Development of a development strategy for a motor transport company. Formation of the strategy of a motor transport company Factors influencing the marketing strategy of a motor transport company
Marketing is the process of managing all the main aspects of an enterprise. It is designed to form the most rational management decisions of a particular enterprise, to coordinate the various directions of its activities and to ensure high efficiency of the final results of this activity.
The following factors are identified that affect the marketing activities of the enterprise.
General (determine the market capacity of any product)
1. Socio-economic factors
2. The volume and structure of the product offer
3. Range and quality of goods
4. Sizes of export and import.
5. The purchasing power of the population
6. Population
7. Level and correspondence of prices for goods
8. Degree of market saturation
9. Geographic location market
10. The state of the sales, trade and service network.
Specific (determine the development of markets for individual goods)
1) Natural and climatic conditions
2) Fashion change
3) National and everyday traditions
4) The achieved level of security in the region
In the process of market research, it is necessary to identify the mechanism of action of the system of factors and assess their degree of influence on the volume and structure of demand in a particular market for a product.
Determining the development prospects of a particular market cannot be carried out in isolation from other socio-economic forecasts. The influence of a large number of factors requires the construction of several models of market development and finding the optimal one. It is necessary to clearly define at what level of consolidation to forecast the capacity of the commodity market. The degree of aggregation (consolidation) depends on the degree of forecasting and planning.
There are several types of forecasting:
Marketable (up to 6 months)
Short-term (up to 2 years)
Medium term (up to 5 years)
Long-term (up to 10 years)
Promising (over 10 years)
Thorough planning helps a company to anticipate and respond to changes in the environment, and to be always prepared for unforeseen circumstances. Successful companies work according to a plan, however, it is designed in such a way as not to restrict entrepreneurial initiatives.
Usually, companies draw up annual, long-term and strategic plans.
An annual plan is a short-term plan describing the current situation, company goals, strategy for the coming year, action program, budget and forms of control.
The long-term plan describes the main factors and forces that will influence the organization over the next several years. It contains long-term goals, the main marketing strategies that will be used to achieve them, and defines necessary resources... This long-term plan is updated annually with the aim of making adjustments in accordance with the changes that have occurred. Annual and long-term plans are related to the current activities of the company and help in its implementation.
A strategic plan is created to help a company take advantage of opportunities in an ever-changing field. It is the process of establishing and maintaining strategic alignment between the goals and capabilities of a company, on the one hand, and changing market opportunities, on the other.
Strategic planning is the foundation for other types of planning in the company. It starts with defining the company's global goals and mission. Then more specific goals are set. For this, complete information is collected about the internal environment of the organization, its competitors, the market situation and everything else that will somehow help influence the work of the company. After conducting a SWOT analysis, a detailed report is prepared on the strengths and weaknesses of the company, the opportunities and threats that it will have to face. Top management then decides what specific activities and products should be dealt with, what support should be provided to each of them. In turn, each department responsible for a particular product or type of activity must develop its own detailed marketing and other plans, in accordance with the overall plan of the company. Thus, marketing planning is carried out at the levels of departments responsible for individual activities, product categories and markets. It facilitates strategic planning through detailed planning of various marketing situations. The planning process covers four stages: analysis, planning, implementation, control.
The planning process begins with a complete analysis of the state of affairs in the company. The company must analyze the environment in which it operates, identify opportunities and avoid threats. It is necessary to conduct an analysis of the strengths and weaknesses of the organization, performed and possible marketing activities in order to determine the opportunities that they stand for. The analysis provides each subsequent step with the necessary information.
SWOT analysis means examining the factors of strength and weakness of the firm in relation to the considered SBU, as well as the opportunities and threats for the firm in connection with the discovery of activity in the relevant market segment. The SWOT analysis is complemented by an analysis of past activities (if any), which allows you to establish the existing strategy and detect trends in the development of the situation. SWOT analysis denotes a conceptual approach rather than a specific technique. If you try to expand it into a real methodology, you will have to use the results of the classical economic and organizational analysis of the firm, the approaches developed within the framework of strategic planning, for example, M. Porter's competitive analysis, as well as analytical marketing concepts and, first of all, market segmentation.
