Theoretical aspects of developing a company's marketing strategy. Enterprise marketing strategies

It consists in bringing the company's capabilities in line with the situation on the market, i.e., the internal environment with the external environment.

There can be many strategies, the main thing is to choose the appropriate one for each market and each product so that it meets the requirements of achieving marketing goals.

• improving the organizational structure;
• increase business activity(penetration on new market; introduction of a new product to an old market; penetration of market novelty into new market segments with goods, etc.);
• reduction in business activity (cessation of sales of goods that have ceased to provide a given profit in a given market; curtailment of production of unprofitable goods; withdrawal from some markets and concentration of efforts on the most promising ones, etc.);
• organization of a joint company with a foreign partner abroad;
• organization of a joint company with a foreign partner in our country;
• cooperation with a foreign company to enter markets where it has not yet been possible to operate successfully.

Depending on the market, the strategy may be one or another. They don't have to copy each other everywhere. Using mathematical models market and considering the strategy from the point of view of game theory, they choose the strategy “mini-max” (maximum feasibility, regardless of risks), “maxi-min” (minimum risk, regardless of feasibility) or a combination of them.

• segmentation of the markets in which the company operates (or intends to operate) must be carried out so that segments in different markets are characterized by generally the same response to advertising, product promotion and other marketing activities,
  that is, they had similar sociopsychological characteristics and needs;
• the choice of the optimal segment should be carried out based on providing the company with the most complete leadership possible (sufficient capacity, favorable prospects, minimal or even zero competition, satisfaction of unmet needs);
• the method of entering the market with a new product should most fully meet the consumer properties of the product and the capacity of the market (segment), adequately reflect the fame of the company and its reputation, as well as the scale of need for the product;
• when choosing marketing means of influencing a potential buyer, you should remember that price as a factor in attracting attention to a product is now ranked 3rd-4th in importance among other factors;
• it is necessary to carefully choose the time to enter the market with a new product (especially if this product is seasonal) and do not forget about advertising preparation: there is no point in entering the market during an unfavorable market situation if the company does not pursue far-reaching goals and does not prepare its customers, anticipating period of demand recovery.

Is big interest marketing strategy in new markets used by Japanese firms. It is to gain a foothold in the markets of those countries that do not have national production of this product, and then, using the accumulated experience, penetrate the markets of other countries (“strategy laser beam"). Thus, in order to enter the markets of Western European countries with their cars, Japanese automakers first operated for several years only in Finland, Norway, Denmark and Ireland. And only having won a strong positive reputation there, they began to develop the more complex markets of Belgium and the Netherlands , Switzerland, Sweden, Austria. The third step was entering the markets of Great Britain, Italy, Germany and France - countries with a powerful auto industry.

Also worthy of attention is the sequence designed for a very long period, characteristic of the activities of Japanese industrialists: starting with the export of the most widespread, inexpensive cars (and, accordingly, satisfying the needs of not too picky buyers), creating the image “Japanese means excellent quality,” these automobiles firms are gradually moving to work in the markets for more expensive cars (but not the most prestigious ones), trucks and special vehicles, and are also building car assembly plants in countries where they previously sent their cars assembled.

When developing a marketing strategy in the markets of capitalist countries, one should keep in mind, first of all, the serious aggravation of the sales problem. Competition has intensified, and, as a result, attention to new products has sharply increased, in the production and sale of which firms sometimes see the only way to survive. States impose protective duties. In general, there is (and in many industries has already occurred) a reorientation of the production policy of engineering companies towards a sharp increase in the share of high-tech (knowledge-intensive) products in their product range and a corresponding growth in the service sector (sale of licenses; carrying out research, design and other engineering work; rental (leasing) of complex equipment; consultations, etc.).

The basis of the marketing strategy of companies achieving the greatest success in modern market, are a focus on superiority in the scientific and technical field over their competitors and increasing this gap.

Here is a list of some strategies that ensure rapid growth in sales:

• rapid entry into new markets;
• specialization, i.e. concentration of efforts on solving problems of selected groups of customers;
• putting forward the concept of a new product;
• application of the latest, especially flexible, technologies;
• decisive removal of “sick” goods;
• expansion of activities throughout the world;
• intensification of R&D;
• high rates of restructuring.

