What is operational marketing. Strategic and operational marketing for J. Goals and objectives of planning
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Strategic marketing- an active marketing process with a long-term horizon of the plan, aimed at exceeding the average market indicators by systematically pursuing a policy of creating goods and services that provide consumers with goods of higher consumer value than competitors.
Strategic marketing targets a company at economic opportunities that are tailored to its resources and provide the potential for growth and profitability. The task of strategic marketing is to clarify the company's mission, develop goals, form a development strategy and ensure a balanced structure of the company's product portfolio.
Operational Marketing- a set of marketing activities with a short-term planning horizon related to the product, distribution (place), price and communications (promotion) - the four Ps of the marketing mix, aimed at existing markets or segments.
The purpose of operational marketing- generate income from marketing activities companies, i.e. the use of the most effective methods sales, trade marketing and cost minimization. Other goals of operational marketing can be, for example, the company's achievement of the level of sales, profits and other goals established by the operational plan, ensuring the profitability of various products, territories, markets and distribution channels.
Operational marketing tools- a set of tactical means related to the product, its price, bringing the product to the consumer and its promotion.
Operational marketing plan- formulation of the goal, description of the current position, tactics and budgets for each of the company's trademarks in each of the segments (industry, geographical).
Operational Marketing- the most understandable, noticeable aspect of marketing, primarily because of the obviousness and importance of the tasks being solved in the field of advertising, PR and trade marketing. The task of operational marketing is to receive revenue from sales, or target turnover. This means that the firm must "sell" and find purchase orders using the most efficient distribution methods while minimizing costs.
3.External and internal marketing environment. Micro and macro environment. Organizational Darwinism. Marketing audit. SWOT analysis
The firm's marketing environment- a set of actors and forces operating outside the enterprise and affecting the ability of the enterprise to establish and maintain successful mutually beneficial collaborative relationships with target customers.
The marketing environment is based on internal and external Wednesday.
External environment
The external marketing environment of the firm consists of microenvironment and macroenvironment..It includes all objects, factors and phenomena that are outside the enterprise, which have a direct impact on its activities. AT microenvironment firms include the firm's relationships with suppliers, intermediaries, customers, and competitors. macro environment firms are represented by factors that are more common to most firms, predominantly of a social nature. These include demographic, economic, natural, political, technical and cultural factors.
Internal environment
Internal environment characterizes the potential of the enterprise, its production and marketing capabilities.
The essence of marketing management of an enterprise is to adapt the company to changes in external conditions, taking into account the existing internal capabilities.
The internal marketing environment includes those elements and characteristics that are inside the enterprise itself:
§ Fixed assets of the enterprise
§ Composition and qualifications of personnel
§ Management skills and competencies
§ Use of technology
§ Image of the enterprise
§ Experience of the enterprise in the market
One of the most important parts of the internal environment is the characteristics of marketing opportunities. They depend on the presence of a special marketing service of the enterprise, as well as the experience and qualifications of its employees.
Marketing audit (or marketing audit), in essence, is an assessment of the commercial viability of a business, area economic activity, and search for an answer to the question: are there any prospects for this enterprise or firms in the market. The reason why the management of the company does not welcome its conduct is very prosaic: such an audit can easily reveal miscalculations in business management, for which the management of the enterprise or firm is obliged to bear responsibility.
SWOT-analysis- a method of strategic planning, which consists in identifying factors of internal and external environment organizations and dividing them into four categories: Strengths ( strengths), Weaknesses ( weak sides), Opportunities (opportunities) and Threats (threats).
4. Development of marketing forms: production, commodity, sales, marketing, holistic marketing: socially oriented, internal, integrated "4P" - "4C", relationship marketing.
one). 1860-1930 commodity orientation. Demand exceeds supply with relatively low competition. The quality of goods and services was carried out without taking into account the needs, desires and tastes of consumers.
2). 1930-1950 sales orientation. Sharpening of competition. A significant amount of unsatisfactory demand, which was stimulated by various methods (expansion advertising influences on the consumer, the introduction of sales stimulants).
3). 1950-1960 market orientation. Those. selection of goods that are in active demand. The main characteristic of the stage is the formation of a buyer's market, the expansion of the range of product groups, the saturation of the market with goods.
four). 1960-1990 marketing management production and sales process. A complex approach marketing.
