In the context of constantly changing customer demands, changing technologies and a competitive environment, the survival of an enterprise directly depends on how successfully a set of measures will be implemented to form competitive advantages and create such product characteristics that “make it constantly valuable to the consumer, thereby ensuring appropriate profit” .

We can distinguish the following components of the commodity policy, which determine the stages of its formation:

a) analysis;

b) the process of creating a new product (innovation);

c) work with existing products (variation, i.e. change in an existing product, elimination);

d) trademark (goods brand);

e) packaging and labeling;

f) customer service (service)

Since the ultimate success is now the main criterion for evaluating the activities of enterprises, and their market opportunities are predetermined by a properly developed and consistently implemented product policy, it is on the basis of studying the market, its development prospects, as well as competitors, that an enterprise receives initial information for solving issues related to the formation, assortment planning and improvement.

Example 9. The efforts made by the leading company to increase the size of the market as a whole are accompanied by measures to protect its share from attacks by competitors. In this case, the leading company resembles an elephant being attacked by a swarm of bees. The Coca-Cola Corporation must constantly monitor the actions of Pepsi-Cola; Gillette - repel Bic attacks; Hertz -- follow Avis; McDonald's - watch promotions Burger King; General Motors - constantly look back at Ford; Kodak -- keep track of Fuji 's technical innovations .

To assess sales markets, it is necessary to determine the place of the product in various markets, based on the solvency of demand for the corresponding product, as well as the structure of buyers in terms of effective demand for each of the analyzed markets and the list of competitors.

Analysis of sales markets allows:

Establish the capacity of the market and its individual segments;

Assess market and forecast opportunities for product sales;

Determine the behavior of buyers and their ability to pay;

Reveal methods of production and marketing activities competitors;

Assess the impact of a new product on customers and competitors;

Establish a potential product range.

A great influence on the choice of product policy has an assessment of the possibility of selling goods not only on the local market, but also in the regions. For each market and its segments, the capacity is determined - the planned and actual share of the enterprise providing the corresponding markets with goods.

The production program of the enterprise must constantly adapt to constantly changing market conditions.

From this follow the main questions of commodity policy: should changes be made in the production program, and if so, when and in what form? The answer to these questions can be obtained through the systematic analysis of certain information, which is both the basis and the impetus for adoption. marketing solutions regarding the goods. This information varies depending on the direction of the changes in the program.

If we are talking about creation (innovation), then the main role is played by data on the market and sales potential, on unfilled market niches, i.e. recognition and correct assessment of marketing chances.

The impetus for leaving the product from the market (elimination) or, conversely, for entering the market (innovation) can be an analysis of the life cycle and structure production program. In the foreground here is the recognition and assessment of enterprise risks.

Changes in the product (variation) require a deep analysis of the market structure, i.e. its segmentation.

The concept of LCT helps to understand the dynamics of the product and the market and allows you to identify the main marketing tasks in each phase of the cycle and develop appropriate marketing strategies.

Analysis of the structure of the production program includes:

a) Analysis of the age structure.

This type of analysis is especially recommended for enterprises with a wide and insufficiently visible production program, consisting of goods that can become obsolete relatively quickly (enterprises chemical industry, cosmetic and household chemicals, as well as foodstuffs). The analysis of the age structure of the production program is based on the analysis of the life cycle of individual products and explains at what stage these products are.

With an ideal age structure, a large part of the production program consists of goods with a relatively high life expectancy.

Analysis of the age structure of the production program allows you to see the trend in the turnover and profitability of the enterprise. It is done by comparing life cycles different products present in the production program with each other. However, this analysis can only be applied to products with similar life cycle curves and with approximately the same service life.

b) Analysis of the turnover structure.

The correct age structure is only the first condition for the profitability of the production program in long term. Another important source for the formation of a profitable program is the analysis of the structure of turnover (sales).

To carry out this analysis, a "turnover profile" is created that indicates the main assortment, i.e. on those products that generate the largest part of the revenue. For example, in the consumer goods trade, there is a tendency for 20% of the assortment to account for 80% of the turnover. However, it is not recommended to carry out a sharp "cleaning" of the assortment, since the additional assortment often attracts new customers and prevents the outflow of existing ones, since it is more convenient for them to buy different products in one store.

If we are talking about manufacturers, then the “turnover profile” provides them with the opportunity to see the distribution of production capacities between individual products and assess how a decrease in turnover for one of the products or a group of products will affect production, which costs will increase, which capacities will be underutilized, etc. .

c) Analysis of the client structure.

From the distribution of turnover and sales volumes for different products in the program, it becomes clear which products generate the most revenue. However, it is not clear from the analysis how the total turnover and sales volume are distributed by customers or orders. But such information is just as important for the formation of an enterprise's strategy and risk assessment as the scale of concentration of turnover on individual products.

A “consumer profile” is compiled, which shows what percentage of the turnover falls to what percentage of customers (the same principle is used as when compiling a “turnover profile”). Using this profile, you can measure the dependence of the enterprise on individual customers, predict potential clients, as well as possible changes in the amount of profit in case the enterprise of this client loses.

Example 10: Whirlpool, which manufactures and sells homemade products worldwide household appliances constantly monitors consumers and their behavior. The company's in-house anthropologists go to people's homes, observe how they use household appliances, and talk with household members. As a result of such studies, it was found that in families where both husband and wife work, laundry has ceased to be the prerogative of the woman. Armed with this discovery, marketing specialists decided to give new models of washing machines the functions of automatically determining the modes of washing and drying clothes in order to alleviate the "fate" of men and children replacing wives and mothers.

d) Analysis of the structure of profitability.

When analyzing the production program, the main parameter is turnover, but even the assortment that is optimal in terms of age, turnover and client profile does not necessarily demonstrate the highest profitability. That is why the analysis of turnover by product must be supplemented by an analysis of the structure of profitability.

In essence, income is the profit from the sale of products.

A profitability profile is compiled - i.e. the income from each commodity group. Then you need to find out how income will change if the type and number of products will vary, i.e. determine how revenue and costs will change.

If the income from any product group is low, it may be worth abandoning this product and withdrawing it from production.

To make a decision either to continue the release of a product, or to withdraw it from production and exclude it from the nomenclature, you can conduct a functional cost analysis, the so-called ABC analysis.

ABC analysis is a method of structural analysis based on the ranking of objects according to selected indicators.

The objects in the analysis can be: individual products or product groups, individual orders and customers, regions and distribution channels. As indicators are used: sales volume, profit and cost coverage.

The ABC analysis technique provides for grouping ranked objects in terms of their weight to form the selected indicator. The first group, group A, is characterized by a significant contribution to the analyzed indicator, group B has an average contribution, and group C is very insignificant. Products that fall into group C can be excluded from the nomenclature if this does not affect other interests of the company (range, customers, links between products). ABC sequence? analysis is presented in Appendix A.

Sooner or later, most products become obsolete. The effect of scientific and technological progress, changes in common culture and consumer culture, social attitudes, consumer psychology, etc. Tightening environmental requirements, improving state standards. Competition is a strong incentive to upgrade products.

