Stages of strategic marketing planning mission. Strategic planning

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The main marketing strategic questions are as follows.

Determination of the markets in which the company will operate. Probably, these strategic marketing decisions should be based on certain strategic directions (areas) of the company. If furniture production is defined as one of the strategic directions, then it is the furniture markets that should be analyzed in strategic marketing.

Segmentation of markets and definition of target segments. Strategy issues - what market segments the company will work with, what segments are the most interesting and promising for it.

Positioning of products, brand, company as a whole. Product differentiation - the reaction of companies to modern conditions market competition. "Differentiate or die!" proclaims J. Trout, the developer of positioning theory. Seems to be a somewhat tough call. The doctor will never say: "Heal or die." Therefore, perhaps it is better not to encourage death, but to warn in a friendly way: "Differentiate, otherwise you will die."

The company needs to define its "market face" - how its product will differ from other products that are available on the market. The market authority of the company must be recognized by the market itself, its consumers, so that the "correct" ("desired") idea of ​​the company's products is formed in their minds. That is, positioning in a strategic sense is a matter of determining the features of a company's product offering in the expectation that they will become really attractive to consumers.

The development, implementation and adjustment of a marketing strategy is the fundamental component on which the possibilities for an effective combination of a company with its external environment are based. The effectiveness of this combination is key factor for the company, since it is its external environment that is the only source of obtaining what it aspires to.

The solution of strategic marketing issues requires a certain organization, the application of managerial efforts. Process control strategic marketing involves the implementation of such common functions management, such as planning, organizing, motivating and controlling. At the same time, planning is considered as the initial, basic management function.

Marketing strategic planning creates a necessary condition for ensuring the market orientation of a commercial organization. This planning should serve as the basis of the organization's strategy.

The scale of the company's activities determine the priority level of marketing strategic planning. So, for a small business, and in many cases a medium one, such planning is carried out at the corporate level. For a large business, a combination of marketing strategic planning at the corporate level, the BU level and the functional level may be characteristic.

In addition, in practice there is no use of any unified approach to marketing strategic planning, in particular regarding its components, time horizon. The marketing strategic plan is the creative product of every company.

"Differentiation" of marketing strategic plans is not a sign of a level problem. vocational training managers. The theory of strategic planning is rather a theory that describes the technology of the process, the methodology for its implementation, rather than establishes any canons, norms, absolute rules. Therefore, our acquaintance with the process of marketing strategic planning and elucidation of the methodology for its implementation and the importance that it has in management, in the activities of the organization.

The process of marketing strategic planning can be divided into the following stages:

1. Market and own state analysis (situational analysis).

2. Definition of marketing goals.

3. Development of a marketing program (plan).

These are the stages of the planning process. After that, work begins on the implementation of the marketing plan, then the control and evaluation of the implementation of the plan takes place.

1. Situational analysis. The company as a whole or its BOs operate in a particular market(s). The state of the market, the market situation is unstable, dynamic factors. The operating environment for companies is constantly changing: at different speeds in different markets. Firstly, you need to constantly monitor market changes, and secondly, an analysis of the market, its development trends should be the first step in the process of creating a marketing strategic plan.

Market analysis includes the following main questions:

Market volume;

Market capacity dynamics;

Consumers;

Competitors.

Market analysis should be combined with an assessment of oneself as a subject of this market. Simultaneously with market and consumer research great importance has an assessment of the state and capabilities of the enterprise - current and prospective. Analysis of the potential of the enterprise in the system of its general management It has dual role: on the one hand, an element of marketing research, on the other - an element of strategic planning of the enterprise. It is very important to correctly assess yourself, your capabilities and find the most optimal use of them in future plans. This assessment should have the following main aspects:

Market share;

Market share dynamics;

Competitive opportunities.

A fairly convenient method of conducting a situational analysis is SWOT analysis. The abbreviation reads like this:

strength- strengths;

Weakness- weak sides;

Opportunities - opportunities;

Threats - threats.

SWOT analysis is a technique for evaluating an enterprise as a market entity, it involves the determination of internal factors, that is, those that depend primarily on the enterprise itself (its strengths and weaknesses), as well as external factors, that is, those that act almost independently of enterprises (they are divided into positive - creating opportunities for development for it, and negative - factors that threaten the future of the enterprise).

In table. 10.1 reflects the hypothetical internal and external factors for a conditional pipe enterprise of Ukraine.

SWOT analysis, which is presented in the form of a table, is a convenient scheme that allows you to systematically consider the market opportunities of an enterprise. its application is necessary for the formation of the correct style of enterprise management, for the best organization business thinking of managers. By this general scheme there should be a coordinated analytical work of the key structural management units of the enterprise - marketing, finance, technical, sales.

Table 10.1. Conditional SWOT analysis for a pipe company

2. Definition of marketing goals. Based on the results of the situational analysis, it is necessary to propose a certain commodity-market strategy. her options could be:

Market expansion strategy. It consists in increasing the volume of sales of those goods that are produced by the company in existing markets. it can also be called a strategy for intensifying market activity.