5). Present tense - serving economies, expanding the scope of firms in the service market, the formation of an after-sales market.
Holistic Marketing- this is, in essence, a shift in emphasis from the product to the buyer and from the sale of goods to satisfying the needs of the consumer.
Under socially oriented marketing we understand brand promotion through participation in socially beneficial activities. This type of marketing combines the tasks of a particular organization (business) and society; pursues the goals of making a profit for the organization and making a socially significant contribution.
« Internal marketing is attraction, development, motivation and retention qualified personnel job offer that meets their needs. Internal marketing is a philosophy of treating the employee as a client and a strategy for creating a work-product in accordance with the needs of the employee-client.
Relationship Marketing (relationship marketing) – management of building long-term mutually beneficial relationships with key partners interacting in the market: buyers, suppliers, distributors. Relationship marketing strategically aims to build long-term relationships, to retain customers and partners, which costs much less than their acquisition. Long-term relationships are a decisive factor in competitiveness.
The Purpose of Relationship Marketing- establishing long-term personal privileged relationships. As " building material" high level of service and reasonable prices are used. Relationship marketing is aimed at establishing close economic, technical and social connections with partners that allow you to increase the performance of commercial activities in the market, allows you to reduce transaction costs and save enterprise resources.
The marketing relationship system includes:
the company;
consumers;
hired workers, agents;
Suppliers of products, raw materials and materials;
distributors;
dealers;
· and all with whom the company has established mutually beneficial market relations.
5. Results marketing concept: customer equity, brand equity, socially responsible marketing
consumer capital- this is the relationship of the organization with the consumers of its products, an important part of intellectual capital, since it is in these relations that capital generates income. [ 1 ]
Regarding independent integral part Organizational capital is consumer capital - this is capital that is made up of connections and stable relationships with consumers.
Brand equity- this concept is complex and includes 2 parameters: strength trademark and its cost. The value of a brand is determined by examining the value added that a consumer is willing to pay for purchasing a brand's products. The strength of the brand is responsible for the long-term preservation of the current value of the brand. The stronger the brand, the longer it will be able to maintain the opportunity to receive added value from each unit of production.
In world practice, the following components of brand equity are distinguished:
Price premium - the extra cost that a consumer is willing to pay for a brand compared to competitive products
brand retail price
Loyalty - the level of satisfaction with the brand, which ensures regular purchases of goods and helps to overcome price sensitivity
Perceived quality - the image characteristic of the brand endowed by the consumer in relation to other market products
Leadership - position in the market, expressed in market share, market share stability
Brand identity - the characteristic properties of the brand, differentiating it from other products on the market
Awareness - an indicator showing the degree of brand awareness in the market
Degree of distribution - the level of market coverage
Concept socially responsible marketing suggests that the task of an organization is to identify the needs, desires and interests of target markets and to ensure that they are met in a way that is more efficient and economical in relation to competitors, but at the same time preserves and enhances the welfare of society and individual consumers.
The named concept is based on three initial hypotheses.
1. The desires of consumers do not always coincide with their long-term interests, as well as the interests of society as a whole.
2. Consumers prefer organizations that demonstrate genuine concern for their satisfaction and well-being and the well-being of society as a whole.
3. The most important task of the organization is to adapt to the target markets in such a way as to ensure not only satisfaction, but also individual and collective well-being in order to attract and retain customers.
Two key ideas distinguish the concept of socially responsible marketing from the concept classic marketing:
Market definition. Demand, supply, price. Market types. Shift of supply and demand curves under the influence of non-price factors. Geographical and commodity markets. Market volume. Market share. Formulas for calculating market share.
Market- a set of demand, supply and price for a product for a certain period of time in a given geographical region. Consumer market (TSP) – B2С and Market for manufactured or industrial goods (WBC)В2В market Business-To-Government (B2G)
Market=demand+supply+price
Shift of supply and demand curves under the influence of non-price factors - is the parallel movement of the curves when fixed price the value of demand (or supply) changes.
Geographic market- the totality of supply and demand in a certain geographical region.
1) World market Global market: raw materials (oil, metals, timber, coal, etc.), finances (currencies, gold, loans and debts, securities and other financial instruments), agricultural products. The price is based on the rarity of the resource. World markets form the basis of production costs in all countries.
