Factors influencing the marketing strategy of a motor transport enterprise. Development of a marketing strategy for atp. Organizational and methodological support of the process

Development of a marketing mix for services. Price policy enterprises. Service promotion policy. The relevance of services marketing at present is due to the fact that despite the decisive role of services in modern economy service marketing is still underdeveloped.

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DEVELOPMENT OF A MOTOR TRANSPORT ENTERPRISE

The need for continuous and targeted development of ATP is determined by the fact that cost-effective transformations of ATP are a prerequisite for extending its life cycle.

Every ATP goes through certain stages of change. Sometimes the cause of these changes is determined by the external environment. Thus, the massive disaggregation of domestic ATPs in the 90s. XX century occurred in connection with the general economic situation in the country. In other cases, enterprise managers themselves come to the idea of ​​the need for innovation, for example, they recognize the need to purchase cars that would allow them to master international transportation, and/or the need to expand the marketing function in a certain situation in the transport services market. Changes, if combined by area of ​​implementation, may concern:

Equipment used at ATP and production technology transport services. Such changes affect the methods of organizing transportation and the technical impact on rolling stock, affect the composition and structure of the vehicle fleet and other fixed assets, etc. The changes also involve updating the knowledge and skills of workers, corresponding to technical and technological innovations;

List and structure of transport and other services provided by ATP. This can be either changes in the quality parameters of already mastered transport services, or the provision of new services for a given transport service or its entry into a new market segment, etc.;

Structures of the organization of ATP management. The changes here concern not only the size of the ATP or the type of its organizational structure, but also the employee remuneration system, the organization labor relations, control and information systems, financial statements and planning methods, etc.;

Corporate culture. Here we're talking about about changes in attitudes, expectations, behavior of employees, about changes in norms and rules adopted at the ATP, etc.;

Other changes.

Justification and choice of strategy for the development of ATP. Changes carried out in the ATP must correspond to the ATP strategy (see Fig. 3.5), for the development of which employees are responsible higher levels management. In the current economic conditions, justification of the development strategy of ATP is one of the leading tasks of managing its production and financial activities.

It should be borne in mind that often the development strategy of ATP is determined without the help modern methods, as a result of which the strategy is replaced by a long-term development plan for the ATP. Such a substitution is unjustified, since long-term planning in connection with the rapid dynamics external environment at present it often turns out to be untenable.

The ATP development strategy involves the use of such a form of managed development as innovation. Those changes that occur in the ATP against the will of managers do not belong to innovations. A simple increase in quality or quantity according to any specific characteristic (for example, an increase in the number of drivers, updating the same type of rolling stock, etc.) is also not considered an innovation. Innovation can be called that purposeful change that introduces new relatively stable elements into the ATP. This is a sign of the transition of the ATP as a system from one state to another (more stable).

The justification of the development strategy is carried out on the basis of an analysis of the external environment of the ATP and the internal factors of the effectiveness of its activities, taking into account their interrelations and the synergistic effect caused by these interrelations.

Present textbook we do not detail the content and methods of analysis preceding the development of a strategy, since they are the subject of consideration academic discipline"Strategic planning". The literature on these issues is presented quite widely. In addition, in Chap. 7 given general description organizations analytical work at the enterprise. Without dwelling on the analysis procedure, we nevertheless emphasize that right choice ATP development strategy largely depends on the quality of its comprehensive diagnostics.

The enterprise development strategy should reflect not only the focus in solving its main problems, but also the real capabilities of the ATP (financial, organizational, personnel), and also take into account the most likely changes in the external and internal environment. The characteristic features of the strategy are its continuity and transformation, which determines the need for constant management of the development of ATP.

In addition to the general development strategy for the ATP, a large ATP can also develop:

business strategy, aimed at providing effective strategies for the development of certain types of activities, for example

Measures: container transport; expeditionary activities; international transport etc.;

operational strategy, installed for main structural units, for example, for a geographically separated branch of ATP;

functional strategy, formed for each functional area of ​​a certain area of ​​activity of the ATP. So, this could be a logistics strategy developed by ATP, a financial strategy, a marketing strategy, HR strategy, strategy for information and analytical support for enterprise management, etc.

