Presentation on the topic of territorial marketing. Territory Marketing: Marketing Process Management Ph.D. D., associate professor of the department gmuis gatiyatullina dina alexandrovna

2 INVESTMENT MARKETING OF THE REGION Systemic promotion of the interests of the region in the struggle for investment WHAT IS IT? THREE REASONS WHY IT IS NECESSARY Territories are the main economic agents, not firms Competition between regions is growing Territory is a commodity for sale

4 Russian cities - the best regional brands! 11 arguments 5. There is already world experience, there are Russian pioneer cities 6. The city is the most stable of all types of brands 7. Competition is coming 8. ... in Russia - for people and for investments to keep them

5 Russian cities are the best regional brands! 11 arguments 9. Russian cities are the locomotives of regional economies with huge potential for development 10. The promotion of cities as brands is guaranteed powerful “grassroots” support: regional elites, business, population 11. The country's image is deteriorating, the image of cities is improving

6 “Russian cities - the best regional brands” - Is it not a national project, a national idea? Debunking harmful stereotypes. The concept of brand cities as a catalyst for Russia's regional policy. and ext. markets Best 10, 20. Most likely candidates

7 Main directions of work Determination of strategic interests of the region: strategic planning Formation of a line of regional cities-brands, their positioning in the market Information policy, region in the Internet Work with citizens: fundraising, private societies. partnership in brand promotion Working with administrations: setting objectives, monitoring project success Working with target audiences

8 Institute for Urban Economics Vizgalov Denis Valerievich Ph.D. Project Manager for the Municipal Economic Development T / F (495)

3- Diagnosis of the current state of Kemerovo Legacy of the past Product of the industrial era, typically raw materials orientation Post-Soviet inertia of development is completely exhausted Products of the former city-forming giants of production (Nitrogen, KShT, ZHV, Progress, Kommunar, AKZ, KEMZ, Khimmash, etc.) are no longer in demand on the same scale

Diagnosis of the current state of Kemerovo -4- Impact of the global crisis City economy at the bottom System-forming enterprises become more system-forming bankrupt, their support does not lead to economic transformation, postpones the solution of key issues and does not eliminate the main obstacles to moving forward The unrealistic economic development and strategic concepts created in the last pre-crisis years

Diagnostics of the current state of Kemerovo Emergence of new sectors of the economy: development of the service sector, new directions in trade Formation of elements of a transport hub: international airport Development of market infrastructure Changes in the labor market: an excess of traditional blue-collar professions, the emergence and development of demand for new professions Emergence of integrated development projects territories The rudiments of a commercial and industrial center. Formed basic infrastructure: distribution of electricity, gas, water; citywide transport communications Formed social infrastructure: education, health care, culture Formed structure "Center - commercial and industrial areas - residential areas - working outskirts - villages in the city - areas of life failure." -5- Sprouts of new

Scenarios for overcoming the crisis -6- Four main options (scenarios) of the city's economy coming out of the global crisis L-shaped. A sharp drop and a long stay at this level V-shaped. A sharp descent, then a sharp U-shaped takeoff. Slow fall, slow rise W-shaped. Double cycle of sharp decline and growth After the end of the crisis, the city's economy will not return to its previous parameters. She must adapt to new conditions

Scenarios for overcoming the crisis -8- Position of municipal authorities and management at a fork In essence, they play the role of a fire brigade: “extinguish the fire” with money, prioritize solving social problems, which contradicts the tasks of increasing the competitiveness of the city's economy The contours of the new economic policy are not visible, although the crisis revealed insolvency the previous model Attempts to manage the processes of overcoming the crisis in a “manual” and very contradictory mode are traced. The urban community does not have clear and clear plans for the structure of the city's economy in the near future. There is a high probability of sliding towards an O-shaped management model and walking in a vicious circle; "Crawling along the bottom" IN ORDER TO BREAK UP, NEW NON-Trivial solutions to the accumulated problems are required

Key problems Lack of "growth points", a favorable environment for widespread development and implementation of initiatives from below in all spheres of activity, in the environment and living -9-

Brain drain to other attractive regions of Russia and foreign countries Key problems Lack of international-level centers for training and retraining of highly qualified personnel and specialists despite the established educational infrastructure, there is no close interaction with the scientific elite of the country and the world. Low level of development of the innovative sector of the city's economy -10-

Key problems Capital outflow beyond the "city limits" and the lack of strategic "rules of the game" for small and medium-sized businesses that form the main employment Based on the site data

