Introduction 2

1. Theoretical aspects marketing management at the corporate level 4

1.1. Basic Concepts of Marketing Management 4

1.2. Marketing Management Process 13

2. Marketing Analysis and management at the corporate level on the example of the organization Shar LLC 26

2.1. Organizational and economic characteristics of the enterprise 26

2.2. Competitiveness Analysis and SWOT - Enterprise Analysis 31

3. Improving marketing management at the corporate level in Shar LLC 34

3.1. Formation of alternative strategies for the development of the organization and the choice of its final version 34

3.2. The mechanism for implementing the chosen strategy 36

Conclusion 40

References 42

Introduction

The relevance of the topic of marketing management at the corporate level. At present, when the condition economic development enterprises is the active activity of the latter on the market, knowledge of the end user, the ability of firms and to respond flexibly to all its requirements become vital. Otherwise, the sale of goods cannot be ensured, the profitability of the enterprise is increased. It is imperative to study the possibilities and effectiveness of various forms and methods of selling goods, to work on shaping the needs of the population, increasing the prestige trading company. Marketing management at the corporate level is a purposeful activity of a company to regulate its position in the market by planning, organizing, accounting, monitoring the execution of 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.

The purpose of marketing management at the corporate level is the choice of strategy in the activities of the enterprise. Practice shows that those organizations that carry out integrated strategic planning and management work more successfully and make profits that are significantly higher than the industry average. Many experienced planners and just energetic people do not achieve the desired success due to the fact that they spread their forces trying to cover as many markets as possible, produce as many different products as possible and satisfy the needs of various customer groups. For success, a purposeful concentration of forces and a correctly chosen strategy are necessary. There is no single strategy for all organizations. Each organization is unique in its kind, and therefore the process of developing a strategy for each organization is different, because. depends on the position of the organization in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, the cultural environment, etc.

aim term paper is a study of the essence and practice of marketing management at the corporate level.

Objectives of the course work:

reveal the basic concepts of marketing management;

explore the marketing management process;

reveal the features of marketing management at the corporate level;

analyze marketing management at the corporate level in the enterprise;

suggest ways to improve marketing management at the corporate level in the enterprise.

The object of study of the course work is the travel company LLC "Shar". The subject of the research is the marketing management system at the corporate level.

1. Theoretical aspects of marketing management at the corporate level

1.1. Basic Concepts of Marketing Management

The term "marketing" is based on the word "market", which means "market". Therefore, marketing is often understood as a philosophy of management, management in a market environment, proclaiming the orientation of production to meet the needs of specific consumers.

Marketing according to its broad understanding, it is a social and managerial process through which individuals and groups of people, through the creation of products and their exchange, receive what they need. This process is based on the following key concepts: need, desire, demand, product, exchange, transaction, market (Fig. 1).

Fig.1. Marketing concept

A need is a need, a need for something that needs to be satisfied. When a person is unable to satisfy some need, he either replaces it, or reduces the level of his requests. concept needs underlies the theories of motivation (Freud, Maslow, etc.), including those that determine the behavior of consumers in the market. It is often said that the main task of marketing is to find a need and satisfy it.

Wish- this is a need that has taken a specific form in accordance with the cultural level and personality of the individual. It is sometimes referred to as a specified need. For example, the general need for food is transformed into more private need in fruit, which, in turn, translates into a specific need, desire, to buy apples. Moreover, in different regions and countries, common needs are transformed into a wide variety of desires, determined by cultural, historical, geographical and other factors. The same need for food residents different countries satisfy by consuming a variety of foods. Consumers living in the same country and experiencing the same need can satisfy it by purchasing different goods.

Demand Desire, specific need, backed by purchasing power. With given resource opportunities, people satisfy their needs and desires by acquiring goods that bring them the greatest benefit and satisfaction.

Product- everything that can be offered on the market for purchase, use or consumption in order to satisfy certain needs. A product is anything that can satisfy some need (physical objects, services, people, organizations, activities, ideas).

Exchange- the act of obtaining a desired product from someone by offering him something in return. Exchange is just one of the many ways people get the product they want. Other ways are hunting, gardening. This also includes theft, begging. Exchange is one of the basic concepts of marketing. For the exchange to take place, the following conditions must be met: there must be at least two parties; each side must have something that could be of value to the other side; each party must be willing to make an exchange with the other party; each party should be free to choose whether to enter into an exchange or not; each party must be able to communicate and deliver its product. Compliance with these conditions makes the exchange possible, and whether it takes place or not depends on whether the parties have come to an agreement and whether they are ready to conclude a deal.

Thus, marketing is both a system of thought and a system of action.

Philip Kotler defines marketing management as “the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain beneficial exchanges with target customers in order to achieve certain goals of the organization, such as generating profit, increasing sales, increasing the share of market, etc.” .

In his most popular image, the marketing manager appears as a specialist who seeks as many customers as necessary to sell the entire volume of products manufactured by the company in this moment. However, this is too narrow an idea of ​​the range of its tasks. The marketing manager is concerned not only with the creation and expansion of demand, but also with the problems of changing it, and sometimes even reducing it.

Marketing Management Challenge is to influence the level, time and nature of demand in such a way that it helps the organization achieve its goals. Simply put, marketing management is demand management.

The organization develops ideas about the desired level of demand for its products. At any given moment in time, the level of real demand may be below the desired level, meet it or exceed it. All of these conditions are what marketing management has to deal with.

Marketing managers are officials of the company involved in the analysis of the marketing situation, the implementation of plans and / or control functions. This includes sales and marketing executives, advertising executives, sales promotions, marketing researchers, product managers, and pricing specialists.

Marketing tasks corresponding to the state of demand are presented in Table 1.

Table 1

Marketing Management Tasks

1.2. Marketing Management Process

Marketing Management Process consists of the following steps:

1) analysis of market opportunities;

2) selection of target markets;

3) development of a marketing mix;

4) implementation of marketing activities.

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.

Typically, market opportunity analysis includes identifying new markets and evaluating marketing opportunities. F. Kotler argues that one of the ways to identify new markets is the use of a product and market development grid , which includes 4 components:

deeper penetration into the market; those. the firm must increase the volume of sales of a particular already existing product, without changing either the product itself or the group of consumers to whom it is sold. Means of increasing the volume of sales can serve as an increase in advertising costs, lowering the price of goods, attracting more trade establishments to distribute goods;

expanding the boundaries of the market; means the search for new markets for an existing product;

product development; here we mean the sale to the former group of consumers of new goods or various modifications of an existing product with a new set of consumer properties;

diversification; means the release of a completely new product that meets the needs of a new group of consumers.

As for the evaluation of marketing opportunities, the main task here is to determine the most suitable opportunity for the company. A firm's marketing opportunity is a set of marketing activities aimed at achieving a competitive advantage for a particular firm. When evaluating marketing opportunities should take into account the purpose and resources of the firm.

Selection of target markets. The process of identifying and evaluating market opportunities usually generates many new ideas. And often the true task of the firm is to select best ideas from a number of good ones, i.e., in the choice of ideas that correspond to the goals and resources of the company (Fig. 3).

Marketing management at the corporate level is built in accordance with Figure 4. The most important task for this type of management is the choice of strategy in the activities of the enterprise.

Fig.4. Organization of management at the corporate level

For this work, the "growth - market share" matrix (BCG matrix) is often used, which is presented in Fig. 5. It allows a business to classify each of its products. Goods occupying a similar initial strategic position in the matrix are combined into homogeneous aggregates. For them, you can define basic patterns of action or so-called normative strategies that are used for target and strategic planning, as well as for the allocation of enterprise resources.

Fig.5. Sector structure BCG matrices

The matrix is ​​formed by two indicators:

1) sales growth (calculated as an index of sales growth for the current and past planning periods);

2) the relative market share occupied by the firm (calculated as the ratio of its sales volume to the total sales of all competitors for the current period).

