The procedure for developing programs and marketing plans. Marketing planning: goals, objectives, principles

INTRODUCTION
1. Marketing planning: essence, principles and tasks
2. Strategic and tactical planning. Marketing programs
3. The structure of the marketing plan and the sequence of its development
4. Development of a marketing plan on the example of Opt-Market LLC
CONCLUSION
LIST OF USED SOURCES

INTRODUCTION

At present, for the majority of enterprises, the need to justify long-term development goals is becoming more and more obvious. This largely determines the relevance of marketing planning in the modern economic formation, which is still in transition.

Marketing planning is becoming today one of the most important elements of the concept of enterprise management. It is used to improve the efficiency of the existing management system in firms, makes it possible to draw up more realistic production and sales programs, respond faster to changes in the market, and creates significant competitive advantages.

Some organizations and businesses can achieve a certain level of success without much formal planning. Moreover, marketing planning alone does not ensure success. However, formal planning can create a number of important and often significant enabling factors for the organization.

Marketing planning in different organizations is carried out in different ways. This concerns the content of the plan, the duration of the planning horizon, the sequence of development, the organization of planning. So, the range of marketing plan content for various companies different: sometimes it is only slightly wider than the plan of the sales department. At the other extreme is a marketing plan based on the broadest consideration of business strategy, which results in the development of an integral plan covering all markets and products. Individual organizations, especially small businesses, may not have a marketing plan as a single document that includes several types of marketing plans. The only planning document for such organizations may be a business plan drawn up either for the organization as a whole or for individual areas of its development. This plan provides information on market segments and their capacity, market share; characteristics of consumers and competitors are given, barriers to market penetration are described; marketing strategies are formulated; forecast estimates of sales volumes for several years with an annual breakdown are given.

Marketing planning is considered in detail in the works of Kotler, Golubkov, Kovalev and others.

This topic is currently covered by many articles in periodicals, it is deeply and comprehensively revealed on the pages of scientific literature and various textbooks.

The purpose of the work is to study marketing planning.

The purpose of the study, in turn, determines its specific tasks, the main of which are:

1. Consider marketing planning in a theoretical aspect.

2. Develop a marketing plan using the example of an enterprise.

1. MARKETING PLANNING: ESSENCE, PRINCIPLES AND TASKS

The essence of planning is determined by the formula: to plan the production of those goods that, of course, finds a market, and not to try to impose on the buyer products that are not previously agreed with the market.

The basic principles of overall planning include:

1. Focus on achieving the final practical result of production and marketing activities; effective sale of goods on the market in planned quantities, which means mastering a certain market share in accordance with the long-term goal set by the enterprise.

2. The focus of the enterprise is not on the momentary, but on the long-term result of marketing work, which requires special attention to strategic planning.

3. Planning tactics and strategies for actively adapting to the requirements of potential buyers.

Planning in marketing solves the following main tasks:

Defines the goals, basic principles and criteria for evaluating the planning process itself;

Sets the structure and reserves of plans, their interconnection;

Sets the initial data for planning (the state and prospects for the development of the market, the existing and future needs of the end users of the enterprise's products, the forecast for changes in the commodity structure of markets, etc.);

Determines the general organization of the process and the scope of planning (the level of competence and responsibility of managers, the rights and obligations of the organizational and structural divisions of the enterprise, etc.).

Before proceeding directly to the preparation of a marketing program (plan), it is useful to answer a number of questions covering various blocks of marketing, or, as a rule, marketing factors, namely:

1) analysis and evaluation of market opportunities;

2) marketing environment (macro and micro);

3) a set of controlled variables, with the help of which the desired market reaction is provided;

4) staff training;

5) evaluation of cost effectiveness.

With intra-shift planning, which should become the main one in the practical activities of Russian enterprises in the conditions of market relations, at least three principles are important:

1. Plans should be developed, first of all, by the one who will then put these plans into practice;

2. The level of competence in planning should correspond to the level of competence in relation to the management of enterprise resources;

3. It is necessary to ensure the flexibility and adaptability of planning in accordance with changes in the external and internal environment enterprises.

The last principle is especially important for the heads of Russian enterprises, for whom the plan has always been the law and had to be carried out by any means without any changes in its structure and timing, regardless of whether the released goods are needed or not. In the marketing management system, plans provide for the release of only those goods that will definitely be in demand by consumers. Therefore, the principle of planning adaptability, taking into account the long-term dynamics of demand, becomes perhaps the most important.

2. STRATEGIC AND TACTICAL PLANNING. MARKETING PROGRAMS

Marketing plays an important role in strategic planning. It provides the necessary information to develop a strategic plan. Strategic planning, in turn, determines the role of marketing in the organization. Strategic marketing planning consists of three stages:

1) strategic plan;

2) marketing management;

3) implementation of the plan.

Many companies operate without any plans. There are the following explanations for this: managers resist writing a plan because it takes a lot of time; the argument is made that the market is changing too fast, so plans are of no use.

Yet even formal planning has a number of advantages. It encourages management to constantly think about the future. It forces the company to define its goals and policies more clearly, leads to better work alignment, and provides objective measures of performance. Careful planning helps a company to anticipate and respond quickly to changes in the environment, and to always be prepared for unforeseen circumstances.

Successful companies usually make annual, long-term and strategic plans.

The annual plan is a short-term plan that describes the current situation, company goals, strategy for the coming year, action program, budget, and forms of control. The annual marketing plan, as a rule, operates at the level of individual departments of the organization and marketing functions, performing the functions of operational planning, and includes the solution of issues in the following areas:

Marketing research;

Product policy;

Price policy;

Distribution policy;

Communication policy.

There are no clear boundaries between tactical and strategic planning. Strategic planning differs from tactical planning in the scale of the goals set. We can say that the strategy answers the question “what to do?”, and tactics - “how to do it?”.

The long term plan describes the main factors and forces that will influence the organization over the next few years. It contains long-term goals, the main marketing strategies that will be used to achieve them, and defines necessary resources. Such a long-term plan should be updated annually in order to make adjustments in accordance with the changes that have occurred.

A strategic plan is created to help a company take advantage of opportunities in an ever-changing environment. It is the process of establishing and maintaining a strategic alignment between the goals and capabilities of the company, on the one hand, and changing market opportunities, on the other.

Important in the system of strategic planning is the analysis of the position of the enterprise in the competitive struggle, the determination of the actions necessary to improve the position of the enterprise by improving the product, the choice of the most effective strategies.

Strategic planning is the foundation for other types of planning in the company. The planning process begins with a complete analysis of the state of affairs in the company and the definition of the mission of the company. The mission defines the main purpose of the company. Many companies develop formal company mission statements that offer ready-made answers to questions about what the company wants to achieve in the broadest sense. A clear mission statement acts as an "invisible hand" that guides the actions of employees and gives a clear answer to next questions Q: What kind of business are we in? who are our consumers? what is the purpose of our work? what will our business be like?

At each level of management, the mission of the company needs to be translated into specific strategic goals.

Then more specific goals are set. To do this, complete information is collected about the internal environment of the organization, its competitors, the situation on the market and everything else that may affect the work of the company. This process is called SWOT analysis. 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 which specific activities to engage in, what support to provide each of them. In turn, each department responsible for separate item or type of activity, should develop its detailed marketing plans. Thus, marketing planning carried out at the departmental level facilitates strategic planning.