2)National market Market on the scale of one country. The existence of the market is determined by the presence of the border, the national currency, the level of well-being, the political state of society, etc.
3) Regional market A market within a single geographic region within a country. Due to the administrative, climatic, transport unity of the settlements of the region.
4) Local market It is characterized by supply and demand in a certain locality, as well as parts of the settlement.
commodity market- the market of one product of various brands that satisfy one need. Functionally and in properties, the goods are almost similar to each other. Example: cigarettes, televisions, cast iron. The commodity market is heterogeneous, consists of different types of goods that have different positions in this market.
Market volume- the volume of consumption of goods in a certain period of time in the geographical market.
Market share- the ratio of the firm's sales to market capacity, expressed as a percentage. , or approximately, where is the sales volume of the company in a certain period of time in a certain territory, E is the market capacity, F is the number of firms (competitors) in the market. - the total sales of all (F) firms in the market.
Similar information.
Operational Marketing
Marketing implementation is the process of transforming marketing strategies and plans into marketing events aimed at achieving strategic marketing goals. Implementation consists of daily and monthly work to effectively implement the marketing plan. If marketing planning asks questions of what and why, then implementation asks questions of who, where, when and how. The implementation of marketing plans and strategies requires coordinated work at all levels of marketing implementation. The successful implementation of a marketing strategy depends, firstly, on an action program that coordinates the work of all performers and all activities in general. Secondly, the formal organizational structure of the firm plays an important role in the implementation of the marketing strategy. The strategic and operational parts of marketing complement each other: the structure of the strategic plan must be closely linked to operational marketing.
Operational marketing focuses on such variables in the company's activities as price, distribution system, advertising and promotion, while strategic marketing focuses on choice. commodity markets on which the firm has competitive advantage, and on the forecast of total demand in each of the target markets. Based on this forecast, operational marketing sets specific goals for gaining market share, as well as the marketing budget needed to achieve them. Once a company's overall marketing strategy has been selected, detailed planning of the marketing mix (4 P's) is required, the set of controllable marketing tools used to generate the desired response from the target market. The marketing mix includes everything a company can do to influence demand. If within the framework of strategic marketing a mechanism for monitoring the implementation of the strategy is developed, then operational marketing exercises this control.
Marketing control - process quantification and analysis of the results of the implementation of marketing strategies and plans, as well as the implementation of corrective actions to achieve the set goals.
The goals of operational control may be, for example, to assess whether the company has achieved the level of sales, profits and other goals established by annual plan, determining the profitability of various products, territories, markets and distribution channels.
Stages of operational control: - formulation of specific marketing programs; - quantitative assessment of the results of the implementation of tasks in the market and analysis of the reasons for any deviations of the actual performance from the planned one; - implementation of corrective actions to eliminate the discrepancy between the tasks set and their implementation (if necessary, it is possible to change the action programs or revise previously formulated tasks).
The processes of strategic and operational marketing planning are carried out continuously, have a cyclical nature, each of them includes five main stages.
The process of strategic marketing begins: 1. with analytical procedures in relation to the needs of potential and actual buyers; 2.macro-micro-segmentation of the organization's market; 3. analysis of the attractiveness of selected market segments; 4. competitiveness of the organization 5. identification of possible strategic alternatives in order to make a decision on choosing the most appropriate marketing strategy. The process of operational marketing is carried out in the form of annual marketing planning, the main stages of which include: 1. target market selection, 2. preparation of a marketing plan, 3. development of a marketing complex, 4. preparation of a marketing budget, 5. implementation of measures in the field of organizing and monitoring the implementation of a marketing plan .
Table 1. Two sides of the "marketing coin"
The generalized characteristics of strategic and operational marketing are presented in Table 2. It is obvious that operational and strategic marketing must be coordinated in a single marketing planning process in an organization. At the same time, it is necessary to establish how these various processes are interconnected within the organization.
Table 2. Comparative characteristics operational and strategic marketing.