Market development strategy. It consists in finding new buyers for the products that the company produces. Such a search can take place in two directions: geographical and structural. A company that produces filters for water treatment can enter foreign markets ("geographical growth"), or it can try to "select" some of the customers from companies that provide water purification services.

Differentiation strategy. It consists in creating a new product for the company, which will be offered in a new market for it. That is "double new". Of course, this is a double risk. Suppose that AvtoZAZ decides to launch a tractor production line: New Product, new market. This is a responsible decision.

3. Development of a marketing program (plan). The results of the second stage form the basis for determining strategic issues at the functional level, or the level of individual components of the marketing mix - product, pricing, communication, marketing activities of the company. So, if a strategic decision is made to create a new product and bring it to the market, then you need to determine a number of important marketing issues for it - properties, design, packaging, price, positioning, communication support, etc. To do this, you need to have resources - money and time. It is necessary to form and approve the budget of marketing activities, determine the time targets for the implementation of individual components of the action plan.

Marketing strategy- setting goals, achieving them and solving the problems of the manufacturing enterprise for each individual product, for each individual market for a certain period. The strategy is formed in order to carry out production and commercial activities in full accordance with the market situation and the capabilities of the enterprise.

The enterprise strategy is developed on the basis of research and forecasting of the commodity market, the study of buyers, the study of goods, competitors and other elements of the market economy. The most common marketing strategies are:
1. Market penetration.
2. Market development.
3. Product development.
4. Diversification.

Depending on the marketing strategy, marketing programs are formed. Marketing programs can be oriented:
- to maximize the effect regardless of the risk;
- to minimize the risk without expecting a big effect;
- on the various combinations these two approaches.

Marketing tactics- the formation and solution of the tasks of the enterprise in each market and for each product in a specific period of time (short-term) based on the marketing strategy and assessment of the current market situation with constant adjustment of tasks as market and other factors change: for example, changes in the price index, increased competition , a seasonal drop in demand, a decrease in the interests of buyers in a product, and more. Examples of setting tactical tasks can be the following:
1. Carry out an enhanced advertising campaign due to a drop in demand.
2. Expand the range of goods based on updated data on consumer needs.
3. Expand the range of services provided by service departments to attract new customers.
4. Increase market share due to the reduction in sales by competitors.
5. Structurally improve the product in accordance with the requirements of a particular market.
6. Carry out activities to stimulate staff.

Marketing planning in market conditions consists of 2 parts:
- strategic planning;
- tactical (current) planning (marketing planning).

Strategic planning is the managerial process of creating and maintaining a strategic fit between a firm's efforts, its potential, and its marketing opportunities.

It is based on a clearly defined program of the company and includes the following steps (Fig. 14.1).

Fig.14.1. Stages of strategic planning

Stage 1 "Program" contains a specific goal. She must answer the following questions:
- What is our company?
- Who are our clients?
- What is valuable for these clients?
- What will be the enterprise?
- What should it be?

Questions must be answered from the point of view of meeting the needs and requests of customers. The program should not be too broad and not too narrow.

Stage 2: The firm's program outlined in the previous stage is expanded into a detailed list of supporting efforts and tasks for each level of leadership.

Stage 3: The development plan for the economic portfolio is developed on the basis of an assessment of the attractiveness of each product produced by the company in a particular market. For this, the following indicators are taken into account:
- size and capacity of the market;
- market growth rates;
- the size of the profit received on it;
- intensity of competition;
- cyclical and seasonal business activity;
- Possibility of cost reduction.

The main planned indicator at this stage is the sales volume of each type of product. (The economic portfolio is the sum of these goods).

Stage 4: The company's growth strategy is developed on the basis of the analysis carried out at 3 levels, presented in Table. 14.1.

Table 14.1

1st level	2nd level	3rd level
Intensive growth	Integration growth	Diversified Growth
1. Deep introduction to the market 2. Expanding the boundaries of the market. 3.Product improvement	Regressive integration Progressive Integration Horizontal Integration	Concentric diversification Horizontal diversification conglomerate diversification

Intensive growth justified when an enterprise has not fully utilized the opportunities inherent in its products and markets. Therefore, specific measures are planned to increase sales in existing markets through more aggressive marketing (stimulating consumers, setting lower prices, using advertising ...).

Expanding the boundaries of the market is carried out by introducing products to new markets.

Product improvement is the enterprise's attempt to increase sales by developing a new or improved product in existing markets.

Integration growth is justified when an enterprise can receive a share of the benefits by moving forward, backward or horizontally within its industry. Regressive integration is the firm's attempt to acquire ownership or control suppliers(moving back in the industry); For example, a firm buys a supplier business.

Progressive integration consists of the firm's attempt to acquire ownership or tighter control of the distribution system (moving forward), such as buying the wholesaler of the firm's goods.

