Marketing strategy - what it is, types, goals, stages and fundamentals for the development, assessment and selection of a company's marketing strategy. Theoretical and practical analysis of the marketing strategy of the organization - course work Competitive strategies by the type of competitive

Hello! In this article we will tell you about an essential element of any modern enterprise- marketing strategy.

Today you will learn:

What is a marketing strategy;
What are the levels and types of marketing strategies;
How to write a marketing strategy for your business.

What is an enterprise marketing strategy

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

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

Any organization has an overall strategy that aligns with its global goals and business strategy. One of these is the marketing strategy of the enterprise.

Despite the fact that the number of companies in various markets is constantly growing, store shelves are bursting with a variety of goods, and the consumer is becoming more whimsical and discerning, many Russian companies marketing is still neglected. Although it is the marketer who is able to distinguish your product on the store shelf from the competition, make it special and make a profit. Therefore, the development marketing strategy- one of the key issues in planning the organization's activities.

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

The marketing strategy, like an official document, is anchored in the marketing policy of the company.

The practical importance of a marketing strategy for an enterprise

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

Increasing the market share of the enterprise in the market;
Increase in the volume of sales of the enterprise;
Increase in the company's profits;
Conquering leading positions in the market;
Other.

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

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

Target audience of your enterprise / product... The more detailed you describe your target customer, the better. If you have chosen several segments for yourself, then describe each of them, do not be lazy.
Marketing complex... If you are offering a physical product, then describe each of the four Ps (product, distribution, price, promotion). If you are selling a service, then you have to describe the 7 Ps (product, distribution, price, promotion, physical environment, process, personnel). Do this in as much detail as possible and for each element. What is the core benefit of your product, what is the key value for the customer? Describe the main distribution channels for each product, determine the price of the product, possible discounts and the desired profit per unit. Think about what marketing activities will be involved in the promotion. If you offer a service, then determine who, how and where (in terms of the design of the premises, tools of work) will implement it.

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

Marketing budget... Now that you have an itemized marketing strategy, you can calculate your total budget. It doesn't have to be precise, so it's important to include a reserve here.

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

Formulation of a strategic marketing problem (this point should be given the most attention);
Needs analysis;
Segmentation of the consumer market;
Analysis of threats and business opportunities;
Market analysis;
Analysis of the strengths and weaknesses of the enterprise;
Choosing a strategy.

Enterprise Marketing Strategy Levels

As we can see, the general marketing strategy includes strategies for the elements of marketing. In addition, the marketing strategy must be developed at all strategic levels of the enterprise.

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

Corporate strategy(if your company is differentiated, that is, it produces several products, otherwise this level will not exist);
Business strategies- strategy for each type of activity of the enterprise;
Functional strategy- strategies for each functional unit of the enterprise (production, marketing, research and development, and so on);
Operational strategy- strategies for each structural unit of the company (workshop, trading floor, warehouse and so on).

However, the marketing strategy will only cover three levels of the strategic hierarchy. Marketing experts recommend excluding the functional level, as it involves considering marketing as a narrowly functional type of activity. Today, this is not entirely true and leads to poor judgment in marketing decisions.

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

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

As we can see, we need to develop 6 types of strategies within the overall marketing strategy of the enterprise.

Choosing the type of marketing strategy for your business

Let's start moving towards a general marketing strategy from the highest level - the corporate one. It will not be available if you only offer one type of product.

Corporate level marketing strategy

Within the framework of corporate level we need to consider assortment strategy and market orientation strategy.

Assortment strategy of the enterprise

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

As part of the assortment policy, the issue of product differentiation (changes in its properties, including taste, packaging), the development of a new product and product withdrawal from production are also considered.

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

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

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

Trade turnover by product;
Level and change in variable costs;
Level and trends of changes in gross profit;
The level and change of fixed non-marketing costs.

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

Market orientation strategies

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

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

Concentration on one segment. In this case, the seller offers one product in one market.
Market specialization. It is used when you have several categories of products that can only offer one segment of consumers. Let's depict it schematically ("+" - potential consumer)

Commodity specialization will suit you if you have only one product, but at the same time can offer it to several segments at once.

Electoral specialization. This is the case when you can adapt your offer to any of the segments. You have enough products in your range to suit the needs of each segment.
Mass marketing. You offer one universal product that, without any changes, is able to meet the needs of each segment of your market.

Full market coverage... You manufacture all products available on the market and, accordingly, are able to meet the needs of the entire consumer market

Before deciding on a market orientation strategy, we advise you to carefully analyze the needs of the customer segments that are available in your market. Also, we do not advise you to try to "capture" all segments at once with one product. So you risk being left with nothing.

Business unit level

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

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

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

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

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

Competitive strategies by type of competitive advantage

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

Differentiation strategy requires you to be unique in your product for the quality that matters most to the target customer.

This strategy is suitable for you if:

The company or product is at this stage life cycle like maturity;
You have a fairly large number of Money to develop such a product;
The distinctive property of the product is its key value for the target audience;
There is no price competition in the market.

Cost Leadership Strategy assumes that you have the ability to produce a product at the lowest cost in the market, which allows you to become a leader in terms of price.

This strategy is suitable for you if:

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

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

The focusing strategy has the following factors:

You can identify a clearly separate segment on the market with specific needs;
There is a low level of competition in this segment;
You don't have enough resources to cover the entire market.

Competitive strategies by the role of the organization in the market

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

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

Market leaders it is necessary to keep the defense in order not to lose your position.

Defensive warfare involves:

Staying ahead of competitors' actions;
Continuous innovation in the industry;
Self-attack (own competing products);
Always be on the alert and "jam" decisive actions of competitors with the best solutions.

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

First of all, you need:

Determine the weaknesses of the leader and "beat" them:
Concentrate your efforts on those parameters of the product, which are the "weak" side for the leader's product, but at the same time are important for the target consumer.

To the middle peasants in the industry flanking war will do.

It involves the following hostilities:

Search for a low-competitive market / segment;
An unexpected flank attack.

