Publishing house "Peter" - Electronic catalog. Strategic and operational marketing determinants of strategic marketing Strategic operational marketing their relationship

The marketing concept assumes that all the company's activities are aimed at meeting the needs of customers, since this the best way achieving their own development goals. A firm focused on the marketing management concept directs its efforts, firstly, to systematic market research, constant analysis of the needs of target groups of consumers and the development of effective strategies that provide it with a sustainable competitive advantage, and, secondly, to planning and organizing production, sales and promotion of goods on the market. The first circle of tasks is designed to solve strategic marketing,second - operational marketing (fig. 2.1).

Strategic marketingimplements the analytical function of marketing ( marketing research). Its role is to target the firm to attractive economic opportunities, i.e. opportunities tailored to its resources, providing potential for growth and increased profitability. The strategic marketing process has medium and long term horizons. Its tasks are to clarify the company's mission, define goals, and develop a development strategy.

Before deciding on the choice of a particular strategy, it is necessary to assess the entire set of external and internal factors. An effective strategy should be based on a deep knowledge of the market, and its implementation requires appropriate plans for market penetration, sales organization, therefore the strategic marketing process affects the interests of all levels of company management and all its divisions.

Operational Marketing - it is an active process aimed at existing markets and using various tactical means related to the product, sales, price, communication. The main goal of operational marketing is to organize the company's activities in the most rational way. For example, achieving a certain sales volume is transformed into a production plan for production department and a storage and distribution plan for the sales department. At the same time, they are guided by the use of the most effective methods sales while minimizing costs. Thus, operational marketing directly affects a company's short-term profitability.

Strategic marketing is essentially a systematic analysis of market needs, contributing to the development of new products intended for specific groups of consumers with special properties that distinguish them from competitors' products and provide the manufacturer with a competitive advantage. Operational marketing includes activities for the implementation of programs for product promotion, pricing, sales, etc. Strategic and operational marketing, representing the two sides of marketing and being its necessary constituent elements, are closely interrelated and complement each other. Without theoretical basis marketing is often misrepresented as a disparate set of selling tools used to match demand to the dictates of supply.

Marketing is a social process aimed at meeting the needs and desires of people and organizations by ensuring the free competitive exchange of goods and services that are of value to the customer.

The company's marketing policy is based on two complementary approaches - strategic and operational. Strategic marketing is a systematic and continuous analysis of the needs and requirements of key consumer groups, as well as the development of concepts effective goods or services that enable the company to serve selected groups of customers better than its competitors and thereby provide the manufacturer with a sustainable competitive advantage.

Figure: 1.

Operational marketing is the organization of sales, sales and communication policies to inform potential buyers and showcase a product's distinctive qualities while reducing the cost of finding buyers. Operational marketing is an active process with a short-term planning horizon aimed at existing markets. This is the classic commercial process of obtaining a target sales volume by using tactical means related to product, distribution, price and communication.

The main goal of operational marketing is to generate sales revenue, i.e. target turnover. The sales target translates into a production program for the operations department and a storage and physical distribution program for the sales department. Thus, operational marketing is a defining element that directly affects a firm's short-term profitability. Operational marketing is a decisive factor in a firm's operations, especially in markets where competition is fierce. Any product of even superior quality must have a price that is acceptable to the market, be available in a distribution network adapted to the habits of the target consumers, and have communication support that promotes the product and emphasizes its distinctive qualities.

Operational marketing is the most dramatic and most visible aspect of marketing, mainly due to the important role that advertising and promotional activities play. However, it is clear that there is no absolutely cost-effective operational marketing without a solid strategic base. As powerful as an operational marketing plan is, it cannot create demand where there is no need, and it cannot maintain a direction that is doomed to disappear. Therefore, to ensure profitability, operational marketing must be based on strategic thinking, which in turn is based on the needs of the market and its expected evolution.

Strategic marketing is primarily a needs analysis individuals and organizations. From a marketing point of view, the buyer does not so much need the product as he wants the solution to the problem that the product can provide. The solution can be found with the help of various technologies, which themselves are constantly changing. The role of strategic marketing is to track the evolution of a given market and identify various existing or potential markets or their segments based on the analysis of needs that need to be satisfied.

The product markets identified represent economic opportunities whose attractiveness should be assessed. The attractiveness of a product market is quantitatively measured by the concept of market potential, and is dynamically characterized by the duration of its existence, or life cycle... For a particular firm, the attractiveness of the product market depends on its competitiveness, in other words, on its ability to meet the needs of customers better than competitors. Competitiveness will exist as long as the firm maintains a competitive advantage, either because of special qualities that distinguish it from competitors, or because of higher productivity, which gives it a cost advantage.

