Strategy for strengthening your position in the risk market. Strategy for strengthening market position (example). Typology of strategies according to Trenev

The most common, practice-tested and widely publicized business strategies are usually called basic, or reference.

They reflect four different approaches to organizational growth and are associated with changes in the state of one or more of the following elements:

• the position of the organization within the industry,

  technology.

Each of these five elements can be in one of two states (existing or new).

1. The first group of reference strategies make up concentrated growth strategies.

This includes strategies related to changes in the product and (or) market. They do not affect other elements.

When following these strategies, an organization tries to improve its product or start producing a new one without changing its industry. In terms of the market, the organization is looking for opportunities to improve its position in the existing market or opportunities to move into a new market.

Specific types of strategies of the first group:

Strategy for strengthening market position - the company is doing everything to win the best position with this product in this market. This strategy requires a lot of marketing effort to implement. Its implementation also allows for “horizontal integration”, in which the company tries to establish control over its competitors.

Market development strategy is to find new markets for an already produced product.

Product development strategy involves solving the problem of growth through the production of a new product. It is advisable to sell it on a market already developed by the company.

2. The second group of reference strategies draw up business strategies that involve expanding the company by adding new structures. They're called integrated growth strategies. Typically, a firm may resort to these strategies if it is in a strong business and cannot pursue concentrated growth strategies. At the same time, integrated growth does not contradict its growth either through acquisition of property or through expansion from within. In both cases, the position of the firm within the industry changes.

There are two main types of integrated growth strategies:

Reverse vertical integration strategy , aimed at the growth of the company through the acquisition or strengthening of control over suppliers, as well as through the creation of subsidiaries that carry out supply. Implementing a backward vertical integration strategy can provide a firm with favorable results in terms of reducing its dependence on fluctuations in component prices and supplier demands. Supplies as a cost center for a firm can turn into a revenue center in the case of reverse vertical integration.

Forward Vertical Integration Strategy , expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end consumer, i.e.

over distribution and sales systems. This type of integration is beneficial when intermediary services are expanding or the company cannot find intermediaries with a high-quality level of work. 3. Third group of reference strategies business development -

diversified growth strategies - are implemented if firms cannot further develop in a given market with a given product within a given industry. Strategies of this type are discussed below.

Centered Diversification Strategy is based on the search and use of additional opportunities available in an existing business for the production of new products. Existing production remains at the center of the business, and new production arises based on the opportunities contained in the developed market, the technology used, as well as other strengths of the company's functioning.

Horizontal diversification strategy

involves seeking growth opportunities in an existing market through new products that require new technology different from the one currently in use. With this strategy, the company should focus on the production of technologically unrelated products that would use the company’s existing capabilities, for example, in the field of supply. Since the new product must be focused on the consumer of the main product, its qualities must be complementary to the already produced product. An important condition for the implementation of this strategy is a preliminary assessment by the company of its own competence in the production of a new product. is expressed in the fact that the company expands through the production of new products that are technologically unrelated to those already produced. New products are sold in new markets. This is one of the most difficult development strategies to implement, since its successful implementation depends on many factors (competence of personnel, and especially managers, seasonality in the life of the market, availability of the necessary amounts of money, etc.).

An example is the organization of the production of refrigerators at a metallurgical plant.

Currently, most foreign concerns are widely diversified enterprises.

The main danger of this diversification strategy is the dispersal of forces. Therefore, the strategy can be implemented mainly by large organizations with great potential.

4. The fourth type of reference strategies This type of integration is beneficial when intermediary services are expanding or the company cannot find intermediaries with a high-quality level of work. reduction strategies. These strategies are implemented when a company needs to regroup forces after a long period of growth or due to the need to improve efficiency, especially when there are downturns and dramatic changes in the economy (for example, structural adjustment, etc.). In these cases, firms resort to targeted and planned reduction strategies. The implementation of these strategies is often not painless for the company. However, it is necessary to clearly understand that these are the same company development strategies as the growth strategies discussed; under certain circumstances they cannot be avoided; These are the only possible strategies for business renewal, since in the vast majority of cases renewal and general acceleration are mutually exclusive processes of business development.

There are four types of targeted business reduction strategies:

Elimination strategy - the limiting case of the reduction strategy.

It is carried out when the company cannot conduct further business. involves abandoning a long-term view of business in favor of maximizing income in the short term. This strategy is applied to a dead-end business that cannot be sold profitably, but may generate income at harvest time. This strategy involves reducing the cost of purchasing raw materials, materials, components, and labor. It ensures maximum income from the sale of existing product and continued reduction in production.

The “harvest” strategy is designed to gradually reduce a given business to zero in order to achieve maximum total income. Reduction strategy

- a firm closes or sells one of its divisions (or businesses) in order to implement a long-term change in the boundaries of its business. Often this strategy is implemented by diversified firms when one of the industries does not fit well with others. This strategy is implemented when it is necessary to obtain funds for the development of more promising ones or for starting new ones that are more consistent with the long-term goals of the company. Cost reduction strategy.

The main idea is to search for opportunities to reduce costs and carry out appropriate measures to reduce costs. This strategy has certain distinctive features: it is more focused on eliminating relatively small sources of costs; its implementation is in the nature of temporary or short-term measures and is associated with a reduction in production costs, an increase in labor productivity, a reduction in hiring and even the dismissal of personnel, the cessation of production of profitable goods and the closure of profitable facilities. In practice, a company can simultaneously implement several strategies. This is especially common among diversified companies. A certain sequence in the implementation of strategies can be carried out by the company. Regarding the first and second cases, they say that the company carries out.

combined strategy

The development of an enterprise’s business activity is determined by the following circumstances, namely: in which market it operates, i.e. whether it is a developed market or not, and with what goods/types of services the enterprise enters the market (products that are new to this market or not).

