Marketing programs. Types of marketing programs

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Theoretical aspects of developing a marketing program in an enterprise: essence and content, main methods and tools, main stages. General characteristics of LLC "Alliance Service". Advantages and disadvantages of a linear-functional management structure.

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Location and targets marketing programs in the business plan of the enterprise as the basis for the development of plans for the company. A complex approach to linking goals with the resources and capabilities of the enterprise. Classification of marketing programs depending on the tasks.

The marketing program can be developed both for the management of the enterprise and for the lower levels. In the first case, it is concise, compressed, it highlights the most important directions subsequent work, in the second case, the program can be developed in detail, in detail, include the necessary schedules and specific questions, for example, which organizations should be visited in the first quarter with the offer of a certain product, etc.

Marketing programs differ in terms and can be short-term (1 year), medium-term (2-3 years) and long-term (3-5 years or more). For long-term programs, marketers recommend time frames that can be provided with reliable data on the development trends of all factors used in forecasting. Making a reliable forecast is a difficult task, as the behavior of competitors, new technologies and uncertainty in the structure of demand constantly leave their mark on the changing market situation.

When developing a short-term program, every three months they make adjustments to it, caused by an unforeseen course of the development of the situation on the market, and generally revise it. If the program is designed for two or three years, its detailed review is carried out annually. They change all direct indicators associated with changes in the market, as well as all associated ones, since the marketing program and plan are an integral, interconnected, interdependent and interdependent regulatory management of the enterprise's marketing activities, in which even small changes can lead to a revision of all components of the marketing program .

It is possible to develop two types of programs - short-term and long-term. The short-term one is distinguished by detail and efficiency, while the main strategic directions are formulated in the long-term one. In this case, the short-term program is considered as an integral part of the long-term one. It is mobile, specifies long-term tasks and makes it possible to make changes to the planned activities.

The marketing program is a flexible regulatory tool that quickly responds to changing conditions of the external and internal environment of the enterprise. Flexibility is ensured by special targeted programs that are developed to quickly solve the current and most important tasks. Marketing programs strategic planning less subject to frequent revisions and adjustments.

At many enterprises, marketing service specialists develop several options for a marketing program and plan - minimum, optimal and maximum. The minimum version of the marketing program provides for the development of the enterprise's activities in worst conditions, maximum - in the best. In addition to them, optimal (average) options are being developed. Marketing programs can be conventional and targeted. Conventional programs provide for the solution of issues for all functions of the production and marketing activities of an enterprise, target ones are aimed at the implementation of a separate task, for example, the development of a new product or the development of a new market segment, etc.

In addition, marketing programs can be divided into programs by product and programs by manufacturing department. Product programs provide for the preparation of marketing programs for each type of product manufactured by the enterprise. To ensure high efficiency of production and sales of this product, they indicate production, economic, organizational and managerial measures. The marketing programs for the production department are based on the marketing programs for the product and provide the basis for coordinating and planning sales activities.

Exists various methods drawing up marketing programs. Depending on the methods of preparation, marketing programs can be centralized (formalized), decentralized (flexible) and mixed (counter).

Centralized marketing programs are developed in the highest management structures, where the strategic indicators of the program are established, which must be brought to the relevant departments for execution. Typically, such programs are compiled when the company is oriented towards a strategy of low production costs and undifferentiated, mass marketing.

Decentralized marketing programs are developed in the lower divisions of the enterprise and submitted to the management of the enterprise for review and approval. As a rule, such programs are drawn up for new, independent markets that are characterized by a high degree of risk, since the plan can be adjusted in case of dangerous market situations, as well as in the case of choosing a strategy for differentiating product groups and diversifying the company's activities.

In counter (mixed) marketing plans, management determines the capabilities of the enterprise and the main goals, and the grassroots departments develop detailed plans and measures to achieve these goals. Then the developed measures and plans are analyzed by the management and approved.

Depending on the complexity of development, the range of issues raised and the timing of marketing programs can be simple or complex. Simple are drawn up within a few days or one or two months. Compiling complex programs takes much more time.