The role of strategic marketing is to target the firm to attractive economic opportunities, i.e. capabilities tailored to its resources and know-how providing potential for growth and profitability.

The strategic marketing process has medium and long term horizons; its task is to clarify the company's mission, define goals, develop a development strategy and ensure a balanced structure of the product portfolio, these two functions are mutually complementary in the sense that the structure of the strategic plan should be closely linked with operational marketing. Operational marketing focuses on variables such as price, distribution system, advertising and product promotion, while strategic marketing focuses on the selection of product markets in which the firm has a competitive advantage and on the forecast of total demand in each of the target markets. Based on this forecast, operational marketing sets goals for gaining market share, as well as the marketing budget required to achieve them. Some firms limit strategic thinking to a management staff surrounding the managing director and located at headquarters, away from operational work. But to be effective, the strategy must be based on deep knowledge of the market, and its implementation requires appropriate plans for market penetration, as well as marketing, pricing and advertising policies. Without this, even the most best plan has little chance of success. The chosen marketing organization must therefore, through inter-functional coordination, ensure the participation of all levels of the firm in the strategic marketing process.

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Presentation Description Strategic and Operational Marketing Determinants of Strategic Marketing by Slide

Marketing audit structure Audit marketing environment Macroenvironment: Demographic aspect; economic aspect; ecological aspect; Technological aspect; political aspect; to the cultural aspect Microenvironment: Markets; n consumers; to competitors; sales channels; n retainers; to a contact audience. Marketing strategy audit Marketing objectives; marketing tasks; marketing strategy; b budget. Marketing Organization Audit Formal structure; functional efficiency; with consistency Audit of the marketing system Marketing information system; system of marketing planning; system of marketing control; development of new products. Marketing efficiency audit Profitability analysis; a cost analysis. Audit of marketing functions Products; price en; Spread; advertising, product promotion and image creation; from the sales luzhba.

Features of the leadership strategy through cost savings Advantages of the strategy Disadvantages of the strategy The firm is able to withstand direct competitors even in the event of a price war and make a profit at prices that are minimal for competitors. Strong customers cannot get the price lower than the level acceptable to the strongest competitor. Low costs provide protection against strong suppliers, as they give the firm more flexibility in the event of higher prices for raw materials and materials. Low costs create a barrier to entry for new competitors. Technological changes can devalue the previous experience and investment that is the base of cost leadership. Exaggerated attention to costs deprives the company of the ability to make timely changes in trading methods. Cost inflation (rising resource prices), which reduces the firm's ability to maintain price differentials. Newcomers to the market may have better and therefore more efficient technologies.

Features of the differentiation strategy Advantages of the strategy Disadvantages of the strategy In relation to competitors, differentiation reduces the degree of product interchangeability, strengthens brand loyalty, reduces price sensitivity and thereby increases profitability. Customer loyalty makes it difficult for new competitors to enter the market and eases customer pressure on the firm. The increased profitability increases the company's resilience to the possible actions of a strong supplier. The distinctive properties of the company protect the firm from competing companies providing similar services. The price gap compared to cost-dominant competitors is so large that it is not possible to maintain brand loyalty. The role of the differentiation factor decreases as the product becomes more and more familiar. Perception of differentiation is diminished by imitation.

Features of the specialization strategy Advantages of the strategy Disadvantages of the strategy Can rely on both cost leadership and differentiation, or both at the same time. Allows to achieve a high market share in the target segment, but always leads to a small market share in general. Large gap in prices in relation to non-specialized products of competitors. Reducing the differences in product requirements from the target segment and the market as a whole. Entry of competitors to even narrower subsegments of the target market for the company.

“Leader's” strategies Strategy Description Market expansion Increasing the total demand for a product can become a market leader's strategy, since in the event of consumption growth, the leading company will win first of all. Protecting your market share As sales grow, the importance of protecting your own market share increases as companies emerge that can inflict significant losses on the leader. The goal of defensive strategies is to reduce the likelihood of attacks by competitors and reduce the intensity of a possible attack. Increasing market share According to economic research in most industries, increasing market share leads to a significant increase in the profitability of companies.