Key issues. Growing socio-economic unevenness in the development of the city, generating areas of failure ("industrial dumps") Formation of areas of failure Reducing the attractiveness of the territory for living and doing business Destruction of the urban environment Worsening of the social situation Degradation of infrastructure Degradation of housing stock Deterioration of the environment Low cost of land and real estate Low attractiveness for of residence Low attractiveness for doing business Professional degradation Social heterogeneity and stagnant poverty Increase in crime -12-

Key issues. Low level of housing and communal services Underfunding of housing and communal services and extremely unsatisfactory state of housing and communal services Deterioration of housing stock Formality of existing HOAs - only 5 HOAs were created on the initiative of residents themselves Quality of services provided and deadlines for fulfilling applications by existing organizations responsible for the operation of housing stock , cause constant criticism from the population. -13-

Key Problems “For several years in a row, the windows, which are so dirty that the streets will not be visible, have not been washed. The floors are washed once a year! Residents many times turned to the foreman at PRUE 9, but the situation does not change ... "*" We have no light in our yard. It does not burn at any of the entrances. In the evening, at least gouge out an eye in the yard. My husband repeatedly turned to the housing department with a request to make lighting, but they did not react to his requests ... "* * Based on the materials of the virtual reception office // Housing and communal services as a diversified problem complex represents a huge field of activity for the development of initiatives from below, promotion of innovative activities in Kemerovo -fourteen-

The idea of \u200b\u200ba new management model Formation of a general idea of \u200b\u200bthe development (mission) of the city, shared and supported by the majority of the population. Mission of Kemerovo at the present time? Kemerovo in the XXI century: a city of high quality of life? innovative technologies? social partnership? The best city in Siberia for life, business and innovation? Who knows the mission of the city? -fifteen-

The idea of \u200b\u200ba new management model: possible changes in the status of Kemerovo Existing status 1. Commercial and industrial center 2. Administrative center Possible new status 1. Innovation and educational center 2. Center of the emerging urban agglomeration 3. Cultural and entertainment center of the region -16-

The idea of \u200b\u200ba new management model: development and implementation on the basis of municipal marketing of new management methods that allow for the transition from disordered tactical measures and management decisions to targeted strategic and ordered tactical decisions for the development of the city in market conditions. financial and non-financial support - "Patching holes" Targeted strategic decisions: Formation of a favorable environment, introduction of new mechanisms for the redistribution of existing and involvement of additional resources for the development of business and innovations that have the best growth prospects and high social significance to increase the competitiveness of the city -17-

The management of the competitive positions of the city is a tool for the socio-economic development of the municipality in market conditions. Purposeful management of competitive positions creates a real basis for optimizing existing resources, involving and attracting additional resources to accommodate new productive forces, to improve the living environment and habitation of the population. Competitive positions are elements of aggregate potential, which can be presented as separate objects of management of the socio-economic development of the city in market conditions -18- The idea of \u200b\u200ba new management model: The competitiveness of a city characterizes its aggregate potential to improve the living standards of the population through the optimal use of all types of resources

The competitive positions of the city are heterogeneous in terms of the sources of formation and the degree of impact from the managerial point of view, but they are interrelated and interdependent City-wide Sectoral Intracity Changes in competitive positions change the level of comfort for the population and doing business -20-

Sectoral competitive positions Industrial sphere Sectoral structure of industrial production Assessment of competitive positions Kemerovo Structure of gross urban product (production / services) Structure of business (large, medium, small) Social sphere Financial sphere Level of development of social infrastructure: Healthcare Education Culture Sports Social protection Housing conditions of the population Budget revenues / expenditures Investments and investment climate Level of development of innovative technologies Budgets of economic entities Social sphere Sphere of education Sphere of sports Social protection Sphere of culture Housing conditions Sphere of health care Level of accomplishment Budget security Investment climate Preferences for small business Loss organizations Financing of development priorities Financial sphere Assessment of sectoral competitive positions on qualitative level: high level medium level low level -23-

Intracity competitive positions Assessment of the competitive positions of Kemerovo Specialization of districts Availability of industrial sites and landfills Social tension (crime, asocial phenomena) Availability of industrial sites Differentiation in terms of environmental tension Availability of sites for housing construction Differentiation by the level of social tension Availability of depressed areas Differentiation by the level of improvement Differentiation by the level of dilapidation and accident rate of housing Differentiation by the level of social infrastructure Assessment of intracity competitive positions at a qualitative level: high level medium level low level -24-

