Marketing management at the corporate level and competitive strategies. Marketing management at the corporate level. Marketing objectives at the corporate level. Enterprise mission statement. Main functions of marketing in a company

The marketing management process consists of: 1) analysis of market opportunities; 2) selection of target markets; 3) development of a marketing mix;
4) implementation of marketing activities. All these stages and their contents are presented in Fig. 16.1. Marketing Management Process

Market Opportunity Analysis is the starting point of marketing activities. Management needs to know how to identify and evaluate these opportunities. Systems are used for this marketing information and research external environment. Each opportunity must be evaluated in terms of its relevance to the firm's goals and available resources. The analysis should reveal a number of market opportunities that are attractive from the firm's point of view. Each will require deeper study before settling on it as your next target market.

Selection of target markets. To ensure that the opportunity is attractive enough, the firm will need to conduct a more thorough assessment of current and future demand. If the result is positive, the next stage involves market segmentation to identify consumer groups and needs that the company can best satisfy. A market segment consists of consumers who respond in the same way to the same set of marketing incentives. A company can focus on one or more market segments. For each of them, the company must decide what position it wants to occupy in this segment. It should study the positioning of competitors' branded goods in the target market in terms of the attributes that consumers believe are most important. In addition, the volume of demand for possible combinations of product properties should be assessed. Then you should decide what exactly to create: a product designed to satisfy an unsatisfied need, or a product similar to one or more existing products. In the latter case, the company must be ready to fight with a competing product, introducing into the minds of consumers the idea of ​​\u200b\u200bthe differences of its product.

Development of a marketing mix. Having decided on market positioning (i.e., the position of a product that is different from others in the market and in the minds of potential buyers), the company develops a marketing mix to support it. The marketing mix is ​​a combination of four components: product, price, distribution methods and promotion methods. The company has to make a decision about total amount allocations for the main components of the marketing mix and within each of these components.

Implementation of marketing activities. To implement marketing activities, a company needs to create four systems: – marketing information; – marketing planning; – organizing a marketing service; – marketing control.

Organization of marketing in the company 1) The concept of marketing service. 2) Marketing service organization system. 3) Basic principles of organizing a marketing service.

Marketing management at the functional level includes the following: market segmentation, selection of target segments, positioning and repositioning, development of the marketing mix.

Segmentation. The market is heterogeneous - there are different groups of buyers with unequal price elasticity of demand. Thus, if the management task is to implement a policy of price discrimination, the following is necessary:

Based on consideration of marketing as an open management system, a comprehensive description of the content of marketing management is given. The main attention is paid to the levels of marketing management; marketing system and its functional connections; management marketing decisions, strategies and parameters of the marketing mix; product management, merchandising, price and promotion; marketing programs and technologies; marketing and market research; controlling and monitoring; assessing the quality and effectiveness of marketing; audit.
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 presented in Fig. 2.2. 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.
The matrix is ​​formed by two indicators: 1) sales growth (calculated as an index of sales growth 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.

Fig.2.2. Structure of sectors of the BCG matrix

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 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 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 different 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 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 “sales growth” coordinate system – 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 2.1). Table 2.1. Types of strategies depending on market share

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;
- expansion of production, the costs of which can only be recouped with a significant volume of sales;
- 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 attacking strategy poses significant difficulties in the following situations:
- work in markets with a high degree of monopolization; - release of goods that are difficult to differentiate.

Defensive or 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 the 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 a number of cases, according to certain goods 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 previous partners, and to ensure employment of the company’s employees);
- liquidation of a 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.

Marketing decisions at the corporate level. Portfolio strategies allow you to quite effectively solve issues of managing various areas of an enterprise’s activities in terms of their place and role in meeting the needs of the market and making investments in each area. Growth strategies provide an opportunity to answer the questions in which direction the company should develop in order to better meet market requirements, as well as whether its own resources are sufficient for this or whether it will be necessary to go for external acquisitions and diversify its activities. Competitive strategies - determine how the company can provide a competitive advantage in the market in terms of greater attraction of potential consumers and what policy to choose in relation to competitors.

