Describe the management of marketing activities. Management of marketing activities in the enterprise

A market segment is made up of consumers who respond in the same way to the same set of marketing incentives.

Consumers who choose the strongest drug, regardless of price, constitute one segment of the market. In another segment will be those who pay attention to the price. It is unlikely that all consumers will opt for one brand of pain medication. Therefore, firms prudently focus their efforts on meeting the specific needs of one or more market segments. It is necessary to characterize all target market segments, describe them on the basis of their various characteristics, in order to assess the attractiveness of each of them as a marketing opportunity.

Selection of target market segments. A firm may decide to enter one or more segments of a particular market. Assume that the pain reliever market can be subdivided into three parts according to the intensity of the consumer demand (rapid, long-term and gradual relief) and into three groups according to the age of the consumers (youth, middle-aged people, elderly people). Comparing the intensity of needs and the age of consumers, nine market segments can be distinguished. The firm has several ways to enter this market.

Focus on a single segment. A company may decide to serve only one segment of the market by offering, for example, a long-acting pain reliever to a group of middle-aged people.

Purchasing needs orientation. A company can focus on meeting a single customer need. This could be the production of a long-acting drug for all types of customers. The company may decide to produce all types of pain relievers needed for particular group consumers. This is an orientation towards segments characterized by the same age.

Maintenance of unrelated segments. The company may decide to serve several market segments that are loosely connected because each presents an attractive opportunity for the firm.

Coverage of the entire market. A company may decide to produce a full range of pain relievers to serve all market segments.

When entering a new market, most firms start by serving one segment and, if the initiative is successful, gradually expand to others. The sequence of development of market segments should be carefully thought out and planned. good example planning to enter the market and seizing a dominant position on it is the activity of Japanese firms. They enter a neglected market segment, make a name for themselves, and then expand their activities to other segments. Using this marketing "golden key", they captured a huge share of the world market for cars, video equipment, cameras, watches and other goods.

Large companies strive for full market coverage. An example is the General Motors Corporation, which produces cars "for any wallet, any purpose, any person." The company, as a rule, appeals to different market segments with different offers, otherwise it risks that other firms will bypass it in certain segments.

Positioning the product in the market. Suppose that in the painkiller market, a firm decides to focus on "active older consumers." She needs to identify all similar products offered in a particular segment. At the same time, it is necessary to find out what exactly the consumers who make up this segment want from painkillers. It is necessary to clearly know how the existing brands differ from each other in their action, what are their prices. If a painkiller is offered exactly the same as one on the market, there will be no reason for consumers to buy it.

Any product is a set of properties perceived by the consumer. Branded aspirin is considered a fast-acting, but “hard” agent for the stomach, and Tylenol is considered a slower, but gentler agent. One way to understand why consumers buy this product and not another is to compare their main properties that determine the choice. The comparison results can be represented as a product positioning scheme.

Even in the coordinates softness - effectiveness of the action can be reflected, for example, on a five-point scale, the opinion of consumers. It is important to assess the position of brands according to their perception by consumers, and not according to their actual properties.

Comparing the positions of goods and consumer preferences, discrepancies are revealed. If there is a discrepancy, then consumers are willing to buy the painkiller that they believe combines gentleness and effectiveness that are not inherent in the available drugs. It is necessary to offer them a drug with the desired combination of properties, and the company will be successful.

You can decide to use this feature. Success requires two things. First, the company must be able to produce a product that customers find soft and effective. Second, it must be able to offer the good at the price the market is willing to pay for it. If both conditions are met, the company will be able to serve the interests of the market well and make a profit. It identifies an area of ​​unmet purchasing need and tries to satisfy it.

If the firm fails to seize the opportunity, it may choose to base its product positioning on any of its properties that a large number of consumers believe are important, desirable, and underexpressed in other drugs.

Market positioning- this is providing a product with a clearly distinct, desirable place in the market and in the minds of target consumers.

Marketing mix development

Having made a decision regarding the positioning of its product, the company proceeds to plan the details of the marketing mix. The marketing mix is ​​one of the main concepts modern system marketing.

Marketing mix A set of controllable marketing variables that a firm uses in combination to elicit a desired response from its target market.

The marketing mix is ​​everything a firm can do to influence the demand for its product. Numerous opportunities can be grouped into four main groups: product, price, methods of distribution and promotion.

Product is a set of "products and services" that the company offers to the target market. For example, a new pain reliever could be a "good" in the form of 50 white pills in a white bottle with a child-resistant cap, a three-year shelf life, the Aveline brand name, and a money-back guarantee in the event of customer dissatisfaction.

Price- the amount of money that consumers must pay to receive the goods. The firm offers retail and Wholesale prices, preferential prices and discounts, sale on credit. The price charged by the firm must match the perceived value of the offer, or buyers will buy competitors' products.

Distribution Methods- all kinds of activities through which the product becomes available to target consumers. Thus, the company selects wholesalers and retailers, convinces them to pay more attention to the product and take care of its good display, monitors the maintenance of its stocks and ensures efficient transportation and warehousing.

Incentive methods- all kinds of activities of the company in order to disseminate information about the merits of the product and convince consumers to buy it. The company pays for advertising, hires sellers, promotes the product through special events, organizes its promotion.

Organization of marketing activities

Marketing planning system. Any firm must look ahead to be clear about where it wants to go and how to get there. The matter cannot be left to chance. To model its own future, the company uses two systems at once: strategic planning and marketing planning.

Strategic planning is based on the fact that any company has several areas of activity (for example, the production of perfumes and cosmetics, the production of equipment for beauty parlors and the production of plasters), each of which can be represented by several products. However, not all areas of activity and not all products are equally attractive. Some industries are growing, others have stabilized at the same level, others are declining. If all industries were in decline at the same time, the firm would be in serious trouble. To sustain its growth, a company must deploy new promising production and offer new products.

Marketing planning- this is the development of plans for each individual production or product of the company. This means that the strategic decision regarding all industries has already been made. Now for each of them you need to develop a detailed marketing plan. Let's say that a shampoo manufacturer decides to continue to offer its branded shampoo to the market, because the potential for sales growth is very high. In this case, the company develops a marketing plan that is designed to generate the desired growth.