To achieve the targets in terms of profits and profitability of production and sales, the development of a marketing program involves a reasonable choice of optimal target markets for the implementation of effective technologies and a range of goods on them.

Marketing programs drawn up on the basis of marketing research, which make it possible to determine changes in the development of the market situation and the external environment and ensure the readiness of the enterprise for an appropriate response to these changes, must be drawn up regularly, since only with continuous planning can the enterprise operate optimally and efficiently.

The content of the marketing program is usually typical. At the beginning of the program, the results of the production and marketing activities of the company for previous period. For example, it is indicated how much sales of products (services) have increased in general and in individual markets for the most representative product groups. Then are given brief analysis and forecast of the target market selected as a result of marketing research for the planned period with a detailed description of its individual segments. Further, the main goal or goals of the company for the subsequent planned period of activity, as well as the main strategic line of its behavior in the market, are indicated.

Nai most of the marketing program is a description of the tool for implementing the set strategic goals, i.e. a set of marketing activities or components of a marketing policy: a product policy that provides for optimization product range and management of innovation processes; marketing policy, or the policy of forming a marketing network; communication policy, or promotion policy, which determines measures in the field of advertising, sales promotion, service policy, pricing policy, which involves the choice of basic pricing strategies, as well as their combination and ratio.

The marketing program is drawn up after the completion of a serious scientific and practical research: analysis of the marketing environment; comprehensive study of consumer requirements for a product (service); market conditions, its capacity and market demand; pricing systems, the level and dynamics of prices, competing firms; forms and methods of marketing; characteristics of buyers' behavior and motives for making a purchase decision, as well as assessing the production, resource and sales capabilities of the company and determining the level of its competitiveness in various markets (or market segments).

Based on the study, the target market or market segments are determined, where appropriate marketing activities are planned.

It is recommended to choose those market segments that can be measured in quantitative terms; the selected segment must be accessible to the firm and able to respond sensitively to the marketing strategy and tactics applied to it.

Structure of the marketing program

The marketing program includes:

Analysis and forecast of the development of the target market

· existing problems and difficulties in the work of the company, its competitive advantages and disadvantages (SWOT analysis);

· targets and goals;

· marketing strategy;

commodity policy;

· the policy of formation and development of distribution channels (organization of branches, wholesale and retail stores, a network of intermediaries for the sale of products, a warehouse network, etc.);

· pricing policy(determination of the level and system of price movement for each modification of the product in the target market);

* the policy of demand formation and sales promotion (promotion plan);

* budget for the implementation of the marketing program, evaluation of its effectiveness and control (the amount and structure of expenses for the development of the program and the fulfillment of the tasks set in it, a preliminary assessment of the effectiveness of its implementation, the procedure and system for organizing control over the implementation of the marketing program, etc.).

Now let's take a closer look at each section of the marketing program.

Analysis and forecast of the target market development

Market analysis is the collection of data and their interpretation in order to find out what place the company occupies or intends to occupy in the market, and to get an idea of the requirements for specific products (services) or the content of marketing programs. Market analysis is based on identifying the size of the market and its segmentation, identifying the structure of the market, existing trends, shares and relationships between structures within the market and outside it. There are two areas of analysis: 1) analysis of the capabilities of the enterprise and 2) analysis of competitors. For this, SWOT analysis and competition analysis are used.

SWOT analysis

In order to get a clear assessment of the strength of the enterprise and the situation on the market, there is a SWOT analysis.

SWOT analysis can be carried out for the enterprise as a whole, a product line or a specific product. It objectively recalls the existing opportunities and limitations of the enterprise, which are important to keep in mind before planning. At the same time, market opportunities are identified in connection with the formulated premise of a new product or planned sales of an existing one. For example, are there opportunities in the market to develop a new product concept? the most efficient distribution channels? new approach to advertising? powerful sales promotion idea? These and other opportunities seek to identify in each functional area of marketing. They also identify threats to the existing or desired position of the enterprise in the market. They can come from the market environment, competitors, in connection with the introduction new technology, laws, any other existing or possible problems that may hinder the achievement of the goals.