The planning process covers four stages: analysis, planning, implementation and control.

The company should analyze the environment in which it operates to identify favorable opportunities and avoid threats. The analysis provides all subsequent stages with the necessary information.

During the strategic planning stage, the company decides what actions to take in relation to each business unit. Marketing planning involves defining marketing strategies that will help the company achieve its overall strategic goals.

At the implementation stage, strategic plans are put into practice, as a result of which the company's goals are achieved. Marketing plans are implemented by employees of the organization working with other people both inside and outside the company.

Control includes the analysis and evaluation of the results of the implementation of plans and related activities, as well as the adoption of corrective measures, if necessary, to achieve the set goals.

There are two planning systems:

1. Rigid, formalized planning system;

2. Flexible, situational.

The rigid system is based on the principle of periodic adoption of plans with a fixed period of validity. The most common medium and short term plans. This allows the company to have clear, stable performance criteria for a very long period. The disadvantages of a cruel system are that it cannot take into account and use changes in the market situation in time.

A flexible planning system eliminates the link to planning periods and can change the company's activities quite arbitrarily as changes occur in the market and in the company itself. It allows you to flexibly respond to market fluctuations, but at the same time deprives the company of clear, stable targets. The combination of the two planning systems makes it possible to improve the development of five-year strategic and annual plans. At the same time, five-year plans define the basic targets for the company's activities, and annual plans specify goals for individual markets and types of objects. Continuous analysis of incoming information over the entire period (five years) makes it possible to identify changes in the conditions for the sale of products and put forward proposals for adjusting the strategic settings laid down in the five-year plan. In addition, changes may be made to the annual plans. Monitoring the implementation of annual plans consists in constantly monitoring ongoing marketing efforts and results obtained to make sure that sales and profits planned for the year are achieved. The main means of control are the study of sales opportunities, analysis of the relationship between marketing and sales costs, and observation of customer behavior.

The link between the marketing system and the planning sub-function is active and two-way. On the one hand, marketing goals have a decisive impact on the planning system, on the other hand, all marketing activities are interconnected within the framework of the program plan. Planning in the implementation of marketing activities is expressed in the development and implementation of a marketing program, which is essentially a global plan and determines the content of all other plans of the enterprise.

In marketing, when compiling a program, the principle of rolling planning is used, which provides for the current sequential adjustment of indicators. For example, if the program is drawn up for 5 years, then adjustments should be made annually, and for Russian conditions even more often, since political and economic instability are reflected in any market and the achievement of certain quantitative indicators directly depends on constantly changing tax rates, inflation, payments wages in various regions, social programs of the government, decrees regarding the prohibition of certain types of advertising, etc. Therefore, it is necessary to include in the plans some financial and resource "pillows" - reserve funds in case of unforeseen circumstances.

When developing marketing programs, as well as plans for intra-company development, the principle of multivariance is also used, i.e., the relevant services prefer to prepare not one, but several options for a marketing program and plan (usually 3 options: minimum, or worst, optimal, most probable, and maximum or best).

3. STRUCTURE OF THE MARKETING PLAN AND THE SEQUENCE OF ITS DEVELOPMENT

Foreign experts formulate the final goals of planning as follows:

Coordination of the efforts of a large number of persons whose activities are interconnected in time and space;

Determination of the expected development of events;

Readiness to respond to changes when they occur in the external environment;

Minimizing irrational actions in the event of unexpected situations;

Ensuring clear interaction between performers;

Minimizing conflicts caused by misunderstanding (or different) understanding of the firm's goals.

Note that this list does not include a requirement to “ensure the plan is met,” even though planning is the essence of marketing: plan execution must automatically follow when the goals on the list are achieved with the marketing plan. Thus, in marketing, planning is by no means limited to putting down desirable prices on paper.

Planning in marketing is a continuous cyclical process aimed at bringing the firm's capabilities in the best possible alignment with the market opportunities formed as a result of the following directed actions of the firm, as well as bringing the firm's capabilities in the best alignment with such market factors that are beyond the control of the firm.

The marketing plan usually includes:

Short-term and long-term goals of the firm;

Market forecasting results;

Marketing strategies of the company's activities in each market;

Tools for the implementation of marketing activities;

Procedures for monitoring the implementation of the marketing plan.

The plan must ensure that the firm operates in today's dynamic, ever-changing, and highly innovative world.

Since many of the initial data (in particular, the result of forecasting) are of a probabilistic nature, the marketing plan is not a “law”, but a flexible program of actions, for which it has not one “hard” option, but at least three: minimum, optimal and maximum . The minimum - determines the activity in the most unfavorable development of events, the optimal - in the "normal", the maximum - in the most favorable. At the stage of preliminary preparation, the number of plans may be more, it is important to be able to choose from these three.

The multivariance of the plan differs significantly in marketing from the usual directive-distribution strategy for us, and therefore the development of this kind of plans requires breaking the established stereotypes of thinking and behavior - an extremely difficult circumstance, but extremely important for successful work in the foreign market. A multi-variant plan allows you to flexibly respond to changes in the external environment, both amenable to our control and not, and accustoms staff to the most important marketing idea: you should not go ahead where you can and should find a workaround. It is a multi-variant plan that minimizes the wrong actions of personnel in the event of a sharp deterioration or improvement in the situation, especially in emergency situations.

Marketing guides recommend always remembering that usually 20% of buyers (individuals, firms, segments, markets) provide about 80% of total sales and profits. It is desirable that these key 20% are highlighted in the marketing plan and that maximum attention is paid to them. “Concentrate, not spray” is the slogan that brings maximum success.

In international marketing, it has long been customary to periodically (1-2 times a year) engage in internal audit or situational analysis, that is, to make a kind of "instant photograph" of the company's activities in its relations with the outside world. This analysis makes it possible to evaluate past activities firms, to consider its achievements and failures, to uncover the reasons for both, to establish the competence of employees and the effectiveness of their work, and also to answer many other questions. Such an analysis is especially necessary for a firm that has gained the opportunity to work independently in the foreign market after a long period of focusing only on the domestic market.

It must be clearly understood from the outset that an analysis of this kind requires a certain amount of time and labor. qualified specialists highest rank. To entrust such a responsible job to ordinary performers means to get not very reliable results due to the enormous difficulties that such a performer faces in collecting and especially evaluating information. At the same time, neglecting situational analysis would be as unwise as refusing to thoroughly check your car before driving on mountain roads of unknown terrain.

Situational analysis, which consists in answering several groups of questions, is the first step in planning the company's activities. Further steps are an assessment of the information received from the point of view of how the outlined situation contributes or hinders the company from achieving success in achieving the goals set earlier. Then they decide on new goals (if it is necessary to change the old ones), put forward a strategy, determine tactics and implement it. An internal audit is a conscientious attempt to analyze a firm's potential and its limits. possible use. Hiding the shortcomings and exaggerating the positives can only diminish the value of this process.

Below is a list of question groups without comments.

1. Markets. What markets does the company operate in? Which of them are essential for its prosperity? What are the main segments of these markets? What are the total and import capacities of each national market for the product of interest to us? What are the capacities of each segment? What are the forecasts for the development of these capacities?

