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Company marketing strategy: from development to analysis. Types of marketing strategies and their classification The following elements of a marketing strategy are distinguished




Most enterprises, in order to achieve colossal heights in development, necessarily create strategies. Not a single well-known company could exist in the modern market space if it did not adhere to them.

What is a marketing strategy?

Marketing strategy is one of the elements of an enterprise's operating plans. It is aimed at developing, manufacturing and bringing to consumers goods and various services that will meet their needs.

Also, a marketing strategy can be described as a large-scale plan for achieving the main goals of the company. Its development is based on studying the target market sector and creating a marketing mix. The time frame for main events and resolution of financial issues must be determined. It is considered the foundation of any advertising strategy. Not a single marketing company ignores studying the situation that is developing in the market.

The primary task of marketing is to develop and implement a marketing strategy by any means. The main strategies are as follows:

  • Attracting buyers.
  • Product promotion plan.

Without these two main components, marketing will not exist.

Also, marketing strategy is characterized as a complex of different principles. Thanks to them, the company forms marketing goals and is able to organize their implementation in the market.

Any marketing strategy must accurately outline the sections of the market where the company will concentrate its efforts. They will differ in preference and profitability. For each segment you need to develop your own marketing strategy. This takes into account the following: products, prices, product promotion, and sales. The marketing strategy of any company is always fixed in an individually drawn up document “Marketing Policy”.

Types and analysis

The work of any company is based on certain principles. An analysis of the marketing strategy is required. Its main tasks are:

  • Study effective demand for goods, be sure to pay attention to sales markets.
  • The plan for the production and sale of goods of the appropriate volume and assortment is also justified.
  • To analyze the factors that form the elasticity of demand for a product, the degree of risk of lack of demand for products is also assessed.
  • Assess the ability of a product to compete with other products and find reserves for increasing competitiveness.
  • Develop a plan, tactics, methods and means that create demand and stimulate the sale of goods.
  • Assess the sustainability and efficiency of production and sales of goods.

For a company to reach heights, it must not only develop its own, but also carefully study the best trending marketing strategy. Example: Schulco, Coca-Cola, etc.

To create an effective strategy, you must first study its types. So, the following classification is common:

  • A strategy for conquering part of the market or expanding this share to optimal levels. It involves reaching the necessary data, indicators of the norm and mass of profit. This makes it much easier to achieve greater profitability and production efficiency. The selected segment is conquered through the emergence and introduction of a new product to the market.
  • Innovation strategy. It implies the production of goods that have no analogues.
  • Strategy of innovative imitation. It is based on the combination of all new products from competitors.
  • Product differentiation strategy. Based on improving and changing familiar products.
  • Cost reduction strategy.
  • Waiting strategy.
  • Consumer personalization strategy. The most common at the moment among manufacturers of equipment that has a production purpose.
  • Diversification strategy.
  • Internationalization strategy.
  • Cooperation strategy. Based on the beneficial cooperation of a certain number of enterprises.

How are marketing strategies developed? Researching

Development marketing strategy takes place in several stages:

- First- market research. At this stage, it is necessary to determine the boundaries of the market and the enterprise’s share in this segment. You also need to assess the size and trends of the market. It is imperative to conduct an initial assessment of the competitive level.

At this stage, the external macroeconomic environment is necessarily analyzed. The following are being studied:

  1. Macroeconomic factors.
  2. Political factors.
  3. Technological factors.
  4. Social factors.
  5. Factors of an international nature.

- Second phase- assessment of the current state of the company. It includes mandatory analysis:

  1. Economic indicators.
  2. Production capacity.
  3. Marketing.
  4. Briefcases.
  5. SWOT analysis.

Another important point is forecasting.

- Third stage- competitors are analyzed and the company’s ability to surpass them is assessed. This stage includes the main actions:

  1. Detection of competitors.
  2. Calculation of opponents' strategies.
  3. Determining their main goals.
  4. Establishing strengths and weaknesses.
  5. Choosing a competitor to attack or ignore.
  6. Assess possible reactions.

-Fourth stage- the goals of the marketing strategy are established. First of all, it is necessary to evaluate actual problems, the need for their solution is determined, and the proposed tasks are considered in more detail. Only then do they arrange the goals in hierarchical order.

- Fifth stage– dividing the market into segments and selecting the right ones. In addition, consumers and their needs are studied in detail. The methods and period for entering segments are also established.

