Marketing strategic planning process. Marketing strategy and planning

TOPIC 10. STRATEGIC PLANNING

AND CONTROL OF MARKETING

2. Strategic planning approaches: product-market matrix, BCG matrix, " Pims ", Porter's strategic model

3. Marketing control

1. Strategic marketing planning and its stages

Planning is the process of setting goals, strategies and specific ways to implement them. Marketing planning is usually divided into strategic (usually long-term) and tactical (current). The strategic marketing plan is aimed at the implementation of strategic objectives marketing activities, and the current plan (most often annual) characterizes the marketing situation of the enterprise in the current year.

Strategic planning- this managerial process of creating and maintaining a strategic alignment between the goals of the company, its potential chances in the field of marketing.

A strategic marketing plan, as a rule, is long-term and is developed over several years. It includes the following related sections:

marketing long-term goals of the enterprise;

marketing strategies;

· development of an economic portfolio of the enterprise.

Marketing purposes there can be any goals aimed at turning the needs of customers into enterprise income, at achieving the desired results in specific markets, as well as goals - missions that embody the social significance of the enterprise.

Marketing goals are only achievable if:

the company has available resources;

Do not contradict the conditions of the external environment;

Corresponding to the internal capabilities of the enterprise.

The formation of the marketing goals of the enterprise should be based on "SWOT" (SWOT) - analysis (the first letters of English words: strengths - strengths, weaknesses - weak sides, opportunities - opportunities, threats - dangers). As a result of this analysis, the position of the enterprise in the competition for product sales markets is revealed and marketing goals are set.

The marketing goals of an enterprise are achieved through a marketing strategy. Marketing strategy- an integral set of fundamental principles, methods for solving key problems to achieve the general goal of the company. General marketing strategies specify the development strategy of the enterprise as a whole and include specific strategies for marketing activities in target markets. Marketing strategies can be very diverse, for example:

· an increase in the volume of production of goods of the old nomenclature for the developed markets;

penetration into new markets;

development of new products;

formation of the market;

diversification.

Household portfolio - a list of products manufactured by the enterprise. The development of an economic portfolio is a set of strategic directions for the development of production and a product range.

The strategic planning process includes:

1) definition of corporate missions . The mission (program) of the company is its long-term orientation to any type of activity and a corresponding place in the market. Which consumer groups are served, what functions are performed.

2) goal setting. There are the following categories of goals: higher goals, subordinate goals (higher goals are specified in terms of specific functions). According to the content, the goals are classified into:

Market goals: sales, market share;

financial (profit, profitability);

· the purposes connected with a product and a society - quality, maintenance of a guarantee of activity of the enterprise.

3) SHP development plan (business portfolio). SHP - strategic business units, i.e. independent divisions responsible for the assortment group of goods, with a concentration on a specific market and a manager with full responsibility for combining all functions into a strategy.

SHP are the main elements of building a strategic marketing plan. Characteristics: specific orientations, precise target market, control over resources, own strategy, well-defined competitors, clear distinctive advantage. The SHP concept was developed by McKinsey for General Electric in 1971, which operates 30 SHPs (household appliances, lighting, electric motors, engines, etc.).

4) situational analysis . The capabilities of the firm and the problems that it may face are determined. Situational analysis seeks answers to 2 questions: what is the current position of the firm and where is it heading in the future. study environment, opportunities, determine the strengths and weaknesses in comparison with competitors.

5) with marketing strategy . How to apply the marketing structure to satisfy the target markets and achieve the goals of the organization. Each SHP needs a separate strategy, these strategies should be coordinated.

Company growth strategy can be developed based on the analysis carried out at three levels. At the first level, opportunities are identified that the firm can take advantage of at the current scale of activity (opportunities intensive growth ). At the second level, the possibilities of integration with other elements of the marketing system of the industry are revealed (opportunities integration growth ). At the third stage, opportunities are identified that open up outside the industry (opportunities diversified growth ).

INTENSIVE GROWTH. Intensive growth is justified in cases where the company has not fully exploited the opportunities inherent in its current products and markets. There are three types of intensive growth opportunities.

1. Deep market penetration is to find ways for the firm to increase sales of its existing products in existing markets through more aggressive marketing.

2. Market expansion is the firm's attempt to increase sales by introducing existing products into new markets.

3. Product improvement is the firm's attempt to increase sales by creating new or improved products for existing markets.

INTEGRATION GROWTH. Integration growth is justified in cases where the industry has a strong position and / or when the company can receive additional benefits by moving back, forward or horizontally within the industry. Regressive integration consists in the firm's attempts to acquire ownership or put under tighter control of its suppliers. To increase control over the supply chain, the Modern Publishing Company may buy a paper supplier or printer. Progressive Integration is the firm's attempt to acquire ownership or tighter control of the distribution system. The Modern Publishing Company may see value in acquiring magazine wholesalers or subscription bureaus. Horizontal Integration It consists in the firm's attempts to acquire ownership or put under tighter control a number of competing enterprises. The Modern Publishing Company can simply buy other health magazines in the bud.

DIVERSIFIED GROWTH. Diversified growth is justified when the industry does not provide the firm with opportunities for further growth, or when growth opportunities outside the industry are much more attractive. Diversification does not mean that the firm should jump at every opportunity that presents itself. The company must identify for itself the directions where it will find the application of the experience it has accumulated, or directions that will help eliminate the shortcomings it currently has. There are three types of diversification.

1. concentric diversification, those. replenishment of its nomenclature with products that, from a technical and / or marketing point of view, are similar to the existing products of the company. As a rule, these goods will attract the attention of new classes of customers. For example, the publishing house "Modern Publishing Company" may acquire own production paperback books and take advantage of the already established network of distributors of their magazines to sell them.

2. horizontal diversification, i.e., replenishment of its assortment with products that are in no way related to those currently produced, but may arouse the interest of an existing clientele. For example, the Modern Publishing Company may open its own health clubs with the expectation that subscribers to its health magazine will become members.

3. conglomerate diversification, those. adding products that have nothing to do with either the firm's technology or its current products and markets The Modern Publishing Company may want to expand into new areas such as manufacturing personal computers, selling real estate privileges or opening fast food restaurants.

6) tactics is a specific action taken to implement a given marketing strategy. Should be accepted 2 important decisions- determine: 1) investment in marketing; 2) the sequence of marketing operations in time.

7) control for the results. When implementing marketing plans, various deviations may occur, so monitoring of their implementation is necessary. Marketing control is aimed at establishing the effectiveness of the enterprise. Monitoring the implementation of the strategic marketing plan is to regularly check the compliance of the initial strategic goals of the enterprise with the available market opportunities. Control over the implementation of the tactical plan consists in identifying deviations of the results from the planned level. For this, budgets, sales schedules, and costs are used. In some cases, plans are revised.

TOPIC 10. STRATEGIC PLANNING AND MARKETING CONTROL

Target: formation of an idea of strategic planning and marketing control

Questions:

1. Strategic marketing planning and its stages

2. Strategic planning approaches: product-market matrix, BCG matrix, Porter's strategic model

3. Marketing control

Planning is the process of setting goals, strategies and specific ways to achieve them. Marketing planning is usually divided into strategic (usually long-term) and tactical (current).