2. Firms - buyers of our goods. What industries, agriculture, healthcare, etc. do they belong to? How do they feel about our products? What influences decisions responsible persons about buying? What are the needs that make you buy our product? What are the prospects for changing these needs? What are the prospects for changing the way we meet the known needs that determine the purchase of our product?

3. Competitors. What are our main competitors - functional, specific, intercompany? What methods of competition do they use? What market share do they occupy? What are the prospects for the development of each type of competition?

4. External environment beyond the control of our firm. How will current trends in the development of science and technology affect our activities in a particular market? The same is true for trends of change. economic situation in the world and in certain regions and countries of interest to our company. The same applies to trends in state policy and legislation in the countries that import our goods.

5. Control of marketing goals. What are the short and long term goals of the firm? Are they connected and how? In what form are those and other goals expressed? Do they correspond to the competitiveness of our products, the prestige of the company in the eyes of customers, its resources and capabilities?

6. Control of the marketing program. What is the global (general) strategy of the firm? What is the likelihood of achieving marketing goals? Are there enough funds allocated for this? How are resources distributed between different markets (segments) and the firm's products? How resources are distributed between the instruments for achieving goals - the provision of goods High Quality, advertising, product promotion, product distribution system, distribution networks, etc.?

7. Monitoring the provision of the marketing program. Is there an annual marketing plan? What is the planning procedure? Is there a control program? Is there a situational analysis? Is marketing information collected in different markets?

8. Control of marketing organization. Is there a qualified marketing manager? What are the qualifications of other marketing staff? Are they kept professional training and retraining? Is their initiative encouraged? How is the responsibility for the implementation of marketing activities distributed? Do staff understand the concept of marketing? Does it apply the conclusions and recommendations that follow from it?

9. Goods. What are the company's main products? At what stage life cycle is each item located? How competitive is each product in each market and segment? How and why should the assortment be expanded or reduced? Which markets and segments should new products be introduced to and why? Which products should be discontinued and why?

10. Control pricing policy. To what extent do prices reflect costs, demand, competitiveness of goods? What is the likely reaction of buyers to an increase or decrease in our prices? How do buyers feel about our prices for goods? Do we have a promotional pricing policy? How does a firm act when competitors cut prices?

11. Control of the distribution system. Where are the warehouses of goods and spare parts located? How does the transportation of our company's goods look like? What is the procedure for processing incoming orders? What are the costs of the distribution process?

12. Control of the sales organization. Is the sales network in line with the company's goals? Is the number of staff adequate to achieve these goals? Does the staff specialize in markets and commodities? What is the level of training of these workers? How are estimated sales volumes determined? How is the performance of the sales staff evaluated?

13. Advertising. What are the goals of advertising? How do these goals relate to the goals of the firm? How much money is allocated for advertising? How do buyers perceive the quality of images and texts of our advertising? What grounds do employees of the advertising department use when choosing the means of its distribution? Is there a relationship between advertising activity and changes in sales and profits? Does the ad have a corporate identity?

14. Product promotion. Is there a promotion program and what is it? What are the results of its implementation? What sales promotion techniques are used? What is the effectiveness of each?

Answers to questions should be justified (i.e., not represent an "opinion") and detailed, because the quality of the answers ultimately determines the effectiveness of the analysis and the correctness of the decisions made on its basis by top management.

4. DEVELOPMENT OF A MARKETING PLAN BY EXAMPLE

OPT-MARKET LLC

Opt-Market LLC is registered in Almetyevsk (Republic of Tatarstan). The founder of the limited liability company is Lazarenko Maxim Leonidovich. The company is engaged wholesale sales. The company's assortment includes more than 4,000 items, and has a stable upward trend. It includes:

Grocery;

Soft drinks;

Tobacco products.

Ensuring a wide range and availability of goods in the warehouse has always been one of the priorities of the company. Also, special attention is paid to the quality of the supplied products, efficiency and completeness of order fulfillment.

At the moment, the development of a marketing plan in Opt-Market LLC is not practiced. In this work, a plan marketing activities Opt-Market LLC for 2012.

The marketing plan was developed based on the following basic assumptions:

1. The economic growth in the Russian Federation will continue, and the capacity of the sales market of the enterprise will increase by 10% amounting to 170,000 thousand rubles. (154,000 thousand rubles in 2011);

2. The marketing policy of competitors will not change.

The main goals of the marketing plan for 2012 are defined as follows:

Increase the sales market share of Opt-Market LLC from 59% to 70%, i.е. increase sales to 119,000 thousand rubles.

To increase the financial and economic performance of the enterprise by reducing accounts payable and improving inventory turnover.

Let's analyze marketing activities using the 4P method. The company's product policy will remain unchanged, since Opt-Market LLC has a wider product range than its competitors. It is not planned to change the pricing policy of the enterprise and its marketing channels, since Opt-Market LLC also has competitive advantages.

Main marketing ventures for 2012 relate to changes in the system of promotion of goods, namely advertising, sales promotion and personal sales.

First of all, it is necessary to revise the system of remuneration of managers and sales representatives. To reduce staff turnover and attract qualified specialists to the enterprise, it is necessary to pay sales representatives according to the “salary plus commission on sales” system. The salary should be set at the level of 5000 rubles. (the minimum stable part of the salary of sales managers in the labor market of the Southern Federal District). Together with the salary for each sales representative, a personal sales plan is set in the amount of 2,500 thousand rubles per month. Commissions are paid for overfulfillment of the plan, and a flexible system of their payment can be established (the greater the overfulfillment, the greater the percentage of commission paid). With a systematic non-fulfillment of the plan, the question of the professional suitability of the sales representative is raised.

The salary of sales managers working in the office should also be determined at the level of 5,000 rubles. At the same time, he needs to establish a clear system of bonuses depending on the number of products sold per month by the enterprise.

These measures will allow, without actually increasing the cost of remuneration of managers and sales representatives, to increase the motivation of their work and attract first-class specialists to work at the enterprise.

To find the best employees for the sales department of the enterprise, it is necessary to improve the personnel selection system. Search and selection methods depend on the vacancy and may include:

Direct search for candidates from among the successfully working at the present time;

Search in databases of recruitment agencies;

Web search;

Placing information about vacancies on recruitment sites;

Publication of a vacancy in the media;

Interviewing candidates in the office of Opt-Market LLC;

Directly the search for personnel consists of the following steps:

1. Collection detailed information.

2. Development of the initial proposal:

Development of a recruitment plan and project schedule;

Approval by the director of the recruitment plan and implementation schedule.

3. Search and selection of candidates:

Study of the field of activity in which potential candidates work;

Preparation of information and qualification questions for interviews with candidates;

Obtaining detailed information about possible candidates and checking their qualifications in absentia;

Informing the director about the progress of the order and reviewing the initial list of candidates;

Conducting interviews by the commercial director with candidates for Opt-Market LLC;

Compilation by the commercial director of the list of selected candidates and discussion of the list with the director;

4. Final stage.

Preparation of candidates for the vacancy for the final interview with the General Director of Opt-Market LLC;

Making a decision to fill a vacancy.

Consideration should be given to training sales staff. To do this, the company should conduct various specialized trainings. For example, there are the following specialized trainings for sales managers and sales representatives.

Training "Customer Oriented Sales".

1. Features of the work of a food sales manager.

Industry specifics of the technological cycle of the manager's work.