Except offensive strategy firms also use defensive strategies. If a company is satisfied with the size of its market share or is unable to increase it for one reason or another, it resorts to a defensive strategy. Its goal is a thoughtful defense of its positions from the onslaught of competitors. Of course, a defensive strategy in some markets can be combined with an offensive strategy in others.

An example of a defensive strategy is the “exit market” strategy. It consists of leaving certain markets and switching to other markets or types economic activity. This strategy is usually used for products with poor market positions that generate losses or reduced profits.

Studying this issue Any company should be puzzled. Marketing strategy is a component corporate strategy, which 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 have a need professional approach to determine the direction of activity, the vision of the company in the future and have enough funds for this. The market positions of small enterprises are 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 to a greater extent subject to outside influences. However, it is worth noting that strategic management to one degree or another is necessary in every enterprise, since competent management allows you to choose the right paths to achieve the final goal.

Marketing strategy helps you choose basic model behavior of the enterprise 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 general model behavior in the market, then by what methods the 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

Followed by 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.

Methodological approach to developing a marketing strategy

The following strategies are used to solve this problem.

1. According to M. Porter’s general competitive matrix, the competitive advantage of an enterprise in the market can be achieved in three ways (Fig. 7.12).

Rice. 7.12. General competitive matrix

Product leadership is based on product differentiation. Particular attention is paid to the sale of branded products, design, service and warranty service. At the same time, the price increase must be acceptable to the buyer and exceed the increase in costs. This is how the “market power” of a product is formed. When using this strategy, marketing plays a major role.

Price leadership is ensured if the enterprise has a real opportunity to reduce production costs. Particular attention is paid to investment stability, standardization, and strict cost management. Cost reduction is based on the use of the “experience curve” (unit production costs fall by 20% whenever production speed doubles). When using this strategy, production plays a major role.

Niche leadership involves focusing a product or price advantage on a narrow segment of the market. This segment should not attract much attention from stronger competitors; such leadership is most often used by small businesses.

2. Competitive advantage can be achieved based on the analysis of competitive forces, using the model of competitive forces proposed by M. Porter (Fig. 7.13).

Rice. 7.13. Competitive Forces Model

The basis of competitive segmentation is to find a market niche not occupied by competitors in order to gain advantages when using innovations.

The characteristics of other functional and instrumental strategies are given in the corresponding chapters of the manual.

Hello! In this article we will talk about an integral element of any modern enterprise– marketing strategy.

Today you will learn:

• What is a marketing strategy;
• What levels and types of marketing strategies exist;
• How to create a marketing strategy for your business.

What is an enterprise marketing strategy

Let's turn to the etymology of the word "strategy" . Translated from ancient Greek it means "the art of a commander" , his long-term plan for the war.

The modern world dictates its terms, but strategy today remains an art that every entrepreneur must master in order to win the battle for profit and market share. Today, strategy is a long-term action plan aimed at achieving the global goals of the enterprise.

Any organization has a general strategy that corresponds to its global goals and strategy by type of activity. One of these is the marketing strategy of an enterprise.

Despite the fact that the number of companies in various markets is constantly growing, store shelves are crowded with a variety of goods, and consumers are becoming more and more whimsical and picky, many Russian companies Marketing is still neglected. Although it is the marketer who is able to highlight your product on the store shelf among competitors, make it special and bring profit. Therefore, developing a marketing strategy is one of the key issues in planning an organization’s activities.

Marketing strategy – a general plan for the development of each element (physical product - product, distribution, price, promotion; service - product, distribution, price, promotion, physical environment, process, personnel), developed for the long term.

The marketing strategy, as an official document, is enshrined in marketing policy companies.

The practical importance of marketing strategy for an enterprise

Marketing strategy, being integral part overall strategy enterprise, directs its activities to achieve the following strategic goals:

• Increasing the enterprise's market share in the market;
• Increasing the company's sales volume;
• Increasing the profit of the enterprise;
• Gaining leading positions in the market;
• Other.

