Any economic plan combines practical and theoretical aspects functioning of the organization in the market. Marketing strategies - the definition of tasks and goals, their accomplishment, overcoming the problems of the manufacturer's company in all types of products and in all directions on the market, which will be carried out in a specific time interval. What to consider when choosing a marketing strategy?

In this article you will read:

• What are marketing strategies and why are they needed?
• What are the marketing strategies
• How to independently develop a marketing strategy and implement it
• How to evaluate the effectiveness of a marketing strategy in a company
• How successful marketing strategies are chosen in your company

Marketing strategy A firm is created in order to ensure maximum compliance of the enterprise's resources and the market situation for its successful commercial and industrial activities.

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What is the essence of marketing strategy

Marketing strategy is an integral part of the organizational strategy. In a particular market environment, the choice of the form of an organization's marketing strategy contributes logically effective development firm's activities. A necessary part in the formation of a marketing strategy is an executive plan, which is designed to plan the work of the company in accordance with its policy.

Marketing planning is an element of the marketing activity of an enterprise, which makes it possible to regularly analyze the market and its needs. Thanks to business strategy, marketing is providing the appropriate product to specific consumer masses. The essence of the marketing strategy is to identify potential and existing markets for the product.

Carrying out the development of a marketing strategy in the market of most developed and developing countries, one important nuance must be taken into account - the great difficulties in marketing the goods. Many firms, in a highly competitive environment, begin to produce and sell new product, as they consider it a reliable way to stay afloat. Everywhere in the branches of production, changes have already taken place in the past and will take place in the near future in the production policy of machine-building enterprises. They consist in adding to the range of products high technology. As a result, the service sector is developing, for example, design and development and research work, the sale of licenses, consulting, leasing equipment, etc.

The marketing strategy and tactics of successful firms in the market is the basis, which consists in the struggle for dominance over competitors of enterprises that have achieved success in the current market conditions, focusing on superiority in the field of science and technology, as well as consolidating these positions.

• Guerrilla Marketing: Simple Ideas for Every Day

Having determined the goals and strategies of marketing for a specific period of time, the formation of a marketing strategy should be carried out in accordance with the position of the product on the market, the amount of marketing costs, the order of their division into target markets and a set of ideas for implementing the marketing strategy.

A change in the marketing strategy of an organization can occur in the following cases:

- the strategy for several years does not bring successful results in the sale of goods and making a profit;

- the company's competitors have changed their strategy;

- other external conditions that affect the functioning of the enterprise have changed;

– there are opportunities to implement new reforms that can increase benefits and income;

- consumer demand has changed, or likely changes in this are predicted;

- the goals outlined by the marketing management strategy have been achieved and completed.

The marketing development strategy can be adjusted under the influence of a change in market orientation, the production of new products, and the use of new ways to fight competitors. A company can apply different types of marketing strategies in parallel.

General requirements for a marketing strategy:

1. Real analysis of your resources and market analysis.

2. The right to choose a method of marketing strategy, for example: a decrease or increase in the price of a product, the number of employees, advertising costs, i.e. a set of measures for all areas of the company.

3. Concreteness, transparency and accessibility of understanding the established goals.

4. Flexibility of functioning, i.e. the ability to take timely action when the situation changes, under the influence of unforeseen circumstances.

5. Time limit. This makes it possible to prioritize goals, which ones are extremely urgent and which are not.

Basic principles of marketing strategy

The choice of marketing strategy depends on the market. Marketing strategies are always different and unlike any other. If you look at the marketing strategy through the prism of game theory and use mathematical models of the market, you can choose a "mini-max" strategy - the maximum is rational, regardless of risk, or "maxi-mini" - minimum risk, regardless of rationality, or a combination of these types strategies.

Therefore, you need to take into account the following principles of marketing strategy:

segmentation of the market where the company plans to work or is already working. This must be done in such a way that different sections of the market have an identical response to advertising, sales of products and other marketing research, that is, they have the same abilities and needs;

the choice of the most suitable segment, which is carried out on the basis of the possibilities to provide the company with a leading position, for example, the elimination of competitors, the prospect of growth, etc.;

the method of entering the market of a new product should correspond as accurately as possible to the consumer qualities of the product and the saturation of the market, correctly reflect the recognition of the company and its prestige;

it should be borne in mind that when choosing a company's marketing strategy in terms of interaction with a potential buyer, price, as a way to draw attention to a product, is currently taking the third or even fourth place in importance among other ways;

the time of receipt of goods on the market, especially for seasonal, must be selected very seriously. It is also necessary to take into account advertising and its importance: if the company does not have long-term goals and objectives to attract customers by predicting an increase in demand, entering the market is meaningless under such adverse conditions.

What are the types of marketing strategy in modern business

1) Types of marketing strategy in relation to competition

Marketing strategies and their types, highlighted by experts in the fight against competitors, are:

1. Power marketing strategy is characteristic of companies that operate in the field of production of large volumes of goods or services. Main Feature and the distinguishing feature of such activity is the achievement of maximum effect with minimum losses and costs than if a variety of goods were produced in small batches. In addition, the strength marketing strategy of the firm allows to apply the successful experience of global scientific research, use the best distribution networks and reputable advertising companies.

This marketing strategy is characterized by an emphasis on building a positive reputation and image of the firm by understanding its power and potential. Therefore, such companies aim to dominate large markets while eliminating competitors. Attracting a buyer is due to relatively inexpensive goods with an average level of quality.

2. Niche marketing strategy - typical for companies aimed at specialization, i.e. a specific and non-standard product is produced, for the most part intended for a limited circle of customers. The market value of such companies lies in their uniqueness and some degree of indispensability for a certain segment of consumers. Such firms do not pretend to enter a large market, but only master and strengthen their positions in a certain market segment. Such products are often High Quality and very expensive, and is also in demand by customers who do not give their preference to conventional goods.

3. Adaptive marketing strategy is common business within a limited scope. The potential of such a firm, usually small and without specialization, lies in successfully adapting to environmental conditions and ensuring maximum satisfaction of the desires and needs (often small and short-term) of certain customers.

4. Pioneer marketing strategy is based on the organization of new or absolute modification of old market areas. It is important to note that following this marketing strategy, there will be not a simple upgrade of a product or service, but a very dangerous (but also incredibly profitable with the right combination of circumstances) need to find unique and advanced solutions.

In economic sources, they also mention the main marketing strategies: offensive and defensive strategies for competitive struggle. Competitive superiority in this case is won by well-chosen offensive strategic moves. The moment for achieving competitive superiority with an offensive strategy is selected depending on the type of competition in the industry in question. Economic sources emphasize six main types of offensive strategy:

• the company's actions are aimed at confronting the strengths of a competitor;
• actions are aimed at exploiting the weaknesses of competitors;
• simultaneous offensive in several directions;
• capture of unoccupied market segments;
• guerrilla warfare;
• preemptive strike system.

The first type of marketing strategy determines the steps of the following nature of the action: a part of the market is captured from the most vulnerable rival and the competitive superiority of the strong one is eliminated. The success of a given firm's marketing strategy in this case is set by the magnitude of the superiority gap. In order to win back any area of ​​the market from the enemy and at the same time achieve recognition, the company needs considerable resources.

A blow to the winning sides of a competitor can be made according to its various structures: to endow the product with new properties and thereby seduce the competitor's customers, lower prices, conduct a similar advertising campaign, etc. The classic option for eliminating a competitor is to create an offer for a similar product at the most underestimated prices. This option almost completely guarantees the capture of a part of the market, provided that the competitor producing the target product has good reasons to keep prices at the same level and if the company that went on to capture can attract and retain consumers by convincing them that its products are similar enemy products.

Another option for influencing prices is the desire to achieve a minimum level of costs and further price reductions. Lowering prices through cost minimization is a very solid basis for a targeted attack.

The second type of offensive marketing strategy is produced in several variants:

- the competitor is geographically tied, has little market share under its control and does not take sufficient measures to combat its competitors;

- increased interest is given to customers to whom the competitor neglects to pay worthy attention and whose service is not possible for any reason;

- cooperation with customers of a competitor whose product is of poor quality;

- the conquest of the market area of ​​​​competitors who are ill-conceived and not well enough and in the right volume advertise their product, or do not have a recognizable trademark;

- the production of new types and range of products, or the modernization of an existing one, and in this way filling a niche in the product line of the main competitors.

A simultaneous offensive in several directions consists in the entry of a new product on the market, its competent advertising, the use of discounts and promotions, lower prices, etc. Such global and enhanced measures are doomed to success if a competitor who has gone on the offensive implements an interesting product or service and at the same time has the financial resources to overcome his competitors and successfully gain a foothold in the market.

The capture of unoccupied market segments pursues tasks capable of eliminating overt competition, this implies the exclusion of sharp price cuts, the expansion of advertising campaigns and other costly measures in the fight against competitors. The actions that this marketing strategy of the company suggests are the ability to deftly bypass competitors and develop their activities in the free market segment.

Such a marketing strategy has the following modes of operation: geographical movement in an area within which there are no direct competitors; attempts to form new market segments, providing consumers with the most profitable product, satisfying their needs; modernization of production technology.

Guerilla warfare in marketing strategies is effective for small firms that do not have sufficient financial resources to fight on a large scale with successful competitors in a particular industry.

Methods of organizing guerrilla warfare:

– attracting a certain segment of buyers, who are not particularly interested in the main competitors;

– attracting customers with a low attraction to the product of competitors;

- the development of a market area that is excessively large for a competitor, and as a result, the least saturated with its resources;

- the use of short-term, instantaneous and local attacks on competitors, using planned price cuts of a one-time nature, for example, in order to obtain a large order or an important client;

- a sudden shock and surprise of the main competitors with a one-time, but very strong wave of sales of goods on the markets to attract consumers who, under other circumstances, would become buyers of competitors.

A pre-emptive strike strategy is a set of measures that maintain a favorable position in the market and prevent competitors from repeating the firm's strategies. There are the following methods for implementing this marketing strategy:

– establish relationships with the best importers of raw materials, conclude long-term contracts with them, and make vertical integration;

– to occupy and retain the best geographical location;

Surround yourself with valuable and important clients

– to form in the buyer the psychological prestige of the company, which is not easy to adopt and repeat, and which shows a significant emotional effect;

– strengthening the rights to exclusive and priority cooperation with first-class distributors in this area.

When using defensive marketing strategies in the face of market economy, the defense of competitive superiority is realized. Any company, whether newly founded and seeking to enter the market, or long-established and wishing to strengthen its position in the market, can be subject to attack by competitors. The purpose of a defensive marketing strategy is to reduce the likelihood of attack by potential competitors. In addition, the company needs to systematically exert pressure on threatening competitors in order to repel their attack. Defensive marketing strategy does not increase competitive advantage, but provides an opportunity to maintain the achieved positions.

There are several ways to protect your competitive position. Using them, it is possible to prevent the onset of competitors and apply the following steps:

Increase the range of manufactured goods, thereby replacing empty market niches not occupied by possible competitors;

Creation of a type and grade of a product that has a description similar to the characteristics of a product that a competitor has or may have in the future;

Provide types of goods with the most similar characteristics of a competitor's product, but at a lower price;

Offer attractive discounts to suppliers and distributors;

Provide users with free education;

Increase the level of sales of the product on credit for users and dealers;

Issue patents for alternative types of production;

Present your know-how when planning and creating a product or technology;

Buy raw materials in quantities exceeding their actual need in order to exclude the possibility of their acquisition by competitors;

Terminate cooperation with importers who have business relations with competitors;

Continuously monitor product and competitor activity.

A defensive marketing strategy implies a timely response to the changing situation in the industry and the ability to prevent and repel attacks by competitors.

The first approach to defensive strategy is to make competitors aware that the actions they take are bound to be reciprocated and that the company is fully prepared to defend its position. The implementation of this idea will become available thanks to the official announcement of the company's management: about the goal of retaining and protecting the occupied market area; preliminary informing potential users about the production of new products and the latest technological developments; on the design of the latest model range and product range; formation of a stock of cash Money and highly liquid assets in order to repel possible attacks by competitors, in addition, organizing surprise attacks on rivals whose activities are not so dangerous in order to create a reputation for a successful and well-protected company.

