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 most efficient use of available resources and lead to the set goal.

As for the marketing strategy, it is one of the components of the company's overall strategy. At the same time, it contains a description of the methods that should be used by the company to increase sales profits in the 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 the plans that were originally created in situations where:

For several years, the company did not achieve good results in terms of sales of goods and revenue generation;

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

Some external conditions affecting the operation of the enterprise have been transformed;

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 could be the emergence of fundamentally new products, as well as the use of modern methods of 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 a 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 the required production volumes. 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, as a rule, occurs in cases where a company currently 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 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 look at the most modern examples of 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 huge quantities! 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 have offered the American consumer vehicles that are compact. 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 of financial investments are considered. 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.

Marketing as a concept of market orientation of management is determined by the need for the enterprise to quickly respond to a changing situation. At the same time, as the ancient Greek philosopher Epictetus noted, “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 the economic situation of a given 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 the enterprise's resources in relation to the external environment and the resources of its main competitors. It involves studying factors such as goods and services, the company’s place in the market, personnel, pricing policy, and channels of promotion to the market.

SWOT analysis is a 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 highlighted:

–> “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.

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

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 by developing economic zones that can provide 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. It is defined as the ratio of the real state of the enterprise to the optimal one from the point of view of effective management of finances, marketing, personnel, and 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 highlight the average level of market attractiveness and 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

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. Matrix of external acquisitions

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 it to solve the problems noted in Fig. 7.9.

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

In the case of integrated growth, two possible options are considered (Figure 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, and organizing modern forms of 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.

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 maintain 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). With 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 much attention from 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 of 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

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 of modern technologies to meet the needs of agricultural producers. 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, the production of modern computer equipment);

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

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 the 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 strategies of the enterprise. 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.

In our modern world, enterprises in various industries are rapidly growing and developing. Accordingly, competition is also increasing. In order for a business to take off, it is necessary to make every effort and develop a specific work plan for the organization to achieve its goals. This is exactly what a detailed plan is. Let's take a closer look at this term, its tasks and development.

The essence of marketing strategy

So, the very concept of “marketing strategy” includes the planning and implementation of all kinds of organizational activities that are aimed at achieving the company’s planned goals. It should be understood that marketing strategy is part of the overall strategy of the organization. It addresses precisely those issues that relate to increasing sales and income. This strategy is developed by helping to understand how to properly use available resources in order to achieve dynamic sales of products over a long period of time.

More details about strategic planning for business development:

This concept is the purpose of marketing. As for its tasks, the following should be included:

• comprehensively study the entire market;
• objectively assess demand and needs;
• develop the marketing strategy itself, and then a set of tools aimed at its implementation.

In general, a marketing strategy should answer two specific questions:

• How will the company remain in the target market and then take a leading position?
• How can you profitably increase your organization's market share?

Features of marketing strategy and its planning

To properly develop a marketing plan, you need to know about the features that are characteristic of a marketing strategy. These include:

• when completing the planning of a marketing strategy, the general directions in which the company should move further to strengthen and grow the business should be specifically established;
• When choosing operational management decisions, the head of the company, as a rule, uses the fairly complete information that he needs. When forming a marketing strategy, you will have to make do with less voluminous information;
• When developing a strategy, you need to be prepared for the fact that new information may always appear, and the decision made will need to be changed. Changing the initially set goals and their constant adjustment are characteristic features of strategic planning. That is why it must be cyclical;
• In this development, it may be difficult to determine numerical indicators of the benefits of the selected solutions. Here the rating system used may be subject to adjustment. The basis may be the amount of money spent.

Basic Marketing Strategies

In the 80s, a certain professor Porter, who taught at Harvard Business School, divided marketing strategy into basic options. These began to include:

• . It is based on cost saving;
• differentiation strategy;
• specialization strategy.

Let's look at each point in more detail. So, the leadership strategy focuses on production. Here the emphasis is on constant control of costs, labor productivity, investments and low costs (advertising and sales). New products also need to be carefully designed.

Differentiation strategy - working on the distinctive properties of the company. The consumer must immediately identify the products of this company for himself, since they differ significantly from the products of competitors. This includes the appearance of the product, packaging, company image, service, etc.

The specialization strategy implies that the company must improve its activities in a specifically selected segment. That is, one should not strive to completely cover the market. It is much better to be a leader in one segment than to occupy an average position in the entire market.