Horizontal integration - attempts by the firm to acquire ownership or put under tighter control of a number of competitors' enterprises (horizontal movement).

Diversified growth is justified when the industry does not provide the firm with opportunities for further growth, or when growth opportunities outside the industry are much more attractive and the firm can use its accumulated experience.

There are 3 types of diversification:
- concentric - expansion of the nomenclature with goods similar to the existing ones;
- horizontal - replenishment of the assortment with goods that are not related to existing ones, but that can arouse interest among existing customers;
- conglomerate - replenishment of the assortment with goods that are not related either to the applied technology or to existing markets.

The strategic planning of the firm determines what industries it will be engaged in and sets out the tasks of these industries. The current plan is a set of separately developed plans for each product and each market. Plans for production, release of goods, plans for market activity are being developed. All these plans in the aggregate are referred to by one term "Marketing Plan". The composition of the elements of the marketing plan is shown in Figure 14.3.:


Fig.14.2. Stages of ongoing planning

Summary of Benchmarks includes:
- sales volume in rubles and in % to the last year;
- the amount of current profit in rubles and in % of the previous year;
- the budget to achieve these goals in rubles and in % of the planned sales amount;
- the size of the advertising budget in rubles and in % of the planned sales amount.

Such information will help the top management of the firm to quickly understand the main focus of the marketing plan. Behind the summary is the table of contents of the plan and describes its sections.

In chapter " Current marketing situation"describes the market segments, lists the main products, lists the competitors and indicates the distribution channels (sales agents, retail outlets, dropshippers, stores...).

In chapter " Dangers and Opportunities" lists all the dangers and opportunities that may arise in front of the product.

A hazard is a complication arising from an unfavorable trend or some event that, if not targeted by marketing efforts, can lead to the disruption of the product life cycle or to its termination.

A marketing opportunity is an attractive area of ​​marketing efforts in which a firm can achieve competitive advantage.

List of tasks and problems is formed in the form of specific goals (for example, to achieve a 15% market share with the existing 10%, or increase profits to 20% ...). To achieve these goals, a marketing strategy is developed, that is, a scenario of actions in target markets indicating these markets, new products, advertising, sales promotion ... Each strategy needs to be justified and clarified in how it takes into account the above dangers and opportunities.

Marketing strategy- a rational logical construction, guided by which the company expects to solve its marketing problems. The marketing strategy must accurately name the market segments on which the firm will focus its main efforts. After developing a marketing strategy, a detailed program of measures for the production and sale of goods is developed with the assignment of responsible executors, the establishment of deadlines and the determination of costs. This program will allow you to draw up a budget for the current year.

At the same time, the head of the enterprise must consider the marketing mix and in in general terms Clarify specific strategies for elements of the marketing mix such as:
- new goods;
- organization of local sales;
- advertising;
- sales promotion;
- distribution of goods;
- prices.

Budgets: The action plan in the action program allows the manager to develop an appropriate budget that forecasts profits and losses. The budget contains 3 main columns: income, expenditure, profit.

In "Receipts" contains a forecast regarding the number and average price of items that are planned to be sold.

The column "Costs" indicates the costs of production, distribution and marketing.

In the column "Profit" - the difference between "Receipts" and "Expenses".

The approved budget serves as the basis for purchasing materials, developing production schedules, planning the needs for labor force and conducting marketing activities.

Order of control: Here is the order of control over the progress of the implementation of the entire plan. Usually goals and budget allocations are painted by months or quarters. This means that the top management of the firm can evaluate the results achieved in specific periods of time and identify production. failing to achieve the targets.

When developing a marketing budget, two schemes are used. The first is planning based on target profit indicators. The second is planning based on profit optimization.

Consider the first scheme in stages:
1. Estimation of the total market volume for the next year. It is formed by comparing growth rates and market volumes in the current year.
2. Forecasting market share in the coming year. For example, maintaining market share, expanding the market, entering a new market.
3. Forecast of sales volume in the next year, that is, if the market share is n% -, and the predicted total market volume in natural units is equal to m units, then the estimated volume will be X units.
4. Determination of the price at which the goods will be sold to intermediaries (price per unit).
5. Calculation of the amount of income of the planned year. It is determined by multiplying the sales volume by the unit price.
6. Calculation of the cost of goods: the sum of fixed and variable costs.
7. Forecast of gross profit: the difference between gross proceeds (income) and gross cost of goods sold.
8. Calculation of the benchmark target profit from sales, in accordance with the planned profitability ratio.
9. Marketing expenses. They are defined as the difference between the sum of gross profit and the target profit according to the plan. The result obtained shows how much you can spend on marketing, taking into account the cost of taxation.
10. Distribution of the marketing budget for the following components of the marketing mix: advertising, sales promotion, marketing research.

The second planning scheme is based on profit optimization. Profit optimization requires firm management to clearly understand the relationship between sales and the various components of the marketing mix. The term Sales Response Function can be used to provide a relationship between sales volume and one or more stages of the marketing mix. The sales response function is a forecast of the likely volume of sales over a certain period of time when different conditions costs for one or more elements of the marketing mix (Fig. 14.3.)