The company is developing two plans - long-term and short-term. Getting ready first perspective plan for three to five years or more. It outlines the characteristics of the main factors and forces that will influence the shampoo market over the coming period, defines the goals and main strategic methods for gaining the intended market share. Specify the size of the planned profits and necessary costs. Every year (more often if necessary) this plan is reviewed and adjusted so that the firm always has a valid plan for the future.

Then a plan is developed for a year or more short term, but not less than the duration of the operating period. This is usually an expanded version of the three-year plan for the first year of its implementation. The annual plan describes the current marketing situation, lists existing threats and opportunities, goals and problems related to this product, outlines the marketing strategy for the year and the action program. Make up budgets, i.e. indicate the amount of estimated appropriations, determine the control procedure. This plan becomes the basis for the coordination of all types of activities - production, marketing, financial.

Marketing organization system. The firm must develop a structure for the marketing service that will allow full marketing work, including planning. If the firm is very small, all marketing responsibilities can be assigned to one person. He will be entrusted with marketing research, sales organization, advertising, and customer service. This person may be referred to as a sales manager, marketing manager, or director of marketing. A large firm usually employs several marketing professionals: salespeople, sales managers, marketing researchers, advertising specialists, as well as those responsible for the production of various products, market segment managers, and customer service workers. implementation of all marketing functions head of the marketing department.

Marketing departments can be organized according to different principles. Each firm creates a marketing department in such a way that it will best contribute to the achievement of its marketing goals.

functional organization. The most common scheme is the functional organization of the marketing service. In this case, marketing specialists manage different functions of marketing activities. They report to the marketing director who coordinates their work. For example, a department may have five such specialists: marketing manager, advertising and promotion manager, sales manager, marketing research manager, and new product manager. In addition to them, there may also be a customer service manager, a marketing planning service manager, and a product distribution manager.

The main advantage of a functional organization is ease of management. But as the firm's product range and markets grow, this scheme loses its effectiveness. It becomes increasingly difficult to develop specific plans for each individual market or product, as well as to coordinate the marketing activities of the firm as a whole.

Geographic organization. In companies trading throughout the country, the subordination of sellers is often organized along geographical lines. The firm's marketing department includes a national sales manager. He directs the managers of regional sales services, which are subordinate to local sales agents. When organized geographically, salespeople live within the territories they serve, know their customers better, and work more efficiently.

Organization for commodity production. Firms with a wide product range and a variety of brands of goods use the organization for commodity or commodity-brand production. It does not replace the functional organization, but is another level of management. All commodity production is managed by a product line manager, to whom several product group managers report, who in turn report to product managers responsible for the production and sale of a particular product. Each product manager develops their own production plans, monitors their implementation, monitors the results and, if necessary, reviews these plans.

The commodity production organization is justified in cases where the products manufactured by the firm differ significantly from each other, or when there are so many varieties of these products that, with a functional marketing organization, it is no longer possible to manage all this nomenclature.

Organization according to the principle of commodity production was first used in 1927 by Procter and Gamble. Her new Cameo soap did not do well in the market, and one of the young executives, Neil H. McElroy, later president of the company, was assigned to focus entirely on refining the product and promoting it. The work was a success, and soon other product managers appeared in the company.

A commodity production organization has a number of advantages. First, the product manager coordinates all marketing activities for that product. Secondly, he can respond faster than other specialists to problems that arise in the market. Thirdly, smaller, secondary brands of goods are not ignored, since the production of each of them can be managed by a separate manager. Fourth, product management is an excellent school for young leaders. In this job, they are involved in almost all areas of the firm's operations.

However, these benefits also come with costs. The commodity management system generates conflict, as commodity managers often do not have sufficient rights to effective execution their duties. As product experts, product managers rarely become experts in functional areas. The commodity production management system is often costly due to the cost of labor costs. But experience shows that in critical situations this is the most effective method.

Market based organization. Many firms sell goods in different markets. For example, JSC Kuznetsk Iron and Steel Works sells steel to both railway organizations and industrial enterprises building materials, and many others. The use of a market-based organization is desirable in cases where purchasing habits or product preferences vary across markets.

Organization according to the market principle is similar to the system of organization for commodity production. The market manager in the marketing department oversees the activities of several market managers. The market manager is responsible for the development of long-term and annual plans for sales and other types of functional activities. The main advantage of this system is that the company builds its work in relation to the needs of consumers that make up specific market segments. Many firms have restructured their structure along these lines.

Organization according to the commodity-market principle. Firms that sell many different products in many different markets can use either a commodity production organization system, which requires product managers to know very different markets, or a market-based organization system, in which market managers must be familiar with a wide variety of products purchased in their markets. A third option is also possible: both product managers and market managers work at the same time. Such an organization is called a matrix organization.

However, such a system of organization is costly and raises many questions. Here are two examples.

1. What should be the organization of the sales staff? Should there be separate sales staffs for, for example, viscose, nylon and other fibers? Alternatively, the firm should group salespeople into the menswear, womenswear, and childrenswear markets. Or maybe you shouldn't specialize at all. sales staff?
2. Who should set the price for a particular product in a particular market? In the example above, should the nylon production manager have final say in setting the price of nylon in all markets? What happens if the menswear market manager feels that nylon will not succeed in this market without price concessions?

Most managers believe that the introduction of separate positions of product and market managers is justified only for the most important products and markets of the company. Some are not at all embarrassed by either conflicts or costs, they are sure that the merits of the matrix organization outweigh them. Especially if it is supplemented with a developed system of self-government.

Marketing control system. In the course of implementing marketing plans, there are likely to be many surprises. The firm needs to control the activities carried out to be sure that the marketing goals are achieved.

Three types of marketing control can be distinguished: control over the implementation of annual plans, control over profitability, and control over the implementation of strategic goals. The task of monitoring the implementation of annual plans is to make sure that the company reaches all the indicators included in the annual plan. Profitability control consists in the periodic analysis of actual profitability for various products, consumer groups, distribution channels and order volumes. In addition, the firm may engage in marketing effectiveness research to find out how to improve the performance of various marketing activities. Monitoring the implementation of strategic installations involves the periodic “retreat back” necessary for a critical assessment of the overall approach of the company to the market.