SWOT - analysis is the definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment).

Strengths (Strengths) - the advantages of the organization;

· Weaknesses - shortcomings of the organization;

Opportunities - environmental factors, the use of which will create an advantage for the organization in the market;

· Threats - factors that can potentially worsen the position of the organization in the market.

The use of SWOT analysis allows you to systematize all available information and make informed decisions regarding business development. During the course:

1. The main direction of development of the enterprise is determined

2. Opportunities of the enterprise and the market situation are assessed

3. The goals of the enterprise are set, taking into account its real capabilities

After conducting a SWOT analysis, the advantages and disadvantages of the enterprise, as well as the market situation, will be clearly presented. This allows you to choose the best path of development, avoid dangers and make the most efficient use of the resources at the disposal of the enterprise, along with taking advantage of the opportunities provided by the market.

In general, conducting a SWOT analysis comes down to filling in the matrix shown in Figure 2, the “SWOT analysis matrix”. In the corresponding cells of the matrix, it is necessary to enter strong and weaknesses enterprises, as well as market opportunities and threats.

Rice. 2.

SWOT analysis uses information that is constantly collected and analyzed within the marketing information system (MIS) of the enterprise.

Marketing Information system is an algorithm that allows you to regularly collect the information necessary for decision-making from various external and internal sources, and transfer it to interested parties (see Fig. 3).

Rice. 3.

In other words, the MIS is a set of rules that determine what information should be collected, how often, in what form, and to whom it should be transmitted.

The marketing information system itself consists of four subsystems:

1. The internal reporting system is responsible for the collection, processing and analysis of internal data.

2. Analysis system marketing information is a one-time analysis of information carried out to achieve a specific goal.

3. Surveillance system external environment includes tracking changes in legislation, the economic state of the country/region and the level of income of citizens, changes in the production technology of the company's goods, the emergence of new technologies and new competitive products, etc.

4. The marketing research system includes marketing research ordered from a research firm or conducted independently, the results of which will solve a specific problem.

The four subsystems of MIS, working in a coordinated manner, make it possible to highlight all the processes and events taking place both inside and outside the company. As a rule, in the case of a well-functioning IIA, there is no need to collect additional information to conduct a full-fledged SWOT analysis.

Determining the goals of the enterprise

Before proceeding directly to setting goals, it is necessary to answer two important questions: firstly, which group of buyers are offered goods or services produced by the enterprise, and secondly, what are the differences between products (services) and products (services) of competitors. Therefore, it is necessary to consider the issues of segmentation and positioning.

Market segmentation

For any enterprise, there are three options for working on market.

The first option is “mass marketing”, when an enterprise offers the same product or service to all consumers, without taking into account some differences in their requirements. Mass marketing is possible when:

there is a shortage in the market (even if it is insignificant);

Buyers are price sensitive and have a fairly low solvency.

The main benefits of mass marketing are the low cost of production, the ability to keep low prices and low marketing costs. However, this option also has dangers - the loss of the market with a sharp change in tastes, fashion, technology, as well as the lack of skills to work with several groups of buyers with different needs. It should be noted that today there are practically no markets left in which mass marketing can be successfully applied.

The second option is "concentrated marketing", when the company selects one group of customers with similar needs and releases a product or provides a service that best meets the needs of this particular group. At the same time, the product may not meet the requirements of all other groups of buyers.

The third option is "differentiated marketing", when the company focuses on several groups of customers and adapts its product / service to the requirements of each group. This behavior model is advisable to use in saturated markets, where there is no obvious shortage, in conditions of high competition.

A group of consumers with similar needs and similar responses to marketing stimuli (advertising, public relations, etc.) is a market segment. In order to apply concentrated or differentiated marketing, the company must first divide the market into segments and select the most attractive ones.