Another approach is to resist the actions of active competitors in order to reduce their income. With this option, the organization's marketing strategy can be of the following types:

Continuous progress and product upgrades;

Organization of the marketing department;

Formation in general of the entire budget and marketing plan;

Marketing control.

2). Company Marketing Strategies to Expand Market Activities

Marketers can recommend a variety of strategies for R&D, manufacturing, distribution, and marketing. commercial activities, depending on the actual operating conditions of the company. Consider the main of these marketing strategies.

The implementation of the marketing strategy for the development of firms in the market also includes the fourth establishment of market operations - this is their rhythm and speed of flow. It is logical that a high pace gives good progress and results.

In this case, the expansion vectors business activity enterprises.

Applying the strategy of deep introduction to the market or the principle of "old product - old market", the minimum development of commercial activity and the further sale of a recognizable and familiar product within the framework of a continuously existing market are taken into account. The expansion of the market segment in this situation is planned by reducing the company's costs, strengthening advertising, revising the pricing policy and increasing the areas of application of the manufactured product: increasing the volume of its consumption, identifying additional options for its use, developing a list of services that accompany the sale of goods.

The strategy of developing a new product according to the principle "new product - old market" is the development of commercial activities by implementing a product policy within the old sales market by modernizing and upgrading the manufactured product, improving its properties, developing new varieties of the manufactured product, expanding the model range, designing testing and manufacturing of fundamentally new and high-quality goods for this market segment.

The strategy of expanding the boundaries of the market according to the "old product - new market" scheme implies the expansion of activities by selling the same product, but already in a new market, including the sale of the company's product within its own country and abroad. In addition, there is a continuous growth of markets in geographical terms, as well as the search for new segments by expanding the consumer community of this product. All this in a complex will make it possible to significantly increase the profit from sales.

The strategy of active expansion, or the strategy of diversification according to the principle "new product - new market" is a significantly active and difficult marketing strategy of the company, because its implementation requires high financial costs and huge efforts from the management of this company. This strategy makes it possible to find markets in other regions where there is a demand for a new product, its varieties, the lineup and variety, as well as to find new segments in the old markets that similarly have a demand for a new product and its varieties. Ultimately, this marketing strategy can be described as challenging, innovative, risk-taking and focused on consumers who are essentially innovators.

With a well-defined marketing strategy for an enterprise, even with a small market share, success is guaranteed if all efforts are concentrated on a single and defined "niche", even with a small overall market share. An enterprise with a large market share will develop a successful commercial activity in the case of a cost-benefit ratio in favor of the latter, and a diversified strategy.

Depending on the market share, three types of marketing strategy are known:

1. An attacking, creative strategy, or an offensive strategy is a tough and active behavior of a company in the market, the goals and objectives of which are related to the expansion of the market area. It is generally accepted that each market for a product or service has an optimal market share, which allows the company to receive a certain mass and rate of return for its fruitful activities. For example, a segment in which 20% of the customers of this market are located and who buy approximately 80% of the goods sold by this company is considered optimal.

As soon as the level falls below the optimum, the firm will face the question of whether to expand or leave the market.

An attacking strategy can be chosen by a company in the following situations: the market share is less than the required minimum, or it has suddenly decreased due to the activities of competitors and does not allow obtaining the required level; launching a new product on the market; an increase in production that will pay off financially if sales increase; the emergence of an opportunity at low cost to increase the market share due to the loss of the position of competitors' companies.

As practice shows, it is very difficult to apply this aggressive marketing strategy and increase in market share in monopolized markets with difficult product differentiation;

2. Defensive, or holding, strategy implies the ability of the firm to maintain its market share and its position. This marketing management strategy is applied in the following cases: the company has a satisfactory position in the market, or the company is wary of performing a response and unpleasant reaction against it from competitors or the state, or the company has little capital to implement an aggressive policy. These policies are often applied by large companies in familiar markets.

This type of marketing strategy is quite risky. Its implementation is possible with increased attention on the part of the company to the activities of competitors and to the development of scientific and technological progress. If you miss the moment of creation of a scientific and technical discovery by a competing firm, then the consequence of these undesirable events will be a decrease in the level of production costs and the defensive positions of the company. The result may be failure or bankruptcy, as well as leaving the developed market;

3. The strategy of retreat is often not chosen, but is applied involuntarily. It happens that for certain products, for example, which are outdated in terms of their structural or technological properties, the company deliberately moves towards a decrease in market share. This marketing strategy of the company includes:

Slow reduction of all actions and transactions; in this situation, it is important to maintain business contacts, not to break business ties, not to cause harm former partners, to organize the employment of colleagues of the company;

Termination of commercial activity; here the main thing is to be able to prevent the dissemination of information about the upcoming liquidation of the business.

The retreat strategy implies a decrease in market share in the shortest possible period of time to achieve a rise in profits, its mass and rate. There may come a situation in which the company urgently needs serious capital, for example, to pay interest on profits or pay off debt. Then the company can sell its part of the market share to competitors.

3) Marketing strategies depending on the state of market demand

An organization's conversion marketing strategy is used when there is little or no demand for a product in the market. The goal of marketers in this case is to develop and use ways to change the negative opinion of buyers about the product and turn negative demand into positive.

The strategy of creative (developing) marketing, and the promotional marketing strategy of the firm is used in practice when the level of demand in the market has fallen and needs to be increased.

The remarketing strategy is used if demand is declining and needs to be revived and restored.

The strategy of synchromarketing, otherwise stabilizing marketing, is used to stabilize demand in the event of its possible or already held fluctuations in the market.

A promotional marketing strategy is a marketing strategy that keeps the level of demand at an optimal position in the market.

A demarketing strategy is a firm's marketing strategy in which market demand greatly exceeds supply. The choice of this type of marketing strategy determines the goal of the marketer - by raising prices and lowering the level of service, to achieve a decrease in demand.

Counter-marketing strategy involves eliminating demand that is irrational from a legal, public health or public standpoint.

Therefore, we can conclude that the marketing strategy of an enterprise is a set of actions to ensure demand, and actions aimed at reflecting the influence of competitors.

Advice for commercial directors when choosing a marketing strategy

When choosing a marketing strategy, consider the following:

1. Do not strive to be the first, but strive for uniqueness. The worst mistake is trying to imitate the activities of competitors. You don't need to aim for the company's dominance within your industry, you need to try to become indispensable to your customers.

2. The main task is to achieve a large return on capital from investments. Business development is a secondary task, which will have to be solved only after the above main task.

3. To be the best for absolutely all clients of the company will not work. It is necessary to establish the limit of the firm's capabilities and what it will not do to meet the needs of a buyer who is not so interested in cooperation.

4. The success of the company's activities must be present at all stages of product production. That is, you can not deal only with the product, not paying attention to the service or delivery. A company that has achieved recognition and good results in all stages of its marketing strategy, such as -Zara.

5. The strategy must be stable. There is no need to hesitate in choosing a marketing strategy in the hope of instantly achieving high profits and continuously being on the lead of buyers. The right way out is to choose a long-term strategy. It is likely that you will have to sacrifice a certain number of customers to competitors and lose a certain part of the profits, but at the same time ensure stable income business.

Self-Developed Marketing Strategy: 5 Steps

The stages of a marketing strategy are carried out by performing the following steps:

Step 1. Comprehensive analysis of the enterprise

Before developing a marketing strategy, a company must set development goals and objectives, as well as organize a comprehensive marketing audit. Everyone has their own message, and someone imagines himself in the future as the CEO of a huge monopoly that has a rich product range and an expanded network of branches, while someone will be happy to operate within the same industry and have a strong position in his field.

The company's marketing objectives and strategies should be:

• specific
• achievable
• mutually agreed
• measurable
• linked in time

In addition to all of the above, the development of a marketing strategy and goals should be consistent with the main orientation of the company and the training of personnel. It is also worth noting that the marketing strategy and purpose of the organization does not have to be something tangible and tangible. Sometimes, the development of a marketing strategy is done to build a company's reputation and prestige in the consumer market.

Step 2. Market Analysis

On the this stage marketing strategy performed a large set of studies. It is necessary to analyze the market resources and the capabilities of the company's product, to predict the scale of sales by periods - per month, quarter, etc. Establish the dependence of turnover on: demand and its seasonality, supply of raw materials, methods and ways of sales, etc. Evaluate the picture of future development and changes in the supply market and the sales market. Make a forecast of imminent price changes.

Step 3. Analysis of partners and competitors

Clearly formulate the company's policy and steadily adhere to it when interacting with partners and providing services to the consumer. Determine which component of the overall mechanism of the company's functioning is working successfully, and which will have to be changed. Have a forecast of possible negative impact from a competing organization. Even if it is not present at the moment, one must be prepared for the possible manifestation and adoption of protective and retaliatory measures when taking into account the marketing strategy.

Step 4. Analysis of external factors

It is necessary to take into account the forecasts of analysts, the latest discoveries, fashion trends, as well as the economy of the world and the country, in particular, to develop marketing strategies and a long-term list of company actions.

Step 5. Drawing up a marketing plan

At this stage of the marketing strategy, taking into account all of the above, the development of a marketing strategy takes place directly: ways to improve the quality of a previously produced product and ways to develop a new one are developed; designing a set of measures necessary for implementation; setting specific deadlines and measures to monitor the implementation of the plan.

From words to deeds: implementing a marketing strategy

Strategic marketing is the beginning of the life cycle of all products, and tactical marketing and its functions must be feasible at the production stage.

The formation of the company's strategy takes place at the stage of strategic marketing and planning, the norms of the competitive ability of the goods are studied and the norms of the competitiveness of goods are predicted, and the scale of the main market is determined.

Micro-segmentation is carried out for consumer products. It is carried out at the time of the implementation of the marketing strategy in stages, which are:

• division of product markets in terms of expected benefits and differences from other segments;
• selection of segments with a certain direction and orientation, which will be a logical extension of the company's goals, its special and distinctive capabilities and relationships with competitors;
• introduction and designation of the position of the product in all target markets;
• creation of a marketing program with a target bias.

After the introduction and identification of the position of the product on the market, an operational marketing promotion program is drawn up, which specifies the business plan regarding the sale of the product and its advertising.

We analyze the correctness of the choice of the marketing strategy of the enterprise

A successful choice of strategy is revealed by the analysis of the marketing strategy, which includes the following parts:

• sales analysis
• sales analysis by territory
• sales analysis
• analysis of sales depending on the size of the order
• customer sales analysis
• sales volume/market share factors
• article-by-article analysis

If the idea of ​​the created plan is embodied by fulfilling the goals set for the company, therefore, the level of performance of the marketing strategy is high and it is correctly planned. In the event that the results of the company's marketing strategy differ from those planned, this strategy must be changed or abolished and an alternative found.

It must be remembered that a marketing strategy is characterized by the data obtained in the process of its application. Success in its planning makes it possible to achieve great results in the long term and take a leading position in the market. You also need to remember that in a constantly changing market economy, it is important to quickly respond to changes, make adjustments and make adjustments to the needs of buyers. From time to time it is beneficial to abstract from the main objectives of the plan and look at it as a whole. Marketing audit becomes very useful in this.

Does your company need to change marketing strategies?

1. Determine the current level of marketing

Allocate five significant points or steps to improve the organization's marketing:

Zero marketing - sales. At this stage, the company does not have an individual marketing unit, almost all decisions are made by its head. In addition to the General Director, marketing strategies may have the sales department and Commercial Director. Often, the solution of marketing problems is included in the additional powers of the sales manager.

Rudimentary marketing - advertising. As the company grows, the need for marketing increases. Basically, the first stage of marketing is advertising. The results of its implementation are as effective and noticeable as possible: sales increase and there is an influx of new customers.

Auxiliary marketing - marketing analysis. At this stage, the marketing department undertakes analytics, i.e. conducting research and analysis of the effectiveness of advertising and sales. The marketing department does not make any decisions.