Fig.14.3. Possible view sales response functions

A preliminary assessment of the sales response function in relation to the activities of the company can be done in three ways: statistical, experimental, expert.

The purpose of monitoring the implementation of plans is the timely adoption of management decisions in case of deviation from its parameters.

The main controls are: analysis of sales opportunities, analysis of market share, analysis of the relationship between marketing and sales costs and observation of customer attitudes.

Firms apply three types of marketing controls to their market activities:
- control over the implementation of annual plans;
- profitability control;
- strategic control.

Monitoring the implementation of annual plans is to continuously monitor current marketing efforts and results achieved to ensure that sales and profit targets for the year are being achieved. The main means of control is the analysis of sales opportunities, analysis of market share, analysis of the relationship between marketing and sales costs, observation of customer behavior.

Profit control requires the identification of all costs and the establishment of the actual profitability of the company's activities for goods, sales territories, market segments, sales channels and orders of various volumes.

Strategic control- this is the activity of analyzing the implementation of marketing tasks, strategies and programs of the company. Such control is exercised through a marketing audit, which is a comprehensive, systematic, impartial and regular study of the marketing environment, objectives, strategies and operational activities of the company. The purpose of the marketing audit is to identify emerging marketing opportunities and emerging problems and to issue recommendations on a plan of long-term and current actions for the comprehensive improvement of the company's marketing activities. Structure complex analysis and control of marketing activities is given in the scheme of the algorithm.

1. The development of the plan is preceded by a systematic understanding of the situation, a clearer coordination of the firm's efforts, a more precise setting of tasks, which should lead to an increase in sales and profits. The main stages of planning are strategic and tactical.
2. Strategic planning consists of the development of a company program, the formation of its objectives and goals, the analysis of the economic portfolio and long-term planning for the growth of the organization.
3. To ensure the growth of the company, the following strategies are used: intensive growth, integration growth, diversification growth.
4. On the basis of strategic plans, the company develops tactical plans (marketing plans). The main sections of the marketing plan are: a summary of benchmarks, a statement of the current marketing situation, a list of dangers and opportunities, a list of tasks and problems, a statement marketing strategies, action programs, budgets and control procedures.
5. The firm uses three types of marketing control: control over the implementation of annual plans; control of profitability; strategic control.

TOPIC 10. STRATEGIC PLANNING

AND CONTROL OF MARKETING

1.

2. Pims

3. Marketing control

1. Strategic marketing planning and its stages

Planning is the process of setting goals, strategies and specific ways to implement them. Marketing planning is usually divided into strategic (usually long-term) and tactical (current). The strategic marketing plan aims to implement strategic objectives marketing activities, and current plan(most often annual) characterizes the marketing situation of the enterprise in the current year.

Strategic planning- this managerial process of creating and maintaining a strategic alignment between the goals of the company, its potential chances in the field of marketing.

A strategic marketing plan, as a rule, is long-term and is developed over several years. It includes the following related sections:

marketing long-term goals of the enterprise;

marketing strategies;

· development of an economic portfolio of the enterprise.

Marketing purposes there can be any goals aimed at turning the needs of customers into enterprise income, at achieving the desired results in specific markets, as well as goals - missions that embody the social significance of the enterprise.

Marketing goals are only achievable if:

the company has available resources;

Do not contradict the conditions of the external environment;

Corresponding to the internal capabilities of the enterprise.

The basis for the formation of the marketing goals of the enterprise should be "SWOT" (SWOT) - analysis (first letters English words: strengths - strengths, weaknesses - weaknesses, opportunities - opportunities, threats - dangers). As a result of this analysis, the positions of the enterprise in competition for product markets and marketing goals are set.

The marketing goals of an enterprise are achieved through a marketing strategy. Marketing strategy- whole set fundamental principles, methods for solving key tasks to achieve general purpose firms. General marketing strategies specify the development strategy of the enterprise as a whole and include specific strategies for marketing activities in target markets. Marketing strategies can be very diverse, for example:

· an increase in the volume of production of goods of the old nomenclature for the developed markets;

penetration into new markets;

development of new products;

formation of the market;

diversification.

Household portfolio - a list of products manufactured by the enterprise. The development of the economic portfolio is a set of strategic directions for the development of production and the product range.

The strategic planning process includes:

1) definition of corporate missions . The mission (program) of the company is its long-term orientation to any type of activity and a corresponding place in the market. Which consumer groups are served, what functions are performed.

2) goal setting. There are the following categories of goals: higher goals, subordinate to the goal (higher goals are specified in terms of specific functions). According to the content, the goals are classified into:

Market goals: sales, market share;

financial (profit, profitability);

· the purposes connected with a product and a society - quality, maintenance of a guarantee of activity of the enterprise.