5 stages of the manager's work: from finding a new customer to establishing long-term relationships.

Interaction of the manager with external and internal clients. Problems and opportunities.

2. Client oriented approach in sales.

Effective interaction with the customer.

Questioning techniques.

Fundamentals of active listening.

Accurate definition of customer needs.

Conversation with the client in the language of benefits: how to make an effective presentation.

3. Dealing with objections.

Revealing and working out of the hidden objections of the client.

Price reasoning.

4. Final stages of the sales process.

Completion of the sale, registration of the transaction.

Customer service support.

Establishment of long-term partnerships.

Algorithm for effective interaction with conflict clients.

Prevention conflict situations and claims from customers.

Psychological protection, overcoming the negative consequences of interaction with difficult clients.

6. Active search for new customers.

How to find the most profitable clients.

Establishing the first contact with prospective clients using the phone. Techniques for effective telephone communication.

Algorithm for finding new customers using recommendations.

The training includes the following:

individual work,

discussions,

discussions,

Role-playing games,

Maintaining feedback.

The result of the training is to increase the level of sales by managers by improving negotiation skills, effectively concluding transactions when interacting with a client.

Training "Attracting and retaining the most profitable customers of the enterprise."

Principles of effective search for new customers. Methods for determining the target group of prospective clients, taking into account mutual benefits.

Key success factors in the process of attracting new profitable customers at exhibitions, presentations, through telemarketing and personal meetings.

Techniques for successfully arguing the value of the offer for different types of customers.

Techniques for taking into account the peculiarities of the client and his business for a long-term mutually beneficial partnership.

The specifics and key success factors of working with VIP clients.

Feedback - effective remedy development of business cooperation with customers. How to minimize the negative effects of complaints.

The training includes the following:

Exercises in groups and in pairs,

individual work,

discussions,

discussions,

Role-playing games,

The use of handouts,

Maintaining feedback.

Thanks to this training, sales managers will be able to find the most profitable customers, establish long-term partnerships with customers, outperform competitors and significantly increase sales.

Training " Effective sales in the textile industry."

1. Features of sales in the textile market.

Analysis of factors influencing the sales process.

Industry specifics of the technology for concluding a transaction and customer service support.

Looking for new clients. The first order as the beginning of a long-term cooperation.

2. Approach to the sales process.

Factors affecting the quality of the sales process.

Selling as helping a client solve his problem.

Development of qualities and skills necessary for professional work with clients.

3. Psychology and communication skills with the client.

Positive thinking. Creating a positive image of the company and products.

The ability to actively listen. Individual approach to the client.

Motives that determine the choice of the client. The ability to recognize the leading motive and use knowledge of motives in the sales process.

Client types. Ability to establish contact with different types of clients. Dealing with difficult clients.

Features of communication with customers by phone.

4. Sales process. Seven phases of a commercial conversation.

Training. Starting a conversation: how to get attention.

Establishing contact with the client.

Analysis of customer needs. Types of effective questions. Questioning technique. Questions that should not be asked.

Sentence. Using knowledge about the properties, benefits and value of the proposal for effective argumentation. Argumentation aimed at the main motive of the purchase.

Dealing with customer objections. Types of objections and how to deal with them. Banking objections. Objection response strategies.

Checking the readiness of the client to conclude a transaction. Bringing the client to the conclusion of the transaction.

Gain. Establishing long-term relationships with clients.

It seems expedient to introduce into the staff of the enterprise the position of a marketing manager, subordinate directly to the commercial director of the enterprise.

The job responsibilities of a Marketing Manager might be as follows:

2. Visiting specialized exhibitions (mainly in the Krasnodar Territory) with the distribution of promotional materials and the collection of various information about competitors;

3. Collection of information about the competitors of the enterprise;

4. Analysis and consideration of possible new directions of the enterprise's activity;

5. Development of a marketing plan for the enterprise for the next a period of time with its transfer for approval to the commercial director;

6. Analysis financial indicators enterprise and recommendations for their improvement with the subsequent transfer of data for approval to the commercial director;

Next, consider the development of new methods for promoting goods. To form loyalty to the company's products among the company's customers, it is possible to conduct a bonus program: for example, when buying one piece of product X, a retail trade enterprise receives one copy of the same product as a bonus. This step is an effective lever to increase the representation of products in retail network enterprise sales market. If the representation of the product is satisfactory, promotions are held in stores aimed at increasing purchase volumes. For example, 10 retail outlets that have chosen the largest amount of product X of the agreed assortment during the promotion period receive valuable prizes.

DPI-monitoring of retail prices for products sold by Opt-Market LLC is required. DPI (distribution price index) is the holding in retail trade enterprises various categories price monitoring and distribution. As a result of the study, the company receives the following data:

- % of distribution of the enterprise's goods and its ratio with competing goods;

Average retail prices;

Maximum retail prices;

Minimum retail prices.

All indicators are calculated for each manufacturer/brand and for RTP categories (supermarket, grocery store, convenience store, etc.). DPI-monitoring of retail prices is carried out by the marketing manager of the enterprise.

Since the competitors of Opt-Market LLC provide their customers with large payment deferrals when purchasing products, it is possible to provide the largest and most loyal customers of the company with commodity loans at following scheme. The amount of a commodity loan is determined individually for each client, based on the results previous month. It can range from 50 to 300 thousand rubles. with a turnover of up to 1 million rubles. If the volume of the selected product exceeds 1 million rubles, then the amount of the commodity credit will be determined individually.

To optimize the promotion of products in the state of the enterprise, it is necessary to hire one merchandiser with the following terms of reference:

1. Studying the sales area of ​​the goods.

2. Determination of the POS (point of sales) point of final purchase of goods and the development of a scheme for establishing business relationships.

3. Negotiating with the management of trade enterprises on holding merchandising events (presenting goods and related services, convincing them of the need and effectiveness of merchandising).

4. Carrying out activities for the presentation of goods in POS using the following merchandising tools:

a) Space-management - displaying goods in ways that encourage impulsive purchases of goods;

c) Stock-control - calculation of the necessary and sufficient quantity (balance) of goods in POS, ensuring their availability.

5. Motivation of the POS management to conclude contracts for the supply, purchase and sale, commission (provision of small consignments of goods for commission).

6. Implementation of preparatory work on the conclusion of contracts for the purchase of goods with responsible employees of trade enterprises.

7. Taking measures to maintain long-term relationships with the management and specialists of trade enterprises.

8. Implementation of general control over the status of execution of orders.

9. Control over:

Compliance with the concept of laying out goods;

10. Taking measures for the reconstruction, repair, replacement of defective or worn advertising elements.

11. Implementation of education and training of maintenance personnel commercial enterprise in the following areas:

Main consumer characteristics of goods;

Principles of maintaining the concept of displaying goods;

Fundamentals of motivation for the sale of goods to consumers.

12. Organization of promotions (tastings, sampling, etc.).

13. Analysis of the principles of work in POS merchandisers of other organizations.

14. Tracking sales dynamics in POS.

15. Preparation of reports (weekly, monthly) on goods.

16. Collection of information about sales in POS to apply incentive and incentive measures to POS (awarding prizes based on the results of the competitions "Best in Sales", "Best in Sales Dynamics"; providing special discount systems for high sales rates; advertising about POS in promotional materials of a manufacturer of goods, a wholesaler, etc.).