Table 5.2. Matrix of basic product-market growth strategies

Field A1 is characterized by a deep penetration strategy (“old” product - “old” market). This strategy is effective when the market is not yet saturated. A company can achieve competitive advantage by reducing production costs and sales prices of services.

Field A2 is characterized by a market expansion strategy (“old” product - “new” market). When using this strategy, the company tries to increase the volume of sales of its goods (services) in new markets or in new segments of the existing market.

Field B1 is characterized by a product development strategy (“new” product – “old” market). This strategy is effective in creating new product modifications for existing markets.

Field B2 is characterized by a diversification strategy (“new” product - “new” market). This strategy is used to eliminate the firm's dependence on the production of a specific product (service) or on a certain market.

The basic strategies of an enterprise’s operation in the market also predetermine the main types of strategies of strategic business units (SBU), of which three main types can be distinguished:

• 1. Offensive strategy (attacking) - a strategy for conquering and expanding market share.
• 2. Defense strategy - a strategy for maintaining the existing market share.
• 3. Retreat strategy - a strategy for reducing market share in order to increase profits as a result of gradual withdrawal from the market or liquidation of a given business.

An enterprise’s use of one or another type of agricultural production strategy is determined by its position in the market, which is characterized by its market share (in percentage). Depending on the market share, the following positions of the company and its agricultural production strategy are distinguished.

• 1. The leader (market share - 40%) feels confident and is the first to take the initiative in the area of ​​prices for new products. In defense, the leader resorts to various actions:
  • - “defense of position” - the leader creates barriers (price, licensing) in the main directions of competitors’ attacks;
  • - “flank defense” - the leader identifies key zones, advanced fortified points for both active defense and counterattack;
  • - “preemptive defense” - the leader organizes ahead of the opponent using special signals that neutralize the attack, for example, disseminating information about an upcoming price reduction;
  • - “counter-offensive” - after the offensive, the leader pauses and then hits the competitor’s weak point, for example, showing the reliability of his product and the unreliable elements of the competitor’s product;
  • - “mobile defense” - the leader expands its influence through diversification of production, identifying the deep needs of customers;
  • - “compressive defense” - the leader withdraws from weakened market segments while simultaneously strengthening the most promising ones.
• 2. A contender for leadership (market share - 30%) feels confident only if he attacks first. Various attack options are possible:
  • - a “frontal attack” is carried out in many directions (new products and prices, advertising and sales), and requires significant resources;
  • - “encirclement” - an attempt to attack all or a significant share of the leader’s market territory;
  • - “bypass” - the transition to the production of fundamentally new goods, the development of new markets or the implementation of a leap in technology;
  • - “gorilla attack” - small impetuous attacks using not entirely correct methods to demoralize the opponent.
• 3. Follower, or follower (market share - 20%) - this role consists of following the leader at a considerable distance, saving effort and money.
• 4. Newcomer (entrenched in a market niche) (market share - 10%) - newbies begin with this role. This is the search for a market “niche” of sufficiently satisfactory size and profitability.

Growth strategies can be implemented with the help of:

• - expanding the volume of sales of goods in order to more fully utilize the market potential;
• - entering already developed markets with new products;
• - with already produced goods to new, not yet developed markets;
• - diversification;
• - acquisition of new enterprises;
• - entering new markets with new products.

It should be noted that the least risky is

expansion of sales of already produced goods. Then comes the entry with new goods into old markets and the entry with old goods into new markets. The most risky thing is entering a new market with a new product.

The growth strategy is aimed at taking advantage of market opportunities. Working with an old product in an old market does not require new knowledge and skills in either marketing or technology. Therefore, the strategy of expanding sales of manufactured goods in already active markets is subject to minimal risk.

At the same time, this strategy is difficult to implement in mature markets that have already been developed. This is due to the fact that expanding sales volumes in mature markets requires taking away customers from competitors. Winning customers loyal to competitors may require significant financial costs.

A little more risky is entering new markets with an already produced product. Such an exit may require additional financial investments in order to conduct advertising campaigns and adapt products to new requirements. Entering new markets also requires significant marketing research that identifies new consumer requirements and tastes.

The development of new products requires, in addition to significant financial investments, the acquisition of licenses, permits for production and various types of activities. Additional requirements for financial resources, together with unknown consumer reactions to new products/services, bring new risks.

Diversification (entering new markets with new products) is the most risky activity when implementing a growth strategy, since here the risk of developing new products is combined with the risk of entering new markets.

Features of a strategy for strengthening market positions for small firms

The main feature of the development of small firms in market conditions is their flexibility, i.e. the ability to quickly restructure its production activities depending on the market situation. The main behavioral strategies of a small company are presented in the matrix (Table 5.3).

Field 1. Copy strategy (“False mushroom”). The essence is that a small company, using the results of research and development work of larger companies on original products, produces copies of these products, which are, as a rule, significantly inferior in price and quality to the original.

Table 5.3. Main types of small firm strategy

Field 2. Optimal size strategy (“The Wise Minnow”). A small company operates under the motto: “do not stick your head out” beyond its market niche. Although this strategy ensures the survival of a small company, it serves as an obstacle to the expansion of its activities.