Step-by-step development of a marketing strategy

As with any plan, the marketing system also consists of several stages, namely:

• research the market;
• We assess his condition;
• We analyze the activities of competitors, assess the company’s capabilities;
• set goals for ourselves;
• We research consumer requests;
• analyze the chosen strategy;
• We provide an economic assessment of the marketing strategy;
• choosing control tools.

Details about offensive and defensive strategy:

As an example of a marketing strategy, you can focus your attention on the French company Auchan, which has rapidly mastered the Russian market, already flooded with competitors. The French company owns hypermarkets around the world, offering goods at lower prices. It has already taken leading positions in Russian cities. It was the correctly chosen strategy that allowed the company to reach such heights: a thorough analysis of the Russian market, a high level of products, analysis of experience and constant training of employees.

Marketing strategies: shaping factors

Marketing strategies in an organization should be formed based on the following important factors:

• Suppliers play a huge role in a company's operations and productivity. It is important for every enterprise to find a supplier who will offer quality resources at a lower price;
• Nowadays it is practically impossible to do without intermediaries. They also need to be chosen wisely and cost-effectively;
• it is important to thoroughly study the entire process of production activity of the enterprise; it is possible to introduce new technologies;
• economic and social factors need to be analyzed. The company needs to clearly understand what product the consumer needs. You should also study the prices of competitors for the selected segment;
• the capabilities of the company itself;
• what paths the organization should take to achieve its goals, that is, the components of the main concept of the company.

Most enterprises, in order to achieve colossal heights in development, necessarily create strategies. Not a single well-known company could exist in the modern market space if it did not adhere to them.

What is a marketing strategy?

Marketing strategy is one of the elements of an enterprise's operating plans. It is aimed at developing, manufacturing and bringing to consumers goods and various services that will meet their needs.

Also, a marketing strategy can be described as a large-scale plan for achieving the main goals of the company. Its development is based on studying the target market sector and creating a marketing mix. The time frame for main events and resolution of financial issues must be determined. It is considered the foundation of any advertising strategy. Not a single marketing company ignores studying the situation that is developing in the market.

The primary task of marketing is to develop and implement a marketing strategy by any means. The main strategies are as follows:

• Attracting buyers.
• Product promotion plan.

Without these two main components, marketing will not exist.

Also, marketing strategy is characterized as a complex of different principles. Thanks to them, the company forms marketing goals and is able to organize their implementation in the market.

Any marketing strategy must accurately outline the sections of the market where the company will concentrate its efforts. They will differ in preference and profitability. For each segment you need to develop your own marketing strategy. This takes into account the following: products, prices, product promotion, and sales. The marketing strategy of any company is always fixed in an individually drawn up document “Marketing Policy”.

Types and analysis

The work of any company is based on certain principles. An analysis of the marketing strategy is required. Its main tasks are:

• Study effective demand for goods, be sure to pay attention to sales markets.
• The plan for the production and sale of goods of the appropriate volume and assortment is also justified.
• To analyze the factors that form the elasticity of demand for a product, the degree of risk of lack of demand for products is also assessed.
• Assess the ability of a product to compete with other products and find reserves for increasing competitiveness.
• Develop a plan, tactics, methods and means that create demand and stimulate the sale of goods.
• Assess the sustainability and efficiency of production and sales of goods.

For a company to reach heights, it must not only develop its own, but also carefully study the best trending marketing strategy. Example: Schulco, Coca-Cola, etc.

To create an effective strategy, you must first study its types. So, the following classification is common:

• A strategy for conquering part of the market or expanding this share to optimal levels. It involves reaching the necessary data, indicators of the norm and mass of profit. This makes it much easier to achieve greater profitability and production efficiency. The selected segment is conquered through the emergence and introduction of a new product to the market.
• Innovation strategy. It implies the production of goods that have no analogues.
• Strategy of innovative imitation. It is based on the combination of all new products from competitors.
• Product differentiation strategy. Based on improving and changing familiar products.
• Cost reduction strategy.
• Waiting strategy.
• Consumer personalization strategy. The most common at the moment among manufacturers of equipment that has industrial purposes.
• Diversification strategy.
• Internationalization strategy.
• Cooperation strategy. Based on the beneficial cooperation of a certain number of enterprises.

How are marketing strategies developed? Researching

The development of a marketing strategy takes place in several stages:

- First- market research. At this stage, it is necessary to determine the boundaries of the market and the enterprise’s share in this segment. You also need to assess the size and trends of the market. It is imperative to conduct an initial assessment of the competitive level.

