All marketing tasks that the company decides at the corporate level can be divided into the following groups: 1. definition of the company's mission. 2. identification of CXE 3. assessment of the current situation of CXE and identification of goals and alternatives for the development of CXE 4. formation of a portfolio of products and markets for CXE.

The structure of tasks to be solved at the corporate level includes the formation of marketing strategies. Strategies at the corporate level determine the way the company interacts with the market and aligns its potential. They are aimed at expanding and creating new areas of business. activities of the enterprise, for a deeper study of consumer needs and the search for ways to most effectively satisfy them.

The role of the corporate mission (Fig.):

corporation mission

· Vision of the goal

· Overall business strategy

· Line of functional divisions

1) the formation of a corporate mission forces the management of the enterprise to reconsider the factors underlying its activities;

2) understanding the corporate mission helps to gain a broad panorama of the business;

3) the corporate mission is of great importance for communication both within the organization and outside.

Options, cat. The corporate mission must correspond to:

1) The mission must be expressed in relatively simple definitions and in a form that is easy to understand; 2) the mission must be based on the task of satisfying the interests and demands of consumers; 3) there must be a clear answer why consumers will buy the goods of this and not another corporation.

5. Marketing strategies of the enterprise at the corporate level (growth strategies, portfolio strategies)

At the corporate level there are three groups of marketing strategies: portfolio, growth strategies and competitive. All of them are formed on the basis of the use of individual brand models, which make it possible to present the activities of the enterprise and analyze its position in the market in the structure of key indicators, basic characteristics. elements such as the enterprise and its product, the consumer and competitors operating in the market.

Portfolio strategies eg on the form of the most effective combination of SHE in the structure of the enterprise. Portfolio analysis presents in matrix form the results of a study of individual areas of activity of the enterprise and allows you to assess the possibilities of their growth and development.

Main portfolio models:

-assortment analysis model (matrix of the Boston Consulting Group BCG) evaluates the existing assortment. Enterprise policy (analysis is carried out in the structure of indicators of market share and industry growth rates).

“Stars” – maintaining leadership, “cash cows” – obtaining maximum profits, “Difficult children” – investing and selective development, “Dogs” – leaving the market or low activity;

-G&M McKinsey model allows for a comprehensive analysis of the enterprise’s position in the market, firstly, in the structure of the enterprise’s characteristics (the indicator is the competitive status of the company), and secondly, the target group of buyers (market) with which it is currently working (market attractiveness). It is a modification of the BCG model.

;

- anchorage model, which allows us to identify the relationship between the size of the market (its capacity) and the share occupied by the enterprise in it;

-commitment model, which allows one to assess the depth of penetration of competing firms into the market (the assessment is carried out in the structure of the enterprise’s competitiveness indicator in relation to its market share)

Potential leader – high specificity of the offered product/service, but small market share;

Today's leader is a high level of performance with a large market share;

Little-known enterprises – the quality of which does not suit consumers, low competition, small market share;

Serious competitors are enterprises that have a high share of consumers of goods/services, but their quality does not completely satisfy consumers, because the performance indicator is low;

-buyer/seller model evaluates the existing pricing policy and prospects for increasing/decreasing the cost of certain types of goods/services (the enterprise is assessed in the structure of the indicator of profitability of investments made in the development of a product/service and the ratio of its price and quality)

The profitability indicator is determined as follows:

ROI (return on investment) = income from product sales/investment in the product.

There are several possible solutions to the problem:

The best cost for a service is its minimum cost; below the average cost, equal to the average amount, or equal to the amount a buyer is willing to pay for it.

Growth Strategies belong to the group of strategies that allow the enterprise or its individual agricultural enterprises to adopt correct solution regarding its development. There are 3 possible directions of growth:

Organic growth, characterized by development due to own resources enterprises;

Integrated growth, characterized by the acquisition of other businesses (vertical/horizontal integration);

Diversification growth, characterized by moving into other areas of activity.

Growth Strategies: Ansoff matrices, external acquisitions matrix, new BCG matrix.

Ansoff matrix. To identify opportunities for intensive growth, I. Ansoff proposed using a convenient technique called the “product and market development grid.”

The choice of strategy depends on the degree of market saturation and the company’s ability to constantly update production. Two or more strategies can be combined.

External Acquisition Matrix represents the dependence of two parameters: area of ​​activity and type of strategy, allows you to develop a line of behavior for the company regarding possible acquisitions. It allows you to more accurately determine the place of the enterprise in the structure of its production chain, as well as determine those external market development opportunities through which the company’s potential can be realized.

New BCG matrix allows you to make strategic decisions based on two indicators: the effect of costs (profit) and the effect of volume differentiation. The profit cost effect is based on the experience curve, the product differentiation effect is based on the fact that the product must be subject to constant change.

Specialized activity is based on the strong effect of both components (the company makes a profit by increasing the output of standardized products and at the same time differentiating the design, ergonomics, i.e. the appearance of the products).

The concentrated activity strategy takes into account a high cost (volume) effect with a weak level of product differentiation effect.

In the field of fragmented activities, the strategy takes into account the possibility of a strong differentiation effect (used at the initial level of production, potentially unpromising products, or in the case of developing highly differentiated products.

The way out of a hopeless situation lies in changing the nature of the enterprise’s activities and mastering new directions.

Competitive strategies at the corporate level pursue the goal of ensuring a competitive advantage of the enterprise in the market relative to competing firms. Competitive advantage– these are those characteristics of the market activity of an enterprise that create a distinct superiority over competitors. Opportunities to achieve competitiveness are determined based on an analysis of competitive forces. The model of competitive forces proposed by M. Porter allows enterprises to know and skillfully use some rules of competition.