- Sixth stage- positioning is being developed. Experts give recommendations on managing and moving communications in marketing.

- Seventh stage- an economic assessment of the strategy is carried out, and control tools are also analyzed.

Any plan and development must be based on real facts, for this it is necessary to organize marketing research, which will tell you exactly what you should focus on. These studies need to be carried out regularly, as the market changes, and so do consumer preferences.

The purpose of marketing research is to create an information and analytical base, with the help of which management decisions are then made. But to study individual components, individual diagrams are created. The marketing strategy also depends on the components of marketing. Example: studying products, prices. Below is a general diagram. It was developed and successfully used by many companies. Currently, it is also very often used in practice.

Marketing research is carried out in several stages:

  1. Problems and research goals are identified.
  2. A plan is being developed.
  3. Is being implemented.
  4. The results obtained are processed and reported to management.

Professional offer

Marketing services turn out to be experts in this field. This is an activity that is associated with the study of the state of the market and the situation on it; trends in various kinds of changes are also determined, which allows the manager to properly build his business. There may also be other reasons for studying the market. Marketing services include research, without which an entrepreneur will not be able to launch his production and begin manufacturing a new product.

1. Basic elements of a marketing strategy The strategic marketing process is associated with the following key questions, the answers to which determine the mission of the company with key questions and, accordingly, the structure of the strategic marketing plan: ü ü ü ü ü What market is the base market for the company and what is the strategic mission of the company in this market? (What business are we in?). Which product markets constitute the firm's core market and what positioning can be chosen in these markets? What is the objective attractiveness of product markets and what opportunities and threats are associated with them? What are the firm's strengths and weaknesses, and what is the nature of its specific advantage? What is the company's development strategy, taking into account the possibilities of diversification, integration, etc.? What competitive strategy can be chosen in the chosen market? How can new needs identified during strategic analysis be transformed (taken into account) into new product concepts?

Strategic marketing is a process carried out by a company with market motivation in order to achieve indicators, pursue a policy of creating goods and services that provide consumers with goods of higher value than competitors.

Basic principles of strategic marketing: § orientation to the global goals of the organization; § focus on long-term results, objective consideration of the future; § determination of goals and strategies based on the profile of the identified competitive advantage; § multiple options when choosing strategies (using a “portfolio of strategies”);

2. Market segmentation. Assessment of market segments. A market segment is a part that is specially distinguished by certain common characteristics. Objects of segmentation: consumers, products and enterprises themselves. Product segmentation analyzes which parameters of a particular product may be attractive to the consumer and to what extent this has already been taken into account by competitors. Market segmentation by consumer groups identifies a market segment based on four main characteristics: demographic, geographic, psychographic and behavioral.

Example: In 1994, the refining and marketing division of the American oil company Mobil Oil conducted a detailed study of the main types of Oil buyers of gasoline at gas stations. The division criteria were based on such parameters as: q consumer income, q average number of kilometers traveled per year, q types and forms of payment for services, q price sensitivity, q propensity to purchase additional goods (services) at gas stations, q loyalty to to a specific company.

In modern conditions, when planning a segmentation strategy, personal demographic profiles of lifestyles are often used, taking into account several factors at once. Lifestyle includes a whole set of social and psychological factors that collectively determine “how people live and spend their time and money.” Currently, market segmentation based on psychological factors has gained universal acceptance. Within the framework of marketing theory, a new direction has emerged, called “motivational analysis,” which studies the influence of such capacious concepts as “lifestyle” and “personality type.”

3. Stages of decision-making by market segments Before deciding to enter any market segment, a company must assess the attractiveness of this segment. The following questions need to be answered: - What is the growth rate in each segment? - What is the firm's market share in each segment? - Where are the company's most important clients? - Where are the company's direct competitors? - What are the specific requirements of each segment in terms of service, quality, price, etc.?

Market analysis at the segmentation stage also involves searching for new potential segments. For this purpose, the following questions: - Are there other Technologies available to perform the required functions? - Is the improved product capable of performing additional functions? - Are there other buyer groups with similar needs or functions?

Basic concepts in measuring demand Market demand is the total sales volume in relation to the product market in a given place and in a given period for a set of brands or competing firms.

Market share for a particular brand of a firm is calculated using a simple formula: Market share can be calculated by volume (number of items sold divided by total sales in the underlying market) or by value (based on revenue rather than unit sales).