In the upper left section are "stars". These are goods that occupy a significant market share, the demand for which is growing rapidly. They require costs to ensure continued growth and promise to become "cash cows" (i.e. profit generators) in the future.

In the lower left sector are goods called "milk cows". They have a large share in a slow growing market. Such products are the main source of income from production and sales, which can be used to support other products.

"Wild Cats" (difficult children or "question marks"), have little market impact (small market share) in an emerging industry (rapid growth). Little consumer support distinctive advantages It is not clear whether competitors' products dominate the market. Significant funds are needed to maintain or increase market share in a highly competitive environment. The company must decide whether to increase promotional spending, actively seek new distribution channels, improve product features, or withdraw from the market. Consequently, in the future, such products may become "stars" or disappear from the market.

Finally, in the lower right sector are "dogs" ( or "lame ducks"). These are products with limited sales (low market share) in a mature or declining industry (slow growth). Despite a fairly long presence in the market, they failed to attract a sufficient number of consumers, and they are far behind competitors in terms of sales. It is necessary to get rid of these products as quickly as possible, since it is extremely unprofitable to keep a “sick” product on the market. Moreover, their presence in the market can damage the reputation of the enterprise. After all, the feeling of dissatisfaction of buyers with these goods can spread to other products of the company and thereby undermine its credibility.

Exact knowledge of the location of goods in the BCG matrix allows us to assess the prospects for their sale. Strategic planning expressed in the desire of the entrepreneur to achieve maximum cooperation between different groups of goods. Possible successes of the company's activities in the future are determined by the choice of directions and scales of the redistribution of financial resources from "cash cows" in favor of "stars" and "wild cats". At the same time, it should be taken into account that “stars” will turn into “cash cows”, “wild cats” will move into the category of either “stars” or “dogs”, etc.

After determining the place of goods in the coordinate system "sales growth - relative market share", it is necessary to choose a strategy for each of commodity groups. In market marketing practice, three main types of strategies are used depending on the occupied market share and purpose (Table 2).

table 2

Attacking (offensive) strategy offers an active, aggressive position of the firm in the market and aims to win and expand market share. It is believed that on each commodity market or the market for services, there is a so-called optimal market share, which provides the necessary for efficient operation and the existence of the firm's profit. For example, the optimal segment is considered to be where 20% of the buyers of this market are present, who purchase approximately 80% of the goods offered by this company.

If the share of the firm falls below the optimal level, it faces a dilemma: either take measures to expand it, or leave the market. Using an attacking strategy is advisable in several cases:

If the market share is lower necessary minimum or from the actions of competitors, it has sharply decreased and does not provide a sufficient level;

Introduction of a new product to the market;

Expansion of production, the costs of which can only be paid off with a significant volume of sales;

Competitive firms lose their positions, and there is a real opportunity to increase market share at relatively low cost.

Practice shows that the implementation of an attacking strategy is associated with significant difficulties in the following situations:

Work in markets with a high degree of monopolization;

The release of goods that are difficult to differentiate.

Defensive (holding) strategy involves the preservation of the company's existing market share and retention of its position in the market. It can be used:

With a satisfactory position of the company;

In case of lack of funds to carry out an attacking strategy;

In a situation where the firm is afraid to pursue an attacking strategy due to possible strong retaliatory measures from competitors.

Defensive strategy is often used by large firms in markets known to them. At the same time, this type of strategy is fraught with danger. It requires the closest attention on the part of the company conducting it to development issues. scientific and technological progress and actions of competing firms. The company may be on the verge of collapse and will be forced to leave the market, since the scientific and technical invention of competitors unnoticed in time will lead to a decrease in their production costs and undermine the position of the defending enterprise. For this strategy, the proverb is true: "To stay in place, you must run as fast as you can."

Retreat strategy is, as a rule, forced, and not consciously chosen. In a number of cases, for certain goods, for example, a technologically obsolete firm deliberately goes to reduce its market share. This strategy involves:

Gradual curtailment of operations (at the same time, it is important not to disrupt ties and business contacts in business, not to strike at former partners, to ensure the employment of company employees);

Liquidation of the business (in this case, it is important not to leak information about the impending termination of the business).

However, along with the undeniable advantages of the BCG matrix, it also has a number of serious disadvantages. First of these, a limited number of sectors that describe the firm's position. This leads to unjustified averaging (or coarsening) of indicators and a rather high degree of uncertainty, multivariate solution. In particular, it is impossible to accurately value goods in the middle position, which is what is most often required in practice. Second the disadvantage is that the position of the firm is evaluated by only two criteria. Other factors (such as product quality, marketing costs and investment intensity) are left unattended. The third the disadvantage is that the matrix is ​​difficult to use when the firm's areas of activity are not sufficiently concentrated, and relative market share does not matter much to the firm, or if competition is provided not by production costs, but by technical innovations.

Despite the noted shortcomings, the BCG matrix is ​​a fairly convenient practical tool and is widely used in strategic marketing planning.

To justify the development strategy, the company can use Ansoff matrix(Table 3).

Table 3

Possible development strategies

Product development strategy It is recommended that a company, acting in an old, rather saturated market, modernizes the product, focusing on the effect of obsolescence of goods available to consumers, and their desire to replace the old product with a new one. The appearance of a new product with high quality characteristics often causes an additional increase in demand. However, supportive marketing events, in particular, active advertising, enhanced promotional actions, for example, the organization of sales exhibitions, product presentations and various methods of sales and sales promotion. For all its attractiveness, this strategy has underwater rocks: you can remake the mousetrap indefinitely, bring it to perfection, releasing, for example, an electric mousetrap with electronic bait and touch control, but in competition the manufacturer of cheap deodorant against mice will win. It must always be remembered: the consumer does not buy a product, but the satisfaction of a need, that is, not a mousetrap and deodorant, but a remedy against mice.

Market development strategy should have an effect by identifying new market segments where the demand for the old product would be sufficient to sell the goods and receive the planned profit. For example, a company that sells microcalculators can take advantage of the fact that inflation greatly complicates the process of cash settlements between sellers in shops and bazaars with buyers. There is a new, previously non-existent, group of potential buyers. Of course, intensive communication work is required here.

Deep Market Penetration Strategy recommended when a firm is working with an already fairly well-known product in an existing market. It would seem that it has already been mastered, the company has no chance of success. However, a way out can be found in the intensification of product distribution, that is, in the search for new, more experienced and active distributors, in improving the distribution channels, and creating a vertical marketing system. The second thing that can help the company is active advertising, various forms of sales and sales promotion, service activities and other ways of influencing the consumer. The firm may try to increase the capacity of the market by lowering prices to a level acceptable to the broad masses of consumers. The factor of price elasticity of demand should work.

New product creates new market- axiom market economy. However, often the company is not limited to one dominant new product, but focuses on a progressive modern diversification strategy. Diversification can be done in various forms: simultaneous release various kinds goods and orientation to Various types consumers, or the use of various forms of trade and marketing, or investments in various sectors of the economy. This distribution of investment tends to significantly reduce commercial risk (“not all eggs in one basket”). But the main danger of diversification is the dispersion of forces.

2. Marketing analysis and management at the corporate level on the example of the organization Shar LLC

2.1. Organizational and economic characteristics of the enterprise

Shar LLC has been operating in the tourism market since 2001. In addition to group tours, the company pays great attention to organized school and adult groups, as well as servicing individual tourists. The company accepts foreign groups and provides quality service to corporate clients.

The company is a regular participant of major Moscow and regional exhibitions MITT, Otdykh and others. And every year the volume of sales increases.

The company cooperates with many Russian and foreign agencies and major tour operators; for the convenience of booking tours, an online booking system has been created, thanks to which it is possible to quickly book and confirm tours.

