Products conquering new markets and. See pages where the term market conquest is mentioned. Opportunities for conquering the market in modern Russia

Let's approach the problem from the other side and ask ourselves how the company should respond to price changes undertaken by one of its competitors. For this, we should think about it. 1) Why did the competitor change the price - to conquer the market, use underutilized production capacity, compensate for changed costs, or to initiate a price change in the industry as a whole 2) Does the competitor plan to change prices temporarily or permanently 3) What will happen to the firm's market share and its income if it does not retaliate. Are other firms going to retaliate? 4) What might be the competitor's and other firms' responses to each possible response?

IN section III The Law sets out the main provisions of voluntary certification. Voluntary certification has the right to be carried out by any legal entity that has assumed the function of a voluntary certification body and has registered its Certification System and mark of conformity. Mandatory certification bodies also have the right to conduct voluntary certification subject to the specified conditions. Voluntary certification is carried out for the purpose of self-promotion to conquer sales markets and increase consumer demand. The range of indicators and testing methodology for voluntary certification are determined only by the terms of the contract.

Today, the success of many enterprises is based on the introduction of knowledge-intensive (critical technologies). Unlike developed Western countries, in Russia most of the scientists are concentrated in universities and institutes of the Russian Academy of Sciences. This is where IP developments in the field of critical technologies have been created or are being created. Participation in the investment of such developments can give great chances to investor enterprises in conquering the market.

As we noted above, selling goods at reduced prices - good way market conquest, but price reductions should not be based solely on cost dynamics. This may increase the market share, but before deciding on discounts, it is necessary to take into account other market factors, such as the behavior of competitors and the dependence of demand on price. Let's imagine a situation where L Ltd. reduces prices based on lower production costs, and competitors do not support this reduction. Market share of L Ltd. (in volume terms) may increase, but the gains from such an increase may be lost due to an unjustified reduction in price compared to the market and, consequently, loss of profit.

Export lending falls into the mixed category, since both private entities (mainly commercial banks) and the state, usually represented by export-import banks, participate in it. The participation of banks in export loans determines the dependence of their conditions on the state of the credit market. State participation makes it possible to soften conditions and use these loans to conquer markets. Such actions, creating a danger of competition, forced creditor countries to enter into a gentlemen's agreement (consensus) on the permissible limits of preferential lending. In accordance with the situation on the global credit market, the lower limit of the interest rate is agreed upon every six months, maximum term loan and maximum grace period.

If there is strong competition in the market and a large number of goods of the same quality, then the enterprise usually sets lower prices to conquer the market, sometimes even below the full cost. If the company's products are completely new and to some extent unique, then when setting the price there is no need to take into account competition in the market, but it should be borne in mind that the buyer must get used to the new product, i.e. it is necessary to create consumer demand. And in this case, it is necessary to establish fairly flexible prices for products. Among the internal factors, the most important is cost. Therefore, when setting prices, the amount of costs is compared with the possibility of covering them. The survival of an enterprise depends on the degree to which it covers not only current costs, but also the costs associated with capital investments (long-term investments) designed for a long period.

General Policy Aggressive business conduct, which can lead, in order to conquer the market, to the sale of goods (works, services) at low prices,. not covering costs. The possibility of external pressure on managers in order to achieve certain indicators at any cost.

The WEG model (see Figure 1) shows that there must be a balance between growth, development and profit. In the interests of growth and market conquest, it is often necessary to sacrifice profit. From the point of view of long-term profit provision, it is impossible to completely draw it from existing sources in the short term. For example, despite the higher quality of the product, it is possible to set a lower price than is currently practical in order to break away from competitors. Profits that would otherwise be available to us finance new research and development projects. In trade, sales are carried out at special prices in order to firmly stand in this market, despite the refusal of high coverage amounts, since the increase in sales volume during the period of such promotions is not so great as to fully compensate for the decrease in prices and decrease in profits.

