The choice of resource strategy includes the company performing the following work:

• - analysis and assessment of costs that determine the minimum price of a product;
• - analysis of the possibility of covering costs;
• - establishing sources of acquisition of components, raw materials, materials, energy, labor, etc.

After the company has decided on the goals and object of the attack, it is necessary to choose one of five offensive strategies.

• 1. Frontal attack. This is a concentrated blow to the competitor's core strengths: its product, its prices and its advertising. It makes sense to use this strategy when the company has at least three times more human and financial resources than the target of the attack. One type of such an attack is a price war, but reducing the price of a product is effective in the following cases: if the market leader does not take retaliatory steps; if you manage to convince the market that your product is not inferior in quality to the leader's products, but is sold at a lower price. The second form of aggressive pricing policy is based on the attacker's large investments in technology upgrades aimed at reducing production costs and subsequent price reductions, in which Japanese companies are particularly successful.
• 2. Flank attack. Represents real marketing flair, usually used by companies with limited resources. It is an attack on the competitor’s most vulnerable points. It can manifest itself either in a geographical sense: the company occupies places not covered by its leading competitor; or segmentation: identifies consumer needs that have not been thought through by a competitor and satisfies them. Flanking strategy is the ability to identify and fill gaps between supply and demand that arise as a result of shifts in market segments and the development of new strong segments. Unlike the fierce competition of companies competing in the same market, effective flanking allows customers to better meet their needs. A flanking attack is an attack in the best traditions of modern marketing philosophy, which proclaims that the purpose of marketing is to identify and satisfy consumer needs. Obviously, a flank attack is more effective than a frontal attack.
• 3. Attempt to encircle. It implies offensive actions against the enemy in several directions at once: along the front, from the flank, and from the rear, when the attacking side offers the market everything the same as its competitor, only in some ways its product is a little better, so that the consumer does not I was able to refuse the offer. An encirclement attempt makes sense only when the attacker's leadership has significant resources and believes that a surprise attack will suppress the defender's will to resist.
• 4. Bypass maneuver. It involves an attack on the most accessible markets, which expands the company's resource potential. Upon reaching a certain level of development, the company attacks and moves the front line to its territory, where it has an undoubted advantage.
• 5. Guerrilla warfare. It consists of small but multiple attacks by competitors from all sides: selective price reductions, intensive blitz campaigns to promote goods, or, as an exception, legal actions. It is a mistaken belief that guerrilla warfare is a strategic alternative for resource-constrained companies. Its management is very expensive. Moreover, partisan battles are more likely preparation for war. The only effective response to a partisan aggressor is a swift counterattack.

In the process of their creation and operation, enterprises cannot do without using the basic principles of marketing. The term “marketing” refers to market activities. In a broader sense, this is a comprehensive, versatile and targeted work in the field of production and market, acting as a system for coordinating the capabilities of the enterprise and existing demand, ensuring the satisfaction of the needs of both consumers and the manufacturer.

The development of a marketing mix, including product development, its positioning with the use of various measures to stimulate sales, is strictly related to strategic management. Before entering the market with a specific marketing strategy, a company must clearly understand the position of competitors, its capabilities, and also draw a line along which it will fight its competitors.

When forming a company’s marketing strategy, 4 groups of factors should be taken into account:

• 1. trends in the development of demand and the external marketing environment (market demand, consumer requests, product distribution systems, legal regulation, trends in business circles, etc.);
• 2. the state and characteristics of competition in the market, the main competing firms and the strategic direction of their activities;
• 3. management resources and capabilities of the company, its strengths in competition;
• 4. the basic concept of the company’s development, its global goals and business objectives in the main strategic areas.

First stage - the main components of the market environment are analyzed in the long term: demand, competition, consumer groups and their preferences.

Second phase- analyze your own resources and capabilities and identify competitive advantages and disadvantages.

Third stage- coordinating the capabilities of the enterprise and the interests of individual market segments, identifying the target market.

Fourth stage - development of measures to influence the target market in the direction of using competitive advantages and development within the framework of the chosen strategy.