The goals of the marketing strategy must be consistent with the mission of the enterprise and overall global goals. As we see, all goals are related to competitive or economic indicators. Achieving them without a marketing strategy is, if not impossible, then very difficult.

To achieve any of the above goals, it is necessary to include the following elements in the company’s marketing strategy:

• Target audience of your company/product. The more detailed you can describe your target customer, the better. If you have chosen several segments for yourself, then describe each of them, don’t be lazy.
• Marketing complex. If you offer a physical product, describe each of the four Ps (product, distribution, price, promotion). If you are selling a service, you will describe the 7 Ps (product, distribution, price, promotion, physical environment, process, people). Do this in as much detail as possible and for each element. Name the core benefit of your product, indicate the key value for the client. Describe the main distribution channels for each product, determine the price of the product, possible discounts and desired profit per unit. Think about what marketing activities will be involved in the promotion. If you offer a service, then determine who, how and where (in terms of room design, work tools) will implement it.

Each of the elements must also form its own strategy, which will be included in the overall marketing strategy of the business.

• Marketing budget. Now that you have a detailed marketing strategy, you can calculate your overall budget. It doesn't have to be exact, so it's important to include a reserve here.

Once you have identified each of the listed elements, you can begin to realize your goals through a series of tasks:

• Formulation of a strategic marketing problem (this point needs to be given the greatest attention);
• Needs analysis;
• Consumer market segmentation;
• Analysis of business threats and opportunities;
• Market analysis;
• Analysis of the strengths and weaknesses of the enterprise;
• Choice of strategy.

Levels of an enterprise's marketing strategy

As we can see, the overall marketing strategy includes strategies for marketing elements. In addition, the marketing strategy must be developed at all strategic levels of the enterprise.

In the classical reading, there are four levels of enterprise strategies:

• Corporate strategy(if your company is differentiated, that is, it produces several products, otherwise this level will not exist);
• Business strategies– strategy for each type of activity of the enterprise;
• Functional strategy– strategies for each functional unit of the enterprise (Production, marketing, R&D, and so on);
• Operational strategy– strategies for each structural unit of the company (workshop, trading floor, warehouse and so on).

However, the marketing strategy will only cover three levels of the strategic hierarchy. Experts in the field of marketing recommend excluding the functional level, since it involves considering marketing as a narrowly functional type of activity. Today, this is not entirely true and leads to short-sighted decisions in the field of marketing.

So, marketing strategy must be considered from the point of view of three levels:

• Corporate level: formation of assortment marketing strategy and market orientation strategy;
• Business unit level: development of a competitive marketing strategy;
• Product level: product positioning strategy on the market, strategies for the elements of the marketing mix, strategies for each product within the product line strategy.

As we can see, we should develop 6 types of strategies as part of the overall marketing strategy of the enterprise.

Choosing the type of marketing strategy for your business

Let's start moving towards a common marketing strategy from the very top level– corporate. It will be absent if you offer only one type of product.

Corporate level of marketing strategy

At the corporate level, we need to consider assortment strategy and market orientation strategy.

Assortment strategy of the enterprise

Here we need to determine the number of product units of the assortment, the width of the assortment, that is, the number of products various categories in the assortment (for example, yogurt, milk and kefir), the depth of the assortment range or the number of varieties of each category (raspberry yogurt, strawberry yogurt and peach yogurt).

As part of the assortment policy, the issue of product differentiation (changing its properties, including taste, packaging), developing a new product and discontinuing the product is also considered.

The listed issues are resolved based on the following information about the market and the company:

• Size and pace of market development;
• Size and development of the company's market share;
• Size and growth rates of various segments;
• The size and development of the enterprise's market share in the product market.

It is also necessary to analyze information about the products that are included in the product line:

• Trade turnover by product;
• Level and change in variable costs;
• Level and trends in gross profit;
• Level and change in fixed non-marketing costs.

Based on this information, the assortment strategy of the enterprise is drawn up.

Market Orientation Strategies

As part of this strategy, we need to identify the target market and define target segments. Both questions depend on your range and individual products.