Strategic planning- this managerial process of creating and maintaining a strategic alignment between the goals of the company, its potential chances in the field of marketing.

A strategic marketing plan, as a rule, is long-term and is developed over several years. It includes the following related sections:

marketing long-term goals of the enterprise;

marketing strategies;

· development of an economic portfolio of the enterprise.

Marketing purposes there are any goals aimed at turning the needs of customers into enterprise income, at achieving the desired results in specific markets, as well as goals - missions that embody the social significance of the enterprise.

Marketing goals are only achievable if:

the company has available resources;

Do not contradict the conditions of the external environment;

Corresponding to the internal capabilities of the enterprise.

The formation of the marketing goals of the enterprise should be based on "SWOT" (SWOT) - analysis (the first letters of English words: strengths - strengths, weaknesses - weaknesses, opportunities - opportunities, threats - dangers). As a result of this analysis, the position of the enterprise in the competition for product sales markets is revealed and marketing goals are set.

Household portfolio- a list of products manufactured by the enterprise. The development of an economic portfolio is a set of strategic directions for the development of production and a product range.

The strategic planning process includes:

1) defining the corporate mission. goal setting. There are the following categories of goals: higher goals, subordinate goals (higher goals are specified in terms of specific functions). According to the content, the goals are classified into:

Market goals: sales, market share;

financial (profit, profitability);

· the purposes connected with a product and a society - quality, maintenance of a guarantee of activity of the enterprise.

2) SHP development plan (business portfolio). SHP - strategic business units, ᴛ.ᴇ. independent divisions responsible for the assortment group of goods, with a concentration on a specific market and a manager with full responsibility for combining all functions into a strategy.

SHP are the main elements of building a strategic marketing plan. Characteristics: specific orientations, precise target market, control over resources, own strategy, clearly defined competitors, clear distinctive advantage.

situational analysis. The capabilities of the firm and the problems that it may face are determined. Situational analysis seeks answers to 2 questions: what is the current position of the firm and where is it heading in the future. They study the environment, opportunities, identify strengths and weaknesses in comparison with competitors.

5) with marketing strategy. How to apply the marketing structure to satisfy target markets and reach the target organization. Each SHP needs a separate strategy, these strategies should be coordinated.

1. Deep market penetration is to find ways for the firm to increase sales of its existing products in existing markets through more aggressive marketing.

2. Market expansion is the firm's attempt to increase sales by introducing existing products into new markets.

3. Product improvement is the firm's attempt to increase sales by creating new or improved products for existing markets.

Approaches to strategic planning: "product-market" matrix, BCG matrix, "Pims", Porter's strategic model.

Igor Ansoff's "product-market" matrix

The matrix provides for the use of 4 alternative marketing strategies to maintain or increase sales. The choice of strategy depends on the degree of market saturation and the company's ability to constantly update production.

Markets Goods	Old	New
Old	Market penetration	Market Development
New	Product Development	Diversification

Fig.1. Matrix of I. Ansoff, taking into account the opportunities for goods-markets

1. Market penetration strategy effective when the market is growing or not yet saturated. The company is trying to expand the sale of existing products in existing markets through the intensification of product distribution and offensive promotion (price reduction, advertising, packaging, etc.).

2. Market development strategy effective when a local firm seeks to expand its market. The goal is to expand the market:

a) as a result of changing lifestyles and demographic factors, new segments arise;

b) new applications are identified for well-known products;

c) the firm can penetrate new geographic markets;

d) the company enters new market segments, the demand for which is not yet satisfied;

e) it is essential to use new marketing methods;

g) product variations - offer existing products in a new way;

f) internationalization and globalization of markets.

3. Product development (innovation). This strategy is effective when the SHP has a number of successful brands and is trusted by consumers.

a) selling new products in old markets - genuine innovations (new in the market);

b) quasi-new products (or modifications);

c) Me-too products (new products for the firm).

The Essence of Marketing Planning

Definition 1

Marketing planning in general view is a continuous cyclical process, the main goal of which is to bring the organization's capabilities into the best alignment with those opportunities that the market provides, as well as with factors beyond the control of the firm.

Marketing planning should also be understood as a systematic process that includes a number of elements. The main ones are: assessment of marketing opportunities and resources, setting goals in the field of marketing, as well as developing a marketing plan with its subsequent implementation and control.

The main objectives of marketing planning are:

definition of goals, principles and criteria for evaluating the planning process;
building the structure of plans, the formation of their reserves and relationships;
organization of the planning process.

The basis of marketing planning is the marketing plan (marketing plan).

Definition 2

A marketing plan is an organizational and management document that makes it possible to bring together all types of marketing activities of a company in accordance with its goals, organization and resources.

The system of marketing plans formed at the organization level has a three-stage structure (Figure 1).

Figure 1. Marketing planning system. Author24 - online exchange of student papers

The marketing planning horizon is determined by each firm independently. The higher the level of stability of the market situation, the higher the planning horizon and vice versa.

Marketing planning can be carried out at three levels of the hierarchy. The first involves planning marketing at the level of the organization as a whole, the second - at the level of individual strategic business units. In the third case, we are talking about marketing planning at the level of specific distribution channels, markets or products.

Strategic Marketing Plan

Definition 3

Strategic marketing planning should be understood as the process of developing and forming specific marketing strategies aimed at achieving the company's general development goals by maintaining a strategic correspondence between them, the potential chances and opportunities of the company in the field of marketing.

A strategic marketing plan is a system of marketing activities interconnected in terms of resources, deadlines and responsible executors, related to the achievement of goals and the solution of problems that arise before the company in the field of increasing its competitiveness in the coming period.

In fact, the strategic marketing plan is his strategy. A marketing strategy (or marketing strategy) is a long-term system of measures that ensures the achievement of specific goals outlined by the company in the field of marketing. In other words, it can be defined as a master plan for marketing activities in target markets, which determines the way to participate in the competition.

Remark 1

The fundamental function of a marketing strategy is to identify market needs, both existing and still hidden.

It is believed that when developing strategic marketing plans, certain principles should be followed. In particular, we are talking about the fact that the marketing strategy should be as clear and precise as possible, as well as operate with specific numbers and indicators.

At the heart of the marketing planning strategy is the observance of a certain order (algorithm) for the selection and formation of a marketing strategy. Consider the main stages of strategic marketing planning in more detail.

Stages of strategic marketing planning

Formation of marketing strategies is one of the most important functions of business management. In essence, the process of their development is the basis of strategic marketing planning. The main stages of its implementation are shown in Figure 2. Let's consider them in more detail.

Figure 2. Stages of strategic marketing planning. Author24 - online exchange of student papers

The starting point for the formation of strategic marketing plans is a business analysis, which implies the need for a comprehensive analysis of the company, its products, the competitive situation and the market environment that is directly related to the target markets.