The development of ATP in accordance with its chosen strategy can occur in the form organizational redesign, which is achieved by the following interrelated actions:

Determining the prospects and goals for the development of ATP, developing indicators for achieving these goals and general program necessary actions to transform the ATP;

restructuring(structural reform) - carrying out a set of measures for the comprehensive restructuring of the ATP in accordance with the strategy for its development. This is a chain of interconnected organizational innovations designed to enable an enterprise to acquire the ability to adequately respond to dynamic changes in the external environment and achieve current and long-term competitiveness;

Establishing clear procedures for improving the communication of the ATP with the external environment, which allows increasing the adaptability of the ATP through intra-organizational restructuring;

Providing ATP workers with new knowledge, new skills and tasks, forming a positive view of workers about the benefits expected as a result of restructuring and labor remuneration systems.

The restructuring of the ATP can be considered a highly effective lever for increasing the competitiveness of the ATP, since it involves improving the structure and functions of management; technical and technological transformations; change in the financial and economic policy of the ATP. The implementation of the ATP restructuring program is directly related to its innovativeness - the ability to master innovations in the technical, technological, managerial and other areas of the financial and economic activities of the ATP. Typically, restructuring involves restructuring the assets of the ATP.

Determining the priority of restructuring tasks and the order of their solution. Despite the fact that the restructuring should be comprehensive, during its course it is necessary to establish the priority of the tasks to be solved and determine the order of implementation of projects. Such an assessment can be carried out on the basis of an analysis of development objectives

ATP identified as a result of its diagnosis. Such tasks may include updating rolling stock; use of subcontractual relations; transition to another type of organizational structure; merger with another transport company; use of progressive methods of organizing transportation; development by the enterprise of production of other services (other products); implementation of a transportation quality management system or a general quality management system; decentralization of management and formation of responsibility centers; changing the logistics scheme; optimization of administrative load; implementation of adequate information technologies; introduction of standards of conduct for ATP workers, etc.

Having compiled a general list of restructuring tasks, this list should be streamlined - to eliminate duplication of tasks, their mutual inclusion, and also to equalize the scale of tasks. Problem formulations that do not meet these requirements should be excluded from their general list. In this way, comparability, interconnection and at the same time some autonomy of tasks are achieved.

The updated list of restructuring tasks should be subject to expert assessment, as a result of which the rank (significance) of each task is established and the tasks that are most relevant for the ATP at the given moment of its existence are selected. Tasks that do not require immediate resolution can either be excluded from the list or placed on the next priority task list.

The most pressing restructuring tasks are then assessed from the standpoint of the likelihood of their successful solution. Here, both the financial capabilities of the ATP and the degree of its competence in solving individual problems are taken into account, i.e., how possible it is to overcome the influence of external factors in the course of solving problems. At this stage, tasks are selected again, i.e. their list is shrinking again.

Those tasks that are successfully formulated and at the same time assessed as particularly relevant, and can also be solved mainly by the ATU itself, are considered further from the point of view of the ATU strategy: it becomes clear how the solution of these problems corresponds to the strategic goals. The restructuring program includes those tasks that satisfy this requirement.

Such a multi-stage selection of tasks makes it possible to ensure the effectiveness of the measures provided for by the ATP restructuring program and to avoid the scattering of the enterprise’s forces and resources.

Restructuring (reforming the structure) may include any changes in the range of services produced by the ATP: a change in the structure of its capital; business education

Non-units; procedures for mergers of enterprises, etc. Therefore, restructuring is not only an economic, organizational and managerial category, but also a legal one.

Most often, restructuring includes four main stages:

1) diagnostics financial situation ATP, analysis of its technical and economic status, assessment of strengths and weaknesses, marketing research in the transport services market, ranking of problems, identification of the main tasks of restructuring;

2) clarifying the enterprise development strategy, taking into account the diagnostic results and identifying individual strategic subgoals. Formation of an organizational concept for the development of ATP;

3) designing changes in composition and organizational structure management and in the composition and structure of the management personnel of the ATP. If radical changes are expected (reorganization of the enterprise), then it is necessary to develop a detailed project for these changes, providing for solving issues of personnel selection, legal support, engineering and information support activities of new structural units, internal pricing, financial control, etc.;

4) development and implementation of a program of measures to restructure the enterprise in accordance with the conclusions adopted during the first two stages. The program indicates not only specific activities, but also the deadlines for their implementation, responsible executors, as well as the necessary financial resources.