In general, at this stage the decision comes down to choosing one of the following market segmentation options:

• Focus on one segment. In this case, the seller offers one product in one market.
• Market specialization. It is used when you have several product categories that you can offer only to one consumer segment. Let’s depict this schematically (“+” is a potential consumer)

• Product specialization suitable for you if you have only one product, but can offer it to several segments at once.

• Electoral specialization. This is the case when you can adapt your offer to any of the segments. You have enough products to satisfy the needs of each segment.
• Mass Marketing. You offer one universal product that, without any changes, can satisfy the needs of each segment of your market.

• Full market coverage. You produce all products available on the market and, accordingly, are able to satisfy the needs of the entire consumer market

Before defining a market targeting strategy, we advise you to carefully analyze the needs of the customer segments that exist in your market. We also do not advise you to try to “capture” all segments at once with one product. So you risk being left with nothing.

Business unit level

Choosing a competitive marketing strategy is a fairly broad issue. There are several aspects to consider here, but first you need to analytical work.

First, assess the level of competition in the market. Secondly, determine your company's position among competitors.

It is also necessary to analyze the needs of your target audience, assess threats and opportunities external environment and identify the company's strengths and weaknesses.

It is necessary to carry out analytical work with the product: identify its key value for the target consumer and determine its competitive advantage. Once you have done your analytical work, you can begin choosing a competitive strategy.

From the point of view of marketing practitioners, it is advisable to consider competitive strategies from two angles: like competitive advantage and the role of the organization in a competitive market.

Competitive strategies by type of competitive advantage

Here it would be advisable to immediately present these strategies in the form of a diagram, which is what we will do. The possible types of competitive advantage of the organization are located in the columns, and the strategic goal of the product (company) is located in the rows. At the intersection we get strategies that suit us.

Differentiation strategy requires you to make your product unique in terms of quality, which has highest value for the target client.

This strategy is suitable for you if:

• The company or product is at this stage life cycle, like maturity;
• Do you have a fairly large number Money for the development of such a product;
• The distinctive property of a product constitutes its key value for the target audience;
• There is no price competition in the market.

Cost leadership strategy assumes that you have the ability to produce a product at the lowest cost on the market, which allows you to become a leader in price.

This strategy is right for you if:

• You have technologies that allow you to minimize production costs;
• You can save money on production scale;
• You are lucky with your geographical location;
• You have privileges when purchasing/extracting raw materials;
• The market is dominated by price competition.

Focus on costs and differentiation implies your advantage over competitors only in one segment of your choice, in terms of costs or distinctive product properties. The choice factors that we discussed above regarding each strategy will help you choose what exactly to focus on (costs or differentiation).

The focusing strategy has the following factors:

• You can identify a clearly defined segment in the market with specific needs;
• There is a low level of competition in this segment;
• You don't have enough resources to cover the entire market.

Competitive strategies based on the organization's role in the market

At the very beginning, we recalled that the concept of “strategy” entered our lives from the art of war. We invite you to return to those ancient times and take part in a real battle, only in our time and in a competitive market.

Before you go to the battlefield, you need to determine who you are in relation to your competitors: a leader, a follower of the leader, an industry average, a small niche player. Based on your competitive position, we will decide on a “military” strategy.

Market leaders it is necessary to hold the defense so as not to lose your position.

Defensive war involves:

• Staying ahead of competitors' actions;
• Constantly introducing innovations into the industry;
• Attack on oneself (own competing products);
• Always be on the alert and “jam” the decisive actions of competitors with the best solutions.

Follower of the leader it is necessary to take an offensive position.

First of all, you need:

• Identify the leader’s weaknesses and hit them:
• Concentrate your efforts on those product parameters that are a “weak” side for the leader’s product, but at the same time important for the target consumer.

Industry average Flank warfare will do.

It involves the following combat actions:

• Search for a low-competitive market/segment;
• Unexpected attack from the flank.

If you are a niche player, your war is guerrilla.

You should:

• Find a small segment that you can reach;
• Be active in this segment;
• Be “flexible”, that is, be ready at any time to move to another segment or leave the market, since the arrival of “large” players in your segment will “crush” you.

Product level of marketing strategy

The marketing strategy of a product is represented by three types of strategies at once: a strategy for positioning the product on the market, strategies for the elements of the marketing mix, strategies for each product within the marketing strategy of the product line.

