Product development strategy. Coursework development of a product development strategy Strategy for the development of new products sample

An integrated algorithm of actions, determined by the goal setting of the company, is commonly called a business strategy. This model actions includes a list of rules, compliance with which is necessary to achieve the goals. Business strategy regulates a set of decisions and determines the vector of the direction of action for the successful implementation of the company's ambitions.

When choosing a business strategy, the following components are taken into account:

market policy;
the industry in which the business operates;
type of product being produced;
manufacturability;
the credibility of the company in specialized market segment.

Business strategy development

World-class experts are unanimous in their opinion that when choosing a strategy, it is necessary to take into account a number of nuances:

what is the proposed service or product;
the relevance of the promoted product or service;
detailed study of the competing market share;
building a database of potential customers;
analysis of the advantages and disadvantages of competitors;
search for alternative technical components of the business;
formation of an evidence base for the advantages of an existing business;
analysis of the shortcomings of your enterprise;
systematic search for solutions for leveling weaknesses business;
analysis corporate ethics as an important component of a successful enterprise;
review of the business project development prospects;
compiling a list of potential risks;
review of the company's potential and resources to eliminate possible problems.

A competent business strategy without fail takes into account detailed answers to each of the above points. Analytical work in the field of enterprise capabilities and resources, step by step plan actions allow you to fully compose an overall picture of achieving the maximum results that the company strives for.

Business strategy assumes the presence general directions, the implementation of which becomes the key to the successful life of the enterprise, strengthening its position in the realities of fierce market competition.

In the context of a wide range of possible actions, the strategy helps to determine the specific vector of the company's movement that ensures maximum performance. At the same time, the alternative is always taken into account and remains in sight as a fallback option. In companies leading on the world stage, the strategy is developed by a conglomerate of specialists and operates at all managerial levels.

Levels of strategic management

Corporate level. As a rule, this level is demonstrated by enterprises operating simultaneously in several areas. Specializes in making decisions on diversification, procurement and liquidation issues, changing the profile of one or more components of an existing business, performs managerial functions in the field of financing.
The level of management of independent enterprises and organizations. The development of a strategic plan is based on the need to improve the competitive capabilities of the enterprise.
The level of management of the functional areas of business, heads of finance, marketing, production, personnel management, and so on.
The linear level of strategic management includes the heads of the branches of the enterprise.

When drawing up a business strategy, it must be remembered that market realities are constantly changing. A business strategy helps to operate in conditions of partial uncertainty and should definitely be developed at all stages of enterprise management.

Existing in the entrepreneurial market and striving to expand and develop their business, many do not think that the main actions and ideas were invented many years ago, have not become outdated for decades, and it is not at all difficult to apply them.
For successful development business needs to adhere to a clear plan (which, nevertheless, you need to be ready to make changes, because the market is a dynamic structure) and a certain sequence of actions (strategy).

Concentrated growth strategy - characteristics and types

In the specialized literature, four main so-called reference strategies have been deduced: the strategy of concentrated growth, integrated growth, diversified growth and reduction. All of them serve the development of the enterprise and should be taken into account at all levels of the organization. Strategies work by changing such elements (one or more) as: product, market, industry, position within the industry and technology.

Let's consider the strategy of concentrated growth in more detail.

Characteristics of the concentrated growth strategy

As you have already understood from the above, the concentrated growth strategy is one of the four main types of strategies aimed at the development of an enterprise. Without touching the three main elements, the concentrated market strategy works only with the market and the product. In turn, it is divided into three subtypes:

a strategy for strengthening market positions (or market processing);
market development strategy;
product development strategy (or innovation).

Market Strengthening Strategy

This type of strategy works with an already existing product in a particular market. The risk, in comparison with other types of strategies, is minimal: everything you have to work with is familiar and proven, the worst that awaits you is that you will simply remain at the same level.

But at the same time, you will have to invest significant efforts in marketing. By and large, this strategy is aimed at increasing sales.