THE ESSENCE OF MARKETING MANAGEMENT

The essence of management marketing in the enterprise must be considered in three directions:

1 – activity management (marketing management);

2 – function control;

3 - demand management.

Marketing management of an enterprise means the formation of a new “way of thinking”, the basis of which is the answer to the question of how, using a specific economic space, a specific and individual ratio of supply and demand in this economic space within the boundaries of a particular sphere of production, distribution, exchange and consumption of goods , choose your position of action, predict and get a specific result.

Marketing management is the management of an enterprise, subject to the requirements of the market. This control is subject to the following patterns:

1) Regularity of position-target orientation of activity. The position in the market and its choice have a certain target orientation, determined by both internal and external capabilities of the enterprise, and this activity is always aimed at achieving a certain result in a value-significant amount for a business entity.

2) regularity competitive behavior. Its essence lies in the fact that competitive behavior provides for a certain system of economic relations of subjects of the market space. This system of relations is characterized by the manifestation of various forces. On the one hand, these are the forces of confrontation, competitive rivalry and competitive advantages, and on the other hand, partnership, image formation, selection of a competitive position, etc.

3) The pattern of cyclical business activity. This pattern follows, first of all, from the law of supply and demand and from the fact that each phase of activity in the economy is accompanied by an overflow of capital. So, if a phase of decline in production activity in the economy begins and in the production sector they face many situations of bankruptcy, then the capital is poured into the sphere of consumption, foreign exchange and speculative transactions. Conversely, the flow of capital from the sphere of consumption or speculative operations into the sphere of production leads to the stabilization of the market.

These patterns develop in interdependence. Thus, the line of competitive behavior of an enterprise determines, first of all, its positioning in the market and its target settings. In addition, these patterns are in one or another phase of business activity, forcing through economic, organizational, financial, political, socio-economic mechanisms to control their behavior in the market.

The transition to marketing management of an enterprise is a qualitatively new state, when in its activities it not only relies on its internal capabilities, but also takes into account external conditions. This leads to significant changes in the acceptance of almost all management decisions.

mechanism marketing management development becomes an enterprise communication links enterprises with the market (direct and reverse). The enterprise not only sends goods to the market, but, what is especially important, sends to the market and receives information from the market. The latter forms the basis for making many management decisions at the enterprise: production, financial, marketing, administrative, etc.

Responsibility for the adoption of the marketing concept of enterprise management lies with its top management (top managers).

Any economic organization operates in a certain

the environment, and the more complex, dynamic and multi-layered this environment is, the deeper, large-scale and frequent changes it undergoes, the more flexible and adaptive should be the entire economic activity of the enterprise.

Marketing function is one of the most important functions of the enterprise in the conditions of its market activity. The marketing function is formed insofar as there is a restructuring in the worldview of enterprise management at all its levels according to the principle “from the needs of production to the needs of the market”.

The change in the role of the marketing function in the activities of the company chronologically looks like this:

1) marketing as one of equal functions;

2) marketing as a more important function;

3) marketing as the main function;

4) consumer as a controlling function;

5) the consumer as a controlling function, and marketing as an integrating function.

Thus, marketing means nothing more than bringing all the resources of the company into line with the requirements and opportunities of the market for profit. The enterprise must produce such products that can be sold profitably. For these purposes, it is necessary to identify, quantify and realize the potential of the enterprise in the market. This can be done only in cooperation with all functional divisions of the enterprise on the basis of the development of strategic and operational plans for the market activity of the enterprise. At the same time, marketing remains a coordinating, integrating role in terms of taking into account market requirements in the implementation of the plan and its control. The relationship between top management and the main management functions in the enterprise is shown in fig. 2.

TOP MANAGEMENT: General management of the enterprise; formulation overall strategy; Establishment of activity standards; control over the activities of the enterprise
PRODUCTION MANAGEMENT · organization of production; · quality control; procurement of raw materials	FINANCIAL MANAGEMENT financing of activities; profit planning; rationing and financial control	MARKETING MANAGEMENT · market research; Assortment planning; formation of distribution channels;	PERSONNEL MANAGEMENT · recruitment; · training; control over the fulfillment of duties

Rice. 2. The relationship of top management and the main management functions in the enterprise

The mechanism for marketing to perform its functions is based on the development of a marketing system as part of an enterprise's management system, including:

Research and information;

Planning;

Organization;

Control.

Responsibility for the creation and operation of the marketing

enterprise system is assigned to top managers, managers responsible for individual areas of activity, and marketing managers.

From the definition of marketing means that to manage marketing means "to make a market", "to make a demand". This is the formation of a new "mode of action" in the market at the enterprise.

“Marketing management is aimed at solving the problem of influencing the level, time frame and structure of demand in such a way that the organization achieves its goal. In essence, marketing management is demand management ”- Kotler F. Marketing Management, 1998

The marketing manager must be able to influence the level, timing and nature of demand well, since the existing demand usually does not coincide with what the enterprise would like for itself.

The state of demand in the market is possible in eight variants, and each of them corresponds to specific marketing tasks and the type of marketing to achieve the desired (Table 1).

Table 1 - Types of marketing used in various conditions of demand

State of demand	Marketing challenge	Type of marketing
Demand is negative	Create demand	Conversion
No demand	stimulate demand	Stimulating
Potential demand	Develop demand	Developing
Demand is declining	Restore demand	Remarketing
Demand is excessive	Reduce demand	Demarketing
Demand fluctuates	Stabilize demand	Synchromarketing
Full (corresponds to the possibilities) demand	Keep demand at the same level	Supportive Marketing
Irrational demand	Eliminate Demand	Counter marketing

The mechanism of demand management is based on the use of certain means, tools in their close relationship. These tools include: product, selling price, position, promotion.

Product(or product) is the most important marketing tool. The enterprise must clearly understand what product the consumer needs, what their requirements are, how to increase the usefulness of the product for the consumer, how to distinguish their own product from other products, etc.