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

You should:

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

Product level marketing strategy

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

Positioning strategy

We suggest highlighting the following positioning strategies:

Positioning on a specific segment(for example, young mothers, athletes, clerks);
Positioning on product functional features... Functional features are emphasized mainly by companies specializing in high-tech products. For example, Iphone, seeing the need of the target audience for excellent photo quality, positions itself as a smartphone with a camera no worse than a professional one;
Positioning at a distance from competitors(the so-called "blue ocean"). There is such a positioning strategy as the "blue ocean" strategy. According to this strategy, the competitive market is the “scarlet ocean”, where companies are fighting for each client. But an organization can create a “blue ocean,” that is, enter the market with a product that has no competitors. This product must be differentiated from the competition in terms of key consumer factors. For example Cirque du Soleil proposed a completely new format of the circus, which differed in price (it was much more expensive), did not have performances with animals and clowns, changed the format of the arena (there is no longer a round tent), and was oriented mainly towards an adult audience. All this allowed Cirque du Soleil to get out of the competitive market and "play by its own rules."
Positioning on a corporate character... There are many such examples: Quickie the rabbit from Nesquik, Donald McDonald from McDonald's, cowboy Wayne McLaren from Marlboro. True, sometimes a character also has a negative impact on the image of a company or product. So Wayne McLaren died of lung cancer and, between diagnosis and death, was suing Marlboros, publicly telling how harmful their cigarettes were. Cartoons are also harmful sometimes. So "Skeletons" from Danone did not have popularity among mothers because of the pumping images of cartoon characters used in advertising.
Discoverer. If you were the first to offer a product, then you can choose a pioneer strategy when positioning;
Positioning based on a specific service process... Especially relevant for the service sector. Everyone has already heard about the restaurant "In the Dark". He would be a great example of this kind of positioning.

Strategies for the elements of the marketing mix

As part of the marketing mix strategy, there are four marketing mix strategies that need to be considered.

Product marketing strategy

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

The following stages of the life cycle are distinguished:

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

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

Height... You see the rapid growth in sales, profits and competition, costs are falling. You need:

Modify the product to avoid price competition;
Expand the assortment to cover as many segments as possible;
Optimize the distribution system;
To direct the promotion program to stimulate, and not to inform, as it was before;
Reducing prices and introducing additional services.

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

Market modification strategy, which involves entering new geographic markets. In addition, within the framework of this strategy, it is necessary to activate promotion tools and change the positioning of the product.
Product modification strategy involves improving the quality of the product, redesigning and adding additional characteristics.
Marketing mix modification strategy... In this case, we have to work with the price, it must be reduced, by promotion, it must be activated by the distribution system, the costs of which must be reduced.

Recession... Sales volume, profits, promotion costs, and competition are reduced. The so-called “harvesting” strategy, that is, phasing out the product, will suit you here.

Pricing strategies

Distinguish between pricing strategies for new businesses and “old-timers” of the market.

Pricing Strategies for New Ventures

Market penetration... It is relevant if there is a sufficiently elastic demand on the market. It consists in setting the lowest possible price for the product.
Functional discount strategy for sales participants. If we want our product to be promoted by large chains, we need to provide them with a discount. Suitable for large companies.
Standard pricing. Nothing special. The price is calculated as the sum of costs and benefits.
Market Follow involves setting the same prices as competitors. It will suit you if there is no tough price competition in the market.
Price Integration Strategy applicable when you can agree to maintain the price level at a certain level with other market participants.
The strategy of balance between quality and price of goods. Here you need to determine what you will focus on: price or quality. Based on this, either minimize costs (lower the price), or improve the quality of the product (raise the price). The first option is admissible with elastic demand.

Pricing strategies for the "watchdog" of the market

Open competition for price. If you are ready to bring the price down to the last player in the market, then this strategy is for you. Do not forget to estimate the elasticity of demand, it should be high.
Refusal of "price transparency". In this case, you need to make it impossible for consumers to compare your price with competitors' prices. For example, make a non-standard volume of the product, for example, not 1 liter of milk, but 850 ml. and set the price a little lower, but so that your liter of milk is in fact more expensive. The consumer will not notice the trick.
Package proposal strategy. The strategy of offering a bundle of products is to enable the consumer to purchase a “bundle of products” at a better price than buying them separately. For example, in the McDonald's restaurant chain, such a grocery package is a Happy Meal children's lunch. When buying it, the consumer receives a toy at a reduced price, and the company receives an increase in sales.
Staged pricing strategy for the offered assortment. Break down the entire assortment by price segment. This will allow you to cover a large part of the market.
Price linking strategy. We all remember the "appendage" that was attached to scarce goods. This is a great example of this strategy.
Price differentiation strategy. If your main product needs complementary products, then this strategy is for you. Install low price for the main product and high for the complementary one. After purchasing the main product, the consumer will be forced to purchase a complementary one. Good example- capsule coffee machine and coffee capsules.
Introduction of free services. This strategy is similar to the strategy of avoiding price transparency. In this case, the consumer will also not be able to compare your prices with those of competitors.

The next step in defining a pricing strategy is defining a price differentiation (or discrimination) strategy, which is optional for the company.

There are two price differentiation strategies:

Geographic price differentiation strategy. It is subdivided into zonal pricing strategies, flat pricing, selling pricing, basis point pricing, and manufacturer's shipping costs.

If your company is present in several areas (several geographic markets), then use the strategy zonal prices... It involves setting different prices for the same product in different geographic regions. The price may depend on the average wages in the region, the difference in shipping costs, and so on.

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

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

Basis point price assumes the fixation of a certain point, from which the delivery cost will be calculated, regardless of the actual place of shipment.

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

A price differentiation strategy to drive sales. Suitable for you if the product is in the maturity stage of its life cycle. Several more strategies can be identified here.

The Bait Prices strategy. If you have a sufficient number of products in your assortment, you can apply this strategy. It consists in setting prices much lower than market prices for any one product. The rest of the products are offered at mid-market or above-average prices. The strategy is especially suited to retail stores.

Price strategy for special events - promotions, discounts, gifts... We will not stop here. Let's just say that there are discounts for timely payment of goods in cash ( wholesale), volume discounts, dealer discounts, seasonal discounts(if you are selling a seasonal product, it is necessary to stimulate sales during the “off-season”).

Product distribution strategy

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

Distribution channel type

There are three types of distribution channels:

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

Distribution channel intensity

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

There are three types of distribution intensity:

Intensive distribution... If you own a large production and offer a mass product, then this strategy is for you. It assumes the maximum number of outlets.
Selective distribution... Selection of retail traders for some reason. Suitable for those offering a premium, specific product.
Exclusive distribution... Careful selection of traders or self-distribution of products. If you are offering an exclusive or high-tech product, you should choose this type.