The second stage involves identifying opportunities and threats based on the earlier analysis of the external and internal environment, that is, the prospects and problems that the company may face.

At the fourth stage, the choice of target sales markets, as well as the formulation of marketing goals, takes place. It is believed that the marketing goals underlying the strategic marketing plan must meet a number of S.M.A.R.T criteria, namely, be specific, realistic, achievable, measurable and time-bound.

The fifth stage is connected directly with the definition of the type of strategy and its content. In particular, we are talking about the need to choose a positioning strategy focused on creating a certain image of the company, as well as identifying other marketing strategies necessary to achieve marketing goals.

At the sixth stage, the goals in the field of communications are determined. In particular, the target level of awareness of the target market is determined, which is necessary to ensure the fulfillment of the tasks set in the field of marketing.

The seventh stage is directly related to the development of tactical marketing tools. All elements of the marketing mix are involved in the tactical planning process, namely:

goods (product);
pricing;
distribution;
promotion, etc.

The final stage of strategic marketing planning is the formation of a cost budget, an analysis of the payback of the activities proposed as part of the implementation of the marketing strategy, as well as the formation of a calendar work plan.

The process of strategic marketing planning also complements the implementation of the marketing strategy, monitoring the progress of its implementation and evaluating the results achieved. Together they form a system of strategic marketing management.

Goals of this topic:

1. Familiarize yourself with various types marketing plans, with a marketing planning system.

2. Determine the role and place of marketing plans in the organization's planning system.

3. Consider the basic principles of marketing planning.

4. Describe the structure of the marketing plan and the procedure for its development.

5. Familiarize yourself with the main types of marketing strategies and methods for their evaluation and adjustment.

6. Consider the role and place of special marketing programs in the marketing planning system.

7. To acquaint with modern approaches to the organization of marketing planning.

Plan for this topic:

1. General concepts marketing planning.

2. The structure of the marketing plan and the sequence of its development.

3. Specification and evaluation of marketing strategies.

4. Development of programs in the field of marketing activities.

5. Organization of marketing planning.

6. General concepts of marketing planning

Marketing planning is understood as a logical sequence of individual activities and procedures for setting marketing goals, choosing marketing strategies and developing measures to achieve them over a certain period based on assumptions about future probable conditions for the implementation of the plan, i.e. is the activity of developing various types of marketing plan. This activity is part of more general concept- a marketing planning system, which includes, in addition to developing a marketing plan, its implementation and control. Marketing planning in different organizations is carried out in different ways. This concerns the content of the plan, the duration of the planning horizon, the sequence of development, the organization of planning. Thus, the scope of the content of the marketing plan for different companies is different: sometimes it is only slightly wider than the plan of the sales department. At the other extreme is a marketing plan based on the broadest consideration of business strategy, which results in the development of an integral plan covering all markets and products. Individual organizations, especially small businesses, may not have a marketing plan as a single document that includes several types of marketing plans. The only planning document for such organizations may be a business plan drawn up either for the organization as a whole or for individual areas of its development. This plan provides information on market segments and their capacity, market share; characteristics of consumers and competitors are given, barriers to market penetration are described; marketing strategies are formulated; forecast estimates of sales volumes for several years with an annual breakdown are given.

In general, we can talk about the development of strategic, as a rule, long-term plans and tactical (current), as a rule, annual and more detailed marketing plans. The strategic marketing plan is aimed at solving a detailed study of the strategic objectives of marketing activities in relation to the company as a whole and to individual strategic business units (SHU). It is not developed for SHE divisions. At the same time, individual items of the strategic plan (marketing costs, sales volume, revenue, profit, market share, etc.) are communicated to the SHE divisions and form the basis for the development of current marketing plans.

A strategic marketing plan, typically developed over a period of 3-5 years or more, describes the main factors and forces that are expected to affect the organization over several years, and also contains long-term goals and main marketing strategies with an indication of the resources needed. for their implementation. Thus, the strategic marketing plan characterizes the current marketing situation, describes the strategies for achieving the goals and those activities, the implementation of which leads to their achievement.

The strategic plan is usually reviewed and updated annually, and is then developed into an annual plan that is much more detailed.

The annual marketing plan describes the current marketing situation, marketing goals, marketing strategies for the current year. The annual marketing plan covers plans for individual product lines, individual product types, and individual markets. Thus, the annual marketing plan operates at the level of individual departments of the organization and marketing functions and includes the solution of issues in the following areas:

Marketing research.
Product policy.
Price policy.
distribution policy.
Communication policy.

The statistics on marketing planning in foreign companies are quite contradictory. Studies of the activities of foreign industrial companies have shown that the vast majority of marketing operations in them are carried out in accordance with the plans developed by various departments of the company (production plan, product sales plan, customer service plan, plan advertising campaign etc.). However, in several large companies and in a number of small ones there is no single marketing plan.

Big number manufacturing companies develops separate planning documents for each main product (a group of homogeneous products - a product line). This is especially true for consumer goods. Thus, many separate marketing plans can exist at the same time. These plans, purely mechanically, can be summarized in one book of planning documents.

A much smaller number of companies develop a single integrated marketing plan covering all products.

In most companies, regardless of the type of marketing plan used, its development is preceded by the development of a plan for the company as a whole. Marketing is only a branch, albeit a very important one, on the company plan tree. Other branches are plans for production, research and development, finance, human resources, etc. The effectiveness of marketing planning is greatly enhanced when marketing departments understand the planning process in the company as a whole.

When it comes to setting and solving prospective marketing tasks, the marketing activity plan is developed as part of the company's strategic plan.

A company operating in many distant markets is characterized, as a rule, by a high degree of independence of individual divisions in decision-making. On the contrary, a company that sells homogeneous products in one market, as a rule, tends to centralize planning and management.

The degree of formalization of planning systems largely depends on many factors, including the position of the company and the characteristics of its activities in the market. Companies operating in markets with a certain range of consumers, an established structure of demand and competition, i.e. in the so-called "mature" markets, as a rule, relatively formalized planning systems are used, with rigidly stipulated planning periods, distribution of planning functions and a plan development system.

Companies whose specific activity consists in the presence of several market segments with uncertain fluctuations in the volume and structure of demand, a high degree of risk in conducting commercial operations, aggressive, growing competitors, are more likely to focus on flexible marketing management using situational plans and scenarios developed as potential dangerous situations or the emergence of new prospects for the development of the company.

However, it should be noted that only every fourth company has detailed situational marketing plans. These plans are "launched" as soon as some particular event occurs.

This or that event becomes the object of situational planning when this event can greatly affect the company's activities (a competitor entered the market with new products, the political situation in the region has changed, etc.) and there is a certain probability of its implementation. When such emergencies occur, it is advisable to have action plans developed in advance. Time becomes a critical factor here, and without planned preparations, a company can find itself in a difficult situation.

Another approach that makes it possible to take into account external and internal changes regarding the company is to use marketing planning systems that provide for regular, periodic changes in marketing plans (the use of continuous planning systems).

Thus, the company "John Deere" (USA, production of agricultural machinery) develops a short-term marketing program every 3 months for the next 12 months and long-term programs - every year for the next five years.