Suitable conditions for applying a strategy to strengthen market position are:

emerging promising market;
good reputation of the enterprise;
weak or moderate competition.

You can use, for example, such methods as:

increase (savings always attract the buyer) or decrease (which will encourage buyers to use the product more often) in packaging volumes;
enhanced advertising of goods, holding promotions, tastings, contests, etc.;
flexible pricing policy;
creating joint ventures with competitors or buying their offices;
focus on the most competitive sectors of the market;
encouragement of the most active sellers;
influence on competitors through the authorities.

Market development strategy

This subtype of concentrated growth strategy works with an existing product and consists in finding new sales markets, developing a sales system, and searching for innovations in sales policy. It is advisable to apply a market development strategy if there is:

low competition;
emerging or new market;
increased demand for the product.

To implement this strategy, you can:

develop new market segments: other industries related to yours;
develop new geographical directions, open branches;
explore new marketing channels. For example, you were selling only through stores, or you can try to offer goods for sale in stalls and from stalls in the bazaars.

Product development strategy

By applying an innovation strategy, you are operating in an already established market with a new product or improving an old one. Usually they go this way if there is new idea, there is a market need for this product or it is necessary to spur consumer interest in a once popular product.

Methods can be used:

updating and expanding the range;
increase in the functions and properties of the product (new user-friendly design, increased safety in use, etc.);
product quality improvement

Concentrated growth strategy in practice

An example of the successful application of a concentrated growth strategy can be considered the activities of the Coca-Cola company in Russian market. The company began mastering the market in conditions of fierce competition with the PepsiCo company already operating at that time here. For several years, having invested a lot of money in opening branches and conquering the sales market, as well as in advertising and various promotions for consumers, the Coca-Cola company has built up an excellent production base and continues to develop it intensively.

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Strategy is the organization's pre-planned response to change. external environment.

If the mission sets the general guidelines for the existence of the organization, and the goals determine what the organization specifically strives for this stage development, then the strategy answers the question: “How can the goals be achieved?”

2. Basic company growth strategies

Specific Strategies, chosen different organizations, due to the specifics of external and internal conditions, different views of management on the path of development of the organization and other reasons, they can vary significantly. However, all private strategies can be generalized and we can talk about the so-called basic, or reference strategies development and growth of business and entrepreneurship . These strategies pertain to the entire organization and reflect different approaches to the growth of the firm, associated with a change in one or more of the following elements: product, market, industry, position of the firm in the industry, technology.

1Concentrated Growth Strategies The first group of basic strategies are the so-called strategies of concentrated growth. This group includes those strategies that are associated with a change in the product or market.

2 Integrated growth strategies The second group of reference strategies includes such strategies of entrepreneurial and economic activity, which are associated with the expansion of the organization by including new organizational, economic and economic divisions in its structure.

3Diversified Growth Strategies The third group of reference strategies includes diversified growth strategies. This type of strategic plans is implemented in the case when the company can no longer effectively develop in this market with this product within the industry.

4Targeted reduction strategy It is a forced strategy. It is carried out during recessions and cardinal shocks in the economy, leading to serious changes in market conditions, as well as when the organization needs to regroup forces after a long period of growth or in connection with the need to improve efficiency.

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first group basic strategies constitute the so-called concentrated growth strategies. This group includes those strategies that are associated with a change in the product or market. In the case of the implementation of these strategies, the organization is trying to improve its product or start producing a new one without changing the industry. The strategies of concentrated growth closely intersect with the main growth strategies of Igor Ansoff's matrix.

Igor Ansoff, in his “product-market” model, identified 4 possible strategies for the growth of an enterprise:

market penetration strategy (strategy of strengthening market position)

market development strategy

product development strategy

diversification strategy

For a concentrated growth strategy from this matrix, we can identify 3 suitable concentrated growth strategies that are:

1) Market penetration strategy (strategy of strengthening the position in the market) - "existing market - existing product"

2) Market development strategy - "new market - existing product"

3) Strategy for the development of goods (product) - "new market - New Product »

Let's take a closer look at tactical decisions when implementing each of these strategies.