Marketing solutions at the functional level. Market segmentation strategies allow an enterprise to select areas of the market that are segmented according to various characteristics. Positioning strategies make it possible to find an attractive position for the company's products in a selected market segment relative to competitors' products in the eyes of potential consumers. Marketing mix strategies - form a marketing mix that ensures the enterprise solves the problems of growing sales, achieving a certain market share and creating a positive attitude among consumers of the enterprise's products in the selected segment, and also form long-term mutually beneficial relationships with consumers, intermediaries and suppliers.

Marketing Solutions at the instrumental level. Product strategies- ensure that the range and quality of the enterprise’s goods correspond to the usefulness (value) that potential consumers in the target market expect from them. Pricing Strategies- allow you to convey the value of the product to consumers. Distribution Strategies- provide an opportunity to reach target markets, organize for consumers the availability of the company’s goods “at the right time and in the right place.” Promotion Strategies- present the product (service) in an attractive way target audience form, convey to consumers information about beneficial properties all elements of the marketing mix. Strategies for forming partnerships- allow you to increase loyalty, form long-term mutually beneficial relationships, retain old and attract new customers.

Topic 2. Marketing management at the corporate level

The company's mission may change as its business portfolio changes, new types of products are introduced into it, and as it enters new markets.

When defining or redefining the mission, it is necessary to determine the role of the company by answering the questions: What is her business? Who is her client? What is of value to the client? What will your business be? What should your business be?()

An enterprise is a leader if it has competitive advantages. “Competitive products are the overwhelming majority of new products, that is, they differ from others by having either additional consumer characteristics or advantages in terms of cost parameters”()

Competitive strategies are determined by:

Type of competitive advantage (low costs or differentiation).

The area of ​​achieving competitive advantage (a broad or narrow goal towards which a company is focused within an industry).()

1. What are the main tasks of the parent organization?

2. What determines the mission of the organization? What does it determine? Develop an example of a company mission statement.()

Long term and sustainable development company is based on the system strategic management, the fundamental element of which is corporate strategy. Depending on the level of management in a diversified (multi-profile) company, there are three levels of strategies (Fig. 2.1):

• corporate strategy;
• business strategy (business);
• functional strategy.

Rice. 2.1.

Corporate (portfolio) strategy - This is a strategy that characterizes the general direction of the company’s growth and the development of its production and sales activities. Strategic decisions at this level are the most complex, as they affect the company as a whole. It is at this level that the product strategy is determined and agreed upon. As part of the corporate strategy, the choice of business units (strategic business units) in which investments should be directed is determined; issues of production diversification are being resolved in order to reduce economic risk and obtain a synergy effect; changes in the company structure; mergers, acquisitions, entry into integration structures, etc. For example, a company IBM suggests how software, and servers, since each direction is strategically significant for the company, corresponding strategic business units are formed, and the goal of the corporate strategy is to ensure long-term consistent joint activities in these directions.

Business Line Strategies or business strategies are developed for each independent business unit of the company, taking into account the corporate strategy and are aimed at ensuring long-term competitive advantages. These strategies determine how a company will compete in specific markets. commodity markets, to whom exactly and at what prices the product will be sold, how it will be advertised, how it will achieve victory in the competition, etc. In a non-diversified (single-product) company, corporate strategy coincides with business strategy.

Ensure the implementation of corporate and business strategies are designed functional strategies - development strategies for the company's functional divisions. In practice, functional units within a company's business units often overlap; for example, each business unit may have its own sales department, the strategy of which may differ significantly from the others. General functional strategies provide a significant increase in the efficiency of a company's business processes due to a synergistic effect. Decision on general requirements Such strategies are adopted at the corporate level of company management.

R&D strategy determines the directions for the development of the company’s research and development activities in accordance with the corporate strategy and directions of development of business units; production strategy includes promising areas of development production processes and technologies; financial strategy forms the basic principles of financial management: sources of profit and investment directions. HR strategy includes a list of required employee competencies, principles of recruitment, training and advanced training, as well as remuneration and incentives. There are other functional strategies.