Great importance is given professional service private clients: selection of necessary tours, accurate information and quality provision required documents for the trip. The main directions are holidays in the Moscow region, sanatoriums and boarding houses in the Krasnodar Territory and Crimea, sightseeing and individual tours abroad, ski holidays at the best resorts in Russia and Europe. Working with reliable tour operators guarantees a quality vacation for tourists. Also created for regular customers discount system discounts, allowing you to increase the bonus after each service provided. An individual approach to each client, a convenient booking system and a high degree of responsibility guarantee a high level of service at Shar LLC.

The main principle of the company's work is an individual approach to each client. Any person who applies to Shar LLC can receive comprehensive information and qualified assistance not only in organizing a tourist trip, but also in obtaining visas to any country in the world, purchasing air and railway tickets, booking a hotel room, rental car, ordering excursions, etc.

The organizational structure of Shar LLC is shown in Figure 6.

The main economic indicators of the activities of LLC "Shar" for 2004-2006. are presented in table 4.

Table 4

Economic indicators of OOO "Shar" for 2004-2006.

The data in Table 4 indicate an improvement in the main economic indicators activities of Shar LLC for 2004-2006. Thus, sales revenue increased by 740 thousand rubles. or by 4.4% (Fig. 7).

2.2. Competitiveness analysis and SWOT - enterprise analysis

Most strong competitors LLC "Shar" are LLC "Akris" and CJSC "Skatt". These firms were selected among the rest, because their share in the Moscow market is approximately the same as Shar LLC. In addition, these firms work in the same areas as Shar LLC. The expert group included independent experts in the field of tourism market research. They were asked to rate the company's position in the market according to the proposed criteria.

Comparative characteristics of the competitors of Shar LLC are presented in Table 5.

Table 5

Comparative characteristics of competitors LLC Shar

Table 6

SWOT analysis of Shar LLC

The table shows that Shar LLC has all the prerequisites for stable development in the market: the location of the office in the city center; pronounced entrepreneurial abilities of the company's management, team cohesion, team spirit, flexible pricing policy, long-term partnerships.

On the other hand, the development of the organization is hampered by such factors as: the lack of a clear positioning of services, non-centralized decision-making, the lack of a development strategy.

The position of the company in the market can be improved if internal marketing research industries, customers, services; if an effective development strategy is developed, the quality of customer service is improved, new services are offered to customers.

3. Improving marketing management at the corporate level in Shar LLC

3.1. Formation of alternative strategies for the development of the organization and the choice of its final version

To justify the company's development strategy, we use the Ansoff matrix (Table 7).

Table 7

Possible development strategies of Shar LLC

After analyzing the information described above, you can begin to develop alternative options for the company's development strategy. For Shar LLC, we choose two alternative strategies: deep market penetration and diversification.

1) Strategy for deeper market penetration.

experience, competencies;

the presence of stable relationships;

many potential consumers;

Restrictions:

highly competitive environment;

2) Diversification strategy

The following factors favor this strategy:

innovative approach to business;

qualified personnel.

Restrictions:

lack of experience in new sphere business;

attraction of additional resources;

entry into a new market;

risk of loss from incompetence.

Comparing the opportunities and threats in the implementation of these options, the strategy of deep market penetration seems to be the most preferable. Positive factors enabling the implementation of this strategy have already taken shape in the company. Experience in this business is 6 years old. The presence of many potential consumers on the market allows expanding the circle of the company's customers. Restrictions can be neutralized in the following way: constantly monitor the state of prices in the industry, develop competitive advantages, that is, to complete the task of creating a unique service.

Today, travel agencies sell almost the same product, fill the same charters, the same hotel base on mass destinations. This is understandable: it is profitable to work on a stream, selling standard tours - a minimum of investment, a maximum of efficiency. Individual tourism is more expensive, respectively, brings more income per unit of sales, but also requires large costs from the agency itself - both temporary and material. But the client himself often does not want an original vacation, choosing mass destinations. Thus, the promotion of individual, unusual tourism remains in a vicious circle: no demand - no supply, no supply - no demand. It is still dangerous to focus exclusively on individual tourism in retail due to the non-obviousness of the circle of solvent customers.

3.2. The mechanism for implementing the chosen strategy

The long-term development strategy of the company should be aimed primarily at forming the image of Shar LLC as a high-level company. The main goal of such a strategy is to attract new customers and partners, including potential investors. The main accents in the advertising campaign of Shar LLC should be chosen in such a way as to consolidate the positive image of the company - modern and dynamic, which will ensure the quality of services provided and flexible rates for tours, meeting the wishes of the client.

As a rule, a potential consumer, responding to an advertising appeal from a travel agency, visits its office in order to finally decide on the choice of a tour on the spot. But often, without receiving satisfactory information or due attention from the staff, he leaves the travel agency without choosing a suitable trip for himself. Therefore, it is very important for a travel agency to organize the work of its staff in such a way that as many visitors as possible decide to make a purchase.

show emotionality, empathy, trust in a conversation with clients;

to focus the attention of customers on the beneficial aspects of the proposed tours;

increase the interest of buyers, referring to positive reviews and their own experience;

be able to present souvenirs, thereby causing positive emotions among visitors;

Incentives for retail travel agents

In relation to retail tourism firms, incentive objectives include: encouraging them to introduce new tourism services into the objects of your trading activities; undermining incentives applied by competitors; building a commitment to collaboration among retailers; Exit with your offer to new outlets.

Incentives:

establishment of a progressive commission for the sale of tourist trips in excess of the established quota;

providing discounts from the advertised prices for group trips in case of increased sales, especially during the off-season period;

providing free service to employees of a retail company accompanying tourist groups on a trip;

presentation of representative gifts-souvenirs to representatives of retail travel agencies;

holding tourist exchanges, where the sale of tours is carried out on preferential terms (the right of "first hand", preemptive right, discounts from declared prices, etc.);

distribution of catalogs among potential partners;

organization of study (advertising and information) trips for employees of retail travel companies free of charge or with the provision of large discounts (75%) from the declared prices. During such trips, a program is organized for participants in promotional tours, including familiarization with the tourism industry, tourist attractions, and specialized advertising and information seminars are held.

Study tours have become the norm in today's tourism market. Here are some principles for organizing study tours for travel agents:

groups for such trips are formed not from directors, but from managers who directly sell the tourist product;

as a rule, already proven partners are invited to such trips;

such trips are organized in the off-season (before it starts);

standard duration - 1 week;

participants of the trip pay only for the flight;

sales results are tracked in specific firms participating in the study tour.

Incentive measures are planned based on the overall marketing strategy and the selection of the most effective means. Like Advertising activity, sales promotion activities are carried out in calendar terms. These periods may be periods of active sale of tourist trips for the next year, periods coinciding with major tourist events.

Along with the implementation of sales promotion measures, their effectiveness should be constantly evaluated. For this, methods of surveying tourists, a comparative analysis of sales volume are used.

Conclusion

Summing up the course work, we can draw the following conclusions:

The most important task of marketing management at the corporate level is the choice of strategy in the activities of the enterprise.

A strategy is a master plan of action that prioritizes strategic objectives, resources, and a sequence of steps to achieve strategic goals. the main task strategy is to move the organization from its present state to the future state desired by management.

Strategy development was carried out for travel company Shar LLC. The company has been operating in the tourism market since 2001. In addition to group tours, the company pays great attention to organized school and adult groups, as well as servicing individual tourists. The company accepts foreign groups and provides quality service to corporate clients.

The mission of Shar LLC is to promote the development of the Russian tourism market by providing affordable prices quality tourist services that meet international standards.

It was revealed that the weakest sides in the activities of the company LLC "Shar" in comparison with competitors are:

reputation in the market;

the breadth of the range of services;

labor productivity, staff motivation;

the uniqueness of the tours.

To improve the position of Shar LLC in the tourism market, two alternative marketing strategies were chosen:

1) deep market penetration;

2) diversification.

Comparing the opportunities and threats in the implementation of these options, the strategy of deep market penetration seems to be the most preferable. Positive factors enabling the implementation of this strategy have already taken shape in the company.