Obtaining assessments at the stage of SWOT analysis serve to formulate a list of problems and develop initial versions of the strategy concept in the course of strategic thinking, which, in turn, are material for choosing key problems and strategy concepts. This stage is difficult to formalize. The main approaches here are ranking and peer review.
The strategic plan also includes the mission of the enterprise. The mission defines the main goal of the company. A firm often starts a business with a clear mission statement set by its founder. However, over time, the mission is gradually erased as the company develops new products and conquers new markets. The mission may remain clear, but some managers forget about it.
After choosing a general strategy for achieving competitive advantages, the company can proceed to detailed planning of the marketing complex. Marketing complex is one of the key concepts of modern marketing. We define a marketing mix as a collection of controllable marketing tools used together to generate the desired response from a target market. The marketing mix includes everything that a company can do to influence the demand for its product. The many possibilities can be divided into four groups of variables: product, price, distribution methods, product promotion.
A product is not a discontinuous unity of the product itself and a whole range of services that the company offers to the target market.
Price is the amount of money buyers have to pay to receive the item.
Distribution methods include the activities of the business that make the product available to targeted consumers.
Promotional methods are actions by which companies spread the word about the merits of a product and convince target consumers to buy it.
Thus, planning good strategies is just the beginning of the road to successful marketing. The most brilliant marketing strategy will be worthless if the company does not manage to implement it properly. Marketing implementation is the process of transforming marketing strategies and plans into marketing activities aimed at achieving strategic goals. Implementation consists of daily and monthly work to effectively implement the marketing plan.
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The development of free market relations, their constant and continuous improvement was an important prerequisite for strategic planning and growth in production volumes at enterprises road transport.
The word "strategy" came to modern control theory from military science (stratos - troops and ago - lead). In the military field, strategy is determined on the basis of a goal set from above, and consists in determining the ways to achieve it.
The company's strategy is a general promising direction of development associated with the achievement of long-term goals of the company, within which management decisions are made. The strategy serves as a tool for fulfilling the mission, achieving the goal of the enterprise, prescribing, determining the forms and methods of activity, the path to achieving the goal. The strategy is the basis for the formation of the order of distribution of resources between the areas of the enterprise.
The presence of a long-term functioning strategy allows a transport company to make targeted decisions in current activities.
Strategic planning is the process of determining the strategy of a road transport enterprise by analyzing its strategic positions in the road transport services market, researching internal and external environmental factors and developing actions that can lead to the achievement, retention, development and capitalization of its competitive advantages.
Strategic planning seems to be the only way to understand existing and future problems, formally forecast the development of the situation and substantiate profitable strategies for the functioning of motor transport enterprises based on an assessment of their potential capabilities.
The process of strategic planning of a road transport company is influenced by both internal and external factors. Internal factors include:
The nature of the transport management system;
Availability of competitive factors transport process;
Costs and timeliness of cargo delivery;
The quality of cargo delivery;
Possibility to attract additional financial resources;
Entrepreneurial ability of the enterprise management.
External factors include:
Ratio of tariff indicators transport service competitors;
Advantages and disadvantages technical characteristics transport services of competitors;
Advantages and disadvantages of competitors' marketing policies;
Remoteness of clientele;
The solvency of the clientele;
The degree of progressiveness of the clientele;
Tax system;
Tariff level;
Licensing;
Investment policy.
Strategic planning should take into account the following specific features of road transport:
High socio-economic importance of road transport, determined by the communication functions of transport services;
Great competition in the market of road transport services due to the functioning of state, municipal, departmental road transport organizations and private road carriers;
Increase in the degree of risk of performing services due to the flow of the transportation process outside the transport organizations, due to which there is a need for insurance of goods and the carrier's liability.
The strategic planning algorithm can be represented as the following stages:
Goal setting;
Strategic analysis;
Strategic forecast;
Rationale for the strategy;
Development of business projects.
The process of developing a strategy involves solving the following tasks: defining a general strategy, clarifying a competitive strategy, clarifying the functional strategies of an enterprise.
Variety of different options common strategies can be reduced to three main types: strategy of stability, growth, reduction.