The development of a new product is a necessary condition for maintaining the competitiveness of the company in the market and should become as commonplace in the enterprise as the search for new markets and new ways of selling goods. In today's developed markets, more and more new products are appearing and the time of the so-called innovation cycles, or the time it takes to develop and bring a product to market, is decreasing. If a firm is striving for strategic sustainability, then it needs to be included in this "innovation race".

Commodity policy? it is a set of basic decisions and targeted actions to bring a new product to the market or preserve an old one, as well as to change the assortment.

A firm may set itself the goal of creating a new market by releasing a qualitatively new product, creating a new need or significantly modifying an old one. The company may limit itself to modernization, updating the old product, if the consumer is "tired" of its appearance and needs a slight change in its properties. Launching a new product on the market? significant event both for the company itself and for its competitors. It has to do with market knowledge. How to create a product with specified useful properties and corresponding technical parameters? What will its creation cost, how long will the investments pay off, what profit can the company expect? Does the consumer need the product, who will buy it, how many people will buy it?

Example 11. A company that is ready to introduce a new product to the market must determine the most profitable moment of its “first ball”. Experience shows that market pioneers benefit the most. Clearly, pioneering companies such as Amazon.com, Cisco, Coca-Cola, eBay, Eastman Kodak, Hallmark, and Microsoft developed strategies to dominate the market before entering the market with new products.

However, innovation can be very risky. According to experts, Ford lost about $350 million on its ill-fated Edzel model. About $100 million cost DuPont Corporation the failure of its Corfu synthetic leather. An attempt by Xerox to enter the computer market turned out to be a disaster. The investment in the creation of the French Concorde airliner will never pay off. In the consumer packaged goods market, novelties from such experienced firms as Campbell, Gillette, Lever Brothers, General Foods, Bristol-Myers, and others have repeatedly failed.

According to one study, 40% of all new product offerings fail in the consumer goods market, 20% in the industrial goods market, and 18% in the services market. Particularly worrying is the failure rate of new consumer goods.

Product development begins with the search, evaluation and selection of promising ideas, their testing:

Technological development consists in the design and construction of the product itself, the creation of the necessary equipment and production facilities for its mass production;

Economic development is reduced to the justification of investment investments and the forecast of their effectiveness, the calculation of the cost and selling price, the forecast of profit and profitability;

Marketing development begins at the stage of preliminary consideration and selection of ideas for conducting market research, on the basis of which its capacity is determined and demand is predicted.

Studying and forecasting the main parameters of the market allow you to come close to making a decision to bring the product to the market. However, before that, a number of marketing operations must be carried out:

Product certification and assessment of its competitiveness,

Carry out the distribution of goods;

Conduct trial marketing;

Launch an advertising campaign and other promotional activities. This is associated with significant risk, since the success of a new product puts the firm among the leaders, while the failure of a new product can push it into the ranks of the market outsiders.

Exist different degrees product novelty. The following classification is often used:

Fundamentally new product (pioneer product) ? a product that has no analogues on the market, created as a result of fundamentally new discoveries and inventions; it satisfies a qualitatively new need or raises an old one to a new qualitative level;

A radically improved product? a product that has qualitative differences from analogues on the market; it pushes the boundaries of needs, expands and improves the consumer properties of the product;

Modified item? a product presented on the market earlier, but subjected to an unprincipled, often cosmetic, improvement (sometimes only the packaging changes);

Market novelty product? item new only for this market; an old product that has found a new application.

The process of updating a product is called modernization. Changing the properties of a product, giving it new ones is called modification. If the old product is not withdrawn from production and sale, then the appearance of a new or modernized product is called product differentiation.

Assessing and reviewing the entire range, planning and managing the range is an integral part of marketing.

The formation of the assortment can be carried out by various methods, depending on the scale of sales, the specifics of the products, the goals and objectives facing the manufacturer. the main task marketing services - making fundamental decisions regarding the assortment, including:

a) withdrawal of unprofitable types of products, their individual models, standard sizes;

b) determining the need for research and development to create new and modify existing products;

c) approval of plans and programs for the development of new or improvement of existing products;

d) selection financial resources on approved programs and plans.

An important condition for an effective product policy is that the manufacturer must organize systematic control over the behavior of the product on the market, over its life cycle. To facilitate the solution of this problem, it is necessary to have methods for assessing the position of the goods in the various markets where the enterprise operates.

There are many products of the same consumer purpose and similar in appearance, but produced by various competing firms. A clear identification mark is needed to allow the consumer to navigate the world of goods. The role of such a sign is played by a trademark (brand of goods).

Trademark? is a symbol, term, pattern, or combination thereof, intended to identify a product.

There are two types of brands: a trade mark, or manufacturer's mark, and a trademark (distributor's or dealer's mark). The brand name itself may be subject to sale or long-term lease, when a large, well-known company sells the right to put its brand on the products of a lesser-known company.

Example 12. The most valuable brands in the world are Coca? Cola, Microsoft, General Electric, Nokia, McDonald's. For example, Coca? Cola's TK is estimated at $ 3 billion.

The brand of goods is registered in government bodies and receive legal protection. The owner is given the right to mark his goods with an R in a circle (in some countries? TM), which confirms his registration and international legal protection.

The brand combines two independent elements: a corporate emblem, i.e. a drawing or coloring that allows you to distinguish one darkness from another, and a brand name (logo) ? specially designed original inscription of words, letters representing the full or abbreviated name of a company or product, their motto, i.e. the part of the stamp that can be read.

As a rule, the brand is used for advertising purposes. The buyer associates a particular brand with a particular company and considers it as a guarantee of high quality goods. Usually the qualification of branded (branded) goods is 15–20% higher than that of non-branded ones.

Example 13: Despite the dominance of manufacturers' brands, large companies retail and wholesale trade under contracts produce goods under their own brands. Some large retail chains, such as Gap, mainly sell their own branded products. At Sainsbury's stores, largest network supermarkets in the UK, 50% of the assortment is its own brand products, the income from which is six times higher than that of supermarkets in the United States (where on average 19.7% of goods are sold under store brands) .

A trademark (TM) provides its owner with tangible material benefits, creating a high reputation for him.

Example 14 Frank Purdue, CEO of Purdue Farms in Salisbury, Maryland, has branded a staple agricultural product that is subject to legal price support. And many East Coast consumers are already asking for Purdue chickens. Each year, Purdue spends about $1 million on television and radio spots in which he extols the virtues of his chickens. The main theme of the advertisement: "Only a strong person can grow a tender chicken." For dissatisfied customers, Purdue guarantees a money-back guarantee.

What are the main functions of TK? bear witness to high quality goods, inspire the confidence of the buyer due to the favorable image of the owner of the trademark, which controls the quality of the goods. TK? this is the basis for advertising, however, in turn, for sustainable functioning, recognition and good memorization, TK itself needs advertising, in combination with which it is an important means of competition.