To implement this strategy, it was proposed:

1) The long-term development strategy of the company should be aimed primarily at forming the image of Shar LLC as a high-level company. The main goal of such a strategy is to attract new customers and partners, including potential investors. The main accents in the advertising campaign of Shar LLC should be chosen in such a way as to consolidate the positive image of the company - modern and dynamic, which will ensure the quality of services provided and flexible rates for tours, meeting the wishes of the client.

2) conduct staff training;

3) follow the developed sales promotion system aimed at consumers (tourists) and retail travel agents.

Bibliographic list

1. The Constitution of the Russian Federation "dated 12.12.1993

2. Civil Code of the Russian Federation (Civil Code of the Russian Federation) dated November 30, 1994 N 51-FZ - Part 1

• 1. Creation of a system of relations with interested groups of the enterprise.
• 2. Definition of the corporate mission of the enterprise.
• 3. Creation balanced system goals and indicators of the degree of their achievement.
• 4. Definition of the SBU of the enterprise.
• 5. Allocation of resources between SBUs.

The enterprise has an economic portfolio consisting of several SBUs. SBUs differ both in terms of potential and current financial parameters. Enterprise management needs to rationally allocate resources between SBUs. The decision on the allocation of resources is preceded by an analysis of the economic portfolio of the enterprise according to two complex indicators: the attractiveness of the SBU market and the competitiveness of the SBU.

The complex indicator "Attractiveness of the SBU market" includes the following partial indicators: market capacity, growth prospects, competition severity, profitability, level of state regulation, sensitivity to general economic fluctuations.

The complex indicator "Competitiveness of the SBU" includes: the market share of the SBU, profitability, competitiveness marketing complex, organizational flexibility, innovative potential.

When analyzing the business portfolio of an enterprise, it is necessary to:

• 1. identify trends in the development of the SBU in order to present opportunities and threats in the dynamics of the life cycle;
• 2. assess the balance of the portfolio, since in the long term the company needs to maintain a balance between SBUs that generate income and SBUs that require investment;
• 3. define strategic objectives for each SBU (for example, star - market expansion; cash cow - maintaining sales levels).

The principle of portfolio analysis was proposed by Peter Drucker, who found that most goods, as well as their markets, can be divided into six main types.

• 1) Tomorrow's breadwinners are new goods that are costly to produce today but will be profitable in the future.
• 2) Today's breadwinners are goods that provide most enterprise profits.
• 3) Intermediate category - products that can show good results if they are radically transformed.
• 4) Goods of yesterday - goods that in the past occupied leading positions, but are losing their leadership.
• 5) Trailing behind - goods that will never reach the planned sales level, unless cataclysms occur.
• 6) Fiasco - goods that should have been liquidated long ago.

This principle is embedded in modern methods analysis of the economic portfolio of the enterprise.

The main methods of analysis of the economic portfolio of the enterprise.

1. BCG growth/market share matrix (developed in the early 70s of the 20th century.)

Using the BCG matrix, the economic portfolio of an enterprise is analyzed by two variables: "Market growth rate" and "Relative market share" Fig.10.

Relative market share (competitor share/SBU share).

	Difficult child.
Milch cow

Fig.10. BCG matrix.

At the same time, the “Market Growth Rate” characterizes the attractiveness of the SBU market for the enterprise, and the “Relative Market Share” characterizes the competitiveness of the SBU. It is believed that the high market share of SBU, firstly, means the advantage of SBU over competitors in terms of costs, which follows from the "experience curve". Secondly, a high market share means a high popularity of SBU products among buyers, which potentially leads to an increase in profits.

The matrix consists of 4 quadrants.

• 1. Cash cows (today's breadwinners) - SBUs (products) with a high share in slow-growing markets. Their market share is high, hence they are highly profitable. These SBUs do not need any special investment. Therefore, Cash Cows make a major contribution to the accumulation of resources for the development of SBUs in rapidly growing markets.
• 2. Stars (tomorrow's breadwinners) are leaders in fast growing markets. Considered as a priority direction for investing resources.
• 3. Difficult children (intermediate category) - low share in fast growing markets.
• 4. Dogs - low share in slow growing markets, or shrinking markets.

Disadvantages of the BCG matrix.

• § market growth rates do not always reflect the true business prospects, since even a rapidly growing market can turn into an oversaturated market focused on high prices, and as a consequence of this, the profit of the SBU may be reduced;
• § market share does not adequately reflect the competitiveness of SBU;
• § this model assumes that SBUs are completely autonomous, however, if two divisions have close production or marketing ties, then the elimination of the dog can lead to a weakening of the star's position;
• § this model is static;
• § This model is applicable only in a growing economy.
• 2. McKinsey Combined Portfolio Model. (designed to overcome the limitations of the BCG model).

The considered method makes it possible to analyze both existing and new (potential) markets of the SBU of an enterprise according to two complex indicators - the attractiveness of the market and the competitiveness of the enterprise.

The attractiveness of the SBU market can be judged by the following variables: total market capacity (potential), key segment capacity (potential), annual growth rate of the overall market, annual growth rate of key segments, probability of further market growth, demand sensitivity to price, demand sensitivity to purely marketing (branding, service, distribution) factors, seasonality, cyclicality, market power of suppliers, market power of buyers, competitor strategies (competitive advantages), the likelihood of new competitors, the danger of substitutes, entry barriers to the market, profitability, public attitudes and social trends, laws and state regulation, pressure from influential groups and authorities.

The competitiveness (current and future) of an enterprise can be judged by: the dynamics of the enterprise's market share; dynamics of profitability; technical and technological equipment; marketing, R&D and production opportunities in the field of innovation; quality; price; distribution; service; image.

The McKinsey model describes the attractiveness of the market and the competitiveness of the enterprise using a 3/3 matrix (Fig. 11).

High. Average. Low.

Market attractiveness

Fig.11. Combined McKinsey Model

Comprehensive indicators: market attractiveness and competitiveness (strategic potential) can be calculated using the weighted average method.

• 1. The position is the best. The goal is to expand the market and strengthen the position of the SBU on it.
• 2. Goal - growth in line with the expansion of the market through additional investment.
• 3. Over time, the position of the SBU may worsen. Investments are needed to increase the competitiveness of the SBU.
• 4. The goal is the generation of funds (SBU should provide profit and not require investments).
• 5. The goal is a cautious development, as the SBE does not have a strong position in a market that is not very attractive.
• 6. The goal is to divide the SBU into two parts, one part receives priority in investments, and the other loses them altogether.
• 7. The goal is the gradual removal of the SBU (gradual switching of resources to other directions).
• 8. Similarly with the 7th position.
• 9. The goal is to remove the SBU.

The advantage of the combined portfolio model is that, unlike the BCG model, it takes into account not two, but many factors that determine the strengths and weaknesses of the enterprise, its opportunities and threats in the future. Therefore, the combined portfolio model allows you to better assess the current situation of the SBU and outline the ways for the development of the enterprise.

Disadvantages.

• § The complexity of the model.
• § Subjective assessments and, consequently, ambiguity of the results.

As a result of the analysis of these models, we can conclude that the combined model is more advanced, as it allows not only to evaluate the existing economic portfolio of the enterprise, but also possible ways its increase (development of new markets).

6. Use of synergy.

The considered models of the economic portfolio of an enterprise do not take into account the relationship between SBUs. However, the interconnections between the SBU certainly exist and are a source of increasing the efficiency of the enterprise as a whole. Therefore, when allocating resources among SBUs, it is necessary to take into account the possibility of synergy.

Synergy means that the total result exceeds the sum of its constituent factors. That is, two SBUs acting together will achieve great results than they are functioning autonomously.

Synergy allows the company to accelerate the introduction of innovations, increase sales, reduce production and management costs. Potential synergies exist at every link in the value chain.

Value chain - information about the need, R&D, logistics, production, distribution, marketing reinforcement. Examples of using synergy: joint research and development department, centralized training activities, joint marketing research, information and knowledge sharing, joint purchases etc.