Strategic marketing - marketing strategy. At this stage, marketing departments and the head of marketing have a dominant position in the company, create and implement the marketing strategy.

Maximum marketing - brand administration. Much of the value of a product comes from brand awareness.

To match the actions of the sales department and marketers with the requirements of the market, it is necessary to indicate the current level of marketing. This can be done by analyzing the following indicators:

• marketing expenses from total profit;
• the number of employees employed in the marketing department;
• tasks performed by the sales or marketing department.

2. Determine what level of marketing your company needs

The next step will be to establish the target and required level of marketing. You can define it using the following options:

Industry. The fifth, highest level of marketing of an organization is necessary not only for its survival, but also for its development. Such marketing is typical for companies that work in the field of retail, information technologies and telecommunications, as well as in the field of consumer goods FMCG. In terms of marketing development, pharmaceutical, insurance and financial institutions are a little close to the leading industries. Therefore, their leadership should strive to have a fourth or fifth level. The third level of marketing development is characteristic of industrial production. Companies with less developed marketing of the third and second levels work in the construction, tourism, entertainment and HoReCa sectors - hotels, restaurants, cafes.

Market specification. Marketing improvement depends greatly on how close to end customer product. Thus, companies operating in the b2b market have marketing at the level from one to three, and those who work in the consumer market - from three to five. For example, an enterprise that manufactures woodworking machines has almost no marketing function. The company does not need this, because the niche for its activities was very well chosen. In this case, the marketing function is the responsibility of large dealers, who must ensure its continuous operation and decent quality.

The ability to understand potential market changes is also important. If the development is slow, then the company does not need to unconditionally strive to the highest levels. It can be concluded that the fifth level of marketing corresponds to a rapidly developing market, the fourth - to a developing one, the third level - to a medium developing one, the second - to a weakly developing one, and the first - to a market that is in a state of stagnation and stagnation.

There is a big difference between the federal and regional markets. In addition, each region has its own specification. The assignment of a level to a regional market depends on the description of the region, and the federal market has the fifth level of marketing. There are regions with a conditionally developed market - these are the fifth and fourth levels, medium-developed - the third level, underdeveloped - the second, and non-market - this is the first level. Classical gas and oil regions, the Far North, regions that have suffered local conflicts and natural disasters, etc., are non-market regions.

The position of the organization in the market. Market-dominant firms aim to achieve a more developed marketing structure. Smaller firms, perhaps niche ones, will benefit from less developed marketing up to the third level in order to ensure the ability to survive in a market economy.

Company scale. Often, the larger the company, the better it should have a marketing strategy. Most small companies do not need advanced and developed marketing teams. Typical for them the level of marketing is the first and second.

3. Determine if you can move to the next level of marketing

At this stage, it is quite important to determine the relationship between the requirements and conditions of the external environment and the potential of your company in order to step over to the highest level. It must be remembered that the total of the target market calculation is approximate. It is necessary to consider each company individually to make a final decision.

For example, there is a medium-sized company that manufactures commercial equipment, and it is in the third level of marketing. Sales departments are scattered across different regions. Within each department there is a division into product groups. Analytics processes are highly developed. The sales departments evaluate regional sales, analyze the work of dealers and representatives. Stimulation of demand and advertising of goods is developed for each region separately. The sales and advertising departments are subordinate to the Marketing Director. However, one masterful work on the market is not enough. Absolute success can be achieved by initially choosing the right niche for activity. According to the target level of the company, it is necessary to prepare the transition to the fourth level of marketing. But, the company does not have the necessary resources and therefore, it is not ready for the transition. In this current situation, it makes sense to stay at the third level of marketing until more favorable external conditions develop.

Marketing strategy can be defined as a logical and rational development planning, following which the company is going to solve its marketing problems and tasks. The marketing strategy must point to the market segments on which the organization will concentrate all its efforts. The development of a marketing strategy is followed by the planning of a detailed program of actions for the production and sale of the product with the appointment of executives, the definition of deadlines and cost calculations. This program provides an opportunity to form a budget for the entire current year.

Information about the author and company

Alexey Markov, Head of Marketing Department, AquaDrive, Moscow. The AquaDrive company specializes in the wholesale of boats, accessories for them, outboard motors, oils and lubricants.

Vyacheslav Lavrinovich, commercial director of OOO Zenit, Moscow. Zenit LLC is engaged in the production and sale of school and office stationery under its own trademarks VUPI and Stolz. The company was founded in 1995.

Vladimir Trifonov, Director General of CJSC Office-SPb, St. Petersburg. CJSC "Office-SPb" specializes in the wholesale of office supplies, comprehensive service companies professionally engaged in the supply of enterprises and organizations. Head office in St. Petersburg (since 1993), branches in Moscow (since 2001), Yekaterinburg (since 2005) and Samara (since 2006).

⏱ reading time: 58 minutes

We professionally create marketing strategies. But if you plan to develop a strategy on your own, use our step-by-step guide. This practical advice building a comprehensive marketing strategy. I focused on describing the main aspects, the study of which makes practical sense for most companies.

It is possible to talk about a marketing strategy in a couple of minutes, but there is little benefit from this. Therefore, the time to read the article is about an hour. Plus there are footnotes to additional materials. You can read it right away, but it's better to save the link and refer to the materials as needed.

The strategy works with the market and competition. Marketing focuses on customer behavior. Its task is to produce buyers. To do this, customers need to know, understand their values ​​and build the right relationship with them.

The goal of a marketing strategy is to cope with competition through a better interaction with consumers.

Some companies are always ahead of others. Industry affiliation does not matter - the gap in the profitability of companies within the same industry is higher than the differences between industries.

Marketing Strategy Development: Market Analysis

Target marketing analysis market - to understand how to smooth out the negative elements of the industry, while exploiting the positive ones to make a profit.

Stage 1. We define the boundaries of the market in which the company operates

We define what is included in the concept of "market" for our company. If you focus only on your product, it's easy to overlook a number of opportunities and threats. Market research on the cola market is not limited to similar drinks.

For the selected market, we estimate the time of the full operating cycle of the industry. This is the period for the depth of which forecasts will be made.

Stage 2. Draw the value chain within the industry

A frequent takeaway from a marketing strategy is migration to other industry segments. To do this, we find out which groups exist within our industry and how profits are distributed among them.

Weighted ROIC of the aviation industry value chain, 10-year period, McKinsey & Company

Stage 3. Create a multidimensional map of the industry

The first "top view" of the market can be obtained using a multidimensional market map. The vertical is the value chain within the industry. Horizontally - the main criteria by which industry players differ. As a rule, these are: geography, price segment, type of product being produced.

As a result, business models of all major groups of industry players are placed on a multidimensional map, for example, of the real estate market.

A multidimensional map is the basic tool for marketing market analysis.

To determine the attractiveness of individual market segments, we digitize them. The more detailed data you can get, the better. Minimum required parameters: market volume, growth rates within the time horizon, profitability

We note the direction of development of competitors - is it planned to enter other geography, related activities, etc.

Development of a marketing strategy: analysis of business models of competitors

With the help of a multidimensional map, the similarity of business models of competitors is assessed and promising areas of development that are not overloaded with competition are determined. Let's take a marketing analysis of the jewelry retail industry in the Russian Federation.

Stage 4. We determine the zones of the greatest and least competition

The first thing that catches your eye (and this will apply to most industries) is that the differences between competitors are minimal. The presence or absence of silverware in the MJZ, with an assortment of more than 10,000 SKUs, will not lead to defeat in the competition, nor will it make Almaz Holding a leader. Subtle differences in the type of piercing products, ultrasonic cleaning services and jeweler also do not have a decisive influence. Competitive advantage is achieved due to secondary factors - location and quality of work of consultants.

An analysis of the multidimensional industry map suggests directions for finding new market segments. For example, Pandora used the rising trend of individuality and customization when creating typesetting jewelry. The company opened a new category and differentiated itself from the industry of other jewelry manufacturers/retailers.

Development of a marketing strategy: analysis of the perception of competitors by consumers

In fact, how competitors define their business model is not that important. What matters is what consumers think.

I have seen dozens of marketing strategies. Almost everyone, as if hypnotized, is built according to the same pattern - they look at a successful competitor and do the same, offering a little more or a little cheaper. Focus on the same group of customers. Define the range of products and services as it is accepted in the market. As a result, companies become indistinguishable from each other.

Stage 5. Refine the existing business models of competitors

First, we define the accepted path in the industry - to clearly understand what to stay away from. To do this, we will compile a list of factors on which companies compete with each other. Only our market is important, the boundaries of which we defined earlier. The owner of a three-star hotel should not write out the distinctive features of the Burj Al Arab.

A significant part of the areas of competition is typical for all. That's why I already drew it. Price, product line width, product quality, service quality, brand and so on. The vertical axis is the level of supply buyers receive for each of these competitive factors. The higher the score, the more the company offers to customers and, therefore, invests more in this direction.

Now we draw the profiles of your company and competitors on the chart. With a huge degree of probability, even if many, many competitors are drawn, most of the profiles will merge into three lines.

• industry leaders. High quality, famous brand and expensive price
• budget companies. It is not clear who, and with what quality, but cheap
• middle peasants. The largest category. The quality is like nothing. And the brand is relatively well known. And there are buyers. And the price is affordable, although not low. The vast majority of companies are born, live and die in this zone.

If you look at the resulting picture for a long, long time, you understand that the difference in the offer between competitors is visible only to companies, and from the point of view of the consumer, the differences in many factors are negligible.

Developing a Marketing Strategy: Analyzing Market Drivers

Stage 6. We determine the competitive forces of the market. 5 Porter forces

In the short term, thousands of factors influence the development of the market. 5 market drivers work with long term analysis. Porter's model is important because it provides insight into why a market's profitability is the way it is. The analysis explains the gap between the costs and revenues of industry players. The strongest driving force in the market determines the profitability of the industry and it is this that forms the basis of the marketing strategy.

Threat of entry of new players. It is the responsibility of every incumbent player to raise barriers to entry into the market. The more attractive an industry becomes, the more likely it is that the potential threat of competition from newcomers will turn into a real one. New players are taking market share and lowering prices. The goal of market analysis is to get not just an answer to the question “can new players come”, but “can new players come and remain profitable”.

Influence of suppliers. Strong suppliers can limit quality, set prohibitive prices, pass their costs on to industry participants. Suppliers are strong if there are only a few large players in the market, they are able to create high switching costs, their revenue is not seriously dependent on our market, the goods are sold in small lots.

Influence of buyers. Buyers are forced to reduce prices, improve quality, provide more services. Buyers are strong in negotiations if: there are a limited number of buyers in the market who buy in large volumes, a large selection of alternative offers, industry products are standardized and unified, switching to another supplier is associated with low costs

The threat of substitute products. The threat of substitute products is high if they offer an attractive price compared to the products of the players in the market in question, the cost to the buyer to switch to a substitute product is low

Competitors. The degree to which competition among existing market players reduces the profitability of an industry depends on its intensity and basis. The intensity of competition is high if there are many players on the market, approximately equal in size and strength, the market growth rate is low, coordination between participants is difficult, and barriers to exit the market are high.

Stage 7. We re-analyze the competitive forces of the market

It is advisable to do the analysis of the driving forces of the market twice. The state of affairs in the industry is not set forever. Instead of looking for trends that shape the future, it's better to paint a complete picture of that future.

The purpose of market re-analysis is to determine whether the industry will become more or less attractive over time.

Marketing Strategy Development: Sales Funnel Analysis

Stage 8. Define the “bottleneck” of the sales funnel

Most fast way understand where the current marketing strategy fails: analyze the state of affairs with the sales funnel. The purpose of the analysis: to find the "bottleneck", the reasons for its occurrence and the method of "expansion".

Stage 9. We are looking for the causes of problems and ways to counteract

Having identified the “bottleneck”, we identify the causes of its occurrence and develop proposals for possible actions for the company

Development of a marketing strategy: assessment of current competitive advantages

Knowing whether a company has a competitive advantage is essential. If a business loses to competitors, then its future depends on the actions of other market players. Competitive advantage is not a marketing metaphor, but a specific and calculated indicator.