17. Formation of a data bank on POS (organizational and legal forms, addresses, details, telephone numbers, names of managers and leading specialists, financial condition, purchase volumes, etc.).

18. Preparation of reports on the results of the work done and on the consumption of advertising samples of goods, advertising elements, etc.

The marketing plan budget for 2012 is presented in Table 2.1.

Table 2.1

The budget of marketing activities of Opt-Market LLC for 2012

The company's revenue for 2012 will increase by 30,000 thousand rubles, profit by 3,000 thousand rubles. Therefore, putting this marketing plan into practice is cost-effective.

CONCLUSION

The planning of the activities of firms, especially large ones, has always been carried out to a greater or lesser extent. But nowadays it is more and more linked with marketing and its principles. The presence of a strategic plan makes it possible to clearly formulate the ultimate goals of the activity, correctly allocate resources, take into account the strengths and weaknesses of the company, take care of the training and attraction of the necessary personnel in a timely manner, order equipment, coordinate the supply of raw materials, conclude contracts for the supply of components from other companies, parts, and, if necessary, create a network of branches, etc.

Planning is the process of determining goals, strategies, and activities to achieve them over a certain period of time, based on assumptions about the future likely conditions for the implementation of the plan. In general, we can talk about the development of strategic, as a rule, long-term plans and tactical, annual marketing plans.

A strategic, long-term marketing plan, developed for 3-5 years or more, describes the main factors and forces that are expected to affect the organization over several years, and also contains long-term goals and main marketing strategies indicating the resources needed to their implementation. The long-term plan is usually reviewed and updated annually, on the basis of which an annual plan is developed, which is more detailed.

The annual marketing plan describes the current marketing situation, marketing goals, marketing strategies for the current year. It also includes: action program, marketing budget, control measures.

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

Product plan;

Research and development of new products;

Sales plan - increasing sales efficiency (number, equipment with new modern equipment, training sales staff, stimulating their work, choosing their territorial structure);

Distribution channel operation plan (type and number of channels, management of these channels);

Price plan, including price changes in the future;

Marketing research plan;

Plan for the functioning of the physical distribution system (storage and delivery of goods to consumers);

Marketing organization plan (improving the work of the marketing department, its information system communication with other departments of the organization).

The structure of a marketing plan includes the following sections:

Annotation for the guide

current marketing situation,

Dangers and opportunities

marketing goals,

marketing strategies,

action programs,

Marketing budget and control.

In the course work, a marketing plan for the enterprise for 2012 was developed. During the implementation of this plan, it is planned to increase the company's market share from 59% to 70%, increasing revenue by 30,000 thousand rubles. per year, profit - by 3000 thousand rubles. in year. The budget for marketing activities is 1,030 thousand rubles a year.

During the development of the marketing plan, the following measures were proposed to improve economic activity enterprises:

1. Reducing accounts payable to improve its financial performance;

2. Revise the system of remuneration of managers and sales representatives, introduce a "salary plus commission" system;

3. To improve the skills of sales department employees, use various trainings, including specialized ones;

4. Introduce a marketing manager and a merchandiser into the staff of the enterprise;

5. Take part in specialized exhibitions.

Recommendations for improving marketing activities are focused primarily on the current solution of the problems of the enterprise. Ultimately, they should help improve the efficiency of its financial and economic activities in all areas.

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Marketing planning (marketing planning) - setting marketing goals, choosing marketing strategies and developing activities to achieve them over a certain period, in other words, this is an activity to develop various kinds marketing plan.

At marketing planning, three approaches can be used:

• top-down planning;
• bottom-up planning;
• planning "goals down - plan up" (goals down-plans up planning).

In the first case, the management of the organization sets goals and develops marketing plans for all departments.

In the second case, various departments of the organization develop own goals and plans that are sent to management for approval.

In the third case, the management of the organization, based on the capabilities of the organization, develops the goals of its activities, on the basis of which measures are developed in the divisions of the organization aimed at achieving these goals. These plans are approved by the management of the organization. In most cases, the third approach is used.

In different organizations marketing planning is carried out differently in terms of the content of the plan, the duration of the planning horizon, the sequence of plan development, the degree of formalization and organization of planning. In any case, the development of a marketing plan precedes the development of a plan for the activities of the organization as a whole.

Degree of formalization of marketing planning(mandatory for organizational units forms of planning documents, planning procedures, frequency and timing of the development of planning documents, the availability of a single methodological support, etc.) largely depends on many factors, including the position of the organization and the characteristics of its activities in the market. In organizations operating in markets with an established range of consumers, a structure of demand and competition, i.e., in the so-called "mature" markets, as a rule, planning reaches a fairly high degree of formalization with strictly determined planning periods, distribution of planning functions and a plan development system . Organizations operating in several markets with uncertain fluctuations in the volume and structure of demand, a high degree of risk in conducting commercial operations, aggressive growing competitors, are more likely to focus on less formal planning based on the use of situational plans developed for certain market situations and implemented when these situations arise. (both beneficial and threatening to the organization). However, there are also organizations that do not develop marketing plans at all.

One of the main goals of marketing - establishing the maximum possible regularity and proportionality in the activities of the company based on its strategic goals. Main managerial task management of the firm (enterprise) when using planning is to reduce the degree uncertainty and risk in business activities and ensure the concentration of resources in selected priority areas. The effective implementation of all marketing functions at the proper level is unrealistic without thoughtful and comprehensive planning.

Planning is a type of activity related to setting goals and actions in the future. A plan for the optimal allocation of resources to achieve the goal.

Noting the importance of planning for the economic activities of the company, the famous English scientist - specialist in management - K. L. Hudson writes in his book "Organization and Management of the Enterprise": to plan means to develop a scheme future activities firms to achieve desired results at a given cost and within a specified period of time; and further, that planning is a deliberate attempt to influence, manage the scope, speed, and consequences of change.

Effective intra-company planning implies the need to comply with the following basic principles:

• it must have the necessary flexibility and adaptability, i.e., respond in a timely manner to changes in the external environment of the enterprise;
• planning should be done, first of all, by those who will then implement the developed plans;
• the level of competence in planning should correspond to the level of competence in relation to the management of enterprise resources.

The relationship between the marketing system and planning is active, two-way. The goals of marketing activities have a decisive impact on the nature, time horizon and planning system. At the same time, the implementation of marketing activities in a certain sequence is carried out in conjunction with a comprehensive marketing program (plan). A manifestation of planning in the implementation of marketing activities is the development and implementation of a marketing program, which in fact is general plan and determines the content of all other enterprise plans.

Planning in marketing is aimed at solving the following main problems:

• definition of goals (for example, differentiation of goods taking into account selected market segments, development of new goods or markets, solving the problem of competitiveness, etc.), as well as the basic principles and criteria for evaluating the planning process itself;
• formation of the structure and reserves of private plans, the nature of their interconnection (for example, linking plans for the sale of goods in certain market segments, marketing and production activities of foreign branches and branches, etc.);
• determination of the nature of the initial data necessary for planning (state and prospects of the market, current and prospective needs of the end users of the enterprise's products, forecast data on changes in the commodity structure of foreign markets, etc.);
• definition common organization planning process and framework (levels of competence and responsibility of managers, rights and obligations of organizational and structural divisions of the enterprise, etc.).