3) SHP development plan (business portfolio). SHP - strategic business units, i.e. independent divisions responsible for the assortment group of goods, with a concentration on a specific market and a manager with full responsibility for combining all functions into a strategy.

SHP are the main elements of building a strategic marketing plan. Characteristics: specific orientations, precise target market, control over resources, own strategy, well-defined competitors, clear distinctive advantage. The SHP concept was developed by McKinsey for General Electric in 1971, which has 30 SHPs ( Appliances, lighting equipment, electric motors, engines, etc.).

4) situational analysis . The capabilities of the firm and the problems that it may face are determined. Situational analysis seeks answers to 2 questions: what is the current position of the firm and where is it heading in the future. study environment, opportunities, determine the strengths and weaknesses in comparison with competitors.

5) with marketing strategy . How to apply the marketing structure to satisfy the target markets and achieve the goals of the organization. Each SHP needs a separate strategy, these strategies should be coordinated.

Company growth strategy can be developed based on the analysis carried out at three levels. At the first level, opportunities are identified that the firm can take advantage of at the current scale of activity (opportunities intensive growth ). At the second level, the possibilities of integration with other elements of the marketing system of the industry are revealed (opportunities integration growth ). At the third stage, opportunities are identified that open up outside the industry (opportunities diversified growth ).

INTENSIVE GROWTH. Intensive growth is justified in cases where the company has not fully exploited the opportunities inherent in its current products and markets. There are three types of intensive growth opportunities.

1. Deep market penetration is to find ways for the firm to increase sales of its existing products in existing markets through more aggressive marketing.

2. Market expansion is the firm's attempt to increase sales by introducing existing products into new markets.

3. Product improvement is the firm's attempt to increase sales by creating new or improved products for existing markets.

INTEGRATION GROWTH. Integration growth is justified in cases where the industry has a strong position and / or when the company can receive additional benefits by moving back, forward or horizontally within the industry. Regressive integration consists in the firm's attempts to acquire ownership or put under tighter control of its suppliers. To increase control over the supply chain, the Modern Publishing Company may buy a paper supplier or printer. Progressive Integration is the firm's attempt to acquire ownership or tighter control of the distribution system. The Modern Publishing Company may see value in acquiring magazine wholesalers or subscription bureaus. Horizontal Integration It consists in the firm's attempts to acquire ownership or put under tighter control a number of competing enterprises. The Modern Publishing Company can simply buy other health magazines in the bud.

DIVERSIFIED GROWTH. Diversified growth is justified when the industry does not provide the firm with opportunities for further growth, or when growth opportunities outside the industry are much more attractive. Diversification does not mean that the firm should jump at every opportunity that presents itself. The company must identify for itself the directions where it will find the application of the experience it has accumulated, or directions that will help eliminate the shortcomings it currently has. There are three types of diversification.

1. concentric diversification, those. replenishment of its nomenclature with products that, from a technical and / or marketing point of view, are similar to the existing products of the company. As a rule, these goods will attract the attention of new classes of customers. For example, the publishing house "Modern Publishing Company" may acquire own production paperback books and take advantage of the already established network of distributors of their magazines to sell them.

2. horizontal diversification, i.e., replenishment of its assortment with products that are in no way related to those currently produced, but may arouse the interest of an existing clientele. For example, the Modern Publishing Company may open its own health clubs with the expectation that subscribers to its health magazine will become members.

3. conglomerate diversification, those. adding products that have nothing to do with the firm's technology or its current products and markets The Modern Publishing Company may want to expand into new areas of activity, such as making personal computers, selling real estate franchises, or starting businesses fast food restaurant.

6) tactics represents specific actions performed in order to implement this marketing strategy. 2 important decisions should be made - determine: 1) investment in marketing; 2) the sequence of marketing operations in time.

7) control for the results. When implementing marketing plans, various deviations may occur, so monitoring of their implementation is necessary. Marketing control is aimed at establishing the effectiveness of the enterprise. Monitoring the implementation of the strategic marketing plan is to regularly check the compliance of the initial strategic goals of the enterprise with the available market opportunities. Control over the implementation of the tactical plan consists in identifying deviations of the results from the planned level. For this, budgets, sales schedules, and costs are used. In some cases, plans are revised.

2. Strategic planning approaches: product-market matrix, BCG matrix, " Pims ", Porter's strategic model

Igor Ansoff's "product-market" matrix

The matrix provides for the use of 4 alternative marketing strategies to maintain or increase sales. The choice of strategy depends on the degree of market saturation and the company's ability to constantly update production.

	Penetration	Market Development
	Product Development	Diversification

Fig.1. Matrix of I. Ansoff, taking into account the opportunities for goods-markets

1. Market penetration strategy effective when the market is growing or not yet saturated. The company is trying to expand the sale of existing products in existing markets through the intensification of product distribution and offensive promotion (price reduction, advertising, packaging, etc.).