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

Product promotion strategy

There are two main promotion strategies:

Stretching promotion involves stimulating demand in the market by the manufacturer independently, without the help of distributors. In this case, the consumer himself must ask distributors for your product. This can be done using promotion tools (advertising, PR, sales promotion, personal sales, direct marketing). In this case, in the promotion strategy, it is necessary to register all the tools used and the terms of their use;
Push promotion... In this case, you must make sure that distributors are profitable to sell exactly your product. You must "force" him to promote your product. This can be done with discounts for sales representatives.

At first glance, choosing a marketing strategy seems like a very laborious and time-consuming process. However, after going through all the described stages of determining a marketing strategy for each level of the strategic pyramid, you will understand that it is not so difficult. Let's give you an example to prove our words.

Example of a marketing strategy

Step 9. Calculation of the total marketing budget. We repeat once again, here will be only approximate figures.

Step 10. Analysis of the marketing strategy.

That's it, our marketing strategy is ready.

Chapter 8: Positioning Strategy

After examining and assessing the market environment, it is necessary to make the first and most important strategic decision to select the target segment for benefits. Immediately after defining this segment, the market planning team must determine the competitive position of their product. These two strategic decisions are crucial as they influence all subsequent marketing decisions.

How did it happen that a small start-up firm Apple succeeded in an industry dominated by huge, thriving computer companies? The answer is positioning. Initially, Apple specifically positioned its product as a standalone personal computer. During the rise of Apple, other computer manufacturers competed to create even larger, faster computers. While other start-up companies like Osborne have come and gone, Apple has thrived and flourished with the goal of expanding into the education market. IBM's entry into the market marked the opening of a new segment - the business personal computer market. Although operating system and software were completely incompatible with IBM and MS-DOS, Apple proved to be competitive. Why? Because the firm's goal was a segment of the business that required graphics, reporting, and desktop publishing. Mice, pointers, software and first laser printers Apple helped position the computer perfectly in these business segments. The company later expanded on the benefits of product positioning — Apple was introduced as a “user-friendly” computer and marketed as an easy-to-learn system.

Apple's success, first in education and then in business, stems primarily from the firm's focus on well-defined consumer benefit segments and positioning its product in a way that promotes the provision of those benefits.

Rice. 8-1. The profitability of individual positioning

The main objective of the competitive positioning strategy is to develop and market a new product in such a way that the market segment can highlight its specific attractive features. In economics, this is called distancing from price competition among substitutes for lower quality goods. This approach to substitutability allows the company to monopolize a segment of the market, offer higher prices and earn excess profits.

The economic benefits of this strategy are shown in this figure. There is a clear relationship between successful differentiation and bottom line. Brands are perceived by target consumers because there are no substitutes for the product (higher level of differentiation), which makes it possible to earn higher profits. Unique positioning can make a lot of money. You can also lose the same amount of money by creating a product that replaces competitors' products and does not have a price advantage over them (“me too” situation)

Identifying market positioning opportunities is a major test of an entrepreneur's ability. Skillful positioning can turn entrepreneurs into millionaires and elevate middle managers to top-level executives, because intelligent product positioning can generate profits well above average (Figure 8-1). In the first section of this chapter, we will look at decisions related to targeting, since at some stage the firm must ask itself: "What customers do we want to target and what benefits do they hope to receive from our product or service?" In the second section of the chapter, we will look at the problems of positioning and differentiation: What benefits do we want to give to the consumer and how can our product provide better advantages over the competition? The third section will show you how to use positioning to "attack" the market and defend it. The fourth will explain how the concept of product positioning on the competitive map translates into a real differentiated product or service: How to design our product or service to deliver the desired quality to the consumer? The fifth section will explain how to determine the price using added quality analysis: How much end-users are willing to pay for high quality our product? The process concludes with a study of the cost-effectiveness of the proposed positioning: Can the proposed placement, design and price result in realistic forecasts of sales volumes and is this data consistent with the company's financial goals? Finally, we will discuss some of the problems of product positioning in the market that arise in international marketing. The recommended approach to developing a positioning strategy is detailed in Fig. 8-2.

Positioning strategy steps Analytical methods used

Segmentation by Benefit:? Deep segmentation, (see chapter 3)

Determine the nature of the benefits, including

forecast of the size and growth rates of segments,

demography, scope,

preference and behavior

Positioning map compilation? Intuitive mapping

competitors:? Mapping product substitutes

The position of the product / service in relation to? Preference Mapping

to competitors on the positioning map,? Distinctive features rating

which also shows sets? Conjugate analysis

ideal consumer points? Cluster analysis (i.e. benefit segments)

Quality deployment function (PRK):? Quality deployment function (PRK)

Converting a concept? Matrix of product specifications taking into account PRK

positioning in designed? Map of the initial and output data of the plan

product or service

Added quality analysis:? Determination of PRK level

Analysis of monetary value added? Added quality analysis

quality compared to competitors? Conjugate analysis

Taguchi methods

Efficiency analysis:? Break-even analysis

Financial performance assessment? Return on investment analysis

positioning:? STRATMESH planning

Is it possible to achieve the tasks

by sales volume and market share?

Rice. 8-2. Key stages of a positioning strategy

The concept of differentiated positioning is developed after determining the market segments by benefits. This concept is then transformed into a product or service using PRK. This project is complemented by an added quality analysis and validated to determine a differentiated cost advantage. Then it is checked economic efficiency strategy by assessing sales and targets for a given market share, and exploring opportunities to achieve these goals.

how much end-users are willing to pay for this additional quality over and above the price of competitors.

As you read the chapter, focus on the following key points:

Positioning begins with market segmentation based on the various benefits that each consumer group expects from a product.

Positioning is often intuitive. Sophisticated analytical techniques can be helpful, but they are not necessary. Rough calculations done in a hurry are better than haphazard thinking about positioning strategy.

It is useful to develop an ideal map for placing competitors in the market in terms of determinants such as benefits and quality.

A positioning map can be used to identify opportunities, determine the current and desired positioning in the market for a product or service.

The main goal is to develop a differentiated product that creates a unique market share of "consciousness", which is especially important for the target market segment.

Positioning implies a thorough understanding of all models within the framework of the company's strategy.

Positions are best attacked by concentrating resources and focusing ads on a specific positioning or qualitative difference.

Positions are best defended by an aggressive, mobile counter-offensive involving product opposition and the introduction of new models.

During product development, make sure that the quality inherent in the distinguishing features most effectively affects the desired competitive positioning of the product in the market.

Set the price for the positioned product or service by determining how much quality is included in the product in excess of the quality offered by competitors, and

When marketing internationally, a product is often first positioned in the international market in the same way as in the domestic market. The positioning then adapts to the local segment structure and competition. Subsequently, the product can be positioned in segments for benefits that cross borders and cultures.