Positioning strategy

We propose to highlight the following positioning strategies:

• Positioning in a special segment(for example, young mothers, athletes, clerks);
• Positioning on product functionality. Functional features are mainly emphasized by companies specializing in high-tech products. For example, The iPhone, seeing the target audience’s need for excellent photo quality, positions itself as a smartphone with a camera no worse than a professional one;
• Positioning at a distance from competitors(the so-called “blue ocean”). There is such a positioning strategy as the “blue ocean” strategy. According to this strategy, the competitive market is a “red ocean”, where companies fight for every client. But an organization can create a “blue ocean,” that is, enter the market with a product that has no competitors. This product must be differentiated from competitors on key consumer factors. For example, Cirque du Soleil proposed a completely new circus format, which differed in price (it was much more expensive), did not have performances with animals and clowns, changed the format of the arena (there is no longer a round tent), and was aimed mainly at an adult audience. All this allowed Cirque du Soleil to leave the competitive market and “play by its own rules.”
• Positioning on a branded character. There are quite a lot of such examples: Kwiki the rabbit from Nesquik, Donald McDonald from McDonald's, cowboy Wayne McLaren from Marlboro. True, sometimes a character also has a negative impact on the image of a company or product. So Wayne McLaren died of lung cancer and in the period of time from diagnosis to death he sued Marlboro, publicly telling how harmful their cigarettes were. Cartoons also sometimes cause harm. Thus, “Skeletons” from Danone were not popular among mothers due to the inflammatory images of cartoon characters used in advertising.
• Discoverer. If you were the first to offer a product, you can choose a pioneer strategy when positioning;
• Positioning based on a specific service process. This is especially true for the service sector. Everyone has already heard about the restaurant “In the Dark”. He will be a great example of this positioning.

Strategies for elements of the marketing mix

As part of the marketing mix strategy, there are four marketing mix strategies to consider.

Product marketing strategy

In addition to the assortment strategy, which we have already discussed, it is necessary to determine a strategy for each product unit. It will depend on the stage of the product life cycle.

The following stages of the life cycle are distinguished:

1. Implementation. The product has just appeared on the market, there are not many competitors, there is no profit, but sales volumes are quite high, as are costs. At this stage our the main objective– inform the target audience. The actions should be as follows:

• Analysis of existing demand;
• Informing the target audience about the qualities of the product;
• Convincing the consumer of the high value of the product;
• Construction of a distribution system.

1. Height. You are watching fast growth sales, profits and competition, costs are reduced. You need:

• Modify the product to avoid price competition;
• Expand the range to cover as many segments as possible;
• Optimize the distribution system;
• The promotion program should be aimed at stimulation, and not at informing, as it was before;
• Reducing prices and introducing additional services.

1. Maturity. Sales are growing, but slowly, profits are falling, and competition is growing rapidly. In this case, you can choose one of three strategies:

• Market modification strategy, which involves entering new geographic markets. In addition, as part of this strategy, it is necessary to activate promotion tools and change the positioning of the product.
• Product modification strategy involves improving the quality of the product, changing the design and adding additional characteristics.
• Marketing mix modification strategy. In this case, we have to work with the price, it needs to be reduced, promotion, it needs to be intensified, and the distribution system, the costs of which need to be reduced.

1. Recession. Sales, profits, promotional costs and competition are reduced. Here, the so-called “harvest” strategy is suitable for you, that is, the gradual cessation of production of the product.

Pricing Strategies

There are pricing strategies for new enterprises and “old-timers” of the market.

Pricing Strategies for New Businesses

• Market penetration. Relevant if there is sufficiently elastic demand in the market. It consists in setting the lowest possible price for the product.
• Strategy of functional discounts for sales participants. If we want our product to be promoted large networks, you need to give them a discount. Suitable for large companies.
• Standard pricing. Nothing special. The price is calculated as the sum of costs and profits.
• Following the market involves setting the same prices as competitors. Suitable for you if there is no fierce price competition in the market.
• Price integration strategy applicable when you can agree to maintain the price level at a certain level with other market participants.
• A strategy for balancing the quality and price of a product. Here you need to determine what you will focus on: price or quality. Based on this, either minimize costs (lower the price) or improve the quality of the product (raise the price). The first option is acceptable for elastic demand.