Phase 3 - maturity. The main goal is systematic, balanced growth and the formation of an individual image; the effect of leadership through the delegation of authority (decentralized leadership); the main goal is growth in various directions, market conquest, taking into account various interests; labor organization - division and cooperation; a bonus for individual results.

For modern conditions the most common policy is overpricing. It is designed to generate sustainable profits already at the first stage of product introduction and is applied to consumer goods. Low-price policies are most often used to conquer markets for industrial semi-finished products and components.

Large-scale market conquest

The broad marketing strategy (wide penetration) involves a low price for a new product and high advertising and sales costs, promoting rapid penetration and market conquest. It is associated with the maximum risk of the enterprise, since in case of failure the company's losses will be the greatest. The practical implementation of this strategy may be justified if there are the following factors market capacity is large consumers are not sufficiently aware of the benefits of the new product or do not know about it at all consumers are not ready to purchase the product at high price There are competing products, the level of competition is high; the production costs of a new product can be significantly reduced by increasing production volumes.

Patent firms work for a narrow segment of the market and satisfy needs formed under the influence of fashion, advertising and other means. They operate at the stages of growth in product output and at the same time at the stage of decline in inventive activity. The requirements for the quality and volume of products of these companies are related to the problems of conquering markets. There is a need to make decisions about carrying out or stopping development, about the advisability of selling and purchasing licenses, etc. These firms are profitable. At the same time, there is a possibility of making the wrong decision leading to a crisis. In such companies, it is advisable to position a permanent innovation manager, designed to secure their activities.

A good agent company was found through which it was supposed to enter the market of professional police binoculars, and negotiations began. At the same time, the Russian company was asked to make a small modification of the device to conquer the marine sports market.

It is well known that the rapid conquest of the US market by Japanese transnational corporations was achieved not so much due to the higher quality and relative cheapness of their products, but rather due to a more efficient organization of the sales system and customer service.

The small factory produced an incredible amount of khaki fabric, and this unexpected rise put it in the most favorable conditions after the end of the war to conquer markets.

The Model B was a success, but not enough to justify its increased price. A random record and advertising are not enough to secure a lasting market share. Real business is not the same as sport. We need business ethics.

When deciding whether a competitor is positioned favorably or unfavorably to conquer a market, one must focus on assessing its potential to perform better or worse than other firms.

Results At first, the profit is small or absent, later after conquering the market it reaches a significant value

Conquering the market with goods High Quality

Example of Standard Cogyo Company. The company produced radios, tape recorders and amplifiers. In 1970, its sales increased to 10 billion yen, while it purchased all components. The company's policy in conquering the market was to purchase high-quality components and sell its products at extremely low prices. The company did not have a strong core technology and was not a leader in development new products.

At the same time, both a newly created and an existing enterprise require long-term market penetration. Here it is important to consider how the sales, profits and potential growth opportunities of an enterprise depend on current and future market conditions for the development of the industry to which it belongs, as well as on related industries and the definition of its own niche, its sphere of influence within the limits of internal capabilities (production capacity , technologies, personnel qualifications, management skills, etc.), allowing you to form your consumer (see Chapter 27). The success of an enterprise within the framework of industry development conditions depends on how much it is ahead of the industry average in terms of the quality of its products, the level of production costs, the breadth of the product range, in other words, how much more competitive it is compared to other enterprises in this industry and related industries (see Chapter 23).

T M any company seeking to conquer the market must realize that it is not able to serve all customers without exception. There are too many consumers, and their desires and needs are sometimes diametrically opposed. You shouldn’t even try to conquer the entire market at once; it’s wiser to highlight only that part of it that this particular company at this particular time and in this place is able to effectively serve.

According to Koxmetsky (1991), when considering technological innovation, an analysis of the entire process is required - from R&D in the laboratory to successful commercialization in the market. Traditionally, successful commercialization of R&D has been taken for granted as the outcome of a process that begins with scientific research, then moves through development, financing, manufacturing, marketing and subsequent internationalization, but which lacks a continuous link between researchers, industry and public policy . Currently, the relationship between technological innovation and the creation of economic wealth, conquering markets and creating

Depending on the goals set and the means of achieving them, the following marketing strategies in the activities of enterprises are distinguished.