7. Planning a competitive strategy.

Planning a competitive strategy is preceded by a study of the competitive situation in the industry in which the company operates. The study is conducted from the position of profitability (attractiveness) of the industry for the enterprise.

Research objectives.

• 1. Determine the current state of the industry.
• 2. Determine the prospects for the development of the industry.
• 3. Assess the comparative competitiveness of the enterprise.
• 4. Determine the directions for creating and increasing the competitive advantages of the enterprise, in accordance with the development of the industry and its own capabilities.
• 5. Determine the overall competitive strategy of the enterprise.

To solve the 1st and 2nd, you can use Porter's industry model (Fig. 12).

Porter's model highlights the factors that determine the average profit of the industry. The ability of an enterprise to make a profit above the current level depends on its competitive advantages, which, in turn, are determined by business opportunities, that is, the development opportunities of the industry and, in accordance with them, the capabilities of the enterprise.

An assessment of the comparative competitiveness of an enterprise can be carried out according to the following indicators: profitability, market share, marketing mix. Based on the results of assessing the competitiveness of the enterprise, options for creating and developing competitive advantages are selected.

Rice. 12. Porter model.

The marketing planning system is carried out at three levels (Fig. 16):

• at the corporate level - management of activities taking into account market requirements (conceptual, analytical aspects);
• at the functional level - coordination of the external and internal environment of the enterprise;
• at the instrumental level - demand management, operational marketing.

Rice. sixteen.

At each level, strategic marketing decisions (strategies) are made - a way of action to achieve marketing goals, which, in turn, follow from corporate-wide goals.

The hierarchy of marketing strategies at three levels of management - corporate, functional and instrumental - is shown in fig. 17.

Consider the features of decision-making at each level of marketing management.

Rice. 17.

Corporate marketing strategies determine the ways of interaction and coordination of the potential of the enterprise with the requirements of the market. They are aimed at solving problems related to the process of increasing the volume of entrepreneurial activity, efforts to meet market demand, the creation of new areas of activity, stimulating the initiative and creativity of enterprise employees to better understand the needs and meet consumer needs, form partnerships, etc. Marketing decisions at the corporate level determine how best to use the resources of the enterprise to meet the needs of the market.

There are three groups of strategic marketing decisions at the corporate level.

Growth Strategies - ways of managing an enterprise by choosing the types of its business activity, taking into account internal and external opportunities. They provide an opportunity to answer the questions: in what direction should the enterprise develop in order to better meet the requirements of the market, are there enough own resources for this, or will it be necessary to make external acquisitions and diversify its activities?

Growth strategies are models of enterprise management by choosing the types of its business activity, taking into account internal and external opportunities.

The business activity of a company can be based on three growth opportunities:

Organic growth, i.e. intensive development at the expense of own

resources;

• acquisition of other enterprises (divergent, convergent) or integrated development (including vertical and horizontal integration);
• diversification - care in other areas of activity. Portfolio Strategies - ways of distributing limited

resources between the business units of the enterprise using the criteria of the attractiveness of market segments and the potential of each business unit. They allow you to determine the areas of activity of the enterprise, taking into account market requirements and investment opportunities in each of the areas.

The main portfolio strategic directions for the development of the enterprise are divided into three areas, within which marketing programs are formed:

• offensive strategy (investment) associated with constant research of market needs, active promotion of goods, updating the assortment, formation of new distribution channels, preparation sales staff, creating a positive image, etc.;
• a defensive strategy (maintaining positions) aimed at replacing unprofitable products, creating incentive prices, reducing the delivery time of goods, creating new market niches, etc.;
• the deinvestment strategy (withdrawal, liquidation) is associated with a reduction in the production of goods, the curtailment of ties with the media, the rejection of sales promotion, etc. A portfolio approach to developing strategic marketing

decisions at the corporate level involves the structuring of the activities of the enterprise by divisions, markets, goods; presents specific indicators (indicators) that allow you to compare the strategic value of different areas; is based on a matrix representation of the results of strategic decisions.

Competitive Strategies determine how it is possible to provide the enterprise with competitive advantages in the market in terms of greater attraction of potential consumers and what policy to choose in relation to competitors.

Competition (in translation from Latin “to collide”) is the rivalry of enterprises in the market, aimed at attracting potential consumers.

Competitive advantage is those characteristics market activity enterprises that create a certain advantage over competitors. Competitive advantage is aimed at creating greater consumer loyalty, so it largely determines the company's competition strategy, i.e. how it competes.

Competitive strategies at the corporate level are aimed at providing a competitive advantage of the enterprise in the market relative to competing firms, at increasing or maintaining a certain market share. Strategies for achieving and maintaining the competitive advantage of an enterprise in the market are divided into proactive, active (capture, attack, breakthrough, etc.) and passive (interception, maintaining a position, etc.).

According to the general competitive matrix of M. Porter, a company can base its activities on the following advantages:

• price leadership based on the ability of the enterprise to reduce production costs, special attention is paid to the stability of investments, standardized products, strict cost management, the introduction of rational technologies, cost control, etc.;
• product leadership - the focus is on improving products, making them more useful to consumers, developing branded products, design, service and warranty services, creating an attractive image, etc., which increases the "market power" of the enterprise;
• niche leadership associated with focusing product or price advantage on a narrow segment of the market, not covering the entire market.

Marketing strategies at the functional level are aimed at making decisions in the field of market segmentation, positioning and development of the marketing mix.

The enterprise needs to determine such market segments in which the most complete satisfaction of the desires of potential consumers would coincide with the capabilities of the enterprise.

For selected attractive market segments, the company forms marketing programs and projects for product development, price, distribution and promotion.

Marketing efforts of the enterprise should focus on a specific target market segment. The target market allows you to purposefully carry out the marketing efforts of the enterprise.

Undifferentiated (aggregated, mass), differentiated and concentrated (focused) approaches are possible.

Undifferentiated marketing - the firm ignores differences in segments and appeals to the entire market at once with the same product, relying on methods of mass distribution and advertising. At the same time, the company focuses not on the difference in the interests of consumers, but on their commonality (the product must satisfy the needs of as many consumers as possible). This strategy is used in a saturated homogeneous market (consumer goods).

Differentiated Marketing - the company decides to cover several market segments and develops a separate offer for each market segment in order to increase sales, since the company's product meets the desires of consumers in a number of segments.

Concentrated Marketing are used by firms with limited opportunities, while the firm chooses one segment of the market and concentrates its efforts on it. Such a strategy is associated with an increased level of risk with increased competition, the impact of various factors (fashion, legislation).

Segmentation and positioning are considered as two sides of a single process associated with the selection of the target market and effective operation on it.

Positioning- these are actions aimed at shaping the perception of consumers of a given product relative to competing products in terms of the advantages and benefits that they can receive. Positioning strategies allow you to determine the place (different from other positions) of an enterprise (product) in a number of those on the market, taking into account the perception by consumers of the entire range of competing enterprises (goods).

Various positioning strategies are possible that highlight certain benefits or benefits for consumers: by attribute (product characteristics or consumer benefits), by advantage (for example, price - quality), by application (for example, saving time, getting rid of pain), by consumer (user of the product), by product class, by cultural symbol, by competitor, etc.

Marketing strategies at the instrumental level. The marketing strategies adopted by the company at the corporate and functional levels determine the directions for the development of marketing programs, the choice and implementation of assortment, brand, price, marketing, and communication strategies (Table 10).

Table 10

Types of marketing strategies at the instrumental level

The end of the table. ten

INSTRUMENTAL STRATEGIES
assortment strategies	Vintage strategies	strategies	Strategies distribution	Strategies promotion
commodity specialization	mixed	low prices or "breakthrough"	electoral distribution	PULL- stretching
commodity diversification	individual brands	differentiated	exceptional distribution
product vertical integration	umbrella (family)	uniform prices
	parallel	flexible, elastic prices
		psychological pricing, etc.