Marketing strategy - a set of basic marketing solutions, aimed at achieving the general goal of the company and based on an assessment of the market situation and capabilities of the company, as well as other factors and forces environment marketing. The elements of the strategy are:

• long-term marketing goals (plans, programs) that determine the organization’s activities for the future (strategic goals);
• marketing technologies with the help of which strategic goals are achieved;
• resources that will be used to achieve strategic goals;
• a marketing management system that ensures the achievement of strategic goals.

Marketing strategy determines target consumers(based on market segmentation) and competitive advantages of the company(see paragraph 2.3.) on the market (based on competitive analysis), taking into account which it is developed marketing mix, which details it in directions product, pricing, sales and communication policies(see Chapter 3).

As part of the marketing strategy, programs are developed and implemented brand management. Brand creation is based on the results of market segmentation, determining the preferences of target consumers and product positioning, those. forming its special place in the minds of the consumer against the backdrop of competitive offers.

The marketing strategy should be aimed at making optimal use of the company's capabilities and preventing management errors that could lead to a decrease in the efficiency of its activities. Within the framework of the strategy, consistent active influence is carried out on the market, its formation, and the conquest of target positions for the company on it.

The strategy development stage involves not only defining policies, but also developing measures and activities, as well as methods for achieving goals. Marketing strategies are developed several years in advance, specified in projects, programs, practical actions and implemented in the process of their implementation.

Typically, an organization chooses a strategy from several possible options. At the same time, it may be faced with a fairly large number of alternative strategies that correspond to the strategic goals of the organization. Thus, in the case of a company’s focus on customer development, customer-oriented strategies are used (see paragraph 2.1.), in a situation where the company strengthens its competitive position, strategies for ensuring competitive advantage are used (see paragraph 2.3.), the level of market competitiveness and the strength of competitors is determined !" selection of a strategy for competitive behavior, while companies must take care of their development through the implementation of development strategies in domestic or international markets (see paragraph 2.4).

As noted in Chapter 1, marketing is increasingly penetrating the management system and becoming core of strategic management(Fig. 2.2). This is due to the fact that it is marketing that pays attention to the key factor of the company’s success - its consumers, thereby creating an external competitive advantage.

Choice target group consumers is of key importance for the development of a marketing strategy: a strategy that is successfully implemented in one market may be categorically unacceptable for another type of consumer. The segmentation process precedes any strategic developments of the company.

Market segment - a homogeneous population of consumers who react equally to a product and marketing actions.

Segmentation (segmentation) - the process of dividing the market into groups of consumers according to predetermined criteria makes it possible to concentrate funds on the most effective direction(the most attractive segment).

Market segmentation is, as a rule, a mandatory element of strategic marketing. Marketing demand research has ultimate goal its targeted regulation, and it will be effective if differentiated among different consumer groups. Quotes from famous marketers speak about the role of segmentation in strategic marketing.

“If a firm fails to segment the market, the market will segment the firm” (Peter Doyle). “If you don’t think in segments, then you don’t think at all” (Theodore Levitt).

Example 2.1

At the end of the 1970s. company Canon searched for new markets for electrographic indirect copying devices.

Having studied the size of the offices of various Japanese companies, the company's management decided to turn to the previously unreached (including the company Xerox) segment. Small offices became this segment: photocopying machines would be useful for their work, but not the high-speed devices that the market offered. IN Salop We were confident that inexpensive, economical devices would be in great demand. The company developed a business concept for a "personal desktop" copier that could not only start a new market, but also serve to decentralize the copying process in large offices. This world's smallest and lightest copier - a truly revolutionary product - effortlessly created new market.

Target segment (market)- a segment selected as a result of research into the sales markets of a particular product or service, characterized by minimal marketing costs and providing the company with the main share of the result of its activities (profit or other criteria for the purpose of introducing a product or service to the market).

Macrosegmentation - this is a division of the market into parts depending on the type of need being satisfied (determination of the scope of activity, selection of the base market).

Microsegmentation - This is the identification of a target segment(s) within a selected base market.

