ansoff matrix, the external acquisition matrix and the new BCG matrix.

1. Ansoff matrix allows you to classify products and markets depending on the degree of uncertainty in the prospects for the sale of products or the possibility of penetration of these products into a specific market (Fig. 7.5).

Fig.7.5. Ansoff matrix

The probability of success for the “Penetration” strategy is that every second attempt can be successful.

The probability of success for the Diversification strategy is that every twentieth attempt can be successful.

The marketing attractiveness of a growth strategy is assessed:

Sales value ( V potpr). Calculated as the capacity of a given market segment;

The magnitude of the probable risk (R). It is established by experts and measured as a percentage.

The forecast value of sales volume (Pprogn) can be determined by the formula:

The obtained indicator values ​​are correlated with the expected costs of implementing the strategy.

Table 7.10

Directions of an enterprise's marketing activities using the Ansoff matrix

2. Matrix of external acquisitions(area of ​​activity/type of strategy) allows you to:

Choosing an integrated or diversified path for enterprise growth;

An assessment of the enterprise’s place in the production chain depending on how different areas of the market correspond to its potential capabilities (Fig. 7.6).

Rice. 7.6. External Acquisition Matrix

Diversification justified if the enterprise has little opportunity for growth in production terms. It allows you to solve the problems noted in Fig. 7.7.

Rice. 7.7. Problems solved with the “Diversification” strategy

Figure 7.8. Types of acquisitions during diversification

Integration justified if the company intends to increase profits by increasing control over strategically important elements in production, allowing you to solve the problems noted in Fig. 7.9.

Rice. 7.9. Problems solved with the “Integration” strategy

In the case of integration growth, two possible options(Fig. 7.10).

Rice. 7.10. Types of Integrated Enterprise Growth

3. New BCG matrix(Fig. 7.11) allows you to consider the possibilities of enterprise growth based on strategic decisions made taking into account two indicators:

Rice. 7.11. New BCG matrix

Cost/volume effect – based on the “experience curve” (when production speed is doubled, costs are reduced by 20%);

The effect of product differentiation is based on taking into account the “product life cycle”, when the product must undergo constant changes and improvements.

Strategy for specialized activities is based on the strong manifestation of two effects. It is possible to make a profit by increasing the output of standardized products and simultaneous differentiation of design. This strategy is typical for the automotive industry, which is characterized by maximum standardization of basic mechanisms and differentiation of external design.

Concentrated strategy takes into account the high cost/volume effect with a weak level of product differentiation effect. In this case, two strategic decisions are possible:

Increasing production capacity and absorbing competitors;

Transition to specialization in order to achieve stable differentiation.

Fragmented activity strategy takes into account the possibility of a strong differentiation effect. Used in two cases:

At the beginning of the production of potentially promising products based, for example, on biotechnology, superconductivity, etc.;

When fulfilling orders focused on the development of highly differentiated products.

This strategy is typical when performing individual consulting, engineering, software, organizations modern forms trade.

Strategy for unpromising activities is based on the weak manifestation of two effects. Improving the situation is possible by changing the nature of the enterprise's activities and mastering new directions in its work.

7.5. Competitive Strategies

The task of competitive strategies is to establish the competitive advantage of an enterprise or its products and determine ways to maintain superiority.

Competitive advantage– those characteristics of the enterprise’s market activity that create a certain superiority over competitors, which is achieved through competitive strategies that help the enterprise retain a certain market share.

The following strategies are used to solve this problem.

1.According to M. Porter's general competitive matrix, The competitive advantage of an enterprise in the market can be ensured in three ways (Fig. 7.12).

Rice. 7.12. General competitive matrix

Product Leadership based on product differentiation. Particular attention is paid to the sale of branded products, design, service and warranty service. At the same time, the price increase must be acceptable to the buyer and exceed the increase in costs. This is how the “market power” of a product is formed. When using this strategy, marketing plays a major role.

Price leadership is ensured if the enterprise has a real opportunity to reduce production costs. Particular attention is paid to investment stability, standardization, and strict cost management. Cost reduction is based on the use of the “experience curve” (unit production costs fall by 20% whenever production speed doubles). When using this strategy, production plays a major role.

Niche leadership associated with focusing a product or price advantage on a narrow market segment. This segment should not attract special attention stronger competitors, such leadership is most often used by small businesses.