1. Stability strategy - support of the existing directions of the enterprise.
2. Growth strategy - the expansion of the organization, which can be carried out through penetration into new markets, through the absorption of competing firms, as well as through the creation of joint ventures.
3. Reduction strategy applies when the organization's survival is at stake. Its varieties are:
Reversal strategy (refusal to produce unprofitable products, unnecessary work force, poorly working distribution channels, search effective ways use of resources);
Separation strategy (if there are several types of business, if one of them does not work well, it is abandoned);
Liquidation strategy (sale of enterprise assets).
The organization can choose one of the types of strategies, apply certain combinations different types (which is typical for large, diversified companies).
Competitive strategy aimed at achieving competitive advantages. It should provide the best performance in terms of production costs, production of products with unique properties and focusing the sale of products on one of the market segments.
Functional strategy includes actions in all areas of production and economic and financial activities enterprises.
Diversification strategy production provides for the diversification of monetary capital (their distribution among various investment objects in order to reduce the risk of capital losses or income from it), foreign exchange reserves, etc. Diversification is horizontal (expanding the range) and concentric (release of new goods).
Motor transport enterprises of general use, in particular, carrying out cargo transportation, practically cannot withstand competition with other carriers due to high prices for transport services. Transportation of goods is carried out mainly in the market of low-profit mass transportation of socially significant goods, serving a regular clientele. Low profitability and high production costs make it impossible to upgrade the rolling stock and enter more profitable segments of the transport services market. Frequently, the management of trucking companies does not set long-term goals for themselves. Road transport enterprises use basic (fundamental) development strategies to a lesser extent, and to a greater extent - functional and business (competitive) ones.
Underestimation of the role of strategic planning in practice is often one of the main reasons for the crisis state of the ATU.
Features of the formation of the marketing strategy of a transport company
*8 3. 509
By the number of respondents simultaneously:
individual surveys;
group polls - conducted in the form of focus groups, when there is a discussion in a group of a problem in the audience
By the degree of freedom provided to the interviewer and the respondent:
structured - a pre-prepared list of questionnaire questions is used;
unstructured - the interviewer allows the respondent to express himself freely on a specific problem, keeping the conversation in the right direction. Outside the scope of this chapter, there are special issues that are extremely important for a marketer conducting marketing research: determination of the sample size, sampling, statistical processing of the results of a sample study, compilation of questionnaires, types of questions in the questionnaire, scaling techniques, etc. It is important to note that for independent study of these issues, it is recommended to refer to special literature.
4. The MIS information analysis subsystem assumes the need for systematization, grouping, tabulation, statistical processing of information data, the use of correlation and regression analysis, etc. in order to formulate analytical conclusions.
The implementation of the research and analytical function of marketing within the framework of a transport enterprise allows to prepare information basis for making management decisions. Earlier it was mentioned that the information, the "supplier" of which is the MIS, is addressed not only to marketing managers, but also to the leaders responsible for working out the development strategy of the transport company.
Links between enterprise strategy and marketing strategy.Consider the relationship between enterprise strategy and marketing strategy with the subsequent structuring of the marketing strategy (Figure 3.4). Participation in the development of an enterprise development strategy, followed by the development of a marketing strategy, determines the most fully the essence of the creative function of marketing.
The choice of the development strategy of the transport company is carried out on the basis of analysis of the current situation,which includes
Figure: 3.4. Algorithm for developing a general and marketing strategy for a transport company
it includes an analysis of the external in relation to the enterprise and its internal environment. Analysis as a research method involves the consideration of individual sides, properties, components of an object with the subsequent synthesis of a new vision of the object. With regard to the analysis of the current situation in which a transport company is located, the actual current situation acts as such an object, which can be structured into external and internal components (external and internal environment of the enterprise). Consideration of the current state of the elements of the external and internal environment of the enterprise allows synthesizing a generalized and comprehensive view of the current situation as a whole.
The concepts of the external and internal environment of the enterprise differ from the previously introduced concepts of the macro- and micro-environment of marketing. Under the external environment of the transport companyit is customary to understand a set of factors influencing management decisions and uncontrolled by the enterprise, ᴛ.ᴇ. market factors: macroeconomic and demographic factors, competitive situation, customer motivation, etc. internal environmentmeans a set of factors that also affect management decisions at the enterprise level, but are controlled by the enterprise itself: the fleet and condition of vehicles, the qualifications and motivation of employees, organizational structure, etc.