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market position strengthening strategy Recommended when the market is fast growing and not yet saturated. Using the strategy of strengthening its position in the market, the company continues to work with an existing product in existing markets.

The essence of the strategy of strengthening the market position is to expand the presence and sale of the company's existing products on the market as quickly as possible.

When pursuing a market strengthening strategy, a company should gradually strengthen its market position through better market coverage.

The strategy of strengthening the market position strategy refers to high-cost strategies (as it is associated with intensive advertising support and low price strategies).

It is also worth noting that when implementing the “strengthening market position” strategy, companies resort to horizontal integration, that is, they increase their control over the market by acquiring competing firms.

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Market development strategy

The market development strategy suggests that companies develop new markets for existing products or services, and by attracting a new audience to the product, increase their income and profits in long term. Is the growth strategy with the greatest potential

Under such conditions, the company must focus on the intensive development of its product among a new audience. If the strategy is successfully applied, this segment of the matrix will move into the “existing market and existing product” segment, and the company will be able to apply the strategy of further market penetration.

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Product development strategy

The product development strategy involves the sale of new products in existing markets, to existing consumers. With such a strategy, consumers are already familiar with the brand or the main product of the company, there is already a formed image of the brand or company.

The main source of income and profit growth in this strategy is the expansion of the brand's product lines and entry into new product segments.

In this strategy, it is important to avoid switching consumers from current products to new extensions as much as possible.

If, however, switching consumers from current products to new extensions is embedded in the strategy and the company understands that the new product will completely replace the existing product, then switching consumers from current products to new extensions should be profitable and ensure sales growth, that is, the product must be either more expensive, or be sold in higher volumes, or be more profitable.

Introduction

Strategic management, considered as the activity of top management in managing an organization in a competitive market environment, is an essential component of the life of a modern business organization. No company can be successful in the market for a long period of time without taking action to develop and improve its products. First, every product has its own life cycle. Second, consumer needs are constantly changing. Thirdly, external factors beyond the control of the organization, such as the economic crisis, push the company to change its activity in the market.
Effective strategic management of product development must integrate all components of a competitive position: the price of the product, its quality and consumer properties, the level of product support in the market.
To define a product development strategy means to answer the question: how should the market development of the product be carried out in order to most closely correspond to the formulated image of business success (strategic goals) of the company.
This answer is based on entrepreneurial intuition, confirmed by rational analysis, as a result of which specific goals for the development of a product (a separate business) are formulated. Since most companies diversify their activities into several products (and/or markets), the ability to implement a particular product strategy depends on the overall limited resources of the company and, therefore, is determined not only by market opportunities, but also by overall corporate strategic priorities. Thus, a business idea generated by an entrepreneur, as an expression of an integrated vision of all significant external and internal aspects of activity, should reflect the direction of using the company's total limited resources in this market. In other words, the development of which of the basic competitive advantages - leadership in price, quality, marketing support - or a combination of them is the most appropriate.
The purpose of this work is to consider the following questions:
- how is product development understood in strategic management and what characteristics are taken into account in strategic management when developing a product development strategy;
- how the concept of the product, developed in strategic management, affects the competitive behavior of the company in the market, as well as the basic functions of management.