A clearer segmentation in strategic marketing is facilitated by the concept of strategic business zones (SZH) and strategic business units (SBU), which is widely used in the business practice of most large Western firms and reflects the interdependence of the strategic segmentation of the external and internal environment of the company. Analysis of the potential characteristics of SZH allows us to determine the most rational directions of the company's development strategy. ü The first step is to identify the relevant areas and study them without regard to the structure of the enterprise or its current products. Result of the analysis: assessment of the prospects of the opening company. ü The second step is the development of an appropriate product range of responsibility between the structural divisions of the production system for choosing the area of ​​activity, developing competitive products and marketing strategies, as well as for realizing profits. ü For this purpose, strategic business units (SBUs) are identified within the enterprise, which are entrusted with responsibility for choosing strategic directions of activity.

4. Determination of the type of strategy in segment M. Porter identifies the following emergence, growth, maturity, decline. Stages of industry development: Strategies in an emerging industry. The main characteristic of an emerging industry is the absence of rules of the game, i.e., patterns according to which the industry will function. Organizations starting to operate in young industries face two most important problems: 1) gaining access to the resources necessary for production and sales; 2) determination of mechanisms for the formation of competitive advantage. When deciding what competitive advantages are appropriate to use to gain a leading position, you must keep in mind the following: competitive strategies focused on low costs or differentiation are usually the most viable.

Strategy at the growth stage. At the growth stage, competition is mainly for market share. We can say that with significant growth rates of market capacity, the industry as a system is not stable, that is, “it is in a nonequilibrium state.” Minor external and internal disturbances can cause significant changes in system parameters. The organization must rush to take advantage of the benefits of scale and absorption effects, strive to consolidate relationships with key suppliers, actively develop its sales network, search for new customer segments, and develop new geographic territories. She should always remember that powerful competitors with great capabilities may enter.

Strategies in the recession stage. The industry at the decline stage has the following character traits: o o o o decrease in demand tightens competition and complicates its forms; the competitive power of suppliers increases; the role of price and quality in competition is increasing; the complexity of growth management increases production capacity; the process of creating product innovations becomes more complicated; international competition is intensifying; industry average profitability decreases; The industry is experiencing an increase in company acquisitions, mergers, entries and exits from the industry. To combat competition during the recession stage, M. Porter suggests using four strategies. - Leadership. Has the goal of remaining alone or almost alone in the industry. Conducted through leadership of offensive maneuvers in relation to competitors. - Creation or protection of specific segments. It consists of searching for a segment where the demand for segments is still stable and profits are high, and securing this segment for your enterprise. - Collection of ripe fruits. The firm tries to maximize the cash flows generated from the fruits of its industry activities. - Quick exit. It involves leaving the industry at the beginning of the recession, when it is still possible to find buyers.

5. Varieties of marketing strategies Alternative marketing strategies for developing sources can be presented using the Ansoff grid.

In the case of horizontal diversification, know-how gained in one market is used in another. The penetration of the tobacco industry into the beverage industry is just such an example: effective marketing know-how for one consumer product is used for another product.

S.V. Kozlov

FEATURES OF THE STRUCTURE OF THE ENTERPRISE MARKETING STRATEGY AND METHODS OF ITS FORMATION

THE PECULIARITIES OF AN ENTERPRISE MARKETING STRATEGY STRUCTURE AND METHODS OF ITS FORMA TION

Keywords: economic strategy of the company, structural elements of the strategy, marketing strategy, life cycle of the enterprise.

Key words: company’s economic strategy, strategy structural elements, marketing strategy, business life cycle.

annotation

The article discusses theoretical aspects formation of the enterprise's marketing strategy. The structural elements of a marketing strategy are defined, and the main stages of developing a marketing strategy for an enterprise in a crisis are shown.

The article considers the theoretical aspects of business marketing strategy formation. It also determines the structural elements of marketing strategy and shows the basic stages of business marketing strategy development in crisis.

An analysis of the current economic situation shows that the global economic crisis that affected Russia had a negative impact on many companies.

According to the Federal State Statistics Service, the fall industrial production in June 2009 compared to June 2008 was 12.1%, while in May this figure was 17.1%, in April 16.9%. The decrease in industrial production in the first half of 2009 was 14.8% compared to the same period in 2008.