Marketing planning distinguishes between strategy and tactics, or long-term and short-term planning. Because of the misunderstanding of the difference between them, confusion arises. The strategic plan covers a period of three to five years from the next fiscal year, while the tactical plan covers a year or less. The latter contains more detailed activities and budget, but, like the strategic one, it consists of goals and ways to achieve them. The development of a strategic marketing plan always precedes a tactical one. Thus, from the point of view of functioning as a system, strategic marketing is a process of continuous and systematic analysis of the needs of real and potential customers, which is carried out at three levels of the organization (corporate, business unit and product line (brand) and represents an inseparable unity and interaction of strategic marketing subsystems). and tactical marketing planning.Summarizing, we can conclude that strategic marketing is an organic unity of two components - a system and a process.The system defines a hierarchical structure that characterizes the unity of three organizational levels, and the boundaries of the area of functioning of strategic marketing in modern organization. The process of strategic marketing reflects its dynamic side in the form of a sequence of stages, as well as the order of interaction between the subsystems of strategic and current marketing. Operational marketing is the organization of marketing, sales and communication policies to inform potential buyers and demonstrate the distinctive qualities of a product while reducing the cost of finding buyers. Operational marketing is an active process with a short planning horizon, aimed at existing markets. This is the classic commercial process of obtaining a given sales volume through the use of tactics related to product, sales, price and communication. The main goal of operational marketing is to generate revenue from sales, i.e. target turnover. The goal of achieving a certain sales volume translates into a production program for the operations department and a storage and physical distribution program for the sales department. Thus, operational marketing is a defining element that directly affects the short-term profitability of the firm. The activity of operational marketing is a decisive factor in the activities of the company, especially in those markets where competition is intensified. Any product, even if it is of excellent quality, must be priced appropriately for the market, be available in a distribution network adapted to the habits of the target consumers, and have communication support that promotes the product and emphasizes its distinctive qualities.
Operational marketing is the most dramatic and most visible aspect of marketing, mainly because of the important role played by advertising and promotional activities. However, it is clear that without a solid strategic base there is no absolutely cost-effective operational marketing. No matter how powerful an operational marketing plan is, it cannot create demand where there is no need and cannot sustain a line of business that is doomed to disappear. Therefore, to be profitable, operational marketing must be based on strategic thinking, which in turn is based on the needs of the market and its expected evolution. Strategic marketing is primarily a needs analysis individuals and organizations. From a marketing point of view, the customer does not so much need the product as it wants the solution to the problem that the product can provide. The solution can be obtained with the help of various technologies, which themselves are constantly changing. The role of strategic marketing is to trace the evolution of a given market and identify various existing or potential markets or their segments based on an analysis of the needs that need to be satisfied. The product markets identified represent economic opportunities whose attractiveness should be assessed. The attractiveness of a commodity market is quantitatively measured by the concept of market potential, and is dynamically characterized by the duration of its existence, or life cycle. For a particular firm, the attractiveness of a product market depends on its competitiveness, in other words, on its ability to satisfy the needs of customers better than competitors. Competitiveness will exist as long as the firm retains a competitive advantage, either through special qualities that distinguish it from rivals, or because of higher productivity that provides it with a cost advantage. The role of strategic marketing is to target the firm to attractive economic opportunities, i.e. capabilities tailored to its resources and know-how, providing the potential for growth and profitability.
The strategic marketing process has medium and long term horizons; its task is to clarify the mission of the company, define goals, develop a development strategy and ensure a balanced structure of the product portfolio; these two functions are mutually complementary in the sense that the structure of the strategic plan should be closely linked to operational marketing. Operational marketing focuses on variables such as price, distribution system, advertising and promotion, while strategic marketing focuses on selecting product markets in which the firm has a competitive advantage and forecasting total demand in each of the target markets. Based on this forecast, operational marketing sets goals for gaining market share, as well as the marketing budget needed to achieve them.
Operational Marketing
Operational Marketing
Operational marketing - marketing, which is based on an active process with a short planning horizon, aimed at existing markets.
Operational marketing is the classic commercial process of obtaining a given volume of sales by using tactical means related to the product, its price, bringing the product to the consumer and promoting it.
In English: operational marketing
Synonyms: Tactical Marketing
English synonyms: tactical marketing
Finam Financial Dictionary.