Overcoming the socio-psychological problems of reforming the ATP. It is worth highlighting a group of social factors in the development of ATP. Particular attention to social factors is explained as follows.

The need to find general solutions to economic and social problems that arise in the process of human labor activity within the framework of a certain ATP is determined by the fact that the economic phenomena of ATP should be analyzed and designed taking into account the interests of both workers and ATP, and not only in connection with the final results of production financial activities ATP.

When designing solutions aimed at developing ATP, they most often proceed from the premise that all employees unconditionally share this goal and subordinate their other interests to it.

However, there are factors that complement, clarify, limit or even replace the goal of ATP development for a specific employee (group of employees). Some of these factors are listed below.

1. In an effort to maintain good relationships and not offend employees, employees may refuse to strictly adhere to those procedures that ensure the development of ATP. Thus, a transportation manager can deliberately weaken control over the activities of drivers, based on the desire not to enter into conflict with them, and give the opportunity to assign volumes of work, work “on the side,” etc.

2. Some performers may refrain from proposals and actions aimed at developing the ATP, since otherwise this will violate the order established and promoted by the leader. This applies, for example, to the widely used practice of involving drivers in repair and maintenance work, which is an economically irrational, but, unfortunately, a traditional solution for many ATPs.

3. The desire of employees to avoid risk may cause a refusal to implement certain development methods, even if these methods have been sufficiently tested and have proven themselves in the practice of other enterprises. In road transport, this desire is especially typical for small enterprises that prefer to avoid risk.

4. The interests of employees can be directed primarily to their own wages, and this interest is often stronger than the interest in the profit of the ATP, the income of its owners, etc.

5. It is possible that interest in the development of ATP fades into the background due to the desire of a certain group of leaders (managers) to maintain control in their hands. In particular, the struggle for power, the desire to improve status, etc. may lead to the adoption of decisions that are contrary to the goals of development of the ATP.

6. Such seemingly unexpected factors as the manager’s desire to implement charitable activities or the desire to be in harmony with one’s own conscience, as well as the desire of workers for special skills, self-valuable demonstration of their professional capabilities, etc. These factors may very likely come into conflict with individual decisions.

7. Even if there is a conscious desire of employees to develop ATP, this goal may still not be fully achieved due to the insufficient level of their professional competence, which may not be realized by employees or is not fully realized by them.

So, it can be noted that each of the problems of ATP restructuring is associated with making quite complex decisions, with overcoming not only information uncertainty, but

And the traditional underestimation of the socio-psychological problems of reform. However, if these problems are neglected during the transformation, then the structural reform (restructuring) of the ATP will not achieve the goal, and the enterprise will not move into a qualitatively new, highly efficient state.

General economic effect restructuring consists of four components: the effect from the point of view of the owner (manager) of the enterprise, from the point of view of creditors, from the point of view of the budget and social effect.

As a rule, the development of an enterprise requires investment of funds, and here the problem of enterprise investment comes to the fore, briefly presented in the next subsection and discussed in more detail in Chapter. 14.

The development of free market relations, their constant and continuous improvement was an important prerequisite strategic planning and growth in production volumes at automobile transport enterprises.

The word "strategy" came to modern theory control from military science (stratos - troops and ago - I lead). In the military field, strategy is determined based on a goal set from above and consists of determining ways to achieve it.

Enterprise strategy is a general long-term direction of development associated with achieving the long-term goals of the enterprise, within the framework of which management decisions are made. Strategy serves as a tool for fulfilling the mission, achieving the goal of the enterprise, prescriptive, determining the forms and methods of activity, the path to achieving the goal. The strategy is the basis for forming the procedure for distributing resources between the areas of activity of the enterprise.

The presence of a long-term operating strategy allows a transport enterprise to make targeted decisions in its current activities.

Strategic planning is the process of defining strategy motor transport enterprise by analyzing its strategic position in the road transport services market, examining internal and external environmental factors and developing actions that can lead to the achievement, retention, development and capitalization of its competitive advantages.