25- Resource management Introduction of new mechanisms for the redistribution of existing and involvement of additional city resources to increase the attractiveness of the city for the population, primarily through the significant development of housing and communal services, creating real conditions for the development of small and medium-sized businesses, increasing the efficiency of using urban space and existing production sites, involving them into economic circulation. the formation of an innovative infrastructure, a new innovative climate, creating conditions for active self-realization of the population and the formation of an active civic position, creating conditions for securing young specialists in the city and reducing the outflow to the central European part of the Russian Federation

Anniversary of the Marketing Department of the KemSU Achievements A team of like-minded people with an active marketing position (3 doctors of sciences; 9 candidates of sciences) A \u200b\u200brich store of knowledge and skills, training and retraining in leading western marketing centers. Starting point: 1989, Munich Academy of Management and Marketing, Professor Seitz Opening of the specialty "Marketing": 15 editions New scientific direction: regional marketing Integration with the State University - Higher School of Economics (Moscow), a grant for research on the implementation of marketing in the activities of higher education institutions Presidential program for training management personnel in marketing, 1997 Russian-Dutch program in marketing RIMA -26-

Anniversary of the Marketing Department of the Kemerovo State University Prospects To develop and propose to the administration of Kemerovo new methods and mechanisms for managing the competitive positions of the municipality Promote the formation in Kemerovo of an international center for the training and retraining of highly qualified personnel and specialists through integration with the best Russian and foreign schools Create favorable conditions for the formation of Faculty of Economics, KemSU marketing innovation incubator with the involvement of marketers - graduates of the department

Questions of the topic 1. Marketing of the region as a part of territorial marketing 2. Strategy and tactics of marketing in the region 3. Competitiveness of the region

The essence of territorial marketing ¡A territory or region is a limited part of the land area, concentrating a certain community of people who live and work on it.

Duality of perception of the territory On the one hand, it acts as an object of someone's interest (it has various resources: natural, human, etc., and also contains a certain educational, cultural, industrial, infrastructural potential) ¡From these positions, the region is a product ¡

Duality of perception of the territory On the other hand, it is a subject with its own interests (in the person of the people living on it, the region is interested in its development, in the sale of its resources). ¡From this perspective, a region is a seller that competes with other sellers. ¡

Thus, there is a Product ¡Buyer ¡Seller ¡¡Therefore, we can talk about the application of a marketing concept that focuses on the needs of consumers and their satisfaction

Marketing of the region as part of territorial marketing Territorial marketing is marketing in the interests of the territory, its internal, as well as external subjects, in whose attention the territory is interested. ¡Territorial marketing considers the region as a subject that provides the role of a consumer not only to himself, but primarily to other subjects (external and internal in relation to the territory). ¡

Varieties of territorial marketing In this regard, it is possible to distinguish: ¡Marketing of the territory, the object of attention of which is the territory as a whole, carried out both inside and outside it and focused on external actors ¡Marketing on (inside) the territory, the object of attention of which is relations about specific goods, services, etc., carried out within its limits and focused on internal subjects

Marketing of the region as part of territorial marketing ¡External actors are interested in the well-being of the region mainly because they want to export part of this well-being (physical resources, "brains", products of labor of cheap labor, the possibility of selling financial resources, etc.) outside the given territory, transforming her well-being into personal well-being and her territory.

Regional Marketing as Part of Territorial Marketing ¡Domestic actors associate their personal well-being with the well-being of their home region. ¡Each of these two positions may be interesting for the territory, but in different ways, and therefore the approach to these two categories of consumers should be different.

Goals of marketing management in the region Goals of the first rank: ¡Improving the competitiveness of industrial and service enterprises located in the region ¡Improving the degree of identification of citizens with their territory of residence ¡Attracting new enterprises to the region ¡Creating a level of prominence above the regional (national)

Goals of marketing management in the region Goals of the second rank: ¡Improving the management of the region ¡Increasing cultural attractiveness ¡Improving the infrastructure of the region

Tasks of marketing management in the region ¡¡¡Ensuring the consonance of the three main functions of the territory - as a place of residence, as a place of recreation and as a place of business Precise formulation of the characteristics by which the region will be assessed Ensuring work for the future Communicating the content of the marketing plan for the development of the region to citizens Orientation of regional behavior authorities and administration for the interests of citizens and investors Consideration of the marketing of cities and other settlements as components of general regional marketing

Target markets for buyers of services in the region ¡Visitors ¡Residents and employees ¡Sectors of the economy, investors ¡Foreign markets

Visitors' market Business visitors (businessmen, travelers, etc.) ¡Private visitors (tourists, travelers, friends or relatives) ¡Their expenses affect the population's income, employment and tax revenues to the regional budget.