1. Theoretical foundations of the product development strategy

A successful strategy leads to at least three critical outcomes.
Firstly, it enhances the coordination of the activities of the functional units of the organization among themselves, as well as with the marketing department. Different parts of the organization have different ideas about how development success for a given product can be achieved. For example, product managers usually like the option of increasing their advertising spend. Sales managers prefer flexible (or more flexible) pricing approaches. Manufacturers tend to favor larger batches and a narrower range of products. Analysts financial services and accounting departments require a quantitative justification of all expenses and the rapid receipt of the declared results.
For example, suppose a computer manufacturer wants to target a particular industry by offering a product with unique features. It builds an image or "positioning". However, this strategy is not consistent with the desire of the sales manager to pursue a flexible pricing policy. Manufacturers may also be dissatisfied with it, since such a policy requires smaller batch sizes and a higher level of individualization of manufactured products. It is sometimes difficult for a brand building advertising agency to provide accountants with a justification for the additional financial outlay. It is clear that one of the goals of the strategy is to ensure that all employees of the organization act as one team that can, as they say in a well-known expression, write another page in the history of the company. Of course, a strategy that is not adopted by the staff, that is poorly formulated or simply not fully understood by the performers, is not capable of providing the required level of coordination.
Secondly, the strategy determines the order in which resources are allocated. Resources are always limited. Usually some resources, in particular production or service facilities, sellers' time, money, are more limited than others. In addition, such resources are often used to solve several problems. A single sales department often sells a large number of products. Generally, the lower the level of organization, the more resources are shared.
Third, the strategy must lead to a stronger market position. A successful strategy takes into account existing and potential competitors and their strengths and weaknesses.
Any organization sets itself several different goals, from the formulation of a mission or vision to corporate and product goals that need to be solved. For example, on corporate level Typically, targets are set for return on investment, share price, and the total set of core business lines. However, such goals are not informative for the manager, because they do not tell how to act at the product level.
Goals for different levels organizations should be interconnected in such a way as to ensure the achievement of common corporate goals. Objective alignment is typically the responsibility of personnel who are responsible for aligning product objectives with company-wide objectives.
For specific products or services, two goals are most often set: growth and profitability. It is usually not possible to optimize both of these goals at the same time during the execution of the annual plan, since the techniques used to achieve the ambitious goal of gaining a large market share work against the equally ambitious goal of increasing profits.
For example, in order to achieve a target market share, methods such as lowering prices, increasing advertising costs, expanding the sales staff, etc. are usually resorted to. However, beyond a certain level, a further significant increase in market share can only be achieved by increasing costs or reducing the profit margin per unit of output.
Few managers aim for growth without considering its impact on product profits. In the same way, profitability can be the main goal, but taking into account the maintenance of market share or its controlled reduction. The goal associated with the achievement of maximum performance can be called primary, and the goal that serves as a deterrent - secondary. For any product, a third goal can be set - cash flow.
With regard to goals, the product manager needs to get answers to two main questions: 1) "Achievement of which goal should be addressed in the first place?"; 2) “How high should a particular goal be set?”
To answer the first question, the product manager should examine information about the industry, competitors, current and prospective financial resources companies and consumer analysis results. In order to be able to choose growth as a goal, it is necessary that competitors have weaknesses that can be exploited (competitor analysis provides information about this); so that the consumer segment has unrealized potential (analysis of the characteristics of consumers); so that growth is expected in a given product category (industry analysis).
In some industries, goals remain traditional for a long time. For example, in the consumer products market, the focus for many years has been on market share and sales volume. Under these conditions, product managers are under constant pressure to sell as many of their products as possible. Recently, however, the old trend has begun to change, and now profits are coming to the fore, pushing traditional sales volume into the background. Solving this problem is difficult for two reasons. First, information systems used in most companies reliably and regularly change market shares and sales volumes, which cannot be said about profits. Secondly, and this is probably the most important reason, the company does not always base the system of rewards for product managers on the basis of profits. In addition, the speed of promotion of these managers on the career ladder usually primarily depends on the increase in sales and market share.
The second aspect has to do with ambition: if the product manager wants to increase market share, what growth should be considered acceptable? In some cases, even the absence of such growth becomes a very difficult task: if the market share of a given product has been continuously decreasing for some time, then just stopping this decline can be considered quite an ambitious achievement. It can be expected that the size of the increase depends on the forecast parameters of the market and the expected actions of competitors. If competitors are betting on profits, this could be a good time to gain a large market share. However, if all companies plan to increase their share, some participants will undoubtedly end up disappointed.
Also, some non-economic indicators or tasks expressed in a non-quantitative form can be set as goals, although they will not necessarily be primary for the product. For example, today it is difficult to find an American company that has not had a period of purposeful quality improvement in its history, and many firms set themselves the goal of increasing the level of customer satisfaction. The same can be said for the brand equity challenge that a growing number of companies are facing. Obviously, there is a direct connection between such “supportive” and purely economic goals: the achievement of the former, in the end, contributes to the implementation of the latter.