Competition among existing companies is aimed at achieving a more advantageous position in the market. It is necessary to take into account the traditional actions of competitors (changes in advertising, assortment, packaging). It is also necessary to anticipate possible changes in the intensity of competition associated with the new market situation and active actions of competitors (the desire to become a leader).

The competitive advantage of an enterprise can be achieved in three main ways.

Product leadership is based on the policy of product differentiation. The main focus is improving goods by giving them greater consumer utility, i.e. all parameters that are included in the company’s specification parameter . Basic target- This is an increase in the value of a product for consumers, which is accompanied by the fact that he is willing to pay a higher price for the product he needs.

The combination of high price and high price creates "market power" of the product. It protects the enterprise from competitors and ensures stability in the market. Marketing Challenge in this case, it consists in constantly monitoring consumer preferences, monitoring their “value”, as well as the lifespan of the element of differentiation corresponding to this value.

Price leadership about based on the enterprise’s ability to reduce production costs. The dominant role is played by production. Particular attention is paid to the stability of investments, standard products, cost management, cost control, etc. Niche leadership associated with focusing a product or price advantage on a narrow market segment.

Possible strategies for achieving and maintaining a competitive advantage of an enterprise in the market are presented in the matrix of competitive advantages. The company will determine this for each promising agricultural enterprise.

6.. Analysis of the current situation of agricultural enterprises. Strategic business units. Integrated use of marketing models (competitive strategies.).

at the corporate level:-analysis of the enterprise’s activities; assessment of the reasons for low (high) performance; formulation of the company's strategic goals and alternatives;

There are three groups of brand strategies at the corporate level: portfolio strategies; growth strategies; competitive strategies.

Strategic economic unit (SHE)- this is an independent division of the enterprise, responsible for a separate product range, focused on a specific market, with a manager vested with full responsibility for combining all functions into a strategy.

Each SHE has specific target market; a certain product range; control over your resources; own strategy; clearly identified competitors in the market; a clear distinctive advantage of the product relative to its main competitors.

		Competitors in the market

The marketing goal of each SHE There should be a focus on consumers and the development of a marketing program that would encourage consumers to purchase the service of this particular enterprise, and not its competitors. It is generally accepted that CHE marketing is a group of 5 basic subsystems, sequentially interconnected:

I-> SVP-> KM-> O-.> K

Where I is a study of the market for goods and services; SVP – segmentation, selection, positioning; KM – marketing complex (set of main components: product, price, methods of distribution of goods and services, methods of promotion); O – provision; K – control (receiving feedback, evaluating results, reviewing and improving the SVP strategy and CM tactics).

The basis for strategic planning of the company's activities is strategic marketing. It can be represented as the following sequence of actions:

Determination of strategic economic units (SHE);

Setting marketing goals;

Comprehensive analysis of the situation for SHE (analysis of the marketing environment, analysis of the activities of the enterprise);

Development of a strategic marketing plan;

Development of marketing tactics.

Model structure for analyzing the current position (ATP) of an enterprise in the market for goods and services:

ATP = (K, P, E, PPR, D, ROI/ROS) (1)

K – competitiveness of PRN (product-market direction); P – attractiveness of PRN; E – market capacity; PPR – market growth prospects; D – market share; ROI/ROS – return on investment/return on sales.

In the structure of marketing models, the following two groups of ATP models can be distinguished:

First level models (ATP I), which are used to calculate individual indicators (continuity indicator, market capacity, market attraction, etc.);

Second level models (ATP II), which allow comprehensive assessment according to several indicators (in terms of market attractiveness and product characteristics, market capacity and the market share the company occupies in it, etc.).

ATP I models are not universal for all areas of activity. The inclusion of a particular model in the analysis complex depends on which method of calculating individual indicators included in the complex models of ATP II is more effective, taking into account the specifics of the conducted MI.

ATP II models are universal for all areas of activity.

ATP includes the following steps:

1 step. Use the G&McKinsey matrix. For all types of agricultural enterprises, performance and attraction indicators are calculated. They allow you to determine:

Is this or that agricultural enterprise competitive;

In what competitive indicator positions does the enterprise lose to its main competitors?

Step 2. The "Pinning" matrix is ​​used. For all types of PRN, indicators of capacity (or market potential) and market share are calculated. It allows you to clearly assess (in pcs. rubles) the market capacity and correlate it with the capabilities of your own production and prospects for increasing sales volumes, comparing the market capacity and the market shares occupied by competing enterprises.

Step 3. The “Commitment” model is used, which determines the commitment of buyers of enterprises and the goods and services they produce in the form of a comparison of the company’s competitiveness indicator with its market share.

Step 4. Uses the BCG matrix. It allows you to correlate the growth rate of an industry or sales of goods/services with the market share occupied by the enterprise. At the same time, a low growth rate zone is understood as an industry growth rate below 1. By building the BCG model, we got an idea of ​​the position of the assortment produced by the enterprise in order to form preliminary conclusions about which agricultural products are promising and which are not in terms of market growth rates and their share in the total sales volume.

Step 5. Uses the “Buyer/Seller” matrix, which allows not only to determine the level of profitability, but also to correlate it with consumers’ assessment of this important indicator as the “price/quality” ratio of sales of goods/services, shows the possibility of increasing prices in the case of low profitability of agricultural enterprises, while the “price/quality” ratio does not deteriorate.

Step 6. Construction of a Model: a matrix of combinations of subjective assessment by the person making the decision on agricultural products and the results of assessing agricultural products using a set of models. This step allows us to correlate objective and subjective assessments of SCP.