Methods for expanding the market Method Characteristic Attracting new users Expanding the market by selling a product to people who did not have information about the properties of the product, could not purchase the product due to high prices for it, did not want to buy a product whose characteristics did not fully satisfy existing needs ... New Uses of the Product Expand the market by discovering and promoting new uses of the product. Increasing the intensity of product use Expanding the market by increasing the intensity of product consumption.

Variants of the “protect market share” strategy Strategy Description Positional defense Based on the protection of the company's existing markets from the encroachment of competitors. It has an obvious drawback - the possibility of an attack from the side of substitute goods. Protection of the flanks It implies the creation of such goods in the assortment range of the company that would help to limit the entry of substitute goods or goods aimed at unoccupied niches on the market. Preemptive Strikes Based on constant attacks against competitors in minor product geographic markets. This strategy makes it possible to destabilize the work of competing companies, reducing their ability to focus on the areas most vulnerable to the company. Counterattack It consists in carrying out massive retaliatory actions in the directions most vulnerable to a competitor; during a counterattack, any of the attacking strategies can be used. In the course of counterattacks, the leader's advantages associated with the presence of strategic reserves that can be used to repel the attack are used. Mobile Defense Builds on product and geographic diversification to increase the depth of defense and improve the resilience of the company. Forced downsizing It aims at leaving markets that are impossible and inappropriate to protect, and focusing efforts on promising areas.

Attack Strategies to Attack Direction (continued) Strategy Feature Flank Attack Secondary competing product and regional markets tend to have fewer resources from the competitor and are therefore excellent targets for attack. Attempt to encirclement Implies conducting offensive actions in several directions at once: both along the front (priority markets), and from the flank (secondary markets), and from the rear (third-order markets), when the attacking side offers the market everything the same as its opponent , only a little more so that the consumer is unable to refuse. Circumvention Maneuver Attacking more accessible markets to expand resource base companies. This strategy is to diversify the company's production, its markets and the introduction of new technologies. The goal of the strategy is scientific research, the development of new technologies and the implementation of attacks with the transfer of the front line to the territory (satisfied needs), where they have an undoubted advantage. Guerrilla warfare It consists in carrying out, by small forces, multiple attacks throughout the territory occupied by the enemy (all the needs included in the competitor's portfolio), sudden demoralizing attacks from pre-prepared bases using: selective price reductions, intensive blitz campaigns to promote goods and, as an exception , legal shares... It is a misconception that guerrilla warfare is a strategic alternative for resource-constrained companies. Its maintenance is very expensive. Moreover, partisan battles are more like preparations for war.

Specialist strategies in the area of \u200b\u200bspecialization Strategies Characteristics End-user specialization Retail consumer orientation. Vertical Specialization A company specializes in specific levels of production or distribution. Specialization according to client size The company specializes in serving only small, medium or large clients. Specialization for special customers The company serves one or more customers. Many small and medium-sized companies supply products to a single large consumer. Geographical specialization The company sells products in a specific location or region. Product specialization The company produces only one product or a single product line. Specialization in the production of a product with certain characteristics Focus on a product with the same properties. Specialization in personalized customer service Focus on service and quality of service Specialization in a certain quality / price ratio The company focuses on the production of either high quality or low-cost products Specialization in service The company offers one or more services that are not provided by other companies Specialization in distribution channels The company specializes servicing the only distribution channel

Strategies for competitive behavior in conditions of oligopoly Strategies Characteristic Independent behavior The actions of the firm are performed without taking into account the actions and / or counteractions of competitors. Typical for making minor decisions or when the company dominates the market. Cooperative behavior Corresponds to the benevolent attitude of competitors seeking peaceful coexistence rather than open confrontation. Typical for medium-sized firms (in the form of tacit consent), for large companies in non-government-regulated markets (in the form of explicit agreements). Adaptive behavior Based on explicit consideration of competitors' actions and adaptation to them. If all competitors accept this type of behavior, then the market eventually comes to a situation of stabilization. Preemptive behavior Seeks to anticipate the reaction of competitors to the firm's actions, provided that they maintain their line of conduct. It is the most complex type of competitive behavior that requires a company to constantly monitor its competitors and determine the reaction of competitors to various actions of the firm. With the development of marketing, it becomes the most used in the oligopolistic market. Aggressive Behavior Anticipating unfavorable attitudes and reactions from competitors. Most often, this behavior occurs in a situation of oligopoly with non-expandable demand, when a company can increase its sales only at the expense of competitors.