Choice of strategic alternatives
After setting the main goal, the choice of strategic alternatives takes place. In fact, this is the first step that is taken when developing a strategy for a product or service, which sets the main guidelines for its implementation. The long-term goal of any product manager is to achieve the maximum long-term profit from a given product. We associate the description of alternatives with choices when the main goal is to increase sales or market share and hence long-term profits or short-term profitability. Choosing to increase sales, the manager can achieve this goal in two ways: through the expansion or deepening of the market, often by introducing new products or modifications of the old ones. Market expansion strategies involve selling an already existing product to people who are not currently consumers; and market deepenings target both current and past consumers of the product category. If the manager opts for a strategy to increase profitability, the focus is either on reducing inputs (mainly production costs - known as "managing the denominator") or on increasing output (sales revenue).
Increasing sales volume or market share
Market Expansion Strategies
These strategies are aimed at people who do not yet use this product (ie, to attract new consumers). One approach is to interact with such persons within already served segments.
For example, if some Internet service is intended for law firms, expansion strategies will be to attract other firms of this profile that have not yet purchased this product (while serving existing customers, providing them with added value). In fact, this approach is an attempt to fully realize the remaining hidden potential of the market in its most promising segments.
The second approach is the entry into new markets, associated with the development of segments in which this product category was not previously offered.
Market Deepening Strategies
An often overlooked alternative to increasing market share or sales volume is to increase the frequency of brand acquisition by existing customers. A company's most significant asset is its customer base, and it is this that should be leveraged to the maximum. Product managers can seek to increase sales to existing customers in a variety of ways, such as using larger packages, incentivizing more frequent purchases of a product, or expanding the business so that a consumer can buy that product from more sellers (and, as a result, spend on him more money).
The second way to increase sales or market share is to attract consumers of competing products (in other words, to obtain new consumers), i.e. encourage brand change. If the costs associated with switching to another product are high (this is typical for products such as mainframe computers or nuclear reactors), implementing such a strategy is difficult - if not impossible. In addition, such a strategy can be extremely risky. First, it can cause sharp opposition from a larger and stronger competitor. Secondly, its implementation sometimes requires an active sales promotion campaign, as a result of which the strategy itself may lose profitability. Third, a brand-switching strategy requires comparative advertising, which is not only expensive but also risky because if it fails, you will draw consumers' attention to the competitor's brand, especially if that brand is the market leader.
Increasing profitability
Reducing the amount of initial resources
One way to solve this problem is to reduce costs. Unfortunately, the reduction of this type of input can lead to negative long-term consequences. When relying on reducing the variable component of costs, one danger may arise - a proportional decrease in the volume of production, and, consequently, sales.
The second way to reduce inputs is to make fuller use of existing assets. This solution may be to reduce receivables, and if we talk about production, at the expense of the cost of inventories. This also includes optimization of supporting activities, for example, more efficient use of production equipment or – in more general plan- investing temporarily free cash in interest-bearing securities for a very short period of time - often for one day.
Revenue increase
The easiest way to increase revenue with existing sales volume is to change prices. Such a change is carried out in a variety of ways, including increasing list prices, reducing discounts to consumers, or reducing retail sales and, as a result, losing some of the profits. Consider also the incredible reaction of competitors, which ultimately prevented many airlines from raising prices.
Another way to increase revenue is to improve the product mix. Often, the well-known 80/20 rule is used for this, according to which 20% of product varieties (in size, color, etc.) provide 80% of sales or profits. In this case, it is probably justified when selling to bet on species that bring more profit. There is an alternative way to use this rule - to apply it to consumers. In this case, the product manager deliberately pays less attention to the customers who bring the company a small profit, and concentrates all resources on those who bring in 80% of the profit (ie, the scheme of exclusion of disadvantaged customers).
Above are two main strategic options that a product manager can consider as strategic alternatives. This does not mean that it is only limited to growth or profit maximization strategies. For example, often a manager bets on reducing variable costs while increasing market share. In addition, the product manager can choose a strategy to increase the consumption of existing customers while offering a broader product line.
To simultaneously attract new customers and encourage existing customers to purchase more of a product, different strategies will be needed. advertising campaigns, in which the emphasis is on different image characteristics of the product, which may confuse some consumers. Comprehensive strategies fail to achieve savings through the replication of promotional materials, require the use of more expensive media (eg local TV channels instead of national ones), etc., which drives up costs. They also create confusion in the organization about what actually are goals. Under these conditions, the product manager is under increased pressure to select a set of options and allocate resources.
In conclusion of this chapter, the following can be noted, and on the basis of this, it can be concluded that at the product level it is important that the strategy clearly prescribes the distribution of resources between all areas of activity, since they all have a single connection and common goals. The task of goal setting involves the selection of an appropriate specific goal, its establishment in quantitative parameters and the determination of the period of time allotted for its achievement.