7.Marketing management at the functional level. Strategic Marketing: general provisions

At the functional level Marketing strategies are developed that allow the company to select target markets and develop a set of marketing efforts for them. The task of strategic marketing includes market segmentation, which includes identifying target markets for goods/services of an enterprise, selecting appropriate market segments and positioning goods and services in selected market segments. To do this, the marketing service of the enterprise must determine the basic principles for identifying target market segments, with the help of which the target segments are described, and the main characteristics of goods/services arising from the requirements and identified target market segments are formed. The latter form the basis for positioning the company’s goods/services in a particular market segment.

It should be noted that the initial information for solving the strategic marketing problem is the results obtained in solving the first three groups of problems of the algorithm (corporate level - mission, goals, objectives; functional level - strategic marketing; instrumental level - tactical level). Market segmentation and positioning of products/services are carried out on the basis of the strategic goals that the company has formulated for itself.

8. Marketing management at the functional level. Buying behavior and models of its representation. Market segmentation, segmentation models

Market segmentation– this is a division of the market into sections of groups of buyers according to various criteria (characteristics of consumption, motives for purchasing, distribution channels, forms of sales, market geography, competitors, etc.). segments differ among themselves in the nature of consumer demand and in their response to the marketing efforts of the enterprise.

The need for segmentation is determined by market pressure (economic growth is the complication of segmentation models, economic decline is the collapse of segments, as consumers move to a lower level of satisfaction of their needs).

Market segmentation methods:

1) Benefit segmentation method based on a model of consumer behavior. Sequential passage is provided 3 stages:

1. identifying the benefits that interest consumers and assessing their importance;

2. identifying differences in lifestyle, grouping consumers according to these assessments;

3.determining whether benefit segments contain different perceptions of the product and competing brands.

The focus is on the benefits sought by the consumer from the product; they determine the perception and evaluation of alternatives

2)Method for constructing a segmentation grid used at the macro-segmentation level to highlight core markets. A combination of variables characterizing consumer functions and technology is considered. Based on the significance analysis, the main segments that give the largest percentage of preferences are identified.

3) Multidimensional classification method. The essence lies in the simultaneous multidimensional (automatic) classification of signs of consumer behavior. It is based on assumptions: people who are similar to each other in a number of characteristics (demographic, social-ec, psychographic) are united into one type of people. The degree of similarity among people belonging to the same type should be higher than the degree of similarity among people belonging to different types.

4) Grouping method with consists of a consistent breakdown of a set of objects into groups according to the most significant characteristics. In this case, one of the features stands out as system-forming. Subgroups are formed in which the significance of this attribute is significantly higher than in the entire population of potential consumers of this product.

5) Functional map method involves conducting “double” segmentation: by product and by consumer. Such cards can be single-factor or multi-factor.

What segment is this product designed for and what are its functions? parameters correspond to consumer needs.

The basis for choosing any segment market is its attractiveness. The market segment must be homogeneous in terms of response to marketing efforts.

Segment requirements:- capacity; - availability; - sustainability; - profitability; - compatibility; - efficiency; - security.

Assessing the attractiveness of a segment comes as a result of determining the attractiveness of the market, product characteristics, as well as other indicators in the structure of the models.

The segment must be capacious and measurable, since it is necessary to determine its real capacity and growth potential.

Availability, as a characteristic of the possibility of building an adequate sales network, using tools for promoting and stimulating sales, is one of the most important parameters when assessing the choice of segment.

Grade sustainability a group is determined through the time and form of its existence in a form corresponding to the selected characteristics of segmentation.

Profitability assessed through profit margin, ROI, etc.

An important characteristic of the phenomenon. compatibility segment with markets currently occupied by competitors, how they will respond to our company's efforts to promote the product.

Efficiency- to what extent all enterprise structures ready to work in the chosen segment, whether the potential will be fully realized.

Correct calculation of the following 2 indicators most often allows an enterprise to select a segment:

-potential demand– the maximum possible size of demand that can be presented to consumers (it is necessary to measure: the size of the potential group, the potential number of sales in physical units and in value terms);

-real demand– the amount of actual sales of goods over a specified period, expressed in physical terms.

The stimulus-response model shows how motivating factors from marketing and the environment penetrate the minds of buyers and cause a specific reaction to purchase.

The task of marketers is to identify the relationship between marketing incentives and customer responses to them. (how do buyer characteristics influence a purchase? How do buyers make purchasing decisions?).

The purchases they make are influenced by cultural, social, personal and psychological factors. Most factors are beyond the control of market participants. Kotler proposed a detailed model of principles for segmenting end consumer markets.

Segmentation principles:

Geographic - region, county, city, density, climate;

Demographic – age, gender, family size, stages of family life cycle, income level;

Psychographic – social class, lifestyle, personality type.

Behavioral – purchasing style, buyer status, benefits sought, degree of perception, attitude.

Geographical principle: the enterprise chooses: either to concentrate its activities on one or several geographic segments, or to act in all segments at once, not paying attention to the differences in the needs and requirements of customers due to their geographical location.

Demographic principles personal: with age, changes occur in the range and range of purchased goods and services. It is necessary to identify the target characteristics of the family and develop products and targeted marketing plans that correspond to the interests of the family.

Psychographic principle: the type of goods purchased is influenced by a person’s occupation. Market participants strive to identify groups by occupation, whose members show increased interest in its goods and services.

Motive (motivation)- a need that has become so urgent that it forces a person to look for ways to satisfy it.

Marketing Management

Portfolio strategies are aimed at forming the most effective combination of strategic business units in the structure of the enterprise. Portfolio analysis presents in matrix form the results of a study of individual areas of activity of the enterprise and allows you to assess the possibilities of their growth and development.

The main portfolio models include the following:

Assortment analysis model (BCG matrix) – evaluates the existing assortment policy of the enterprise (the analysis is carried out in the structure of indicators of market share and industry growth rates).