Even in companies with a sufficiently high level of formalization of planning, spending is mainly subject to control by the headquarters. financial resources, while strategic and even more so operational marketing plans do not become the subject of detailed discussion at a high level. Thus, an element of flexibility in making planning decisions is also present in a formalized planning system.

The extreme version of a flexible planning system is a complete rejection of the periodization of marketing decision-making stages, the promotion of planned settings in accordance with the emergence of new problems, and, finally, the solution of financing, sales and other issues based on personal contacts between the company's management and the management of departments. However, this option is of little use in large companies, where the range of marketing issues is very diverse, the number of departments is large, and the management system is complex.

The choice of the planning horizon in the development of marketing plans is determined both by the characteristics of the company's activities and by the traditions and "tastes" of managers. A large number of companies develop only an annual plan or an annual plan plus brief directions for subsequent years. A smaller number of companies develop either a marketing plan for more than one year (usually three years, five or more years), or annual and long-term plans (this long-term plan often has features characteristic of the company's development plan as a whole, and not just marketing plan). Marketing plans lasting less than one year are usually developed by companies that experience seasonal sales fluctuations.

The larger the company, the more efficient activity its planning departments. This is primarily due to the fact that large companies have more wide opportunities control the market and have skilled planners.

As a rule, short-term marketing plans are drawn up for an annual period and, unlike long-term ones, are highly detailed, i.e. reflect in detail the range of goods, the volume of their production, prices, costs, methods of stimulating their sales, forms of after-sales customer service, etc.

The annual plan is approved by the top management of the organization and, on its basis, coordinates marketing activities in the field of production, finance and other areas of the organization's activities. On the basis of such a plan, the marketing manager exercises control over the production and marketing activities of the organization, as well as over the dynamics of market conditions.

After the approval of the marketing plan, its implementation begins.

The marketing plan implementation system from a managerial point of view consists of the following five interrelated elements: action programs, which will be discussed below; organizational structure, which will be the subject of the next article in this article series; decision and reward systems; human resources; management climate and culture of the organization.

The system of decisions and incentives are formal and informal working procedures that determine the content and logic of the processes of planning, collecting information, developing a budget; activities for hiring, training employees and monitoring their work, as well as for evaluating and encouraging employees.

Human resources - people with the necessary professional skills, motivational and personal characteristics sufficient to effectively perform marketing functions, are an important source of gaining competitive advantage. The next article will talk about the special, specific qualities that managers and employees of the marketing service should have.

The managerial climate in an organization is determined by the style, methods of work of managers with their subordinates (the degree of control rigidity, the degree of encouragement of initiative and delegation of authority, the ability to use informal connections in work).

The culture of the organization, discussed earlier, is understood as a system of values and views shared by the members of the organization, expressing a collective attitude towards the goals of the organization and methods for achieving them. It is necessary that marketing strategies do not conflict with the culture of the organization, otherwise there will be difficulties in their implementation.

Summarizing the above, there are several principles that should be used by domestic enterprises when planning their marketing activities.

System approach to planning. An enterprise plan is a system that combines a number of interrelated plans, one of which is a marketing plan.
A variety of types of enterprises, their goals and objectives, manufactured products (services) gives rise to a variety of approaches to the organization of planning marketing activities.
Multivariate situational nature of planning.
The dynamic, continuous nature of planning, the immediate introduction of all changes in the plans that affect the activities of the enterprise.
Availability of the concept of its planning understood by all those involved in marketing planning; every employee who implements marketing plans should take part in their development.

2. The structure of the marketing plan and the sequence of its development

Both strategic and tactical plans for marketing activities may include the following sections:

product plan (what and at what time will be released);
research and development of new products;
marketing plan - increasing sales efficiency (number, equipment with new modern equipment, training sales staff, stimulating their work, choosing their territorial structure);
advertising and sales promotion plan;
distribution channel operation plan (type and number of channels, management of these channels);
price plan, including price changes in the future;
marketing research plan;
plan for the functioning of the physical distribution system (storage and delivery of goods to consumers);
marketing organization plan (improving the work of the marketing department, its information system, communication with other departments of the organization).

In terms of formal structure, marketing plans may consist of the following sections: executive summary, current marketing situation, dangers and opportunities, marketing objectives, marketing strategies, action programs, marketing budget and control.

Executive Summary - The opening section of a marketing plan that provides a brief summary of the main objectives and recommendations included in the plan. This section helps management quickly understand the main focus of the plan. It is usually followed by a table of contents of the plan.

The current marketing situation is the section of the marketing plan that describes the target market and the organization's position in it. Includes the following subsections: market description (down to the level of the main market segments), product overview (sales volume, prices, profitability), competition (for main competitors, information is provided regarding their product strategies, market share, prices, distribution and promotion), distribution (sales trends and development of main distribution channels).

Hazards and Opportunities - A section of a marketing plan that identifies the main hazards and opportunities that a product may encounter in the marketplace. The potential harm of each hazard is assessed, i.e. complications arising from unfavorable trends and events that, if not targeted marketing efforts, can lead to the undermining of the viability of the product or even to its death. Every opportunity, i.e. an attractive direction of marketing efforts, in which the organization can gain advantages over competitors, should be evaluated in terms of its prospects and the ability to successfully use it.

Marketing goals characterize the target orientation of the plan and initially formulate the desired results of activities in specific markets. Goals in the field of product policy, pricing, bringing products to consumers, advertising, etc. are lower level targets. They appear as a result of working out the initial marketing goals for individual elements of the marketing mix.

Marketing strategies are the main directions of marketing activity, following which the organization seeks to achieve its marketing goals. The marketing strategy includes specific strategies for target markets, the marketing mix used, and marketing costs.

Strategies developed for each market segment should address new and emerging products, pricing, promotion of products, bringing the product to consumers, and should indicate how the strategy responds to the dangers and opportunities of the market.

The action program (operational-calendar plan), sometimes called simply the program, is a detailed program that shows what should be done, who should perform the accepted tasks and when, how much it will cost, what decisions and actions should be coordinated in order to fulfill the marketing plan .

Usually, the program also briefly describes the goals that the program activities are aimed at achieving. In other words, the program is a set of activities that must be carried out by the marketing and other services of the organization so that the chosen strategies can achieve the goal of the marketing plan. (However, when planning marketing, special targeted programs are also used to solve especially important marketing problems, which will be discussed below).

Marketing budget - a section of the marketing plan that reflects the projected values of income, costs and profits. The amount of income is justified in terms of forecast values of sales volume and prices. Costs are defined as the sum of the costs of production, distribution and marketing, the latter are detailed in this budget.

The "Control" section characterizes the procedures and methods of control that must be implemented to assess the level of success of the plan. To do this, standards (criteria) are established by which progress in the implementation of marketing plans is measured. This once again emphasizes the importance of quantitative and temporal certainty of the goals, strategies and activities of marketing activities. Measurement of the success of the plan can be carried out for the annual time interval, and quarterly, and for each month or week.