TK? component a broader concept? "corporate style", in which he occupies a leading position. Form style? a set of techniques (graphic, color, plastic, linguistic, etc.), which, providing a certain unity of all the products of the manufacturer-seller, perceived in the external environment (and not only by potential buyers), simultaneously opposes the commodity producer and his products to competitors and their goods.

The constituent elements of corporate identity are:

Trademark;

Logo (specially designed original inscription of the full or abbreviated name of the company or group of its products);

Corporate block (combined in the composition of the TK and logo, as well as explanatory inscriptions);

Corporate color (combination of colors);

Corporate set of fonts;

Corporate constants (format, layout system for text and illustrations).

Corporate identity products help the company to gain popularity, and hence to stimulate sales. But all this takes place only if the goods (services) of the company are really first-class. A bad product that has deceived the expectations of consumers is quickly correlated with TK, corporate identity, which cause alertness among consumers, being associated in their minds mainly with low-quality products. Such a metamorphosis can undermine commerce and worsen the position of a commodity producer in the market. Therefore, it is recommended that you first gain the trust of customers by demonstrating excellent technical and commercial work, and only then take practical steps to introduce technical specifications and corporate identity in general.

The essential components of the company's product policy are the packaging and labeling of goods.

Package? a means or a set of means that ensure the protection of goods from the influence of the external environment and the associated losses and damages, as well as facilitating the processes of transportation, storage and sale. In addition, the packaging serves the purpose of environmental protection. An independent type of packaging is transport packaging (tare)? capacity for a certain number of trade items.

Packing Features:

Containment and replacement of goods;

Facilitate the use of the product;

means of communication with the consumer;

Facilitate market segmentation;

Facilitating the work of distribution channels;

Shaping Tool new products, her image.

The functions of packaging begin to form already at the stage of creation and production of goods and are preserved throughout the entire route of the goods from the manufacturer to the consumer.

Any packaging requires costs associated with the production of goods. The cost of packaging should be in reasonable proportion to the cost of the product.

The creation of packaging should be preceded by the formation of its concept, revealing the principles of the proposed packaging and its role for specific product. Forming the concept, they determine the main functions of the package, then decide on the size of the package, the material from which it will be made, color, text design, and the presence of a trademark (brand, company) mark.

After developing the package design, a series of tests is carried out:

Technical tests should verify that the packaging meets the requirements for "normal" use;

Visibility tests and appearance? to determine whether intermediaries believe that packaging is convenient for cargo handling;

User testing? establish their relationship to the novelty.

An integral part of the packaging design and use strategy? marking of goods using labels, labels, bar coding and other auxiliary means. They can take the form of a simple tag attached to the product, or a solid graphic composition that is an integral part of the package. The label may contain only the brand name of the product or a large amount of information about it.

Shortcomings in the design of packaging, its low aesthetics and information content, low quality of packaging materials adversely affect the competitiveness of goods, make it difficult to transport, place and sell them, and reduce the level of awareness of potential buyers about the goods. Poor-quality packaging that does not meet the requirements of international standards causes huge losses when exporting products, amounting to 10–15% of possible revenue.

EXAMPLE 15 Hublin's Sizzy Spray Sauce was found to be a potential failure in market trials due to its aerosol packaging. “We thought we had a good can, but thank God we decided to test the product in test markets in stores in Texas and California. And then it turned out that when heated, the cans suddenly began to burst. Since we had not yet begun a nationwide distribution of goods, the losses amounted not to several million, but only 150 thousand dollars. .

Thus, the packaging is not only a "calling card" of the seller, but also an important advertising tool, a means of generating demand and stimulating it. Packaging that preserves the integrity of the product cannot be replaced by anything and saves much more money than it was spent on its development.

Example 16 General Foods Corporation has developed a new dog food in the form of minced meat patties. The management of the corporation came to the conclusion that the unusual and appetizing appearance of the briquettes requires maximum visibility of the goods. It was visibility that was put at the basis of the packaging concept, and it was from these positions that its possible options were considered. In the end, we settled on a tray covered with a transparent film on top.

Case 17: Tetra Pak, a multinational Swedish company, is an example of innovation and customer focus in the development of product packaging. The company has invented "aseptic" packaging that allows the transportation of milk, fruit juices and other perishable liquid products without the use of expensive transport refrigerators. Such packaging allowed distributors to reduce the cost of transporting and storing products. In supermarkets, goods in aseptic packaging can be placed on ordinary racks, which saves on the operation of refrigeration equipment. Tetra Pak's motto is: "Packaging should make more money than it costs" .

An important element of the product policy is the customer service. Currently, the buyer makes mandatory requirements for the seller of the goods: the service must ensure the operability of the goods during the entire service life. The seller, for his part, does everything possible to ensure that the expectations of the buyer come true, and therefore the organization of a strong service department and its efficient functioning is the primary concern in the market.

Example 18: Wurlpool, for example, has dedicated telephone lines to respond quickly to customer complaints. Having collected statistical data on the types of claims and complaints, the department after-sales service of this firm's clients, through intense pressure, was able to insist on making the necessary changes to the design and quality control system of the goods, as well as to the practice of its sale.

Typically, firms, offering a product, provide for the provision of certain services. Service can be insignificant, or it can play a decisive role for the product.

Example 19 Monsanto was looking for a way to improve the range of services it offered. The clients were asked to compare Monsanto itself against DuPont and Union Carbide in several ways. Among consumers, all three firms were famous for the reliability of supplies and the good work of their sales agents. However, none of them, according to clients, did not provide a sufficient amount of technical services. Monsanto immediately conducted a study to determine the value of technical services to chemical buyers and found that these services were very important to them. Since then, the firm has hired and trained additional technical professionals and launched a campaign to position itself as a leader in the field. Maintenance. In the minds of buyers interested in receiving technical service, all this gave Monsanto a clear advantage.

For the consumer, significant when choosing a supplier are:

A range of services (showing personal attention to the buyer, reliability of supplies, promptness in the provision of proposals for prices, the possibility of obtaining technical advice, home delivery, money back guarantee, etc.);

Volume and quality level of service;

Service form.

After-sales service is a significant competitive tool, since it is easier and cheaper to retain existing customers than to attract new ones or try to win back lost ones.

The provision of additional services and benefits that combine a product with a reinforcement contributes to the study of the client's existing consumption system as a whole, how the buyer of the product approaches the problem that he is trying to solve through the use of the product.

Example 20. If we take the Avon company, then its reinforcement product includes personal attention to the buyer, home delivery, a money-back guarantee, etc.

IBM's success can also be attributed in part to the smart underpinnings of the commodity, computers. While competitors were busy selling the consumer properties of their products, IBM realized that one hundred customers were interested not so much in the machines themselves, but in solving their own problems. The consumer needed instructions, sets of operating programs recorded on standard media, programming services, prompt repairs, warranties, etc. Thus, IBM Corporation was selling not just a computer, but a whole set.

With this approach, there are many opportunities to reinforce your product offering in the most competitive way.