Selling price- the sale price set by the enterprise, which will have to cover all the costs of the enterprise and make a profit. in addition, the price should not differ significantly from the prices of competitors for similar products, otherwise the consumer will not buy it. It is important when determining the price of the state of demand for this product, etc.

Position(or the place and conditions of sale) - in order for the product to become useful for the consumer, it must be in the place and exactly when the consumer needs it. Various channels are used to deliver goods to the market, intermediaries are involved, conditions are created for a quick meeting of the goods with the buyer.

Promotion- one of the key marketing tools that allows you to actively influence consumers. Promotion (or sales facilitation) makes extensive use of advertising, personal contact, promotion, building a positive image, etc.

A certain combination of marketing tools aimed at achieving the goals of demand management is known as the "marketing mix" (a hodgepodge, a mixture of different tools from which their set, complex or system is formed, known as the "4p system" - from the name of the first letters constituent elements).

Naturally, the creation of a product with a set useful properties, setting an acceptable price, timely delivery of goods, constantly informing consumers and stimulating them requires the integrated efforts of all departments of the enterprise. At the same time, both the potential capabilities of the enterprise and the requirements of the market are taken into account.

The responsibility for the formation of an effective marketing mix (marketing efforts) as a mechanism for managing demand lies with a particular product manager. He uses it when working in the target market with a specific product, product group, product line.

Each firm, enterprise or company is interested in the effective management of its marketing activities. In particular, she needs to know how to analyze market opportunities, select suitable target markets, develop an effective marketing mix, and successfully manage the implementation of marketing efforts. All this makes up the process of marketing management.

In market conditions, it is not enough to rely on intuition, the judgments of managers and specialists, and past experience, but it is necessary to obtain adequate information before and after making decisions. A large number of factors influence the nature of decisions made. And the main thing is not even in quantity, but rather in the unpredictability of most of them. The behavior of competitors, for example, often goes beyond traditional patterns. The situation is complicated by the fact that the marketing management system operates in real time.

To reduce the degree of uncertainty and risk, the enterprise must have reliable, sufficient and timely information.

“Marketing information is understood as information obtained in the course of studying the process of exchanging the results of socially useful activities and interaction regarding such an exchange of all subjects of the market system, used in all areas (levels) of entrepreneurship, including marketing activities” .

Companies can conduct independent marketing research or entrust their implementation to specialized agencies. The main areas of marketing research are as follows:

– market research;

– research of marketing tools;

- study external environment;

– research internal environment;

– study of the market of productive forces;

– study of motives;

- marketing intelligence;

- benchmarking.

One of the main goals of marketing research is to determine the company's market opportunities. It is necessary to correctly assess and predict the size of the market, its growth potential and possible profit. Sales forecasts will be used by the finance department to attract working capital or investment, production department- to determine the capacity and planned productivity, the supply department - to carry out purchases in accordance with the needs, and the personnel department - to hire the necessary work force. After all, if the forecast turns out to be far from reality, the company will spend cash on the formation of excess stocks and production capacities, or, having failed to meet the needs of the market, will miss profits.

One of the conditions for developing a competent marketing plan- study of consumer markets and consumer behavior.

Every customer has a different process of making a purchasing decision. "In response to incentive marketing techniques, the consumer has an observable reaction, which is expressed in the choice of product, brand, intermediary, time and volume of purchase." Along with this, any company seeking to conquer the market must be aware that it is not able to serve all customers without exception. There are too many consumers, and their desires and needs are sometimes diametrically opposed. It is not even worth trying to conquer the entire market at once, it is more reasonable to single out only that part of it that this company is able to effectively serve at this time and in this place. To identify target markets and gain consumer confidence, companies turn to target marketing: market segmentation, selection and evaluation of its segments, and product positioning.

Market segmentation is one of the functions in the system of marketing activities and is associated with the implementation of work on the classification of buyers or consumers of goods that are on the market or displayed on it. After dividing the market into groups of consumers and identifying the opportunities for each of them, the company must evaluate their attractiveness and select one or more segments for development. When evaluating market segments, two factors must be considered: the overall attractiveness of the segment, as well as the company's goals and resources. When choosing target segments, company leaders decide whether it will focus on one segment or several, on a specific product or a specific market, or on the entire market at once. The offer of one product to one segment - concentrated segmentation - is more often used small firms who seek to gain an advantage over their competitors. Expansion of market segments, i.e. Offering one product to multiple segments allows the firm to expand the market for the product. By offering several products to one segment, i.e. resorting to assortment segmentation, they usually use related products. "In differentiated segmentation, several different products are offered to several segments".

To receive you need to competitive advantage, each company must find its own ways to differentiate products.

Differentiation - the process of developing a number of essential features of the product, designed to distinguish it from competitors' products.

Market supply can be differentiated in five areas: product, services, personnel, distribution channels, image.

After determining the target market segment, the company must study the properties and image of competitors' products and evaluate the position of their product in the market. Having studied the positions of competitors, the company decides on the positioning of its product. "Product positioning is the way in which consumers identify a particular product by its most important characteristics." In practice, product positions are determined using positioning maps, which are a two-dimensional matrix of different pairs of characteristics. An example of a positioning map is shown in Figure 2.

Figure 1. Map of goods positioning according to the parameters of the "quality-price" function

A number of positioning strategies are used to shape and reinforce certain perceptions in the minds of consumers, for example, positioning based on certain product advantages (Head and Shoulders is the best shampoo for dandruff), positioning according to a competitor (7&Up is not Cola. It is lighter and better refreshing), positioning by product category (Preference from L "oreal" Costs more, but I deserve it "), etc.

Positioning is based on associative links between the product and product characteristics or other positioning factors. Successful companies tend to adhere to clearly defined distinctive advantages and avoid abrupt changes in their market position.

Naturally, positioning cannot be associated with consumer deception and misinformation; it can come off once, after which the manufacturer will face failure and loss.

Properly organized market positioning is a prerequisite for effective marketing mix development.