Residents and wage earners The region seeks to: ¡Either bring in additional unskilled labor ¡Or stimulate the birth rate ¡Or attract certain categories of highly paid workers and professionals ¡Or reduce population growth through migration

Sectors of the economy and investors¡ As a rule, all localities are trying to strengthen their economic base in order to create jobs for their residents and receive additional budgetary revenues.

Sectors of the economy and investors Support for existing enterprises ¡Supports external expansion of enterprises ¡Facilitates the establishment of new enterprises ¡Attracts enterprises and production from other places ¡

Foreign markets ¡Domestic foreign-regional markets ¡International markets Export is important to ensure counter-import of goods needed by the region

Subjects that promote and, relatively speaking, "sale of territory" ¡¡¡Territorial authorities and administrations Local economic development agencies Tourist operators and agencies Trading houses Sports committees and federations Other structures localized on the territory and showing activity in order to attract attention to it possible consumers

Subjects - intermediaries ¡¡¡With a considerable degree of convention, intermediaries can be classified as: Authorities and public organizations of a higher territorial level of the CCI, business and international trade centers, exhibition centers, fairs Multi-territorial business entities Inter-territorial network organizational structures Mass media and communications Institutions vocational education

Marketing strategies for the region 4 groups of strategies: ¡Image Marketing ¡Attractiveness Marketing ¡Infrastructure Marketing ¡Population, Personnel Marketing

Image Marketing ¡¡The main goal is to create, develop and disseminate, to ensure public recognition of a positive image of the territory. Leading image marketing tools - communication events that demonstrate the openness of the territory for contacts and allow external actors to get to know it better, to make sure of the materiality of its advantages

Strategies for working with the image of the territory ¡Positive image (can be based on such merits as architectural exoticism, financial well-being, valuable historical past, high cultural level) - does not need to be changed, but to be strengthened, confirmed and spread to the largest possible number of target groups consumers

Strategies for working with the image of the territory ¡Excessively traditional image - can prevent the country from being presented as a dynamic, modern one, and this repels many target groups that are significant for the territory.

Strategies for working with the image of the territory ¡Contradictory image - many capital cities have a lot of advantages, but at the same time they are often associated with smog, dirty water, traffic jams, concentration of crime. The task of the territory is to break such ties in practice and thus correct the image.

Strategies for working with the image of the territory ¡Mixed image - often in the image of the territory there are “pluses” and “minuses” that are not interconnected. The most common technique in image-building in such cases is to emphasize positive features and suppress negative ones.

Strategies for working with the image of the territory ¡Negative image - it is necessary not only to create a new image, but also actively disavow the old one. ¡Overly attractive image - often leads to the need to regulate consumer flows downward. Techniques - increasing tax rates, tariffs, duties, etc.

Attractiveness Marketing¡¡ - Complements image marketing. These are activities aimed at increasing the attractiveness of this territory for a person, its humanization. This is provided by: Natural attractions (embankments of rivers, lakes, seas, mountains) Historical heritage (museums, architectural monuments, temples) Famous personalities Culture and recreation facilities (stadiums, parks, cultural and shopping and entertainment centers)

Attractiveness Marketing ¡Complex design of the territory as a whole increases its attractiveness and uniqueness, aesthetic advantages. ¡A necessary tool is territorial planning.

Infrastructure Marketing Infrastructure is a supporting frame and foundation that ensures a high level of civilization of market relations in the region. ¡The region should be comfortable to live, work and develop, and for this it is necessary, first of all, to develop the infrastructure of residential areas, industrial zones, and the market infrastructure in general. ¡

Infrastructure Marketing Arguments for managing the long-term interest in a territory on the part of its consumers are divided into two large groups: ¡Arguments for functioning ¡Arguments for development

Arguments for the functioning of the region ¡¡¡¡Provision of personal safety and protection of public order Condition and operation of housing (including hotel facilities) Condition of roads and transport services Water, gas, heat, power supply Garbage collection Availability of parks and improvement The presence and development of schools , preschool institutions For business, these are tax incentives, the possibility of acquiring or leasing land and infrastructure components, etc.