See what "Operational Marketing" is in other dictionaries:
MARKETING, AGGRESSIVE- synonyms wild, attacking, manipulating, sometimes radical and passionate [from lat. passio passion] aggressive actions to force purchase decisions on prospective buyers as a tactical marketing support for sales. Characterized by... ...
MARKETING, STRATEGIC - modern marketing, based on a certain vision by the company of the surrounding world and its role (mission) in it, on the principles of globalism, innovation, integration, preference for structural studies of the prospects for market needs and ... ... Marketing. Big explanatory dictionary
Strategic marketing is an active marketing process with a long-term plan horizon, aimed at exceeding market averages by systematically pursuing a policy of creating goods and services that provide consumers ... ... Wikipedia
OPERATIONAL AUDIT- verification of the operating (current) activities of the company in order to assess its effectiveness. In the process of such verification, in addition to studying accounting all basics are analyzed. enterprise life systems - organizational structures, ... ... Financial and Credit Encyclopedic Dictionary
PRODUCT QUALITY- [English] Product Quality] in the traditional marketing sense, the degree of satisfaction of customer needs, solving his problems. This is the composition and level of consumer properties, consumer value of the product, expressing70 its essential ... ... Marketing. Big explanatory dictionary
COMMUNICATIONS, MARKETING- the process of effective exchange of information, knowledge about a product or service with target audiences to solve the marketing problems of the organization. In professional literature, to designate this category, it is often found corresponding to the usual ... ... Marketing. Big explanatory dictionary
MARKETING AUDIT, marketing audit- a tool for managing the effectiveness of the use of marketing resources, a means of strategic marketing control to identify problem areas with untapped potential and, on this basis, to prepare recommendations for improving ... ... Marketing. Big explanatory dictionary
PRODUCT LIFE CYCLE- [per. from English. Product Life Cycle] the period of time from the concept of a product to the termination of the need for it on the market and removal from production, the dynamic characteristics of the product, its fate on the market is one of the key concepts of marketing. ... ... Marketing. Big explanatory dictionary
GROWTH-MARKET SHARE MATRIX, or BCG matrix- one of the most common, classical instruments marketing analysis, and in particular portfolio analysis firm strategies. The matrix gained fame and name thanks to the work of the Boston Consulting Group (BCG, or, in Russian, Boston ... ... Marketing. Big explanatory dictionary
SPONSORSHIP- [from English. Sponsor] a form of promoting the interests of the organization through the support of socially significant initiatives. This is voluntary material, financial, organizational and other support by individuals and legal entities others, and especially... Marketing. Big explanatory dictionary
Books
- Market oriented management. Strategic and Operational Marketing, Jean-Jacques Lambin, Ruben Chumpitas, Isabelle Schuling. One of the most prominent representatives of the European marketing school, Professor Jean-Jacques Lambin, offers a textbook that occupies a special place in modern business and management literature.…
- Strategic and operational marketing. Cases from the collection of GSOM SPbGU, . The collection includes twenty cases developed by teachers high school Management of St Petersburg University in 2006-2013 The cases are intended to be used as educational material at…
MINISTRY OF EDUCATION OF RUSSIA
ULYANOVSK STATE UNIVERSITY
Institute of Economics and Business
Management department
Department of Management
Course work
in the discipline "Organization of marketing activities" on the topic:
ORGANIZATION OF OPERATIONAL MARKETING AT THE ENTERPRISE
Specialty - “Marketing”
Performed: student of group EMA-41
Muratova Anastasia Vladimirovna
Scientific adviser: department assistant
Myzrova Ksenia Alekseevna
Ulyanovsk, 2010
Table of contents
Introduction…………………………………………………………………………………………..…3
Chapter 1
- Marketing: concept, goals and objectives……………………………………………………..….. .5
Operational marketing: concept, goals and objectives, stages…………………………..11
2.1 Brief description of the company………………………………………………….………18
2.2 Operational marketing as one of the tools for promoting NOKIA products………………………………………………………………………………………………... 23
Conclusion………...………………………………………………………………………………..30
List of used literature…………………………….…………………. …………..32
Introduction
The modern market economy goes back to four main ideas. They seem simple, but they have a huge impact on the philosophical understanding of the principles of the market.
- People seek rewards; it is this desire to satisfy their own interests that drives people to produce and work. This desire is the engine of growth, individual development and ultimately determines overall well-being.