The G&M McKinsey model allows for a comprehensive analysis of the company’s position in the market, firstly, in the structure of the enterprise’s characteristics (the indicator is the competitive status of the company), and secondly, the target group of buyers (market) with which it is currently working (market attractiveness).

A consolidation model that allows us to identify the relationship between the size of the market (its capacity) and the share occupied by the enterprise in it.

A commitment model that allows assessing the depth of penetration of competing firms into the market (the assessment is carried out in the structure of the enterprise’s competitiveness indicator in relation to the market share it occupies).

The buyer/seller model evaluates the existing pricing policy and the prospects for increasing or decreasing the cost of certain types of goods/services (the enterprise is assessed in the structure of the indicator of profitability of investments made in the development of a product/service (or return on sales) and the ratio of its price and quality).

Growth strategies are corporate strategies that involve marketing activities to organize intensive growth through various areas of diversification and the acquisition of new businesses as part of integrated development. Growth strategies are strategies in which the level of short-term and long-term goals of each year increases significantly relative to the previous year. (Marketing management Korotkov)

Growth strategies refer to a group of strategies that allow an enterprise or its individual agricultural enterprises (strategic business units) to make the right decision regarding their development.

Growth strategies include:

Ansoff matrices;

Matrix of external acquisitions;

New BCG matrix.

Ansoff matrices

To identify opportunities for intensive growth, I. Ansoff proposed using a convenient technique called the “product and market development grid”

The Product/Market Opportunity Matrix uses four alternative marketing strategies to maintain and/or increase sales: market penetration, market development, product development, and diversification. The choice of development strategy depends on the degree of market saturation and the company’s ability to constantly update production. Two or more strategies can be combined.

A market penetration strategy is effective when the market is growing or not yet saturated. The company seeks to expand sales of existing products in existing markets.

A market expansion strategy is effective when a business seeks to increase sales of existing products in old markets or enter new geographic markets.

A product development strategy is effective when the agricultural enterprise has a number of successful brands and enjoys consumer loyalty. The company develops new products or modifies them, focusing on new products.

Modified Ansoff matrix

External Acquisition Matrix

The external acquisition matrix is ​​a function of two parameters: area of ​​activity and type of strategy. It allows you to more accurately determine the place of the enterprise in the structure of its production chain, as well as determine those external opportunities for market development.

Divergent acquisitions (pure diversification) are those acquisitions that are aimed at entering new areas of market activity for the enterprise.

Convergent acquisitions (concentric diversification) are acquisitions that occur outside the scope of their core activities, but at the same time use the potential of current technological and commercial activities.

Integration strategies make sense when a company is trying to take control of links in the production chain. Vertical integration means taking control of upstream links in the production chain.

Horizontal integration is the acquisition of competitors to increase a company's market share in attractive markets.

New BCG matrix

The new BCG matrix allows you to make strategic decisions based on two indicators: the cost (profit) effect and the volume differentiation effect. The profit cost effect is based on the experience curve, the product differentiation effect is based on the fact that the product must be subject to constant change.

Specialized activity is based on the strong effect of both components. It means that the company makes a profit by increasing the output of standardized products and at the same time differentiating design, ergonomics, i.e. appearance of products.

The concentrated activity strategy takes into account the high cost (volume) effect with a weak level of product differentiation effect.

In the area of ​​fragmented activities, the strategy takes into account the possibility of a strong differentiation effect. It is typically used either at the initial level of production, potentially promising products, or in the case of highly differentiated product development.

The way out of a hopeless situation lies in changing the nature of the enterprise’s activities and developing new directions.

The model of competitive forces was proposed by M. Porter. This model allows enterprises to know and use some of the rules of competition. This matrix allows us to identify the main threats that represent 5 competitive forces:

Rice. General competitive matrix of M. Porter

Product leadership is based on a policy of product differentiation. The main attention is paid to improving goods by giving them greater consumer utility, developing branded products, design, service and warranty, creating an attractive image, etc., i.e. all those parameters that are included in the company’s competitiveness parameter. The main goal of this company behavior is to increase the value of the product for consumers, which is accompanied by the fact that they are willing to pay a higher price for the product they need.

The combination of high utility and high price forms the “market power” of the product. It protects the enterprise from competitors, ensures a stable position in the market. The task of marketing is to constantly monitor consumer preferences, controlling their “value”, as well as the timing the life of an element of differentiation corresponding to a given value.

Price leadership is ensured based on the enterprise's ability to reduce production costs. Here production plays a dominant role.

Niche leadership involves focusing a product or price advantage on a narrow segment of the market. In this case, the entire market is not covered, but the product or service that best suits it is preferred.

The final phase of the formation of a competitive advantage is the choice of the company’s main line of behavior in relation to competitors and the assessment of the competitor’s reaction to it.

Benchmarking as an analysis of the competitiveness of an enterprise

The term “benchmarking” is derived from the English “benchmark” - standard, guideline. In entrepreneurship, benchmarking is about searching and learning best methods organizing processes that become a standard, a guideline for the company and help to carry out its own business better and more productively.

Benchmarking is a constant, systematic process of comparing one's own effectiveness, expressed in productivity, quality and organization of work processes, with enterprises and institutions that are the “best”.

The purpose of benchmarking is to increase the overall competitiveness of an enterprise by searching, adapting and using the best available methods for organizing business processes.

Within the framework of benchmarking, the main tasks are solved:

· Awareness of the need for change;

· Planning and goal setting based on assessment of environmental conditions;

· Increased operational efficiency.