All of the above sections characterize both strategic and tactical plans, but the main difference lies in the degree of detail in the development of individual sections of the marketing plan, the development of which is carried out after the development of the company's plan as a whole, both at its headquarters and at the level of individual departments endowed with the rights of strategic business units. At the same time, the emphasis is on the fact that the strategic marketing plan is only one of the sections of the strategic plan of the company as a whole.

The generalized goals of the company's development are usually formed in financial terms and characterize the company's activities in the future. The time range, of course, may be different. For example, an engine building corporation does not expect its strategic development plan to be implemented before 10 years, while pop music CD companies plan to turn a profit within a few months.

Usually goals try to express quantitatively. However, not all of them can be quantified. The following formulations can serve as examples of qualitative goals: to survive in a competitive environment, to be a good citizen in other countries, to maintain a high prestige of the company, etc.

The initial goals are passed through a triple filter: available resources at home and abroad, the state of the external environment, as well as the internal capabilities and results of the company. The last two filters essentially represent a situational analysis. The results of the situational analysis are often summarized in the section of the marketing plan called "SWOT analysis" discussed above. Based on this data, the subsequent sections of the marketing plan set the goals of marketing activities, select strategies, and develop marketing programs.

Further, strategies for achieving the company's goals are analyzed and selected. These strategies may be alternative. They are translated in the company's divisions into agreed plans for certain types of activities (functional plans), among which is marketing.

Based on the goals and strategies of the company's development, an analysis of marketing activities is carried out, which is divided into three parts: analysis of the external marketing environment, internal marketing activities of the company and its marketing system. This analysis can be described in more detail as follows.

I. Analysis of the external marketing environment:

Business and economic external environment: the state of the economy, financial policy, socio-cultural conditions, technological conditions, socio-economic conditions within the company.
Market environment: general state of the market; market development (product, price, commodity circulation); distribution channels; communications (advertising, exhibitions, marketing services, public relations); the state of the industry.
Environment of competitors (economic, financial, technological state, marketing activities).

II. Detailed analysis of marketing activities: sales volume; market share; profit; marketing procedures; organization of marketing; control of marketing activities; analysis of all elements of the marketing mix.

III. Marketing system analysis: marketing goals; marketing strategy; rights and obligations of managers in the field of marketing; Information system; planning system; control system; interaction with other management functions; profitability analysis; analysis according to the "cost-effectiveness" criterion.

The next step in developing a marketing plan is the formulation of assumptions, hypotheses regarding some factors external to the company that may affect its activities. Assumptions should be classified and presented explicitly. Classification of assumptions can be carried out in the following directions: the country as a whole, a specific industry, this organization. Examples of such assumptions:

oversaturation of the market with this product due to the introduction of new production capacities by competitors may increase from 105 to 115%;
competition in the field of pricing will lead to a drop in prices by 10%;
main competitor at the end of the second quarter will be released to the market a new product.

When alternative marketing strategies are evaluated in the next stages of planning, it is necessary to know the range of changes in the final results of marketing activities based on various assumptions. For example, if we assume that the market will grow by x%, then the sales volume for the chosen strategy will be estimated as P. However, it is also necessary to estimate the sales volume at higher and lower market growth rates. It is desirable to estimate the probabilities of realization of individual assumptions.

The next step in marketing planning is setting marketing goals.

Defining and ordering goals is an important aspect of marketing activities. At present, almost any planning and management document devoted to marketing issues (marketing activity plan, program for entering a certain market with certain products, etc.) contains in one of its initial sections at least a simple verbal list of goals, upon receipt of which no special methods and approaches are used. However, the strengthening of the focus on final results in planning and management activities, the intensification of the use of special management methods (management by goals), the growing need to improve the quality of the performance of individual management functions (organization, control, etc.) require the use of special methods and goals when building a system of goals. approaches, such as the Structuring Method or the Goal Tree.

To determine the level of achievement of goals, it is desirable that they be quantified. Terms such as "maximize", "minimize", "penetrate", "increase" are valuable if they are quantified. This applies to sales volume, market share, revenue, and so on. For example, a marketing goal might be quantified as follows: enter market Y with product X and capture 10% of its share within one year.

Next, alternative strategies are developed to achieve the goals of marketing activities. These strategies are detailed in relation to the elements of the marketing mix. For example, in the area of product, the following strategies can be mentioned: constant updating of the range of products, following a multi-brand policy.

Pricing strategies can be formulated as follows:

setting the price of a product in accordance with its position in the market;
implementation of different pricing policies in different markets;
development of a pricing policy taking into account the pricing policy of competitors.

In the field of product promotion, strategies can be named that characterize communications with consumers (with the help of sales department employees, through advertising, exhibitions, etc.), methods and means of organizing the actions of sales department employees in new markets, etc.

Strategies in the field of bringing the product to the consumer characterize:

channels through which the product is brought to the consumer;
level of after-sales customer service;
activities to reduce the cost of product delivery;
sales in bulk or small lots.

After completing these stages of marketing planning, it is necessary to re-confirm that it is possible to achieve the goals and strategies adopted, using such evaluation criteria as market share, sales volume, resource costs, profit margins, and other estimates of expected results and the likelihood of their achievement. To carry out such a check, you can use the data in Table 1.

Table 1. Checking the strategic plan

It is possible that it is necessary to test the market, organize trial sales, implement some other activities that allow you to look at decisions taken from a different angle. Obviously, the marketing planning process, like any decision-making process, is iterative and may need to be revisited. initial stages planning.

The set of marketing goals, strategies and activities to achieve them is a strategic marketing plan, which should be brought to the working planning documents at the next planning stage, i.e. operational scheduling was carried out.

At the stage of operational calendar planning or the development of detailed action plans, it is necessary to concretize marketing strategies into detailed plans and programs in the context of each of the four elements of the marketing mix.

The conversation is actually about developing action plans for each department of the company, aimed at achieving the goals set using the chosen strategies. They should contain answers to the questions: who, what, when, where, with what resources and how should be done in order to implement the tasks of marketing plans and programs.

Written instructions for the preparation of action plans are also usually developed, accompanied by forms and templates for filling them out.

Although detailed plans will be developed for each of the four elements of the marketing mix, the focus of these plans should be specific to each company. A product-oriented company will focus its activities in the context of individual elements of the marketing mix around each product. A market-oriented company will plan its activities around these markets (for example, develop plans for the promotion of certain products, their supply and pricing policy in the French market).

Companies serving only a few specific customers may develop separate plans for each customer. Other companies may use a combination of all of these approaches.

Marketing plans are sometimes presented to management in two stages: at the beginning - as a strategic plan and later - as a plan for implementing these strategies (action plan or operational plans and programs). This approach allows you to initially focus on developing marketing strategies without burdening yourself with the details of their implementation.

Next, a marketing budget is developed, the preparation of which helps to correctly prioritize the goals and strategies of marketing activities, make decisions in the field of resource allocation, and exercise effective control (Table 2). The costs of implementing the individual elements of marketing presented in the budget are derived from the detailed marketing plan.