The most important constituent parts firm planned work carried out on the basis of the principles and methods of marketing are planning (planning) marketing.

Common sense dictates that a firm entering a foreign market should initially offer goods that it already produces and sells on the domestic market, and not try to sell something new. Naturally, this traditional product for the company must meet the requirements of potential external buyers in terms of its consumer properties; be competitive in terms of these indicators and price; satisfy needs that competing products either do not satisfy at all (this is the most desirable option), or satisfy them insufficiently. All these provisions will be disclosed in the future in sufficient detail. For now, we will assume that we have a competitive product (or even a group of products).

Before proceeding to the description of the next stage, we must make one remark. From the point of view of methodology, one should start not with drawing up a plan, but with the stages that precede this procedure - with an analysis of the market, competitors, etc. However, in this case, we would be faced with a situation - “because of the trees you can’t see the forest” . All these stages only make sense in the context of the main goal: marketing planning and control. That is why we decided to take the following path: first, describe the entire procedure, introducing new terms and only briefly explaining them in order to present a complete picture, and then explain in detail the content and meaning of each stage and each concept used.

So, the next stage of "pre-planning" - choice of markets, on which it is advisable to work (exit or continue activities) with this product.

Based on the available goods and forecasts of the market situation (perhaps it is unnecessary to mention that only real markets with at least a minimal perspective are evaluated), set the task each department of the company: sales volumes in physical units and monetary terms (sales quotas). Among the goods are usually distinguished new goods that have not yet conquered the market, and therefore require increased attention, then traditional goods that are in steady demand, and finally, weak goods, the demand for which is falling or is uncertain in its trends. It does not matter whether the products (services) are expensive or cheap: it is important that they differ in the degree of novelty and demand trends.

An important step in planning is pricing. The maximum and minimum acceptable prices are determined when considering the best marketing strategy for each product, while in terms of marketing activities, list prices (announced to the public) are determined, as well as discounts and surcharges that should be taken during negotiations when contractual agreements are formed. prices. To determine the price, the excess of demand over supply is of paramount importance, then own costs (not only the cost, but also transport, insurance, customs and other costs), and then the prices offered by competitors; to start a "price war" is possible only after a thorough analysis of what consequences it will lead to and whether it will cause dangerous losses.

The amount of deductions for marketing in relation to total sales - a question that each firm decides on its own, based on the experience of competitors and considerations about the role played by the activities of the marketing service in achieving the company's goals. Ready recipes not for all occasions, but the general rule is that the less "serious" and more "mass" the product, the greater should be deductions for marketing (market research, and sales promotion). The correct distribution of allocated funds between these departments of the marketing service requires an analysis of both the experience of competitors and their own practices. In fact, it goes by the method of trial and error (therefore, it is harmful both to attach tragic significance to mistakes and to persist in them).

Planning procedure should represent dialog between higher levels management employed strategic issues, and lower, solving tactical problems. Top management cannot foresee all the particular situations in the markets, from which it is also separated in space, but such foresight is not required from leaders of this rank. They are only obliged to remember and take into account in their work the private ideas and plans of lower managers and operational workers, since these ideas and plans usually reflect well the strengths and weaknesses of local conditions of trade and in general. market activity(advertising, product promotion, etc.). Continuity of dialogue, encouragement of lower managers to initiative proposals, effective remuneration for such proposals is an effective way to optimize relations between different levels guides. By the way (although this does not apply directly to planning procedures), many firms arrange multi-day "excursions" for employees of the central management level abroad, where people get acquainted with the work of employees of foreign branches of the company, in an informal setting imbued with the specifics of working in this market, it is better begin to understand the difficulties and demands of people working in the branch. For the heads of marketing services and marketing departments, it is considered obligatory to visit the foreign branch of the company at least once a year in order to get acquainted with the state of affairs with their own eyes, and not by papers. The same purpose (frank conversations and exchange of views in an informal setting with top management) is served by periodically convened conferences of employees of foreign departments.

The planning procedure is not a linear, but a circular, cyclic process. It is by no means limited to drawing up a marketing plan. The plan adopted at the top must be able to change in accordance with the data coming from below, adjusted in accordance with the realities of the external marketing environment.

In general, we can talk about the development of strategic, as a rule, long-term plans and tactical (current), as a rule, annual and more detailed marketing plans. The strategic marketing plan is aimed at solving the detailed study of the strategic objectives of marketing activities in relation to the company as a whole and to individual strategic business units.

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

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

The annual marketing plan describes the current marketing situation, marketing goals, marketing strategies for the current year. The annual marketing plan covers plans for individual product lines, individual product types, and individual markets.

Wholesale companies, the specifics of which is the presence of several market segments with uncertain fluctuations in the volume and structure of demand, a high degree of risk in conducting commercial operations, aggressive, growing competitors, are more likely to focus on flexible marketing management using situational plans and scenarios developed as potentially dangerous situations arise or new prospects for the company's development appear.

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

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

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

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

Golubkov E.P. notes that both strategic and tactical plans for marketing activities may include the following sections:

product plan (what and at what time will be produced);

research and development of new products;

· sales plan - increasing sales efficiency (number, equipment with new modern equipment, training sales staff, stimulating their work, choosing their territorial structure);

· a plan for the functioning of distribution channels (type and number of channels, management of these channels);

· price plan, including price changes in the future;

a marketing research plan;

· a plan for the functioning of the physical distribution system (storage and delivery of goods to consumers);

· marketing organization plan (improving the work of the marketing department, its information system, communication with other departments of the organization).

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

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

“The marketing plan for 2006 is aimed at achieving a significant increase in sales and profits of the company compared to the previous year. The estimated sales volume is $240 million, the planned profit is 20% of the sales volume. We believe that this growth can be achieved by reducing production costs, increasing the level of competitiveness and improving distribution methods. Net profit from core activities will amount to 25 million dollars, which is 25% higher than last year. To achieve these goals, $4.8 million, or 2% of planned sales, must be earmarked for sales promotion. Advertising spending should be $7.2 million, or 3% of planned sales…”

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

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

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

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

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

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

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

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

The development of a marketing plan begins with setting goals for the development of a wholesale enterprise. The generalized goals of the company's development are usually formed in financial terms and characterize the company's activities in the future. The time range, of course, may be different.

Based on the goals and strategies of the company's development, an analysis of marketing activities is carried out, which is divided into three parts: analysis of the external marketing environment, internal marketing activities wholesale company and its marketing systems. This analysis can be described in more detail as follows (Table 1.1).

Table 1.1

Analysis of the marketing activities of a wholesale enterprise

Scope of analysis
Analysis of the external marketing environment	Business and economic external environment: the state of the economy, financial policy, socio-cultural conditions, technological conditions, socio-economic conditions within the company. Market environment: general state of the market; market development (product, price, commodity circulation); distribution channels; communications (advertising, exhibitions, marketing services, public relations); the state of the industry. Environment of competitors (economic, financial, technological state, marketing activities).
Detailed analysis of marketing activities.	Volume of sales; market share; profit; marketing procedures; organization of marketing; control of marketing activities; analysis of all elements of the marketing mix.
Analysis of the marketing system	Marketing goals; marketing strategy; rights and obligations of managers in the field of marketing; Information system; planning system; control system; interaction with other management functions; profitability analysis; analysis according to the criterion "cost - effectiveness".