Based on the material presented in the subsection, it can be concluded that a competent set of measures in the field of developing a product policy will allow a company to accurately identify potential opportunities, coordinate a set of products, maintain successful products for as long as possible, eliminate unwanted products, bring new ones to the market, and as a result, implement already available, as well as potential, technical and material capabilities into goods that have a consumer value that satisfies the buyer and brings profit to the manufacturer.

To successfully solve the problems of product policy, a company must have a strategic program designed for the future and providing competitive advantages in the market, which will be discussed below.

2.5. Product policy development

The commodity policy of the enterprise is determined on the basis of technological possibilities production, buyers' opinions about the expected benefits from this product, the availability of similar products on the market.
When developing a product launch program, the following decisions must be made:
- develop a multi-attribute product model;
- determine the approach to the formation of the image of the product, primarily in the coordinates of "price-quality";
- to determine the planned relative utility of the product in comparison with analogues or substitutes;
- evaluate the phase of product life in relation to other technologies;
- to form an assortment policy, as well as the degree of product differentiation;
- develop a brand policy;
- to carry out positioning of the product or brand.
Let us reveal in more detail the content of decisions in the field of commodity policy
Development of a multi-attribute product model
Attribute- property of the goods, which is a certain benefit, utility in the eyes of a certain category (segment) of consumers or buyers.
The product model is developed after a thorough analysis of the advantages and disadvantages that it has in the eyes of potential consumers and buyers. For example, Table 2.6 shows how the consumer market (household) and the professional market (retail) value frozen vegetables. After that, the product core, basic benefits and reinforcing benefits for each target group of buyers and consumers are formed.
Product image formation
The image (image) of the product is an important attribute that must be planned simultaneously with the development of the marketing concept and taken into account when positioning the product. Most often, when developing the image of a product, the position of the product in relation to competitors in the "price-quality" coordinate system is established. Of course, the concept of image is wider than positioning in the "price-quality" coordinates, therefore, when developing reinforcements for the core of the product, it is necessary to formulate other requirements that correspond to the desired image of the product.

Table 2.6. Product rating "Quick-frozen vegetables"

Product Relative Utility Planning
Relative utility is how much the product in question outperforms competitors' products in terms of attributes. If earlier only a competition analysis was carried out in order to identify the main competitor and develop competitive advantages, now it is necessary to rank the most important attributes and quantify them with the product offered by the competitor. Essentially, the total utility of a product determines its competitiveness.
Estimation of the product life phase
Knowledge of the phase of a product's life is necessary to resolve the issue of the prospects of a product in relation to competing products, forecasting sales volumes, and choosing the most effective marketing tools. The stages of product life are described in detail in the literature [11, 17].
Most problematic issue what remains is the choice of criteria for assessing the phase of the product's life. Thus, the sales volume of a given product, as the most common criterion, can be misleading, since sales trends are often caused by the conjuncture of a particular market. Therefore, sometimes the life phase of a product for the market of interest is assessed, for example, through indicators of the population's awareness of the product, their attitude to the product, etc.
For some products, it is advisable to assess the life phase by comparing the level of technology. An analysis of the perfection of technologies and the benefits that they give to consumers makes it possible to predict the phase of a product's life.
Assortment policy
The company's policy regarding the range (nomenclature) of manufactured products should be based on the following considerations:
- technological capabilities of the enterprise;
- the needs of the market in the range or differentiation of goods;
- problems in positioning;
- the need to obtain a competitive advantage;
- the need to release leading products, bait products, complement products;
- Achieving a turnover that ensures the break-even activity of the enterprise.
More details about decisions in the field of assortment policy of enterprises can be found in the literature.
Brand policy
Trademark (trademark)- any graphic image that allows you to distinguish the goods of a particular enterprise from the goods of other enterprises.
Trademark- a brand or part of it that is legally protected, i.e. registered in the trademark register of the country where the goods with this trademark are sold. In Russia, the Patent Office (Moscow) deals with the registration of a trademark.
A registered trademark is accompanied by the symbol O , but only one that is still filed for registration - by the symbol O .
In general, decisions in the field of brand policy can be as follows:
- use for the product of its generic product (for example, quick-frozen vegetables);
- use of a single trademark for all goods (monomark policy: Kodak, Bosch, etc.)
- use of the policy of multi-brands (washing powders of the Procter and Gamble company: Ariel, Tide, etc.).
Brand names should perform memory functions, sales functions, image formation functions, positioning functions, advertising functions.
Product packaging
Product packaging solves three problems:
1) prevents damage to the goods during transportation (transport packaging), storage and packaging into parts convenient for the buyer;
2) helps the buyer to obtain information about the product;
3) serves as an advertisement for the product and the company.
For example, food packaging must contain the following mandatory information:
- trademark;
- Product name;
- Net weight);
- Ingredients in quantity;
- caloric content;
- storage conditions;
- release date with shelf life or cut-off date of use;
- full name of the manufacturer, his address and telephone number;
- barcode (or country of origin).
In addition to the mandatory information on the packaging, it is recommended to place:
- methods of preparation;
- recipes;
- slogan (slogan);
- sign-pointers of environmental friendliness, naturalness of initial components, dietary properties, etc.
The packaging being developed must be different from the packaging of competitors.

2.6. Pricing policy development
"Price is the blood of marketing" F. Kotler
The formation of prices for products brought to the market takes place simultaneously in several parallel ways in order to make a final decision on the price of a particular product at a subsequent moment.
Phased Development Scheme pricing policy shown in Figure 2.8.

Fig.2.8. The sequence of developing a pricing policy when bringing a product to market.

Formation of pricing policy goals
By setting the price of a product, a company can achieve the following goals:
- capture the intended market share;
- increase demand for products;
- maximize current profit;
- maximize turnover;
- set price barriers for new competitors
When realizing your goals, you must carefully weigh the capabilities of your enterprise in relation to the strength of competitors, as well as the size of potential demand in each market segment. If there is no potential demand, then the only way to gain market share is to squeeze out a competitor. The main weapon at the same time - low prices in relation to the prices of competitors. In price competition, the financially stronger one wins. respect competitor, having the possibility long time keep prices low (for example, at the expense of other markets or products). Other equal conditions the winner is the one whose product has a lower cost (see Fig. 2.4).
Maximizing current profit involves finding the optimal state between price, sales volumes and costs. Table 2.7 shows an example implementation of this model.