Benchmarking should be based on evidence, accurate analysis and process learning, and not just on the basis of intuition. When conducting benchmarking, several stages can be distinguished:

Definition of the benchmarking object;

Selecting a benchmarking partner;

Search for information;

Implementation.

Thus, Benchmarking is a comparison with other enterprises or divisions and learning from those who are better in marketing functions or processes, which allows to increase the competitiveness of the company.

Related information.

Concept of functional marketing

Marketing is classified according to various parameters: by geographical characteristics, by field of activity, by type of product, by socio-economic gradation, etc. In particular, according to the degree of development of marketing, three types are distinguished:

• distribution marketing (this is the trading activity of an enterprise, which includes sales, sales, logistics and advertising);
• managerial marketing (the concept of managing the development, production and sale of goods, in which market information is the basis for decision-making);
• functional marketing.

Definition 1

Functional marketing refers to a set of organizational and commercial functions of a company that are associated with production, sales of products, market research, pricing and product policies, as well as sales promotion.

Many studies prove that in some cases, particularly in the production of industrial products, consumer marketing tools are not used. For such products, functional marketing is more suitable.

Functional marketing includes:

1. studying product functions and needs;
2. setting tasks and conditions for their solution and implementation;
3. identifying the degree of satisfaction of real needs by competing companies;
4. defining a segment for new products;
5. identifying requirements for production quality and product design, i.e. creating a product idea.

Main functions of marketing in a company

Definition 2

Marketing functions are separate types and areas of marketing activities that can function independently.

Marketing as a market concept of management and sales performs four groups of functions:

• analytical;
• production;
• sales;
• management and control.

The first function involves market research, i.e. regular collection of information on market conditions, consumer research, research into the structure of companies (buying firms, competing firms, intermediary firms, supplier firms), studying the product structure, as well as assessing the internal environment of the organization.

The second function is aimed at organizing the production of new products and developing new technologies, which is a competitive advantage and a success factor. This leads to a monopoly position of the company in the market and the possibility of obtaining high profits. The production function also contributes to the organization of logistics, namely the purchase of necessary raw materials, materials and resources. In addition, this function allows you to manage the quality and competitiveness of finished goods that meet all requirements and standards.

The sales function or sales function includes:

1. organization of a product distribution system (a set of functions for order processing, loading and unloading, stockpiling in a warehouse, storage and transportation);
2. organization of service at a high level (directly affects the company’s image, attracts and retains customers, contributes to commercial success);
3. implementation of product and pricing policy (effective policy in the field of assortment formation and sales planning, product sales price allows us to evaluate the effectiveness of all stages of the company’s production and sales activities).

The last function is aimed at implementing strategic and operational planning, without which the implementation of marketing functions is impossible. It is also information support for the company’s marketing management system, a set of marketing communications that provides the organization with an active impact on the environment. And the last thing is the organization of marketing control, which is the final stage of the process of making and implementing management decisions.

Marketing management at the functional level

Marketing management is carried out at several levels: corporate, functional and instrumental. The corporate level involves developing portfolio strategies, growth strategies and competitive strategies. Instrumental level – management of the marketing mix: product, price, distribution channels, promotion.

Functional level includes:

• market segmentation;
• selection of target segments;
• positioning and repositioning;
• development of a marketing mix.

Note 1

At the functional level, marketing strategies are developed that allow the company to select target markets and develop a marketing mix for each. The marketing department must determine the basic principles for identifying target segments, the main characteristics of goods and services that meet market requirements. This serves as the basis for the subsequent positioning of the company.

At the functional level, there are three areas of marketing strategies:

1. market segmentation strategies;
2. target market strategies;
3. positioning strategies.

The first types of strategies allow you to select parts of the market that are segmented according to various criteria. In this case, a distinction is made between strategic, product and competitive segmentation.

Target market strategies create a 4P marketing mix that helps solve the company's goals of growing sales, achieving a specific market share and creating a favorable attitude towards the goods produced by the organization.

Within this group of strategies, a company can adopt the following:

• undifferentiated marketing;
• differentiated marketing;
• concentrated marketing.

The choice of a particular strategy depends on the following factors:

1. availability of company resources;
2. degree of market homogeneity;
3. stage life cycle goods;
4. degree of product homogeneity;
5. marketing strategies of competing companies.

Positioning strategies allow an enterprise to find an attractive position for products in a selected market segment in the eyes of potential buyers relative to competitors' products. In this case, the company can choose two options. First, release a product that may be similar to competitors' products, and then compete for market share. Secondly, you can develop your own product or service, i.e. a completely new product to attract and win over its consumers.

Introduction 2

1. Theoretical aspects of 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 using 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 at Shar LLC 34

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

3.2. Mechanism for implementing the chosen strategy 36

Conclusion 40

Bibliography 42

Introduction

Relevance of the topic of marketing management at the corporate level. At present, when the condition for the economic development of enterprises is the active activity of the latter in the market, knowledge of the end consumer, the ability of firms to respond flexibly to all its requirements become vitally important. Otherwise, the sale of goods cannot be ensured and the profitability of the enterprise cannot be increased. It is extremely necessary to study the possibilities and effectiveness of various forms and methods of selling goods, to work to formulate the needs of the population, and increase the prestige of a trading company. Marketing management at the corporate level is the purposeful activity of a company to regulate its position in the market through planning, organizing, accounting, and monitoring the execution of each phase of the company’s positional and activity behavior, taking into account the influence of the patterns of development of the market space, competitive environment to achieve profitability and efficiency of the entity’s activities in the market.