2. Methodological bases for developing a product development strategy

Entrepreneurial vision is the basis of strategic positioning.
The strategic vision of an entrepreneur forms the possible nature of behavior in a particular market and precedes the formation of strategic goals for the product / market, which are understood as specific development results that ensure the implementation of a business idea.
Of course, a business idea is not born in an empty place, especially its embodiment in a set of strategic decisions. The system for searching for strategic decisions at the level of products and markets of the company should take into account the external and inside information about the opportunities and resources provided. The product strategy reflects the general economic conditions, the situation in the market in question, in the product segment, certain corporate strategic settings, intra-company financial, technological and organizational restrictions.
The defining principle of goal-setting is as follows: the goals of the enterprise in the market are to create such a competitive position of the product (a set of competitive advantages) that allows you to maximize the capitalization of the company's participation in this business.
Carrying out its activities, the company is not only exposed to external influences, but also has an impact on the external environment. With regard to product marketing strategies, the place of implementation of which is a specific commodity market, the objects of influence will be competitors and consumers of the product. Identification of the market microenvironment - the area of the company's external influence - allows us to divide the process of strategic analysis into two components: analysis of independent and dependent factors of demand (analysis of demand conditions and analysis of tools to influence demand).
As a rule, when conducting an external analysis, the near (competitors, partners, consumers) and the distant external environment (macroeconomics, technology, social and political conditions) are distinguished and the external strategic analysis on the analysis of the distant external environment and competitive. In the first case, it is customary to apply various methods of situational analysis. However, their use in the analysis of PMS is very laborious. In contrast to the corporate level of management, where macroeconomic, technological, political and other external conditions directly affect the company's market position, at the level of an individual product and market, such influence is mediated by the behavior of competitors (for example, innovations and technologies are contained in the competitive advantages of products) and consumers ( for example, social conditions). In addition, these factors are already taken into account when building the company's strategic priorities, on the basis of which product/market strategies are formed.
Therefore, from a practical point of view, it is more important to carry out the following types of studies at the ICP level. On the basis of an external analysis, mechanisms are established for the influence of significant demand conditions (income of the population, the level of savings, the structure of expenses of the population, the level of social support for the population, etc.), their dynamics on the dynamics and structure of the market where the company's product is presented. Then the mechanism of influence of controlled factors: price, quality and marketing support on the position of the product within the segments (price, technology) and in the whole market is investigated. Through these tools, the company realizes the competitive advantages of the product, which consist in leadership in price (costs), leadership in quality (consumer characteristics of the product), leadership in support (knowledge and trust in the product by the consumer).
Of course, leadership in all these components gives absolute control over the market, but in a real situation, due to the limited resources of any business entity, it is either unattainable or financially unjustified. It is difficult to achieve cost leadership as the market leader in product support. Nevertheless, not being an absolute leader in each of the above aspects, the company can offer such a set of competitive advantages that will ensure local leadership in a separate segment of the product market.
Let us turn to Fig. 1, which shows the competitive situation in a certain market. Competitive product offers are ranked by two parameters (price advantage, consumer characteristics advantage), and the corresponding points are plotted on the graph.
It is obvious that points 1 - 5, highlighted on the chart, reflect a situation in which none of the other products surpasses them in two evaluated parameters (price / quality) at once. Thus, these products are local quality leaders in their price range, price leaders in their quality segment (Pareto-optimal in terms of multiobjective optimization). If a company is able to offer such a combination of price and quality, which, with the positioning adopted in Fig. 1, will be above / to the right of the existing border of local market leaders, it will provide its product with local leadership.