1. Strategy for gaining market share or expanding it to certain indicators. It assumes the achievement of the planned indicators of the norm and mass of profit, which ensures the profitability and efficiency of production. Gaining a market share or its segment is carried out through the release and introduction of new products to the market, the formation of new needs among consumers, and penetration into new areas of its application. Expanding the market share of traditional products in an environment where everyone commodity markets have already been divided, perhaps only by ousting a competitor from the market.

2. Innovation strategy. Creation of products that have no analogues on the market for their purpose, i.e. fundamentally new products focused on new needs (previously unknown).

3. Strategy of innovative imitation. Involves copying innovations developed by competitors, i.e. fundamentally new ideas embedded in new products.

4. Product differentiation strategy. Involves modification and improvement of traditional products produced by the company.

5. Strategy for reducing production costs. Aimed at increasing the competitiveness of a product: price competition, which involves introducing innovations that will ensure the sale of products at reduced prices.

The strategy for reducing production costs involves: reducing costs for R&D, advertising, and service; introduction of cost-effective equipment and new technologies; ensuring access to raw materials; orientation of the sales system to broad groups of consumers; control over a relatively high market share. This requires well-established technology and large production capacity.

It is typical that large companies specialize in innovations in production technology in order to reduce production costs or product differentiation, while small firms are more actively pursuing a policy of introducing innovations.

6. Waiting strategy. It is used when trends in the development of market conditions and consumer demand are not defined. In this case, the company prefers to refrain from introducing the product to the market and studies the actions of competitors. If stable demand arises, a large company in short time develops mass production and sales and suppresses the small innovator firm.

7. Consumer individualization strategy. Particularly widely used by equipment manufacturers industrial purposes, focused on individual orders of customers, as well as on the projects and specifications developed by them.

8. Diversification strategy. Involves inclusion in production program goods that do not have a direct connection with the previous field of activity of the enterprise.

9. Internationalization strategy. Involves the planned and systematic processing of foreign markets.

10. Cooperation strategy. It consists of mutually beneficial cooperation with other companies. One of the widespread forms of cooperation at the international level is joint ventures.

Methods for choosing a strategy. Portfolio analysis

To select a marketing strategy, special matrices have been developed that allow you to specify strategic decisions. Let's consider one of the most famous.

Matrix “market share – market growth”

(portfolio analysis)

Portfolio analysis, or the “market share – market growth” matrix, was developed by the American consulting firm Boston Consulting Group in the late 60s. This model is based on the concepts of life cycle and experience curve.

The company is described using a portfolio, i.e. as a set of so-called strategic production units (SPU). SPEs are independent areas of an enterprise’s activity that are characterized by a specific customer-related market task, products or groups of products that are clearly distinguishable from other SPEs, as well as a clearly defined range of clients. Different SPEs have different market chances and risks. Portfolio analysis is one of the widely used tools strategic planning.

The theoretical basis of the portfolio analysis model is:

1. Experience curve. As production volume and experience increase, resource costs per unit of output decrease. To reduce costs it is necessary to increase sales volumes. To do this, it is necessary to increase market share or select growing markets. The following factors influence the reduction of costs: with an increase in sales in units, the share of fixed costs in the cost of the product; constant repetition of labor processes leads to savings in living labor; when purchasing large quantities of raw materials, discounts from suppliers are possible; it becomes possible to use advanced technologies.

2. Concept life cycle product (described earlier).

3. PIMS - project - an empirical study of factors affecting the profitability of enterprises, and the reaction of profitability to changes market situation. The study was conducted in the 70s by the Institute for Strategic Planning (Cambridge, USA). During the project, 300 enterprises around the world were studied. As a result, a high market share was identified as a central value.