2. Market development strategy effective when a local firm seeks to expand its market. The goal is to expand the market:

a) as a result of changing lifestyles and demographic factors, new segments arise;

b) new applications are identified for well-known products;

c) the firm can penetrate new geographic markets;

d) the company enters new market segments, the demand for which is not yet satisfied;

e) it is necessary to use new methods of marketing;

g) product variations - offer existing products in a new way;

f) internationalization and globalization of markets.

3. Product development (innovation) . This strategy is effective when the SHP has a number of successful brands and is trusted by consumers.

a) selling new products in old markets - genuine innovations (new in the market);

b) quasi-new products (or modifications);

c) Me-too products (new products for the firm).

4. Diversify

The company moves away from the original areas of activity and moves to new ones. Reasons: stagnating markets, reduced risk, financial gains. The production program includes products that have no direct connection with previous products.

Forms of diversification:

a) horizontal- a car company also produces motorcycles;

b) vertical- a textile company opens a clothing company;

in) lateral- without a discernible material relationship - "Pepsi-Cola" in the production of sports equipment, the company "Philip Morris" in the production of cigarettes and food products.

Matrix Benefits:

1) visual structuring of reality;

2) ease of use.

Flaws:

1) growth orientation;

2) restrictions on 2 characteristics (technology and costs are not taken into account).

Matrix Boston Consulting Group

One of the first was the "growth-share" matrix, proposed by the Boston Consulting Group of Massachusetts. On the vertical axis - the growth rate of the market, the horizontal - the share in this market.




Demand growth rate, %




high rates




Low rates




Low share High share Market share, %

Rice. 2. BCG Marketing Strategy Matrix

The BCG matrix allows a company to categorize each of its SHPs by their market share relative to major competitors and annual growth rates in the industry. Using this matrix, a firm can determine:

Which of its SHPs plays a leading role in comparison with competitors;

· What is the dynamics of its markets.

This matrix has been used primarily to assess funding needs.

This model is based on the concept of product life cycle (LCC) and the experience curve. theoretical basis various models is portfolio analysis, which is one of the most commonly used strategic planning tools.

1. Experience Curve. With the growth of production volumes and experience, the cost of resources per unit of output decreases. Studies have shown that when doubling production volumes, unit costs are reduced by an average of 20-30%. To do this, you need to increase your market share.

2. The concept of the life cycle (Portfolio concept). The enterprise is described as a set of strategic production units ( SPE) or SHP, i.e. Business areas that are independent of one another and are characterized by a specific customer-related market task are differentiated by products and customer groups. SPEs that occupy a strategic initial position in the matrices are combined into homogeneous aggregates. For them, you can define normative strategies that are used for strategic planning.

There are 4 main types of SPEs in the matrix.

1. "Stars" - SHPs occupying a leading position, having won a high market share in an emerging industry ( fast growth in growing sectors of the economy). The "Stars" bring in large profits, which are spent on strengthening their own positions (to finance continued growth). Market share is maintained through price cuts, active advertising, product changes. When growth slows down, they turn into "cash cows".

2. "Cash Cows". SHPs with large market shares in mature industries (slow growth). They have loyal customers and it is difficult for competitors to attract them. Due to high profits, it can finance the growth of other SHPs. The marketing strategy of the company is reminiscent advertising, price discounts, maintaining sales channels.

3. "Difficult child", or "question mark" - SHPs with small market shares in fast growing industries. The leading position in the market is occupied by competitors' products. Significant funds are needed to increase market share. They promise high growth rates, but require large investments. The firm must decide whether to increase promotional spending, actively seek new distribution channels, improve product features and lower prices, or withdraw from the market.

4. "Dog", or "lame ducks" - SHP with low market share in stagnating industries (saturation or degeneration phase). They have neither a large market share nor high growth rates. A company with such an SHP may try to enter a specialized market or exit the market. Within a certain time, such products must be excluded from the Portfolio analysis.

Flaws given strategy: SPEs are evaluated according to only two criteria. Quality, marketing costs, investment intensity are ignored.

PIMS ( profit impact of market strategies )

PIMS - the program of influence of market strategy on profit.

The program involves the collection of data from a number of corporations in order to establish the relationship between various economic parameters and two characteristics of the organization's functioning: return on investment and cash flow. In a study conducted in 1983, it was found that the following marketing-related factors influenced revenue: market share relative to the top three competitors; the value added by the company; industry growth; product quality; the level of innovation/differentiation and vertical integration (possession of subsequent sales channels). As for the movement Money, PIMS data suggests that growing markets require funds from the company, a relatively high market share improves the flow of money, and high levels investments absorb money.

An empirical study of factors affecting the profitability of an enterprise (long-term profitability) was carried out in the 70s by the Institute for Strategic Planning (Cambridge, USA). During the project, 300 enterprises of the world (3000 North American and European companies). It is believed that this model, using about 30 variables, allows you to identify 67% of the success factors of the company.

The use of empirical material is its great merit. Factors that have the strongest impact on profits (in descending order): 1) capital intensity; 2) product quality; 3) the company's market share; 4) labor productivity.