The individual choice of a person determines what will serve as his reward. This choice varies according to tastes, culture, values, and so on. Aside from ethical, moral, and social norms, there are no other rules that allow one to judge the value or triviality of choices, or "true" and "false" needs. Such a system is characterized by pluralism and respect for diversity of tastes and preferences.
It is through free and competitive exchange that the individuals and organizations with which they interact are best aware of their goals. If the exchange is free, then it occurs only if it is beneficial to both parties. If the exchange is carried out on the basis of competition, the danger that producers will abuse their bargaining power is minimized.
The mechanisms of a market economy are based on the principle of individual freedom, in particular on the principle of buyer sovereignty. The moral foundation of this system is based on the recognition of the fact that people are responsible for their own actions and are able to decide what is good for them and what is bad.
The first chapter will describe the main features of operational marketing, its main components, goals and objectives. In the second chapter, the implementation of operational marketing will be considered using the example of NOKIA. In this case, operational marketing is one of the tools for promoting goods.
Thus, the object of research is operational marketing, and the subject is its implementation in the enterprise.
The purpose of this work is a comprehensive study of operational marketing as a component of the marketing organization as a whole in the enterprise.
The relevance of the topic is due to the fact that today marketing has ceased to be just a fashion. Business leaders expect real benefits from the activities of the marketing department, efficiency, effectiveness in the face of a limited amount of resources, the constant development of new areas of activity and the development of new tools. The question of whether marketing is needed in Russia has now lost its urgency. High business growth rates and increasing competition are forcing an increasing number of companies to pay close attention to this management function, to include an appropriate staff unit or even an entire marketing service in the enterprise structure. But at the same time, views on the tasks of marketing and its role in achieving the overall result are still very diverse.
Chapter 1. Operational marketing as a component of the organization of marketing in the enterprise.
1.1 Marketing: concept, goals and objectives.
The English word "marketing" has no analogues in Russian. It can be roughly translated as "the process associated with the market." Although the word "marketing" has become very widespread, it is often misunderstood not only by critics, but also by marketing people. For example, it is often used in one of the following three meanings:
- "marketing" is advertising, sales promotion and pressure on the buyer, in other words, a complex of particularly aggressive sales tool used to capture existing markets. In this first, most mercantile sense of the word, marketing is considered mainly in relation to the mass consumer market and, to a much lesser extent, to such sectors as high tech, financial, social and cultural services.
“marketing” is a set of market analysis tools (such as sales forecasting methods, simulation models, and market research), available only large enterprises, where they are used to develop a promising and more scientific approach to needs and demand analysis. The reliability and practical value of such expensive methods is far from obvious to their critics.
"marketing" is the architect of the consumer society, i.e. it is a market system where sellers commercially exploit consumers. To sell more and more, you must constantly create new needs. Buyers are alienated from the seller in the same way that workers have become alienated from the employer.
The most important tasks of marketing are its operational tasks. 3 These include:
1) identification of existing and potential desires of buyers, real and possible demand for goods and services and, on this basis, justification of the feasibility of their production and marketing;
2) organization of R&D to create high-quality, competitive, convenient products;
3) planning and coordination of production, marketing and financial activities enterprises;
4) organization and improvement of the system and methods of marketing products;
5) management of the marketing policy of prices;
6) planning and implementation of marketing communication complex activities;
7) regulation of the processes of production, transportation, packaging of products, customer service;
8) control and analysis of the marketing activities of the enterprise.
Marketing is based on four principles. They define a philosophy of action that is valuable to any organization that meets the needs of a customer group. The scope of this marketing activity can be divided into three main areas.
1. Consumer marketing (B2C - marketing), in which transactions are carried out between companies and end customers, individuals or families.
2. Business marketing (B2B - marketing), in which both participants in the exchange process are represented by organizations.