International marketing requires constant repositioning of goods in order to withstand new market entrants from other countries. It also includes counterattacks against new entrants to the domestic market.

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Introduction

Chapter 1 Conduct marketing research(module 1)

Chapter 2 Assessment of Competition Intensity (Module 4)

Chapter 3 Analysis of Competitor Market Share (Module 8)

Chapter 4: M. Porter's Concept of Strategic Groups (Module 9)

Chapter 5: Determining the Competitiveness of Products (Module 12)

Chapter 6: Analyzing Competitor Communication Policies and Developing Enterprise Communication Policies (Module 17)

Conclusion

Bibliography

Applications

Introduction

Macro-level marketing acts as a tool for shaping the market environment. At the micro level, marketing acts as a tool for embedding enterprises in the emerging market environment and is a means of attracting investment. Marketing essentially unites all aspects of an enterprise's activities in the market, forms its market philosophy and development strategy.

Marketing strategy - the process of planning and implementing various marketing activities that are subordinate to the achievement of the goals set for the company (firm, organization, business structure). Marketing strategy is an integral part of the company's overall strategy, defining the main directions of the company's activities in the market in relation to consumers and competitors. The marketing strategy of a company depends on its current position in the market, assessments of the prospects for changes in the market and future actions of competitors, set goals and existing resource constraints.

The purpose term paper is the analysis and development of the marketing strategy of the enterprise "Europe Foods" (TM "Gallina Blanca") on the example of the product "Meat soup with noodles".

To achieve this goal, it is necessary to solve the following tasks:

Conduct marketing research;

Assess the intensity of competition;

Analyze the market share of competitors;

Make a map of strategic groups;

Determine the competitiveness of products;

Develop a communication policy for the enterprise;

Build a competitive market map;

Evaluate the choice of marketing strategy.

Chapter 1. Conducting Marketing Research (Module 1)

Gallina Blanca's marketing competitiveness

Marketing research is the search, collection, processing, analysis of information about market processes and phenomena. In the process of marketing research, information was obtained, which is classified into primary and secondary.

Primary information- data specially obtained for the analysis of specific aspects of competitors' activities.

A survey was used to collect information. The following questionnaire was developed.

Questionnaire (questionnaire)

1) How old are you:

2) Your gender:

a) male

b) female

3) Do you buy ready-made soups or soups for cooking?

4) If yes, how often?

a) every day

b) several times a week

c) several times a month

5) What brand of soups do you prefer?

a) Gallina Blanca

d) Russian product

e) other

6) Are you satisfied with the price of the purchased products (instant soups)?

b) no, I would like a lower price

c) I don't look at the price

7) Where do you usually buy instant soups?

a) supermarket

8) What matters more to you in instant soups?

b) informativeness

c) appearance

d) naturalness of the product

20 consumers of ready-made soups were interviewed and the following results were obtained.

The main consumers of this product are men and women under 40. This can be explained by the fact that young people buy these soups due to the lack of cooking time and their low cost. And people under 40 years old - due to lack of time for cooking (work, children, etc.).

Let's represent the brand preferences in the form of a diagram.

Figure 2. Brand preferences by consumers

As can be seen from the picture, 40% of all respondents prefer the Maggi brand, and 30% - GallinaBlanca.

Most of the respondents are satisfied with the price of the purchased product (14 respondents out of 20).

12 respondents buy goods in supermarkets, and the remaining 8 - in markets.

The most important thing in instant soups is the taste and naturalness of the product.

Figure 3. Parameters of instant soups

Based on the results of the survey, a questionnaire was drawn up to study competitors and their marketing policies and answers to these questions were given.

Research questionnaire of competitors and their marketing policies

1. How many priority competitors are there and who are they?

The main competitors for the European Foods enterprise (TM Gallina Blanca) are Unilever (TM Knorr) and Nestlé (TM Maggi).

2. What is the predominant type of competitive behavior (independent, “following the leader”, “challenging”, leader?)

The predominant type of competitive behavior is “challenging”. All three companies occupy a high position in the market, their products are competitive. They occupy approximately the same market shares, which means that there is no leader in the ready-made soups market.

3. What market share do priority competitors have?

The market share of competitors Unilever (TM Knorr) and Nestle (TM Maggi) is about 30% each.

4. How strong is the image of competitors and the brands of their products?

Competitors' image and brands are strong. Consumers prefer the brands GallinaBlanca, Maggi and Knorr over others.

5. What are the prices for competitors' products?

Prices for competitors' products are approximately at the same level as those of Europe Foods.

6. What are the barriers to entry for new competitors?

The barriers to entry for new competitors to the market are very strong, because this product market already has its own leading companies that have been on the market for more than 10 years each and have their regular customers who are committed to the brand.

Secondary information about a competitor includes data that has undergone preliminary analytical processing, the purposes of which, as a rule, do not coincide with the purposes of the analysis. Due to this this information requires additional procedures for selection, ranking and compilation, bringing it into the form required for the analysis.

In order to systematize information about competitors, a table for analyzing competition and competitors was built, which is adapted to the capabilities of both quantitative and qualitative assessments. It provides an assessment of the actual state and development of the competitor's activities, as well as extrapolation-predictive estimates of the possible development of the competitor's activities in the near future or in the distant future.

Table 1. Analysis of competition and competitors

N / a	Object of study	Evaluations		Research tools, sources of information
N / a	Object of study	Actual state	Forecast	Research tools, sources of information
1	Competitive enterprises and their primary characteristics	The main competitors are Unilever (TM Knorr) and Nestle (TM Maggi)	The same competitors	Registers, observations, polls
2	Competitive strategies and methods		Remains the same	Observations
3	Market share of each competitor	Chapter 3.	Market share does not change significantly	Statistical information, relative indicators
4	Intensity and trend of development of competition	The competition is strong.	No new competitors are expected.	Observations, media review
5	Competitors' pricing policy	On a par with the business in question	Price increases due to inflation	Observations, polls
6	Do competitors' products meet consumer requirements in terms of price, design, functional parameters, reliability?	Chapter 5.	Saving indicators	Customer surveys, scores
7	Competitor Demand Incentives	Encouraging consumers,	Advertising, product expansion	Observations, polls, media
8	Competitors' service quality	High	High	Customer surveys, observation

Chapter 2. Assessment of the intensity of competition (module 4)

The level of intensity of the competitive environment is a defining moment in the construction of the marketing policy of an enterprise, in the choice of means and methods of conducting a competitive struggle.