The marketing mix is ​​a link between producers and consumers that form market segments and includes: product, price, means of promoting the product to the market and distribution channels. In essence, any product is a packaged service to solve a problem. A woman who buys lipstick doesn't just buy lip paint. This is confirmed by the words of Charles Revson, head of Revlon, Inc.: “In the factory, we make cosmetics. In the store, we sell hope." The task of the market figure is to reveal the needs hidden behind any product and sell not the properties of this product, but the benefits from it. Of course, the characteristics of the product - its size, color, packaging are also very important. But other factors are decisive. When buying, the consumer is guided primarily by the benefits that this product can provide to them, for example, in most cases, the buyer is not interested in the specific chemical compounds that make up the washing powder, but in how he washes clothes. Consequently, "the ultimate goal of manufacturers is not to produce specific products, but to provide them with the opportunity to perform certain functions with high quality."

Price, like the product, is an element of the marketing mix. A company that pursues a certain pricing policy actively influences both the volume of sales in the market and the amount of profit received. The commercial results, the degree of efficiency of all production and marketing activities of the company, the enterprise depend on how correctly and thoughtfully the pricing policy is built.

The price strategy of an enterprise is an activity that is associated with a continuous process of adjustment. The pricing strategy needs to be reviewed:

1. When new products are created.

2. When products are improved.

3. When the competitive environment in the market changes.

4. When the product goes through different stages life cycle.

5. When production costs change.

The most typical tasks solved by conducting a well-thought-out pricing policy, are:

1. Entering a new market (strategy of "strong market penetration").

This strategy is acceptable for firms that are financially strong, since a large number of products must be financed in the initial stages. When using this strategy, you can increase the price only after the product is recognized by the consumer.

2. Sequential passage through market segments.

3. Introduction of a new product (policy of "skimming"). This strategy can be applied under the following conditions:

– high level demand from a large number of buyers;

– high price serves as an indicator of high quality for the consumer;

– high initial investments are unattractive for competitors.

4. Stimulation of complex sales.

5. Price discrimination.

6. Follow the leader.

Maintaining a pricing policy requires excellent knowledge of the market situation, high qualifications of decision makers, and the ability to anticipate possible changes in the market situation. When setting prices, one should not only know their lower and upper limits, beyond which their use is not economically justified, or causes punitive sanctions, but also to flexibly maneuver prices within these limits so that at a certain point in time these goals would be optimal for both the seller and the buyer.

The means of promoting goods to the market, the purpose of which is to stimulate demand, are one of the most important components of the marketing mix. The main ones are: advertising, public relations, sales promotion, direct marketing, organization of exhibitions, fairs, discounts, credit trading, etc.

Advertising is a message intended for some predetermined group of people, paid for by a specific customer and aimed at inducing this group to specific actions desired by the customer. The previously discussed motives of consumer behavior and incentives to purchase goods allow us to substantiate some principles of the psychology of advertising and the corresponding rules for advertising goods and services:

1. It is necessary to advertise not so much the product itself as the benefit, the effect that the consumer can expect from it. For he needs the product not in itself (the consumer may not even suspect that such a product exists), but as a tool to satisfy certain needs.

3. And the next most important principle: respect for the audience. Advertising should not be rude, ambiguous, cynical, should not play on base feelings, cultivate violence and cruelty.

6. No matter how important and relevant the content of advertising is, it will miss the target if a number of special measures are not provided to attract attention to it and arouse interest:

– originality of content and form;

- the use of unusual, even shocking circumstances;

- preliminary preparation.

8. Advertising should be carried out systematically, planned and based on a single strategy. An advertising strategy should be based on a simple and understandable idea, around which, like around a pivot, an advertising company is built.

Before you start advertising campaign Businesses must decide what they want to achieve with advertising, which markets to conquer, how to formulate the message, what media to use, when and how often to advertise, and how much to spend on it. Often, for example, they advertise the goods or services they sell at regular or "below retail" prices, and also emphasize prestige or discounts. Thus, the government advertises the sale of bonds and the idea rational use energy resources. Local governments advertise to spur (or limit) tourism, attract industries, or instill a sense of pride in fellow countrymen. Non-profit organizations call in advertising to actively support one or another political candidate, or simply protect wildlife. Thus, advertising affects the interests of every person on any day of his life and is perceived by us as part of everyday public culture.

Public Relations (eng. Public Rileichns PR) is defined as promoting the establishment of a mutual understanding of goodwill between an individual, an organization and other people, groups of people or society as a whole through the dissemination of explanatory material, the development of exchange and the evaluation of public reaction. The task of a PR manager is to prepare and conduct press conferences, briefings, press cocktails, presentations, meetings with company executives, press releases, photographs and other materials for printing, on the basis of which articles, essays and reports will then be written.

A good way to present the company to a wide audience, as well as to make new useful contacts and maintain old ones, is to participate in exhibitions and industry conferences.

In order for the money spent for these purposes not to be wasted, participation in events must be carefully prepared. First of all, it is necessary to select a dozen exhibitions of interest to the company, and two or three exhibitions, participation in which will be mandatory and permanent in the future. Then you need to prepare the exposition itself: stands, posters, demonstration and handouts: booklets, posters, brochures, price lists, accessories, newspapers, badges, calendars. And, finally, it is necessary to prepare employees who will directly participate in the exhibition.

Thus, with the help of advertising and PR, a kind of contact is established with existing or potential buyers, the purpose of which is to create a favorable idea of ​​the goods and services provided and form the image of the company.

"Sales promotion, which is understood as a set of techniques that increase sales throughout the entire life cycle of a product, has recently acquired particular importance." The incentives are primarily prices:

– reduced by coupons distributed through print media or direct mail.

In addition to monetary, “natural” stimulation is also possible:

– free distribution of samples, an invitation to try New Product;

- offering a gift as from among related products(for example, a disposable lighter for two packs of cigarettes), and completely foreign (for example, a children's toy for a non-stick frying pan).

“Active” incentives have proven themselves well: contests, games, lotteries. Today, they are used by all the leading consumer goods manufacturers who painstakingly seek out fresh ideas and personas, especially on television.