If an organization, using problem management procedures, was unable to prevent undesirable developments in the pre-crisis stage and the problem developed into a crisis, it must resort to new procedures related to measures in the context of a crisis. For her, times are coming when all her resources and capabilities will be most tested. How an organization behaves in a crisis will determine its future position. Unprofessional actions will not only affect the reputation of the organization, but will also bring it significant material losses. Therefore, in a crisis, it is important to approach the development of an integrated economic strategy as carefully as possible, especially since this does not require significant additional costs.

The implementation of an integrated economic strategy is reflected in changes in the state of the company through its parameters - growth, stability (or reduction) of the main indicators: market share, revenue, customer base, capitalization, liquidity, efficiency. Many strategies developed in organizations often do not stand the test of practice, since they are created without taking into account important elements: the state of the market environment, human resources, financial resources and other structural elements of the economic potential of the enterprise.

The choice of strategies is determined as a result of the analysis of alternatives, comparison of goals, scenarios, resource base, innovations, necessary and available investments, and the use of certain marketing moves. Evaluates the ability to accept and organize execution strategic decisions inside and outside the organization.

It is known that most of the strategic decisions that any company makes, especially in times of crisis, lie in the field of marketing. Therefore, one of the main tasks of enterprise development is the development of a marketing strategy. A marketing strategy is necessary to ensure the effectiveness of companies, especially those characterized by complex corporate structures. A detailed formulation of the company's marketing strategy allows us to determine the paths for its further development.

Issues of strategic enterprise management and enterprise development management were studied by I. Adizes, I. Ansoff, K. Bowman, G. Mintzberg, Porter, M. Meskon, M. Albert, F. Khedouri, O. Vikhansky R. Fatkhutdinov, J. O’Shaughnessy and other foreign and domestic scientists. Each of them developed a classification of development strategies within the subject area of ​​research that interested him.

Consideration of the evolution of the concept of “strategy” in chronological order allows us to better understand the essence of the strategic behavior developed by the enterprise and understand its structural content (Table 1).

Table 1 - Some definitions of the concept “strategy”, reflecting

the increasingly complex nature of the development of strategic management approaches_____________________

1. Strategy as a method of establishing the long-term goals of an organization, its program of action and priority areas on resource allocation A. Chandler, 1962 Long-term goals are developed and are not subject to revision until the external or internal conditions of the organization’s operating environment change. Goal, external environment, internal environment

2. Strategy as a method of determining the competitive goals of an organization Harvard Business School, 1965 Strategy defines the main areas of business that the company will continue and/or begin to pursue Competitive advantage, goal

3. Strategy as a way of responding to external opportunities and threats, internal strengths and weaknesses M. Porter, 1980-1985. The main objective of the strategy is for the organization to achieve long-term competitive advantages over rivals in every area of ​​business External environment, internal environment, competitive advantage

4. Strategy as a way of setting goals for the corporate, business and functional levels I. Ansoff, 1965 D. Steiner, 1977 P. Lorange, 1977 and other authors When developing a strategy, corporate, business and functional goals should be distinguished with from the point of view of their different influence on management processes in the organization. Method of achieving goals, division into functional levels

5. Strategy as G. Mintzberg, When developing the Structure

consistent, coherent and integrated structure management decisions 1987 strategy focuses on the formation of plans that serve to control the effectiveness of achieving strategic guidelines for management decisions

6. Strategy as a way of determining the economic and non-economic advantages that an organization intends to provide to its main stakeholder groups. Strategy takes on a social orientation and is considered from the point of view of corporate philosophy and organizational culture. Method of determining advantages, organizational culture.

7. Strategy as a way to develop an organization’s key competitive advantages G. Hamel, 1989. The basis of competitiveness is the company’s special abilities and internal resources Development of competitive advantages

8. Strategy as a set of actions and approaches to achieve specified performance indicators A. Thompson, 1995. Strategy is both proactive (proactive) and reactive (adaptive) Approach to achieving set activities

Based on the analyzed and indicated approaches to defining strategies and their elements, a basic set of strategy elements can be identified (Fig. 1).

Mission (goal setting system); , i ~i~

Marketing

State system regulation

Organization

structure

implementation

Mechanism

implementation

Figure 1 - Main elements of the company’s economic strategy

Let's take a closer look at the main elements of the company's economic strategy. Defining clear, measurable and achievable goals for the development of an organization is a management stage that has a significant impact on all other elements of the economic strategy. This element reflects the quality of the company’s strategic decision-making system. Making wrong strategic decisions or

erroneous definition of development goals can provoke the accumulation of systemic errors in company management.