Big Advantage models: 1) try to measure the relative quality of the product; 2) contains an attempt to assess the conformity of the structure of production with the structure of needs. Flaw: technical approach to strategy planning.

Porter's strategic model

Harvard Business School professor Michael Porter developed the concept of competitive strategy in 1975-1980, during a period of slowing growth and stagnation in many industries.

M. Porter's research led to next conclusion: almost all large enterprises with a large market share, and small specialized firms, have a chance to achieve the required level of profitability. Important integral part This strategy is an in-depth analysis of competition.

According to Porter, competition analysis involves 4 diagnostic components: 1) future goals (goals of competitors); 2) Competitor's assumptions about the industry and other operating companies; 3) the competitor's current strategy; 4) opportunities (goals, assessments - strengths and weaknesses).

Five forces of competition according to Porter:

1) penetration of new competitors;

2) the threat of the appearance of substitute goods;

3) opportunities for buyers;

4) supplier capabilities;

5) competition in the market.

General Porter's strategic model considers 2 main concepts of marketing planning and alternatives to each of them: target market selection and strategic advantage (uniqueness or price).

Combining these two concepts, Porter's model identifies the following basic strategies:

cost advantage;

· differentiation;

concentration.

To get ahead of your competitors, you need to focus on one of three strategies.

1. Cost advantage strategy (cost leadership). The main idea is that all actions and decisions of the company should be aimed at reducing costs. The firm focuses on mass production, on this basis it is necessary to minimize unit costs and offer low prices. This allows you to have a higher share of profits compared to competitors. A company that has won leadership in cost reduction cannot afford to ignore the principles of differentiation.

3. Differentiation strategy. The company's product must be different from competitors' products and must be unique. For example, Mercedes. The firm is targeting a large market. This strategy involves higher costs. Differentiation can be in the product itself, distribution methods, marketing conditions, etc.

Prerequisites: special fame of the enterprise; extensive research; appropriate design; use of high quality materials.

Advantages:

Consumers acquire brand loyalty, their sensitivity to price decreases;

customer loyalty and product uniqueness create high entry barriers to the market;

· high profit facilitates relationships with suppliers.

4. A strategy of concentration or focus. The company highlights a specific market segment through low prices or unique distribution. There are two types of strategy: the company is trying to achieve benefits in cost reduction or through product differentiation.

According to Porter's model, the relationship between market share and profitability is U-shaped.

A firm with a small market share can succeed by developing a well-focused strategy. A company with a large market share may succeed as a result of a total cost advantage or a differentiated strategy. A company can get stuck in the middle if it doesn't have an efficient and unique product or a total cost advantage.

Unlike the BCG matrix and the PIMS program, according to Porter's model, a small firm can profit by concentrating on any one competitive "niche", even if its overall market share is negligible. A firm doesn't have to be big to perform well.

Risk associated with individual strategies

1. Cost strategy:

a) technological changes may devalue previous investments;

b) competitors can adopt cost-cutting methods;

c) unpredictable cost increases can lead to narrowing the price gap compared to competitors.

2. Risk of differentiation:

a) The price lead of the cost leader can become so important that for buyers, financial considerations will be more important than brand loyalty;

b) consumer value systems may change, which will affect consumer demand.

3. Non-progressive strategy - firms in developed countries supply the markets of developing or underdeveloped countries with obsolete and lower quality goods.

4. Strategy of "new invention" - new products are specially developed for foreign markets. This strategy is more risky and requires more time and money.

The strategy is implemented in 3 ways:

By analogy (concentric diversification);

· further development(horizontal);

Creation of absolutely new goods (conglomerate).

The Procter & Gamble company, when entering the European market, used a concentric product policy, developing a new laundry detergent "Ariel" that meets European standards.

3. Marketing control

The marketing department needs to constantly monitor the implementation of marketing plans. Marketing control systems are needed in order to be confident in the effectiveness of the company. Marketing control is carried out with the help of revisions, audits and inventory of availability material resources. There are three types of marketing control.

is that marketing specialists compare current indicators with the target figures of the annual plan and, if necessary, take corrective measures. Profit control is to determine the actual profitability of various products, territories, market segments and trade channels. Strategic control is to regularly check the compliance of the original strategic settings of the company with the available market opportunities. Consider these types of marketing controls.

Monitoring the implementation of annual plans

The purpose of monitoring the implementation of annual plans is to make sure that the company has really reached the sales, profits and other target parameters planned for a particular year. This type of control includes four steps. First, management should build monthly or quarterly benchmarks into the annual plan. Second, management must measure the firm's market performance. Third, management must identify the causes of any major failures in the firm's operations. Fourth, management must take action to correct the situation and bridge the gap between the goals set and the results achieved. And this may require a change in programs of action and even a change in targets.