Field 3. Strategy of participation in the product of a large company (“Stinging Bee”). The use of this strategy is possible when a separate small element of the product of a larger company is the final product for this company. To avoid dependence on a larger company, a small company should strive to limit the share of turnover attributable to one large client, i.e. a small firm should strive to supply goods to several large firms in such a way that the share for each of them in the total sales of the company does not exceed 20%. This allows small firms, like “stinging bees,” to force larger firms to “spin” and, by setting low prices for the sale of products, force large firms to get rid of unproductive divisions.

Field 4. Strategy for using the advantages of a large company (“Chameleon”). This is the so-called franchising strategy, according to which an agreement is concluded between a small enterprise and a large company, according to which the large company undertakes to supply the small company with its own goods, advertising services, proven business technologies, provides a short-term loan on preferential terms, and leases its equipment. In turn, the small company undertakes to have business contacts exclusively with this large company, conduct business “according to the rules” of this large company and transfer a share of the sales amount determined by the agreement in favor of the large company.

Features of the strategy for strengthening market positions for medium-sized companies

Medium-sized enterprises are squeezed by the vice of the press of large firms and the stinging pricks of small ones. Their survival is characterized by niche specialization strategies. Medium-sized firms organize their activities depending on the rate of market growth and the possible rate of their growth (Table 5.4).

Field 1 - strategy for maintaining the existing situation. This strategy runs the risk of losing a niche due to changing needs.

Field 2 - the use of this strategy is dictated by the fact that the company experiences an acute lack of funds to maintain its position within the niche. The average firm begins to look for a large company that could absorb it, maintaining it as a relatively independent, autonomous production unit. Using the financial resources of a large company allows the medium one to maintain its place in the niche. Using this strategy, the average firm can constantly change hands while maintaining its niche specialization.

Field 3 - when using this strategy, the company faces problems associated with both growth and the need for resources:

• - the company is growing as quickly as the market niche;
• - the company must have adequate resources to support its accelerated growth.

Field 4 - This strategy is effective only when the market niche is too narrow for the average firm. A company, having reached the boundaries of a market niche in terms of sales volume, will face competition from larger companies. For this “decisive battle” the company must accumulate appropriate resources.

Features of the strategy for strengthening market positions for large companies

Large firms, unlike small ones, have greater opportunities for:

• - organization of mass standardized production;
• - expanding the scope of its activities (diversification of production) in areas.

In this regard, the growth strategies of large firms are built depending on the degree of diversification and growth rates (Table 5.5).

Table 5.5. Matrix of growth strategies of large firms

Field 1 - “Proud Lions” - this is the strategy of leading firms in the production of products, the growth of production volumes of which is carried out at a high rate, but of a small range (for example, the production of consumer electronics).

Field 2 - “Mighty Elephants” is the strategy of firms that occupy a stable position in the market and have average growth rates in output volumes, but unlike the above firms, the degree of diversification of their production is wider, for example, they can cover the production of all electrical equipment.

Field 3 - “Sluggish hippos” - this strategy is typical for firms with a high degree of diversification and low growth rates of output, i.e. for companies that produce everything, even the “nail,” on their own. The range of products manufactured by such companies is extremely wide - from fairly simple ones (for example, razors) to devices that are unique in their complexity (for example, a device for treating nerves).

To determine the direction of the strategy being formed, the model “Market Attractiveness - Advantages in Competition”, developed by specialists of the consulting firm McKenzie (USA), is used.

The characteristics of the model are the attractiveness of the market and the advantages of the enterprise in competition. The attractiveness of the market is assessed by a number of indicators that reflect the prospects for market growth, consumer influence, opportunities for price changes, etc.

Competitive advantage is determined by relative market position. The model has the form of a two-coordinate matrix. The positions of the enterprise are reflected in the matrix by a circle, the area of ​​which corresponds to one or another value of the strategic business unit (SBU) (Table 5.6).

Table 5.6. Matrix “Market attractiveness - competitive advantages”

The matrix contains nine fields. The upper right field is a strategy for investment and growth, the lower right field is a strategy for extracting maximum benefits; the upper left field is a strategy for strengthening positions through the creation of competitive advantages, the lower left field is a strategy for leaving a given market or a strategy for waiting for competitors to leave first, after which it will be possible to capture a larger market share. For SHPs located in the middle, decisions are made depending on the nature of the situation.

Using models allows us to identify a possible range of strategies. The attractiveness of strategic business units is assessed using the following methodology.

In unstable market conditions, it is advisable to measure the prospects for the development of agricultural enterprises according to several criteria.

• 1. To assess the possible life cycle impact, two phases must be taken into account, namely: the unexpired part of the current phase and the subsequent phase.
• 2. In order to take into account the possible development of competition, it is necessary to give two estimates of profitability, independent of each other - short-term and long-term.
• 3. The level of future instability must also be taken into account. Practice has developed several different methods for assessing the attractiveness of agricultural products. One of the most common is as follows:
  • - at the first stage, a forecast of economic, social, political and technological conditions is carried out for those agricultural enterprises that are of interest to the company. The most popular methods can be used for forecasting, but the most widely used method is developing scenarios for future conditions;
  • - at the second stage, the degree of influence of the most important trends and random events on the corresponding agricultural production is analyzed, as a result of which the measure of instability in this unit is determined, and the manifestation of instability is taken into account both through favorable trends (O) and unfavorable ones (T);
  • - at the third stage, extrapolation of previous growth trends (G) and profitability (P) is carried out;
  • - at the fourth stage, an assessment is made of possible changes in existing demand trends based on an analysis of the factors that determine it;
  • - at the fifth stage, growth trends in the short and long term are determined using intensity points determined according to the following table (Table 5.7);