Assortment strategies can be built in the following areas:

• product differentiation- associated with constant changes and improvements of the product;
• commodity specialization- the work of the enterprise in a rather narrow segment of the market is associated with a limitation in the range of products and the scope of its sale due to a number of reasons (for example, lack of resources, specificity of the goods);
• commodity diversification- a significant expansion of the scope of the enterprise and the implementation of the production of large number of unrelated items;
• commodity vertical integration - vertical expansion of activities, i.e. mastering or joining the production of goods along one technological chain (for example, semi-finished products, parts and assemblies).

The choice of assortment strategy depends on factors:

• goals of the enterprise and marketing strategies (with a focus on growth, an increase in market share, it is necessary to expand the range in order to increase coverage of the target market; with a focus on profit, more vantage points, reduce product lines due to low-margin products);
• production resources of the enterprise, its financial capabilities, marketing system, qualifications of personnel, etc.;
• market needs, consumer expectations in purchasing useful properties goods, their motivation and behavior in the market, etc.;
• changes occurring in the product range of competing firms;
• the influence of various features: the contingency of goods, seasonality, incomes of the population, geographical, climatic, national characteristics;
• research and development in this area.

Marketing product strategies provide for the development of solutions for the development of product lines, which can be directed to:

• on the expansion of product lines - going beyond the previous price range in order to maximize their adaptation to the needs of consumers:
  • - lengthening "up" - mastering the production of more expensive goods;
  • - elongation "down" - the release of cheaper products;
• product line thinning, those. from time to time, the company cleans up the product line, excluding less profitable products, removes from production (sales) individual products that are not in demand, in order to save costs and maximize profits;
• filling - inclusion of additional commodity items in the composition of the product line within the existing price limits;
• modernization of product lines - replacement and modification of individual products in order to adapt to new technical, environmental, aesthetic and other requirements.

The development of the product range is the most important function of marketing in the enterprise. It is expressed in the ability to translate traditional or hidden technical and material capabilities of the manufacturer into products and services that have a certain consumer value, satisfy the buyer and bring profit to the enterprise.

Branding strategies are aimed at highlighting goods or product groups according to their usefulness (value) for potential consumers. The following strategies can be developed:

• unified brand(when the trademark completely coincides with the name of the company, all manufactured goods are marked with it - for example, ADIDAS);
• mixed brands(when the trademark of an individual product consists of a combination of the name of the company and the trademark of the product - for example, Gillette);
• individual brands, when the trademark of an individual product is completely different from the name of the company (for example, Procter & Gamble);
• family brands -"umbrella" brand strategy, when the brand name is assigned to the types and families of goods produced by the company (for example, Schwarzkopf);
• parallel (collective) marks - launching several brands on the market in the same product line (for example, Wimm-Bill-Dann);
• private labels - the use of own brands by large chain stores, wholesale intermediaries.

Decisions on the choice of a particular brand strategy are based on giving a visible variety to the company's products or on using the advantages of an already familiar brand or the possibility of the company's presence in various market segments, etc.

The pricing strategy is the basis for making decisions regarding the sale price of a product for a relatively long period, depending on the goals of the enterprise, its capabilities and market conditions.

Depending on the specific market situation and pricing objectives, the firm uses one or a combination of different pricing strategies.

High price strategy or "Cream skimming" (skimmingpricing), provides for the sale of a new product initially at prices significantly higher than the prices of production, and then their gradual reduction.

low price strategy, or " breakthrough” (penetration pricing), involves selling at low prices in order to conquer the market by driving out competitors, and then - to raise the price.

Differentiated pricing strategy It is used in the trading practice of companies that establish a certain scale of possible discounts and markups on the average price level for different markets, their segments and buyers, taking into account the types of buyers, the location of the market and its characteristics, the time of purchase, product options and their modifications.

Preferential Price Strategy is established in relation to goods and buyers in which the seller has a certain interest in order to attract buyers to sales. Preferential prices are the most low prices prices at which a firm sells its goods may be set below production costs and in this sense may represent dumping prices.

Discriminatory Price Strategy is used by the company in relation to incompetent, not market-oriented buyers, to buyers who show extreme interest in purchasing this product, buyers who are undesirable for the seller.

Single price strategy, or setting a single price for all consumers, strengthens consumer confidence, is easy to apply, convenient, makes catalog sales, mail order sales possible.

Flexible Elastic Pricing Strategy provides for a change in the level of selling prices depending on the ability of buyers to bargain and their purchasing power.

Stable Price Strategy provides for the sale of goods at constant prices over a long period, regardless of the place of sale for any buyer.

Changing Price Strategy provides for the dependence of prices on the situation on the market, consumer demand or the costs of production and sales of the company itself. The firm sets different price levels for different markets and their segments.

Price Leader Strategy involves either correlating by the firm its price level with the movement and nature of the prices of the leading firm in this market for a particular product, or the conclusion of an agreement with the leader in this market or its segment.

Competitive pricing strategy is associated with the aggressive pricing policy of competing firms and implies for this firm the possibility of carrying out three types of pricing strategy in order to strengthen its position in the market and expand its market share:

• reduces prices to the same or even lower level;
• does not change prices, despite the fact that competing firms have lowered prices;
• raises the price and wins in competition due to repositioning and product differentiation.

Psychological Pricing Strategy - apply prestigious (high) prices, prices expressed in unrounded numbers, prices for bulk purchases, etc.

The strategy of linking the price and quality of goods provides for the establishment of prices at a high level, corresponding to the high level of product quality and the image formed by the company with buyers in relation to its products.

Pricing strategies are used by companies not in isolation, but in combination, when some types are superimposed on others.

When using an indirect marketing firm, the following strategic approaches to determining the number of intermediaries can be used.

Intensive sales- placement and sale of goods with the help of a large number of resellers. Such a distribution system is used mainly for the sale of small and inexpensive consumer goods. With intensive distribution, manufacturers tend to strive to ensure the availability of stocks of their goods in the largest possible number. trade enterprises. For such goods, the convenience of the place of purchase is mandatory.

Exclusive (exceptional) sales - selection of one reseller in a given geographic region and granting him exclusive rights to sell products in this region.

Exclusive distribution, or exclusive distribution, means that a manufacturer grants a limited number of dealers exclusive rights to distribute the company's products within their sales territories. In this case, the condition of exclusive dealership is often set, when the manufacturer requires that the dealers selling his goods do not sell the goods of competitors. By granting exclusive rights to distribute its product, the manufacturer hopes to organize a more aggressive and sophisticated marketing, as well as the possibility of greater control over the actions of an intermediary in the areas of price policy, incentives, credit transactions and the provision of various kinds of services. Exclusivity distribution usually enhances the image of the product and allows for higher markups.

Selective (selective) sales - an agreement is concluded with several resellers, depending on the nature of their clientele, the possibility of servicing and repairing products, the level of training of personnel, etc. The method of selective (selective) distribution is something between the methods of intensive distribution and distribution on the basis of exclusivity. In this case, the number of intermediaries involved is more than one, but less than the total number of those ready to engage in the sale of goods. The firm does not need to spread its efforts across multiple outlets, many of which are secondary. She can set good business relationship with specially selected intermediaries and expect above-average sales efforts from them. Selective distribution enables the producer to achieve the required market coverage with tighter control and at a lower cost on his part than with intensive distribution.

The dependence of the intensity of distribution on the characteristics of the product is presented in table. eleven.

Table 11

Marketing strategies depending on the type of goods _

Depending on who the main marketing efforts of the enterprise are focused on in order to successfully promote the product and ensure their availability, the following types of strategies are distinguished (Fig. 18):

• "pushing through (push)";
• "stretching (pull)".

Rice. eighteen.

When pushing, marketing decisions focus on intermediaries in order to draw attention to the company's products and voluntary cooperation. Trade discounts, sales competitions, advertising collaborations, staff training, etc. are used. This policy is especially applicable when an enterprise cannot do without intermediaries.