Pricing strategies for market watchdogs

• Open competition on price. If you are ready to reduce the price to the last player on the market, then this strategy is for you. Don't forget to estimate the elasticity of demand, it should be high.
• Refusal of "price transparency". In this case, you need to make it impossible for consumers to compare your price with your competitors' prices. For example, make a non-standard volume of product, for example, not 1 liter of milk, but 850 ml. and set the price a little lower, but so that your liter of milk is actually more expensive. The consumer will not notice the trick.
• Strategy for offering a package of goods. The strategy of offering a package of goods is to provide the consumer with the opportunity to purchase a “set of products” at a better price than if they were purchased separately. For example, in the McDonald's restaurant chain, such a package of products is a Happy Meal for children. When purchasing it, the consumer receives a toy at a reduced price, and the company receives an increase in sales.
• Stepped pricing strategy for the offered assortment. Break down the entire assortment into price segments. This will allow you to reach most market.
• Price linking strategy. We all remember the “makeweight” that was attached to scarce goods. This great example application of this strategy.
• Price differentiation strategy. If your core product needs complementary products, then this strategy is for you. Set the price low for the main product and high for the complementary product. After purchasing the main product, the consumer will be forced to purchase a complementary one. Good example– capsule coffee machine and coffee capsules.
• Introduction of free services. This strategy is similar to the strategy of abandoning price transparency. In this case, the consumer will also not be able to compare your prices with those of your competitors.

Next step in determining pricing strategy– determination of a price differentiation (or discrimination) strategy; their use is optional for the company.

There are two price differentiation strategies:

• Geographical price differentiation strategy. It is divided into zonal price, uniform price, selling price, basis point price and manufacturer's delivery cost strategies.

If your company has a presence in several areas (multiple geographic markets), then use the strategy zonal prices. It involves establishing different prices for the same product in different geographical regions. Price may depend on average wages in the region, differences in delivery costs and so on.

If you set the same prices for products in all regions, then your strategy is single price strategy.

Selling price strategy applies if you do not want to transport the goods at your own expense to the consumer (point of sale). In this case, the consumer bears the cost of delivery.

Basis point price involves fixing a certain point from which the delivery cost will be calculated, regardless of the actual location of shipment.

Manufacturer's delivery cost strategy speaks for itself. The manufacturer does not include the cost of delivery of the goods in the price.

• Price differentiation strategy for sales promotion. Suitable for you if the product is at the maturity stage of its life cycle. There are several other strategies that can be highlighted here.

“Bait Price” strategy. If you have a sufficient number of products in your assortment, you can apply this strategy. It consists of setting prices much lower than market prices for one particular product. The rest of the goods are offered at the average market price or above the average price. The strategy is especially suitable for retail stores.

Pricing strategy for special events – promotions, discounts, gifts. We won't stop here. Let's just say that there are discounts for timely payment of goods in cash ( wholesale), volume discounts, dealer discounts, seasonal discounts (if you sell seasonal goods, you need to stimulate sales during the “off-season”).

Product distribution strategy

As part of the distribution strategy, it is necessary to determine the type of distribution channel and the intensity of the distribution channel. Let's deal with everything in order.

Distribution channel type

There are three types of distribution channels:

• Direct channel– movement of goods without intermediaries. Used when a company offers high-tech or exclusive products to a small segment.
• Short channel with the participation of a retail trader. In this case, an intermediary appears who will sell your product to the end consumer. Suitable for small companies.
• Long channel with the participation of a wholesaler (wholesalers) and a retail trader. If you have a high production volume, then this channel will provide you with a sufficient number of outlets.

Distribution Channel Intensity

The intensity of the distribution channel depends on the product and production volume.

There are three types of distribution intensity:

• Intensive distribution. If you own a large production facility and offer a mass product, then this strategy is for you. It assumes the maximum number of retail outlets.
• Selective distribution. Selection of retail traders based on any criteria. Suitable for those who offer a premium, specific product.
• Exclusive distribution. Careful selection of traders or independent distribution of products. If you offer an exclusive or high-tech product, you should choose this type.