Segmentation goals are:

• searching the market for those buyers whose demand the company can satisfy today and in the long term;
• identification of an unoccupied market area (where there is no competition or it is weak);
• identifying a market area where the rate of profit is above average.
• Concentrating efforts only on those customers whose needs the company can satisfy better than others.
• determining the zone of active consumer reaction to marketing actions;
• exclusion of those buyers whose demand can be better met by competitors.

Segmentation is most often carried out by large and medium-sized companies. Small companies tend to focus on market niche - a narrower section of the market (segment within a segment), where the uniqueness (originality) of a product or form of service allows the company to be competitive. As a rule, these are areas that offer growth prospects for the company itself or are unpromising in terms of capacity for large companies. The niche is called vertical, if the product ( product group) satisfies the needs of different groups of the population; horizontal - if different goods (services) are used.

The criteria for correct segmentation are considered to be:

• segment measurability (the ability to measure characteristics and boundaries);
• accessibility of the segment (the ability to use the existing distribution channel and methods of product promotion acceptable to the company);
• profitability of the segment (high capacity of the segment for the long term).

After segmentation, it is necessary to assess, on the one hand, how attractive the resulting segments are for the company, and on the other hand, whether the company, based on its own core competencies (see Section 2.3), can create a competitive offer for various segments.

Example 2.2

Creative segmentation can be a significant competitive advantage because it allows a company to at least temporarily focus on a part of the market where competition does not exist. French company Dapope created a brand of fruit and fermented milk products "Rastishka", for the first time aimed at preschool and younger children school age. Despite the fact that on Russian market yoghurts at the beginning of the 21st century. There were many competitors; initially no one opposed Rastishka in the children's segment. And today this brand is the leading one in this segment.

To successfully achieve strategic goals The buyer must be integrated into the center of the organization's planning process. This problem is solved using a set of measures strategic marketing, whose ultimate goal is to develop customer-oriented marketing strategy, supporting the implementation of corporate strategy. Thus, marketing strategy can be considered not only as a functional strategy, but also as the most important component business strategy.

Customer focus - it is the ability of an organization to generate additional profit by deeply understanding and effectively meeting customer needs.

It should be kept in mind that the term "client" is broader than “consumer” and also includes members of the business community: partners, resellers.

A customer-oriented strategy is developed based on the current market situation and trends emerging in the market; its implementation permeates various business processes. Particular attention is paid to customer relationship management processes: order formation, implementation of marketing programs; interactive interaction with the client, after-sales service, etc. Operational processes that ensure timely delivery of products and the required cost, innovative (development of new and modernization of existing products) and other processes are ultimately also aimed at meeting customer needs. Thus, the practical implementation of a customer-oriented business model has the character of global changes in the company, affecting all major business processes, and not just business processes responsible for interacting with customers - sales, marketing, after-sales service.

Appearance customer relationship management concepts It has essentially become a business response to the increasingly complex needs of customers who are becoming more and more discerning. Now it is not enough to sell a product or service to a client, they must be sold correctly: presented, showing awareness of the client’s preferences, tastes, capabilities, and packaging the product or service accordingly. The client is personalized, the forms and methods of working with him become the basis of the company’s corporate business model. An ideology of customer focus for the entire company is being formed. The concept of customer relationship management is designed, first of all, to ensure increased loyalty of the company's target customers (Fig. 2.2).

Customer focus becomes especially beneficial when high level competition, since if the market is saturated with goods, the cost of attracting a new client significantly exceeds the cost of retaining an existing one.

Rice. 2.2.

The implementation of a customer-oriented strategy is usually associated with changes corporate culture and implementation of specialized information (CRM) systems. It views sales not as a separate act carried out by a specific seller with a specific buyer, but as a continuous process of communication in which everyone is involved company member, as the art and science of employees using customer information to gain customer loyalty and increase value. The goal is to build a personal relationship with the client, regardless of what position the employee holds, what department he works in, or where the office is located.

The concept appeared life cycle client, including stages from the first contact and attracting his attention to the product (service) and ending with maintaining loyalty.

Customer life cycle- this is the period of time from the moment of acquaintance potential client with the company and its product until the client refuses further interaction.