Considered measures to stimulate sales, applied by the company together and in strict agreement with advertising, are today the most widely used, significantly increasing the volume and profitability of sales.

Different companies deal with marketing in different ways. Most manufacturers try to organize the distribution channel themselves - the number of interdependent organizations involved in the process of moving goods or services to the final consumer or enterprise for further use or consumption. Making decisions about the structure of distribution channels begins with clarifying the question of the types of services needed by the consumer, as well as setting goals and determining the limitations of the distribution channel. Then the firm develops the main options for building a channel, taking into account the types of intermediaries, the number of intermediate levels and the responsibilities of the participants in the distribution channel. Partnerships between members of a distribution channel may take the form of inter-firm teams, joint projects and information sharing systems. As a result of these partnerships, many firms have moved away from event-based distribution systems to event-based distribution systems. Most importantly, all participants in the supply chain must tailor their products and services to the desires of target consumers and strive to operate effectively in an increasingly competitive international environment.

The promotion of the product is also facilitated by the use of other elements of the marketing mix, for example, appearance, quality, etc. Along with the above, it is important to remember that the impact of various promotional tools will be maximum when their style, content, design and timing are planned centrally and are held in the same vein.

The implementation of the concept of marketing in the enterprise requires the creation of an appropriate marketing service. At present, without such a service, which provides marketing research to study the prospects for demand, consumer requirements for the product and its properties, the trends of these requirements under the influence of various factors, it is difficult for manufacturers to survive in competition. The ultimate goal of the functioning of marketing services is the subordination of all economic and commercial activities enterprises to the laws of existence and development of the market. Both manufacturers and consumers of products are interested in this. In the evolution of marketing departments, four stages of development can be distinguished, each of which is also found in the activities of today's companies.

The first stage is marketing as a function of distribution. Marketing of goods at this stage was relatively simple. Marketing is limited to distribution tasks. The sales department plays a relatively important role. Market research, sales and advertising planning are not of great importance.

The second stage is the organizational concentration of marketing tasks as a function of sales. The emergence of sales problems and a better understanding of the role of marketing led to significant organizational changes. Sales activities began to move under the auspices of one leader. In addition, sales-related functions of other departments (sales training, customer service, sales planning) are transferred under his leadership.

The third stage - the allocation of marketing to an independent service, is characterized by the emergence of a specialized marketing service, which has equal rights with other divisions of the enterprise. The marketing service became responsible not only for planning and product development, but also for pricing. The marketing manager (rather than the production manager) makes decisions about appearance, packaging, product name. However, each department pursues its own interests, which may differ significantly.

The next stage - marketing as the main function of the company - is to orient all areas of the company's activities to the requirements of marketing. Marketing is considered as the main function of the company. This concept is sometimes realized if a "marketing person" becomes the head of the company. In fact, most companies are in the third stage of marketing development.

AT real life there are many various forms organization of the marketing service, however, we restrict ourselves to considering only some basic organizational structures:

1. Functional structure of marketing. This form of organization means that marketing is on a par with other functional divisions of the company. Problems associated with such an organization: a) group selfishness, difficulties with coordination; b) the solution of tasks that go beyond the limits of competence is transferred to the top, which entails the danger of excessive centralization; c) employees do not always understand the ultimate goal; motivation decreases. From the point of view of adaptability to the environment, the functional structure is able to respond to quantitative fluctuations in demand, however, to solve more serious problems lack of coordination. Therefore, it is better suited for companies with a homogeneous production program.

Product management is sometimes introduced to overcome coordination problems within a functional organization. Its task is to coordinate the work of various services of the enterprise in connection with the release this product.

Features of the product manager are as follows:

- the manager's activity is evaluated by the success of the product;

- the manager performs, as a rule, a coordinating role without specific powers;

– different product managers must compete for company resources (capacity, finance, etc.);

- when managing by product, there is a high probability of conflicts, a clear separation of powers is necessary.

Product management improves the product planning process, adaptability to the market, coordination of service activities, but this requires the support of the enterprise management.

2. Organization by product. The more heterogeneous the program, the more diversified the company, the more dynamic the market, the better the organization by product. These structures may be subordinate to the marketing department or the company's management. When organized by product, features that apply to all products ( corporate strategy, work with the public), are usually transferred to the upper floors of management.

3. Organization by clients. When organizing customer marketing, each department is assigned a specific group of customers or part of the market (for example, working with wholesale trade, retail and industrial enterprises). Sometimes a manager is entrusted with only one, but a very important client. Such a structure justifies itself if the market segments are large enough and differ significantly from each other. The most important task of management in this case is to maintain optimal relations with customers for the enterprise, and from the standpoint of all products. The problems of this structure also lie mainly in the coordination of individual areas and the performance of common functions (research, supply, etc.).

4. Organization of marketing on a geographical basis. Such structures may be suitable for companies with a large sales volume, within which there are regions with different product requirements. In practice, such governance structures are relatively rare.

5. Matrix marketing organization is based on at least two structuring criteria. With their help, companies are trying to overcome the problems that are characteristic of one-dimensional management structures. The harbingers of matrix structures can be called product management and project management.

It must be borne in mind that there is no ideal organizational structure of the marketing service that would be suitable for any conditions; when choosing the form of the structure, one should take into account, first of all, the company's goals and environmental conditions.

The development of commodity-money relations in Russia has led to the formation of a market saturated with goods - a “buyer's market”, when supply exceeds demand for most product groups, competition and competitiveness of the market process develops. This creates conditions for the active use of the marketing approach to solving managerial, production and sales tasks in order to strengthen the competitiveness of the company. Ensuring the optimal marketing of industrial products requires the manufacturer to focus on the needs and preferences of target consumer groups, as well as the formation of an appropriate market demand in terms of volume and quality characteristics. Consequently, enterprises need to create and develop a marketing management system in the enterprise to solve a number of problems.

Marketing as a system consists of a combination of the following elements: goals, principles, functions, methods, internal and external environment, marketing complex. The use of marketing as a control system involves finding ways to continuously reduce the elements of uncertainty and risk in assessments, decisions and actions.