Of the many different concepts of portfolio analysis, the greatest practical use The models “market growth – market share” and “market attractiveness – competitive advantages” were obtained. Both concepts define the strategic position of the SPE using a two-coordinate matrix. SPEs occupying a similar strategic starting position in the matrix are combined into homogeneous aggregates. For them, it is possible to define basic patterns of action, the so-called normative strategies, which are used for target and strategic planning, as well as for the distribution of enterprise resources.

SPEs are located in a matrix consisting of four fields. The matrix is formed by the following characteristics: market share and market growth (market share compared to the strongest competitor); different values of SPE are reflected by different sizes of circles.

Based on their position in the matrix, there are four main types of SPEs, which are called the following: “question marks”, “stars”, “cash cows” and “lame ducks”.

1. “Question marks” – products that are in the implementation phase of the “life cycle”. They promise high growth rates but have a small market share. Therefore, through offensive strategies and large investments, the enterprise tries to achieve an increase in market share in order to be able to exploit the experience curve. Supporting these products is necessary because in the future there is a need for products that bring more profit. These SPEs require more financial costs than they bring in profits. Management must carefully examine whether expanding market share is feasible given the resources available.

2. “Stars” – SPEs that are in the growth phase of the “life cycle”. “Stars” bring a certain profit, which, however, goes towards strengthening their own position in the market. When growth rates slow or sales stagnate, “stars” turn into “cash cows.”

3. “Cash cows” are products that have reached the maturity stage. High market share results in great cost advantages. Due to high profits The income generated by these products can finance the growth of other SPEs.

4. Lame ducks refer to the phase of saturation and degeneration. They do not have a large market share or high growth rates. As long as they make a profit, it is recommended to invest it in “question marks” or “stars”. If there are concerns that these SPEs will fall into the loss zone, it makes sense to carry out a disinvestment strategy and exclude them from the enterprise’s portfolio over a certain period of time.

Advantages of the model: the ability to mentally structure and visually represent the strategic problems of an enterprise; suitability as a model for generating strategies (helps to draw management's attention to the future of the enterprise); ease of use; indicators: market share and growth rates are determined, as a rule, without much difficulty.

Disadvantages of the model: SPEs are assessed only according to two criteria; other factors, such as quality, marketing costs and investment intensity, are left unaddressed. Using a matrix of four fields, it is impossible to accurately evaluate products in the middle position, and in practice this is precisely what is needed most often.

Model: “market attractiveness – competitive advantages.”

This model is a development of the model described above (Fig. 26).

The determining factors in the model are the attractiveness of the market, which consists of the characteristics of the market, market quality, other conditions, and competitive advantages, which are determined by the relative position of the company in the market, product potential, research potential, as well as the qualifications of managers and employees.

Advantages of the model: differentiated assessment of SPE is possible.

Disadvantages of the model: determining the factors of the model requires large quantity information; There may be differences in the assessment of SPE by different users.

Self-test questions for Chapter 8

1. What does the marketing service organize at an enterprise?

2. What is the functional structure of the organization of the marketing service of an enterprise?

3. What is it? market structure organization of an enterprise marketing service?

4. What makes up the culture of an enterprise?

5. Where do you have to start strategic planning in Russia?

6. What is a marketing strategy?

7. What is the essence of a strategy to gain or expand market share?

8. What is the innovation strategy based on?

9. Which businesses most often use a consumer personalization strategy?

10. What are the names of strategic production units (SPEs) that are in the growth phase of the “life cycle” of a product and bring great profits?