Table 2.7. Price determination and profit maximization conditions

The example shows that the company will receive the greatest profit with a sales volume of 800 pieces and a price of 15 den. units.
If we make goals to maximize turnover, then in this example the price will be equal to 14 den. units with a turnover of 900 pieces.
Note. In this case, the turnover is understood as the volume of sales for a certain period of time (month, quarter, year), i.e. trade turnover, and not commodity turnover, calculated by the time for which commodity stocks turn around.
To calculate the selling price in practice, the following pricing methods were obtained:
- method "cost plus profit";
- a method with a focus on competitors;
- consumer value method.
An example of calculating the price "cost plus profit" [ 2 ]:
1. Variable (direct) costs
a) for materials - 9000
b) for labor - 1000
Total - 10000
2. Fixed costs (indirect and overhead) - 3800
3. Total total costs - 13,800
4. Planned profit (20%) - 2760
5. Planned gross income - 16,560
6. Production volume - 1000
7. Unit price: 16560 / 1000 = CU 16.5
The application of the considered method makes it possible to control the break-even activity of the enterprise through prices.
Competitor-based pricing assumes that there is an established demand for the product. When setting a price for a product put on the market, it is necessary to take into account the reaction of competitors to price offers.
For example, at prices below the prices of similar products of competitors, the latter may:
a) also lower the price and thereby prevent the product from entering the market
b) leave the price unchanged if there is no price elasticity of demand or the difference in prices is not so noticeable.
When setting a price higher than the prices of competitors' goods, it is necessary to include in the product an additional value that competitors missed, but which is very necessary for the buyer. For example, along with frozen vegetables, refrigerators are delivered to stores.
The method for determining the price of a product in relation to the price of a competitor is given in the guidelines [14].
Finally, the customer value-based pricing method is based on the study of the consumer's perception of price. This method is used for unique, expensive goods, goods requiring maintenance, when there are no clear criteria for the consumer properties of the goods. The more unique the product, the wider the range of sensitivity to the displayed prices. Setting the price using the consumer value method involves studying the buyer's ability to pay, the level of demand for this product, and consumer behavior.
Pricing for products (goods) is carried out by parallel calculation according to the above methods, however, in markets with strong competition, priority remains with methods that focus on the market (competitors and buyers). In this case, it is necessary to revise the cost structure:
cost = price - profit
The final stage of pricing is the development of a pricing policy based on the immediate tasks of the enterprise.
There are the following pricing policies:
- the policy of "skimming the cream", when a new product is introduced to the market at high prices, but due to its usefulness, is in high demand;
- a policy of low prices in relation to the prices of competitors, which allows you to enter the market, increase your market share, create entry barriers for new competitors.
When implementing a low price policy, one must remember that low prices are associated by many with low quality goods. Therefore, some buyers may go to a competitor who sells a similar product at a higher price (brand fee).
A graphical illustration of pricing policies is shown in Figure 2.9.

Fig.2.9. Graphic illustration of enterprise pricing options

2.7. Sales policy development
The goal is an acceptable choice of distribution channels for a given market, taking into account the planned sales volumes.
Sales volumes are calculated based on the expected level of prices for manufactured products, their quantity in physical terms (tons, pieces, liters, etc.), as well as taking into account the seasonality of demand.
The choice of distribution channels depends on the characteristics of the products, the goals of the enterprise. In particular, if an enterprise intentionally sells products (consumer goods) on the local market, then the following can be considered as potential distribution channels:
- organization of a network of company stores;
- organization of an agency network for the supply of products to existing retail enterprises;
- organize sales through independent wholesale intermediaries.
On fig. 2.10 shows the options for organizing the sale of the manufacturing enterprise "Cryofood". In parentheses are the possible trade margins to the selling price of the goods.

To evaluate the channel, first of all, it is necessary to consider:
- channel power, i.e. What volume of goods can this channel let through (sell, resell)?
- what level of prices will be acceptable for the end consumer in terms of competitors' prices and the psychological perception of this price by buyers?
- what investments (investments) are necessary for the operation of the channel of the required capacity?
- what are the terms of delivery and mutual settlements with each type of buyer (intermediary)?
The result of the analysis should be the possible volume of sales of goods of marketing activity and forecasting the time to achieve the three financial states of the enterprise:
- time to cover direct costs;
- time to reach the breakeven point
- time to achieve the planned profit (or indicator of profitability of turnover).
Let's analyze the possibilities of each sales option (see Figure 2.10).
Option 1. Organization of a network of company stores
The initial basis for the analysis is to determine the number of retail outlets capable of selling the volume of products that will be produced at the enterprise, minus the volume of goods shipped to wholesalers and existing retail stores.
To organize your own retail trade, you need to invest in renting or buying premises, purchasing equipment, hiring and training staff.
The store's turnover must cover operating costs and ensure the return of borrowed funds. The determining factor for opening a store is the choice of location and product range in terms of sales volumes, turnover and profitability. In some cases, it is advisable to rent only a section in a trade enterprise.
Option 2: Distribute through an existing retail
First of all, it is necessary to analyze the number of stores in St. Petersburg that are technically suitable to sell BZO (Table 2.7), as well as the number of wholesalers (local and regional) potentially interested in launching such products.

Table 2.7. Analysis of retail opportunities in St. Petersburg

Depending on the saturation of the market with goods, its demand, retail sales can be organized through its own agent network, through independent sales agents, as well as through the sales department of the enterprise itself.
The functions of sales agents include:
- search for stores willing to take goods;
- conducting negotiations within the framework of the competence granted to them;
- control over the availability of goods in trading floor shop;
- control over the transfer of money for the delivered goods;
- control over claims from buyers;
- control over the timely delivery of goods to the store.
The agent may also be entrusted with the collection of small amounts and the forwarding of goods.
When designing an agent network, the following should be taken into account:
- assigning a certain number of stores to each agent;
- distribution between agents of city districts or types trade enterprises;
- terms of remuneration of agents.
Independent sales agents buy goods from the enterprise at their own expense and deliver them to the stores themselves. However, for a large manufacturer of this type, intermediaries are undesirable due to their small volumes of purchases, the impossibility of controlling prices and the quality of work.
Option 3. Distribution through wholesalers
Wholesale intermediaries should be divided, first of all, into local ones who supply goods to stores in St. Petersburg and regional ones who deliver goods to other regions. Non-resident wholesale companies that make purchases in St. Petersburg through their representatives can also be regional intermediaries.
It is necessary to take into account both the positive aspects of working with wholesale companies(the possibility of selling goods in large quantities), and the dangers associated with their unpredictability in relation to the regularity of purchases, the ability to work with competitors, poor financial discipline.
Front final choice marketing options, it should be remembered that such decisions are strategic, long-term and cannot be changed quickly. The results of the analysis can be summarized in a table (Table 2.8).

Table 2.8 Evaluation of marketing options

2.8. Development of an advertising campaign and product promotion plan
Plan development goals advertising campaign for a new enterprise entering the market with its products, the following are:
- inform the public about the enterprise under construction, its features, planned production, time to enter the market;
- outline a business advertising strategy: funding volumes, channels, advertising media, timing, frequency;
- name and volume of promotional representative materials (business cards, booklets, corporate folders, etc.);
- develop an advertising slogan;
- develop a corporate identity (first of all, choose the main color or combination of colors).
An advertising campaign plan is developed about a year before the launch of the enterprise. First of all, issues such as the development of a trademark, corporate identity are resolved, then about six months before the start of the activity, image advertising and public relations are carried out, and 1-2 months before the start of business advertising, the intensity of which is increasing by the time sales activities begin. The ratio of volumes of image and business advertising in preparation for the company's entry into the market is shown in Figure 2.11.