Arguments for the development of the region The emergence of new and development of old industries ¡The dynamics of production and market infrastructure, communications ¡The level of employment and its structure ¡The level of welfare ¡The dynamics of investments ¡Development of higher and postgraduate education ¡

Regional specific marketing tools Exhibitions and fairs ¡Theme parks ¡Decades, months of culture and art ¡Hospitality and tourism ¡Conferences, symposia ¡Transport, communications, banking, tax policy ¡Educational, cultural, health and recreation, sports ¡

Marketing of the population, personnel Work with people aims to provide support for the marketing activity of the region from within it. The task is, on the one hand, in the formation of local patriotism, on the other, in the formation and maintenance of benevolent motivation within the region in relation to non-regional residents and structures, to their involvement in the region

Marketing of the population, personnel Territories characterized by different states of affairs, problems and needs in the sphere of employment choose different strategies: ¡territories with a low level of employment and cheap labor can put forward this as an argument for attracting industrialists, service entrepreneurs, etc. in order to create new jobs.

Marketing of the population, personnel, targeted marketing is aimed at attracting people of specific professions, certain skill levels to the territory. ¡In some cases, territories prefer to demonstrate countervailing marketing, for example, if universities are overloaded with students, cities - with newcomers seeking income, etc. ¡

How to choose a strategy ¡The first option is to develop a comprehensive development program, establish principles of functioning, create an infrastructure, show competitive qualities (attractive factors), ensure friendliness, social optimism of the population and professionalism of workers, and then publicly announce it on television, radio, in newspapers and through Internet: "We are good, everything is great with us, come to us!" , that is, to work on the image, communications.

How to choose a strategy ¡The second option with poor financial resources is more realistic to start with low-cost technologies: to form an image, show existing competitive advantages and find target groups of “consumers of the territory” that will help form a more attractive infrastructure and attract investments for the implementation of long-term development programs for the territory.

How to choose a strategy ¡The third option is to move by combining the efforts of different regions, including those with different levels of development and different marketing potential. The possibility of this path is evidenced by the first steps in the creation of a system of interregional marketing centers at the initiative of the Moscow government.

Competitiveness of the region ¡This is its role and place in the economic space of the Russian Federation, the ability to ensure a high standard of living of the population and the ability to realize the potential in the region (production, labor, innovation, resource and raw materials, etc.).

Factors of competitiveness ¡¡Factors of regional pricing (the level of prices for commodity groups, the mechanism of their establishment, dependence on foreign markets, removal of the region from sources of raw materials and main sales markets) Availability, distribution and functional orientation of the main factors of production in the region (labor resources, minerals , sectoral capital structure)

Competitiveness factors The standard of living of the population of the region (income, their structure and differentiation, purchasing power, degree of employment, etc.) ¡Socio-political factors characterizing the interaction of the main subjects of the regional market - the administration, the population, entrepreneurs, relations with the federal center ¡

Quality of life ¡As part of the approach to quality of life, not only economic, but also cultural, social needs, the need for confidence in the future are considered.

Factors of quality of life ¡¡¡¡¡Quality of food Quality and fashionable clothes Comfort of home Quality of health care Quality of education Quality of service sector Quality of environment structure of leisure Degree of satisfaction of needs: In meaningful communication In knowledge In creative work Level of stressful conditions Structure of resettlement, etc.

The process of implementing territorial marketing 1. Organizational stage The main task is to create an organizational link (department or employee) in the executive body, designed to organize and implement territorial marketing, as well as identify all subjects of territorial marketing in the territory and coordinate their efforts

The process of implementing territorial marketing 1. Organizational stage Subjects of territorial marketing: 1) Commercial enterprises and institutions: - travel companies, - enterprises for the production of special (exclusive) raw materials, production of unique end-use goods - institutions of culture, education, health care (museums, reserves , ethnographic villages, educational institutions, sanatoriums, etc.) - scientific and educational institutions of the territory - educational institutions, especially higher and secondary vocational education 2) Non-profit organizations: - public organizations - non-profit organizations located in other territories, but uniting in their own ranks of immigrants from this territory 3) Individuals who have certain skills, skills and are interested in expanding their fame, developing cooperation with other individuals 4) Executive and representative branches of government

The process of implementing territorial marketing 1. Organizational stage Public events (conference, public hearings, round table, etc.) to include potential subjects of territorial marketing in real collective work: the goals, objectives and principles of cooperation are clarified; groups of experts are formed; forms of interaction are determined; an action plan is drawn up , the forms of public participation and control are determined, the Coordination Council of territorial marketing entities is created, the procedures for the activities of the Coordination Council