The stages of the customer life cycle presented in Fig. 2.3, are characterized by changing over time

Rice. 2.3.

me by the client's behavior towards the company. Customers enter into a relationship with a company and, over time, decide whether to continue the relationship or end it. At any point in the customer’s life cycle, with varying probability, they can continue their relationship with the company.

By accumulating information about customer interactions, you can predict customer behavior over the life cycle and achieve maximum ROI from marketing efforts by targeting those customers who are most likely to buy, trying to retain customers whose interest is waning, and not wasting money on outside customers. which the likelihood of purchases is low.

Any organization must first answer five basic questions.

• 1. Who is my client (his attitude, perception, behavior, needs)?
• 2. Where, in what place does the client contact the organization?
• 3. Is the organization's offer more attractive than competitors' offers, and why?
• 4. How effectively is the relationship with the client built?
• 5. When and why does this relationship end?
• 6. What does it cost the organization to gain or lose such relationships?

In conditions modern market the emphasis in the client’s relationship with the company has shifted: if previously the client received an idea of ​​the company based on its product, now he builds his attitude towards the company as a whole - as a partner with whom he interacts through various channels - from a telephone call to the Internet and personal visit. At the same time, consumer demands have become significantly more differentiated, and personalized forms of interaction.

The “pyramid” of client values ​​has also changed. The typical manufacturer strategy in an industrial economy was aimed at customer satisfaction and was based on the following "pyramids" of motives:

• product availability (the company has what I want);
• value (price meets my expectations);
• convenience (the product is easy to obtain and use);
• trust (I am confident that the product is reliable and of high quality). In the era of the electronic, “new” economy, the highest goal is loyalty, and mutual - not only the client is loyal to the company, but the company is also loyal to the client.

Loyalty- it is the willingness of the client and the company to maintain a long-term business relationship.

One of the indicators of customer loyalty is repeat purchases. For example, a study conducted by Dell showed that the motives that led to repeat purchases through their online store were in the following order:

• quality of service;
• delivery of the order on time;
• Possibility of delivery to any place;
• ease of ordering;
• the company has a wide selection of products;
• access to complete information on all products;
• convenient system site navigation;
• price.

Customer loyalty is based on a high degree of customer satisfaction. Satisfied customers who remain loyal to a single service company for many years are usually more profitable than new ones: the company minimizes the costs associated with attracting them, satisfied customers recommend the company to their friends and acquaintances and are less sensitive to price.

For example, P. Doyle provides the following data that Loyal consumers are a company's most valuable asset.

• 1. If in the first year a consumer brings a profit of 1 thousand US dollars to the enterprise, in 10 years the amount will increase 50 times. This is explained by the fact that loyal consumers purchase more of the company's products, are less sensitive to price increases, and bring other consumers with them.
• 2. Attracting new consumers is not cheap. Attracting a new consumer will cost a company 3-5 times more than retaining an existing one. Costs are associated with conducting marketing research, organizing advertising, sales and negotiating with potential buyers.
• 3. There is an increase in the number of regular consumers. Every year, the average company loses 10% of its customers. If the figure is halved, profits will increase by 85%.
• 4. “Very satisfied” consumers contact the company again. The likelihood that they will contact the company again is 6 times higher compared to the likelihood of a repeat purchase by “simply satisfied” consumers. In addition, they will tell their friends about the company.
• 5. Dissatisfied consumers will definitely warn their friends and acquaintances against the sad experience. On average, one such consumer will warn at least 14 people, so the loss of one consumer could result in losses of $10,000 over the customer's life cycle, and total losses could be 14 times that amount.
• 6. The most dissatisfied consumers do not voice their complaints. They will share their dissatisfaction with acquaintances and friends, 4% of them will file a complaint against the company. For every consumer who made a complaint to the company, there are another 26 people who had problems with it, and 6 who encountered serious difficulties when contacting the company.
• 7. A satisfactory response to complaints only increases consumer loyalty. In this case, the buyer who filed a complaint, as a rule, subsequently shows a more loyal attitude towards the company than those who did not experience any difficulties.
• 8. Low quality of the product is not the most significant factor in refusing the company’s services. Only 14% of consumers leave the company for this reason, 2/3 - because of indifferent or unacceptable attitude towards them from the sales staff.