The goal of marketing management at the corporate level is to choose a strategy in the activities of the enterprise. Practice shows that those organizations that carry out comprehensive strategic planning and management operate more successfully and earn profits significantly above the industry average. Many managers with experience in planning and simply energetic people do not achieve the desired success due to the fact that they scatter their efforts, trying to cover as many markets as possible, produce as many different products as possible, and satisfy the needs of different groups of customers. Success requires targeted concentration of forces and the right strategy. There is no single strategy for all organizations. Each organization is unique in its own way, therefore the process of developing a strategy is different for each organization, because depends on the organization’s position in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or services provided, the state of the economy, the cultural environment, etc.

The purpose of the course work is to study the essence and practice of marketing management at the corporate level.

Coursework objectives:

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;

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

The object of study of the course work is the travel company Shar LLC. The subject of the study 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 and 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

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

Wish is a need that has taken a specific form in accordance with the cultural level and personality of the individual. Sometimes it is called a specific need. For example, the general need for food is transformed into a more specific need for fruit, which, in turn, results in 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. Residents of different countries satisfy the same need for food by consuming various food products. Consumers living in the same country and experiencing the same need can satisfy it by purchasing different goods.

Demand– a desire, a specific need, supported by purchasing power. Given given resource capabilities, people satisfy their needs and desires by purchasing goods that bring them the greatest benefit and satisfaction.

Product- everything that can be offered on the market for acquisition, 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 many ways people get the product they want. Other ways are hunting, gardening. This also includes theft and begging. Exchange is one of the basic concepts of marketing. To carry out an exchange, the following conditions must be met: there must be at least two parties; each party must have something that could be of value to the other party; each party must want to make an exchange with the other party; each party must be free to choose whether to enter into an exchange or not; each party must be able to communicate and deliver their product. Compliance with these conditions makes the exchange possible, but 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 simultaneously a system of thinking 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 profitable exchanges with target customers in order to achieve specific organizational objectives, such as profit, sales growth, increase in share market, etc.” .

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

Marketing Management Challenge is to influence the level, timing and nature of demand in a way that 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 point in time, the level of actual demand may be lower than desired, equal to it, or higher than it. Marketing management has to deal with all these conditions.

Marketing managers are officials of a company involved in analyzing the marketing situation, implementing plans and/or carrying out control functions. These include sales managers and sales staff, advertising executives, sales promotion specialists, marketing researchers, product managers and pricing specialists.

Marketing objectives 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 stages:

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. Every company must be able to identify emerging market opportunities. No firm can rely on its current products and markets forever.

Typically, market opportunity analysis involves 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 company must increase sales of a specific existing product without changing either the product itself or the group of consumers to whom it is sold. Means of increasing sales volume can include increasing advertising costs, reducing the price of goods, attracting more trading establishments to distribute goods;

expansion of market boundaries; means searching for new markets for an existing product;

product development; here we mean the sale to the previous 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 satisfies the needs of a new group of consumers.

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

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

Marketing management at the corporate level is built in accordance with Fig. 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 company to classify each of its products. Products that occupy a similar initial strategic position in the matrix are combined into homogeneous aggregates. For them, it is possible to define basic patterns of action or so-called normative strategies, which are used for target and strategic planning, as well as for the distribution of enterprise resources.

Fig.5. Structure of sectors of the BCG matrix

The matrix is ​​formed by two indicators:

1) sales growth (calculated as a sales growth index for the current and previous planning periods);

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

In the upper left sector there are "stars". These are products that occupy a significant market share, the demand for which is growing at a high rate. They require costs to ensure further growth and promise to become “cash cows” (i.e. profit generators) in the future.

In the lower left sector there are goods called "cash cows" They have a large share of 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" (problem children or "question marks") have little impact on the market (small market share) in a growing industry (rapid growth). Customer support is low, distinctive advantages are unclear, and competitors' products dominate the market. Maintaining or increasing market share in a highly competitive environment requires significant funds. The company must decide whether to increase promotional spending, actively seek new distribution channels, improve product characteristics, or exit 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 volume (low market share) in a mature or declining industry (slow growth). Despite their fairly long presence on the market, they have not been able to attract a sufficient number of consumers, and they are significantly behind their competitors in terms of sales volumes. It is necessary to get rid of these products as quickly as possible, since keeping a “sick” product on the market is extremely unprofitable. Moreover, their presence on the market can damage the reputation of the enterprise. After all, the feeling of customer dissatisfaction with these products can spread to other products of the company and thereby undermine its authority.

Accurate knowledge of the location of goods in the BCG matrix allows you to assess the prospects for their sales. Strategic planning is expressed in the entrepreneur's desire to achieve maximum cooperation between various groups of goods. The possible success of the company's activities in the future is determined by the choice of directions and scale of redistribution 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 market share occupied and the goal (Table 2).

table 2

Attack (offensive) strategy proposes an active, aggressive position of the company in the market and pursues the goal of conquering and expanding market share. It is believed that in each product market or service market there is a so-called optimal market share, which provides the profit necessary for the effective operation and existence of the company. For example, the optimal segment is considered to be one where 20% of buyers are present. of this market, who purchase approximately 80% of the goods offered by this company.

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

If the market share is below the required minimum or due to the actions of competitors it has sharply decreased and does not provide a sufficient level;

Introduction of a new product to the market;

Implementation of production expansion, the costs of which can only be recouped with a significant sales volume;

Competing firms are losing their positions, and there is a real opportunity to increase market share at relatively low costs.

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

Work in markets with a high degree of monopolization;

Release of goods that are difficult to differentiate.

Defensive (holding) strategy involves the firm maintaining its existing market share and maintaining its position in the market. It can be used:

If the position of the company is satisfactory;

In case of insufficient funds to carry out an attack strategy;

In a situation where a company is afraid to carry out an attack 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 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 a scientific and technical invention of competitors that is not noticed in time will lead to a reduction in their production costs and undermine the position of the defending enterprise. For this strategy, the proverb is true: “To stay in one place, you have to run as hard as you can.”