After the segments have been identified, it is necessary to collect information about the representatives of each segment. After that, you can proceed to the selection of the segment (or segments) in which this enterprise is going to work.

By segmenting the market and selecting the target segment (or segments), it will be possible to answer the question: who are the buyers of the company's products and services. Next, it is necessary to determine for what reason consumers should buy the products of this enterprise.

Positioning

Positioning - the actions of the enterprise aimed at creating a certain image of the product or the enterprise itself in the minds of consumers.

Positioning is the analysis and accounting of the capabilities of the enterprise, allowing it to choose such characteristics of the product (service), price and methods of advertising and sale that would ensure the competitiveness of the product in the market.

In other words, to discover a distinctive advantage, you need to find a characteristic that:

the product (service) has;

required by buyers

Not available for competing products/services.

Having chosen the target segment and having determined what can become the basis of positioning, you can proceed to setting the goals of the enterprise.

The purpose of the enterprise is the desired state that can be achieved by the coordinated efforts of all employees in a given period of time.

The system of goals of the enterprise can be depicted as a "tree of goals". The peak is the main goal of the entire enterprise for the period under consideration (in our case, a year). Further, the main goal is decomposed (broken down) into the goals of the functional divisions of the enterprise - the goals of the production department, the goals of marketing, the goals of the sales department, etc. These goals are formulated in such a way as to ensure the achievement of the main goal.

In order for the goals not to remain only on paper, they must meet several important requirements:

Objectives must be very specific

Goals must be measurable

Objectives must be achievable in terms of external factors and internal resources

Goals should be related to other, more general goals

A time frame should be set for each goal

Objectives must be flexible

There are two main methods of formulating goals: authoritarian and expert.

After formulating goals, it is necessary to outline ways to achieve them. These paths are often referred to as the enterprise development strategy.

There are several formal methods for building a marketing strategy. Consider the Ansoff method. This method is the usual classification matrix:

Rice. 4. Ansoff matrix

Igor Ansoff has developed a simple analytical tool to determine the current position of the organization in the market (sales markets). In the Ansoff matrix in two dimensions - markets and products - there are four cells:

1) old products - old markets;

2) new products - old markets;

3) old products - new markets;

4) new products - new markets.

If the concept of "old-new" in relation to the market is understood intuitively, then in relation to products it is associated with entering the series (or at design capacity). Percentages of revenue (gross or marginal profit), the average level of risk are distributed into the cells of the matrix, and then an analysis of the current situation is carried out. In addition, it can be noted whether this share is growing or falling (and at what speed).

The Ansoff matrix allows us to draw a number of conclusions that are significant for the company:

about the stability of the company in the market;

about the degree of innovation of the company;

about the probability of fulfilling the plan;

on the dynamics of sales markets;

about the sphere of application of the main efforts;

about the general competence of the company's management, etc.

"Corporate Strategy" begins with an analysis of the three main modes of decision-making - strategic, administrative and operational - and their interrelationships. In the same place, Ansoff gives questions that arise in the process of making strategic decisions:

1. What are the goals and aspirations of the firm?

2. Should the firm seek to diversify, and if so, in what areas and to what extent?

3. How should the firm develop and expand product positioning in the market?

Ansoff makes it clear that most strategic decisions should be made with the understanding that resources are limited and can be allocated to other needs. Thus, attention to the real problems facing the business will ward off diversification; excessive propensity to diversify leads to the fact that current problems may be forgotten.

"Corporate strategy" has gained world fame, practical use the methods of strategic planning described in it led to mixed results. Some corporations have seen a significant leap in development and have adopted these methods as a way of life, but in many others strategic planning has become a phenomenon that Ansoff called "analysis paralysis."

The strategy of deeper market penetration is expressed in the expansion of production volumes and the supply of a large volume of the same product on the market a large number buyers of the same market (segment). Such an increase in volume can be achieved either by suppressing the activity of competitors and occupying their market share, or by suppressing the activity of competitors and occupying their market share, or by persuading real buyers to consume the product in greater volumes than before. As a consequence, an increase in the cost of expanding production and advertising. It can be used to achieve goals focused on increasing sales volumes, revenues and profits at the same prices.