Stage 10. We evaluate the current competitive advantage of the company (“as a whole” or in the context of individual segments)

Buying a product, the consumer expects to receive a set of benefits: tangible, intangible and psychological. For these benefits, he is willing to pay. Therefore, the analysis of the company's competitive advantages begins with the calculation of the maximum price (WTP, willingness to pay) or the economic value of the product for the buyer.

A company has a competitive advantage when the maximum price a consumer is willing to pay for its product minus business costs is greater than that of the best competitor.

The price of a product may be the same for a company and competitors, but the difference in value for the buyer may be different. Competitor #1 with low costs gets more profit per unit. Competitor #2, offering more value to the customer, sells to more consumers.

A marketing strategy based on the analysis of competitive advantages is essentially a game with three variables. The table below shows some of the company's possible competitive positions.

The greater the competitive advantage, the larger the field on which the company plays and the more free hands it has in the competitive struggle. In terms of price, it determines the rules of the game for other market participants, directly affecting their profits.

Competitive advantage is calculated and proven. Their presence cannot be established on the basis of the opinion of an expert or manager.

A marketing strategy is most sustainable when competitive advantages are based on the company's real resources.

Developing a Marketing Strategy: Finding the Basis for Future Competitive Advantage

Stage 11. Determine the resources that the company has

There is the concept of "hubris management" - the head talks about the mass of the advantages of his company, but on closer examination it turns out that all these advantages are in no way connected with competitive advantages, or rather, they do not affect the company in any way. financial result companies.

Therefore, first of all, it is necessary to cross out resources that are not of particular value. To do this, we consistently ask ourselves 6 questions.

Stage 12. We evaluate the sustainability of the selected resources

By finding resources that can become the basis competitive advantage, we check them for security. If a resource can be quickly and easily copied by competitors, you cannot seriously rely on them. 5 factors ensure copy protection

• Rare and unique resources.
• Resources that are the result of long experience.
• Resources backed by economic power.
• Imitation-proof resources.
• Causality ambiguous

Choosing the resources that will form the basis of the developed marketing strategy, we introduce systems for their control for the perspective of the time horizon. No resource will be the eternal basis of competitive advantage. Resources are depleted - both due to changes in the external environment, and due to incorrect management decisions. The most common way valuable resources are wasted is to try to use them as a source of competitive advantage in every possible way.

Development of a marketing strategy: a strategy for working with loyal consumers

Step 13: Breaking Loyalty Misconceptions

It is common to think that the best customers are loyal customers. It is not always so. The link between loyalty and profit is much weaker than is commonly believed. There are 3 misconceptions related to consumer loyalty.

Loyal consumers are willing to pay a high price. The evidence does not support less price sensitivity on the part of loyal shoppers. On the contrary, customers expect a reward for their loyalty. Discount for consumers who buy for a long time, on average, is 5-7%.

Serving loyal customers is cheaper. As a rule, the situation looks exactly the opposite. Customers are aware of their value to the company and use their position to receive premium service or discounts.

Loyal customers spread the word about your company. Regular buyers can be your company's advocates. And they may not be. The client is loyal, is a longtime customer, but this does not mean that he posts notes on Facebook and talks about the company at every opportunity.

Step 14. Calculate the probability of current consumers continuing to buy

Consumer loyalty is not eternal. Regular re-checking of the status of "loyal customer" is necessary. It is important to know the answer to the question: "When does a loyal consumer cease to be one?". More precisely, “when is it profitable to lose a client?”. Just because a group of buyers has been profitable in the past does not mean it will remain profitable in the future. As soon as consumers reduce buying activity and stop generating profits, businesses should immediately stop investing in maintaining relationships with them.

The analysis is complicated by the fact that the behavior patterns of customers who buy often and buy rarely differ. The chart below shows an example of purchases made by two customers. One bought in 2.6 and 8 months, the second - in 1 and 8. With whom to invest in the development of relations?

Personally, I like Client #1 better. Because he brought in more money. But it is better to develop relationships with client number 2. The frequency of his purchases increases the chances that he will contact again. Customer Behavior Pattern #1—Frequent Buying—suggests that a last four-month no-buy interval can signal the end of a relationship.

Many formulas are used to determine the likelihood of continuing purchases, that is, maintaining consumer loyalty, we offer the simplest one (complex calculations include more assumptions, which reduces their predictive value)

Applying this formula to the two customers described above, we get that the probability of maintaining the loyalty of consumer No. 2 is almost one and a half times higher.

Stage 15. Choosing a marketing strategy for customers with different levels of loyalty

The decision to invest in marketing should depend on profit alone. Marketing service costs a large number buyers who purchase goods at low margins, and even in small quantities, may outweigh the benefits. To understand the future profitability of loyal customers, we multiply the average periodic profit by the probability of their further activity.

Depending on the loyalty of consumers and the amount of profit that they bring and will bring to the company, we recommend that you follow different marketing strategies for building relationships proposed by W.Reinartz and V.Kumar.

Development of a marketing strategy: determining the target audience

The "average buyer" does not exist in nature. The decision to sell to "everyone" leads to the question of where to find these "everyone" and what to offer them. As a result, it turns out that “everyone” must be looked for “everywhere” and offered “everything”. Such a marketing strategy will kill the budget of any company.

The need for consumer segmentation is understood by most companies. The problem is that gender and age (in the B2C segment) or the position of the decision maker (in the B2B segment) are often used as the main features when segmenting. For most markets for goods and services, gender and age are descriptive characteristics of the consumer that do not allow one iota to get closer to understanding why the client purchased this or that product. Demographic and social criteria for consumer segmentation are so widespread for one reason only - they are the easiest to define.

Stage 16. We carry out consumer segmentation

Segmenting consumers means understanding the differences between them. The main criterion for good segmentation is that we understand the actions of buyers. Segmentation is carried out correctly in compliance with 4 rules.

Significant differences. Segments are made up of customers who are similar to each other but different from other groups. Similarity in needs and behavior is much more important than similarity in terms of sociodemographic criteria.

Identifiability. The company is able to accurately determine the belonging of customers to a particular segment. Sociodemographic criteria are just right for identifying (but not forming) segments.

Availability. The company is able to "reach out" to consumers in each of the segments.

Profit and persuasion. The company is able to influence and serve consumers of selected segments, while making a profit.

The main thing is to move in the direction of usefulness, not the ease of collecting information. Understanding why a customer buys and how they do it is more important than just describing them.

Examples of consumer segmentation criteria in the B2C market

Examples of consumer segmentation criteria in the B2B market

If the development of a company's marketing strategy is limited by resources or time, then we recommend, instead of complex segmentation of customers, to first identify the most profitable segment among current customers and focus on it.

Developing a Marketing Strategy: Finding Profitable Clients

Typically, companies divide customers into "large" and "small", keeping in mind the revenue they bring. The main reason is that it's the easiest to do. Revenue is a specific amount in a contract or check. At the same time, it is not the size of the client's business that is important for the company, but the income received from it. The best customers are those who bring the most profit.

Stage 17. Find the target audience number 1: profitable customers

Profit is not just the difference between revenue and cost, even if correctly calculated. Determining the target audience of a company consisting of profitable customers includes indirect and future income.

To calculate future profits, we determine the value of the customer's life cycle (CLV, customer lifetime value). A simplified formula for calculating life cycle value assumes constant cash flows and an infinite time horizon.

For those who, like me, are thrown into a cold sweat at the sight of such formulas, I will give a clear example of calculating the lifetime value of the target audience of fitness club visitors.

Stage 18. We choose a marketing strategy for clients with different levels of profitability

Target audience of the company: very profitable clients. The goal is to keep. There are never too many profitable customers, so it makes sense to analyze each consumer individually, and not as a group.

• You need to be sure that you absolutely know why these customers bring in so much money. Know what they are looking for and what you are giving them.
• It is necessary to find the reasons that are common to this entire group. They will form the basis of the marketing strategy.
• The main mistake in working with profitable customers is to start overserving them. Valuable customers are rewarded, but not excessively. Otherwise, they will understand that you need them. And this is an attempt to bargain, capricious behavior.
• Keep everything you learn about profitable customers, how to interact with them, in the strictest confidence.

Target audience of the company: "middle peasants". The goal is to maintain or increase profits.

• Determine the potential solvency of the audience: the size of the customer's wallet. You need to know - can representatives of this target audience, at least theoretically, spend more money on your product or service?
• Evaluate very carefully what could be driving up the cost of your product.
• Try to systematically and consistently increase the profits of the target audience you have found. Monitor results regularly.

Target audience of the company: non-profit customers. Goal: increase profits or get rid of them. The natural desire is to try to make customers at least a little profitable. The main mistake - trying to increase income, companies begin to impose additional services that customers don't need. A significant part of consumers do not pay more because they cannot. Therefore, the priority direction of thought is how to reduce the company's costs for this group of customers.

Options for changing the offer for non-profit customers:

• Reduce maintenance costs: remove technical and after-sales support
• Use exclusively low-cost channels to attract
• Automate the maintenance process
• Do not provide customized services, spot-on customization
• Customize the product in the direction of cheaper
• Implement a la carte pricing
• Set a minimum order limit
• Use exclusively standard contract forms, public offers, etc.
• Implement penalties for late payment
• Eliminate rush or accelerated execution of orders, fulfill in the last turn
• Well, increase or customize prices

Development of a marketing development strategy: definition of a promising business model

Marketing is consumers. To understand what to do, we must understand what consumers want. And that's the whole point of a marketing strategy.

Stage 19. We study consumer experience

To understand the client, you need to immerse yourself in his consumer experience - go through, and in great detail, go through the entire cycle of using the product.

For the convenience of developing a marketing strategy, it is better to break down the consumer experience into separate parts - from the choice and purchase of a product to the moment when it is no longer needed.

And at each stage, look for pain points - the reasons why customers refuse further interaction with the company. To do this, we ask questions, trying to understand what is in the mind of the consumer: Expensive? Difficult? Fast? Safely? Effective? Legal? Understandably? Just? Etc.

Pain points vary in intensity. Remember - you are looking for where you hid the minibar in the hotel. Having found it, you try to determine, standing on all fours, what is there and where you put the sheet with prices. And as a result, find out that changing the position of bottles in the refrigerator is considered a purchase (there is such a thing). At the same time, the minibar is only one, not the most important component of the quality of hotel services.

Stage 20.We create marketing opportunities

If we have found pain points, that's great. Now we turn them into marketing opportunities for the development of the company. The main question we ask ourselves is are these problems woven into our product? Are they its direct attribute? Is opera supposed to be boring? Shampoo - aimed at hair growth?

To turn pain points into marketing opportunities, we use 7 tools, trying them on at each stage of the customer experience.

(In the classical model, item 6 is called environmental friendliness, however, adapting the model for Russia, we found that in our conditions the social orientation of business works rather than concern for the environment)

Having found a list of marketing opportunities, we conduct a final analysis: how much it costs, whether customers are willing to pay for it and whether it will increase our competitive advantage.

Stage 21. We develop a new business development model

It takes money to create something new. To find sources of financing, you need to start saving. To reduce costs, in comparison with competitors, we ask two questions:

1. What factors of competition can be excluded? Very often funds are spent because “this is how it is accepted here”, “this is how it happened historically”, and not because it is important for buyers
2. What factors are overwhelmed by competition? If it is hardly possible to achieve competitive superiority, you should not try to impress buyers in this particular area. By investing in developing your weaknesses, you will ensure that you have many strengths and weaknesses. Invest in the best qualities.

The next two questions define a new offer for buyers. Based on the points of pain / opportunities we found:

1. What existing factors can be greatly improved from industry standards? The key word here is "strong". There are always compromises that buyers have to accept. Not so long ago, waiting for a taxi for an hour in Moscow was the norm. And everyone put up with it. So far, aggregators have not changed the market.
2. What new factors of competition, previously absent in the industry, can be created?

As a result, we build a new, “to be”, value curve - a marketing strategy for business development.

