Marketing management in industries. Presentation on the topic "Marketing Industries" Types of Portfolio Models

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Academic discipline“Marketing in Industries and Fields of Activity” is an independent course that reveals modern approach to the organization marketing activities in various industries and fields of activity. Goals of studying the discipline: - mastering theoretical and practical features implementation of marketing in various industries and fields of activity; - studying the experience of conducting analytical activities; - mastering the features of segmentation and positioning in various industries; - studying technologies for developing a marketing mix in various fields activities; - acquiring skills in organizing, planning and controlling marketing at enterprises in various industries.

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Among the main problems of interest to marketers, we include the following: - the role of strategic and operational marketing in a company in any field of activity; - defining specific goals marketing research, based on the specifics of the company’s activities; - features of meeting the needs of potential clients; - market segmentation, selection of the target segment and marketing strategy; - the ability to plan the company’s marketing activities; - problems of optimizing the organizational structure of the company; - effective implementation of marketing activities by the company in various industries and fields of activity .

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The knowledge gained will help students in the future professional activity, and will contribute to a more complete account of the characteristics and specifics of the company’s activities in various markets and areas of activity in order to develop effective competitive strategies.

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The essence of industry marketing

Features of the development of marketing in various business sectors follow from its typical definition, in which marketing refers to all types management activities enterprises aimed at conquering the market.

Since the market of any industry has its own characteristics, determined by the characteristics of market participants, the specific solutions that are used in the marketing mix when working in industry markets are also obvious.

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The Classic Approach to Marketing Differentiation Marketing Marketing of industrial and technical products Marketing of services Marketing of goods consumer consumption

Industrial marketing Consumer marketing Criterion for classification - type of product

Slide 7 Products for industrial and technical purposes (PPTP) are purchased in large quantities for industrial consumption; participates in the production and technological process, which necessitates the assessment of quality and its compliance with the requirements; its cost is included in the cost of finished products; several people are involved in making a purchase decision, including executives; When producing PPTN, the manufacturer focuses on a specific end consumer, which necessitates the establishment of immediate direct relationships with the buyer. Consumer goods (CHG) are purchased for personal use in limited quantities; do not participate in production process

and are not included in the cost of finished products; The decision to purchase consumer goods is usually made individually. Services All services have 4 main characteristics: services are elusive, intangible and intangible; the process of production and consumption of services is inseparable; services are heterogeneous, that is, they can change quality; services are not capable of storage and quickly “spoil”.

Slide 8 When producing PPTN, the manufacturer focuses on a specific end user. This necessitates the establishment of direct direct relationships with the buyer of products, which are carried out through pre-orders or pre-agreed deliveries. Thus, on average 70% of PPTN is sold to the end consumer. The growth of direct sales of PPTN is due to an increase in and the complexity of products released to the market, especially machinery and equipment, an increase in the share of unique equipment, equipment of complete enterprises, large ships, aircraft of the latest designs, etc. This necessitates the establishment of direct contacts between the seller and the buyer, which begin long before the start of production of the product, namely at the stage of its conception, design and development of technical and economic parameters in order to take into account the requirements of the buyer.

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Division of marketing by stages of reproduction

The criterion for classification is the presence of production, that is, the process of creating a product from its conception and design to manufacturing Marketing Manufacturing marketing Wholesale marketing Retail marketing Industrial marketing Consumer marketing This classification distinguishes marketing by stages of the reproduction cycle: production - circulation - consumption

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This view is based on the fact that the marketing process in industrial enterprises is almost the same, it goes through the same stages: market research, product conception and design, product production and the commercialization process, mass production, establishing a sales and after-sales service system and consumer feedback. In this case, the type of product produced does not matter.

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The manufacturer will produce exactly as much product as is ordered; the order portfolio is formed in advance. The manufacturer tries to sell all its products in large quantities to large buyers - wholesale or final. For this purpose, there are special systems of large wholesale discounts. For almost all enterprises, the Poreto rule is true that 80% of the products produced are shipped to 20% of buyers, that is, 80% of the products are sold large wholesale. With the transfer of goods from the manufacturer to the intermediary, industrial marketing moves into wholesale marketing.