When determining strategic development options, it is necessary to provide an overview of the widest possible range of options for strategic decisions, which characterizes the elasticity of the strategic vision, allowing one to evaluate possible action plans and changes in the status of the company in the implementation or failure of a particular strategy.

Resources include the customer base, the quality of the company’s technical equipment and technological structure, as well as other resources (personnel, intangible assets that keep a trace of the organization’s historical path, intellectual property and other intangible assets). The operational efficiency, current and future state of the company depend on what resources it owns, as well as on the effectiveness of their perception and use.

Investments as part of a resource are one of the most important factors in a company's growth. The availability, accessibility and cost of financial capital determine the company’s development plans and its profitability. The forecast for the transformation of this factor links the strategic development goals of the company with its financial capabilities. The volume of equity capital, the availability of external financing, and the effectiveness of financial policy are taken into account.

Innovation activity as an element of enterprise strategy is considered as a process of implementing changes (innovations), which consists of transforming scientific and technical ideas into results that have practical application. In full innovation activity The enterprise includes all types of research work (fundamental, exploratory, applied), design, technological, experimental development, activities for the development of innovations in production, i.e. implementation of innovations.

To implement the overall economic strategy of an enterprise, the entire management system must be focused on creating conditions for the efficient use of resources and market growth by maintaining the equilibrium state of the organization with the external environment, that is, its adaptation to external changes, and, therefore, must have adaptive mechanisms. At their core, adaptive mechanisms are sets of specific actions (or inactions) of an organization based on information obtained as a result of strategic analysis. The main function of adaptive mechanisms is that they help choose a strategy for the organization’s interaction with the external environment.

Mechanisms for the development, implementation, and control of the implementation of the strategy developed at the enterprise must have the property of integrity and at the same time rational isolation of its elements. This means that a change in any element of the mechanisms should lead to some shifts in changes in other mechanisms. The implementation of the developed strategy is impossible without adequate strategic management with constant monitoring and assessment of the achievability of the set strategic goals using effective tools.

Summarizing the analysis of the studied literature, the economic strategy of an enterprise can be defined as a set of actions to form the optimal direction of development of the enterprise by harmonizing its constituent elements, united by a single global goal - creating and maintaining a high level of competitive advantage in a specific period of time. Consequently, a marketing strategy is a set of basic decisions aimed at achieving the general goal of the company and based on an assessment of the market situation and its own capabilities, as well as other factors and environmental forces.

To consider the possible structures of marketing strategies in this article, we will use their classification developed by O. Vikhansky. According to the classification of O. Vikhansky, presented in Fig. 2, the first group of growth strategies consists of concentrated growth strategies, i.e. strategies related to product and market changes. If they are followed, the organization tries to improve its product or start producing a new one without changing its industry affiliation. In terms of the market, it is looking for opportunities to improve its position in the existing market or is moving into a new market.

The main features of the classification are the structural elements of the strategy presented in table. 2. Analyzing the classification of O. Vikhansky, we obtain the following table, which presents the structural elements.

A special role in developing an enterprise strategy is given to the life cycle in which the enterprise is located. One of the most comprehensive and developed is the theory of life cycles of business organizations, proposed by the American researcher

I. Adizes. The main points of this theory were discussed in the author’s article “The influence of the stage of an enterprise’s life cycle on the formation of a development strategy.”

Adizes' theory focuses on two important parameters of an organization's life: flexibility and controllability (manageability).

Table 2 - Structural elements of a marketing strategy

No. Goals Resources Development mechanisms Implementation and control mechanisms Tools Innovations

Expansion Financial Mechanisms Organizational Marketing-Technological

1 market boundaries with passive adaptation to the external environment

Strengthening the Organization Mechanisms Economically Marketing Economically

2 positions on the market on-line with active adaptation

Perfection of Technological Mechanisms, Motivational Stimulation and Products

3 product development aimed at shaping the external sales environment

Diversification Investment Mechanisms Organizational SWOT analysis, Economic

4 Data with active adaptation PEST analysis

Excellence Investment Mechanisms Economically SWOT analysis, Economical

5 sales chain data with active adaptation and PEST analysis

Figure 2 - Structure of the classification of marketing strategies

Thus, based on the analysis and the above classification of marketing strategies and its elements, it is advisable to draw up a structural diagram of each marketing strategy (Table 3). It should be noted that when forming each structural element, the most important one in the given conditions is highlighted and it is understood that the existence of others is not denied. Each stage of the company’s life cycle is also assigned a certain structure of elements and, consequently, a certain marketing strategy. It is taken into account that at a certain stage of the life cycle it is recommended to use a type of marketing strategy. Each table cell indicates a specific element from the table. 2, and the first digit is the number in the row, the second is the number in the column.