Development of a marketing strategy: selection and formation of a competitive advantage

Stage 22.Identify potential competitive advantages

We know for whom we are creating a marketing strategy, an image of the future business. It remains to answer one question - due to what we will win in the competition.

• Based on the studied pain points, we determine the full list of potential competitive advantages of the company. For different segments, they will differ. Take the example of achieving competitive advantage for a flower company. Among the target audience, we will single out segments of those who buy flowers impulsively, prepare a pre-planned gift, or, say, decorate houses.
• We evaluate the significance of competitive advantages - the willingness of the consumer to pay for their presence. The more money they are willing to pay for the development of a competitive advantage, the higher its importance. The task is to form a short list of key success factors from a long list of various "wants" of the consumer.
• We evaluate the degree of development of the selected key advantages of the company and its competitors.

We determined the size of the market, its capacity and intensity of competition earlier - at the stage of building a multidimensional map of the industry.

Stage 23.Identify sources of competitive advantage

• Any competitive advantage is the result of the company's activities. Each action incurs costs and at the same time affects the buyer's willingness to purchase the product. Therefore, we make a list of all the activities of the company by desegregating its activities into separate processes. Competitive advantage is formed at the intersection of various business processes.
• Having understood what activities are associated with the development of each of the found competitive advantages, we estimate the size of their contribution.
• We look at how much it costs to achieve a competitive advantage. Any activity of the company has its costs.
• Having understood the size of the costs, we determine their drivers. Why are the costs the way they are? Cost driver analysis helps to assess the costs of competitors to create a similar competitive advantage. It is difficult to get data directly, but by understanding the reasons that affect the amount of costs, we can assume the amount of expenses of competitors.

Stage 24.Choosing a direction for developing a competitive advantage

There are only three possibilities for achieving competitive advantage:

• increase willingness to buy a product without raising costs too much
• sharply reduce costs, with little effect on willingness to buy
• increase willingness to buy and reduce costs at the same time.

In order for the offer to outperform competitors, it is necessary to reconfigure some of the activities. Actions aimed at developing a competitive advantage should be linked by a single logic. A classic example of M. Porter is SouthWest Airlines' set of actions that created its competitive advantage. As a result, the airline was the only low-cost carrier on the market for 25 years. It is impossible to achieve a similar competitive advantage with a swoop.

In fact, this is the marketing strategy. Such a set of actions is almost impossible to copy and surpass.

Marketing strategy development: risk minimization when launching new products

Your marketing strategy can, and often does, result in a decision to expand your existing product line or modify an existing offering. And at this stage, the company faces very serious risks. Most innovations end in failure. Not because they are bad - but because the marketing strategy forgot to take into account how to "bring" a new product to the consumer.

Stage 26. We remove the attractiveness problem

The actual benefit to the customer may outweigh the cost, but the perceived loss may outweigh the perceived benefit. As a result, the buyer chooses the previous solution, even if it is objectively worse.

The consumer analyzes competitive advantages using a reference point, which is an already purchased product or service. The desire to get something new goes hand in hand with the need to give up something we have.

Business evaluates innovations from its own point of view. By developing a new product over months or years, a company knows how it works, what problems it solves, and is also well aware of the shortcomings of existing offerings. The lack of positive features of their product from competitors is perceived as a serious drawback.

Stage 27.Solve the problem of changing habitual behavior

New products often require the buyer to change an established behavior pattern. Following this, additional costs arise, as well as psychological discomfort. The more consumer behavior must change, the greater the resistance to innovation, regardless of competitive advantages.

Usually this point is forgotten in the marketing strategy. Companies believe that the most important thing is the uniqueness and disruptive nature of the proposal. Our practice suggests that if you decide to go solely on innovative competitive advantages, then it is better that it be a cure for cancer.

To reduce the estimated cost of developing a new product, in the marketing strategy we provide for investments in areas that give the greatest impact. We are looking for them using the ACCORD model.

Stage 28. We form "quality signals"

When creating new products, or trying to breathe life into the current line of proposals, we remember that the consumer perceives quality subjectively. In most cases, the client does not have the knowledge to qualify the quality of a product or service. Unable to give an objective assessment, he begins to rely on easy and measurable signals, which, he believes, indicate high quality. In most cases, these parameters have nothing to do with the actual quality of the product.

Some quality signals are known to manufacturers and incorporated into everyday consumer experience. Glass cleaner is blue. The quality of all products in the store is evaluated by appearance section with fruits and vegetables. They must look fresh. That is why the counter with vegetables and fruits is located next to the entrance, so that the buyer can immediately determine the quality of the store's products.

The key difference between quality signals is that the buyer can quickly and easily verify them personally. But to give an objective assessment of a product or service is not. Determining quality signals is extremely difficult, only possible through experimentation with sequential testing of variables. But if you find the "key" of your industry, it will increase sales at times.

Development of a marketing strategy: formation of the final product line

We are not rational. Often, when making decisions, it is not so much information that is important for us, but the context in which we receive it. It is not enough to develop an attractive proposal: it must also be presented correctly.

Stage 29. We form a line of offers

We enter objects for comparison. The buyer does not have a special device in his head that tells the fair value of this or that thing. For this reason, people almost never choose items in isolation from each other, but focus on the individual advantages of one offer over another. The buyer may not know what a six-cylinder machine is, but assumes that it is better than a four-cylinder.

We surround “our” version with extremum points. Consumer behavior is largely determined by the objects with which the comparison is made. People tend to avoid extremes. Therefore, restaurants often introduce very expensive dishes into the menu. Not for sale - they are not bought. But then they begin to choose dishes of the next price category.

We make “our” version look like the most prestigious one. External similarity kills two birds with one stone. First, we get additional confirmation that the "average" option is not so bad - if it looks like a similar product of a higher class, of course. Secondly, people tend to compare what is easily comparable and avoid processes that require reflection. Therefore, if one product is made in the “classic” style, and the other two are in the “hi-tech” style, then the buyer will rather decide to buy one of the last two.

Removing redundant options. Buyers want to have a wide choice - this encourages them to come to the seller. But then it becomes difficult to compare dozens of options. It is psychologically easier for a person to refuse a purchase than to subsequently suffer from doubts that he made a mistake and made the wrong choice.

We present "our" version in the correct sequence. Previous experience changes our attitude towards current events. Clothing stores tend to sell the most expensive item first. After that, the buyer more easily agrees to inexpensive purchases - their cost seems even cheaper.

Development of a marketing strategy: bringing the offer to the consumer

Stage 30. We determine the technique of decision-making by the consumer

Depending on whether the company’s offer belongs to the “product” or “service”, the client chooses based on various basic factors.

If you offer a functional product, it is easy to communicate with the consumer. The main task is to logically prove that you are the best. Selling functional products is easier. But the marginal profit of the company is lower - the more rational the buyer approaches the choice, the better he understands the fairness of the asking price.

Buyer behavior is difficult to predict, but it can be influenced. The decision-making process depends on the type of need that your proposal fills for the client.

Your proposal belongs to one type or another, not at all because of its characteristics. And solely because of the needs and goals of the buyer.

It doesn't matter what your company offers. First of all, determine what drives the buyer's decision. The customer is not interested in functionality or price. He cares what's in his head. The buyer builds his preferences based on product information, past experience and current situation. A number of general rules. Buyers

• Looking at more than just functionality and price
• They don't like to think. Expending mental energy is always expensive
• Hate confusion and incomprehensibility
• Evaluate the advantages and disadvantages only in comparison with other proposals
• Act based on their own perception of the product, not objective characteristics
• They study not the properties of the product, but the value of these properties for solving the client's problem

Step 31. Create a Sticky Idea

There are a thousand ways to tell something, and only one of them is truly memorable. Business, as a rule, chooses the remaining 999 options and speaks abstract words - about the quality of products and attention to customers. At Eldey Consulting Group, we recommend sticking to the basic principles of creating sticky ideas.

Simplicity. You have to be masters of exceptions. We need ideas that are simple and rich in meaning. The golden rule is one sentence so rich in meaning that a person could spend a lifetime learning to follow it.

Surprise. Breaking people's expectations. Be counterintuitive. Use surprise to get attention. Interest can be aroused over a long period by systematically pointing out gaps in people's knowledge - and filling in those gaps.

Curiosity. The basic news distribution mechanism. According to some anthropologists, the interest of primitive people in gossip, information about the life of the community became one of the most important reasons for the emergence of human speech.

specifics. Sticky ideas are full of concrete images and sensory information. Business usually speaks abstract words that are not remembered. Take an example from proverbs - the idea is expressed in a specific language: a bird in the hands is better than a crane in the sky.

Confidence. Often formed not by numbers. People are not interested in statistics, but inward confidence.

Emotions. People will be interested in ideas if we make them feel and empathize with our words.

History. Not a scattering of facts is presented, but a coherent story. History works as a simulation of the imagination.

Stage 32. Turn on emotions

Emotions are an important part of communication with a client. If advertising is great, and sometimes the only way to tell the client the competitive advantages of the company, then the best way to make them memorable is to play on the emotions of the consumer.

Unfortunately, when viewing ads, too often it seems that the main feelings of customers addressed by companies are feelings of greed and hunger. I do not deny their importance. It's just a shame that of all the variety of Maslow's pyramid, companies mainly focus on its lower level. By the link - examples of commercials that decided to play on unusual feelings in the soul of the consumer: "". And they won.

Developing a Marketing Strategy: Using Social Influence Techniques

Ultimately, the decision to buy is made by the individual. And this means that human weaknesses are inherent in him. Among them, the main one is exposure to influence based on social norms. This type of manipulation is cheap to use, but learning how to use it correctly is extremely difficult. We recommend including several social influence techniques in your marketing strategy.

Step 33: Use Social Influence Techniques

Like it! We tend to agree with the requests of those we like. And we like those who praise us. People are extraordinarily hungry for compliments. Don't wait for the right moment to start praising. Even when a person knows that a compliment is not completely true, he is still pleased to hear it. Customers also like people who look like them. Unconsciously, people tend to trust representatives of "their" circle. Are your sales reps like customers?

Authority. We trust what powerful people say. In this case, often the expert becomes the one who accordingly looks and has the necessary attributes. What signs of expertise can be easily noticed by a visitor to your website / store?

social approval. We tend to act like other people. We like it when our actions are approved and shared by others. Demonstrate that your point of view is popular in society - and you will get the desired effect. How many goods you have already sold, how many subscribers you have, how many customers you have served.

Reciprocity. We tend to return good deeds. If you want to receive something, it will be right to give a small gift in advance. At the same time, the effect will be enhanced if the gift is personalized and unexpected for the interlocutor. The industry of samplers, welcome gifts and similar promotions is built on this.

Commitment compliance. We try to behave in accordance with the guidelines announced publicly. Therefore, if you manage to secure a preliminary agreement on any issue related to the main one, half the work is done.

Rarity. The difficulty of getting what you want greatly increases its value. And it forces you to put in more effort to achieve. That's why on sites like "booking" you constantly see "only 2 rooms left".

Using Visibility Argumentation. If the question is not essential to the person, it is possible to deceive his critical thinking simply by giving the appearance of logical arguments. Sometimes just the fact of the presence of the word "because" is enough

Opportunity to choose the "lesser evil". Initial rejection can be an incentive to further compliance. You are offered to buy expensive equipment. You refuse. Seller: “Can you at least take batteries for the remote control? After all, they are always in short supply ... ”The likelihood that, having refused the first time, you will agree to the second, is quite large.

Development of a marketing strategy: building a company brand

A business owner often thinks that a brand is something related to Coca-Cola or McDonald's, and not to his ball bearing factory in Samara. This is not true. A brand is a hidden sales tool that is usually pushed into a corner.

Stage 34.We create an image of the company

The most successful brands rely on the world's eternal controversy. Harley-Davidson was associated with outlaws who challenged society, the spirit of freedom and adventure. This is what future motorcycle owners want. You can't buy the spirit of freedom, but you can buy a Harley-Davidson.