: 3* 67
To analyze the current situation, information supplied by the marketing information system is also used. If, for the analysis of the internal environment, non-marketing sources of information that are traditional for the enterprise are often sufficient - accounting data, management accounting data from the personnel department, maintenance service, etc. external environment is the marketing department at the enterprise responsible for ensuring the functioning of the MIS.
Analyst generalizations and conclusionscomplete the process of analyzing the current situation. It is widely practiced such a way of visual and compact presentation of these generalizations and conclusions, as SWOT Matrix(fig. 3.5).
| StrengthsStrengths of the enterprise | WeaknessesWeaknesses of the enterprise |
| Long period of work in the market Presence of a permanent clientele Large market share Presence of a well-known and reputable trademark Existence of a stable network of intermediaries | Lack of experience in a specific market Lack of connections with market entities Relatively small production volume Poor market awareness of the company Outdated technical base Financial instability |
| OpportunitiesMarket opportunities | ThreatsMarket hazards |
| Political stability High growth rate of the market Growth in demand for enterprise services Weakness of basic competitors The emergence of promising market segments Adoption of legal acts simplifying the activities of the enterprise Soft tax regime Existence of effective means of advertising distribution | Political instability Low rates of economic development Loyalty of the clientele to local competitors Strong competitors Complication and deterioration of the rules of work in the market, regulated by legal acts Increased tax burden Inability to export profits from the country Lack of effective information and advertising technologies on the market |
Figure: 3.5. Transport SWOT Matrix 68
SWOT matrix.is a table in which quadrants are placed the strengths and weaknesses of the enterprise, market opportunities and threats. Abbreviation SWOTstands for as follows: S- strengths(the strengths of the enterprise), W - weaknesses(weaknesses of the enterprise), ABOUT- opportunities(market opportunities), Т- threats(market threats). In fig. 3.5 is a general view and an example of filling SWOT-matrices.
GAP analysis(from the English. gap -gap, gap), ᴛ.ᴇ. analysis of the strategic gap, usually illustrated by graphs that reflect possible changes in one of the basic economic indicators of a transport company - the volume of services provided - when implementing alternative strategies for the development of the enterprise. A general view of the set of graphs illustrating the essence of GAP analysis is shown in Fig. 3.6.
Formulation of the goal and development strategy of the enterprisefor a certain period is carried out according to the results of all analytical work. The objectives of the enterprise are usually set in relation to profit, but other formulations are also possible, for example, the survival of the enterprise in a difficult situation or ensuring business continuity. Enterprise development strategies are formulated using the classifications of strategies developed by I. Ansoff, F. Kotler, M. Porter and other experts in strategic planning. The issues of strategic planning for the development of a transport company are considered in Ch. 8 benefits.
Based on the purpose and strategy of the enterprise, the information at the output of the MIS is formed marketing strategy of the enterprise.
The main elements of a marketing strategy.The main elements of a marketing strategy include the following:
1) selection of target market segments;
2) positioning of the service;
Selection of target market segmentssuggests that it is extremely important to solve the following tasks: the choice of signs of market segmentation, the actual market segmentation, the choice of the target (target) segment (s) of the market. Under market segmentationit is customary to understand the division of the entire set of real and potential consumers into groups with identical characteristics. Accordingly, the received groups of consumers in the case of a similarity of the motives of their behavior in the market, the similarity of the preferences shown are called market segments.
The most common approach to market segmentation is a priori approach.The essence of the a priori approach consists in identifying groups of consumers by external, formal characteristics. In the future, the hypothesis is put forward that each selected group is a market segment, in other words, it reveals the similarity of needs, preferences, and motives of behavior in the market when deciding to purchase a product or service. This approach to market segmentation is simpler and, as a consequence, the most common.
Theoretically, it looks more reasonable posterior segmentationmarket based on the initial allocation of market segments according to the expected benefits of consumers, based on their behavior in the market, preferences and expectations that they are guided by. In the future, it is determined by what external, formal characteristics the received market segments are characterized.