Thus, investments in working with existing customers directly determine the efficiency and sustainability of the business.

Sam Walton, founder of the world's largest organization retail, annually touring all his stores, reminded everyone, from cashiers to managers, that " only person"The one who can fire us all is the buyer." He was convinced that it was consumers who determined which organizations would prosper and which would fail. Walton perceived consumer power as a real market phenomenon - when making their choices in the market, buyers vote for "candidates ", which, in their opinion, must necessarily survive in the hyper-competitive retail market.

Thus, the concept of customer relationship management, which is one of the foundations of strategic marketing, essentially becomes general corporate ideology, on which the company’s business is built and a development strategy is developed. This ideology permeates all the company’s main business processes: from production and development to sales and after-sales service. The corporate ideology is based on Company's mission, defining the main goal of the enterprise, related primarily to what the company is ready to offer its customers. Thus, mission development should also be based on marketing principles.

All major corporate services and divisions are involved (in direct or indirect form) in the implementation of corporate ideology. Customer relationship management is not a function of one separate department; this function becomes part of the company’s corporate culture, influencing the company’s organizational structure, the behavior of employees inside and outside it, and the company’s external communications system.

Therefore, under conditions of increasing market competition marketing becomes system-forming control element, ensuring the development and implementation of a client-oriented development strategy for the company.

• Mintzberg G., Quinn J. B. Ghoshal S. Strategic process: concepts, problems, solutions // URL: http//mgt-edu.ru/14-86.php
• Doyle P. Management: strategy and tactics. St. Petersburg: Peter, 1999. P. 67.
• Blackwell R., Miniard P., Angel D. Consumer behavior. St. Petersburg: Peter, 2007.

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

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

At the corporate level we can distinguish:

Portfolio strategies,

Growth strategies

Competitive strategies.

1. Portfolio strategies make it possible to quite effectively solve 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 making investments in each area.

2. growth strategies make it possible to answer the questions in which direction the enterprise should develop in order to better meet market requirements, as well as whether its own resources are sufficient 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 a company can gain competitive advantages in the market from the point of view of greater attraction of potential consumers and what policy to choose in relation to competitors.

Marketing practice considers a “portfolio” as a collection of, as a rule, independent business units, strategic units of one company or firm.

“Portfolio analysis” (“portfolio analysis”) allows you to present in matrix form the results of a study of the areas of activity of an 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 reduction in resource costs per unit of production. The growth is also associated with the stages of life cycle in the market. As for profitability, as research shows (PIMC project), it is significantly related to the share occupied by the enterprise.

Portfolio strategies are ways to distribute limited resources between business units enterprises using criteria for the attractiveness of market segments and the potential capabilities of each business unit.

Management of enterprise resources based on the choice of economic directions of market activity is carried out using:

BCG matrices

G-I-Mackenzie Matrices

In the very general view they are based on a combination of assessments of marketing capabilities and the internal potential of the enterprise (its business units)

The BCG matrix (in the 60s) is a particular manifestation of the general portfolio approach. Marketing growth opportunities are indicated by indicators rate of change in demand for the company's products, as indicators of attractive markets.

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

Demand growth rate- calculated based on sales data for a particular product in a particular market segment. In relation 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 value 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 dividing line passes through 1. If the ratio of the enterprise’s share to the competitors’ share is below 1, then it is low. If > 1, then the enterprise’s share is high.

The two-dimensional BCG growth/share matrix is ​​used primarily to evaluate choices strategic zones development of the enterprise and assessment of investment needs experienced by individual business areas, products, and market divisions. Each of the 4 quadrants describes a significantly different situation that requires a separate approach from the point of view of both investment and development of a marketing strategy.

Possible strategies:

"Stars"- maintaining leadership;

"Cash Cows"- obtaining maximum profit;

"Difficult Children"- investment and selective development;

"Dogs"- leaving the market or low activity.