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

Oversaturation of the market with this product due to the introduction of new competitors production capacity can increase from 105 to 115%;

• competition in the field of pricing will lead to a drop in prices by 10%;

· the main competitor at the end of the second quarter will be released to the market a new product.

The next step in marketing planning is setting marketing goals.

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

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

Pricing strategies can be formulated as follows:

setting the price of the product in accordance with its position in the market;

Implementation of a different pricing policy for different markets;

· Development of a pricing policy taking into account the pricing policy of competitors.

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

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

Channels through which the product is brought to the consumer;

level of after-sales customer service;

activities to reduce the cost of product delivery;

Selling in bulk or small lots.

After completing these stages of marketing planning, it is necessary to once again verify the possibility of achieving the goals and strategies adopted, using such evaluation criteria as market share, sales volume, resource costs, profit margins, and other estimates of expected results and the likelihood of their achievement.

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

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

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

F. Kotler identifies four most common methods for calculating the budget as a whole: from cash, as a percentage of the amount of sales, competitive parity and based on goals and objectives.

· The cash method is the allocation by the company of such an amount for the implementation of marketing activities that it, in its opinion, can afford.

Unfortunately, this method of calculation completely ignores the effect of marketing activities on sales and therefore leads to over or under costs.

· Calculation method as a percentage of the amount of sales - calculation of the budget in a certain percentage of the current or forecasted revenue, or as a percentage of the price of the goods.

Compared to the previous one, this method has a number of advantages. It is easy to use and displays the relationship between costs, the selling price of a product, and the amount of profit per unit of product. But this method has many disadvantages. He sees sales as a precondition for promotion, not as a result. The budget is determined on the basis of available funds, and not on the prospects for business development. This method does not allow for unplanned costs, in some cases necessary to revitalize trade. The choice of a particular percentage is arbitrary and not justified by any objective considerations other than the firm's past experience or similar costs to competing firms.

· The method of competitive parity - the allocation to the budget of marketing activities of the amount corresponding to the costs of competitors.

There are two arguments in support of this method. First, the level of costs of competitors reflects the point of view of most companies in the industry. Secondly, it is believed that the same level of costs helps to avoid intense competition in the field of promotion. But none of these arguments can be considered convincing. There is not the slightest reason to believe that competitors are able to estimate the necessary amount of costs for the company better than the company itself. Nor is there any evidence that competitive parity budgets discourage intense competition.

· Calculation method based on goals and objectives - budget calculation based, firstly, on the formulation of specific goals; secondly, from the definition of the tasks to be performed in order to achieve these goals; thirdly, from the assessment of the costs of performing these tasks.

This is the most difficult method in practical terms. The main advantage of this method is that it requires management to clearly state the communication goals, how to achieve them, and budget alternative communication programs.

Let's highlight the marketing strategies developed to penetrate the market with a new product. The strategy of entering the market with a new product can be specified using the matrix "product price-promotion costs" (Fig. 1.1).

Rice. 1.1

The types of strategies applied are presented in Table 1.2

Table 1.2

Types of Marketing Strategies

Type of marketing strategy	Application conditions
Rapid strategy making a profit (intensive strategy)	The majority of buyers are not aware of the product and significant efforts are required to inform them and create positive attitude to the product; buyers who are aware of the product are willing to pay a high price.
Slow Profit Strategy	the market capacity is insignificant; the product is known to most buyers; buyers are willing to pay a high price; there is little competition in the market.
Rapid strategy (wide) penetration	large market capacity; Buyers are poorly informed about the product; For most buyers, the high price is unacceptable; the competition in the market is high; · the increase in the scale of production reduces the unit cost of production.
Slow penetration strategy (passive strategy)	large market capacity; good knowledge of the product; refusal of buyers to purchase expensive goods; market competition is not high.

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

We also single out marketing strategies in relation to competition. The basic strategies for gaining competitive advantage for a wholesaler from a marketing point of view can be specified in the following areas:

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

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

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

In some cases, the leading position of the company is achieved through the sale of products in combination with related services that are not fully provided by competing firms. Studies show that the strategy of "complex marketing" of products together with services plays a large role in the early phases of the product life cycle, when the consumer has not gained experience in using a new product. The strategy of "complex marketing" can be applied in the phases of maturity and decline, if the company manages to establish itself in the market as a supplier of "full complex services" related to this product, so that the product itself can be only one of the elements in the company's activities.

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

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

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

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

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

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

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

market strategic planning marketing

In marketing planning, as in planning in general. Three approaches can be used: top-down planning, bottom-up planning, and goal-down-plan-up planning.

In the first case, the top management of the organization sets goals and develops plans for all departments of the organization. In the second case, various departments of the organization develop their own goals and plans, which are sent to top management for approval. In the third case, the management, based on the capabilities of the organization, determines the goals of its activities, the plans developed in the divisions of the organization are aimed at achieving these goals; these plans are approved by the top management of the organization. In most cases, the third approach is used, when the development of a marketing plan is preceded by the development of a plan for the organization as a whole.

The marketing plan is the basis of the company's activities in the field of ensuring the profitability of its work. Therefore, planning the marketing activities of the company should be isolated from the planning of other functions of business activity. At the same time, the emphasis is on the fact that the marketing plan is only one of the sections of the company's plan. There are three main objectives of the company plan as a whole:

• 1. Analysis of the state in which the company is currently located (definition key factors environment, economic, commercial, scientific, technical and other development trends of the company).
• 2. Determination of the main goals and objectives of the company's development in terms of the use of capital, return on capital investments, etc.
• 3. Defining a strategy for mobilizing the company's resources to achieve the main goals and objectives of development.

The planning process in the company begins with the definition of the initial goals of its development and activities.

The generalized development goals of the company are usually formed in financial terms and characterize the company's activities in the future, for example, in five years. The time range, of course, may be different. For example, an engine building corporation does not expect its plan to strategic development will be realized before 10 years, while the companies releasing pop music discs plan to turn a profit within a few months. Examples of company development goals: increasing the volume of trade, accelerating the payback of capital investments. Usually, the goals try to quantify what the statements of the above goals indicate. However, not all of them can be quantified. The following formulations can serve as examples of qualitative goals: to survive in a competitive environment, to be a good citizen in other countries, to maintain a high prestige of the company, etc. Sometimes, as the main and only goal of the company profit maximization is considered This approach should be considered a simplification both from a theoretical and a practical point of view The company aims to achieve a satisfactory rather than maximum profit amount Often this profit value acts as a restrictive goal However, profit maximization as an evaluative criterion when considering alternatives used as the first obstacle in the search best solutions. In the subsequent stage of the analysis, other limitations must be taken into account. When developing initial goals, it is necessary to take into account the interests of interested individuals and organizations. They mean:

shareholders (growth in profits and dividends)

employees (job security, wages, job satisfaction)

government agencies (price policy, environmental protection)

local governments (interests of the inhabitants of the region)

consumer protection organizations, etc. The initial objectives are passed through a triple filter: available resources at home and abroad, environment (by market), internal company capabilities (internal audit). The environmental analysis identifies new opportunities that may arise in the activity in a particular market. When conducting an internal audit, the strengths and weaknesses of the company's activities for the previous period are analyzed. The analysis should provide answers to questions such as the following: "Is the company able to achieve its goals on the basis of available resources in a particular environment?". Having collected and analyzed information characterizing various aspects of the company's activities, they identify its strengths and weaknesses, as well as opportunities and threats that exist or may arise in the markets for products (services). It is desirable to conduct comparative analysis strengths and weaknesses of the company and its most important competitors. Further, strategies for achieving goals are analyzed and selected, which in the company's divisions are translated into plans for certain types of activities, among which is marketing. These plans are coordinated with each other, and on their basis a single strategic plan of the company can be developed. As a rule, in the first year of planning, these plans are worked out in more detail. Let's take a closer look at developing a marketing plan. Based on the goals and strategies of the company's development, an analysis of marketing activities is carried out, which is divided into three parts: analysis of the external marketing environment, internal marketing activities of the company and its marketing system. This analysis can be described in more detail as follows.