Retreat strategy is, as a rule, forced, and not consciously chosen. In some cases, for certain products, for example, a technologically outdated company deliberately reduces its market share. This strategy involves:

Gradual winding down of operations (at the same time, it is important not to disrupt communications and business contacts in the business, not to strike at former partners, and to ensure employment for the company’s 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, the BCG matrix also has a number of serious disadvantages. First of these, a limited number of sectors describing the position of the company. This leads to unjustified averaging (or coarsening) of indicators and a fairly high degree of uncertainty and multivariate solutions. In particular, it is impossible to accurately value goods in the middle position, and in practice this is what is most often required. Second the disadvantage is that the firm's position is assessed according to only two criteria. Other factors (for example, product quality, marketing costs and investment intensity) are left unaddressed. 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 is not particularly important to the firm, or when competition is driven not by production costs but by technical innovation.

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

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

Table 3

Possible development strategies

Product development strategy It is recommended when a company, acting in an old, fairly saturated market, modernizes a 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 emergence of a new product with high quality characteristics often causes an additional increase in demand. However, supporting marketing activities are necessary, in particular, active advertising, enhanced product promotion campaigns, for example, organizing sales exhibitions, product presentations and various methods of sales promotion and sales. For all its attractiveness, this strategy also has pitfalls: you can endlessly remake a mousetrap, bring it to perfection by releasing, for example, an electric mousetrap with an electronic bait and touch control, but the manufacturer of a cheap anti-mouse deodorant will win the competition. It is always necessary to remember: the consumer is not buying a product, but satisfying a need, that is, not a mousetrap and deodorant, but a product 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 stores and markets with customers. A new, previously non-existent group of potential buyers emerges. Of course, intensive communication work is required here.

Deep market penetration strategy recommended when a company works with an already well-known product in 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 intensifying product distribution, that is, in searching for new, more experienced and active distributors, improving distribution channels, and creating a vertical marketing system. The second thing that can help a company is active advertising, various forms of sales promotion and promotion, service events and other ways of influencing consumers. The company may try to increase market capacity by reducing prices to a level acceptable to the broad mass of consumers. The factor of price elasticity of demand must work.

New product creates new market- axiom market economy. However, often the company is not limited to one dominant new product, but focuses on progressive modern diversification strategy. Diversification can be carried out in various forms: simultaneous release various types goods and targeting different types of consumers, or using different forms of trade and distribution, or investing in a variety of sectors of the economy. Such distribution of investments, as a rule, significantly reduces commercial risk(“not all eggs are in one basket”). The main danger of diversification is the dispersion of forces.

2. Marketing analysis and management at the corporate level using 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 serving individual tourists. The company receives foreign groups and provides high-quality services to corporate clients.

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

The company cooperates with many Russian and foreign agencies and large tour operators; for the convenience of booking tours, an online booking system has been created, thanks to which quick booking and confirmation of tours is possible.

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

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

The organizational structure of Shar LLC is presented in Fig. 6.

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

Table 4

Economic indicators of Shar LLC for 2004-2006.

The data in Table 4 indicates 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

The strongest competitors of Shar LLC are Akris LLC and Skatt CJSC. These companies were chosen among the others because their share in the Moscow market is approximately the same as Shar LLC. In addition, these companies work in the same areas as Shar LLC. The expert group included independent specialists in the field of tourism market research. They were asked to evaluate the company's position in the market according to the proposed criteria.

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

Table 5

Comparative characteristics of competitors of Shar LLC

Table 6

SWOT analysis of Shar LLC

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

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

The company's position in the market can be improved if marketing research of the industry, customers, and services is carried out within the company; if an effective development strategy is developed, the quality of customer service is improved, and new services are offered to customers.

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

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

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

Table 7

Possible development strategies for 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.

availability of experience, competencies;

the presence of stable connections;

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 a new business area;

attracting additional resources;

entering a new market;

risk of losses from incompetence.

Comparing the opportunities and threats when implementing these options, the most preferable strategy is deep market penetration. Positive factors that make it possible to implement this strategy have already developed in the company. Experience in this business is 6 years. The presence of many potential consumers in the market allows you to expand the company’s customer base. Limitations can be neutralized in the following way: constantly monitor the state of prices in the industry, develop competitive advantages, that is, complete the task of creating a unique service.

Today, travel agencies sell practically the same product; on mass destinations they fill the same charters, the same hotel base. This is understandable: working on the flow, selling standard tours is profitable - minimum investment, maximum efficiency. Individual tourism is more expensive and, accordingly, brings more income per unit of sales, but also requires greater costs from the agency itself - both temporary and material. But the client himself often does not want an original holiday, 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 lack of obviousness of the circle of paying customers.

3.2. Mechanism for implementing the chosen strategy

The long-term development strategy of the company should be aimed primarily at creating the image of Shar LLC as a high-level company. The main goal of this strategy is to attract new clients 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 the services provided and flexible tariffs for trips, meeting the wishes of the client.

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

show emotionality, empathy, and trust in conversations with clients;

focus clients’ attention on the beneficial aspects of the offered tours;

increase buyer interest by referring to positive reviews and own experience;

be able to present souvenirs, thereby evoking 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 their trading activities; undermining competitive incentives; creating a commitment to cooperation among retail firms; bringing your offer to new retail outlets.

Stimulants:

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

providing discounts from the announced prices for group trips in the event of an increase in sales, especially during the off-season period;

providing free service to retail company employees accompanying tourist groups on trips;

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

holding tourist exchanges where tours are sold on preferential terms(first hand right, pre-emptive right, discounts from announced prices, etc.);

distribution of catalogs among potential partners;

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

Study trips have become the norm in the modern 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 tourism product;

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

such trips are organized in the off-season (before its start);

standard duration - 1 week;

trip participants only pay for the flight;

The sales results of specific companies that took part in the study tour are monitored.