Strategic planning seems to be the only way to understand existing and future problems, formally forecast the development of the situation and justify profitable strategies for the operation of motor transport enterprises based on an assessment of their potential capabilities.

The strategic planning process of a motor transport enterprise is influenced by both internal and external factors. Internal factors include:

The nature of the transport process management system;

Availability of competitive factors in the transport process;

Costs and timeliness of cargo delivery;

Quality of cargo delivery;

Possibility of attracting additional financial resources;

Entrepreneurial skills management of the enterprise.

TO external factors relate:

The ratio of tariff indicators for transport services of competitors;

Advantages and disadvantages technical specifications transport services of competitors;

Advantages and disadvantages marketing policy competitors;

Remoteness of the clientele;

Solvency of the clientele;

Degree of clientele progressiveness;

Tax system;

Tariff level;

Licensing;

Investment policy.

Strategic planning should take into account the following: specific features road transport:

The high socio-economic importance of road transport, determined by the communication functions of transport services;

Greater competition in the market for motor transport services due to the functioning of state, municipal, departmental motor transport organizations and private motor carriers;

Increased risk of performing services due to the transportation process taking place outside of motor transport organizations, which creates the need to insure cargo and carrier liability.

The strategic planning algorithm can be presented in the form of the following stages:

Goal setting;

Strategic Analysis;

Strategic forecast;

Justification of the strategy;

Development of business projects.

The process of developing a strategy involves solving the following tasks: determining the overall strategy, clarifying the competitive strategy, clarifying the functional strategies of the enterprise.

Variety of different options general strategies can be reduced to three main types: strategy of stability, growth, reduction.

1. Stability Strategy– support for existing areas of activity enterprises.

2. Growth strategy– expansion of the organization, which can be carried out through penetration into new markets, through the absorption of competing firms, as well as through the creation of joint ventures.

3. Reduction strategy used when the survival of the organization is at risk. Its varieties are:

Turnaround strategy (refusal to produce unprofitable products, unnecessary work force, poorly performing distribution channels, search effective ways resource use);

Separation strategy (if there are several types of business, if one of them performs poorly, it is abandoned);

Liquidation strategy (sale of enterprise assets).

An organization can choose one of the types of strategies and apply certain combinations various types(which is typical for large, diversified companies).

Competitive strategy aimed at achieving competitive advantages. It should provide better indicators in terms of production costs, production of products with unique properties and focusing product sales on one of the market segments.

Functional strategy includes actions in all areas of production, economic and financial activities of the enterprise.

Diversification strategy production involves the diversification of monetary capital (distributing it between various investment objects in order to reduce the risk of capital losses or income from it), foreign exchange reserves, etc. Diversification can be horizontal (expansion of the range) and concentric (release of new goods).

Motor transport enterprises of general use, in particular those carrying out freight transportation, practically cannot compete with other carriers due to high prices for transport services. Cargo transportation is carried out mainly in the market of low-profit mass transportation of socially significant cargo, serving a regular clientele. Low profitability and high production costs do not make it possible to update rolling stock and enter more profitable segments of the transport services market. Often, the management of motor transport enterprises does not set long-term goals. Motor transport enterprises use basic (fundamental) development strategies to a lesser extent, and functional and business (competitive) ones to a greater extent.

Underestimation of the role of strategic planning in practice is often one of the main reasons for the crisis state of the ATP.

The goal is to explore the principles of developing a marketing strategy in conditions of a company's turbulent adaptability to the market situation.

Tasks:1. Identify factors that influence the process of developing a marketing strategy.

Develop a constructive model of the process of developing strategic plans for the development of a company.

Marketing strategy means concentrating strengths on the minimum market factors and is based on two essential conditions: strategic advantages, from the consumer’s point of view, in the form of a favorable price on the market; strategic goal of the company.

In the portfolio method, a company is considered as a set of strategic business units:

all activities of the company;

combination of “product - market”;

independent self-supporting centers in the sales and/or services department.

The objectives of portfolio planning are to create a harmonious overall portfolio for the company: risk, chances, dangerous development zones.

The goal is:

understand in detail the position of the company in the market (analysis of the actual state of the company);

determine goals, a system of goals, strategies and a set of measures;

merge private plans into a common one.