The process of introducing marketing of the territory 2. Stage of collecting and analyzing information Secondary information is: official statistics, information materials of authorities official regulatory documents, including target territorial programs official symbols (coat of arms, flag, anthem) of the territory previously published information and advertising materials about the territory (brochures, posters, calendars, badges, postcards, photo albums, etc.) information posted on the websites of government bodies inter-territorial, regional, international projects, joint programs that the territory has carried out or is currently conducting information about individuals widely known for outside the territory (culture, sports, production, medicine, education, etc.) calendar of memorable dates and events of the territory (sports competitions, professional holidays, public events, etc.) information in the central and local press about the territory in the field of economics , politics, sports, culture and in other ways souvenirs and gifts with images of symbols of the territory objects of material culture; works of art (cinema, literature, music), documentary and video films, books, postcards dedicated to or containing a link, mention of the territory as a whole or of exceptional, unique objects of the territory (architectural, recreational, ethnographic, archaeological, sports, scientific research, production, etc.) the prevailing phrases (phraseological units) about the territory, about natural objects and cultural and historical monuments, about residents, about the types of activities of the territory

The process of introducing marketing of the territory 3. Analytical stage It is necessary to sequentially solve a number of tasks: to characterize the tools of the territorial marketing complex, to determine the circle of consumers of the territorial product, to develop criteria and segment the consumers to analyze the attractiveness of market segments to determine the factors of competitiveness of the territory to develop business and functional strategies for the development of the territory to develop a Strategy and a territory marketing plan to prepare a number of documents regulating the work on the implementation of the territory marketing plan

The process of implementing territorial marketing 3. Analytical stage Marketing plan: 1. Summary 2. Objectives: statement of the mission of the territory, description of the objectives of territorial administration, individual goals for groups of territorial product 3. Description of the territorial product: analysis of the territorial product, review of the existing proposal, possible change in territorial product 4. Analysis of the market environment: market environment and trends in its change, market segmentation, analysis of consumer behavior, analysis of the main competing territories 5. Strategies: main target markets, the basis of competition (distinctive advantages of the territory, factors of positioning the territory in the minds of consumers and differentiation) , main activities in the territory in the present and future 6. Expected results: forecasts, qualitative and quantitative results 7. Marketing programs: tasks of the plan executors, action plans 8. Finances: marketing plan budget, marketing programs budget 9. Control: f Forms and terms of current and final control, a mechanism for adjusting the plan, assessing the effectiveness of the implementation of the plan 10. Operational conclusions: an overview of the necessary changes in existing regulatory documents, a list of necessary approvals, changes in procedures, etc. 11. Appendices: data from PEST analysis and SWOT analysis , primary and secondary information, the results of sociological research and other information

Territory marketing implementation process 3. Analytical stage - 6. Expected results What can be defined as the expected results of the marketing plan implementation? For example, an increase in the number of: enterprises-residents of the territory of people who decided to move to this territory to accommodate tourists who visited the territory of public services, including those that a person can use using interactive means of public events (exhibitions, fairs, professional holidays, cultural and sports events) inter-territorial agreements on cooperation and cooperation; growth in the volume of foreign investments in general, including in priority sectors.

The process of introducing marketing of the territory 3. Analytical stage - 6. Expected results The implementation of the marketing plan may also result in the achievement of a number of qualitative parameters: an increase in the popularity of the settlement in the region and beyond its borders; change in the image of the territory; change (improvement) in the opinion of residents about the settlement; increase in awareness about the resources of the territory, the growth of loyalty of potential consumers of the territorial product and other parameters

The process of implementing the marketing of the territory 3. Analytical stage - 8. Finances When evaluating the finances of the marketing plan and individual marketing programs, it is necessary to pay attention to the following: whether the marketing event can be carried out free of charge to identify the sources of funds: budgetary and extrabudgetary funds (grants, sponsors' funds, etc. etc.) in the case of direct financial costs, estimates should be developed in the case of attracting budget funds, is it possible to use funds from budgets of different levels (vertical interaction) or to combine financial resources of budgets of different territories of the same level to solve common problems (horizontal interaction) to determine a schedule for the receipt of financial means to develop a procedure for monitoring the use of financial resources However, marketing costs should be considered as an investment that should pay off, therefore it is necessary to predict the growth of income in future periods in tangible and intangible rme. It is important to determine which groups of marketing costs should be considered "protected" and not to allow their funding to be reduced

The process of implementing the marketing of the territory 4. The stage of implementation of the marketing plan Assumes: the implementation of the developed measures monitoring of changes in the external and internal environment of the territory (information, competitors, etc.) current and intermediate control