2. Competitive advantage can be achieved based on the analysis of competitive forces using competitive forces model, proposed by M. Porter (Fig. 7.13).

Rice. 7.13. Competitive Forces Model

Competition among existing companies is aimed at achieving a more advantageous position in the market, taking into account the range, packaging, price, advertising, etc.

Strategic actions to prevent threats from new competitors involve the creation of various obstacles for them: reducing costs as production volumes grow, product differentiation, stimulating intermediaries, and the use of patents.

The threat of the emergence of competing products can be contrasted with the constant search and implementation of ideas for “market novelty” products, the use of new technologies, expansion of R&D, service, etc.

Threat from consumers is manifested in their ability to influence the level of competition through changing requirements for products, prices, and trade services.

Supplier Capabilities influence the level of competition by raising prices or reducing the quality of supplied materials.

3. Possible strategies for achieving and maintaining a competitive advantage of an enterprise in the market are presented in matrix competitive advantages (Table 7.11).

Table 7.11

Competitive Advantage Matrix

The type of strategy chosen depends on the company’s position in the market and the nature of its actions.

Market leader occupies a dominant position with significant strategic capabilities.

Pursuers of the market leader do not currently occupy a dominant position, but wish, as they accumulate competitive advantages, to take a place close to the leader and, if possible, overtake him.

Avoiding direct competition enterprises agree with their position in the market and exist peacefully with the leader.

Enterprises, occupying a certain position in the market, can choose a proactive or passive strategy to ensure their competitive advantages (Table 7.12).

Table 7.12

Characteristics of proactive and passive strategies

4. The reaction of competitors to the actions of the enterprise can be assessed using competitor reaction model, proposed by M. Porter and taking into account the elements presented in Fig. 7.14.

Rice. 7.14. Competitor reaction model

7.6. Market segmentation strategy

There are three areas in the functional market segmentation strategy:

Strategic segmentation;

Product segmentation;

Competitive segmentation.

basis strategic segmentation is the allocation of strategic management zones (SZ) at the corporate level, as a result of which the basic markets in which the enterprise intends to operate are determined.

Strategic segmentation allows for economic, technological and strategic growth of an enterprise.

The economic growth of SKhZ is determined by:

– the attractiveness of the agricultural plant (possibility of sales growth and increased profits);

– input and output parameters of the marketing system (costs, stability of the enterprise in the market).

Technological growth is associated with the use modern technologies to meet the needs of SCP. There are three types of technology:

–> stable – the same type of product is produced that satisfies market needs for a long time (for example, the production of pasta based on “extrusion”);

–> fruitful - over a long period, new generations of products successively replace one another (for example, production modern means computer technology);

–> changeable - some are replaced technological processes others, which leads to the emergence of fundamentally new products (for example, the creation of biotechnology, laser technology, Email etc.).

Strategic growth is determined by the level of use of the potential capabilities of the enterprise and depends on:

Capital investments in agricultural chemical plant;

SKhZ competitive strategy;

Mobilization capabilities of the enterprise.

basis product segmentation is to identify market segments based on consumer, product and competitive characteristics identified in clause 3.4.

basis competitive segmentation is to find a market niche not occupied by competitors in order to gain advantages when using innovations.

The characteristics of other functional and instrumental strategies are given in the corresponding chapters of the manual.

Situations to analyze

1. Determine what the business activity of the enterprise is based on in the following situations:

– the Komus company focuses on development without the involvement of external creditors;

– the Novaya Zarya factory organized the acquisition of dealer networks;

– Lukoil company organized other types of activities.

2. Determine what types of integration take place in following examples:

– Russian beer producers are considering the possibility of creating vertical alliances with bottle and label manufacturers in response to the increased tax burden;

– Russian beer producers are considering the possibility of creating horizontal alliances with “nearby” producers: owners of bars and restaurants, producers of salty snacks, etc.

3. At one time, the Bytkhim production association, which produces paints, focused only on the professional market, selling paint in 5-liter containers. Later, a strategic decision was made to produce products for the consumer market, selling paint in liter containers and under a different brand in order to ensure further growth of the enterprise.

Determine, using the Ansoff matrix, the previous and new strategy enterprises. Develop strategic decisions of a functional and instrumental nature regarding the new direction of the enterprise.

4. Analysis of competitive threats revealed a potential threat from a new company entering the product market. What are its motives for entering the market?

5. Develop a strategic marketing plan for a business using a matrix approach to defining strategy.