Table 5.7. Assessing changes in projected growth of a strategic business unit

• - at the sixth stage, the extrapolation of growth trends is corrected taking into account the results obtained at the fifth stage;
• - at the seventh stage, the extrapolation of profitability data is corrected based on an analysis of competitive pressure, determined according to the scale given in table. 5.8;

Table 5.8. Assessment of changes in the profitability of strategic management zones

At the eighth stage, a general assessment of the attractiveness of agricultural enterprises in the future is given, taking into account prospects, growth (G), profitability (R) and possible level of instability ( THAT) according to the following formula

Attractiveness SHP = av +R-H+ yO + aT,

Where a, p,y, o - coefficients determine the weight of each factor, and the sum of their values ​​should be equal to 1.0.

As a rule, two assessments of the attractiveness of agricultural enterprises are calculated - short-term and long-term.

The intensity scale of changes ranges from -5 to +5. If the previous values ​​of the characteristic are retained in the future, the mark will stop at the middle of the scale, i.e. its value will be zero.

Portfolio analysis methods

To develop a strategy for strengthening market positions, various methods of portfolio analysis are used. Let us recall that the “portfolio” of an enterprise, or corporate portfolio, is a collection of relatively independent business units (strategic business units) belonging to one owner. Portfolio analysis (PA) is a tool with which enterprise management identifies and evaluates its economic activities in order to invest funds in its most profitable or promising areas and reduce/terminate investments in ineffective projects. At the same time, the relative attractiveness of markets and the competitiveness of the enterprise in each of these markets is assessed. It is assumed that the company's portfolio should be balanced, i.e. the correct combination of products that need capital for further development must be ensured with economic units that have some excess capital.

The purpose of portfolio analysis is the coordination of business strategies and the distribution of financial resources between the business units of the company. Portfolio analysis, in general, is carried out according to the following scheme:

• 1. All types of activities of the enterprise (product range) are divided into strategic business units, and levels in the organization are selected to analyze the business portfolio.
• 2. The relative competitiveness of individual business units and the prospects for the development of the corresponding markets are determined. In this case, data collection and analysis is carried out in the following areas:
  • - attractiveness of the industry;
  • - competitive position;
  • - opportunities and threats to the company;
  • - resources and qualifications of personnel.
• 3. Portfolio matrices (strategic planning matrices) are constructed and analyzed and the desired business portfolio and desired competitive position are determined.
• 4. A strategy for each business unit is developed, and business units with similar strategies are combined into homogeneous groups.

Among the variety of portfolio analysis methods, the most widely used methods are those given in Table. 5.9.

Table 5.9. Basic methods of portfolio analysis

The construction of matrices that make it possible to systematically present the production capabilities of a corporation, the attractiveness of markets and the competitiveness of products is the initial stage of conducting PA. Similar matrices are built for competing firms, which allows us to predict the most likely directions of their activities. After this, a “target” portfolio of strategies is developed, which is a set of instructions for the divisions of the corporation for each product.

Let's consider the Boston Consulting Group (BCG) method, or the Market Share - Market Growth model.

The essence of the classical BCG method is to determine, using a matrix, the ratio of the growth in demand volume and an indicator characterizing the ratio of the market share owned by the company to the market share owned by its leading competitor.

This ratio determines the comparative competitive position of the company in the future.

For each SZH, an assessment is made of the given two parameters, which fit into the corresponding cells.

BCG Matrix proposes the following set of decisions on the further activities of the company in the relevant SZH:

• - “stars” to protect and strengthen;
• - whenever possible, get rid of “dogs” if there are no compelling reasons to keep them;
• - “cash cows” require strict control of capital investments and the transfer of excess cash proceeds under the control of the company’s top management;
• - “wild cats” are subject to special study to determine whether, with certain investments, they cannot turn into “stars.”

Rice. 5.5.

The dotted line shows that “wild cats” can become “stars”, and “stars” in the future, with the advent of inevitable maturity, will turn into “dogs”. The solid line shows the redistribution of funds from cash cows.

The BCG matrix helps to perform two functions:

• - make decisions about intended positions in the market;
• - distribute strategic funds between SZHs in the future.

The BCG matrix is ​​applicable only if the growth of the volume of activity can be a reliable measure of prospects (the phase of the life cycle will not change, the level of instability is low).

A firm's relative competitive position can be determined by its market share.

In addition, one should take into account risk factors, knowledge of past strategies, reactions to the company's owners from investors and consumers, and the time factor.

The concept of life cycle formed the basis for the development of this method, which is one of the PA methods - the matrix of the corporation’s “product portfolio”, proposed by the consulting firm Boston Consulting Group. This method involves assessing the capabilities of a corporation according to two criteria:

• - market growth, measured by the absolute volume of industry sales and its growth rate;
• - the size of the market share controlled by the corporation, measured as a percentage, and the industry-wide sales volume.

In accordance with this method, the entire field of activity of an enterprise is presented as a set of “strategic economic units” (SBUs) that make up the economic “portfolio” of the enterprise. SHPs are areas of enterprise activity that are independent from each other and are characterized by a specific product (or group of products), a range of customers and special market objectives. Each agricultural enterprise has its own goals, market opportunities and risks. Each SCP can be described by a number of indicators:

• - the volume of the agricultural products market, equal to the sum of the sales volumes of products by all manufacturers;
• - the enterprise’s share in the agricultural agricultural products market volume;
• - stage of life cycle of agricultural production (market deployment, growth, etc.);
• - competitive position of the enterprise (strong, weak, average).