There are the following aggregated factors that determine the intensity of competition:

1) Distribution of market shares between competitors and the intensity of competition

The assessment of the intensity of competition in a given product market is made by measuring the degree of similarity of competitors' market shares using the following formulas:

where Us- an indicator of the intensity of competition in the considered product market, measured on the basis of an assessment of the degree of similarity of the shares of competitors; - standard deviation of competitors' market shares; Sa- the arithmetic mean of a competitor's market share; Si – market share i-th competitor, i= 1..n; n is the number of competitors in the considered product market.

Table 2. Distribution of brand awareness shares

The share of brand awareness was determined using a survey, which was attended by 20 people.

Determine the arithmetic mean fraction:

Now we calculate the standard deviation of the shares:

Then the variation index will be equal to:

According to the data obtained, we can say that the competition between the most famous manufacturers of ready-made soups is below average (0.45).

2) Market growth rates and intensity of competition

Competition intensity can be calculated using the following formula:

where Ut- an indicator of the intensity of competition, taking into account the rate of growth in the market; Gt- the annual growth rate of sales in the commodity market under consideration, excluding the inflationary component. Moreover, the annual growth rate should be in the range of 70-140%.

Table 3. Rate of change in sales of GallinaBlanca "Meat soup with noodles"

Time, year	Sales, %	Growth
2008	107	-
2009	119	1,112

Sales growth in 2009 will amount to 1.112 or 111.2% (which is more than 70% and less than 140%). The indicator of the intensity of competition will be equal to:

The intensity of competition, taking into account the rate of market growth, is at a low level.

3) Market profitability and intensity of competition

Market profitability ratio ( R) is an important economic factor determining the intensity of competition.

The higher the profitability, the less the pressure of the competitive environment and, consequently, the lower the intensity of competition, and vice versa. This conclusion can be summarized in the form of a formula:

where Ur- an indicator of the intensity of competition, taking into account the level of market profitability.

This indicator can be estimated using the average trade margin applied in the given market.

The average trade margin is 38%. Index Ur at a given value, the margin will be:

Ur =1 - 0,38=0,62

The intensity of competition, taking into account the profitability of the market, is average.

To obtain overall assessment the activity of the enterprise's competitive environment, it is necessary to determine a generalized indicator of the intensity of competition using the following formula:

where U- generalized indicator of the intensity of competition, 0

The activity of the competitive environment of the enterprise in this product market is below average.

Chapter 3. Analysis of the market share of competitors (module 8)

One of the most general expressions of the degree of achievement of a competitor's goals is its actual market share in the total sales of a given range of products. It shows the degree of dominance of an enterprise in the market, its ability to influence the volumetric and structural characteristics of supply and demand for the group of goods under consideration.

For the correct calculation and analysis of the market share, three circumstances are fundamentally important:

· Products for which the shares of competitors are determined must belong to the same classification group of the All-Russian Classifier of Products;

· The considered geographical border of the market should be the same for all analyzed enterprises;

· The calculation should be made for a fixed time interval.

The market share indicator reflects the results of the enterprise and is determined as the ratio of the volume of sales of the enterprise's goods to the total volume of sales in the market / market segment:

where is the share of the j-th firm in the total amount of sales i-th product; - sale of the j-th firm i-th product; - the sum of all sales i-th item on j-m market (600 million rubles); n - number j companies operating in this market.

Let's define the market share of the European Foods enterprise (TM Gallina Blanca):

Market share of the Nestlé enterprise (TM Maggi):

Market share of the enterprise "Unilever" (TM "Knorr"):

The most stable position belongs to the Nestlé enterprise (TM Maggi), because it has the largest market share (0.363). The enterprise "Europe Foods" (TM "Gallina Blanca") occupies 29% of the market. The rate of return for a given market share of the enterprise is 15%. Unilever enterprises (TM Knorr) have a market share of 0.282.

Chapter 4. The concept of strategic groups by M. Porter (module 9)

All existing competitors can be assessed using a strategic group map.

The mapping of strategic groups is carried out on the basis of the following algorithm:

Selection of the two most important uncorrelated characteristics by which enterprises in the industry differ from each other;

Carrying out positioning of enterprises on the map of strategic groups, which is a coordinate system with selected characteristics, plotted along the axes;

Consolidation of enterprises in one part of the map into one strategic group;

Draw circles around each strategic group. The diameter of the circles is proportional to the market share of enterprises that fall into the same group.

Let's build a map of strategic groups of competitors.

Figure 5. Map of strategic groups

Low Medium High

Range

Narrow Limited Wide

Three of the most influential companies in the soup market can be combined into a strategic group. These are Nestlé (TM Maggi), Unilever (TM Knorr) and the European Foods enterprise we are considering (TM Gallina Blanca). Consequently, Nestlé and Unilever are the most important competitors in this product market.

Chapter 5. Determining the Competitiveness of Products (Module 12)

To determine the competitiveness of products, we use the following methods.

1. An integral method for determining the competitiveness of a product

The calculation is carried out according to the following formula:

where is an integral indicator of competitiveness, is an integral indicator for normative parameters, is an integral indicator for technical parameters, and is an integral indicator for economic parameters.

The integral indicator for regulatory parameters shows whether the product meets the requirements of regulatory documents (GOST R 50763-95 Public catering. Culinary products sold to the population .; GOST 19327-84 Food concentrates. First and second lunch dishes. General technical conditions .; TU 9194- 001-53974989-01 Instant noodle soup.). GallinaBlanca meat soup with noodles meets all the requirements, therefore = 1.

Let's calculate the integral indicator for technical parameters using the following formula:

where is the weight i-th parameter among the entire set of parameters, n is the number of parameters involved in the assessment, is a single indicator for i-th technical parameter of the product, which is calculated by the formula:

where is the value i-th parameter of the analyzed product; - value i-th parameter of the compared sample product.

The parameters of the soup for cooking are presented in Table 5. The scores and the coefficient of significance were determined using a consumer survey. The coefficient of significance shows how important a particular parameter is for the consumer.

Table 5. Parameters of soups for cooking under the trademarks "GallinaBlanca" and "Maggi"

Options	"GallinaBlanca"	"Maggi"	Quality Score Ratio ()	Significance coefficient ()	Integral indicator for technical par. I TP
taste	5	4	1,25	0,38	0,475
breadth of assortment	4	4	1	0,19	0,19
informativeness	4	5	0,8	0,03	0,024
appearance	5	4	1,25	0,14	0,175
naturalness of the product	4	3	1,33	0,26	0,3458
	-	-	-	1	1,2098

Parameter scores mean the following:

· 5 - excellent;

4 - good;

· 3 - satisfactory;

· 2 - bad;

· 1 - very bad.