The starting point for the formation of a marketing strategy is an analysis of the dynamically developing market environment and a forecast of further market development, which includes: macro and micro segmentation, assessment of the attractiveness of selected product markets and their segments, assessment of the competitiveness and competitive advantages of the company and its products on the market.

The key point in developing a company's marketing strategy is the analysis of the internal and external environment. Analysis of the internal environment allows us to identify the enterprise’s capabilities for implementing the strategy; analysis of the external environment is necessary because changes in this environment can lead to both the expansion of marketing opportunities and the limitation of the scope of successful marketing.

Stages of developing a marketing strategy

• · Market research
• · Assessment of the current state
• · Analysis of competitors and assessment of the company's competitiveness,
• · Setting goals for marketing strategy
• · Market segmentation and selection of target segments (consumer research)
• · Analysis of strategic alternatives and choice of marketing strategy
• · Positioning development
• · Preliminary economic assessment of strategy and control tools

Market and external environment research

Market analysis

• · determination of market boundaries;
• · assessment of market capacity;
• · determination of the company's market share;
• · primary assessment of the level of competition in the market;
• · market development trends.

The main tool for market analysis is marketing research (desk and field).

Analysis of the external macroeconomic environment:

• · Macroeconomic factors. Some factors in the economic environment must be continually diagnosed and assessed because... the state of the economy affects the firm's goals. These are inflation rates, international balance of payments, employment levels, income distribution, changing demographic conditions, etc. Each of them can represent either a threat or a new opportunity for the enterprise.
• · Political factors. The active participation of business firms in the policy process is an indication of the importance of public policy for the organization; therefore, the state must monitor the regulations of local authorities, state authorities and the federal government.
• · Technological factors. An analysis of the technological environment may, at a minimum, take into account changes in production technology, the application of new IT technologies in the design and delivery of goods and services, or advances in communications technology. The head of any company must ensure that he is not exposed to “future shock” that destroys the organization.
• · Factors of social behavior. These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and minorities in society, the consumer movement).
• · International factors. Management of firms operating internationally must continually assess and monitor changes in this broader environment.

Assessment of the current state

Main tasks of the stage:

• · analysis of economic indicators (financial results, structure and amount of company costs, investment opportunities);
• · analysis of production capabilities (technological capabilities and limitations, production potential);
• · audit of the marketing system (assessment of the effectiveness of marketing costs, systems for collecting and using marketing information, limitations of the marketing budget and communications);
• · portfolio analysis for strategic business units and product lines (ABC analysis, determination of product life cycle stages, matrix methods of portfolio analysis: BCG matrix, MCC matrix, GE/McKinsey matrix, etc.);
• · SWOT analysis;
• · development of a forecast (prospects for the development of the company in the current situation).

Analysis of competitors and assessment of the company's competitiveness

Competitor analysis consists of the following elements:

• · identifying the company's competitors;
• · assessment of their market share;
• · determination of competitors' goals;
• · determination of competitors' strategies;
• · assessment of the strengths and weaknesses of competitors;
• · assessment of the range of possible reactions of competitors;
• · selection of competitors to attack and avoid.

Setting goals

The previous stages of developing a marketing strategy make it possible to assess the current state of the company and the markets in which it is present. Next, the desired vision of the future state of the company and its position in the market should be formulated. This vision is the goal within the marketing strategy.

Main tasks of the stage:

• · setting goals (identifying tasks to be solved);
• · assessment of goals (determining the need to solve problems);
• · establishing a hierarchy of goals.

The goals of the marketing strategy must be linked to the mission and goals of the company as a whole. Goals should be arranged in a structure in the form of a tree, where the achievement of all lower goals together leads to the achievement of a higher goal.

Market segmentation and selection of target segments

Main tasks of the stage:

• · market segmentation, i.e. identifying competitive target market segments;
• · choosing the time and method of reaching target segments.