Depending on the goal, it is possible to analyze all the company's resources and create concepts for individual areas of activity, characterized by tqm that the market structure, consumers, market potential, competition and other changes in the marketing environment are too different.

To conduct portfolio analysis and use its results for long-term planning, you must:

have an understanding of the state of business activities, set priorities in their activities and budgetary allocations;

know the areas of the company's activities that promise success in order to direct investments into them.

As part of a portfolio analysis, the following steps must be taken:

Define and delimit the strategic units of the company.

Determine market attractiveness and competitive position for each strategic unit.

Determine deviation from standard strategy.

Solving the assigned tasks is implementation in practice

portfolio analysis.

Answering the following questions will help in determining the strategic units of the company:

Are there areas in the company that are related to the product according to certain criteria (quality, price, usefulness of the product)?

Are there areas in the company that have homogeneous and, accordingly, heterogeneous characteristics (consumers, product distribution system, market structure, especially entry into the market)?

Are there areas of the firm that have homogeneous and correspondingly heterogeneous characteristics (production process, research intensity, need for explanations, cost structure, financial needs, volume reduction)?

The information obtained will be used to identify areas that are as homogeneous as possible and that need to be combined into strategic units.

For greater convenience, all the characteristics of strategic groups should be divided into subgroups (product characteristics, market characteristics, production characteristics, economic and cost characteristics) and presented in the form of tables.

To determine the attractiveness of the market, the following questions are studied:

growth and market size (product volume, potential, degree of saturation);

market quality (organizational and technical level of production, security of know-how, investment growth, structure and stability of consumers, barriers to entry, competition, etc.);

the situation regarding competition (structure and intensity of competitors’ activities, price range, demand for goods);

state of the marketing environment (market conditions, inflation, legal environment, public opinion, government policy, ecology).

The second component necessary to build a portfolio matrix is ​​a position in the competition.

relative market position (finance, market share, profitability, risk, marketing potential);

relative production potential (mobility of technology, geographical advantages, economic security; supply of energy and raw materials);

relative R&D potential (level of research, potential and continuity of innovation);

relative qualifications of management and employees (professionalism, climate for innovation, quality of management, profit, synergies).

For each training subgroup, ATP and specific transport services are selected. Then market research is carried out. The results of the preliminary data are summarized in a table. The table data is processed using methods of probability theory and mathematical statistics.

If the actual portfolio gives an idea of ​​the areas of activity of the enterprise at the time of receiving information, then the target portfolio gives an idea of ​​​​the planned strategies for the strategic units of the company.

A differentiated study of individual areas of activity (the main task of the portfolio method) allows us to develop differentiated strategies for market activity for various strategic units. In table Figure 6.1 shows the classic standard strategy using the matrix.

Table 6.1 Classic matrix with nine fields

In essence, three main directions can emerge:

offensive strategy (investment);

defensive strategy (maintaining positions);

disinvestment strategy (disinvestment, liquidation).

Let's consider measures to implement the company's policy for

various strategic alternatives.

Marketing is the process of managing all the main aspects of an enterprise. It is designed to form the most rational management decisions specific enterprise, coordinate various directions its activities and ensure high efficiency of the final results of these activities.

Highlight the following factors influencing the marketing activities of the enterprise.

General (determine the market capacity of any product)

1. Socio-economic factors

2. Volume and structure of product offerings

3. Product range and quality

4. Amounts of exports and imports.

5. Purchasing power of the population

6. Population

7. Level and consistency of prices for goods

8. Degree of market saturation

9. Geographical location of the market

10. State of the sales, trade and service network.

Specific (determine the development of markets for individual goods)

1) Natural and climatic conditions

2) Change of fashion

3) National and everyday traditions

4) Achieved level of security in the region

In the process of market research, it is necessary to identify the mechanism of action of the system of factors and assess their degree of influence on the volume and structure of demand in a specific product market.

Determining the prospects for the development of a particular market cannot be carried out in isolation from other socio-economic forecasts. Influence large quantity factors requires building several models of market development and finding the optimal one. It is necessary to clearly decide at what level of enlargement to build a capacity forecast commodity market. The degree of aggregation (enlargement) depends on the degree of forecasting and planning.