Table 3 - Structural elements of marketing strategies

Name of marketing strategy/elements Goals Resources Development mechanisms Mechanisms for implementation and control Tools Innovations Enterprise life cycle (according to Adizes)

Strategy for strengthening market position 1.2 2.1 3.2 4.3 5.1+5.4 6.3 Youth

Market development strategy 1.1 2.2+2.4 3.2 4.2 5.3+5.2 6.3 Rapid growth Youth

Product development strategy 1.3 2.3 3.2 4.1 5.1 6.1 Rapid growth

Reverse vertical integration strategy 1.5 2.1 3.2 4.2 5.4 6.2 Youth Maturity

Strategy for forward vertical integration 1.5 2.5 3.2 4.5 5.2 6.2 Youth Maturity

Diversified growth strategies 1.4 2.1+2.3 3.2 4.5 5.1+5.2 6.1+6.3 Maturity

The strategies of the first group are:

1. A strategy for strengthening a position in the market, in which the company does everything to gain the best position in a given market with a specific product. It requires a lot of marketing effort to implement it. At the same time, “horizontal integration” is allowed, in which the enterprise tries to establish control over its competitors. In this strategy, the main structural elements are: the goal is formulated as strengthening positions in the market, resources are predominantly organizational, since additional human resources are required. Mechanisms of active adaptation to the external environment, since the enterprise is based on an analysis of the external environment, using a complex as a tool marketing communications, based on economic innovation, is trying to strengthen its position in the existing market.

2. Market development strategy, which consists of searching for new markets for an already produced product. In this strategy, the main structural elements are: the goal is formulated as expanding the boundaries of the market, the resources are predominantly financial, since additional financial resources are required for the development of new markets, the mechanism of active adaptation to the external environment through marketing research is used. Innovations are predominantly technological, since new ones impose specific requirements on the level of products, technology and regulation.

3. Product development strategy, which involves solving the problem of growth through the production of a new product and its sale in the market it has already mastered. In this strategy, the main structural elements are: the goal is formulated as product improvement, the resources are predominantly technological, the mechanism of active adaptation to the external environment is used, and with the help of sales promotion, the difficulties of selling an improved product in the existing market are overcome. Innovation is predominantly product related.

The second group of growth strategies consists of business strategies that involve expanding the organization by adding new structures. These strategies are called integrated growth strategies. The organization pursues integrated growth through both the acquisition of additional properties and internal expansion. Moreover, in both cases its position within the industry changes. There are two main types of integrated growth strategies:

1. A strategy of reverse vertical integration, aimed at the growth of the enterprise through the acquisition or strengthening of control over suppliers, as well as through the creation of subsidiaries that carry out supply. Implementing a reverse vertical integration strategy can yield favorable results by reducing dependence on fluctuations in component prices and supplier demands. At the same time, supplies for the enterprise as a cost center can turn into a revenue center in the case of reverse vertical integration. In this case, the goal is to improve the sales chain, which requires, first of all, additional financial resources; the tools in this case are SWOT and PEST analyses; the development mechanism is active adaptation to the external environment.

2. The strategy of forward vertical integration is expressed in the growth of the company through the acquisition or strengthening of influence on end consumers; it is beneficial in cases where intermediary services are expanding greatly or when the company cannot find intermediaries with a high-quality level of work.

3. Diversified growth strategies are implemented if the organization cannot further develop in a given market with an existing product within a certain industry. In this strategy, the main structural elements are: the goal is formulated as diversified growth, the resources are predominantly investment, the mechanism of active adaptation is used, and with the help of SWOT and

PEST analysis reveals difficulties that may arise when implementing this strategy, innovations of a predominantly economic nature.

Strategies of this type are:

A strategy of centralized diversification based on the search and use of prisoners in existing businesses additional features for the production of new products. At the same time, existing production remains at the center of the business;

The horizontal diversification strategy involves searching for growth opportunities in the existing market through new products, requiring new technology, different from the one used. With this strategy, the organization should focus on the production of such technologically unrelated products that use its existing capabilities, for example, in the field of supply;

The strategy of conglomerate diversification is that the enterprise expands through the production of new products that are technologically unrelated to those already produced and sold in new markets. This is one of the most difficult development strategies to implement.