Analysis of strategic alternatives

• · Classification of competitive strategies according to J. Trout and E. Rice
• · Classification of competitive strategies according to Kenichi Ohmae - 3K (3C) model
• · Classification of competitive strategies according to F. Kotler
• · Classification of competitive strategies according to M. Porter
• · Blue ocean strategies (W. Chan Kim, R. Mauborgne)
• · Corporate Aikido Strategy
• · Alternative models of strategy development

All of these models are an attempt to classify possible competitive strategies. By and large, almost any possible strategy fits into these models. Based on the information collected in the previous stages, the company needs to select the most appropriate standard marketing strategy, within which a detailed marketing plan will be developed.

Positioning development

Preliminary economic assessment of marketing strategy and control tools

• · Analysis and forecasting of the quality and resource intensity of the company's future products
• · Forecasting the competitiveness of the company's existing and future products
• · Forecasting price and sales levels for existing and future company products
• · Forecasting revenue and profit volumes
• · Determination of benchmarks and intermediate stages of control (timing and control values)

Marketing Plan

Based on the marketing strategy, a detailed marketing plan should be developed, describing the specific marketing activities that must be carried out in the short and medium term.

A marketing strategy involves the implementation of an appropriate set of activities to ensure the achievement of the enterprise's goals.

The goal of a competitive marketing strategy is to move the enterprise from its current position to a stronger one, to create a future competitive advantage. This is done by adapting to external forces: competition, market changes, technology development; and by identifying and aligning the company's resources to the opportunities it faces. There are three approaches to creating competitive advantage: low cost, differentiation, focus.

Differentiation strategy based on marketing know-how. This strategy becomes attractive as consumer needs and preferences become more diverse and can no longer be satisfied with standard products. The company tries to give the product something distinctive, unusual, unique that the buyer may like and for which the buyer is willing to pay.

From the point of view of competitive advantages, Savushkin Product OJSC pursues a focused differentiation strategy. This is due to the fact that the company mainly specializes in the production of several product groups (milk, sour cream, yoghurts and juices). That is, the company focuses on a narrow market segment. And at the same time, the company differentiates its products by giving special properties to its products.

This development strategy is inherent to Savushkin Product OJSC. Analyzing the indicators characterizing the production, economic and financial activities of the enterprise, we see that in 2007, compared to the forecast values, there was a decrease in costs by 2 rubles of marketable products. The company also plans to further reduce costs in 2008.

Also typical for this enterprise product range expansion strategy , i.e. developing new products with different levels of quality, releasing goods in new packaging, offering the same product in different forms and compositions, constantly increasing the strength of its brand, adding new types of products to the main range, striving not only to satisfy, but also to exceed consumer expectations.

Market segmentation strategy allows you to increase the efficiency of means and methods of advertising and price regulation. Its meaning lies in the fact that the company does not scatter, but concentrates its efforts on the most promising segment for it.

For each enterprise it is necessary to consider the possibilities of its further development. It can obtain these opportunities primarily through entering new promising markets or as a result of developing and producing a product that is in high demand. Other options for the development of the company are also possible. All of them can be combined into three main directions of company development:

• · intensive development;
• · integration development;
• · diversified development.

When choosing a further development path, Savushkin Product OJSC pursues intensive growth strategy . This is due to the fact that the company has not fully realized its capabilities in existing markets. Such opportunities will be more fully realized thanks to:

• · deeper penetration into the market;
• · expansion of market boundaries;
• · development of a new product.

An enterprise can ensure deeper penetration into the market if:

• · its goods will be consumed more intensively by regular customers;
• · either potential buyers who have not previously purchased it, or buyers who have purchased similar products from competing companies will begin to buy the product.

To implement these tasks, Savushkin Product OJSC plans to conduct an advertising campaign in order to attract customers who have not previously purchased its products and stimulate an increase in the number of purchases by customers. JSC Savushkin Product plans to expand the boundaries of the existing market by entering new geographic markets. In order to increase sales, a firm can create better products for existing markets. To improve the goods produced, the company should: improve the consumer characteristics of the product; create various modifications of the product; develop new varieties of goods.

The introduction of new products is of primary importance for the further development and profitable operation of the enterprise. The development of new products is financed by deductions from the proceeds from the sale of current products, which the company supplies to the market for a number of years and which it hopes to sell for a number of years to come. Before launching a new product, marketing research is conducted to determine whether this model will be in demand on the market, price indicators are analyzed in comparison with the price of similar products manufactured by competitors, and a survey of wholesale and retail buyers is conducted to determine the feasibility of launching a new model into production. . The introduction of new products is of paramount importance for the further development and profitable operation of the enterprise.