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Wholesale is the next link after the production and distribution process and aims to break down the volumes offered for purchase into smaller ones. Trade has no ability to change the quality of a product, since it does not produce it. Workers in the distribution sector can only offer the buyer services related to product packaging, delivery and other types of after-sales service. The goal of marketing in the sphere of circulation is to bring to intermediate wholesale buyer product required quality obtained during the production process and supply it with additional services to facilitate the process of transportation and consumption.

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At the last stage - selling the product to the final retail consumer - the principles and methods of consumer marketing are used. Thus, this classification distinguishes marketing by stages of the reproduction cycle: production - circulation - consumption.

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Division of marketing depending on the type of buyer (purchase purpose)

Criteria for classification - types of buyer Marketing Wholesale marketing Retail marketing Industrial marketing Consumer marketing

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The ultimate goal marketing is to satisfy consumer needs and preferences; all buyers are divided into wholesale and retail; If the buyer is a retail buyer and the purpose of the purchase is personal consumption, then consumer marketing takes place. If the buyer is a wholesaler and the purpose of the purchase is industrial consumption or resale, then industrial marketing takes place; Marketing comes down mainly to working with the consumer; The industrial marketing system includes relationships between all companies on the market (industrial and trading companies, construction and transport organizations etc.), if the purpose of establishing a relationship is wholesale purchase goods for the purpose of further sale or production use. Consumer marketing covers the relationships of sellers with specific private consumers who make purchases for personal consumption, that is, retail relationships.

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Services marketing is the process of developing, promoting and selling services, focused on identifying the specific needs of customers

Many worthy books and textbooks by famous foreign and Russian authors are devoted to marketing theory, which reveal basic approaches to managing the activities of companies in the market, based on generalizing the experience of many companies in various fields of activity. What if we try the other way around? Push off not from general theory marketing, but from industry specifics? Try to identify and compare the nuances of the market consumer goods and industrial goods, banking and insurance marketing, goods and services? Agree that this approach brings a new flavor to the cognitive aspect of studying the marketing activities of enterprises. In addition, an “industry” view of marketing problems will be useful for bachelor’s and master’s degree graduates of economic universities, since graduation papers are written on the example of specific companies belonging to various fields of activity, and there are not so many books on marketing that have industry specifics, especially those that combine many industry areas under one cover. How the market is segmented Insurance companies? What are the specifics of the marketing mix of companies offering industrial products? What is merchandising and how marketing should be carried out in retail retail outlets? What are the specifics of tourism marketing? This book will answer these and many other questions. And most importantly, it makes you think about the diversity of marketing in various fields of activity, pushes you to think and develop new ideas for different industry markets! We hope that the book will be useful to all readers who care about the ideas of marketing and destiny Russian markets. Best regards, authors.

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LECTURES ON THE DISCIPLINE "MARKETING MANAGEMENT BY INDUSTRY"

TOPIC 1: “Essence and general concepts” Marketing Management - This purposeful activity

firms to regulate their products on the market, through planning, organizing accounting, control, taking into account the influence of the market and competition in order to achieve profit and efficiency of their activities. Subject of management

– this is the activity of a specific campaign owner. Object is the research, expert and analytical activity of the company in choosing a competitive position in the market, where the company appears with its product, advertising and pricing policy

etc., taking into account all external and internal environmental factors. Marketing management technology –

this is the entire set of expert-analytical and methodological tools for the analysis and detection of threats and complications from competitors. This also includes making marketing decisions on planning, determining strategies, i.e. to promote the company in the market. Purpose of Marketing Management

– obtaining effective profit and efficiency of the entity’s activities in the market. Marketing management goals are achieved through management functions. Control functions

- These are isolated types of management activities. Each function is implemented by a set of tasks.

Main functions:

1. Marketing planning

2. Organization, implementation of marketing strategies and marketing programs.

3. Accounting and control of marketing activities

4. Expert monitoring and regulation of the company’s behavior in the market. Principles of Marketing Management –

these are rules arising from the objective economic laws of market development, its competition in conditions of risk and uncertainty. Marketing management methods -

These are ways to manage marketing activities. They include: research into the marketing space; relationship management in marketing, evaluation of management decisions, etc. All this forms a single system. consolidates the forms of division of labor, establishes connections between elements of the entire system. The elements are managers and employees of the company specializing in marketing activities, a form of organization of management policy.