The marketing management process consists of the following steps:

1) Analysis of market opportunities. Any company should be able to identify emerging market opportunities. No firm can rely forever on its current products and markets. An organization may seek new opportunities either occasionally or systematically. It is very important to identify the capabilities of the firm and even more important to determine which of them should be developed. A firm's marketing opportunity is an attractive area of ​​marketing efforts in which a particular firm can gain a competitive advantage.

2) Selection of target markets. The process of identifying and evaluating market opportunities usually generates many new ideas. And the task of the firm is to select best ideas from a number of good ones, i.e. in selecting ideas that fit the firm's goals and resources. Each opportunity needs to be examined in terms of the size and nature of the market. The process consists of 4 stages: measurements and forecasting of demand; market segmentation; selection of target market segments; product positioning in the market.

3) Development of a marketing mix. The marketing mix is ​​a set of controllable marketing variables that a firm employs in an effort to elicit a desired response from its target market. This is one of the basic concepts of marketing. The marketing mix includes: product, price, methods of distribution and stimulation. The price charged by the firm must match the perceived value of the offer, or buyers will buy competitors' products. Distribution methods are all kinds of activities that make a product available to target consumers. Incentive methods - all kinds of activities of the company to disseminate information about the merits of their product and persuade target consumers to buy it. The decision to position a product in the market is the basis for developing a targeted marketing mix.

4) Implementation of marketing activities. The work of analyzing market opportunities, selecting target markets, developing the marketing mix and implementing it requires marketing management systems.

In the process of marketing activities, the most suitable market and consumer are selected and how they are managed. Recognizing the market and consumers as objects of management, it must be borne in mind that they largely manage the activities of the enterprise themselves. Therefore, it is legitimate to consider marketing as both a controlling and a controlled system.

The main goal of managing marketing activities in an enterprise is to ensure maximum efficiency in marketing management, and through it, the efficiency of the functioning of the entire enterprise. If the organization of management, including marketing management, is effective, then in the course of the enterprise's activities, such indicators as profit, sales volume, and market share improve.

Marketing management is aimed at solving the problems of the enterprise and organizing the systematic functioning of the entire production system is a complex cyclic process (see Fig. 4).

Suppliers provide the enterprise with resources. The efficiency of supplying an enterprise with raw materials depends on how well the sales markets are known. finished products and how successfully it applies the principles of marketing in establishing its relationships with suppliers.

Competitors actively influence the activity of the enterprise. Manufacturers, in order to be ahead of competitors, in turn improve product quality, reduce prices.

Marketing management is a purposeful activity to regulate the position of the company in the market, by means of planning, organizing, accounting, controlling, executing each phase of the position-activity behavior of the company, taking into account the influence of the patterns of development of the market space, the competitive environment to achieve profitability and efficiency of the entity's activities on market.

Marketing management system, occupying a certain place in common system marketing, includes analysis, planning, control over the implementation of activities designed to establish, strengthen and maintain relationships in solving certain problems of the organization, this is making a profit, increasing sales, increasing market share.

The market activity of the enterprise is carried out within the framework of an extensive structure - the "marketing system". The marketing management system contains a significant number of elements that affect the methods and results of the enterprise in the market.

The main task of the marketing management system is to ensure the production of goods that are attractive in terms of target markets. Success also depends on the actions of intermediaries, competitors and various contact audiences, shown in Fig. four.

The marketing management system at an enterprise is a complex multifaceted problem, the solution of which is impossible without an integrated approach. Being flexible and highly dynamic, the marketing system even small business includes external and internal factors that must be taken into account when analyzing the company's activities.

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Rice. 4. Marketing management system.

Questions related to various aspects of the marketing activity of an enterprise are systematized, starting with taking into account the influence of market-forming factors of the external environment, the state of the industry, the attractiveness and potential of the market, the main competitive forces, assessing market positions and ending with the strategy and organization of the company's marketing activities.

Marketing management is organizational activity aimed at studying the needs of consumers and their psychology. It includes the analysis and forecast of the behavior of competitors, the development and promotion of new competitive goods and services, the management of the system of commercial relations with suppliers and intermediaries in the channels of product promotion and the system of their pricing with the creation of control over marketing management processes.

the main objective marketing management process - ensuring the accurate execution of procedures that create market stimulation. Entrepreneurs, organizations and countries that excel in marketing management will be leaders in market economy. Thoughtful, competitive marketing management forces businesses to perform better. Efficient Management marketing not only contributes to the operation of the enterprise, but also significantly affects the well-being of the entire society in which the business operates.

The primary focus should be on meeting the needs of customers and maintaining a long-term relationship between the organization and the customer. To stay ahead of competitors in market conditions, you need to know what the market is, who operates on it, how it functions, what its needs are. In other words, the role of marketing is fundamentally important in the press of reforming the Russian economy.

marketing medical indicator management

A change in demand has a strong enough effect on marketing activities in the enterprise system.

If we consider excessive demand, then demarketing is used with it. In other words, marketing management is the impact on the level and nature of demand, and on its distribution over time.

Demand management means customer management. Demand for the company's products comes from two groups of consumers: new and regular customers. The theory and practice of traditional marketing has been focused on attracting new customers and selling them your products and services. Today, the situation has changed. Modern marketing is aimed not only at attracting new customers, but also at maintaining good relations with existing clients Baldin KV Theoretical foundations for making managerial decisions / KV Baldin, SN Vorobyov.

M.: MODEK, 2005. - P.50..

Marketing management, as such, includes the analysis, planning, implementation and control of activities aimed at establishing, strengthening and maintaining beneficial exchanges with target buyers in order to achieve the necessary levels of sales, profits and market share.

The marketing manager at the enterprise is executive, which deals with the creation and expansion of demand for the company's products or services, the problems of reducing demand.

The firm develops an idea of required level demand for their goods and services. The marketing manager is responsible for the implementation of the plans.