Brief description of the Ansoff matrix Contents Description Market processing - strengthening of marketing activities for existing products in existing markets in order to stabilize or increase market share or volume. Increasing sales and consumption, attracting buyers of competing products, activating the emerging demand. Market development is the development of new markets with the help of old products, the main goal is market expansion. Sales to new regional, national or international markets (internationalization and globalization); new areas of application for an old product. Product development - selling new products in old markets in order to increase market power, to consolidate influence on buyers. Genuine innovation (new to the market); quasinic products (associated with old ones); me-too products (new only for the enterprise). Diversification - the company moves to a new field of activity in order to reduce the risks of the old market. Manufacturing program includes products that have no direct relationship with the previous products of the enterprise. The main danger is the dispersal of forces.

Brief description of the BCG matrix Contents Description Star - rapidly developing areas of activity, goods with a large market share. Require heavy investment to maintain their rapid growth. Over time, growth slows down, they turn into dairy cows. Cash cows are areas of activity or products with low growth rates and a large market share. Less investment required; generate high returns that the company uses to pay its bills and to support other areas of its business that require investment. Difficult child - products with a small share of fast-growing markets. They require a lot of funds to maintain their share or increase it. Dog - Areas of activity or products with low growth rates and small market share. They bring enough income to support themselves, but do not promise to become more serious sources of income.

Advantages and disadvantages of strategic models Model Advantages Disadvantages Ansoff's matrix 1) Visual structured representation of complex and diverse market factors. 2) Ease of use. 1) One-sided orientation towards growth (historically conditioned). 2) The limitation on two, albeit the most important, characteristics (product and market) is problematic if other characteristics are important for success BCG matrix 1) The ability to mentally structure and visualize the strategic problems of the enterprise 2) Suitability as a model for generating strategies 3) Simplicity 4) Market share and growth rates are usually determined at low cost 1) Evaluation is carried out according to only two criteria, other factors are ignored 2) Applying a matrix of four fields, it is impossible to accurately evaluate products that are in the middle position, and in practice, this is what is most often required. ADL matrix 1) It takes into account many factors 2) It is possible to evaluate in dynamics 1) Determination of model factors requires a lot of information. 2) Factors are difficult to analyze. 3) The product may be evaluated differently by different users. Matrix McKinsey and GE 1) Differentiated product valuation is possible 1) Determination of model factors requires a lot of information. 2) Factors are difficult to analyze. 3) The product may be evaluated differently by different users.

The main criteria for segmenting the product market for industrial purposes Criterion Segmenting variables Typical divisions Demographic Industry. Consumer sizes. Location Automotive industry, etc. Number, revenue ... $ million, etc. Western Siberia, the Urals, etc. Operational technology of consumers. User status. The amount of goods required. Components, semi-finished products, etc. High, medium, low consumption activity, etc. Large / small consignments of supplies, etc. Purchasing Organization of supply. Company Profile. Relationship structure. Procurement Policy. Purchasing criterion. Centralized, centralized. Industrial, financial, etc. Existing, new, regular customers. Receive goods on the basis of leasing, complete deliveries, etc. Quality, level of service, price, delivery time, etc. Situational Urgency. Application area. Order size Urgent, pre-order, etc. Goods for their intended purpose or wide use options $ mln, mln tons, etc. Buyer's Similarity between buyer and seller. Attitude towards risk. Loyalty The employees of the buyers are similar / dissimilar in many respects to the employees of the company. They love to take risks, avoid dangers. High / Low Supplier Loyalty

Operational marketing. Marketing plan Section Purpose Overview of the marketing plan Provides key points of the proposed plan for a quick review by management. Current state of the market Provides basic information about the market, product, competitors, product distribution, incentive methods used, etc. Threats and Opportunities Describes the main threats, opportunities that may affect the company's activities. Tasks and problems Briefly formulates the tasks, as well as the problems that the company may face in completing them. Marketing Strategy Represents the overall marketing approachto be used to achieve the planned goals. Action programs Determine what will be done, by whom, when and how much it will cost. Budget Income and expenditure estimates that allow for preliminary financial assessment the results of this plan. Monitoring Indicates how the plan will be monitored.

Stages of operational control Formulation of specific marketing programs Quantification the results of performing tasks on the market and analyzing the reasons for any deviations in actual performance from the planned Implementation of corrective actions to eliminate the discrepancy between the tasks and their performance (if necessary, it is possible to change the action programs or revise the previously formulated tasks)

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Publishing house "Peter" - Electronic catalog. Strategic and operational marketing determinants of strategic marketing Strategic operational marketing their relationship

Presentation Description Strategic and Operational Marketing Determinants of Strategic Marketing by Slide

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