The integral indicator for economic parameters is determined by the following formula:

where Purchase- the purchase price of our product (14.3 rubles), C 0purchase- purchase price of a sample product (Knorr "Chicken broth with vegetables" 17 rubles), C exploitation- the price in operation of the analyzed product (12 rubles), C 0expluat- the price in operation of the sample product (13.3 rubles).

Let's calculate the integral indicator of competitiveness:

2. Method of competitive attractiveness of goods

The competitive attractiveness of a product is determined by a set of quality characteristics: appearance, a set of consumer properties, etc. Depends on this, what will be his proceeds from the sale. The higher the sales proceeds in relation to the costs of creating and moving the product, the higher the level of its marketing attractiveness.

As a percentage, the cost of production and transportation of goods from the retail price is about 60%. Thus, the total cost of production and transportation of goods (for a unit of goods) will be about 8.58 rubles. Net proceeds from the sale of goods, due to the difficulty of calculating this parameter, is equal to the price of the goods.

Taking into account the results of two methods for determining the competitiveness of products, it can be concluded that "Meat soup with noodles" is competitive in this product market.

Chapter 6. Analysis of the communication policy of competitors and the development of the communication policy of the enterprise (module 17)

Communication policy is a set of strategic, long-term directives of a company in the field of its communication within the framework of its marketing policy.

The main elements that make up the communication policy are advertising, sales promotion, personal sales, PR, fairs, exhibitions.

Advertising is paid, non-personalized communication carried out by an identified sponsor and using the media to persuade (to do something) or influence (somehow) an audience.

Bouillon cubes

Condiments

Soups for cooking

Instant soups and purees

Hot sauces

Sauces for the preparation of second courses

Bouillon cubes

Condiments

Instant Mashed Potatoes

Bouillon cubes

Instant soups

Condiments

Instant broths

The strength of advertising impact in all three companies is very high, because TV advertising is mainly used for these products. Television has focused on the vast majority of the benefits of all types of advertising. It covers the largest audience of listeners.

Advertising in magazines is also used, which has a number of advantages: magazines are addressed to very strictly defined groups of readers; no other type of advertising (with the exception of postal) can so effectively convey information to certain categories of the population, selected for demographic, professional or any other criteria.

2. Determination of advertising means of the enterprise and competitors, assessment of the effectiveness of advertising from the point of view of the psychology of its perception by consumers (information content, visibility, concreteness, originality, combination of color, music, font, trademark, illustrations, etc.)

This company and its competitors use the following types of advertising:

o printed (posters, posters, catalogs, advertisements and articles in newspapers and magazines, packaging materials, etc.);

o visual and gustatory (food tasting);

o individual (inserts in the newspaper, some types of catalogs, brochures, etc.).

In the course of a survey on television advertising for the products of Nestlé (TM Maggi), Unilever (TM Knorr) and Europe Foods (TM Gallina Blanca), the following results were obtained: advertising carries sufficient information content, which helps to understand the quality and taste of the product. The combination of colors and music in the ad is nice. Many videos feature happy families and their homes, which has a positive impact on consumers. The music is unobtrusive, pleasant.

Campaign and Research. An advertising agency analyzes the analysis of the local market, identifies target groups of consumers for this type of goods or services, develops initial sketches of future advertising (sketches of posters, showcases, TV commercial script, etc.), plans a budget.

Plan. A plan is created, which reflects the number of airings on radio, on television, or in press announcements or advertising posters.

Presentation. After that, the advertising agency makes a presentation, which is a preliminary advertising campaign. On its basis, the strengths and weaknesses of advertising, the client's opinion on the work, are identified, as well as, if necessary, errors are corrected and corrections of buyers (clients) are made.

A summary story, which is a set of drawings that give an idea of what will follow what in a commercial program;

Animation, which is the main cartoon version;

A scenario that will probably show all the capabilities of the camera, that is, game effects like ECU (zoom in on the camera); LS (shooting from afar); SFX (sound effects); VO (voice-over); MOOZ (rewind signal) and others.

As soon as they finally agree on a commercial video and select the cast, everything is ready for filming. The process of filming material and plots is in progress. Commercial footage can be filmed in some other studio. Many studios take advantage of this to improve their budget by:

Calculating how much this work will cost;

By adding 30%;

By incorporating your own profits;

Doubling the result obtained.

The agency, having already taken this figure as a basis, will additionally add 40% before communicating it to the client. After that, the resulting material and plots are monitored.

Release. Finally, the commercial program is ready. It was filmed, edited, all special effects added. The customer was shown the result. All that's left is to let the program start working.

For the considered company "Europe Foods" (TM "Gallina Blanca"), it can be concluded that advertising is effective (104.5%).

where E is the economic efficiency of advertising; Т1 - sales turnover in the advertising and post-advertising period (RUB 31,350 million); T - turnover in the pre-advertising period (18,570 million rubles); H - trade margin (38%); Р - advertising expenses (170 million rubles).

2. The problem with product promotion is that consumers believe the soup contains a lot of concentrates and is not healthy.

Physiological motives (satisfying hunger);

Health motive (soups are not harmful to health);

The motive for convenience and added value (reduced cooking time);

Family traditions (soup like our grandmother made);

The motive of freedom;

Opening motive;

The motive of love;

The motive of joy.

5. The following means of advertising were selected: TV advertising, placement in a magazine, a banner.

6. Development of aerobatic images for each advertising medium.

The banner on the right depicts a happy family (4 people - parents and two children 7-12 years old) at the dinner table. The slogan "Delicious soup in 10 minutes!" Is written on the right. Below is an image of the "GallinaBlanca Meat Soup" and the company branding. This advertisement is based on the motive of convenience and additional benefits. Banner drawing is presented in Appendix 1.

b) Journal article

The article will contain the following motives: health motive, family traditions. The title of the article is “Soup, what it really is”. The text of the article will be supplemented with recipes, photographs. At the end of the article there will be a GallinaBlanca brand name, contact information (company name, website, phone number). The text of the article is presented in Appendix 2.