Each element performs its own function:

1 in market analysis

2 to develop a strategy that defines the goals of action for a product or territorial segment.

The marketing management process is a set of sequential actions to achieve goals. It is characterized in terms of process organization and process technology.

Process technology includes:

1. Collection and analysis of information about the behavior of the market and competitors

2. Positioning of dynamic processes in the market

3. Modeling of psychological reactions of behavior. Feature this process is its cyclical nature, regardless of the level of decision-making.

Basic Concepts of Marketing Management

Features and types of control.

Management features include the probable nature of a large number of specific aspects of the company’s activities that need to be measured and predicted. For this purpose, special methods are used and they are specially processed. A special feature is the presence of a risk situation. It requires assessment and determination of ways to overcome it. It is here that a program of preferences and predictive behavior is built. The balance is between risk and profit. There are also management features associated with:

ü Assessing the buyer’s psychological reactions

ü Modeling measures of psychological orientation and persuasion

ü Determining the boundaries of psychological defense

In management, depending on the behavior of the company, management strategy and tactics are distinguished.

Strategy – this is the choice and tracking of the general directions of the company’s behavior in the market in the future, taking into account the specific values of the company. Reflective behavior in the market is determined depending on the behavior of competitors, political events, economic situation, etc., allowing you to adjust your own strategic management decisions to achieve greater results.

The management strategy includes:

ü Development of forecasts of company behavior

ü Creation of a strategic action plan

Typically, developing strategies is quite expensive and requires high professionalism. Management strategy is closely related to the concept of corporate strategy.

Corporate strategy - is developed based on problems (threats), resources of the organization, goals of the organization.

Scheme "Marketing Management Strategy"

Topic 2: “Opportunities and threats of the market environment.”

Each campaign must take into account the possibility of influencing the following factors in the market:

1. Demographic factor

2. Social and cultural values

3. Economic factors

4. Technological factors

5. Legislation and government regulations

6. Competition

All of these factors can create new opportunities or lead to the renewal of mature markets. For example : The US population is aging, and the population in Asia is mainly young - this leads to increased opportunities for campaigns such as McDonald's and Coca-Cola.

Marketing Management Tactics includes specific methods of marketing activities that provide specific consideration of the market’s pricing capabilities, its monetary capabilities, selection of the target segment, 4Ps, budget, implementation of activities and control. Management tactics are associated with a system of operations that are carried out in a foreseeable period of time. Depending on the level of decisions there are:

1. Marketing management at senior management level

2. At the middle management level.

Top management decisions provide direction various organizations for the long term, regarding markets and consumers, as well as the products that will be produced, i.e. what areas of business to work in and how to allocate resources between industries.

Depending on the scope of marketing management, there are:

ü Product portfolio management

ü Management of service processes

ü Product promotion management

Product portfolio management gives answers to the questions: what products to offer to the market, and what markets to serve.

Level

manuals

Levels of Management

Performer positions

Executive Director

Chief Accountant

Vice President of Marketing

Other Vice Presidents

Marketing Managers

Product Manager

Sales Managers

Customer Service Managers

Types of decisions made

Selecting Target Markets

Selecting Product Strategies

Selecting goals for each product

Resource Allocation Strategy

Product development

Product promotion

Sales and distribution

Customer service

Portfolio models and product planning

From a marketing management perspective, portfolio models help managers plan resource allocation and adjust expectations and production line goals.

Types of portfolio models:

Objectives: strengthen positions using brand image or supplier loyalty. This market is attractive and there are many new competitors. "stars"

2. Challenge to the leader.

Goal: Increase market share. "difficult children"

3. Fund generator.

Goal: managing income with little or minimal reinvestment. This is a typical goal for milk cows.

4. Niche search - when the market is attractive, but the product has little ability to achieve a larger market share.

Purpose: search profitable niche On the market. The company concentrates its efforts on a small segment where buyers have similar needs

5. “Harvest” or removal – this includes products classified as “dogs” that cannot find profitable segments, but still require certain resources and are candidates for removal. Deletion means that the firm leaves the market immediately.