The problem with a company trying to define a brand is the tendency to soften the words, to seek consensus, while emphasizing its own character. The developed concept of positioning cannot be liked by everyone, moreover, it should not be liked by the group opposite to the target audience.

If a product created and popular with extreme sportsmen began to be bought by pensioners and the company's revenue began to grow, this is no reason to rejoice. This is a reason to sound the alarm and the department of new developments.

The image you choose doesn't have to be static. An example of the marketing positioning of the Harry Potter book for different target audiences: the same text is sold to both children and adults.

A properly created brand is an important element of expansion into new markets. It is not necessary to be an expert to move in a new direction, it is enough just to transfer a number of aspects of an already created brand.

They do it. For example, Caterpillar. One of the largest manufacturers of special equipment. Their marketing positioning is reliability and sustainability. If the world is getting tougher, you should be tougher. You have to survive in the harsh reality. And so the company that produces asphalt pavers and bulldozers began selling branded shoes and mobile phones.

Marketing strategy development: sources of information

Gathering information: beware of the "blind zone". Often the top management of the company is not aware of a number of problems in the company. There are a number of reasons why employees do not talk about current difficulties:

• Fear of disruption
• The risk of being branded as a "snitch"
• Priority of personal relationships over work
• No privacy guarantees
• Weak evidence base
• Unwillingness to carry the "black news"
• Hiding your own mistakes
• "None of my business" attitude

The manager himself constantly asks his subordinates how things are going. But “business” usually refers to the current operational moment in the life of the company. How are the orders being carried out, whether the planned results have been achieved. It is difficult for both the director and the employee to abstract from the momentary situation. A conversation about the problems of business management, development opportunities, in fact, is a conversation about the company's strategy. It's hard to have a conversation like this. This is not an interrogation, but a heart-to-heart dialogue, which is not easy for both interlocutors to conduct.

As a result, a situation arises when the director is not aware of some of the processes taking place within the company or is aware of the existence of a problem, but does not understand its true extent.

Therefore, when developing a marketing strategy, analyzing the state of affairs in the company, its competitive advantages, you should not be sure that all the information is available. Conduct a short online employee survey on key management issues. Most likely, you will learn a lot of new things.

As for external sources: any, even the shortest and fragmentary data, is better than any expert guesses. Intuition and expert opinion very often do not work.

It is critical to understand the customers - their pain points and needs.

Finding consumer pain points is the most important part of developing a marketing strategy. It cannot be avoided. Cannot be delegated or outsourced. Moreover, top managers should enter the field. They will understand the buyer better than the average employee and correlate his problems with the company's development opportunities.

By collecting information about buyers, their needs, problems, mood and behavior, we do not sell, we do not try to fix the problem. 95% of the time we just listen and try to understand the customer experience. If innovations are needed, we don’t say anything, we just observe. G. Ford also correctly noted: by asking, you will find out that buyers want a faster horse.

Developing a marketing strategy: creating the final document

Stage 35. Marketing strategy: we follow an integrated approach

As a rule, a marketing strategy cannot differ from competitors in only one aspect. The business processes of the company are closely interconnected. Even if you just decided to change the packaging: it happened on the basis of marketing research of consumers, the advertisers chose the right elements, the designer drew them, the production changed part of the line, sales drew attention to the changes, marketing measured the effect. And most importantly, in addition to this - if the packaging changes are successful - this entails a redesign of the site, a change in channels for working with clients, an advertising message - up to the development of new product properties.

Stage 36. Marketing strategy: checking plans for feasibility

The most common mistake when developing a marketing strategy is creating overly optimistic plans. Managers tend to be optimistic because

They overestimate their abilities. Deep down, we believe that we are superior to most other people.

They mistakenly determine the causal relationship between events. We take it for granted that positive results are the result of our personal merits, and negative results are the influence of external factors.

Choose the most understandable, not the most likely marketing strategy. We don't know what we don't know. Therefore, as prerequisites for developing a marketing strategy, the most understandable factors that a manager can somehow evaluate are selected.

They exaggerate the degree of control over events. In business, it is considered indecent to speak, and even more so to include the factor of simple luck in planning. Therefore, it is argued that the risks can be leveled, and the results are completely due to the planned actions.

Consciously increase the optimism of forecasts. Each company has a limited amount of resources that can allocate to the implementation of a marketing strategy. A high forecast for potential profit is a weighty argument in favor of accepting a project.

Stage 37.Marketing strategy: the availability of objective information from the person making the final decision.

When approving the developed marketing strategy, the company's management can fall into traps:

Tendency to a unanimous opinion. The CEO expects that during the group discussions, the marketing strategy was worked out in detail from various angles. In fact, all too often it is much easier and faster for meeting participants to come to a consensus and agree to one of the proposed solutions in advance than to develop a new one.

MistakesHiPPO (highest paid person's opinion) . The choice of the final interpretation of the marketing strategy that lay on the table to to CEO, could only happen because the most influential participant in the preliminaries said, "I think it is."

Lack of control. People are reluctant to correct even obvious leadership errors. Risk control is needed when the idea or opinion of the management is fixed in the marketing strategy without the necessary verification.

"Anchoring" the first data. The marketing strategy is usually presented several times. The first option is the most optimistic. In subsequent discussions, even with strong corrections in the CEO's financials, the thought “yes, I remember, good growth prospects” is already fixed in his head, which prompts him to make bolder decisions and discard new proposals as pessimistic.

Stage 38.Marketing Strategy: Checking Quantitative Data

Sometimes we have doubts about the reliability of marketing, financial or other reports submitted by the company or top managers. It takes a long time to figure out a lot of indicators on your own. Calling auditors is expensive. You can detect suspicious places in the reporting yourself using Benford's law.

According to this law, in a set of numbers taken from real life, with a 30% probability, the number 1 will appear in the first place. And the number 9 - only in 5% of cases. With Benford's law, you can check: customer payments, transactions, inventory balances, advance amounts, investment indicators, daily sales, insurance and guarantee payments, shipment volumes, card transactions, stock prices, and other groups of data that arise naturally.

The idea of ​​using the Benford technique is that the analysis determines the fact of special intervention in the real marketing data of the company. Benford's law calculation files can be easily found on Google, or you can get ready-made Excel templates from the Eldey Consulting Group page at

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Planning and analysis of decisions made by management allows timely identification of risks and taking measures to minimize them. A company's marketing strategy is a mechanism for drawing up a plan that defines the desired goal and how to achieve it.

From this article you will learn:

1. Its main types
2. Marketing strategy on the example of specific companies
3. Development of a strategy for different product life cycles
4. Classic stages of developing a marketing strategy
5. Common Development Mistakes Small Businesses Make

Marketing strategy

this is one of the components of the overall corporate strategy of the company, its task is to describe how to invest the funds available to the organization, which will increase the profit from sales in the long term. It is part of a company's marketing plan and is more descriptive than provocative, offering only a direction for specific actions.

To develop a marketing strategy for a company, you need to consider:

• the main goals of the organization;
• the position of the company in the market;
• funds available;
• prospects for the development of the company in the market;
• possible moves by competitors.

Often the goals of a marketing strategy are:

• increase the volume of sales (either by increasing the number of customers, or by increasing the average bill);
• increase the income of the organization;
• ensure the attractiveness of the product for the target audience segment;
• conquer new markets;
• become a market leader in its niche.

There should be no conflict between the goals of the marketing strategy and the main mission of the company, as well as the strategic goals of the business in general. All marketing activities of the organization (advertising campaigns, public relations, sales organization) should be focused on the marketing strategy.

What is the implementation of a marketing strategy? This is a step-by-step implementation of operational-level strategies that are interconnected: sales strategies, advertising, pricing, etc. Currently, companies often aim not only to maintain or increase their market share in which they are present, but also to enter markets that have not yet been developed.

Due to the fact that the market is constantly developing dynamically, the marketing strategy must be flexible and mobile. It needs to be adjusted periodically. It is impossible to single out a single marketing strategy that would be acceptable for all organizations and types of products. To increase sales of a particular company or promote any product, you will need an individual development of areas of activity.

Marketing strategies are classified depending on the competitive advantages of the company into the following:

• Differentiation strategy- sets the task of distinguishing the company from competitors by providing high quality goods or giving them special properties.
• Cost leadership strategy- involves the establishment of a minimum price in the market, for which it is necessary to reduce the costs of production and sale of goods (their level should be lower than that of competitors). Cost reduction is possible if the company has an objective advantage (economical equipment, advantageous geographical location), uses special technologies, etc.
• Cost focus strategy It is a type of cost leadership strategy. Its peculiarity is that it is addressed to only one group of consumers.
• Differentiation Focus Strategy- similar to the differentiation strategy, but addressed only to one segment of the consumer audience.

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There are three types of pricing strategies:

• Price leadership - the lowest market price.
• The strategy of following a competitor is a price close to the market average.
• The cream skimming strategy is the highest market price.

Commodity strategies are divided into the following main types:

• Innovation strategy - speaks of the need to create a completely new product for the company.
• Modification strategy - involves the development of various modifications of existing products.
• Withdrawal strategy - requires to stop the release / sale of the product.

Distribution strategies are as follows:

• Exclusive distribution - products are distributed only through their own channels.
• Selective distribution - products are distributed through channels of narrow specialization.
• Intensive distribution - goods are distributed through any channels.

Marketing strategy on the example of a specific company

Nestle

Nestle is the world's largest food manufacturer. The company's credo is to improve life by producing high quality, balanced and complete food products.

Nestlé was founded in 1866. Fighting infant mortality, Henry Nestle developed Farine Lactee infant formula and organized its industrial production. Since that time, the company has been constantly expanding its product range with new products: now it produces products under 8500 trademarks known to consumers on every continent.

As part of its development strategy, Nestlé sees its task as making long-term investments. In our country, the company constantly invests in local production, the development of new products that meet the preferences and traditions of Russians, and also processes local raw materials and uses domestic ingredients. This allows you to combine global experience and leadership in the food industry with the needs of the target audience.

Nestle's strategy aims not only to strengthen and modernize the production infrastructure of enterprises, to introduce innovative technologies. It also aims to increase production efficiency while reducing costs. In addition, the company invests a lot in staff training, advanced training and professionalism of employees, transferring international experience and scientific and technical knowledge to them.

Apple

Without a doubt, Apple is one of the most successful companies today. Apple not only has millions of fans: it has a lot of people imitating it. The company's products inspire its followers to develop new devices. Microsoft can be mentioned here: it is believed that it became successful largely thanks to Apple.

Apple has always prioritized creating the best customer service in the world. The management believes that the company's marketing development strategy is very important, and if it is correctly implemented, excellent results can be achieved. No one knows the details of this strategy. Nevertheless, we give a general description of the marketing strategy of the company's policy:

Coca-Cola

Coca-cola's strategy puts stable growth at its core. If the company develops, it will be able to realize its long-term plans and grow further, it will become successful.

Competitive advantages of the company is a competent marketing and implementation of innovations. By choosing the right development strategy, Coca-cola has achieved success and become a leader in the soft drink industry. Its brands are known all over the world.

One of its principles is to look for opportunities in everything and everywhere. Here are convincing examples:

1. The company's enterprises located in more than 200 countries of the world produce over 2800 product items. The range includes juices and nectars, drinking water, sports drinks and energy drinks, iced tea, children's food, kvass. Every day, the company's research centers are developing new flavors that will give consumers energy, help quench their thirst, and cheer up.
2. The company has the largest distribution system of goods, due to which the delivery of products is carried out in the shortest possible time. She tries to anticipate the tastes and satisfy the desires of customers.
3. A few years ago, Coca-Cola invested $40 million to build the world's largest PET bottle-to-bottle recovery facility in America.
4. The company's specialists have achieved a reduction in the amount of water used for production needs by more than 20%. This made it possible to save more than 160 billion liters of water.

bmw

BMW's success is based on two interrelated factors. BMW is characterized by a higher level of development than other car manufacturers. Often, companies move their production to countries with low wages, where employees who do not have the necessary qualifications work in the assembly, or they are completely replaced by robots. At BMW factories, highly qualified specialists are involved in assembly work. Like many German companies, BMW takes advantage of the German educational system. Its peculiarity is the provision of the opportunity to acquire basic technical skills of activity to almost all citizens. That is why the reputation of the company, which is a typical representative of the German industry, is high.