4. Downsizing strategies are implemented when an organization needs to regroup after a long period of growth. This is done due to the need to improve efficiency when there are downturns or dramatic changes in the economy, such as structural adjustment. Implementing these strategies is often painful. However, it is necessary to clearly understand that these are the same company development strategies as growth strategies. Under certain circumstances, they cannot be avoided, since these are the only possible business renewal strategies.

For any operating conditions, to ensure high quality of goods and services, an enterprise must choose those strategies that meet the characteristics and objectives of the life cycle stage. Maintenance must be ensured effective activities in the present and maintaining a stable position in the market in strategic terms. Untimely adjustment of tasks, goals, strategy and, accordingly, the management system leads to a dynamic decline, and then a transition to the last stage of the life cycle. Factors that have a significant impact on the company's strategy are shown in Fig. 3. The interaction of these factors is usually complex and has specific differences for a particular industry and the company included in it.

In a crisis, strategies focused on sales promotion and product promotion, aimed at finding new market opportunities (expanding boundaries, strengthening positions in an existing market), become priorities. Therefore, marketing tools will be in the price group and the marketing communications group.

Based on the above analysis of strategy development, it is possible to formulate a methodology (algorithm) for developing a strategy (Fig. 4).

Figure 3 - Main factors determining the company's strategic choice

Control of strategy implementation

Figure 4 - Algorithm for developing an organization’s marketing strategy

The main stages of the proposed algorithm for developing a marketing strategy. Formulation of goals is one of the most important stages, determines the main directions of development of the organization and has a significant impact on all other elements of the economic strategy.

Enterprise life cycle analysis is a stage at which the stage of development of the enterprise and those development options that will correspond to the enterprise with certain development strategies are clarified. The main task in this case is to diagnose the enterprise with maximum accuracy in order to identify the level of development of the enterprise and the stage of the life cycle at which the enterprise is located.

The results of this diagnosis will be the basis on which it is advisable further (taking into account the influence of external and internal factors on the structural elements of strategy) to form strategic priorities for the enterprise in a crisis.

The determination of the structural elements of the strategy occurs on the basis of a comparison of those factors that influence the activities of the enterprise, analysis of the resource base and the stage of the company's life cycle. This stage is the final stage of the strategy formation section.

Thus, when forming a marketing strategy for an enterprise, the most important are a clear definition of goals, analysis of factors influencing the company, and determination of the company’s life cycle. At the same time, the predictive effectiveness of a particular marketing strategy can be judged from how detailed these stages are worked out. In a crisis, the relevance and significance of the detailed, step-by-step development of this section certainly increases.

Bibliography

1. Adizes I. Corporate life cycle management: Transl. from English / Under. scientific ed. A.G. Seferyan. - St. Petersburg: Peter, 2007. - 384 p. ISBN 978-5-469-01523-9.5-469-01523-8.

2. Ansoff I. New corporate strategy. - St. Petersburg: Peter, 1999. ISBN 5-314-001055, 0-471-62950-2.

3. Batalov A. Development of a concept for the development strategy of medium and small enterprises. Toolkit for practitioners // Strategic management. 2008. No. 2.

4. Bowman K. Strategy in practice. - St. Petersburg: Peter, 2003. ISBN: 5947231255.

5. Vikhansky O.S. Strategic management. - M.: Economist, 2006. ISBN 598118-055-2.

6. O’Shaughnessy J. Competitive marketing: a strategic approach. - St. Petersburg: Peter, 2002. - 864 p.

7. Kozlov S.V. The influence of the stage of an enterprise’s life cycle on the formation of a development strategy // Bulletin of the Volzhsky University named after. V.N. Tatishcheva. Ser. "Economy". Vol. seventeenth. - Togliatti: VUiT, 2009. - 270 p.

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


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

What is a marketing strategy?

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

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

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

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

The company's marketing activities include:

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

The product creation strategy is effective when new products appear. This strategy favors traditional sales methods using supportive marketing activities.

A market expansion strategy is effective in identifying market areas with acceptable sales demand and revenue generation.

Some basic marketing strategies may emerge due to the rise in market value, it can categorize specific products into its market components in relation to competitors and the rate of sales increase.