The process of implementing the marketing of the territory 5. Stage of the final control, an analytical review of quantitative and qualitative results, an assessment of financial costs for the implementation of the marketing plan (what is planned and what is spent, why deviations have arisen); assess the social effect: jobs created on a permanent or temporary basis, including certain groups of the population (youth, disabled people, etc.), a positive balance of migration and a number of demographic trends, as well as the dynamics of the quality of life of the population in terms of social components, as well as - increasing the loyalty of residents to the territory, organizing new non-profit associations, implementing social initiatives for development of the territory, increasing the activity of the local community to assess the budget effect: the excess of budget revenues as a result of the implementation of the marketing plan compared to the costs incurred by the budget when financing the marketing plan (when the promotion of the territory caused an influx of tourists into the territory, and the corresponding specifically, an increase in the volume of activities of transport companies and tourism infrastructure companies) to assess the commercial effect of activities (in the implementation of investment projects) to assess the innovative effect: there was a coordination of efforts of scientific and educational institutions of the territory with existing production enterprises, it was possible to develop, introduce and start production of new goods, new materials, new raw materials or other intangible innovations have arisen, which, being patented, can have a certain value and bring a commercial effect in the future

Market research is: 1) Data on citizen behaviors and profiles, the utility company will benefit from detailed census data in the area where it plans to convince homeowners to reduce their heating gas. The Department of Transportation will Use traffic accident data to select interventions to reduce road traffic injuries and deaths 2) Baseline citizen input can help you determine: characteristics of products, programs and services (for example, when developing a strategic plan for a district education department) decide what incentives and disincentives will be most compelling (for example, what might discourage tax evasion) to choose from several options for distribution channels and access to citizens (for example, when choosing the opening hours of shops selling liquor on Sunday) when designing a messages from an advertising campaign, selection of newsletters and media channels can help prevent the development and launch of products and programs that are unlikely to affect citizens 3) Feedback from citizens - often used when measuring satisfaction with programs and services, recalling campaign messages and reactions to them and ways to do better "next time"

1. Formative research - most often devoted to identifying barriers and incentives to change behavior (for example, why citizens might not want their children to go to school one day a week, and what could address the causes of their fear)

2. Pre-test - This is done to test draft strategies and tactics before putting them into practice. Most often it is used to facilitate selection from a short list of possible strategies (for example, which of the three slogans of the Ministry of the Interior is most likely to resonate with citizens). Such research is particularly useful to determine if a particular approach will actually reach and impact the target market (for example, whether the opening hours and stopping place of the mobile library on wheels will be attractive to older people)

3. Monitoring and evaluation - will allow you to compare the results achieved with the set goals. When done during the campaign period, it is commonly referred to as monitoring and helps you make course adjustments on the march. After the completion of the project, research can be conducted to measure the end result of the effort expended, in which case it is called an estimate.

2. Ethnographic research - this method often includes both observation and direct interviewing of research participants. From an anthropological point of view, it is viewed as a holistic research method. Its main idea is that for a correct understanding of target markets, the researcher must immerse himself in their natural environment. For example, a researcher might spend several days on a farm, observing farmers' activities and trying to figure out what would motivate them to remove and store manure in a timely manner to prevent contamination of water sources.

4. Behavioral data - data about the actual behavior of citizens is collected and analyzed. An example would be the case where taxpayer data is used to assess the differences between those who submit completed tax returns by email and those who send them by regular mail, in order to encourage the use of the electronic option.

10. Intercept interviews - sometimes personal interviews are not planned in advance and are conducted by contacting randomly selected people in indoor shopping areas, on the street, at the airport, in post offices, etc .: - at the airport - to find out the demographic profile of arriving passengers and research on the purpose of their arrival and their intended behaviors (such as shopping or entertainment) - imaginary shopping - is often used to measure customer satisfaction. Verifiers introduce themselves as clients or prospective clients and report positive and negative aspects of the process of purchasing goods or interactions with agency employees involved in program implementation or service delivery

11. Qualitative research - research that involves the use of small samples that are not representative of the entire population, and is carried out with the aim of identifying and clarifying problems, achieving a deeper understanding of the problems under study. Focus groups, face-to-face interviews, observation and ethnographic research are qualitative in nature.

12. Quantitative methods are used when precise numbers, representative sampling and the ability to extend the results to larger populations with high statistical reliability are required. Quantitative methods can include surveys by phone, mail and the Internet.