At this stage, the external macroeconomic environment is necessarily analyzed. The following are being studied:

1. Macroeconomic factors.
2. Political factors.
3. Technological factors.
4. Social factors.
5. Factors of an international nature.

- Second phase- assessment of the current state of the company. It includes mandatory analysis:

1. Economic indicators.
2. Production capacity.
3. Marketing.
4. Briefcases.
5. SWOT analysis.

Another important point is forecasting.

- Third stage- competitors are analyzed and the company’s ability to surpass them is assessed. This stage includes the main actions:

1. Detection of competitors.
2. Calculation of opponents' strategies.
3. Determining their main goals.
4. Establishing strengths and weaknesses.
5. Choosing a competitor to attack or ignore.
6. Assess possible reactions.

-Fourth stage- the goals of the marketing strategy are established. First of all, it is necessary to assess current problems, determine the need to solve them, and consider the proposed tasks in more detail. Only then do they arrange the goals in hierarchical order.

- Fifth stage– dividing the market into segments and selecting the right ones. In addition, consumers and their needs are studied in detail. The methods and period for entering segments are also established.

- Sixth stage- positioning is being developed. Experts give recommendations on managing and moving communications in marketing.

- Seventh stage- an economic assessment of the strategy is carried out, and control tools are also analyzed.

Any plan and development must be based on real facts; for this it is necessary to organize marketing research that will tell exactly what to focus on. These studies need to be conducted regularly, as the market changes, and so do consumer preferences.

The purpose of marketing research is to create an information and analytical base, with the help of which management decisions are then made. But to study individual components, individual diagrams are created. The marketing strategy also depends on the components of marketing. Example: studying products, prices. Below is a general diagram. It was developed and successfully used by many companies. Currently, it is also very often used in practice.

Marketing research is carried out in several stages:

1. Problems and research goals are identified.
2. A plan is being developed.
3. Is being implemented.
4. The results obtained are processed and reported to management.

Professional offer

Marketing services are provided by specialists in this field. This is an activity that is related to the study of the state of the market and the situation on it; trends in various kinds of changes are also determined, which allows the manager to properly build his business. There may also be other reasons for studying the market. Marketing services include research, without which an entrepreneur will not be able to launch his production and begin manufacturing a new product.

Introduction

1. Theory and methodology for developing a marketing strategy

2. Development of a marketing strategy for JSC CZP

Conclusion

Literature

Introduction

The importance of changes in the enterprise strategy is determined by the contradiction between the practical goals of the enterprise and the existing situation. Recently, more and more enterprises have resorted to developing company development strategies and, accordingly, strategic planning.

For large companies with large assets, capital-intensive production, and a long production structure, having a development strategy is considered simply a necessary condition for survival. It is strategic planning that allows a company to determine its goals and what it needs to strive for, through which to develop its business or simply survive in increasing competition.

Many well-known companies not only have a well-developed and transparent strategy, but also stubbornly adhere to the established parameters of development, and this ultimately led them to success, but also when achieving success, for the sake of its continued existence, the company must resort to strategic planning. this should not be a one-time process, but an ongoing, ongoing activity of top managers. The use of strategy as a management tool in the daily activities of a company is a necessary condition and means of not only survival, but also ensuring the prosperity of the company.

Regardless of the scale of the business, the use of strategic management of the company allows management to freely navigate a crisis situation and instills in staff confidence in the reliability of the business.

A competent and balanced development strategy is not a goal, but a means

realization of the company's planned future, a means of self-expression and a path to providing stable income for the company's management and shareholders. One of the main points of enterprise strategies is the development of marketing strategies. The development of marketing strategies is considered as a key stage in the strategic planning process of the enterprise as a whole and is a necessary element to achieve the best results of the company.

Recently, marketing strategies have become increasingly important. Just a few years ago, strategic marketing was presented primarily as determining the general direction of a company’s activities, oriented toward the future and responding to changing external conditions. Recently, the main emphasis has been placed on the formation of a market-oriented effective organizational and management system, and the distribution of management resources in accordance with this. In other words, now a marketing strategy is considered as a unified system for organizing the entire work of a company.

In the world economy there are no single universal forms for organizing all enterprises based on marketing principles. The development and application of specific marketing techniques requires a differentiated approach that takes into account the peculiarities of the functioning of the enterprise and, above all, the specifics of the market in which they operate.