Offensive strategy. It is an active, aggressive position of the company in the market, its goal is to gain and expand market share. Each product or service market has a so-called optimal market share, which ensures effective work and profit for the company. In cases where the company’s income is below an acceptable level, then the manager is faced with a choice, which is either to expand the company or to leave the market.

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

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

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

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

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

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

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

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

Today you will learn:

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

What is an enterprise marketing strategy

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

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

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

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

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

The marketing strategy, as an official document, is enshrined in the company's marketing policy.

The practical importance of marketing strategy for an enterprise

The marketing strategy, being an integral part of the overall strategy of the enterprise, directs activities to achieve the following strategic goals:

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

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

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

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

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

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

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

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

Levels of an enterprise's marketing strategy

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

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

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

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

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

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

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

Choosing the type of marketing strategy for your business

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

Corporate level of marketing strategy

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

Assortment strategy of the enterprise

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

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

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

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

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

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

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

Market Orientation Strategies

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

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

  • Focus on one segment. In this case, the seller offers one product in one market.
  • Market specialization. It is used when you have several product categories that you can offer only to one consumer segment. Let’s depict this schematically (“+” is a potential consumer)
  • Product specialization suitable for you if you have only one product, but can offer it to several segments at once.
  • Electoral specialization. This is the case when you can adapt your offer to any of the segments. You have enough products to satisfy the needs of each segment.
  • Mass Marketing. You offer one universal product that, without any changes, can satisfy the needs of each segment of your market.
  • Complete market coverage. You produce all products available on the market and, accordingly, are able to satisfy the needs of the entire consumer market

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

Business unit level

Choosing a competitive marketing strategy is a fairly broad issue. Here it is necessary to consider several aspects at once, but first it is necessary to carry out analytical work.

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

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

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

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

Competitive strategies by type of competitive advantage

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

Differentiation strategy requires you to make your product unique in the quality that matters most to your target customer.

This strategy is suitable for you if:

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

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

This strategy is right for you if:

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

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

The focusing strategy has the following factors:

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

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

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

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

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

Defensive war involves:

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

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

First of all, you need:

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

Industry average Flank warfare will do.

It involves the following combat actions:

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

You should:

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

Product level of marketing strategy

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

Positioning strategy

We propose to highlight the following positioning strategies:

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

Strategies for elements of the marketing mix

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

Product marketing strategy

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

The following stages of the life cycle are distinguished:

  1. Implementation. The product has just appeared on the market, there are not many competitors, there is no profit, but sales volumes are quite high, as are costs. At this stage, our main goal is to inform the target audience. The actions should be as follows:
  • Analysis of existing demand;
  • Informing the target audience about the qualities of the product;
  • Convincing the consumer of the high value of the product;
  • Construction of a distribution system.
  1. Height. You see rapid growth in sales, profits and competition, costs are falling. You need:
  • Modify the product to avoid price competition;
  • Expand the range to cover as many segments as possible;
  • Optimize the distribution system;
  • The promotion program should be aimed at stimulation, and not at informing, as it was before;
  • Reducing prices and introducing additional services.
  1. Maturity. Sales are growing, but slowly, profits are falling, and competition is growing rapidly. In this case, you can choose one of three strategies:
  • Market modification strategy, which involves entering new geographic markets. In addition, as part of this strategy, it is necessary to activate promotion tools and change the positioning of the product.
  • Product modification strategy involves improving the quality of the product, changing the design and adding additional characteristics.
  • Marketing mix modification strategy. In this case, we have to work with the price, it needs to be reduced, promotion, it needs to be intensified, and the distribution system, the costs of which need to be reduced.
  1. Recession. Sales, profits, promotional costs and competition are reduced. Here, the so-called “harvest” strategy is suitable for you, that is, the gradual cessation of product release.

Pricing Strategies

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

Pricing Strategies for New Businesses

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

Pricing strategies for market watchdogs

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

The next step in determining a pricing strategy is to determine a price differentiation (or discrimination) strategy; their use is not mandatory for the company.

There are two price differentiation strategies:

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

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

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

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

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

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

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

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

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

Product distribution strategy

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

Distribution channel type

There are three types of distribution channels:

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

Distribution Channel Intensity

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

There are three types of distribution intensity:

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

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

Product promotion strategy

There are two main promotion strategies:

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

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

Marketing Strategy Example

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

Step 10 Analysis of marketing strategy.

That's it, our marketing strategy is ready.