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

On practice redistribution of resources between business units leads to conflicts - the manager of the “dogs” will try to hold on, the “cash cows” will be indignant, and the “difficult topics” will be embarrassed.

The usefulness of the “BCG Matrix” is to determine the position of the enterprise as part of a single portfolio, to structure problems, and to generate promising strategies.

Fast-growing areas require capital investment, while slow-growing areas have excess funds. You can calculate the share of each direction in sales volume and profit.

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

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

For example, it is impossible to evaluate zones located 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. also remain outside the scope of analysis.

Matrix G and Mackenzie

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

This matrix was proposed by the Mackenzie company, 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 average level economic zones. Makes it possible to use it in conditions of unstable development.

Index "market attractiveness"(economic directions) are determined by a set of various factors. This:

Market size and growth opportunities;

Profit rate;

Price level;

State of competition;

Barriers to market entry;

Social role;

Legal restrictions, etc.

The quantitative assessment of “market attraction” using the Ansoff method is calculated as follows

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

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

The prospect of future R (“rate of profit”) is determined by experts based on 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 to which important trends and events will impact the relevant business area.

Index "strategic position"(competition, status, internal potential) is assessed using various factors:

Net income;

Production capabilities;

Financial position;

Sales efficiency;

Price competitiveness;

Market image;

Enterprise culture;

Leadership style, etc.

Quantitative assessment of this calculation indicator

Strategic position = investment position * market position * potential state

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

The disadvantages and limitations of the matrix include what is required large quantity information and it is difficult to operate with them.

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

Rice. Multidimensional G-I-Mackenzie matrix

It allows you to determine 3 main strategic directions within which the 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 between the actual market strategy and the optimal one from the point of view of the possibility of achieving leadership in the market, differentiates activities, and forms the commitment of potential consumers, creating an attractive image, etc.

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

3. If each of the three indicated indicators = 1, then this means that the enterprise 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- this is a manifestation of its types business activity, which can be based on 3 growth opportunities:

Limits to growth, i.e. intensive development at the expense of our own as a result economic activity;

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

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

Growth strategies are models for managing an enterprise by selecting the types of its business activities, taking into account internal and external opportunities, distribution channels, personnel training, creating a positive image, etc.

1. Defensive strategy(saving positions) - marketing activities is aimed at replacing unprofitable products, creating incentive prices, reducing delivery times for goods, and creating new market niches.

2. The reinvestment strategy (withdrawal, liquidation) is associated with a reduction in the production of goods, curtailment of relations with the media, and refusal to stimulate sales.

Thus, the portfolio approach is based on:

Clear structuring of the enterprise’s activities by division, market, product;

Developing specific metrics to compare strategic value various directions;

Matrix representation of the results of strategic thinking.

Growth is controlled using:

a) Ansoff matrices (product/market)

b) External acquisition matrix (area/strategy type)

c) New BCG matrix (products/costs)

I. Ansoff matrix is a tool for classifying products and markets depending on the degree of uncertainty of the product's prospects for a given market

It is known that it is more difficult to sell completely new products than well-known ones. 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 probable risk.

Sales forecast = Potential sales volume x Amount of probable risk.

Calculated as established

capacity given by experts

market segment

The sales forecast is correlated with the expected costs of implementing this strategy.

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

1) Penetration strategy:

Stimulating purchases by traditional customers (product replacement, frequency of use, etc.)

Increasing market share

Attracting buyers from competitors;

Attracting new customers;

Finding new uses

2) Market development strategy:

Entering new consumer segments;

Entering territorial markets;

Access to sales networks.

3) Product development strategy:

Innovation;

New brand;

Assortment modification;

Improving product parameters, developing instrumental and emotional characteristics

Diversification strategy:

New products for new markets

• 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 “Competitiveness of SBU” includes: market share of SBU, profitability, competitiveness 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 show good results, 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).

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) , likelihood of new competitors, threat of substitutes, market entry barriers, profitability, public attitudes and social trends, laws and government 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 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 strong and weak sides enterprise, its opportunities and threats in the future. Consequently, the combined portfolio model allows us to better assess the current situation of the 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 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. 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 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.

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