However, it cannot be said that the achievements were given to BMW easily, and that they are unambiguous. Previously, the company was engaged in the production of aircraft engines, and in the summer of 1945 it did not have a sales market, equipment ... The times of the German economic miracle were also difficult for BMW. She did not have any definite prospects, but nevertheless began to produce cars of various models (from small cars to limousines), and in 1959 she became practically bankrupt. Many believed that the only chance to survive was to agree to the takeover of Mercedes. However, BMW management was able to find an influential shareholder - Herbert Quandt, who highly appreciated the internal advantages of the company. The situation was reversed by the company's identification of the target market in which the implementation of opportunities was most effective (the market for universal cars).

In 1961, the BMW 1500 rolled off the assembly line and gained a reputation for being a top quality car. Young businessmen with money paid attention to the brand. BMW has become one of the most profitable companies thanks to the combination of a production system that gives a certain advantage in the target market segment, high quality that has gained worldwide recognition, and a brand that emphasizes the goals and aspirations of car owners.

Advice on the current marketing strategy from the current entrepreneur and marketing director of the Launcher company, Alexander Onikienko

Nike

This brand is so famous that we can talk about the exceptional results of the company in the use of marketing. The company has developed a strategy to provide the highest quality products to famous athletes, and this has changed the idea of ​​​​sports marketing forever. Each year, Nike dedicates hundreds of millions of dollars from its budget, paying for the endorsement of its brand by famous personalities, organizing promotional events, and issuing a lot of catchy advertising. Consumers associate the company with the names of sports stars. It doesn't matter what sport you are into. With a high degree of probability, we can say that your favorite athlete is a Nike client.

The company cares not only about the mental, but also about the physical condition of its customers. She sees her task as not only increasing sales, but also developing sports for the common good. For example, she runs an advertising campaign "If you have to play", her goal is to attract women to engage in various sports. It demonstrates the benefits that girls and women get from sports activities. Nike also invests in the development of sports that are less popular, although they receive much less profit from this. This reinforces the notion that Nike doesn't just make high-quality sportswear, but also cares about its customers.

Development of a marketing strategy for a company at different product life cycles

IN strategic management It is very important to take into account the life cycle of the product, as well as the product itself. When developing a marketing strategy for the development of a company, the stage experienced by the product at a given time should be taken into account.

Product life cycle- this is the time that it is on the market (from the moment the product is launched on the market until it disappears from it).

The stages of the life cycle of goods are distinguished by specialists in different ways. However, there are 4 main ones that are common:

Origin stage

The product is just being introduced to the market, it does not have specific characteristics, the market saturation is low, so there is little or no competition. At this stage, the cost of the goods is high, as the manufacturer seeks to quickly recoup its investment. To avoid high spending on sales promotion, product improvement at this stage is impossible. Often the company incurs losses, and sales grow slowly, because the market has not yet been mastered sufficiently.

What is the marketing of this stage? The company must:

• to study the current demand;
• adapt your product to it;
• tell consumers about the benefits of the product;
• organize marketing and promotion systems.

The company's strategy in the field of marketing at the nascent stage is aimed at achieving the main goal - to conquer the market.

At this stage, management decides what the strategic behavior should be. There are two main models of it: "cream skimming" and penetration. The choice in favor of one or the other depends on the level of prices for products and the amount of spending on sales promotion.

Entrepreneur Anton Iskusnov talks about the company's marketing strategy

growth stage

At this stage, sales volumes grow, the formation of demand for the product ends, competition intensifies, and the product has undergone improvement, it has been adapted to the existing demand. The profit of the company is highest at the final stage of the growth stage.

The main task is to strengthen the competitive position.

maturity stage

At this stage, the demand for products is stable, its quality has already been established, as well as distribution channels. Sales volumes are gradually reducing growth rates. With an increase in the number of manufacturers of similar products, competition becomes more intense, and this dependence is directly proportional. As a result, the manufacturer is forced to reduce the cost of the goods, as a result, there is a decrease in the level of profitability, and the stage of aging of the goods begins. The manufacturer focuses more on the fight against competitors and tries to maintain its position in the market, rather than satisfying consumers.

The main task is to defend positions in the competition and maintain efficiency.

aging stage

This stage completes the life cycle of the product, it is characterized by a stable sale or a decrease in its volume. Competition is no longer so intense, as many manufacturers leave the market. Advertising costs are decreasing. A completely unfamiliar product, better adapted to existing demand, can be brought to the market. A new company that operates more efficiently may also emerge.

The implementation of the marketing strategy of this stage involves several stages:

• use of merchandising tools;
• encourage sales staff to effective sales;
• stimulating the implementation of after-sales service;
• liquidation of strategic business units with low profitability.

The main goal of this stage is to maintain the profitability of production, return the product to the previous stage or exit the market.

Classic stages of developing a company's marketing strategy

Stage 1. Analytics

To develop any strategy, it is necessary to implement the following steps in sequence:

1. Make a general market analysis. It includes the definition of its boundaries, capacity, potential. This is necessary for the competent setting of strategic planning goals.
2. Determine the level of competition and highlight the main market players. The implementation of this stage is facilitated by the use of such tools: the “5 forces of competition by M. Porter” and “Positioning Maps” models.
3. Analyze consumers, determine the target audience and target segments.
4. Analyze the internal state of the company, identify its strengths and weaknesses. This will help SWOT analysis, aimed at assessing them, as well as assessing opportunities and threats.
5. Analyze the company's product portfolio. This stage involves determining the place of each product name in the product portfolio: share in the profit structure, growth rates, sales volume, prospects.
6. Determine the company's marketing goals. It is on them that the developed marketing strategy depends. Let's analyze two goals and strategies to achieve them.

In addition to setting a goal, you will need to work out the tasks that must be completed in order to achieve it. Each task should be broken down into subtasks, and so on.

This process is the construction of a goal tree. For example, your goal is to increase sales volume. Then your tasks are to expand the assortment, attract new customers, develop a system for distributing goods. Sub-tasks are to develop new product variants, find new distribution channels, develop a promotion program, etc.

It is easy to see that tasks and subtasks already contain a certain direction of marketing strategies.

At this point, the analytical stage of developing a marketing strategy is completed, the next step is to develop a marketing plan.

Stage 2. Development of a marketing plan for the company

At this stage, the main task is to identify measures that will improve the position of the company in the long term.

An organization's marketing plan should include the following elements:

• Ways to deal with competitors. We determine such parameters of a product or company that distinguish us from competitors. Next, we draw up a development plan for each of these parameters and develop a strategy to fight competitors.
• Action plan in each target segment. If the segment is very promising, then you can expand the range, increase the number outlets. In less promising segments, it will be advisable to reduce its influence. We determine the directions of development of each target segment.
• Elements of the marketing mix. After summarizing the results, we determine the actions for each element of the marketing mix, draw up a calendar plan, assign responsible persons and determine the budget. We choose a strategy for each of the elements of the marketing mix, taking into account the developed strategies for fighting competitors and developing target segments.

Stage 3. Control

The company's marketing strategy must be characterized by flexibility, without which it is impossible to correctly respond to changing external conditions, the actions of competitors and consumer behavior. Therefore, starting to implement a marketing strategy, take care of proper control over the execution of all its stages.

Marketing audit is a systematic analysis of external and internal environment enterprise, which allows you to find out if the position of the company is in line with the adopted marketing strategy, and to develop corrective actions.

At the same time, analytical work is similar to that in the development of a company's marketing strategy. Our goal is to identify changes and adjust the marketing strategy.

5 tips to consider when developing a company's marketing strategy

1. The priority should not be the superiority of the company, but uniqueness. A common mistake organizations make is copying competitors' strategies. You do not need to seek leadership in your industry. It is better to become an indispensable company for your consumers.
2. Investments must be made correctly so that the return is maximum. Think about how you will develop the business after achieving the above goal.
3. Being in the first place for every client will not work. It is necessary to determine the limits of the organization's capabilities. Also, outline what the company will not do to meet the needs of customers who are not particularly willing to cooperate.
4. The task of the company is to successfully cope with its tasks at all stages of the sale of goods / services. That is, focusing directly on the product and ignoring the level of service or delivery is the wrong way. This is where a good marketing strategy is needed. For example, Zara was able to successfully pass all stages of the marketing strategy and received consumer recognition.
5. Stability should be one of the main qualities of the strategy. When developing a marketing strategy, management should not doubt the chosen ways to generate high income in a short time and win customer loyalty. The nature of a company's marketing strategy must be long-term. It is possible that it may be necessary to take a forced step - to give up part of the consumers in favor of competitors and part of the income, than to ensure a stable profit for your company.

Common Marketing Strategies Mistakes Small Businesses Make

At present, in the conditions of fierce competition, many successful companies are maximally consumer-oriented and build all their work on the basis of marketing. Many factors are important for the prosperity of a company: the right strategy, dedicated employees, a well-established information system, and the precise execution of a marketing program.

There are many definitions of the concept of marketing. Marketing is the social and managerial process by which individuals and groups satisfy their wants and needs through the creation and exchange of goods and consumer values. . The basis of marketing is such activities as searching for a buyer and identifying his needs, setting production targets for the production of goods necessary for the buyer, establishing relationships, organizing distribution, setting prices, and deploying a service service.

Strategic marketing is understood as a constant and systematic analysis of market needs, leading to the development of effective products designed for specific groups of buyers and having special properties that distinguish them from competing products and create a sustainable competitive advantage for the manufacturer. . The main tasks of strategic marketing are:

Systematic and ongoing analysis of the needs and requirements of key consumer groups;

Developing effective product or service concepts that enable a company to serve selected customer groups better than its competitors, thereby providing the manufacturer with a sustainable competitive advantage.

The strategic marketing process can be broken down into the following steps:

• 1. Needs analysis: market definition;
• 2. Market segmentation: macro and micro segmentation;
• 3. Attractiveness analysis: market potential - life cycle;
• 4. Competitiveness analysis: sustainable competitive advantage;
• 5. Choice of development strategy.

Formation of the company's strategy is one of the key issues of strategic marketing. There are the following steps marketing research for the formation of the company's market strategy:

• 1) determining the strategy of the company's behavior in the market;
• 2) selection of the target market segment;
• 3) defining a market coverage strategy;
• 4) formation of a strategy for the development of new products;
• 5) choice of resource strategy;
• 6) choice of pricing strategy;
• 7) choice of methods and means of distribution of goods;
• 8) formation of a strategy to stimulate the sale of goods;
• 9) formation of a product advertising strategy;
• 10) formation of the firm's growth strategy.

Let's consider the conceptual foundations for the implementation of each stage of the formation of the company's market strategy. .

The strategy of the company's behavior in the market is determined by the competitiveness of the company and its products, the level of the scientific, technical and resource potential of the company based on the analysis of the grid of product and market development (table 1.1).

Selection of target market segments - assessment and selection of one or more market segments to enter them with their products, as well as market research for the purpose of strategic forecasting of its parameters for developing the company's strategy. . The parameters of the market include: * functions or needs that need to be satisfied; * consumer groups by target segments; * volumes, prices and terms of sales by target segments; * technology to meet the needs.

Table 1.1. Identification of new markets using the product and market development grid

One of the first strategic decisions accepted by the firm should be the definition of the market in which it wants to compete. This choice of its base market involves dividing the market into segments of consumers with similar needs and behavioral or motivational characteristics that create favorable marketing opportunities for the firm. A firm may choose to address the entire market or focus on one or a few specific segments within its core market. This splitting of the underlying market is usually done in two steps, which correspond to two different levels of market splitting. The task of the first stage, called macrosegmentation, is to identify "product markets", while the second stage, called microsegmentation, aims to identify within each previously identified market "segments" of consumers. Having drawn up a similar map of the base market, the firm then begins to assess the attractiveness of each market and / or segment and its competitiveness. .