6. Application and limitation - portfolio models can provide a company with the right approach to allocating resources and setting goals for goods and products. According to them, the categories “stars” and “problem children” correspond to the goals of obtaining a corresponding market share, while “milk cows” and “dogs” are focused on making a profit.

In any portfolio, a balance of funds must be achieved, i.e. there must be enough “milk cows” and “dogs” in it. To finance “stars” and “problem children,” the firm can also generate funds through debt. Portfolio models assume that all funds from milk cows can be fully utilized due to their strong market position. Portfolio models indicate that resources should be invested in star and problem products to expand market share.

7. Product development – involves the development and offering of new products for existing markets in order to:

ü Satisfy the needs and desires of the client

ü Comply with new competitive offers

ü Take advantage of new technology

ü Satisfy the needs of specific market segments.

8 Vertical integration is performed when a company becomes its own supplier (backward integration) or its own intermediary (forward integration).

Topic 3: “Growth Strategies for New Markets.”

By examining environmental forces and sales trends, it can be concluded that growth, sales stability and profitability of current markets will not be met in the future. This conclusion leads the company to search for new markets with new opportunities. To enter new markets, marketing management includes:

1. market development

2. market expansion

3. diversification

4. strategic alliances

Growth strategies for new markets.

Geographical new

New areas products

resources

3 new features

1 2

1 – strategic alliance

2 – market expansion strategy

3 – diversification strategy

4 – market development strategy

Market development.

This strategy is an effort to introduce existing products into new markets. It is used when it is difficult to achieve an increase in market share, since it is already high, or competitors are very strong. It is implemented by finding new ways to use the product.

Market expansion.

This strategy involves promoting the company to new geographic regions. First, the company becomes a regional competitor, and then moves to another territory of the country. IN business world companies are likely to expand markets internationally. This can be done on three levels, each of which obeys its own strategy:

ü regional

ü transnational

ü global

At regional strategy the campaign controls its resources and efforts in one or two territories. For example: Fiat was initially concentrated in Europe and Latin America.

With a transnational strategy It is planned to enter a number of transnational markets, including the markets of Europe, Asia and America.

Global strategy used when an organization operates in a large number of markets, but with a single set of strategic principles. She views the entire world market as a single whole.

Diversification– this is a strategy operating with new products and new markets. It is selected when one or more of the following conditions exist:

1. It is impossible to find other growth opportunities at existing markets for existing products.

2. The company has unstable sales and income due to the fact that it operates in markets that are characterized by instability in the external economic environment.

3. The firm wants to capitalize on its strengths.

Strategic alliances

ü Access to sales network and distribution

ü New product technology

ü Production capacities and technologies.

Topic 4: “Consolidation Strategies.”

Since the 1980s, many large firms began to abandon the growth strategy and pursue a consolidation strategy.

Types of consolidation:

1. Market shrinkage.

2. Product line reduction.

3. Divestment (counter-diversification).

Market contraction- a strategy that is the opposite of a market development strategy: a company reduces the presence of existing products by withdrawing them from weakening markets.

This strategy is used when the firm's buyers in different markets fluctuate greatly. For example: Many retail firms decide to concentrate their efforts in just a few regions of the country.

Product line reduction– it involves the firm reducing the amount of product it offers to the market, is the opposite of product development strategy and is used when the firm decides that certain market segments are small or require high costs and it is not realistic to continue serving them.

Divestment– when a company sells part of its business to another organization. This usually means that a firm is withdrawing from a particular market and reducing its product line.

This strategy is the opposite of the diversification strategy. It is used when they find out that a certain type of business does not meet the company's requirements and its goals. It is also used when a diversification strategy has failed. In other cases, companies use this strategy to make better use of their resources. For example: companyShelldecided to sell its coal mines in order to concentrate its efforts in oil and gas. The reason for this is that activities in this area require huge investments, while the company's management is convinced that such funds can be more effectively used in other areas.

Depending on the assessment of competitiveness and market attractiveness, the following are distinguished:

· Strong,

· Moderate,

· Weak competitors.