Review questions for Chapter 8

1. What (who) is the enterprise’s marketing service researching?

2. What strategy is being developed by the enterprise marketing service?

3. What is the underlying principle? commodity structure organizing an enterprise marketing service?

4. What is the geographical structure of the enterprise marketing service organization?

5. How many sections does the enterprise marketing plan contain?

6. Which section of the enterprise marketing plan is the first?

7. What is a differentiation strategy?

8. What is the diversification strategy based on?

9. What is the name of a strategy that involves planned and systematic processing of foreign markets?

10. What are the advantages of the market growth-market share model?

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1. Battlefield

The first thing you need to understand when entering the market is the market itself. It is necessary to understand how it is organized, who is present, and how it is distributed among the participants. It is necessary to identify the market size, its potential and need. Understand the types of consumers present in a given market and identify their behavior patterns. In general, do what any marketing department should do and what, unfortunately, it does not always do... even almost never. As a rule, many marketing departments behave as if they are trying to implement the grandiose formula voiced by warrant officer Kozakov in the immortal film “DMB”: “The army is not just kind word, but a very fast thing. This is how we won all the wars. While the enemy draws offensive maps, we change the landscapes, and manually. When the time comes to attack, the enemy is lost in unfamiliar terrain and becomes completely unready for combat. This is the point, this is our strategy.”

2. Who and why?

The second thing you need to pay attention to when launching on the market New Product - these are two cornerstone questions marketing strategy and planning. The first question is: who will buy my product? Who is mine target group, what kind of consumer am I interested in, who am I targeting? Without understanding who your target consumer is, it is impossible to understand what you need to do and how you then need to sell it. Second question: why will he buy it?

And here it is important to get rid of the words repeated like a mantra about good quality, about better taste, customer focus and similar nonsense that marketers often write in briefs. If you have problems with quality, then you are not a businessman-manufacturer, but a swindler. If you are not market and consumer oriented, then you are an arrogant autist. And taste is generally a subjective matter: as the classic wrote, “one likes watermelon, and another likes pork cartilage.” You cannot consider the reason for buying to be that you are no worse than others. That is, it is possible to count. But only then will no one buy anything from you, and you will be forced to compete on price. As they say, if you have nothing to add to the value of a product, you will have to subtract from its price.

3. Whatever you call the boat, that’s how it will float.

Let's remember the song of the glorious yacht captain “Trouble”. Your product name should say something about you and your product. It should sound euphonious and intriguing, and certainly should not cause unfavorable associations. Well, it’s okay when foreigners confuse something and give a decent product a name similar to an “indecent word.” But those who consider Russian their native language also sin with similar things.

It is worth consciously avoiding possible negative interpretations and associations as much as possible: for example, Medea, after whom for some reason they like to name cafes, grocery stores and beauty salons, is a heroine of ancient Greek mythology, famous for the fact that after the appearance of her rival, she killed her, and at the same time, two children from a traitorous lover. I would be careful not to let my wife go to such a beauty salon: it’s unclear what they can teach her there.

4. How do you benefit your partners?

This is essentially the “why” question again, only in relation to intermediary companies that will represent you in the market. “Why should we choose you?” - this phrase confuses both the majority of candidates for vacancies and the majority of manufacturers offering cooperation. Stop seeing everything only from the position of your own benefit, take the place of the person with whom you are negotiating. Imagine what difficulties he is currently facing in his work, and which of them you can eliminate with your product. If not, think again: is it worth bringing it to market in this form?

5. Commercial offer

Now, it would seem, what can I write about commercial offers that might be useful for reading? It seems that so much has already been said... But, no... As my practice shows, the commercial proposal is the weakest point. This is exactly the place where all the subtle things that we talked about earlier are torn.

A typical commercial offer that comes to my email is a product catalog in PDF and a price list in Excel. From time to time, this is accompanied by a document in which a long and fascinating description is given of why company N is the best in the world, and its products are the most delicious and of the highest quality. And the commercial side of cooperation is briefly reported only in 50% of cases. In fact, a business proposal should do more than just tell you who you are. It should cover in detail the commercial and technical aspects of cooperation, including potential sales volume, profitability through distribution channels, available resources and tools for promoting products, as well as the procedure for interaction and receipt of products (how, where, when, when, etc.).

6. Personal meeting

Discourage your sales team from signing contracts over the phone. The term “telephone sales” was invented by dishonest business coaches. There are “telephone negotiations” and “telephone order generation”, but definitely not “telephone sales”. You need to meet with clients so that, looking into each other’s eyes, you understand whether you have the same idea about the development of your product. I'm not saying that a personal meeting with a client in his office - The best way understand his financial reliability.