Fig.2.11. The volume of image advertising in relation to business

It is advisable for the conduct of work to draw up calendar plan advertising campaign, where detailed activities, terms and amounts of funding are indicated.
An important and crucial moment is the choice of the performer promotional activities. For example, when choosing advertising agency the following criteria must be kept in mind:
- market experience advertising services in the profile of this business (for which companies the work was performed);
- availability of own material base, its technical level;
- the complexity of the services performed or provided;
- interest of the agency in the proposed work;
- the level of creativity, the ability to generate new ideas (examples);
- the level of prices for services and methods of mutual settlements;
- deadlines for fulfilling orders;
- performance quality assurance;
- the level of connections with advertising channels, printing houses, publishing houses, other manufacturers of advertising media, owners of advertising media.
A system for monitoring the progress of work and evaluating finished materials should be developed.

2.9. Development of the organizational structure of marketing management at the enterprise
Organizational managment structure marketing depends on the chosen concept of marketing, on the stage (phase) of the development of the enterprise (Table 2.9).
Table 2.9 shows that, depending on the stage of its activity, the enterprise is in, the functions and tasks of marketing are different.
Therefore, the marketing management structure must be adapted to the real tasks of the current stage. Based on the necessary condition for the rational use of resources for marketing, it is important to distribute tasks that can be performed by full-time employees of the enterprise or involved consulting firms (scientific consultants). It follows from the foregoing that if an enterprise focuses on solving marketing problems on its own, then the organizational structure should consist of groups of employees performing the main marketing functions. In this case, the enterprise bears large fixed costs. To reduce them, an enterprise can carry out studies for other interested enterprises.

Table 16 New venture marketing functions

In this case, the staff must be sufficiently qualified.
The management structure can be built differently if the company focuses on third-party marketing specialists. This leads to minimization of full-time employees of the marketing department.
As a rule, strategic goals are solved by attracting third-party specialists, and operational ones - on their own.
Figure 2.13 shows an example of the organizational structure of a consumer goods manufacturing enterprise.
In detailed work organizational structure marketing, it is necessary to assess the feasibility of focusing on the specialization of marketing functions by markets, by product, by consumers.
If the company operates on several regional markets, then functions can be distributed between the central administration and regional offices.
Specialists of the central marketing department develop strategic problems (new markets and products, building a brand image, staff development, pricing strategy, etc.).
Regional representative offices may not have a separate structure dealing with marketing, and these functions are performed by one of the employees, or directly by the head of the representative office.

2.2. Stages of formation of the product policy of the enterprise

Each of the stages of the formation of a commodity policy and the implementation of the commodity strategy of an enterprise is a separate subsystem that performs a particular function, without which it is impossible to achieve the main goals of an economic entity. Structuring the procedures for the process of forming a product strategy, it is possible to present the stages of its development in the form of a diagram (Fig. 1).

The structure of the process of developing an enterprise's product strategy and the understanding that within the framework of the enterprise's policy of working with goods, different strategic directions can be offered for certain nomenclature positions of the assortment list, allows us to determine the following stages of the formation and implementation of the enterprise's product policy (Fig. 2):

Stage 1 - analytical work, including an assessment of the need for a product of an enterprise, an analysis of the competitive position of an enterprise and an economic analysis of the operation of an enterprise, or, in other words, an assessment of the potential for implementing a product strategy;

Stage 2 - selection of strategic economic zones (SHZ) and determination of commodity strategies for a set of SZH of the enterprise;

Stage 3 - the formation of a product model and structure planning product range;

Stage 4 - optimization of the product policy of the enterprise.

The ultimate goal of conducting research on the need for a product is to develop a strategy for the behavior of an enterprise in target market segments. To do this, the factors are studied and the market capacity is assessed, the degree of compliance of the enterprise's goods with market requirements is determined, the consumer market for the enterprise's products is segmented, the volume and structure of demand is determined in the context of selected segments. The result of such studies, among other things, should be a set of properties of each product of the enterprise's nomenclature that most fully reflects the needs of real and potential users.

Assessment of the competitive position of the enterprise allows you to determine the factors and assess the degree of limiting impact of the competitive environment of the enterprise. To do this, it is necessary to identify the main and potential competitors of the enterprise, evaluate their strengths and weak sides,

Rice. 1.2.1 Formation of the commodity strategy of the enterprise.

analyze the product and pricing policies of competitors. It is also important to determine the main development trends and the degree of competition intensity in the product market of interest to the enterprise, to conduct a study of the competitiveness of the enterprise's product range in comparison with the products of the main and leading competitors in the market.

Economic analysis the work of the enterprise and the assessment of the potential for the implementation of the strategy of the product policy makes it possible to determine the degree of readiness of the enterprise to implement the planned directions and strategic recommendations in relation to the commodity commodity units of the nomenclature. Thus, an assessment should be given of the rate of dynamics of sales volumes in the context of types of products, the degree of utilization of production capacities. It is necessary to analyze the coverage of costs, production volumes and product balances in the warehouses of the enterprise. All this will allow to assess the degree of adequacy of products (in terms of nomenclature) economic goals enterprises. Thus, the substantiation of further decisions of the enterprise in relation to individual units of its assortment structure is formed. Whether the production of this product will continue, whether it should be excluded from the production program altogether, what is the need for specific sales promotion measures - answers to these questions can be obtained only after a detailed analysis of the production and marketing processes of the enterprise. You also need to get an assessment. internal reserves and potential capabilities of the enterprise when working in the analyzed market to justify the strategic directions of the development of the enterprise in the framework of working with the goods.

Selection of strategic business zones and definition of commodity strategies for SZH. A thorough assessment of the prospects for the production of each type of product, the study of market growth indicators and the company's position in a particular market, the understanding that promotion in new industries is not always possible, leads the company to the need to use the concept of strategic business zones.

The concept of strategic economic zones is described in detail by A.P. Gradov in his work "Economic strategy of the company".

Rice. 2.2.2 Stages of development and formation of the product policy of the enterprise

The strategic economic zone according to Gradov is a separate segment of the external environment production system(PS), to which the PS has (or wants to have) access.

Strategic business area or strategic business unit - a separate segment of the environment in which the company has (or wants to get) an exit

In the context of scientific and technological progress, the duration of the life cycles of goods and technologies for their production is shortened. As soon as one technology is replaced by another, the problem of their correlation becomes a matter of the most important strategic choice for the company: to keep (and for how long) the traditional technology or switch to a new one, due to which a certain part of the product becomes obsolete (Fig. 3). To determine the most rational direction for the development of the product range of the enterprise will allow the analysis of the potential characteristics of the SZH. For its implementation, it is necessary, firstly, to determine the relevant SZH, to investigate them out of touch with the structure of the enterprise or its current products. The result of such an analysis will be an assessment of the prospects that open up to any competitor. Secondly, it is necessary to develop an appropriate product range and distribute responsibilities between the structural divisions of the enterprise for choosing a field of activity, developing competitive products and a product promotion strategy.

External environment

Rice. 3. Analysis of strategic areas of management and distribution of responsibility between the strategic center of management and the subdivision of the current commercial activities.