Table 2. An example of a marketing budget, thousand dollars

The marketing budget is detailed for different groups of goods and consumers (target markets).

Typically, when developing a budget, an approach called "planning based on target profit" is used. In this case, the marketing budget is developed in the following sequence: predictive estimates of market capacity, market share, price, sales revenue, variable and fixed costs are determined; calculated gross profit, covering all costs, including marketing costs, and providing a given value of the target profit. Variables are then subtracted from the gross profit and fixed costs, as well as the value of the target profit. In this way, marketing costs are determined. Marketing costs are disaggregated by individual elements of the marketing mix.

In conclusion, we note that in different companies the specific set of marketing planning procedures is different. The general is the system logic of making planned decisions, outlined above.

The accuracy and degree of formality in following the planning procedures outlined depend to a large extent on the size and nature of the company. A company that sells a limited number of products in a small number of markets usually uses less formal procedures. In this case, the top management of the company should have the same detailed information as the heads of their subordinate enterprises or departments. The relative ease of managing the current activities of the company allows direct control over most activities. In such circumstances, a number of planning procedures ( different kinds analysis, setting marketing goals, etc.) is not always carried out on a formal basis and is not always fixed on paper. Many such details are simply kept in mind by a skilled manager and used as needed when developing a marketing plan.

In highly diversified companies that sell a variety of products in a large number of markets, top management is not able to control the situation in detail, as does the management of subordinate companies, enterprises and divisions. The marketing planning process is therefore becoming more formalized so that managers and specialists can draw from it the information they need, analyze it, make contact with other managers, make decisions and know what and when they should do.

Summing up what has been said, it should be noted that the purpose of marketing planning is to determine the position of the company at the moment, the directions of its activities and the means to achieve goals. The marketing plan is central to the implementation of activities to generate a certain income. It serves as the basis for all other activities of the company, such as production planning, cash flow, and the size and nature of the workforce. According to the approved marketing plan, ongoing daily decisions are made. This plan is effective tool management and must be provided in whole or in parts to all those involved in the planning process of the company. Formal marketing planning procedures ensure greater profitability and stability of the company in the long run, and also help to reduce friction between the company's employees. In this regard, no less valuable than the resulting set of planning documents is information for managing the company's activities.

3. Specification and evaluation of marketing strategies

Marketing strategies specify the basic strategies of the organization and its SCHE, discussed in the section on strategic planning. So the strategy of entering the market with a new product can be specified using the matrix "product price-promotion costs" (Fig. 1).

Fig.1. Market penetration strategies

The quick profit strategy (intensive strategy) is used in the following cases:

the majority of buyers are not aware of the product and significant efforts are required to inform them and create a positive attitude towards the product;
buyers who are aware of the product are willing to pay a high price.

The slow profit strategy (slow penetration strategy) is applied in the following cases:

market capacity is insignificant;
the product is known to most buyers;
buyers are willing to pay a high price;
there is little competition in the market.

The strategy of rapid (wide) penetration is used in the following cases:

large market capacity;
buyers are poorly informed about the product;
for most buyers, the high price is unacceptable;
competition in the market is great;
an increase in the scale of production reduces the unit cost of production.

The strategy of slow penetration (passive strategy) to the market is used in the following cases:

large market capacity;
good product awareness;
refusal of buyers to purchase expensive goods;
market competition is not high.

As for the market exit strategy, it can also be carried out different ways. When a business is liquidated, an entity generally adheres to the following rules: the liquidation must not disrupt business ties with business partners; liquidation should not damage the prestige of the organization; liquidation should be accompanied by the most conflict-free solution to the problem of employment of the dismissed personnel; liquidation should not affect the psychological climate among the staff and lower the prestige of the organization's management.

With the gradual winding down of a business, the liquidated unit (organization) is used as a source of financial resources. This is due to the refusal to invest in modernization and a gradual decrease in the level of financing of current expenses.

The main problem of phasing out is to prevent the leakage of information about the winding down of the business, since the dissemination of such information can lead to a sharp drop in demand and other negative consequences. There are also problems of ensuring the interest of management personnel, maintaining a businesslike atmosphere among staff, and so on.

The basic strategies for gaining competitive advantage for an organization and its SCHE from a marketing point of view can be specified in the following areas:

1. Following a differentiation strategy, the organization focuses its efforts on creating products and developing a marketing program that differs for the better from competitors in their characteristics, which gives the organization the opportunity to become an industry leader in a certain group of products (giving the product special qualities, achieving high values quality indicator, etc.), and thus ensuring increased demand in the market.

Giving a product special qualities means, first of all, ensuring its improved quality and specific consumer properties in comparison with competitors' products, for example, ensuring a particularly high reliability of the product in operation. The strategy focused on creating the image of the company - the manufacturer of "the most reliable products" is used by many large companies.

Further, leadership can be provided by acting as a technical leader in the market through patented principle inventions, leadership in technology, etc., for example, the Coca-Cola Company.

In some cases, the leading position of the company is achieved through the sale of products in combination with related services that are not provided.

fully competitive firms. Studies show that the strategy of "complex marketing" of products together with services plays a big role in the early phases life cycle product when the consumer has not gained experience in using the new product. The strategy of "complex marketing" can be applied in the phases of maturity and decline, if the company manages to establish itself in the market as a supplier of "full complex services" related to this product, so that the product itself can be only one of the elements in the company's activities.

Finally, important aspect leadership strategies - combining efforts to "real" highlight their products as special with ensuring "recognition" in the market. At the same time, the exclusivity of this product is associated either with the name of the company itself (Mercedes cars from Mercedes-Benz), or with a trademark specially designed for this product (for example, National for Matsushita equipment). In the practice of some companies, especially those that follow the strategy of selling products in combination with services, a certain slogan is added to the brand of the product, characterizing the specifics of the company's service. For example, the Caterpillar Tractor company adds (in advertising) the slogan "parts service in any part of the world in 24 hours" to a similar brand of its road construction equipment.

2. The strategy of ensuring low costs is to achieve competitive advantages through cheaper production and marketing of products, for example, by eliminating expensive related services. The result of such a policy may be an increase in market share, rather than an increase in profitability. However, such a strategy can be very risky for an organization that does not have sufficient financial resources, as it can lead to a temporary decrease in the number of consumers of the product and a price war with competitors.

Further, low costs can be ensured by creating models of products that are cheaper to manufacture, using cheaper technologies. For example, Mazonit was the first to use chipboard as a substitute for wood.

3. Following a focus strategy, the organization concentrates its efforts on the production of products aimed at a narrow circle of consumers. For example, Mercedes-Benz is pursuing a strategy of narrow specialization, focusing on buyers of expensive "prestigious" cars.

4. Expansion of product use areas is carried out primarily by identifying new ways to use the product, for example, the use of a certain type of plastic, developed for the manufacture of industrial products, for the manufacture of a number of consumer goods.

5. In some cases, competitive advantages are sought through the use of a marketing standardization strategy (ie, the implementation of a unified set of marketing activities for several markets, primarily international ones).