When considering a business unit for the production of juices, it would be most appropriate to use concentrated growth strategies , in particular, product and market development strategies simultaneously. In this case, OJSC “Savushkin Product” must solve the problems of increasing profits and sales volumes through the development and production of new types of juice, expanding the product range while simultaneously searching for new markets for its products. In this direction, the main strategic step should be the formation of alliances with domestic or foreign enterprises that can help improve the prospects of the JSC in order to implement joint projects in the direction of creating new products and expanding sales markets.

Integrative strategy OJSC "Savushkin Product" was sold for the purpose of sales control. Vertical integration was carried out, one of the goals of which was to study the consumer and establish better contacts with him.

Thus, we can conclude that an enterprise should not be limited to one strategy. For each market, for each buyer group, for each product, for each situation there must be its own strategy, which characterizes an individual approach to solving the variety of problems facing a commercial organization.

Regarding the competitive strategies of an enterprise, it can be emphasized that the use of strategies must be comprehensive and complementary. Strategies should be developed with the aim of ensuring the sustainable functioning of the company and taking into account the characteristics of a certain consumer group, the specific region in which the product is sold, taking into account the actions of competitors.

Strategy refers to a plan or method of any activity, presented in general form for a long period of time.

The strategy is developed in any direction in order to make the most efficient use of available resources to achieve the main goal.

A marketing strategy is part of a company's overall corporate strategy and aims to describe how the company should use its limited resources in order to grow in the long term. It represents an element of the company’s marketing plan and is more descriptive in nature, suggesting not the specific actions themselves, but only their direction.

Concept, objectives and application of marketing strategies

Marketing strategy should be understood as the process of planning and subsequent implementation of various activities in the field of marketing of an organization, which are aimed at achieving the goals set for the company.

Since the marketing strategy is included as an integral element in the overall strategy of the company, it helps outline the main directions of the organization’s activities in the market space in relation to consumers and competitors.

The development of a marketing strategy will be influenced by the main goals of the company, its current market position, the resource potential of the organization, an assessment of its market prospects and possible actions of competitors.

Main goals Marketing strategy usually includes:

• an increase in sales volume, which can occur in two ways: by increasing the flow of customers or the number of orders;
• company increase;
• ensuring the attractiveness of products for a particular target audience;
• winning a larger share of the market space;
• achieving leadership positions in your market segment.

The goals of the marketing strategy should not contradict the main mission of the company and the strategic goals of the business as a whole. Marketing strategies are also subject to all marketing activities of the company (advertising, public relations, sales organization, etc.).

It represents the gradual implementation of an interrelated set of operational level strategies, which include sales, advertising, pricing strategies, etc. In the modern world, companies often do not simply maintain or increase the share of the existing market, but search for new markets.

Since the market situation is always dynamic, the marketing strategy is also characterized by flexibility, mobility, and the ability to constantly be adjusted. There is no single marketing strategy that is suitable for all types of companies and products. To increase sales of a particular company or promote a certain type of product, separate development of areas of activity is required.

Kinds

The classification of marketing strategies can be based on various characteristics.

The most common is the division of known marketing strategies to the following groups of strategies:

1. Concentrated growth. It is assumed that the market for the product will change or the product itself will be improved (modernized). Most often, such strategies are aimed at fighting competitors to gain an expanded market share (“horizontal development”), searching for markets for existing products, and improving the products themselves.
2. Integrated growth. They pursue the goal of expanding the structure of the enterprise through “vertical development” - the start of production of new goods or services. As part of the implementation of this type of strategy, it is planned to monitor the company’s branches, suppliers and dealers, as well as to influence the final buyers of products.
3. Diversified growth. They are used if the enterprise does not have the opportunity to develop under current market conditions with a certain type of product. A company can focus on producing a new product, but at the expense of old, existing resources, and the product may differ slightly from those already produced or be completely new.
4. Abbreviations. Aimed at increasing the efficiency of the enterprise after a long period of its development. In this case, both the reorganization of the company (for example, the reduction of individual divisions) and its liquidation (for example, a gradual reduction of activities to zero while simultaneously obtaining the maximum possible income) can be carried out.