The development of the strategic aspect of marketing in the consumer goods market is extremely important, because The market has entered that stage of its development when the lack of clearly developed strategies based on the results of marketing research leads to a decrease in the effectiveness of marketing activities and a loss of competitive advantages of the enterprise. The essence of marketing in the modern consumer market is the priority of individual needs over all production and commercial activities of the enterprise. Therefore, marketing should be considered not only as one of the management elements, but also as a global function that determines the content of all production and marketing activities of the enterprise. As a result, modern marketing is becoming, first of all, strategic, the focus and scientific validity of marketing decisions is increasing, short-term plans are increasingly based on long-term programs that determine the global goals of the enterprise in the market.

The purpose of this work is to develop a marketing strategy for the company, namely JSC CZP.

1.Theory and methodology for developing a marketing strategy

1.1. Concept and types of marketing strategy

In the process of their creation and operation, enterprises cannot do without using the basic principles of marketing. The term “marketing” refers to market activities. In a broader sense, it is a comprehensive, versatile and focused work in the field of production and market, acting as a system for coordinating the capabilities of the enterprise and existing demand, ensuring the satisfaction of the needs of both consumers and the manufacturer.

Development of a marketing mix, including product development, its

positioning with the use of various measures to stimulate sales is strictly related to strategic management. Before entering the market with a specific marketing strategy, a company must clearly understand the position of competitors, its capabilities, and also draw a line along which it will fight its competitors.

When forming a company’s marketing strategy, 4 groups of factors should be taken into account:

1. trends in the development of demand and the external marketing environment (market demand, consumer requests, product distribution systems, legal regulation, trends in business circles, etc.);

2. the state and characteristics of competition in the market, the main competing firms and the strategic direction of their activities;

3. management resources and capabilities of the company, its strengths in competition;

4. the basic concept of the company’s development, its global goals and business objectives in the main strategic areas.

The starting point for the formation and marketing strategy is an analysis of the dynamically developing market environment and a forecast of further market development, which includes: macro and micro segmentation, assessment of the attractiveness of selected product markets and their segments, assessment of the competitiveness and competitive advantages of the company and its products on the market.

At the level of the enterprise as a whole, a general strategy is formed, which reflects the general strategic line of development and the combination of its possible directions, taking into account the existing market conditions and capabilities of the company. Plans and programs of marketing activities are based on it. At the level of individual areas of activity or product divisions, they and the enterprise are developing a development strategy for this area, related to the development of product offerings and the allocation of resources for individual products. At the level of individual products, functional strategies are formed based on identifying the target segment and positioning a specific product on the market, using various marketing means (price, communications). The key point in developing a company's marketing strategy is the analysis of the internal and external environment. Analysis of the internal environment allows us to identify the enterprise’s capabilities for implementing the strategy; analysis of the external environment is necessary because changes in this environment can lead to both the expansion of marketing opportunities and the limitation of the scope of successful marketing.

Also, in the course of marketing research, it is necessary to analyze the “consumer-product” relationship, the peculiarities of competition in the market of a given industry, the state of the macroenvironment, and the potential of the industry in the region where the company intends to operate.

It would be more correct to consider the opportunities that open up not only for a specific enterprise, but also for its competitors in the relevant market where the company operates or plans to operate. These opportunities allow you to develop a program of certain actions - the company's strategy.

The combination of “weaknesses and opportunities” is proposed to be used for internal transformations. The strategy should be structured in such a way that, due to the opportunities that have arisen, an attempt is made to overcome the weaknesses in the organization.

The combination of "strengths - threats" is considered possible to use as potential strategic advantages. The strategy should involve using the organization's strengths to eliminate threats.

The combination of “weaknesses and threats” is proposed to be considered as restrictions on strategic development. The organization must develop a strategy that would allow it to get rid of weaknesses, and at the same time try to prevent the threat looming over it.

When developing strategies, it is necessary to remember that opportunities and threats can turn into opposites. Thus, an untapped opportunity can become a threat if a competitor exploits it. Or, conversely, a successfully prevented threat can create an additional strength for the organization if competitors have not eliminated the same threat.

To assess the competitive position of a company, a methodological tool called “benchmarking” is used.

This term means a comparative analysis of the key success factors (business parameters) of the analyzed enterprise with its main competitors. In other words, this is a procedure for managing the competitive potential of a company. As a rule, comparative analysis is carried out according to the following parameters:

Market share;

Product quality and price;

Production technology;

Cost and profitability of manufactured products;

Labor productivity level;