Having considered these elements, we will obtain a product distribution strategy that will be part of the company's overall marketing strategy.

Product promotion strategy

There are two main promotion strategies:

• Pulling promotion involves stimulating demand in the market by the manufacturer independently, without the help of distributors. In this case, the consumer himself must ask the distributors for your product. This can be done using promotion tools (advertising, PR, sales promotion, personal selling, direct marketing). In this case, the promotion strategy must specify all the tools used and the timing of their use;
• Push promotion. In this case, you must make it profitable for distributors to sell your product. You must “force” him to promote your product. This can be done through discounts for sales representatives.

At first glance, choosing a marketing strategy seems to be a very labor-intensive and lengthy process. However, after going through all the described stages of defining a marketing strategy for each level of the strategic pyramid, you will understand that it is not so difficult. Let us give you an example to prove our words.

Marketing Strategy Example

Step 9 Calculation of the total marketing budget. We repeat again, these are only approximate figures.

Step 10 Analysis of marketing strategy.

That's it, our marketing strategy is ready.

Marketing strategy– this is a form of planning and implementation of the enterprise’s work, which takes into account as much as possible all possible aspects that impede the implementation of the enterprise’s impact on the environment.

Organizational strategy is considered as a form in specific conditions, as well as as an opportunity to obtain high results, which is ensured through minimum costs and waste, that is, the skill of reducing costs in implementing effective actions.

What is a marketing strategy?

Marketing strategy is part of organizational strategy. It is the consistent activity of a company in certain market conditions, which determines the forms of use of marketing in obtaining effective results.

For every marketing strategy The executive plan is very important. The idea of ​​influence in planning was determined by the strategic understanding in the implementation of the company's work.

Marketing planning can serve as part marketing activities and is a continuous systematic analysis of market needs. It ensures the creation of products necessary for certain consumer groups. The functions of marketing strategy are to identify existing or potential product markets.

We can highlight the main marketing strategies that are aimed at achieving specific goals and determining the best positions of companies.

The company's marketing activities include:

Strategy for entering the consumer market. It is recommended to use this strategy when a company is marketing an already known product. It is effective when the market is growing or there is insufficient saturation of goods and is aimed at increasing sales through advertising intensity and various stimulating forms of product sales.

The product creation strategy is effective when new products appear. This strategy prefers traditional ways sales, using supporting marketing activities.

Market expansion strategy is effective in identifying market areas with acceptable sales demand and income generation.

The definition of strategy depends on the company's capabilities and its ability to take risks. If an enterprise has significant resources, but does not want to take risks, then it can use a product creation strategy. In case of insufficient availability of opportunities, a market expansion strategy can be used. Some basic marketing strategies may emerge due to the growth market value

, it can categorize specific products into their market components in relation to competitors and sales growth rates. Offensive strategy. It is an active, aggressive position of the company in the market, its goal is to gain and expand market share. Each product or service market has a so-called optimal market share

An offensive strategy is used in several variants: if the market share is significantly lower than the expected level, or, unable to withstand competition, has significantly decreased and does not reach the required level; the emergence of a new product on the consumer market; As a result of the loss of positions by competing firms, there is a chance to increase their share of the market.

Retention strategy, which can maintain its market position. It is used: when the company has a stable position, when there are missing opportunities for an offensive strategy, as a result of caution before taking specific actions. This type of strategy requires a lot of study and attention to competing firms.

Retreat strategy is often a necessary measure rather than a determinable one. In this case, the company independently reduces its market share. The rules of this strategy assume a gradual cessation of cases.

Community Marketing Strategy is a concrete cost advantage. Using this strategy, the company is aimed at a wide target audience. Here you need to think about the product as interesting as possible a large number consumers.

Differentiated Marketing Strategy when a company can offer the consumer a new product that differs from its competitors. Through this differentiation, each firm can identify its target customer.

Focused Marketing Strategy enables companies to organize capabilities in a single market segment.

All the strategies considered are basic marketing strategies, the essence of which is the combination of two factors: focus on the target market and competitive advantages.