The action takes place in the kitchen. A 35-year-old woman comes home. She says the following phrase: “There is nothing to eat at home, and soon my husband will return from work and the children will come home from school! What to do? I know, I have GallinaBlanca Meat noodle soup! " After 10 minutes, the soup is ready, the family comes and sits down at the table. Everyone tastes the soup. The husband says: "Mmm, how delicious!" Children (joyfully): "Just like our grandmother cooks!" Wife: "Because it is prepared with love!" The picture changes, the GallinaBlanca brand name is on the screen. Voice-over: "GallinaBlanca - to you with love!".

Musical accompaniment. The music is pleasant, funny, not overwhelming.

7. These advertising means were shown to representatives of this segment of the product market (women and men 25-50 years old, working with children (under 12 years old)). 20 people were interviewed, 15 of them approved the banner, 14 people approved the article in the magazine and 17 people approved the TV advertisement. Based on the results obtained, a decision was made to replicate advertising.

This campaign is designed for 2 months for the product “GallinaBlanca Meat Noodle Soup”. The developed schedule is shown in the figure.

Meat soup

The cost of showing 1 video to viewers of the region (Volga region) on the leading channels is 50 thousand rubles; the cost of producing a commercial is 2,000 thousand rubles. It is necessary to update the video 3 times a year.

The cost of a 6 by 3 meter banner is about 30 thousand per month. Approximately 5 shields will be placed in 12 cities of the Volga region. The outdoor advertising budget will be 1800 thousand rubles. per month. 21.6 million rubles per year (40,000 * 5 * 15 = 3,000 thousand rubles).

Calculating the budget of a journal article

The cost of placing an article in the journal is approximately 50 thousand rubles. the article will be published in 4 journals. Monthly expenses will be 200 thousand rubles, 2.4 million rubles a year.

Chapter 7. Building a Competitive Market Map (Module 18)

To build a competitive market map, it is necessary to classify competitors by their position in terms of market share.

To do this, you need to do the following:

Divide the entire set of enterprises of the market under consideration into 2 sectors for which the values of the shares are greater or less than the average value;

Table 8. Market shares of competitors in 2008

All enterprises are divided into 2 sectors:

1) Enterprises for which the share values are greater than the average. These include Nestlé (TM Maggi), Unilever (TM Knorr), Europe Foods (TM Gallina Blanca).

Let's calculate the standard deviation for this sector:

2) Enterprises for which the values of the shares are less than the average value. These include OJSC “Russian Product” (TM “Russian Product”), LLC “Hercules” (TM “Kulinar”) and others.

3) Let's calculate the standard deviation for this sector:

In terms of market share, we distinguish four groups of enterprises:

Ι group - market leaders. Market share from 40% and more. There are no leaders in this product market.

ΙΙ group - enterprises with a strong competitive position. Market share from 40% to 20% (Nestlé (TM Maggi), Europe Foods (TM Gallina Blanca, Unilever (TM Knorr));

ΙΙΙ group - enterprises with a weak competitive position. Market share from 20% to 10% (JSC “Russian Product” (TM “Russian Product”)).

ΙV group - outsiders of the market. The market share is less than 10% (LLC "Hercules" (TM "Kulinar")).

Table 9. Assessment of the dynamics of market shares

According to the indicator of the dynamics of the market shares of an enterprise, four groups of enterprises can be distinguished:

Ι group - enterprises with a rapidly improving competitive position (Nestlé (TM Maggi)).

ΙΙ group - enterprises with an improving competitive position. ("Europe Foods" (TM "Gallina Blanca"), "Unilever" (TM "Knorr"));

ΙΙΙ group - enterprises with a deteriorating competitive position. (JSC "Russian Product" (TM "Russian Product")).

ΙV group - enterprises with a rapidly deteriorating competitive position (LLC "Hercules" (TM "Kulinar")).

The table presents a matrix for the formation of a competitive map of enterprises, based on a cross-classification of the size and dynamics of their market shares for a specific type of product.

Table 10. Matrix for the formation of a competitive map of enterprises

Market share growth rate				Competitive advantages by market share
				1	2	3	4
				Market leaders	Companies with a strong competitive position	Companies with a weak competitive position	Ouisiders
				High		Low
Market attractiveness	High	1	A company with a rapidly improving competitive position	"Nestle" (TM "Maggi")
	High	2	An enterprise with an improving competitive position	Europe Foods (TM Gallina Blanca), Unilever (TM Knorr)
	Low	3	An enterprise with a deteriorating competitive position	(JSC "Russian Product" (TM "Russian Product")
	Low	4	An enterprise with a rapidly deteriorating competitive position	(LLC "Hercules" (TM "Kulinar")

This matrix makes it possible to more reasonably approach the development of a competition strategy that takes into account the competitive status of an enterprise and the specifics of its market environment.

The following composition of the marketing policy for the European Foods enterprise (TM Gallina Blanca) was chosen, taking into account all the previously developed recommendations:

The main focus is to maintain a market position

Market share - maintain or grow leadership.

Product - pay attention to quality.

The price is to keep.

Promotion - to support selectively.

Distribution - Maintain a wide distribution system.

Chapter 8. Evaluating Marketing Strategy Choices (Module 22)

The matrix model is designed to assess the current state of the trademark on the market. The strategy chosen using the matrix method (the attractiveness of the market is average, the competitive position is strong). (Table 11). For a given market and competitive position, selective development is needed:

Invest heavily in the most attractive segments;

Develop the ability to resist competition;

Increase profitability by increasing productivity.

The competitive position in the ready-made soups product market is strong. The ready-made soups are at the stage of maturity. Therefore, Europe Foods (TM Gallina Blanca) should hold its position in the market.

Table 11.

To support our decision, we will use the characteristics of behavior in various marketing strategic positions.

Table 12.

Conclusion

Marketing strategy is the foundation of a company's marketing activities.

The development of a marketing strategy is necessary to ensure the effectiveness of ongoing marketing activities. The development and implementation of a marketing strategy requires flexibility from any company, the ability to understand, adapt and influence the actions of market mechanisms using special marketing methods.

In the course of this course work, all the tasks were completed.

A marketing study was carried out, during which competitors of the European Foods enterprise (TM Gallina Blanca) were identified. These are Unilever (TM Knorr) and Nestle (TM Maggi).

The intensity of competition was assessed. The activity of the enterprise's competitive environment in the soups market is below average.

The market share of competitors is approximately 25-30%. Europe Foods (TM Gallina Blanca), Unilever (TM Knorr) and Nestlé (TM Maggi) are the leading companies in the production of ready-made soups and the main competitors among themselves.

The product we are considering "Meat soup with noodles" is competitive on the market.