Also, the marketing strategy of an enterprise can be focused both on the entire market and on its individual target segments. In this case, they can be implemented three main strategic directions:

In addition, marketing strategies can be distinguished by means of marketing, which the enterprise is more focused on:

• Commodity;
• Price;
• Branded;
• Advertising.

If you have not yet registered an organization, then easiest way This can be done using online services that will help you generate all the necessary documents for free: If you already have an organization and you are thinking about how to simplify and automate accounting and reporting, then the following online services will come to the rescue and will completely replace an accountant at your enterprise and will save a lot of money and time. All reporting is generated automatically, signed electronically and sent automatically online. It is ideal for individual entrepreneurs or LLCs on the simplified tax system, UTII, PSN, TS, OSNO.
Everything happens in a few clicks, without queues and stress. Try it and you will be surprised how easy it has become!

Formation and development stages

Formation marketing strategy occurs in 4 stages:

• The stage of analyzing the organization's marketing capabilities. It is an assessment of the strengths and weaknesses of the functioning of an enterprise, its advantages in a particular market and possible risks;
• The stage of selecting markets for operation. It involves conducting an analysis of supply and demand, considering a certain type of market, its pros and cons, consumer composition, as well as the need for the products that the enterprise produces;
• Marketing program development stage. It consists of determining the features of the pricing policy, methods of positioning a particular product on the market, conducting an advertising campaign, as well as monitoring the sales of products;
• Stage of approval and implementation of marketing programs. It assumes their reasonable analysis in the context of the provisions of the general strategy of the organization and crisis management.

Capable of forming a marketing strategy influence the following actions:

• detailed analysis of the market state, identifying its key segments;
• assessment of the current financial condition of the company;
• analysis of the enterprise’s activities in a competitive environment, as well as the actions of competitors;
• analysis of strategic alternatives and choice of marketing strategy;
• approximate economic assessment of the chosen strategy;
• determination of methods for monitoring the implementation of the marketing strategy.

Structure and content

The following structure of the marketing strategy can be distinguished:

Definition various marketing strategies:

Features of marketing strategies in various directions

Marketing Strategies in trade involve conducting a continuous systematic analysis of market needs, which will contribute to the development of those products that are needed by specific target groups. These products have special properties that distinguish them from competitors' products and provide them with an undeniable competitive advantage.

Marketing Strategies in construction involve ensuring a rational organization of production, reducing, efficient use of resources, increasing, and the ability to adapt to the market in conditions of increased competition. These strategies set the direction of the organization’s activities in the market, facilitate the coordination of the marketing components of each division of the construction organization, and allow for the effective use of available resources.

Marketing Strategies in finance provide not only the search for effective directions and methods for selling financial products, but also the identification of ways to diversify the company’s services, as well as the formation of the organization’s anti-crisis policy.

Evaluation and analysis of effectiveness

Efficiency mark marketing strategy of an enterprise allows you to understand whether its concept was chosen correctly, as well as to monitor the implementation of your goals.

For this it is necessary carry out a detailed analysis several components of a marketing strategy:

Marketing audit will give an opportunity see the degree of deviation of strategic marketing results from planned ones. If they differ significantly, it makes sense to reconsider the strategy, or completely abandon it and choose an alternative. If the design is carried out successfully, this allows the company to achieve high results in the long term and take a leading market position.

Marketing strategies in crisis management

A marketing strategy is developed, among other things, for the organization’s behavior in the market in conditions of tough opposition to negative environmental factors. It is implemented within the framework of crisis management, when the company receives a focus on achieving the best position in modern market conditions.

Implementation of the entire set of measures that make up the marketing strategy will help the organization overcome the crisis with the least administrative and financial costs. Marketing strategies, as an important part of the overall anti-crisis development strategy of an enterprise, occupy a leading place in determining various methods for overcoming the crisis. For this purpose, marketing strategies for pre-crisis, crisis and post-crisis management are being developed.