7. Participate in sales

There are three levels of manufacturer participation in the sales of its product. “Selling to a partner,” which many stop at, is only the first and least effective and efficient level of participation in the long term. This is a situation where our task and the main objective- sell our miracle product to an intermediary client, and what he will do with it is his problem, as long as he pays.

At the second level, we move on to managing “shelf sales,” that is, how our partner sells (if there is a wholesale link in our distribution chain) our products to their customers, who in turn sell to the end customer. The trouble is that the second level of participation in the sales of their products is rare, and very few people move to the third level - managing “sales from the shelf”. Here we're talking about not about the lengthy briefs of marketers, nominally present in almost every company, but about specific actions aimed at increasing product turnover in retail and creating a favorable image of the product for the end consumer that encourages purchase.

We could go on for a long time, and more than one book could be written on each of the points. Actually, this is exactly what has already been done by many authors. Therefore, I don’t pretend to be new. It just seems to me that lately it’s more useful to remind about old, proven approaches that have proven their effectiveness and efficiency, which companies forget about.

Date not set.

Target

Purpose of the seminar

Consider a set of issues to conquer a market niche and take a leading position in the industry. Taking into account competition, pricing policy, availability foreign companies, creation of networks and branches, expansion of offer, achievement of logistics and business processes, creation and promotion of brands, compliance financial discipline And personnel policy. Assess lost profits and work on forecasting. The workshop focuses on analyzing the market and creating criteria for success.

Program

1. Opportunities to conquer the market in modern Russia

Selection of development strategy and market strategy. Efficiency of using natural national advantages. Modern tendencies in development and marketing strategy.

2. Market analysis is the basis for capturing a market niche

Market share. Methods for determining market capacity. Saturation and saturated market.
Market conditions. Research on industry nomenclature and assortment. Methodology for determining industry nomenclature and assortment. Practical task.
Identifying the impact of competition. Types of competition. Methods for determining the influence of competition. Examples of designing customer and competitor cards. Identification of a group of leading firms in the market. Identification of real competitors and the degree of their influence. Methodology for identifying competitors' pricing policies. Practical task.

3. Creating conditions for conquering the market

Creation of a competitive product or service. Creation unique idea. Creation of new product qualities. Quality assessment by certificates and awards. Methods for assessing quality level. Optimization of price-quality ratio. Ways to improve quality.
Creation of reputation and business image of the company. Maintaining financial discipline. Taking into account trends in markup reduction. Accounting for lost profits due to competitors.

4. Ways to capture the market

A range of services is the basis for conquering the market. What is more important: price or level of service. Methods for determining the effectiveness of a service. Lending and new types of services.

New branches - new positions. Selection of regional branches. Assessing the need to create a new branch. Methodology for strengthening a company through an image sales center. Practical task.

Branding breakthrough. Stages of brand promotion. Creation of a private label – Private Labels. Franchising opportunities.

Advertising breakthrough. Taking Advantage outdoor advertising. Strengthening the role of Internet advertising. Methods for directly assessing advertising effectiveness. Repetition frequency selection and tactical advertising decisions. Aggressive advertising policy to make a breakthrough in business.

Supply expansion strategy. Networks of dealers and distributors. Expansion into regions. Expansion to Moscow and St. Petersburg. Expansion from other countries and foreign networks.

Changing the scope of activity. Diversification. Conquering market niches and markets. The emergence of new market niches in related industries.

Pricing policy to gain the market share of the leader. Determination of price formation tactics. Discounts and benefits. Capture market niches based on price. Changing the market due to competition and prices. A turning point and a change in personnel policy. Breaking stereotypes and setting yourself up for victory.

5. Criteria for achieving business success

Additional Information

We are confident in the quality of our programs and the high professionalism of our trainers and therefore we guarantee a refund within 90 minutes of training (first coffee break) if you are dissatisfied with the program and decide not to participate further.

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