In each time period, the enterprise has a specific set of agricultural equipment, which is subject to analysis and evaluation in order to optimize it.

The need for a systematic review of the agricultural enterprise portfolio is due to changes occurring in the external and internal environment of the enterprise. The strategic position of agricultural enterprises is determined using a two-coordinate matrix consisting of four fields. The matrix is ​​formed by the characteristics “market share” and “market growth”.

The construction of the matrix is ​​based on the following premises:

• - the volume of corporation income is directly proportional to the size of its market share;
• - increasing production volumes requires financial investments, the need for which is directly proportional to the market growth rate;
• - a slowdown in market growth while maintaining strong market positions creates the opportunity to receive excess income;
• - a reduction in market share in a stagnating market leads to an increase in income.

In accordance with these provisions, there are four categories of products/services in strategic business units and the corresponding types of strategies.

1. SHP "Zvezda". This agricultural enterprise provides a large income, but requires significant investments. Such agricultural enterprises are characterized by high growth rates and a large market share.

The company's high share in a fast-growing industry (market), as well as the leading position it occupies in the market, generating significant income, but the company is forced to spend most of it on maintaining its distinctive advantage - its leading position. Hence, this agricultural enterprise is constantly experiencing a shortage of funds. The main strategy of the corporation is penetration into new markets and (or) the formation of new segments in existing markets, the development of new channels of the distribution system. When focusing on this agricultural enterprise, the company's expenses on advertising and product improvement remain at a high level.

2. SHP “Dairy Cow”. This agricultural enterprise provides high income and is characterized by low costs due to the stability of the market in which the company operates. Agricultural enterprises are characterized by low market growth rates and a large market share.

A high share of a stabilizing or aging industry (market), in which the company occupies a leading position, leads to stable and quite high profits for it.

The company does not need to spend significant funds on competition. Stable growth rates do not attract smaller competitors to this type of activity (unlike the Zvezda agricultural enterprise), since they do not allow them to penetrate into the already established structure. Profits are significantly greater than necessary to maintain the achieved market share. The financial surplus is used to support other agricultural enterprises of the company.

The main strategic direction of the corporation is to strengthen and protect its market positions from numerous strong competitors. The purpose of advertising work is to create an impression among consumers about the existing product differentiation depending on the requirements of market segments.

3. SHP “Wild Cat” (problem child). This agricultural enterprise generates little income, but can turn into the Zvezda agricultural enterprise with additional investments. This product category is characterized by high market growth rates and a small controlled market share.

A situation of “either-or” instability arises, i.e. either by increasing efforts, becoming agricultural enterprise “Zvezda”, or leaving the market. As a rule, the company’s agricultural enterprise does not have enough funds to increase its efforts, i.e. the market share occupied does not provide the required profit. Financial support is needed from the agricultural enterprise “Daynaya Korova”.

The main strategy is to invest significant funds in advertising, identify market shortcomings of the product and improve its consumer properties in order to create a stable, guaranteed sales market and consolidate its position on it.

4. SHP "Dog". This agricultural enterprise generates little income and requires low costs, has no prospects and must be liquidated. Such products are characterized by a low share in a weakly growing or stabilizing industry. There are no profits, and the need for funds to maintain their position is high.

The strategy option is the same as “dogs in the manger” - either leaving the market or searching for a highly specialized segment to gain a leading position in it: the agricultural enterprise “Dog” is a burden for the company.

Based on an analysis of the life cycle curve of demand and market position, a matrix of the company’s agricultural production is compiled (Fig. 5.6).

Such a matrix represents a set of specific decisions about the nature of activities in each agricultural enterprise:

• - The agricultural enterprise “Zvezda” should be protected and strengthened;
• - get rid of agricultural enterprise “Dog” if possible;
• - Strict control over capital investments is required over the agricultural enterprise “Dairy Cow”;
• - SHP “Wild Cat” is subject to special analysis and study to determine the conditions, primarily the means, under which it can turn into a “Star”.

• *-Typical path of agricultural production development
• ---Main directions of effective financial flows

Rice. 5.6. SHP matrix of the company

These sets of decisions are called normative strategies because they define basic patterns of action. In addition to the clarity of the presentation of the strategic objectives of the enterprise, this model has the advantage that it allows making decisions about positions in the market and distributing funds between agricultural enterprises. However, this model has disadvantages:

• - it uses only two characteristics;
• - has low sensitivity, since the characteristic values ​​are only “high - low”.

To use the SHP matrix, it is necessary to determine the position in the market, which is estimated by the market share coefficient (MSR) using the following formula

When the CDR value is > 1, the market share is assessed as high, with the CDR

The production of a product makes sense for the corporation if it is transferred from the Wild Cat agricultural enterprise to the Zvezda agricultural enterprise, and then to the Cash Cow agricultural enterprise.

The final stage is to check the financial balance of the portfolio: it is necessary that the amount of funds required to develop the wild cats and maintain the stars is provided by income from the cash cows and from the liquidation of the dogs.

Conducting a portfolio analysis (PA) involves overcoming a number of difficulties, among which it should be noted: correct definition of the boundaries and scale of the market; the different nature of markets for the same product; inconsistency in assessing prospects (or lack thereof) according to the criteria of different matrices. In addition, all PA methods assume that it is preferable to invest in markets with high growth rates, which is true for long-term activities, but when analyzing efficiency at current costs, it should be borne in mind that the sum of these costs is lower in markets.