There are several types of forecasting:

· Opportunistic (up to 6 months)

· Short-term (up to 2 years)

· Medium-term (up to 5 years)

· Long-term (up to 10 years)

· Promising (more than 10 years)

Careful planning helps a company anticipate and respond quickly to changes in the environment, and always be prepared for unforeseen circumstances. Successful companies work according to a plan, but it is designed in such a way as not to limit entrepreneurial initiatives.

Typically, companies create annual, long-term and strategic plans.

An annual plan is a short-term plan that describes the current situation, company goals, strategy for the coming year, program of action, budget and forms of control.

The long-term plan describes the major factors and forces that will influence the organization over the next few years. It contains long-term goals, the main marketing strategies that will be used to achieve them, and identifies the resources needed. This long-term plan is updated annually in order to make adjustments in accordance with changes that have occurred. Annual and long term plans are related to the current activities of the company and help in its implementation.

A strategic plan is created to help a company take advantage of opportunities in an ever-changing industry. It is the process of establishing and maintaining a strategic fit between the company's goals and capabilities, on the one hand, and changing market opportunities, on the other.

Strategic planning is the foundation for other types of planning in the company. It begins with defining the company's global goals and mission. Then more specific goals are set. To do this, complete information is collected about the internal environment of the organization, its competitors, the market situation and everything else that will in one way or another help influence the work of the company. After conducting a SWOT analysis, prepare a detailed report on the strengths and weaknesses about the company, the opportunities and threats it will have to face. Top management then decides which specific activities and products to pursue and what support to provide for each. In turn, each department responsible for a particular product or activity must develop its own detailed marketing and other plans, in accordance with general plan companies. Thus, marketing planning is carried out at the levels of departments responsible for individual species activities, product categories and markets. It facilitates strategic planning through detailed planning of various marketing situations. The planning process covers four stages: analysis, planning, implementation, control.

The planning process begins with a complete analysis of the state of affairs in the company. The company must analyze the environment in which it operates, identifying opportunities and avoiding threats. It is necessary to analyze the strengths and weaknesses of the organization, the marketing activities carried out and possible to carry out in order to determine the opportunities that they defend. The analysis provides each subsequent stage with the necessary information.

SWOT analysis means the study of the strengths and weaknesses of a firm in relation to the SBU in question, as well as the opportunities and threats to the firm in connection with opening activities in the relevant market segment. SWOT analysis is complemented by an analysis of past activities (if any), which allows you to establish the existing strategy and detect trends in the development of the situation. SWOT analysis refers to a conceptual approach rather than a specific technique. If you try to develop it into a real methodology, you will have to use the results of classical economic and organizational analysis of the company, approaches developed within the framework of strategic planning, for example, competitive analysis M. Porter, as well as analytical concepts of marketing and, first of all, market segmentation.

Obtaining assessments at the SWOT analysis stage serves to formulate a list of problems and develop initial versions of the strategy concept in the course of strategic thinking, which, in turn, are the material for selecting key problems and strategy concepts. This stage is difficult to formalize. The main approaches here are ranking and expert assessments.

The strategic plan also includes the mission of the enterprise. The mission defines the main goal of the company. A firm often begins its business with a clear mission established by its founder. However, over time, the mission is gradually erased as the company develops new products and conquers new markets. The mission may remain clear, but some managers forget about it.

After choosing an overall strategy for achieving competitive advantage, the company can move on to detailed planning of the marketing mix. Marketing mix is ​​one of the key concepts modern marketing. We define the marketing mix as the collection of controllable marketing tools used together to achieve the desired response. target market. The marketing mix includes everything a company can do to influence demand for its product. Numerous possibilities can be divided into four groups of variables: product, price, methods of distribution, promotion of goods.

A product is an indissoluble unity of the product itself and a range of services that the company offers to the target market.

Price is the amount of money buyers must pay to receive the product.

Product distribution methods include the actions of an enterprise that make the product available to target consumers.

Product promotion methods are the actions by which companies disseminate information about the merits of a product and convince target consumers to buy it.

So planning good strategies- this is just the beginning of the path to successful marketing. The most brilliant marketing strategy will be worthless if the company fails to implement it properly. Marketing implementation is the process of transforming marketing strategies and plans into marketing activities aimed at achieving strategic goals. Implementation is about daily and monthly work to effectively implement the marketing plan.

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