Rice. 1. Graphical reflection of the ratio of competitive advantages of products The maximum rank, equal to 10, reflects leadership in this competitive advantage.

The importance of providing local leadership is clear. Offering on the market a product with better indicators of both price and quality than those of surrounding competitors, the company accumulates a significant share of the consumer demand of the segment, which leads to an increase in sales and, accordingly, the amount of profit from participating in this business in the long run. In addition, the demand for such a product is characterized by steady growth and is based on the conscious preference of the client. The position of the local leader ensures the flow of random demand from other products to the leader (why buy more expensive less quality goods). Thus, the product, which is a local leader, becomes the center of demand consolidation, and, consequently, the financial resources of consumers.
Adding a third dimension - marketing support - allows you to most accurately position the product and determine the rational combination of competitive advantages, i.e. formulate strategic goals for product development.

Internal analysis is needed to ensure a reasonable trade-off between resources devoted to different demand-creation instruments. Target internal analysis- Establishing a relationship between the intensity of the use of demand creation tools and the company's resources. Figure 2 shows how the results of internal analysis - the study of the company's technological capabilities - can affect the choice of a competitive position for a product.

Rice. 2. Product positioning with a known technological potential of the company

When positioning the company's product in the specified competitive position (X), the product becomes a local market leader, product 3 loses its leadership position (it has both a price and quality worse than X).
Thus, as a result of strategic analysis, the previously defined strategy of business success in the market is projected into certain characteristics of the competitive advantages of the product.
Let's summarize the above stages of perspective product positioning and analysis of external and internal factors of development into a single technology. At the same time, it is necessary to observe the principles of consistency and economic feasibility of the results:
A general idea is formulated about the direction of development of the competitive parameters of the product (a business idea is proposed for the development of the product on the market).
The external environment of the company is considered, the main factors that can affect consumer demand (demand conditions) are highlighted, the nature of their influence on the volume and structure of the total demand in the company's market under consideration is established.
The main parameters of the company's product market (microenvironment) are determined. They can be divided into volumetric and structural. A very limited amount of parameters can be sufficient from the point of view of strategic analysis: the total market volume, the price structure of the market, the structure of the market in terms of quality (innovation, technology, manufacturer). The nature of the dynamics of these indicators is revealed. These parameters are associated with assessments of the development of the external environment.
A set of the most important characteristics of the product that affect the final demand is determined. With all their diversity, they can be structured into the following trinity "price - quality - marketing support". The set of specific quality parameters depends on the market under study and generally characterizes the quality of meeting the consumer's needs (the effectiveness of meeting the need, intensity, volume, etc.). Marketing organically complements the price / quality ratio, any form of product support on the market (or lack thereof) influences the formation of consumer preferences in the market segment. All of these parameters are evaluated in terms of their impact on demand (we study the elasticity of demand from price, quality, advertising). The possible actions of competitors and their impact on the effectiveness of these demand creation tools are assessed.
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