Regardless of which strategy an organization pursues, it must quickly adapt its strategies to rapidly changing competitive conditions. Depending on the role that competitor and customer orientation plays in the choice of market activity strategies, there are three types of organizations: competitor-focused, customer-focused, and market-focused. For organizations of the first type, their actions are primarily based on the actions and reactions of competitors. Such organizations spend a lot of time studying the actions of competitors, their market share trying to develop strategies to counter them. Organizations of the second type, when developing their market strategies, are primarily guided by the needs of consumers. Organizations of the third type, when choosing market strategies, try to strike a balance, paying due attention to both consumers and competitors.

4. Development of programs in the field of marketing activities

Along with the development of marketing plans, special programs are also being developed. They are usually aimed at solving individual complex problems, for example, organizing the release of a new product that has for the company importance, or to perform some special task, for example, to conquer a new market or takeover a competing firm. Such programs are both short-term and long-term and, as a rule, are drawn up by a working group specially created for this purpose.

A program is understood as a set of interrelated tasks and targeted measures of a social, economic, scientific, technical, industrial, organizational nature, planned for systematic implementation, united by a single goal and timed to coincide with certain deadlines, indicating the resources used and sources of their receipt.

As a core, the core of the program is the goal, around which a complex of various activities is grouped, which make up its main content.

The single goal of the program is deployed in a set of tasks, the solution of which is carried out with the help of measures implemented by specific executors with a certain resource provision. This complexity is the essence of the program.

Three types of marketing programs can be distinguished:

The program for the transfer of the enterprise as a whole to work in marketing conditions.
A program in certain areas, complexes of marketing activities, and above all a program for the development of certain markets with the help of certain goods.
The program of mastering individual elements of marketing activities, for example, conducting an advertising campaign.

In our opinion, the programs of entering the market with certain products are of the greatest interest to the heads of Russian enterprises.

Below we will talk about such programs. At the same time, it should be noted that the teaching materials applicable in the development of various programs of marketing activities.

The market entry program may include two blocks: the main one (goals and rationale for the effectiveness of the program, activities, resources, the planned section of the program) and the supporting one (organizational and economic mechanism for managing the development and implementation of the program, information and methodological support, control over the implementation of the program).

As an example of generalized goals of marketing activities, one can name: obtaining a certain amount arrived; gaining a certain share of sales in the market; ensuring a certain level of return on funds invested in this program, etc. In the same section, it is advisable to provide data confirming the effectiveness of the program and the need for its development and implementation.

The development of a set of marketing activities is preceded by the choice of marketing strategies, which must be consistent with the goals and strategies of the organization as a whole.

The "Events" section of the program specifies the chosen strategy for entering the market in terms of specific methods and means determined in the context of individual components of the marketing mix.

Obviously everything alternatives events must be passed through the filter of resource restrictions. The "Resources" section provides data on the types and volumes of resource support for each event of individual components of the marketing mix. In addition, the sources of resources for the periods of program implementation are indicated.

The first three sections of the program, in fact, determine its content.

The planning section of the program represents the address display of the program activities in relation to the organizational structure of the organization and the structure of its development plans. This section indicates the content of the work, the timing of their execution, performers, quantitative characteristics of activities. All this should be carried out in accordance with the accepted forms of planning documents, while the specific indicators of individual program activities are transformed into accepted planned indicators. In this way, the program is “mounted” into the plan, ensuring their unity and compatibility. As long as the program activities are not included in certain sections of the plan, they, as a rule, cannot be implemented.

In order to carry out effective development and implementation of the program, a supporting block of the program is created. In the section “Organizational and economic mechanism for managing the development and implementation of the program”, first of all, the issues of creating a management system for the development and implementation of the program are addressed. These issues include creating an organizational structure for managing the program and saturating it with personnel of the required specialization and qualifications.

Funding is an important tool for managing the program. It is necessary to identify sources of financing for program work and obtaining foreign exchange funds (if there is a need for this). Often the problems of financing work under the program go beyond the enterprise, especially when it comes to the development and production of complex technical systems. Here it is possible to use the funds of the state budget, bank loans, self-supporting income. The principle of equity financing of the program by attracting funds from interested organizations is promising.

In the case when the implementation of the tasks of the program is limited to the framework of one enterprise, the principle of shared financing can be extended to self-supporting divisions of the enterprise participating in the development and implementation of this program.

In the process of managing the development and implementation of the program, it is advisable to use additional economic incentives and levers, such as incentive conditions for the formation of funds for the executors of program tasks wages and economic incentives for high-quality and timely execution of work under the program; provision of certain benefits when accruing payments for funds, used resources, deductions to the funds and reserves of a parent organization, receiving foreign currency, etc.

It is expedient to create a centralized wage and incentive fund in the management body for the development and implementation of the program. The funds of the fund are distributed by this body among the executors of program tasks, depending on the share of their participation and the quality of the work performed.

In the Information and Methodological Support section, first of all, the sources, methods and means of collecting, transmitting, storing and processing information necessary for the development and implementation of the program are determined.

In addition, in the “Information and methodological support” section, it is necessary to provide for the creation of program development methods (program structure, sequence and procedures for its development, document forms, methods used to calculate individual program indicators, determine and select program goals and activities, necessary resources, program effectiveness etc.).

The section “Control over the implementation of the program” involves the implementation of the following functions: accounting, the tasks of which are monitoring, measuring, registering, storing and processing data on the progress of the implementation of individual program tasks; analysis, which is aimed at identifying the causes of deviations from the plan for the implementation of program tasks; control aimed at developing measures to eliminate deviations from the progress of the program tasks.

5. Organization of marketing planning

Most foreign companies adhere to a high degree of management decentralization, including planning of marketing activities. The prevailing opinion is that, sitting at the company's headquarters, it is impossible to foresee the needs of consumers in a particular country, region, even in a year. The only way to plan effectively in a market environment is to accelerate the response to its changes, which implies the decentralization of planning and the concentration of planning work in the company's divisions where something is produced and sold.

A company with a high degree of centralized management, as a rule, creates a strong planning group in the center.

In the case of decentralization, different companies organize marketing planning differently. The main thing is to find a person who would coordinate a huge flow of data from all markets. Need shiny personal qualities head of marketing planning. It is much more important than where it will be. A positive approach, for example, is to assign these responsibilities to representatives of one market or another in turn, which creates an opportunity to move forward, understand the concept of marketing planning in other markets, consider the head who led the marketing planning as "one's own person."

As a rule, key management figures in the marketing management system are responsible for developing the marketing plan. The lowest level of such managers are managers of individual products or managers of divisional divisions.

Due to the importance of the marketing plan, it is approved even at a higher level of management compared to its development. In most cases, the marketing plan is approved by either the president, or the chairman of the board, or the chief executive officer of the company, i.e. leaders who are directly responsible for the success of its activities.

Marketing plans, as a rule, are developed in separate divisions of the company, whose leaders should be responsible for the implementation of their sections of the plans. Employees of the marketing planning departments perform only consulting, coordinating functions, helping the relevant managers in developing individual positions of the marketing plan and monitoring its implementation as a whole.