For information on the rules for developing a marketing strategy, see the following video lesson.
Part 1:

Any company should consider studying this issue. Marketing strategy is a component of corporate strategy that determines the direction of the company’s activities, taking into account its current internal state and the external conditions in which the enterprise operates.

The need to develop a marketing strategy

Strategic management is more common among large enterprises that need a professional approach to determining the direction of activity, the vision of the company in the future and have enough funds for this. The market position of small enterprises is often determined on an intuitive, reactionary level, since the distribution of a small amount of resources does not require significant labor and funds, and the future of such enterprises is more susceptible to outside influences. However, it is worth noting that strategic management is necessary to one degree or another in every enterprise, since competent management allows you to choose the right paths to achieve the final goal.

A marketing strategy helps to choose a basic model of an enterprise’s behavior in the market and ensure its further successful formation. It may not be able to protect against all market dangers, but it can help develop ways to respond to the most likely options and make the most efficient use of all available resources. The process of forming a marketing strategy, like other positions of this complex concept, ends with the choice of one of the alternatives, but management moves to the next stage - the development of action programs, which determines ways to achieve the goals set at the previous stage. Also, to develop a marketing strategy, it is important to establish an effective intra-organizational communication system.

Marketing strategy in the strategic pyramid

Strategic management involves the formation of a “strategic pyramid” at the enterprise, which includes four levels of strategies:

• Corporate.
• Business.
• Functional.
• Operational.

At the stage of forming a business strategy, the following are determined: portfolio strategy, growth strategy and direct marketing (competitive) strategy. Let's focus on how to ensure its formation. A marketing strategy determines ways to enter and consolidate in certain markets and market niches, assesses development prospects in certain strategic business areas, methods of competition, and ensuring product competitiveness.

Types of Marketing Strategies

At the stage of choosing a competitive strategy, the enterprise determines the general model of behavior in the market, the methods by which target demand will be won and retained. The alternatives that an enterprise can follow are divided into types.

Marketing strategy is:

• Violent (power).
• Patient (niche).
• Commutative (adaptive).
• Explerent (pioneer).

The violent (force) strategy is used in the management of large firms specializing in mass, standardized production. Competitiveness in this case is ensured through “economies of scale,” which allows for the mass production of high-quality products and their sale at a relatively low price.

The patent (niche) strategy is typical for those firms that are focused on niche business, that is, specialized products to meet demand in a narrow market segment. The strategy is applicable to those who produce specialized, high-quality goods at a high price. This strategy is good because it allows you to find that part of the market that will be inaccessible to competitors, thereby making it possible to reduce the costs of competition and redirect resources to self-development.

The commutative (adaptive) strategy involves satisfying individual services and solving problems on a local scale, which is typical for small, private enterprises, often of short-term existence. Companies with a commutative strategy look for any opportunity to satisfy their customers' services, so such companies are usually very flexible in their activities.

Exploratory strategy (pioneer, innovative) is the riskiest of strategies, it involves the creation of completely new products, revolutionary products. The main problem of such companies is that it is impossible to study the demand for their products, since it simply does not exist yet. Explorers create a need for their own product, and their success in business depends on how well they succeed. The practice of experimenting companies shows that only a small percentage of “pioneers” achieve success, but this success is of enormous proportions and often covers the costs of all failures. Such a business is called “scalable” in the literature.

Functional Marketing Strategies

Next comes the functional level, which involves the development of tactical measures for different divisions of the company to achieve the strategies that were laid down at the previous stage. At this stage, existing product marketing is developed or improved, which is divided into the following types.

Marketing strategy at the functional level is divided into the following types:

• Assorted.
• Promotion.
• Distribution.
• Pricing.
• Selecting the target market.

An assortment marketing strategy involves determining the product groups that will be included in the company’s portfolio, the breadth and depth of the assortment, and describing the differentiation of products or the development of new products.

Determining the target audience to which the enterprise’s activities will be directed, developing communication plans and conducting an information campaign that will familiarize potential consumers with the product - all this is included in building a promotion strategy. A promotional marketing strategy can also refer to a firm's advertising budget.