The task of microsegmentation is to conduct a more detailed analysis of the diversity of needs within product markets identified at the stage of macrosegmentation analysis.

Conducting microsegmentation analysis consists of four main stages:

Segmentation analysis: to divide product markets into segments that are homogeneous in terms of desirable product advantages and different from other segments;

Selection of target segments: select one or more target segments based on the objectives of the company and its specific capabilities;

Positioning selection: select a specific position in each target segment in relation to the expectations of potential consumers and taking into account the positions taken by competitors;

Target marketing program: develop a marketing program tailored to the characteristics of the target segments. .

An important issue of strategic segmentation is the choice of a market coverage strategy, which is based on an analysis of attractiveness / competitiveness in relation to each segment. A firm may consider the following different market capture strategies:

• 1. Strategy of concentration, or focus: the firm narrowly defines its area of ​​activity in relation to the market for a product, function, or group of customers. This is the strategy of a specialist aiming for a high market share in a well-defined niche.
• 2. Functional Specialist Strategy: The firm prefers to specialize in one function but serve all customer groups interested in that function, such as the warehousing function for manufactured goods.
• 3. Customer Specialization Strategy: The firm specializes in a particular category of customers, offering them a wide range of products or complete systems of equipment that perform complementary or interrelated functions.
• 4. The strategy of selective specialization: the release of many goods for various markets, unrelated to each other.
• 5. A strategy of full coverage, when a full range of products is offered to satisfy all consumer groups. .

After performing the segmentation analysis, the next task is to decide which market coverage strategy to choose. This in turn will determine commodity policy firms. At this stage, three main strategic directions can be distinguished.

By adopting an "undifferentiated marketing" strategy, the firm ignores the differences between market segments and chooses to treat the market as a whole without taking advantage of segmentation analysis. It focuses more on what is common in the needs of buyers, rather than on their differences. The point of this standardization strategy is to save on production costs as well as inventory, marketing and advertising.

Under the "differential marketing" strategy, the firm also adopts a full market coverage strategy, but this time with programs tailored to each segment. This strategy allows firms to operate in several segments with individual pricing, marketing and communication strategies. Selling prices will be set based on the price sensitivity of each segment. Such a strategy usually incurs higher costs as the firm loses the benefits of economies of scale. On the other hand, the firm can expect to capture a significant market share in each segment.

According to the strategy of "concentrated, or focused, marketing" the company focuses its resources on meeting the needs of one or more segments. This is a specialization strategy that can be based on a specific function (functional specialist) or on a specific group of customers (customer specialist). Through a focused strategy, a company can expect to realize the benefits of specialization and increased efficiency in the use of the firm's resources. The validity of a focused strategy depends on the size of the segment and on the level of competitive advantage achieved through specialization.

The choice of any of these three market coverage strategies will be determined by (a) the number of identified and potentially profitable segments and (b) the resources of the firm. If they are limited, then a focused marketing strategy is probably the only one possible. .

The formation of a strategy for the development of new products is based on the fact that the tastes of consumers, the technology for manufacturing and using goods (meeting needs), the competitive situation in the market in accordance with the law of competition, etc. are rapidly changing. Therefore, each firm should have its own product development program.

A firm can acquire novelties in two ways. First, by acquiring from outside, i.e. by buying a whole company, a patent or a license for the production of the desired product. And, secondly, thanks to their own efforts, i.e. establishing a research and development department.

The choice of a resource strategy includes the following activities:

• 1) analysis and evaluation of costs that determine the minimum price of goods. Costs include the costs of producing a good and the costs of its distribution and marketing. Costs are conditionally fixed (overhead costs) and conditionally variable (costs for components, materials, etc.);
• 2) analysis of the possibility of covering costs;
• 3) establishing sources for purchasing components, raw materials, materials, energy, labor, etc.

Choosing a pricing strategy. Pricing policy is one of the components of the marketing mix and should be aimed at achieving its strategic goals.

maximizing the profitability of sales, i.e. the ratio of profit (as a percentage) to the total amount of sales revenue;

maximizing the profitability of the net equity of the enterprise, i.e. ratio of earnings to total amount assets on the balance sheet less all liabilities;

maximizing the profitability of all assets of the enterprise, i.e. the ratio of profit to the total amount of accounting assets formed at the expense of both own and borrowed funds;

stabilization of prices, profitability and market position, i.e. the share of the enterprise in total sales in this product market (this goal may be of particular importance for enterprises operating in a market where any price fluctuations generate significant changes in sales volumes);

achieving the highest sales growth rates.

When determining the price of products, the following factors should be considered:

• * the level of consumer demand for these products;
• * elasticity of demand prevailing in the market for these products;
• * the possibility of the market reaction to a change in the output of these products by the enterprise;
• * measures of state regulation of pricing (for example, for the products of monopoly enterprises);
• * the level of prices for similar products of competing enterprises.

The pricing policy and strategy should be developed in accordance with a specific (chosen) marketing strategy of the enterprise. Such a strategy could be, for example:

• * penetration into a new product market;
• * development of the market for products manufactured by the enterprise;
• * product market segmentation, i.e. selection from the general mass of buyers and individual groups that differ in requirements for the properties of products and sensitivity to the level of its price;
• * development of new types of products or modification of existing ones to conquer new markets (for example, to meet the special requirements of consumers, including foreign ones).

The pricing policy and strategy of the enterprise are developed in three stages:

• 1) collection of initial information;
• 2) strategic analysis;
• 3) strategy formation.

In a market economy, prices are of great importance. It is prices that determine the structure of production, have a decisive influence on the movement of material flows, the distribution of the mass of commodities, and the level of well-being of the population. The need for initial pricing arises when an entity:

• 1. Develops or acquires a new product;
• 2. Directs products through new distribution channels;
• 3. Introduces her to a new market.

In this case, it is necessary to apply the decision on the positioning of the product in terms of quality and price. It is recommended to study 9 pricing strategies.

Pricing decisions must be made in close tandem with decisions on production volumes, cost management, product design and construction, advertising, and marketing methods.

The formation of a sales promotion strategy for goods is based on the following types of work:

• a) calculation of the total budget for incentives using one of the methods: calculation "from cash", calculation "as a percentage of the amount of sales", competitive parity, calculation "based on goals and objectives";
• b) the formation of an incentive complex, i.e. determination of the cost structure for advertising, personal selling, propaganda, direct promotion.

Developed market relations in economically civilized countries stimulate specialization and build optimal chains of intermediaries, pushing unnecessary links out of their environment and thereby reducing total costs appeals.

Communication strategies in the distribution channel. The cooperation of intermediaries is a key factor in the successful implementation of a firm's marketing strategy. To achieve this, a firm can choose a push or pull communication strategy, as well as a combined marketing strategy. Channel communication strategies include:

• 1. Push strategy, in which the main marketing efforts are directed to intermediaries to encourage them to accept the company's brands in their assortment, create the necessary stocks, give its products a good place on the trading floor and encourage buyers to purchase the company's products. Purpose: to achieve voluntary cooperation with an intermediary, offering him attractive conditions and promoting your product in any way possible. The push strategy implies a harmonious relationship with intermediaries and the main role here is played by the sales representatives of the manufacturer. .
• 2. Pull strategy. This strategy focuses all efforts on the final demand, i.e. on the end user or consumer, bypassing intermediaries. Goal: to create a favorable attitude towards the product or brand at the level of final demand, so that, ideally, the end user himself demands this brand from the intermediary and thereby encourages him to trade this brand. .

• * determination of the purposes of communication and sale of the goods;
• * determination of the method of calculating the budget for advertising and the sources of its coverage;
• * development of decisions on advertising appeal;
• * determination of the means and organization of the dissemination of advertising information;
• * Evaluation of the effectiveness of the implementation of the advertising strategy.

Advertising is the purposeful influence on attitudes, expectations and behavior of people with the help of special means of communication that allow the company to convey a message to potential buyers with whom direct contact is not established. .

• 1) expansion of market share;
• 2) development of primary demand;
• 3) creating or maintaining brand awareness;
• 4) creating and maintaining a favorable relationship with the brand;
• 5) promotion of purchases. .

• 1. Image advertising. Advertising of this type is focused on the product in order to form the attitude of the buyer to this brand.
• 2. Incentive advertising. Here the main task is to influence the behavior, not the attitude of the buyer. The message should encourage a purchase.
• 3. Interactive advertising. It is a personalized advertising message, which aims to establish a dialogue with a potential buyer by encouraging his response.
• 4. Advertising of the organization. The task of advertising an organization (branded advertising) is to form or strengthen a positive attitude towards the company among various audiences.
• 5. Sponsorship or patronage. Here the task of increasing the firm's fame and improving its image is solved by associating it with positive values.

Formation of the company's growth strategy includes:

• * identifying the types of industries that the company would like to acquire in the future;
• * definition of spheres of the direction of the efforts at various variants of growth on three levels. At the first level, opportunities are identified that the firm can take advantage of at its current scale of activity (opportunities for intensive growth). At the second level, the possibilities of integration with other elements of the industry's marketing system (opportunities for integration growth) are identified. The third level identifies opportunities outside the industry (opportunities for diversified growth).

A firm can play one of four competitive roles:

• 1) the leader (a market share of about 40%) feels confident. At the same time, the leader uses such strategies to expand the market as: attracting new consumers, searching for new opportunities for using the product, as well as expanding the intensity of using the product.
• 2) the contender for leadership (the market share is about 30%) uses such offensive strategy options as: “frontal attack” - the contender company attempts to outperform the competitor in many ways: in terms of goods, advertising, prices and distribution system. If the applicant is less resourced than the competitor, a frontal attack is practically impossible; "frontal attack" - conducted in many directions (new products and prices, advertising and sales), this attack requires significant resources; "workaround" - the transition to the production of fundamentally new goods, the development of new markets.
• 3) follower or follower (share 20%) - this role is to follow the leader, saving effort and money.
• 4) entrenched in a market niche (10%) - as a rule, beginners start with this role. .

What are the components of a marketing strategy?

Before we look at a marketing communications strategy, let's find out what we need in a marketing strategy. What are its key components? Why might it be incomplete? These are not easy questions, since in this respect there is still no complete agreement between specialists. There are several points of view regarding what should be in the strategy and what is optional in it. Below are a number of options that define a marketing strategy. Their analysis shows that many expert approaches to this concept are mutually intersecting.

The right products in the right markets

Strategic marketing focuses on choosing the right products for the right ones, i.e. growing markets entering them at the right time (Jain, 1993).

Clear definition of market, competitive strength and performance

A good marketing strategy can be characterized by: but) a clear definition of the market; b) a good match between corporate advantages and market needs; in) high performance comparable to competitors on key business success factors (Jain, 1993).

Scale of activities, goals, resources, competitive advantage, functions

Here you can list the following: the scale of the business (product portfolio); levels of integration; goals; identification of the strategic business unit (in this case, managers know well what they are personally responsible for); allocation of resources; development of sustainable competitive advantage; effective functional strategy (production and marketing policies); synergy of resources and management capabilities, especially in terms of managing the various divisions of the strategic business (Doyle, 1994).

Scale of business, size, time, exit from the market

Here, attention is drawn to the following aspects: the scale of the market (serving the entire market or breaking it down into segments); geographical dimensions (local, regional, national or international market); time to market (first or last); the degree of involvement (achieving dominance in the market or taking the role of an ordinary participant in it); weakening of the position, i.e. exit from the market when the company's total benefits (either current or potential) are less than those that it can receive elsewhere (Jain, 1993).

Three K: customer, competition and corporation

In the current market situation, marketing strategy is mainly determined by the interaction of three forces, known as the strategic three K: customer, competition and corporation. Marketing strategies focus on ways in which a corporation can effectively differentiate itself from its competitors by capitalizing on the differentiators that enable it to deliver greater value to customers (Jain, 1993).

Thus, the components can be summarized as follows:

products;

markets/consumers;

strength/competitive advantage;

scale of activity;

The individual components of a marketing communications strategy are discussed in Chapter 5. Before that, let's look at some questions that will help us develop any type of strategy.