Analysis of the external marketing environment:

Business and economic external environment: the state of the economy, financial policy, socio-cultural conditions, technological conditions, socio-economic conditions within the company.

• 2. Market environment: the general state of the market; market development (product, price, commodity circulation); distribution channels; communications (advertising, exhibitions, sales services, public relations); the state of the industry.
• 3. Environment of competitors (economic, financial, technological state, marketing activities).

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

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

The next step in developing a marketing plan is to formulate assumptions about some factors external to the company that may affect its activities. Examples of such assumptions:

oversaturation of the market with this product due to the introduction of new production capacities by competitors may increase from 105 to 115%;

competition in the field of pricing will lead to a drop in the price of 10%;

main competitor at the end of the second quarter will be released to the market a new product.

When alternative marketing strategies are evaluated in the next stages of planning, it is necessary to know the range of changes in the final results of marketing activities, based on various assumptions.

The next step in marketing planning is key to the entire marketing process - setting marketing goals. Marketing objectives are mainly about only two aspects - products and markets: what products do you want to sell and in what markets?

Goals in the field of pricing, bringing the product to the consumer, advertising, etc. are lower level goals and should not be confused with marketing goals. They are part of a marketing strategy aimed at achieving marketing goals.

There are four options for setting marketing goals:

existing products for existing markets;

new products for existing markets;

existing products for new markets;

new products for new markets.

To determine the level of achievement of goals, they must be quantified. Terms such as "maximize", "minimize", "penetrate", "increase" are valuable if they are quantified. This applies to sales volume, market share, revenue, and so on. For example, a marketing goal might be quantified as: enter market Y with product X and capture 10% of its share within one year. Since such a goal is formulated quantitatively, it is easy to check the level of its achievement. However, there is an opinion that marketing is not subject to causal patterns. The management of one chemical company has lost its former confidence that it is possible to achieve quantified goals using a well-defined amount of advertising. In this and other companies, attempts to determine the range and metrics of marketing programs that lead to the achievement of certain goals are currently pragmatic and not based on the desire to quantify everything. Often, the marketing plan evaluates the likelihood of achieving each goal and discusses the threats that prevent this.

However, other companies include multiple goals in their marketing plans, stemming from a limited number of vital goals.

The core of the goals of marketing activities should be the specificity of the product or the need for it. If possible, it should be oriented not to groups of buyers, but to needs, since buyers are a fickle category.

For example, one of the firms that produces devices implements the above provision when planning its activities as follows. It focuses not on the production of precision instruments, but on the solution of quantifiable problems, which determines the content of specific marketing goals.

Another company that manufactures pumps does not sell pumps, but the end result of their use.

Marketing strategies are ways and means to achieve marketing goals and cover the four main elements of the marketing mix: product, price, promotion of the product and bringing the product to the consumer. For example, product strategies are as follows:

development of new products, expansion of the range of existing products, decommissioning of obsolete products.

Examples of a pricing strategy:

setting the price of a product in accordance with its position in the market;

pursuing a different price policy in different markets;

development of a pricing policy taking into account the pricing policy of competitors.

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

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

channels through which the product is brought to the consumer;

level of after-sales customer service;

measures to reduce the cost of product delivery;

sale in bulk or small lots.

It is necessary to integrate the strategies developed for the individual elements of the marketing mix. For example, if the goal is to secure a 10% market share in France, then a strategy could be adopted that includes:

in the product area, repackaging products specifically for the French market, paying attention to language, weight, shape, etc.

in the field of price - the price must be 10% lower than the price of competitors, and the company must be ready in the event of a price war (until the market stabilizes) to reduce the price below the level of profitability;

in the field of product promotion - training sales agents relatively strengths product, price policy, delivery to consumers, service, etc.;

planning contacts of sales agents with pre-selected potential consumer firms;

in the field of delivery of the product to the consumer - setting deadlines for establishing contacts with agents in France, creating storage bases for the product in France and its transportation.

After completing these critical stages of marketing planning, it is necessary to re-evaluate the possibility of achieving the goals and strategies adopted, using such evaluation criteria as market share, sales volume, resource costs, profit margins, and other estimates of expected results. It is possible that it is necessary to test the market, organize trial sales, implement some other activities that allow you to look at decisions made from a different angle. Obviously, the marketing planning process, like any decision-making process, may need to go back to the initial stages of planning.

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

A strategic marketing plan may include the following sections:

product plan (what and at what time will be released);

research and development of new products;

marketing plan - increasing sales efficiency (number, equipment with new modern equipment, training sales staff, stimulating their work, choosing their territorial structure);

distribution channel operation plan (type and number of channels, management of these channels);

price plan, including price changes in the future;

marketing research plan;

plan for the functioning of the physical distribution system (storage and delivery of goods to consumers);

marketing organization plan (improving the work of the marketing department, its information system, communication with other departments of the organization).

Such a plan can be developed in terms of products, regions, and can be focused on individual groups of consumers.

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

The conversation is actually about the development of action plans for each division of the company, aimed at achieving the goals set using the selected strategies. They should contain answers to the questions: who, what, when, where, with what resources and how should be done in order to implement the tasks of marketing plans and programs. Written instructions for the preparation of action plans are also usually developed, accompanied by forms and templates for filling them out. These detailed plans and programs are aimed at the implementation of specific sub-goals developed within the overall strategies.

For example, a sub-objective for a marketing mix element—bringing the product to the consumer—may be to ensure that the product is delivered to the consumer within 48 hours of receipt of the order. The strategy to achieve this sub-objective will be to ensure a minimum quantity of product in each warehouse, and not in the direct delivery of the product.

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

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

The final stage of marketing planning is the establishment of standards (criteria) by which progress in the implementation of marketing plans is measured (monitoring the results of marketing activities). This once again emphasizes the importance of quantitative and temporal certainty of the goals of marketing activities. Progress can be measured for an annual time interval, and quarterly, and for each month or week. Based on such measurements, adjustments can be made to marketing activities. For example, if sales are lower than expected, you need to determine what is causing this and what should be done to correct the situation. If the volume of sales is higher than expected, then it is necessary to determine what is causing this. It may be necessary to raise the flail on the product. This will inevitably lead to some decrease in sales, but possibly higher profits.

It is often necessary to delve into more detailed details, especially if deviations from planned targets are found. In this case, the causes of these deviations are found and measures are developed to eliminate them.