The main disadvantage of these models is their static nature. They reflect the situation only during a certain period of time. Nevertheless, the models make it possible to answer the following basic questions that underlie the definition of strategies: what is the current state of the enterprise’s “portfolio”, does it need to be changed, what changes should be made to it, how to link them with changes in the external environment, etc.

The following indicators are used:

• - share of agricultural enterprises in attractive industries;
• - the total profit of all agricultural enterprises and their share in it;
• - the ratio of “cash cows”, “stars”, “dogs” and “wild cats” in the enterprise program (current and future);
• - the number of agricultural enterprises that are vulnerable from the point of view of competition, etc.

A more complex method for analyzing strategic development options, which allows one to obtain more reliable results, is a model for assessing the impact of marketing strategy on profit (PIMS), developed by General Electric and modified by staff at the Harvard Business School and the Marketing Research Institute. The essence of the methodology comes down to calculating multiple regression of profit indicators on invested capital ( ROI) and on cash flow based on various factors. ROI is calculated as the ratio of the amount of income to the book value of assets.

The factors that explain changes in ROI and cash flow include the entire set of indicators characterizing market development, the production capabilities of the corporation and competitor, the development of macroeconomic processes, etc.

The results of PIMS calculations are a set of matrices used in PA, which allows one to evaluate possible development options from various points of view.

PIMS makes it possible to calculate the average level of industry and market development, conduct a strategy sensitivity analysis by varying the value of one or more factors, and solve the problem of choosing the best combination of controllable factors in terms of profitability.

Bringing the strategy to specific projects and programs is carried out on the basis of project selection methods.

The project selection process consists of several stages. The initial stage - assessment of the current situation and possible directions of development - is carried out using the brainstorming method and morphological analysis.

The next stage - the economic assessment of a potential innovation is carried out on the basis of multifactor scoring models. The factors are grouped into groups called “Commercial attractiveness” and “Resource capabilities of the company.”

The main points by which commercial attractiveness is assessed are the dynamics of potential profits, the rate of sales growth, the competitiveness of the product in various markets, the reality of modification of the product if its basic version is mastered by competitors, the likelihood that the commercial development of this invention will change the face of the industry, political, social and other consequences of the project. The maximum score for each position is 10 points.

The factors that determine the resource capabilities of an enterprise include: the availability of financial resources, the sufficiency of its own sales network, available production capacities, the strength of the scientific and technical base, the correspondence of the raw material base to the planned innovations, the presence of gifted innovative managers.

The maximum score for the factors “Commercial attractiveness” and “Resource capabilities of the company” is 120 points. Practice has established that projects that do not “get” 70 points are unlikely to have a chance of success.

The variety of strategic planning methods used at different stages requires ensuring the compatibility of the results obtained with their help and the development of a unified procedure for conducting strategic planning.

• Lyasko V. I. Strategic planning of enterprise development: textbook, manual for universities. M.: Exam, 2005.

Establishing marketing goals also involves determining ways to achieve them, i.e., developing marketing strategies for which step-by-step actions are outlined - tactics, i.e. specific activities, deadlines, and persons responsible for their implementation.

For example, a decision on the market price of a product is strategic, but a decision to reduce or increase by 1-2% or more in specific markets during a certain period of time is a tactical action.

Before selecting and formulating marketing strategies, it is necessary to identify competitive advantages AP.

For this purpose, you should study the results of a SWOT analysis, including, firstly, assessing the opportunities and threats from the external environment, and secondly, identifying your strengths and weaknesses. This is followed by the development of a basic strategy with the help of which the AP is going to achieve its goal - strengthening its market position.

There are three main types of basic strategies:

· protective- used to prevent the loss of existing customers;

· developing- involve expanding the range of goods and services;

· attacking- aimed at attracting new customers.

An enterprise can use a variety of strategies, but priority should be given to those that best suit its goals, resources and capabilities.

Strategies in relation to the nature of consumer demand for the product are presented in Table. 4.26.

Table 4.26 - Goals of the strategy for strengthening the market position of the enterprise, depending on the nature of demand and type of marketing

The formulation of strategies for the 4P complex can be as follows:

· by product: change in the product portfolio or assortment structure; exclusion, addition or modification of goods; change in design, quality or characteristics of goods, etc.;

· by price: changing the pricing methodology; applying pricing strategies for new or existing products on the market; application of pricing tactics, etc.;

· for goods circulation/distribution: changing distribution channels, logistics, increasing the level of service, etc.;

· promotion/communications: changes in sales organization, advertising activities and sales promotion, public relations policy, etc.

DEVELOPING A MARKETING PLAN

In order to develop a marketing plan, first of all, you should formulate the goal(s) of the financial institution for the planned period.

Goals are formulated as the desired result of the market activity of a pharmacy enterprise, which will be obtained during the implementation of the developed plan. They must be consistent with the organization's mission.

The following requirements apply to the formulation of goals:

For example, increase sales of goods by 1.2 times during 2009, etc.

Strategies- these are ways to achieve a goal, which are formulated mostly as areas for improving the activities of a pharmacy enterprise, identified as weaknesses of the organization during the SWOT analysis. They relate to the basic elements of marketing - the 4Ps and personnel. However, it is also necessary to provide directions for improving relationships with consumers and competitors.

Events specify the actions of financial institutions to implement strategies. To do this, you should draw up a planning map. The map form can be developed by the organization, but it must have mandatory columns (Table 4.27).

Table 4.27 – Planning map

Let's analyze the process of developing a marketing plan using the example of a situational task with Essliver.