The choice of strategic business zones determines the profile of the enterprise. So, as strategic zones of management of enterprises producing means of production, there are industries, Agriculture, transport and communications, etc.; branches of production; enterprise groups various industries production. In turn, for enterprises serving the market of consumer goods and services, either individual segments of the consumer goods market, or various combinations of these segments, act as strategic business zones.

Formation of a product model and planned structure product range implies carrying out work to justify the system of technological and consumer parameters of the product, ensuring, firstly, its competitiveness in the market, and secondly, allowing to increase the efficiency of its production at the enterprise. Based on analytical work to study the demand for the company's products, assess the competitiveness of goods, assess the potential of the enterprise, decisions are made to modernize or modify individual assortment positions of the enterprise. The formation of the company's product policy is based on the principles of conformity of manufactured goods to consumer preferences, the creation of a competitive range of production and sales, which makes it possible to ensure a steady demand for the company's products and surpass analogous products in terms of consumer and consumer preferences. cost characteristics. To do this, the company carries out work on planning the product range, the structure of which most fully meets market requirements.

Optimization of the commodity policy of the enterprise. Decisions of the enterprise about the volume and structure of production are determined by the size of the market capacity, the results of market research on the demand for products, competitive conditions. However, the developed planned range of products in some cases must be adjusted due to the existing real limitations on the size of the production capacity of the enterprise, the availability of labor, production, financial resources.

In addition, the optimization of the product policy of the enterprise is also necessary condition its activities in a situation of instability and some unpredictability market conditions. Thus, the changing conditions of competition, resource provision, demographic, political changes may determine the need to adjust production volumes, assortment structure, price levels, a set of techniques and methods for promoting products, coordinating market interests with the specific goals of the enterprise and its capabilities for the production of goods to make a decision on optimal release plan.

Thus, within the framework of the stage of optimizing the product policy of the enterprise, from several options for the planned nomenclature of the enterprise, one must be chosen that the best way Aligns the interests of the enterprise with the requirements of the market.

Commodity policy is a certain course of action of an enterprise in relation to the goods and services it produces.

The development and implementation of a product policy plan requires the following conditions: a clear understanding of the goals of production and marketing; Availability marketing strategies agreed with each other; good knowledge of the market, the nature of its requirements and the prospects for its development; a real idea of ​​the company's capabilities now and in the future. All these conditions must be taken into account when planning the product policy of the enterprise.

The development of a plan for the product policy of an enterprise consists of several main stages interconnected.

1. Setting goals and objectives.

The main goals and objectives in the field of the enterprise's commodity policy are determined. The objectives of a commodity policy may relate to such issues as: the range of goods and services produced; the rate of renewal of products in general and for its individual types; launching fundamentally new products on the market; change in the ratio of new and old goods; introduction of new forms of customer service; increasing the competitiveness of products, etc.

In terms of marketing, it is necessary to formulate goals and objectives. both the product policy of the enterprise as a whole, and for individual goods or groups of goods.

2. The choice of commodity strategies.

A strategic approach is needed to solve the problems of commodity policy. Any decision in this area should be made taking into account the long-term goals of the enterprise. The developed product strategies during the period (3 - 5 years) for which the marketing plan is drawn up, as a rule, should remain practically unchanged.

In the marketing plan, it is necessary to formulate and describe the strategies that the company intends to use in its product policy.

Product strategies should be consistent with the main strategies and strategies of individual tools of the marketing mix.

• 3. Choice of the concept of commodity policy.
• 1) Assortment concept.

The assortment, or commodity nomenclature, is the totality of products manufactured by the enterprise.

The assortment concept is expressed as a system of indicators characterizing the possibilities for the optimal development of the production assortment of a given type of goods. The purpose of the assortment concept is to orient the enterprise towards the production of goods that are most appropriate to the structure and diversity of the demand of specific customers.

The assortment concept should reflect the following points:

Characterization of current and prospective customer needs, analysis of how these products are used and features of consumer behavior in the relevant target markets.

Evaluation of existing products of competitors and analysis of the competitiveness of goods manufactured by the enterprise.

Analysis of the possibilities of producing new or improved products, taking into account issues of price, cost and profitability.

Solving questions: what products should be included in the assortment; what should be the width and depth of the assortment; how and in what direction the assortment will change over time; what batches to issue.

Scroll marketing research and methods of their implementation are necessary for successful assortment management.

Methods of assortment management and control.

The assortment concept is one of the important decisions in terms of marketing, which must be taken very seriously, since in the future, correcting errors will cost the company dearly.

2) The concept of a new product.

The concept of a new product is a description of the physical and perceived end characteristics of the product and the set of benefits that it promises to a certain group of users.

The concept of a new product should reflect the following points.

• · The main requirements for a new product, which it must satisfy, taking into account the forecasts of future requirements of consumers and their needs.
• · Analysis of the design and creative potential of the company.
• · Forecasts of the market by the time of the release of goods and further in time.
• · Projected technical economic indicators new goods.
• · The nature of possible competition and the degree of its development.
• · Product positioning - determining the place of the product in a number of other products.

The developed concepts are evaluated by the management of the enterprise. If necessary, business plans are drawn up.

3. Drawing up a product plan.

The essence of planning lies in the fact that the commodity producer offers a certain set of goods in a timely manner, which, corresponding in general to the profile of his activity, would most fully satisfy the requirements of buyers.

The product plan specifies: a list of goods and services of all assortment groups that the enterprise must produce for the planned period of time; the volume of manufactured products in physical and value terms; average batch size; production schedule; production start and end dates. At the same time, it should be noted in it, not only those goods that the enterprise produced earlier and is going to produce in the future, but also the planned new brands of goods.

The action plans include activities that need to be carried out to achieve the goals set within the framework of the selected strategies and concepts. The list of activities mainly depends on the characteristics of the enterprise in a competitive environment and its internal specifics. Most of the activities are aimed at creating new products. These include: creating a concept for a new product; carrying out design and technological preparation; market testing of a new sample; release of an experimental batch; preparation of business plans; clarification of sales methods; conducting various marketing research in the field of product creation; carrying out coordination with other departments of the enterprise, etc.

The action plan should include the following information.

• 1. List of all activities and actions with brief description their implementation.
• 2. Timing of events.
• 3. Expected result from the events.
• 4. Responsible executors and controlling persons.
• 5. List of cost items and the required amount of financial resources for their implementation.
• 6. It is necessary that all activities be coordinated with each other.

The budget of an enterprise's product policy is based on the costs of all ongoing activities and actions related to the formation of a product policy, the creation of new products and their introduction into the life cycle. Practically all the leading specialists and management of the company participate in the discussion of the budget, since the development and production of new products affects all the main divisions of the enterprise.

During budgeting, the following steps are taken:

• 1. Possible cost items for all activities are determined.
• 2. Costs for each activity are calculated.
• 3. Cost items of the same name are summed up for all marketing activities.
• 4. The total amount of the budget for the implementation of the commodity policy of the enterprise is determined.