The marketing management process includes: analysis of market opportunities; marketing research; marketing environment; individual consumer markets; enterprise markets; selection of target markets; determination of demand volumes; market segmentation; product positioning in the market; development of a marketing mix; product development; determination of the price of goods; methods of distribution of goods; promotion of goods on the market; implementation of marketing activities; planning and control of marketing activities

The organization of marketing activities at the enterprise includes: building (improving) the organizational structure of marketing management; selection of marketing specialists of appropriate qualification; creating conditions for effective work employees of marketing services (organization of jobs, provision of information, office equipment, etc.); organization of effective interaction of marketing services with other services of the organization.

Organizational structure of marketing management.

Flexibility of management structures, as well as the ability to respond in a timely manner to changes in the market - the necessary conditions adaptation of the organization to the new realities of life. Small organizations Companies that develop new products in a rapidly changing environment use flexible structures. Large organizations operating in more stable markets often use more centralized structures to ensure greater integration.

Consider the basic principles of building organizational structures of marketing management.

The organizational structure of marketing management in an enterprise is built on the basis of the following dimensions: functions, geographic areas of activity, products (goods) and consumer markets. Based on the foregoing, the following principles for organizing marketing units are distinguished: functional organization, geographical organization, product organization, market organization and various combinations of these principles - Figure 1.3.

Figure 1.3 - Scheme of the organizational structure of marketing management

Let's take a look at these types below.

The functional organization of marketing is the simplest, but its effectiveness decreases as the range of manufactured products grows and the number of markets expands. This moment due to the fact that in the functional organization there is no person (except for the head of the marketing department, who, in addition to marketing problems, also has to solve many other issues) responsible for marketing individual products in general or for marketing activities in certain markets.

Geographic organization - organizational structure marketing management, in which marketing specialists, sales managers, are grouped into separate geographical areas. Such an organization allows marketers to live within the service area, know their customers well and work efficiently with minimal travel time and cost.

A product/commodity organization is a marketing management organizational structure in which a product manager is responsible for the development and implementation of strategies and current marketing plans for a particular product or group of products, who has subordinate employees who perform all the marketing functions necessary for this product.

Market organization of marketing - organizational structure of marketing management, in which the managers of individual markets are responsible for the development and implementation of strategies and plans for marketing activities in certain markets.

In its pure form, product and market organizational structures of marketing management are not applied. More often, combinations of these principles of organization are used, namely: functional-product, functional-market, product-market and functional-product-market marketing management structures.

A functional product organization is an organizational structure of marketing management in which the functional marketing services of an enterprise develop and coordinate the implementation of certain common marketing goals and objectives for the enterprise. At the same time, the product manager is responsible for developing and implementing marketing strategies and plans for a specific product or group of products. He also formulates for the functional marketing services of the enterprise tasks in the field of marketing of certain products and controls their implementation. The advantages of this principle of building an organizational structure of management are as follows:

1. The product manager has the ability to coordinate various works across the entire marketing mix for that product;

2. the manager can quickly respond to market demands;

3. All models of the product, both in high demand and less popular among buyers, are constantly in the field of view of the manager.

However, this type of organizational structure also has disadvantages:

1. The manager responsible for a certain product is not endowed with powers that would fully correspond to his activities (he, as a rule, in the production sphere only determines the policy in the field of developing new products, monitoring its progress to production; R&D, pilot production and production departments do not obey him);

2. product organization often requires more than expected. Managers are appointed for major products. However, managers soon appear in the structure of the enterprise, responsible for a less important product, having their own staff;

3. Employees of product departments may have double lines of subordination: to their immediate supervisors and heads of functional marketing services.

Functional market organization.

The main advantage of this system is the concentration of marketing activities around the needs of specific market segments, and not around individual products, which takes place in the product marketing organization. Disadvantages are similar to the disadvantages of functional-product marketing organization.

Functional-product-market organization.

This is the organizational structure of marketing management, in which the functional marketing services of the enterprise develop and coordinate the implementation of some common marketing goals and objectives for the enterprise.

The choice of the marketing management structure clearly creates the prerequisites for the effective operation of marketing services. It is necessary to correctly allocate responsibilities between them, give them the necessary rights, and create acceptable working conditions. All this should be done by the head of the marketing service together with the management of the enterprise Fedorova MS Development of the marketing strategy of the enterprise. - M.: Young scientist. 2011. - No. 5. T.1. - S. 232...

It is clear that managers and leading specialists of marketing services must meet a number of specific requirements determined by the peculiarities of work in the field of marketing. These include: systematic knowledge, great erudition and a broad outlook; sociability; striving for something new high degree dynamism; diplomacy, the ability to extinguish conflicts.

The distribution of tasks, rights and responsibilities in the marketing management system can be carried out in a rational way only if the place and role of marketing services are clearly defined in the organization.

The place and role of marketing services in the management system can be schematically represented in Figure 1.4.

Figure 1.4 - Place and role of marketing services

This scheme is not an organizational structure of management, it does not present specific structural units of the enterprise, but only the most important management functions from the point of view of marketing are indicated. The head of marketing and his apparatus monitor the state of the external marketing environment, paying primarily attention to the activities of competitors.

The task of the marketing service is to keep the course on the consumer, constantly monitor what he needs, as well as monitor the activities of competitors, determine their strengths and weaknesses and possible market actions.

Obviously, marketing services have an impact on the implementation of all the most important functions of the enterprise.

So, for example, in the field of determining the goals and objectives of the enterprise, the emphasis is on market, and not on production opportunities, the general resources of the enterprise are linked to market requirements. The enterprise produces goods that can be sold at a profit, and not those that are easier for it to manufacture.

When mastering production new products much attention is paid to testing the market, trial sale of goods, rather than laboratory testing of these products.

Packaging is seen not only as a means of transporting and protecting the product, but also as a means of advertising and sales promotion.

In addition, when determining the price of a product, it is not the cost that is decisive, but the price that the consumer is willing to pay.

In summary, it should be noted that when considering organizational issues reorientation of the activities of enterprises to marketing, the organization of marketing services on the basis of expanding functions and status should be carried out consciously, considering the requirements of the market.

The emphasis should be placed on the market, and not on the production capabilities of the enterprise, the total resources of which should be linked to the requirements of the market.