So, to develop a marketing plan for the Essliver Forte drug, it is necessary to summarize all the audit results on the previous topics into a common SWOT analysis table (Table 4.28).

Table 4.28 - SWOT analysis results

As an example, let us once again analyze the favorable opportunities and threats for the activities of Panacea LLC.

In general, the situational analysis indicates the predominance of favorable opportunities from the external environment for the functioning of AP in the Russian pharmaceutical market. At the same time, when developing a marketing plan, it is necessary to take into account the threats from the product range with the presence of a group of drug analogues, as well as the lack of awareness and experience among practicing physicians in the use of LS Essliver forte in the treatment of patients.

The main information for developing a marketing plan is in the SWOT analysis - weaknesses section. Based on the results of the audit, shortcomings were identified in the product, price, place of sale and promotion (we did not consider pricing issues, but they are reflected in the section on sales promotion tools).

The goal of the PM is to develop a set of marketing activities, the implementation of which will allow Panacea LLC to strengthen its market position and increase the sales volume of the drug Essliver Forte by 1.1 times during 2007.

Before developing strategies, let's clarify competitive advantages of drugs Essliver forte from SWOT analysis. First of all, this is the uniqueness of the drug in the form of a complex of phospholipids and vitamins, success in the pharmaceutical market, high competitiveness and consumer value, stable sales. Therefore, we can assume the possibility of drug sales growth, subject to certain marketing efforts within the framework of the marketing plan.

From the types of basic strategies, it is advisable to choose protective and attackers to prevent further loss of real customers and attract and retain potential buyers in their clientele.

Among the types of marketing, we will choose remarketing in case of falling demand, since Essliver forte provides a certain value to the consumer.

So, based on the weaknesses, we will formulate the following main strategies, including:

By product

· study the possibilities of developing elements of the added product (booklets for doctors, consumers, souvenirs);

· apply new drug sales strategies (according to the Ansoff matrix, topic 4.16.5 proposes strategies for introducing into the existing market and modifying a product using added goods and pricing tactics);

By price

· explore the possibilities of using various pricing tactics (for certain categories of the population not included in the DLO program);

At the point of sale

· improve the state of VAP merchandising (pay special attention to the presentation LS Essliver forte);

promotion/communications

· improve product promotion - LS Essliver forte(using various means of communication).

According to the formulated strategic directions, we will develop a planning map (marketing plan) to strengthen market positions LS Essliver forte for 2007 according to the form presented in table. 4.27.

To reduce the material, we will draw up a marketing plan using only columns 1 and 2 (Table 4.29).

Table 4.29 - Marketing plan

- conduct a presentation of drugs for doctors at the “Chief Doctor” day with the participation of Nizhpharm OJSC;

- take part in exhibitions at medical conferences in the region;

- organize a competition with prizes for doctors who prescribe drugs;

- prepare an information block about drugs using various advertising means in nearby health care facilities

The list of activities can be continued depending on the creative capabilities of the AP marketer and the financial resources allocated for these purposes.

CONTROL METHODS

Monitoring the implementation of the marketing plan (PM) includes assessment achieving certain results. Therefore, when planning marketing, methods for such assessment should be proposed. Methods for monitoring the implementation of the marketing plan depend on those quantitative or qualitative indicators of the management activity that must change during the implementation of the plan.

If the action plan provides for the growth of indicators in monetary or physical terms, therefore, it is possible to propose the calculation of growth rates or indices, for example, in percentages. Perhaps, to monitor measures to improve communications, a consumer survey, etc., should be conducted.

Based on the results of monitoring and analysis of the causes of deviations from the original goal, it is possible to adjust the PM.

Alternative Strategies are a mandatory attribute of PM, since a marketing analyst must be the fastest to understand changes in the external environment and predict possible consequences, including for the company’s position in the market. They allow the AP to adapt to new market conditions in a short period of time.

For example, what will the AP do if there is a sharp drop in the dollar exchange rate or, conversely, an increase in the dollar exchange rate, etc.

Of course, the PM should also have a financial part in the form of estimates of income (investments) and expenses for individual events.

All analytical calculations and other materials are attached to the PM.

A management summary is prepared as a short abstract indicating the PM sections, goals, developed strategic directions and planning map (0.5-1 s), located in the PM folder after the title page and contents indicating chapters and pages.

According to the figurative description of marketers, PM is like a map: it shows where the enterprise needs to go and how to get there.

It connects all the elements of marketing into a coherent action plan that details who, what, when, where and how to achieve goals.

Thanks to this process, the AP will always be aware of the changes that are taking place in the market, aware of the needs of customers and the demand for drugs and the price offers of competitors. MP allows you to effectively use the resources available to the AP and be prepared for possible surprises.

Strategy

• Strategy– a long-term, qualitatively defined direction of development of an organization, relating to the scope, means and form of its activities, the system of relationships within the organization, as well as the position of the organization in the environment, leading the organization to its goals.

• Starting to work on a strategy is working on the image of the desired future of the organization. Strategy is not a foresight or a prediction, but a program of action.

• A strategy is a detailed, comprehensive, comprehensive plan designed to ensure that the organization's mission is achieved and its goals are achieved.

• strategy to strengthen market position- the company does everything to gain the best position with a specific product in a given market. It requires a lot of marketing effort to implement it.

• market development strategy- consists of searching for new markets for an already produced product;

• product development strategy- involves solving the problem of growth through the production of a new product and its sale in the market it has already mastered.