The control plan is drawn up in the following steps:

• 1. The areas of control of the product policy of the enterprise are determined.
• 2. The objects and parameters that need to be controlled are listed in detail, control maps are drawn up.
• 3. Responsible persons exercising control are selected and their powers are determined.
• 4. Determine the timing, frequency of control and the form of presentation of control results.

The creation of new products is associated with high commercial risk and high costs. Therefore, it is necessary to pay special attention to the quality of the development of the product policy of the enterprise and the organization of its implementation.

Test

On this topic

Development of the company's product policy

The concept of the product life cycle (LCT) was developed in 1965 by Theodor Leavitt and finds great practical use in management and marketing. The concept of ZhTsT proceeds from the fact that any product, sooner or later, is forced out of the market by another. Newer item.

Product life cycle - this is a concept that displays the process of developing a product, its marketing, making a profit, the behavior of competitors, the development of strategic marketing from the moment the idea of ​​\u200b\u200bcreating a product is born to the moment it is removed from the market.

LCT is a process consisting of the following steps:

Stage of product development;

Bringing goods to market;

growth stage;

Stage of maturity;

Decline stage.

Sales and profit in value terms

I stage (Product development)

Connections are being developed with the costs of developing design activities, testing technologies, training production facilities and personnel.

The company does not make a profit, but on the contrary, incurs losses.

II stage of (Bringing) to the market

It begins with the sale of the first samples of the goods. At this stage, trading is unprofitable, because. sales are declining and marketing costs (especially advertising) are high.

The influence of marketing policy elements on sales volume (in terms of costs) and significance is as follows:

the quality of goods;

price drop;

service improvement.

At this stage, the manufacturer may encounter the following problems that have a negative impact on sales:

unwillingness of buyers to move away from 45 stereotypes and accept a new product;

production difficulties at the heart of serial production;

insufficiently high rate of output growth;

poor use of the distribution network;

incorrect pricing.

In marketing, 4 strategies for entering the market with a new product are considered, depending on how the consumer relates to it, what is the level of competition, how well advertising is organized.

Intensive marketing strategy- differs in that a high price is set and a lot of funds are spent on sales promotion. A high price ensures significant profits, and strong promotional efforts allow for quick market penetration.

According to Kotler, such a strategy is applicable if

Most buyers are not aware of the product;

Those who know about the product are not behind the price.

It is necessary for 14 competitors to develop a preferred attitude towards the product among buyers.

Selective Penetration Strategy- this is a high price with little sales promotion, i.e. low marketing costs.

Used when:

The market capacity is not large;

The product is known to most buyers;

Buyers are willing to pay a high price for a product;

The competition is insignificant.

Penetration strategists The price is low and marketing costs are high. This strategy is the most successful for fast market entry and capturing the maximum market share.

Applies if:

Large market capacity;

The buyer is poorly informed about the product;

The high price is unacceptable for most buyers;

Strong competition;

Increasing the scale of production reducing costs per product (scale effect).

Passive marketing strategy– low price and low promotion costs.

This strategy is justified if the demand level is 25 to 26, because in this case low marketing costs provide sufficient sales profitability.

Conditions for such a strategy:

Large market capacity;

Good product awareness;

Refusal of buyers to purchase expensive goods;

Slight danger of competition.

III growth stage

Acceptance by buyers of the product and the rapid increase in demand for it. Growing sales and profitability.

The influence of marketing policy elements on sales growth:

Quality improvement;

Price drop;

Service improvement.

During the growth stage, competition intensifies as The product begins to displace competitors' products. In this situation, firms seek to attract independent sales organizations to their side and organize their own sales network.

Prices do not change, the company seeks to support the rapid growth of sales, for which they improve the product, modernize it, go out with improved products to new market segments, increase advertising in order to create a sense of satisfaction from the purchase and 27 to secondary purchases among those who purchased the product.

By the end of this phase, the product is acquired by about 50% of potential buyers and after that it enters the stage of maturity.

IV growth stage

It is characterized by the fact that the majority of buyers have already purchased the product (approximately 80% of potential buyers have the product).

Sales growth is declining, profits are starting to fall, and spending on advertising and other marketing activities is rising.

Elements of marketing activities in their own way affect the volume of sales and are arranged in the following order:

quality improvement;

service improvement.

Slow decision-making buyers appear on the market, secondary buyers of goods with a low life cycle in operation are possible.

To maintain a high level of sales it is necessary:

improving the reliability and convenience of the product;

use new modern materials in competition;

improve packaging;

offer a set of models;

provide and expand services to consumers;

cut prices;

enter new ways of mass media;

offer new brands, taking into account changes in tastes and fashion.

V growth stage

A period of sharp decline in sales and profits with the help of product modernization, price changes and sales promotion, it is possible to prevent a complete decline for a short time and even introduce the product into the stage of re-saturation. However, at the end, an even deeper recession sets in and the product is withdrawn from bidding and production. Trading profit drops during the renewal period due to increased marketing costs. The question becomes active whether to leave the product on the market, continuing to modernize it or withdraw it from production, organize a quick sale at low prices and replace it with a new one. In order to make a decision on the removal of goods from production or the need for its further modernization, marketing and accounting control is carried out, which consists in studying the dynamics of sales of each product. Next, a forecast is made for the product for which we can expect an early exit to the recession stage. If a decision is made on the expediency of leaving the market, then a care plan .

care plan- a schedule for the gradual cessation of production and marketing, the restructuring of production and the redistribution of resources.

Types of product life cycles (according to Evans and Berman)

Time is plotted on the x-axis

The Y-axis represents the volume of sales

Types of life cycles differ both in duration and in form.

BUT - Traditional life cycle of goods-includes distinct stages of development, breeding, growth, maturity and decline.

B - Classical product life cycle- Describes very popular products with stable sales over a long period of time.

IN - entrainment curve Describes a product that is experiencing a rapid rise and fall in popularity.

G - Long lasting hobby- a manifestation of the fact that sales continue in sizes that make up an insignificant fraction of the sales volume.

D - Seasonal curve- the product sells well during periods separated in time (seasons).

E - Resumption Curve- the product was outdated, but then gained popularity again.

F - Failure The product was not successful at all.

Classification characteristics of the goods

In marketing, products are a unity of three components:

Useful qualities;

physical properties;

Additional services.

Useful qualities - these are the characteristics that make it possible to satisfy certain needs of consumers.

physical properties. Useful qualities must be materialized into a tangible product, i.e. have physical properties. At the same time, we should not forget about the packaging of goods, design, trademark, because for the consumer it is sometimes more important how the product looks than what is inside.

Additional services. Consumers are attracted and Additional services provided after the purchase of the goods: delivery, installation, warranty, after-sales service.

By durability Products can be divided into 3 groups:

Durable goods - as a result of careful consideration by the consumer of the purchase, the informative function of advertising, personal selling, and selectivity of distribution have a great influence.

Non-durable goods - it is important to stimulate sales with price discounts that encourage repeat purchases. Advertising is designed to express more about times and symbols that encourage consumption rather than provide information.