The general planning department of the company also influences the marketing planning process, but in a more strategic way. So, employees of this department should:

develop a planning system and its structure;
initiate the development of new planning targets upon receipt of relevant proposals from operational units;
ensure the docking of different parts of planning in the company, for example, production and marketing;
monitor the implementation of approved plans.

Questions for review and discussion

1. Why should an organization develop a marketing strategy? How is a strategic marketing plan different from a marketing strategy?

2. Identify the main stages of strategic marketing planning and explain how they are interrelated.

3. Comment on the content of the SWOT analysis and explain how its results influence the choice of marketing goals and strategies.

4. For a firm you know, conduct a SWOT analysis.

5. Describe a range of threats and opportunities facing fast food businesses such as McDonald's in the Russian market. How should these enterprises respond to this in terms of the choice of marketing strategies?

6. Which of the stages of the marketing activity process (planning, implementation of the plan and control) is the most important?

7. Many subcontractors and consumers would like companies to develop long-term marketing plans. How to combine this desire with the need to respond quickly and flexibly to market and other changes?

8. Why do many companies choose a diversification strategy? Give examples of diversified companies.

9. What factors have greatest influence on the ability to effectively execute the marketing plan?

10. In what cases is it advisable to develop special programs in the field of marketing activities?

11. Why is the approval of marketing plans carried out by senior executives?

Golubkov E.P., Academician of the International Academy of Informatization, Doctor of Economics, Professor of the Academy of National Economy under the Government of the Russian Federation

Literature

Golubkov E.P. Fundamentals of Marketing: Textbook. Moscow: Finpress, 1999.
Golubkov E.P. Marketing: strategies, plans, structures. M.: Delo, 1995.
Lambin Jean-Jacques. Strategic Marketing. SPb., Nauka, 1996.
Kapustina N.E. Theory and practice of marketing in the USA. M., Economics, 1981.
Lavrov S.N., Zlobin S.Yu. Fundamentals of marketing of industrial facilities. M., Vneshtorgizdat, 1989.
Problems of planning and management: Experience in system research / Ed. Golubkova E.P. and Zhandarov A.M. M.: Economics, 1987.
Doyle Peter. Marketing Management and Strategy. Prentice Hall, 1994.
Hopkins David. The Marketing Plan. The Conference Board, Jnc., 1984.
Kotler Philip. marketing management. Analysis, Planning, Implementation, and Control. 9th ed. Prentice Hall, 1997.

Strategic marketing planning is an integral part of the work of any enterprise, the purpose of which is competitiveness and increase in profits. Planning is the most important link in the marketing management system.

Main goals

Strategic planning is necessary to achieve the following goals of the enterprise:

Realization of products of the highest quality;
Increasing the market share that is controlled by the organization;
Ensuring a previously agreed time for the delivery of goods or services;
Accounting for the conditions set by competing enterprises;
Creating and maintaining a positive reputation for products with consumers.

AT in general terms the main tasks of strategic marketing planning are to increase the company's profits, improve social status firms, as well as sales growth and successful planning potential costs of the business.

Stages of marketing planning

The marketing planning process consists of seven stages that are interconnected. They are put into practice with the help of the company's management together with employees of marketing enterprises and, together with marketing tasks, constitute a marketing planning system. So the steps are:

Goals, their development, search for optimal solutions;
Search for goals that are more specific and for a shorter period of time, for example, for several years;
Identification of ways and means to achieve the above goals;
Control over the implementation of the plan, comparison of deadlines and work performed to achieve the goals.

It is important to understand that planning is a process that focuses on historical data. In accordance with this information, the enterprise is able to more clearly define goals for future periods, and, accordingly, control the implementation of plans. Refer to the financial statements for the last six months. The quality of planning directly depends on the skill level of employees.

Special marketing techniques are to be able to adjust previously drawn up plans. This is a very important point. Proper strategic planning contains "security margins" - these are special reserves that leave room for change.

When planning, it is also important to consider the marketing budget. Marketing budget - part of the marketing strategy, which reflects the planned indicators of income, profits and expenses.

In addition to planning, milestone also is the control of marketing and marketing.

There are several forms of marketing control:

strategic control - involves monitoring the compliance of strategic marketing decisions with external circumstances and conditions of the company.

operational control - the purpose of such control is to compare the planned and actual indicators of the implementation of current plans.

profitability control and cost analysis - involves assessing the payback of marketing activities carried out by the company.

Main Strategies

The role of marketing in strategic planning cannot be overestimated. An example of this can be competitive strategies in marketing, which are aimed at ensuring that the company takes a strong position in the market. According to Porter, this goal can be achieved through three strategies that do not contradict each other:

1. Cost minimization strategy. In most organizations, managers pay a lot of attention to dealing with costs. Their main goal is to reduce the cost of production and sale of products in comparison with competing firms. This strategy has a number of advantages:

firstly, it protects the company from buyers who seek to reduce prices, since they can only reduce them to the level of competitors' prices;

secondly, low costs provide the flexibility of the firm in relation to suppliers who seek to increase prices;

thirdly, those factors that lead to cost savings are usually at the same time an obstacle for competitors to enter the industry;

if the company saves on costs, this puts it in an advantageous position in relation to firms offering substitute products;

It should be noted that not all companies are suitable for such a cost-saving strategy. It can be implemented by those firms that control sufficiently large market shares in their industry. When the company becomes a leader in minimizing costs and its profitability increases, managers will need to properly manage the additional profit and invest it in the development of production, equipment upgrades, etc. Thus, the company will be able to maintain leadership positions for a certain time. It is also worth remembering that when implementing such a strategy, competitors will always be able to use the leader’s cost savings method and join the fight. Therefore, it is possible that the leading company will lose and give way to its competitors.

2. Differentiation strategy. This is an alternative strategy in which manufacturers are offered a unique product in their industry. Unlike the first strategy, the differentiation strategy allows for the presence of several leaders in the market, each of which will offer some kind of special product or service.

This strategy involves an increase in costs, because it is necessary to invest cash into product development. Such companies need to invest in product design, use the best raw materials for its production and provide quality service.

Like a cost-minimization strategy, differentiation carries certain risks. If the price of the product of the company that uses the cost minimization strategy is much lower than that of the product of the company that uses the differentiation strategy, then the consumer can sacrifice some unique properties product, its design, etc. And choose a product with a lower price. In addition, the uniqueness that the company offers today may become obsolete tomorrow or the tastes of the buyer may change. Competitive firms that follow a cost-minimization strategy can imitate the product offered by firms that follow a differentiation strategy and thereby lure buyers to their side.

3. concentration strategy. Firms that follow this strategy focus on satisfying the needs of a narrow range of consumers, or on offering a narrow range of products. The main difference between this strategy and the previous two is that the company deliberately refuses to compete in the entire industry and competes only in a narrow segment of the market. Firms that follow this strategy offer neither cheap nor unique products and services. Instead, they serve customers of a very specific group. Competing in a narrow area, this company can also apply differentiation or cost minimization strategies.