With pull, marketing solutions are focused on end-users, bypassing intermediaries. Such means are used as active advertising, brand promotion, exhibitions, souvenirs, etc. The enterprise seeks to influence intermediaries through direct communication with potential consumers, "forcing" them to cooperate. Consumers begin to play the role of pulling a particular brand into the distribution channel due to increased demand.

The choice of one of the promotion strategies is determined by the goals of the manufacturer. A consumer engagement strategy targets promotional activities (primarily advertising and promotions) to end-customers who are expected to encourage retailers and other intermediaries to purchase the advertised product. Advertising and promotional activities create demand for a product by pushing it through distribution channels. The push strategy includes activities to stimulate the sales force and the trade sector in order to create incentives to purchase the company's product and then sell it to end consumers.

VI. MARKETING MANAGEMENT

2. Marketing management at the corporate level: portfolio strategies, growth strategies, competitive strategies

Marketing management at the corporate level is built in accordance with Fig. 2.1. The most important task for this type of management is the choice of strategy in the activities of the enterprise.

Rice. 2.1. Organization of management at the corporate level

For this work, the growth-market share matrix (BCG matrix) is often used, which is shown in Fig. 2.2. It allows a business to classify each of its products. Goods occupying a similar initial strategic position in the matrix are combined into homogeneous aggregates. For them, you can define basic patterns of action or so-called normative strategies that are used for target and strategic planning, as well as for the allocation of enterprise resources.

The matrix is ​​formed by two indicators:
1) growth in sales (calculated as an index of sales growth for the current and previous planning periods);
2) the relative market share occupied by the firm (calculated as the ratio of its sales volume to the total sales of all competitors for the current period).

In the upper left section are "stars". These are goods that occupy a significant market share, the demand for which is growing rapidly. They require costs to ensure continued growth and promise to become "cash cows" (i.e. profit generators) in the future.

Fig.2.2. The structure of the sectors of the BCG matrix

In the lower left sector are goods called "milk cows". They have a large share in a slow growing market. Such products are the main source of income from production and sales, which can be used to support other products.

"Wild Cats" (difficult children or "question marks"), have little market impact (small market share) in an emerging industry (rapid growth). Consumer support is low, distinctive advantages are unclear, and competitors' products dominate the market. Significant funds are needed to maintain or increase market share in a highly competitive environment. The company must decide whether to increase promotional spending, actively seek new distribution channels, improve product features, or withdraw from the market. Consequently, in the future, such products may become "stars" or disappear from the market.

Finally, in the lower right sector are "dogs" ( or "lame ducks"). These are products with limited sales (low market share) in a mature or declining industry (slow growth). Despite a fairly long presence in the market, they failed to attract a sufficient number of consumers, and they are far behind competitors in terms of sales. It is necessary to get rid of these products as quickly as possible, since it is extremely unprofitable to keep a “sick” product on the market. Moreover, their presence in the market can damage the reputation of the enterprise. After all, the feeling of dissatisfaction of buyers with these goods can spread to other products of the company and thereby undermine its credibility.

Exact knowledge of the location of goods in the BCG matrix allows us to assess the prospects for their sale. Strategic planning is expressed in the desire of the entrepreneur to achieve maximum cooperation between different groups of goods. Possible successes of the company's activities in the future are determined by the choice of directions and scales of the redistribution of financial resources from "cash cows" in favor of "stars" and "wild cats". At the same time, it should be taken into account that “stars” will turn into “cash cows”, “wild cats” will move into the category of either “stars” or “dogs”, etc.

After determining the place of goods in the coordinate system "sales growth - relative market share", it is necessary to choose a strategy for each of the product groups. In market marketing practice, three main types of strategies are used, depending on the occupied market share and purpose (Table 2.1).

Table 2.1

Types of strategies depending on market share

If the share of the firm falls below the optimal level, it faces a dilemma: either take measures to expand it, or leave the market. Using an attacking strategy is advisable in several cases:
- if the market share is below the required minimum or because of the actions of competitors, it has sharply decreased and does not provide a sufficient level;
- introduction of a new product to the market;
- the implementation of the expansion of production, the costs of which can only pay off with a significant volume of sales;
- competing firms lose their positions, and there is a real opportunity to increase their market share at relatively low cost.

Practice shows that the implementation of an attacking strategy is associated with significant difficulties in the following situations:
- work in markets with a high degree of monopolization;
- the release of goods that are poorly amenable to the process of differentiation.

Defensive or holding strategy involves the preservation of the company's existing market share and retention of its position in the market. It can be used:
- with a satisfactory position of the company;
- in case of lack of funds for carrying out an attacking strategy;
- in a situation where the company is afraid to carry out an attacking strategy because of possible strong responses from competitors.

Defensive strategy is often used by large firms in markets known to them. At the same time, this type of strategy is fraught with danger. It requires the closest attention on the part of the company conducting it to the development of scientific and technological progress and the actions of competing firms. The company may be on the verge of collapse and will be forced to leave the market, since the scientific and technical invention of competitors unnoticed in time will lead to a decrease in their production costs and undermine the position of the defending enterprise. For this strategy, the proverb is true: "To stay in place, you must run as fast as you can."

Retreat strategy is, as a rule, forced, and not consciously chosen. In a number of cases, for certain goods, for example, a technologically obsolete firm deliberately goes to reduce its market share. This strategy involves:
- gradual curtailment of operations (at the same time, it is important not to disrupt ties and business contacts in business, not to strike at former partners, to ensure the employment of company employees);
- liquidation of the business (in this case, it is important to prevent leakage of information about the impending termination of the business).

However, along with the undeniable advantages of the BCG matrix, it also has a number of serious disadvantages.

First of these, a limited number of sectors that describe the firm's position. This leads to unjustified averaging (or coarsening) of indicators and a rather high degree of uncertainty, multivariate solution. In particular, it is impossible to accurately value goods in the middle position, which is what is most often required in practice. Second the disadvantage is that the position of the firm is evaluated by only two criteria. Other factors (such as product quality, marketing costs and investment intensity) are left unattended. The third the disadvantage is that the matrix is ​​difficult to use when the firm's areas of activity are not sufficiently concentrated, and relative market share does not matter much to the firm, or if competition is provided not by production costs, but by technical innovations.

Corporate marketing strategies determine the way to interact with the market and match the potential of the enterprise with its requirements. They are aimed at solving the problems associated with the process of increasing the volume of entrepreneurial activity, stimulating the initiative and creativity of the employees of the enterprise for a deeper study of the needs and satisfying the needs of consumers, etc.

Corporate strategies determine how best to use the resources of the enterprise to meet the needs of the market.

At the corporate level, one can distinguish:

portfolio strategies,

growth strategies,

Competitive Strategies.

1. Portfolio strategies make it possible to effectively address the issues of managing various areas of an enterprise's activity in terms of their place and role in meeting the needs of the market and investing in each of the areas.

2. growth strategies provide an opportunity to answer the questions in which direction the company should develop in order to better meet the requirements of the market, as well as whether there are enough own resources for this or whether it is necessary to go for this or whether it is necessary to go for external acquisitions and diversify its activities

3. competitive strategies determine how it is possible to facilitate the company's competitive advantages in the market in terms of greater attraction of potential consumers and what policy to choose in relation to competitors.

Marketing practice considers a "portfolio" as a set of, as a rule, independent business units, strategic units of one company, firm.

"Portfolio analysis" ("portfolio analysis") allows you to present in a matrix form the results of a study of the activities of the enterprise in order to determine their subsequent growth and increase the profitability of its strategic units. At the same time, production growth is determined by the development of demand and sales, which leads to a decrease in resource costs per unit of output. Growth is also associated with the stages of life cycle in the market. As for profitability, studies (PIMC-project) show that it is significantly related to the share occupied by the enterprise.

Portfolio strategies are ways to allocate limited resources among business units enterprises using the criteria of the attractiveness of market segments and the potential of each business unit.