13. Low-cost research may not be completely certain, but it will at least help improve the solution enough to justify the costs incurred: systematic observation, simplified surveys and limited sample design, and cost-sharing surveys: include several of your questions in the questionnaire, developed by a research firm for several organizations that target the same audience, and include several of their questions in a survey designed by a research firm for several organizations that target the same audience as you are professors and university students, if your proposed research is represent for them a certain scientific interest and university students, if your proposed research will be of certain scientific interest to them

Stages of the research process 1. Setting a goal 2. Identifying information goals 3. Defining an audience 4. Choosing a research method 5. Developing a sample survey plan 6. Preliminary checking of selected tools 7. Conducting a field study 8. Analyzing data 9. Preparing a written report and providing recommendations

Types of samples on the example of a leisure center organizing health groups for retirees Random sample Simple All have an equal chance of being included in the sample (names are chosen from the telephone directory, calls are made only to the elderly) Stratified The population is divided into mutually non-overlapping groups (for example, age groups) and in each group sample (compares a sample of people at the age of a year with a sample of people at the age of a year) Nesting Population is divided into mutually non-overlapping groups (for example, residents of neighborhoods). The researcher then makes a sample in each group and interviews each member of each sample (one sample - residents north, the other - south of the center)

Types of samples on the example of a leisure center organizing health groups for retirees Non-random sampling Based on the principle of convenience The researcher selects the most accessible members of the population (pensioners who have already participated in the activities of the center are asked to participate in focus groups) Based on value judgments The researcher selects members of the population, who are potentially able to provide accurate information (program developers ask doctors for the names of pensioners who might be interested in classes in health groups) Based on quotas (proportional) The researcher finds and interviews a given number of people in each of several different categories (focus groups are composed in this way so that each of them has a minimum of 3 men and all participants have different income levels)

Evaluation - This involves measuring and finalizing what happened to answer basic questions: Have you achieved your goals? Have you achieved your goals? Can you relate the results obtained to the elements of the program? Can you relate the results obtained to the elements of the program? Did you meet the deadlines and budget requirements? Did you meet the deadlines and budget requirements? How do your costs and benefits compare? How do your costs and benefits compare? Are there any unintended effects that need to be considered when moving forward, and perhaps even eliminated now? Are there any unintended effects that need to be taken into account when moving forward, and perhaps even eliminated now? (for example, an increase in the number of cigarette butts thrown at the doors of public facilities that have banned smoking) What program elements have been particularly helpful in achieving the objectives? What elements of the program have been particularly helpful in achieving the goals? What elements fell short of expectations? What elements fell short of expectations? Were there any omissions? Were there any omissions? What will you do differently the next time you get the chance? What will you do differently the next time you get the chance?

1. Products Number of materials distributed Number of materials distributed (for example, number of police theft warning brochures that contain identity of citizens distributed by the police) coverage and frequency of advertising coverage and frequency of advertising (for example, estimates of the number of citizens who have heard government-sponsored radio advertisements and have seen advertising posters on buses with ID theft warnings and the number of times they were exposed to the advertisement) number of exposure through other communication channels number of exposure through other communication channels (for example, the number of shoppers in a supermarket who may see ID theft warnings on plastic bags for groceries) the number of mentions and length of airtime in news channels and the number of people expected to be reached by the messages being distributed number of mentions and length of airtime in the news channels and the expected number of people who will be reached by the messages being distributed (for example, the number of minutes on a local television station's news bulletins and the number of people who usually watch the program) the number of special events and the expected number of people attending the number of special events and the expected number of people attending them (for example, the number of presentations made by police officers to local community groups and the number of people who visited them) resources expended - time and financial resources spent - time and financial (for example, amounts spent on the development and implementation of elements of an anti-identity theft campaign, and the amount of time spent by staff on campaign management) other activities related to marketing, affecting the target audience Other activities related to marketing, affecting the target audience (for example, the number of connections, which you were able to establish with relevant websites, in particular with the websites of police stations)

2. Outcome Measures Campaign Awareness Campaign Awareness Changes in Knowledge, Attitudes or Beliefs Changes in Knowledge, Attitudes or Beliefs Changes in Behavior or Intentions Changes in Behavior or Intentions Engaging partners or getting help with the campaign Engaging partners or getting help with the campaign Increased customer satisfaction Increased customer satisfaction

3. Impact Measures: Cost Savings Cost Savings Increase in Net Revenues Increase in Net Revenues Approved Financing and Taxes Approved Financing and Taxes Saved Lives Saved Lives Contamination Prevention Contamination Prevention Improving Water Quality Improving Water Quality Improving Water Supply Improving Water Supply Improving Air Cleanliness Improving Air Cleanliness Reducing Landfill Areas Reducing landfill areas Protecting wildlife and its inhabitants Protecting wildlife and its inhabitants Reducing the number of cases of cruelty to animals Reducing the number of cases of cruelty to animals Reducing the level of crime, etc. Reducing the crime rate, etc.