What specific techniques and methods of monitoring the implementation of plans does management use? four main means of control are: analysis of sales opportunities, analysis of market share, analysis of the relationship between marketing and sales costs, and observation of customer attitudes. If, when using one of these means, deficiencies in the implementation of the plan are revealed, measures are immediately taken to correct the situation.

ANALYSIS OF SALES OPPORTUNITIES. The analysis of sales opportunities consists in measuring and evaluating actual sales in comparison with planned ones. The firm can start by analyzing sales statistics. Let's say the annual plan was to sell $4,000 in the first quarter. By the end of the quarter, $2,400 worth of goods had been sold. Sales were $1,600, or 40%, less than expected. The firm should carefully consider why it failed to achieve the planned level.

At the same time, the firm must check whether all specific commodities, territories, and other breakdown units have achieved their share of turnover. Suppose a firm sells three sales territories. One territory underfulfilled the plan by 7%, the second overfulfilled it by 5%, and the third underfulfilled it by as much as 45%. The third area is the most troubling. The VP of Sales can specifically look into the reasons for the area's poor sales performance.

MARKET SHARE ANALYSIS. Sales statistics do not yet indicate the position of the company relative to competitors. Let's assume that the volume of sales is growing. This growth can be explained either by an improvement economic conditions, which has a beneficial effect on all firms, or by improving the activities of the firm in comparison with competitors. Management needs to constantly monitor the performance of the firm's market share. If this share increases, the firm's competitive position is strengthened; if it decreases, the firm begins to yield to competitors.

ANALYSIS OF THE RELATIONSHIP BETWEEN MARKETING AND SALES COSTS. Monitoring the implementation of the annual plan requires making sure that the company does not spend too much in its quest to meet its intended sales goals. Constant monitoring of the relationship between marketing costs and sales will help the company keep marketing costs at the right level.

MONITORING THE RELATIONSHIP OF CUSTOMERS. Vigilant firms use a variety of methods to monitor how they are treated by customers, dealers, and other participants in the marketing system. By detecting changes in consumer attitudes before they affect sales, management is able to take the necessary actions in advance. The main methods for tracking customer relations are complaint and suggestion systems, consumer panels and customer surveys.

CORRECTIVE ACTION. When actual performance deviates too far from annual plan targets, firms take corrective action. Consider the following case. Sales figures for a large fertilizer firm were falling short of target figures. In an attempt to improve the situation, the company took a series of measures of an increasingly stringent nature: 1) it was ordered to cut production; 2) selective price reduction began; 3) increased pressure on their own sales staff to ensure that all sellers meet their sales quotas; 4) cut allocations for hiring and training staff, advertising, organizing activities public opinion, charity, research and development; 5) temporary and permanent layoffs of employees and their retirement have begun; 6) a number of intricate accounting actions have been taken; 7) the reduction of capital investments for the purchase of machinery and equipment began; 8) a decision was made to sell the production of a part of the assortment groups of goods to other firms; 9) began consideration of the possibility of selling the company as a whole or merging it with another company.

To eliminate discrepancies with the indicators of the annual plan, many firms find it sufficient to take less drastic measures.

Profit control

In addition to monitoring the implementation of the annual plan, many firms also need to monitor the profitability of their activities for various products, territories, market segments, trade channels and orders of various sizes. Such information will help management decide whether to expand, reduce or completely curtail the production of certain goods, the conduct of a particular marketing activity. Consider the following example.

The vice president of marketing for a lawn mower company wants to establish the profitability of selling lawn mowers through three different sales channels: hardware stores, gardening stores, and department stores.

At the first stage, all costs for the sale of goods, their advertising, packaging, delivery and execution of settlement documents are identified. At the second stage, the amounts of costs for the listed types of activities in the course of trading through each of the channels of interest are clarified. Having determined these costs, at the third stage, they prepare the calculation of profits and losses for each channel separately. A firm may find that it actually loses money trading through gardening stores, barely breaks even when trading through hardware stores, and earns almost all of its revenue from department stores.

FINDING THE MOST EFFECTIVE CORRECTIVE ACTIONS. Before making any decision, the following questions must first be answered:

To what extent does the purchase depend on the type of retail establishment, and to what extent on the brand of goods?

What are the trends in the importance of each of these three channels?

Are the firm's marketing strategies optimal for these three channels?

With the answers to these questions, marketing management will be in a position to evaluate a range of options for action, select and take the necessary actions.

Strategic control

From time to time, firms need to make critical assessments of their overall marketing performance. Each firm must periodically re-evaluate its overall approach to the market, using a technique known as marketing audits. . Marketing audit is a comprehensive systematic, impartial and regular study of the marketing environment of a firm (or organizational unit), its objectives, strategies and operations in order to identify emerging problems and opportunities and issue recommendations for an action plan to improve the marketing activities of this firm.

The marketing auditor should be given complete freedom to interview managers, customers, dealers, salespeople, and others who may shed light on the state of the firm's marketing activities. Based on the information collected, the auditor draws appropriate conclusions and makes recommendations.

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