Their product policy is based on various indicators of market attractiveness. A top manager must assess the level of competitiveness of his products in relation to the products of competitors and assess the attractiveness of markets for them. It is necessary to identify the competitive advantages and disadvantages of your products in order to develop appropriate marketing management programs.

The main indicators of competitiveness can be represented by information obtained from the analysis of answers to the questions:

1. Does our market share offer a large customer base?

2. Do we have enough professionalism to compete?

3. Are our equipment and production facilities modern and efficient?

4. Do we have the technology to maintain a competitive level of innovation and product development?

5. Do customers have a positive image of our products?

6. Does our cost structure allow us to remain price competitive while maintaining profitability?

7. Is our distribution network well distributed?

8. Do we have the necessary qualified sales and customer service personnel?

9. Do we have reliable and stable suppliers?

Market attractiveness indicators are assessed based on answers to the following questions:

1. Is the growth rate of production of this product high?

2. Is the market large enough to support many competitors?

3. Are industrial sales subject to cyclical, seasonal or other types of fluctuations?

4. Is the product's aging rate high?

5. Is government regulation holding you back? entrepreneurial actions, or creates unsustainable business situations?

6. Is the demand for manufactured goods very low relative to production capacity?

7. Is there a risk of shortage of raw materials or components?

8. Is there a large number of financially strong competitors operating in the market?

9. Do a relatively small number of customers make a disproportionately large percentage of purchases, which could lead to our dependence on them?

10. Does our business area as a whole have good profit potential?

Topic 5: “System of marketing management principles”

The modern market and market relations require increasing the efficiency of company management. The application of management principles enables the company to realize its goals and objectives in an optimal manner. In addition, internal communications and interactions are optimized structural divisions and departments of the company, since these principles act as a common unifying basis. They operate according to universal rules that are followed by both staff and managers.

Matrix of principles

Management risk	Delegations of authority	Management professionalism	Information sufficiency	Self-esteem and self-regulation
Organizational Behavior	Organizational standardization	Control	Compliance of management with the level of development of the team	Reflective behavior
Instrumental provision of management	Restructuring analysis	Unity of command and collegiality	Expert tracking of information sufficiency	Equal partnership
Entrepreneurial risk	Organizational design	Centralization and decentralization	Agreement on the goals of the organization's activities	Competitive advantage
Formation of consumer preferences	Reflective behavior in management communications	Profitability and efficiency	Material and moral incentives	Free enterprise

Topic 6: “Basics of building a system of marketing management principles.”

The variety of types of environments and the peculiarities of the manifestation of a company’s marketing efforts force us to consider a system of principles on 3 grounds related to the class of decision-making in the field of marketing management.

The entire system can be divided into 3 groups:

1. Value-oriented:

2. Conceptual and regulatory:

4.1 Information sufficiency

4.2 Correspondence of management to the level of development of the team

4.3 Expert monitoring of information sufficiency

4.4 Agreement on the goals of the organization

4.5 Material and moral incentives

3. Tactical analysis and design:

2.1 Delegations of authority

2.2 Organizational regulation

2.3 Restructuring analysis

2.4 Organizational design

2.5 Reflective behavior in management communications

3.1 Management professionalism

3.2 Controls

3.3 Unity of command and collegiality

3.4 Centralization and decentralization

3.5 Profitability and efficiency

The first two groups of principles serve the class of conceptual and strategic decisions, such as market segmentation and the formation of product portfolios.

The third group involves adjusting the company’s behavior depending on the real situation, increasing market share, etc.

Each group is divided into subgroups. Thus, value-oriented ones include rules that determine the situational activity of a company in the market, plus principles that clarify the strategy and goals of behavior.

The principles defining and situationally regulating the activities of a company in the market include:

1.1 Management risk

1.2 Organizational behavior

1.3 Instrumentation of management

1.4 Business risk

1.5 Formation of consumer preferences

The principles that clarify the strategies and goals of behavior include:

5.1 Self-assessment and self-regulation

5.2 Reflective behavior

5.3 Equal partnership

5.4 Competitive advantage

A feature of these two subgroups is the possibility of further defining the principles that assess the situation and regulate it in a specific market environment. Refinement of strategic goals and development of company development programs through comparison of data obtained from studies of the internal and external environment, recording of changes, comparison of data.