Methodology for a priori segmentation of the transport services market.First of all, the marketer determines the composition of the signs of market segmentation. Below are the most commonly used signs of segmentation of the road transport services market for the transport of goods:
Geographic:
Along the administrative boundaries between markets and segments (states, regions, cities with different population densities, competitive situations);
Excluding administrative boundaries (central and outskirts of the city, nearby and remote regions);
Economic:
By the size of enterprises (production and sales volumes, average headcount employed, asset value);
By financial position (financially stable and unstable enterprises, financially autonomous and dependent, liquid and illiquid);
By the timeliness of settlements with partners (calculated on time, having minor delays
arrears with significant overdue debts);
Technological:
By the type of cargo transported (requiring special vehicles for transportation);
By the urgency of transportation and special requirements for the speed of transportation;
By directions of transportation;
According to the demand for additional technological services (requiring additional servicesrelated to loading and unloading, temporary storage of transported goods);
Behavioral:
By commitment to work with one carrier;
By the size and frequency of orders for the transportation of goods;
By sensitivity to marketing incentives (price, quality of transport services, carrier's popularity and credibility).
These signs are formal and do not reflect the deep motivation of the behavior of a particular consumer in the market. But it is assumed that the bulk of consumers who will be included in a certain group have similar preferences, behavior motives and are a market segment. Of course, the market segment obtained in this way is heterogeneous. For example, geographically, one can distinguish a group of clients of a motor transport company located in St. Petersburg and a group of clients located in the Leningrad region. Does this mean we got two market segments? Probably not, because the urban clientele is very heterogeneous and it is extremely important to structure it further using other segmentation features. The use of several market segments in the process of market segmentation is commonly called multiple segmentation.
The result of multiple segmentation is knowledge of existing segments in the market. Note that the greatest effect is provided by all the same a priori segmentation. In this case, the company forms an adequate vision of various preferences and motives of behavior, which are guided by consumers. For example, urban transport passengers may have different attitudes towards the price of transport services and the quality of service: some are more sensitive to the factor of adherence to the traffic schedule, others - to the comfort of the trip, etc.
Flight safety factors are the most important for air passengers знач service in flight. Corporate clients of a trucking company involved in the transport of goods may be sensitive to the price of the service, to
The quality of transport services (speed of cargo transportation, on-time delivery vehicle for loading, timeliness of cargo delivery, ensuring the safety of the transported cargo, ensuring information support transport service), to the quality of service in the office (politeness, efficiency, willingness to compromise). Revealing the most complete list of customer behavior motives, their expectations and preferences will allow the transport company to offer its services on the market in a focused way - addressing them to the identified segment that has a certain idea of \u200b\u200bthe desired service.
An enterprise can choose one or several from the set of identified segments, which will be the target. When choosing a target segment, they are guided by the following considerations: degree of segment size dynamics of segment development ͵ complexity of service adaptation to segment preferences orientation of competitors to a particular segment. Often, the choice of the target segment is made on a compromise basis, since it is very difficult or even impossible to find a segment that would be the most attractive and in which competitors would not work.
Positioningservices of a transport company involves making a decision about what kind of perception of consumers about the company and its services, what image the company will cultivate, what will be the difference between the company's services and competitive ones.
Uncertainty of the position of the enterprise in the eyes of the consumer, blurred image creates favorable conditions for ignoring the market offer of the enterprise.
And vice versa, the presence of a clear position, stable associations of consumers with the characteristics of the market offer of a transport company create conditions for preference, which will be given by target customers. this enterprise... The position of the enterprise should be ensured by the coordination of the actually rendered services with informational impact on the market. The positioning process should take into account both the target segment and the positioning of competitors. Positioning can be based on quality of service, based on price, based on price / quality ratio, based on user status, based on comparison with a competitor, etc. In other words, it is extremely important, on the one hand, to declare to the market and, first of all, consumers about the features of the provision of services by a particular enterprise that are significant for them, on the other hand, to actually implement the declared. The positioning decision is closely related to the previously identified behavioral motives, preferences and expectations of the target market segment.