Enterprise resource management based on the choice of economic areas of market activity is carried out using:

BCG matrices

G-I-Mackenzie matrices

In the most general form, they are based on a combination of assessments of marketing opportunities and the internal potential of the enterprise (its business units)

The BCG matrix (in the 1960s) is a particular manifestation of the general portfolio approach. Marketing Growth Opportunities Indicated by Metrics rate of change in demand for the company's products indicators of attractive markets.

Internal potential as an indicator of competitiveness and profitability is presented in the BCG matrix as the relative share of the enterprise in the market compared to the main competitors.

Demand Growth Rate- are calculated according to the sales of a particular product in a particular market segment. With regard to the “Demand Growth Rate” axis, the base line dividing demand in the range of High and Low market rates can correspond to the sales rate of a given product in the market or the weighted average of the demand growth rate in the market where the enterprise operates.

Market share is determined in relation to the most dangerous competitors or market leaders for the "market share" axis, the division line passes through 1. If the ratio of the company's share to the share of competitors is below 1, then it is low. If > 1, then the share of the enterprise is high.

The two-dimensional BCG "growth/share" matrix is ​​mainly used to evaluate the choice of strategic areas for the development of an enterprise and assess the investment needs experienced by individual business areas, products, market divisions. Each of the 4 quadrants describes essentially different situation, which requires a separate approach in terms of both investment and development of a marketing strategy.

Possible strategies:

"Stars"- maintaining leadership;

"Cash Cows"- obtaining the maximum profit;

"Difficult Children"- investment and selective development;

"Dogs"- withdrawal from the market or low activity.

The challenge is to ensure the strategic balance of the portfolio by developing economic zones that can generate free cash, and zones that ensure the long-term strategic interests of the enterprise.

On practice reallocation of resources between business units leads to conflicts - the manager of "dogs" will strive to hold on, "cash cows" are indignant, and "difficult topics" are shy.

The usefulness of the "BCG Matrix" - determines the position of the enterprise as part of a single portfolio, structure problems, generate promising strategies.

Fast-growing destinations need capital investment, while slow-growing destinations have a surplus of funds. You can calculate the share of each direction in the volume of sales and the amount of profit.

The advantage of the BCG matrix is ​​that it uses quantitatively measured indicators, is visual and expressive.

At the same time, the application of the matrix is ​​limited, it is applicable to stable conditions in industries with mass production, where individual developments determined by the law and for a limited range of indicators are manifested. In addition, the conclusions from the portfolio analysis provide a general orientation that requires further clarification.

For example, it is impossible to evaluate zones that are in the middle position, although in practice this is often required, indicators such as the instability of the situation, costs on the matrix, product quality, investment intensity, etc., remain outside the analysis.

Matrix G and Mackenzie

Broader opportunities for choosing strategic marketing solutions at the corporate level are provided by the multidimensional matrix G-I - McKenzie (attractiveness of the market - the strategic position of the enterprise). It allows you to make more differentiated strategic marketing decisions on efficient use enterprise potential depending on different levels of market attractiveness.

This matrix was proposed by Mackenzie, having improved the BCG matrix during the implementation of a project commissioned by General Electric, hence its name G-I-Mackenzie. It significantly increases the number of factors involved in the assessment, covers the average level of economic zones. Makes it possible to use it in conditions of unstable development.

Indicator "attractiveness of the market"(economic direction) are determined by a set of various factors. This is:

Market size and growth opportunities;

Profit rate;

Price level;

The state of competition;

Market entry barriers;

Social role;

Legal restrictions, etc.

Quantification"market attraction" according to the Ansoff method is calculated as follows

Market Attraction = Growth Prospect * R Prospect * Stability Prospect.

The prospects for future growth are assessed by forecasting economic, social, technical, political and similar conditions for those markets that are of interest to the enterprise. Methodically, this is possible through the use of various forecasting methods: models, scenarios, etc. The object of forecasting is market demand.

The prospect of the future R (“rate of return”) is determined by experts on the basis of indicators characterizing, for example, the aggressiveness of leading competitors, the level of government regulation, price fluctuations, changes in demand, etc.

Prospects for future stability/instability are measured by analyzing the degree of impact of important trends and events on the relevant economic direction.

Indicator "strategic position"(competition, status, internal potential) is evaluated using various factors:

net income;

production capabilities;

Financial position;

Sales efficiency;

Price competitiveness;

Image on the market;

Enterprise culture;

leadership style, etc.

Quantifying this calculus indicator

Strategic position = investment position * market position * potential state

The investment position is defined as the ratio of the actual and optimal amount of investments to ensure the growth of the enterprise (investments in production, R&D, sales, etc.)

The disadvantages and limitations of the matrix include the fact that a large amount of information is required and it is difficult to operate with them.

Along with the two-dimensional matrix, the multidimensional G-I-Mackenzie matrix is ​​used, where income, the average level of assessing the attractiveness of the market and the strategic position of the enterprise are allocated.

Rice. Multidimensional G-I-Mackenzie Matrix

It allows you to determine 3 main strategic directions within which a marketing strategy is formed:

1. An offensive (investment) strategy associated with constant market research, active promotion of goods, updating the assortment, and the formation of new market positions is assessed realistically, as the relationship of a really existing market strategy to the optimal one in terms of the possibility of achieving market leadership, differentiates activities, forms the commitment of potential consumers, creating an attractive image, etc.

2. The state of the potential of the enterprise is established as the ratio of its real state to the optimal from the standpoint of the possibility of achieving effective management production, finance, personnel, marketing.

3. If each of the three indicated indicators is = 1, then this means that the company has a high strategic position in the market. And if at least one of the indicators = 0, then the enterprise has little chance of success.

Growth Strategies

Enterprise growth is a manifestation of the types of its business activity, which can be based on 3 growth opportunities:

Growth restrictions, i.e. intensive development at the expense of own as a result economic activity;

Acquisition of other enterprises or integrated development (including vertical and horizontal integration) ensures rapid growth or expansion of the share in new areas of business;

Diversification - moving into other areas of activity, more attractive areas.

Growth strategies are models of enterprise management by choosing the types of its business activity, taking into account internal and external opportunities, distribution channels, staff training, creating a positive image, etc.

1. Defensive strategy (maintenance) - marketing activities is aimed at replacing unprofitable products, creating incentive prices, reducing the delivery time of goods, and creating new market niches.

2. The strategy of reinvestment (withdrawal, liquidation) is associated with a reduction in the production of goods, the curtailment of ties with the media, and the rejection of sales promotion.

Thus, the portfolio approach is based on:

A clear structuring of the activities of the enterprise by departments, market, goods;

Development of specific indicators to compare the strategic value of different areas;

Matrix representation of the results of strategic thinking.

Growth is managed by:

a) Ansoff matrices (product/market)

b) External acquisition matrix (field of activity/type of strategy)

c) New BCG matrix (goods/inputs)

I. Ansoff matrix is a tool for classifying products and markets depending on the degree of uncertainty about the prospects of products for this market

It is known that it is more difficult to sell a completely new product than a well-known one. It is also difficult to develop new markets.

The marketing attractiveness of a particular strategy according to the Ansoff matrix is ​​determined by the amount of sales and the probable risk.

Sales Forecast = Potential Sales x Potential Risk.

Calculated as installed

capacity given by experts

market segment

The sales forecast correlates with the value of the expected costs for the implementation of this strategy.

Each strategic quadrant defines the direction of the enterprise's marketing efforts.

1) Penetration strategy:

Stimulation of purchases by traditional buyers (product replacement, frequency of use, etc.)

Increase in market share

Attracting buyers from competitors;

Attracting new customers;

Finding new uses

2) Market development strategy:

Entering new consumer segments;

Access to territorial markets;

Access to marketing networks.

3) Product development strategy:

innovation;

New brand;

Assortment modification;

Improvement of product parameters, development of instrumental and emotional characteristics

Diversification strategy:

New products for new markets