A product development strategy involves modifying models of a product already on the market or developing a completely new product to meet the old needs and needs of people in the traditional market for the company. Such a strategy may be focused on the company's income (profit) through the formation of new needs in a familiar market, or at least other consumer preferences. The firm's costs of implementing this strategy will be associated with the costs of product development, advertising and promotion to the market.

An expanded market strategy is a system of measures aimed at attracting the attention of new categories of consumers or at creating new distribution channels for a firm's product. This strategy can be applied in achieving the goals expressed in increasing market share or in the development of new markets. The costs of implementing this strategy consist of the costs of advertising, the creation (development of distribution networks), and the expansion of production volumes.

A diversification strategy means promoting a new product to new markets. It traces a combination of strategies for product development and market expansion. The degree of risk in the implementation of this strategy is the highest.

Definition of tasks and actions for their implementation

In the previous section, the issues of setting the goals of the enterprise were considered, let's move on to the issues of achieving them. To do this, it is necessary to determine what should be done to achieve the goals in the field of commodity, price, marketing policy, as well as promotion policy.

As part of the product policy, it is necessary to answer the following questions:

What product or service can the company offer (already offers) to customers? What benefit do they get from using this product/service?

What quality should this product / service be, what characteristics should it have? What level of service should be offered to consumers?

How often should the proposed product/service be modified and new products/services introduced? In what direction to develop the assortment?

Should the brand of this product / service be developed and developed?

The pricing strategy primarily depends on the market goals that your company sets for itself. It could be:

1. Maximizing the share of the product on the market;

2. Profit maximization;

3. Break-even existence in conditions of intense competition.

Depending on these goals, the company can choose one of the following pricing strategies:

· Introduction to the market. A prerequisite for the implementation of this strategy is the low cost of goods, which makes it possible to set a low price, which, in turn, makes it possible to gain a large market share.

"Cream skimming". The condition for applying this strategy is the high quality of products or their exclusivity, which makes it possible to request the maximum price and get the maximum profit.

· “Specialization in a particular segment” is typical for small firms (which cannot openly compete with large enterprises). The goal of the strategy is to achieve a break-even existence.

Thus, first of all, after evaluating the capabilities of the enterprise and the product (service), choose one of the three proposed strategies.

When developing a marketing policy, it is necessary to answer the question - to sell a product (service) independently or through intermediaries. This decision depends on many factors:

sales purposes;

its planned intensity;

company resources;

characteristics of consumers and their requirements for points of sale;

Features of the goods (services) and the availability of distribution channels (intermediaries).

determine the length of the channel and the principles of interaction with intermediaries;

· select retail outlets that meet certain conditions necessary for the sale of your product.

When determining the method of promoting goods (services), four main factors should be taken into account:

The size of the target market. If the size of the target market is large enough (many target consumers), it is more appropriate to use advertising (mostly) to promote a product or service.

· Features of the target market. The study of consumer characteristics suggests the best way connections with them.

· Kind of goods. To promote consumer goods, as a rule, advertising is used; personal selling is better for promoting complex and expensive products.

· The size of the allocated budget. A set of ways to promote a product should be determined in such a way as to maximize the use of allocated funds.

Promotion goals can be divided into two main areas: demand stimulation and improvement of the company's image. Next, a promotion program is being developed.

A promotion program is a set of promotional tools used by a firm (advertising, sales promotion, personal selling, and public relations).

In the market of consumer goods (services), the most effective type of promotion is advertising, followed by sales promotion, personal sales and the formation of public opinion.

Once the corporate objectives and business strategy of the company are defined, the industrial marketer must develop a marketing program. A marketing program is a plan to achieve certain corporate and business goals (increase in market share, sales, return on investment, etc.).

D.), which consists of five elements: (1)

market segments; (2)

products; (3)

pricing; (4)

distribution; (5)

communications.