Incentives are planned based on the overall marketing strategy and the selection of the most effective means. Like advertising activities, sales promotion activities are carried out on calendar dates. These periods may be periods of active sales of tourist trips for the next year, periods coinciding with major tourism events.

Along with the implementation of sales promotion measures, their effectiveness should be constantly assessed. For this purpose, methods of surveying tourists and 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 for the enterprise.

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

The strategy was developed for the 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 serving individual tourists. The company receives foreign groups and provides high-quality services to corporate clients.

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

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

reputation in the market;

breadth of range of services;

labor productivity, staff motivation;

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 when implementing these options, the most preferable strategy is deep market penetration. Positive factors that make it possible to implement this strategy have already developed in the company.

To implement this strategy it was proposed:

1) The long-term development strategy of the company should be aimed primarily at creating the image of Shar LLC as a high-level company. The main goal of this strategy is to attract new clients 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 the services provided and flexible tariffs for trips, 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.

Bibliography

1.Constitution of the Russian Federation" dated December 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. Determination of the corporate mission of the enterprise.
• 3. Creation of a balanced system of goals and indicators of the degree of their achievement.
• 4. Definition of SBU of the enterprise.
• 5. Allocation of resources between SBUs.

The enterprise has a business portfolio consisting of several SBUs. SBUs differ both in potential and current financial parameters. Enterprise management needs to rationally distribute resources between SBUs. The decision on resource allocation is preceded by an analysis of the enterprise's business portfolio 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 specific indicators: market capacity, growth prospects, intensity of competition, profitability, level of government regulation, sensitivity to general economic fluctuations.

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

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

• 1. identify trends in the development of 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 enterprise needs to maintain a balance between SBUs that generate income and SBUs that require investment;
• 3. determine 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 established that most goods, as well as their markets, can be divided into six main types.

• 1) Tomorrow's breadwinners are new goods, the production of which is associated with high costs today, but will be profitable in the future.
• 2) Today's breadwinners are the goods that provide most of the enterprise's profits.
• 3) Intermediate category - products that can perform well if they are radically transformed.
• 4) Products of yesterday - products that in the past occupied leading positions, but are losing their leadership.
• 5) Trailing in the tail - goods that will never reach the planned level of sales unless cataclysms occur.
• 6) Fiasco - goods that should have been liquidated long ago.

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

Basic methods for analyzing the business portfolio of an enterprise.

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

Using the BCG matrix, the business portfolio of an enterprise is analyzed according to two variables: “Market growth rate” and “Relative market share”, Fig. 10.

Relative market share (competitor's share/SBU share).

	Difficult child.
Milch cow

Fig. 10. BCG Matrix.

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

The matrix consists of 4 quadrants.

• 1. Cash cows (today's breadwinners) - SBU (products), having a high share in slow-growing markets. Their market share is high, hence they have high profitability. These SBUs do not require 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 rapidly growing markets. Are considered as a priority area for resource investment.
• 3. Problem children (intermediate category) - low share in rapidly growing markets.
• 4. Dogs - low share in slow growing markets or declining markets.

Disadvantages of the BCG matrix.

• § market growth rates do not always reflect the true prospects of a business, since even a rapidly growing market can turn into an oversaturated market focused on low prices, and as a result, SBU profits may decrease;
• § 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 a 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's combined portfolio model. (designed to overcome the limitations of the BCG model).

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

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

The competitiveness (current and future) of an enterprise can be judged by: the dynamics of the enterprise’s share in the market; profitability dynamics; technical and technological equipment; marketing, R&D and production capabilities 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 the 3/3 matrix (Fig. 11).

High. Average. Low.

Market attractiveness

Fig. 11. McKinsey Combined Model

Complex 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 SBU in it.
• 2. The goal is growth in accordance with market expansion through additional investments.
• 3. Over time, the SBU's position may deteriorate. Investments are needed to increase the competitiveness of SBU.
• 4. The goal is generation Money(SBU must provide profit and not require investment).
• 5. The goal is cautious development, since SBU does not have a strong position in a not very attractive market.
• 6. The goal is to divide the SBU into two parts, one part receives priority in investments, and the other is deprived of them altogether.
• 7. The goal is the gradual removal of SBU (gradual switching of resources to other areas).
• 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 us to better estimate current situation SBU and outline ways for the development of the enterprise.

Flaws.

• § Model complexity.
• § Subjectivity of assessments and, consequently, ambiguity of results.

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

6. Use of synergies.

The considered models of an enterprise's business portfolio do not take into account the relationships between SBUs. However, relationships between SBUs certainly exist and are a source of increasing the efficiency of the enterprise as a whole. Therefore, when allocating resources between SBUs, it is necessary to take into account the possibility of synergies.

Synergy means that the total result exceeds the sum of its constituent factors. That is, two SBUs operating jointly will achieve greater results than those operating autonomously.

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

Value chain - demand information, R&D, logistics, production, sales, marketing reinforcement. Examples of the use of synergies: joint research and development department, centralized training activities, joint marketing research, exchange of information and knowledge, joint procurement, etc.

7. Planning a competitive strategy.

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

Research objectives.

• 1. Define Current state 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 problems 1 and 2, you can use Porter’s industry model (Fig. 12).

Porter's model identifies the factors that determine the average profit of an 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 the capabilities of the business, that is, the possibilities for the development of the industry and, in accordance with them, the capabilities of the enterprise.

The comparative competitiveness of an enterprise can be assessed using 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's model.