• The Russian fitness services market is developing in four price segments:

• Premium
• Middle class
• Economy (democratic)

• The share of each segment in the total share of fitness club attendance:

• Lux -5%
• Premium-12%
• Middle class - 32%
• Economy (democratic) – 51%

• Zebra Fitness Consulting LLC is a limited liability company.

• The Zebra Fitness Consulting network includes economy, business and premium clubs. Many clubs also have a SPA center, which is available to all club card holders of this club.

• Clubs are located at:

• M. Dynamo, st. Krasnoarmeyskaya, 11;

• m. Rechnoy Vokzal, Leningradskoe sh., 45-47;

• m. 1905, Shmitovsky Prospect, 16;

• m. Molodezhnaya, st. Tolbukhina, 10, building 3;

• m. Otradnoe, Altufevskoe highway, 44;

• m. Sokol, st. Baltiyskaya, 15;

• m. Avtozavodskaya, st. Leninskaya Sloboda, 19;

• m. Alekseevskaya, st. Novoalekseevskaya, 25.

• Owners of business and premium class cards have the opportunity to visit all clubs included in the Zebra Fitness Consulting network.

Definition of strategy and types of strategies. Concentrated growth strategy - strategies related to changes in the product and/or market (strategy for strengthening market position, market development strategy, product development strategy). Conditions for implementing the strategy (goals and means).

Definition of strategy

Strategy is a master plan of action for an organization that determines the priorities of strategic objectives, resources and the sequence of steps to achieve strategic goals.

The main objective of strategy is to move the organization from its present state to the foreseeable future state desired by management.
Depending on the chosen object of strategic management, the following are distinguished:

Ø corporate strategy - strategy of the organization as a whole;

Ø business strategy - strategy of a separate strategic unit of the organization;

Ø functional strategy - strategy of the functional area of ​​management.

There are four main types of strategies:

1. Concentrated growth strategies– strategy for strengthening market positions, market development strategy, product development strategy.

2. Integrated growth strategies– backward vertical integration strategy, forward vertical integration strategy, horizontal integration strategy.

3. Diversified growth strategies– centralized diversification strategy, horizontal diversification strategy, conglomerate diversification strategy.

4. Downsizing strategies– liquidation strategy, “harvest” strategy, reduction strategy, cost reduction strategy.

Every successful business sooner or later faces the question of what development strategy should be used for further growth.

Concentrated Growth Strategies

Concentrated growth strategies are strategies that involve product and/or market change. When following these strategies, a firm tries to improve its product or start producing a new one without changing its industry. As for the market, the company is looking for opportunities to improve its position in the existing market or move to a new market.

The following types of concentrated growth strategies are distinguished:

· strategy for strengthening market position;

· market development strategy;

· product development strategy.

Strategy for strengthening market position assumes that the company is doing everything to gain the best position with a specific product in a given market. It requires a lot of marketing effort to implement it. Strengthening positions is based on a number of principles, which can be presented as follows:

Growth as the most important task;

Constant search for more efficient ways of production;

The desire to gain a large share of the existing market using one product;

Capturing consumer and market share from competitors.

Advantages of the concentration strategy:

Based on the known capabilities and capabilities of the organization;

Can effectively develop existing skills to create competitive advantage;

High sensitivity to market needs and the ability to gain a reputation in this area;

Low risk;

Easily controlled gradual growth.

Flaws:

This is more a progressive than a revolutionary strategy;

There are limits within which growth can take place in one market;

Subject to changes in consumer preferences and turns to economic downturn;

Complicates the company’s task in monitoring the actions of competitors;

Assigns responsibility for maintaining the level of innovation in the field of own products;

Requires significant financial expenses for advertising and product promotion.

Market development strategy is to find new markets for an already produced product. This strategy involves moving a company into new market areas using existing products or services. It can take several forms. A firm may modify its product slightly to make it more attractive to certain markets. Alternatively, there may be expansion across national boundaries through exports, or there may be geographic expansion on a national basis. To effectively develop a market, market segmentation is necessary. Let's consider the advantages and disadvantages of a market development strategy.

Advantages:

Builds on existing strengths, skills and capabilities;

Relatively low commercial risk;

Can provide significant income at relatively low costs;

Can provide sufficient income for new product development.

Flaws:

The scope of the strategy is limited: it is usually suitable when the product is at an early stage of its life cycle;

Requires significant market research;

It will likely be difficult to identify the required market segments;

The organization may not be able to meet the needs of the identified market segment due to lack of capacity or other reasons.

Product development strategy, involves solving the problem of growth through the production of a new product and its sale in the market it has already mastered. This strategy option is most suitable for existing markets, and it may include new types of products resulting from technical developments or modifications (improvements).

Advantages:

Allows you to improve the company's competitive position by attracting new customers;

Extends the product life cycle;

Will benefit from professional skills in areas such as research and development;

Helps the company meet new needs in the market or cope with the problems of possible substitutes;

Often necessary for the survival of the organization;

Used to enhance product differentiation;

New product development plays an important role in determining profitability later in the product life cycle;

Essential for products with a short life cycle if continuous growth is to be achieved.

Flaws:

A relatively high risk strategy;

There is a high probability of new product failure;

Requires significant investment in research, development and advertising.

Thus, strategy is the general direction of action of an organization, the adherence to which in the long term should lead it to its goal. In practice, a company can simultaneously implement several strategies. This is especially common among diversified companies. A certain sequence in the implementation of strategies can be carried out by the company. Regarding the first and second cases, they say that the company is implementing a combined strategy.