As noted, a marketing program is more than just the sum of its parts. The marketing strategist must combine these elements in such a way as to achieve balance and coherence. The product strategy must be consistent with the segmentation strategy. Pricing and distribution should align with the product strategy, and communications should align with the distribution strategy. Coordinating these elements of the marketing program - necessary condition effectiveness of industrial marketing.

We have talked about functional interdependence many times, recognizing the fact that the industrial marketer, as opposed to the consumer marketer, is much more dependent on other departments—especially R&D and manufacturing—to accomplish their task. This fact was proven by Ames in his study of the marketing planning process in 50 industrial companies. Failures in marketing planning have often been attributed to a failure to adapt the strategic planning process to the unique requirements of industrial marketing. In particular, these requirements include:

understanding that an industrial marketer typically works across multiple products/markets and marketing channels at once (versus a single channel, even for multiple brands, in the consumer market); ?

the need to take into account in their plans the constraints that arise when interacting with other departments of the organization. In the words of Ames, the role of the marketing planner is: “Instead of developing closed, self-contained marketing plans, he analyzes and interprets market requirements so that senior and executive management can choose the best way to respond.

Thus, marketing planning is the responsibility of the general management as well as the marketer, although the latter works more on the details. Top management must not only define corporate objectives, but also establish the principles of the organization, coordinate the actions of various departments, which is necessary for the effective development and implementation of marketing plans. Ames came to the conclusion that the most successful marketing planning is based on reliable information and understanding of economic facts and market trends in each direction that the company is engaged in. Planning cannot be based solely on desired outcomes and "good intentions" - it also requires market data and sound analysis.

The marketer plays an important role at every level of strategic planning.

At the level of corporate strategy, where the main questions are: “What kind of business are we in?” and “What kind of business do we want to be in?” - the marketer must be sure that the business goals are defined taking into account the main client needs. Customer satisfaction should be a company's top priority, because only if customers are satisfied can a company maximize returns for its stakeholders - shareholders, employees, managers, and suppliers.

At the business unit strategy level, marketers must provide the most accurate and complete understanding of customer needs and competitive conditions market so that the company can define its market objectives and develop business strategies that will position it better than its competitors. As an expert on customers and competitors in an ever-changing marketplace, the marketer can be the first to answer the question "How will we compete in our chosen market?", which poses the core problem of defining business strategy.

Obviously, at the level of functional marketing strategy, the marketer must determine the optimal combination of strategies regarding segmentation, product, price, distribution and sales promotion to achieve the planned business strategies. The effectiveness of marketing depends largely on the ability of marketing leaders to argue the benefits of a customer-centric approach and convince top management to allocate the necessary resources for its implementation. As Anderson has shown, part of the task is to convince every other department in the company, every functional manager in R&D, purchasing, and finance and manufacturing, that the customer's interests should take precedence over those of those departments. Convince employees that customer focus is “necessary for the survival of the company”:

Thus, the task of marketing remains to build long-term relationships with customers by meeting their needs. It may seem paradoxical, but with this approach, the marketer requires an even better knowledge of technology, strengths and shortcomings in the activities of different departments of the company. Only in this way can the marketing department effectively implement its strategies.

Therefore, the main task of a marketer (especially in an industrial company), the solution of which depends on the readiness of the entire organization as a whole to solve customer problems, is to make the company and each of its employees customer-oriented. As aptly remarked general manager one company: “Marketing is too important and responsible business to entrust it to marketers!”

The number one rule in industrial marketing strategy development is "Know your customer". But there are other rules: “Know your distinctive competencies,” “Know your competitors,” “Know your customers’ customers,” “Know your customers’ industry and competitors,” and “Know your own organization good enough to make it work to solve customer problems.”

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Marketing programs. Types of marketing programs

Theoretical aspects of developing a marketing program in an enterprise: essence and content, main methods and tools, main stages. General characteristics of LLC "Alliance Service". Advantages and disadvantages of a linear-functional management structure.

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

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Structure of the marketing program

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