The communication policy of the enterprise was developed, during which recommendations were made to improve the company's own communication policy, its advertising activities. Three means of advertising were chosen (TV advertising, a banner and an article in a magazine) and the advertising budget was calculated (108 million rubles).

A competitive map of the market was built and the composition of the marketing policy for the European Foods enterprise (TM "Gallina Blanca") was selected, taking into account all previously developed recommendations (to maintain a market position, maintain or increase leadership, pay attention to the quality of goods, maintain a price, maintain a wide distribution system).

Bibliography

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Application

Soup as it really is

Many people believe that ready-made soups, or so-called bagged soups, are made with only preservatives and contain nothing useful. But actually it is not. Gallina Blanca uses the latest technology to keep vegetables fresh and healthy. First, the best ingredients for making the broth are carefully selected: fresh vegetables, meat, spices, etc. Then water is removed from the selected ingredients. Thanks to this process, products can be stored without losing their taste and useful properties for a long time. After that, the products are mixed using a mixer and packaged in special bags that help protect the contents from moisture.

Also, Gallina Blanca soups help to quickly and tasty cook dinner for the whole family. For example, the soup for cooking "Meat noodle soup" does not require a lot of cooking time. You just need to boil the broth, pour out the contents of the bag, add additional waxes to taste, and cook for 10 minutes. Delicious and healthy soup is ready!

Also, such soups are indispensable for young people - study, work does not allow you to spend a lot of time at the stove, and GallinaBlanca products are an ideal solution for every day. Spending only 5-10 minutes in the kitchen, you will get soups, mashed potatoes, main dishes like your mother used to cook!

The development of marketing strategies in the industry is carried out taking into account:

growth intensity;

integration development;

diversified growth.

The strategy of intensive growth is carried out in cases where the company has not fully used its capabilities within the industry. This strategy has three directions:

deep market penetration;

expanding market boundaries;

product improvement.

In domestic practice, this strategy was used by AvtoGAZ, creating new models of cars such as "GAZelle" and "Sobol" for passenger and freight traffic. An integrated growth strategy is used when an enterprise can generate additional profit by moving within the industry. There are regressive, progressive and horizontal integration.

Regressive integration - attempts by an enterprise to acquire ownership or to put under tighter control of its suppliers, progressive integration is associated with similar actions in relation to the distribution system, horizontal integration - in relation to competing enterprises.

The strategy of integrative growth is used in the construction industry, when construction companies acquire brick factories, factories for the production of metal structures and create their own sales divisions for the implementation of the built residential and non-residential stock.

Diversification growth is justified in cases where the industry does not provide an opportunity for the enterprise for further growth. Diversification comes in three flavors:

concentric;

horizontal;

conglomerate.

Concentric diversification - replenishment of its nomenclature with products similar to the existing products of the enterprise, but cheaper or more affordable.

Horizontal diversification is the expansion of its range by releasing goods that are not typical of the given enterprise.

Conglomerate diversification - replenishment of the range with completely new products.

This type of strategy has been and is being used by domestic machine-building enterprises, producing consumer goods along with equipment and machinery. Diversification can be related, in this case, diversified production has a technological commonality, and an unrelated technological chain. In Novosibirsk, FGMP Sibselmash uses unrelated diversification. In other large enterprises, both types of diversification are used.

The industry uses portfolio matrices and models, as well as competitive analysis models, to develop strategies.

Portfolio models and matrices determine the present and future of business, enterprise, industry in terms of market attractiveness and enterprise competitiveness.

The BCG (Boston Consulting Group) matrix uses two metrics - demand growth rate and market share (\%).

The BCG matrix is shown in Fig. 5.

Market share, \%

Rice. 5. Matrix BCG

The matrix indicates four main business positions:

highly competitive business in a fast growing market - an ideal star position;

highly competitive business in mature, saturated, stagnant markets (profitable cash cows or moneybags are a good source of cash for the firm);

not having a good competitive position, but acting in promising markets "wild cats", whose future is uncertain;

combination of weak competitive positions with markets in a state of stagnation ("dogs").

Strategy options within the BCG matrix:

growing and increasing market share - turning wild cats into stars;

maintaining a market share - a “cash cow” strategy;

Harvesting is a strategy for weak cows, feral cats and dogs.

This matrix can be used to analyze the industry market and select priority development areas.

The Shell matrix uses more evaluation criteria than the BCG matrix.

The attractiveness of strategic economic zones (P) is based on the prospect of demand growth, profitability and the level of instability, and the competitive status of an enterprise (CSP) is assessed by all types of investment, the potential of an enterprise (Fig. 6).

		Marketing strategy
Position in the competition	Extremely strong	Get the maximum benefit or	Reinvest profits or maximize profits	Invest or hold positions
		Slowly walk away	Get the most out of it or quit	Invest, reinvest profits
		Leave quickly, slowly or stay	Stay or slow	Invest, reinvest, leave

		Attractiveness of SHZ (Pr)

Rice. 6. The Shell Matrix

General marketing strategies can only be chosen in relation to specific sales markets and they are aimed at:

expansion of existing markets;

penetration into new markets;

maintaining the level of sales in existing markets;

concentration of commercial and marketing efforts in a smaller number of markets in order to effectively use the limited amount of resources that an enterprise can devote to marketing activities;

leaving the market.

Portfolio matrices do not allow for a full-scale analysis of the market, therefore, integrated business analysis models were developed that took into account more than 30 variables that affect the level of profit. These models were the result of generalizing the experience of more than 30 thousand enterprises in different industries.

A special area of strategic analysis is the analysis of the competitive position of an organization. Competitive analysis is carried out in two stages:

identification of the main competitive forces in the industry;

formation of the main options for competitive strategies.

The recognized leader in the development of competitive analysis is Professor of the Harvard Business School M. Porter, the author of basic models for determining the main forces of competition and options for competitive strategies.

Market share, the level of a firm's profit are determined by how effectively the company resists the following competitive forces in the industry (Fig. 7):

rivalry among competing sellers;

competition from substitute products that are price competitive;

the threat of the emergence of new competitors;

supplier exposure;

exposure of buyers.

Competitive forces, emerging Competitive forces, emerging

due to economic due to the threat of

opportunities and trade aspects of substitute products

supplier capabilities

Read:Chapter i. development of the engineering industry

Read:Chapter ii. sectoral structure of mechanical engineering

Read:Chapter iii. industrial infrastructure of mechanical engineering

Read:Chapter iv. concentration of production in the industry

Read:Chapter v. production specialization