3. Social marketing, which includes the activities of non-profit organizations: museums, universities, etc.
This approach implies that the main goal of all activities of the organization (and therefore the goal of marketing) is to satisfy the needs of customers. it The best way achieve their own goals (ensure the growth of the company and increase profitability). This approach is dictated not by altruism, but by the self-interest of the organization itself. four
Based on the tasks and principles, the following main functions of marketing can be distinguished. 5
1. Analytic function
- studying the market as such: this is the first step to knowing the market as a current one. Analytical work should be carried out in order to select from a variety of potential markets those that may be the most interesting and priority for the enterprise and its products, in which commercial success can be achieved with the least effort and cost. For this, ranking is performed, i.e. alignment of markets as the interests of the enterprise in these markets decrease, depending on the conditions for the sale of goods and services on them;
consumer research: in any market there are usually many consumers different kind products. It is necessary to choose from a large number of potential buyers a group that is easier and faster compared to other groups,
will become a buyer of the offered products. This is called market segmentation;
study of corporate structure;
study of the goods (commodity structure): it is necessary to study the commodity structure of the market, the technical level and quality of goods circulating on the market, the system of product distribution and service of competitors, current standards norms, etc.;
analysis of the internal environment of the enterprise: this is the study of the organizational structure of the enterprise in terms of its competitiveness in target markets, the assessment of R&D and their compliance with the R&D level of competitors, the analysis of the intellectual potential of employees, the analysis of the creative capabilities of the team, etc.
2. Production (creative) function of marketing
- organization of production of new goods: consistent and comprehensive execution of the analytical function by the management of the enterprise creates normal conditions to make decisions about the development and production of such products that will be accepted by the market. The data obtained as a result of testing and trial operation make it possible to make the necessary improvements and adapt to the specific requirements of the market before the start of mass production of goods;
- organization of material and technical supply: the ideal situation is when the enterprise does not have a developed warehouse economy and procurement production at all and there is a supply system called “just in time”, when the supplier and the customer agree on daily and even hourly schedules for the supply of components and materials;
product quality and competitiveness management: in marketing, quality is also understood as the technical level of products. Quality and technical level are the most significant elements that determine the competitiveness of products.
- organization of the commodity circulation system: it must create such conditions that the product is where it is needed, at the time when it is needed, in the quantities in which it is in demand, and of the quality that the consumer expected;
conducting a targeted product policy: a product policy involves targeted actions of the enterprise administration, built on principles that ensure the effective formation of the nomenclature and assortment of goods and planned sales volumes;
service organization: this is the provision of a range of services related to the sale and operation of products. High-quality service causes the expansion of demand for goods, contributes to the commercial success of the enterprise;
conducting a targeted pricing policy: the company sets such prices for its products and changes them in such a way depending on the market situation in order to ensure the achievement of planned short-term and long-term goals and the solution of operational tasks related to the sale of goods in a certain phase of its life cycle, activities of competitors, etc.
- planning: is carried out in order to establish the maximum possible regularity and proportionality in the activities of the enterprise, in order to reduce the degree of uncertainty and risk in economic activities and ensure the concentration of resources in the selected priority areas of development;
marketing information support: in order to develop strategic lines of conduct, it is extremely important to receive and analyze information regarding the external and internal environment of the enterprise in a timely manner. In the process, external data is divided into unmanaged, semi-managed and fully unmanaged. Internal data is analyzed, and to manage complex production systems in market conditions;
communication support marketing management: this subfunction provides the enterprise with an active impact on the external and internal environment. For its implementation, it is necessary to create special structural divisions, whose responsibilities include maintaining contacts with the public, the market, the press, buyers, etc.;
control using situational analysis: control is the final stage of the marketing management cycle, the final link in the process of making and implementing a decision. It allows not only to identify, but also to prevent various deviations, errors and shortcomings, to find new reserves and opportunities for development, adaptation to changing conditions of the external and internal environment.
So, summing up the above, it should be noted that the success of the company directly depends on the correct organization of marketing activities, market-oriented (Fig. 1). 7 It may turn out to be as much of a myth as democracy, but this myth is the driving force that must constantly guide the firm in its activities.
Fig.1. The structure of market-oriented marketing.
1.2 Operational marketing: concept, goals and objectives, stages.
Marketing is both a business philosophy (analytical aspect) and a product promotion process (active aspect). Therefore, for an enterprise to work effectively, first of all, it is necessary to understand the system of thinking and the ideological foundations of marketing. No less important is the second side of marketing, which, acting as an active process, solves a number of tasks necessary for the smooth functioning of a market economy. The importance and complexity of these tasks (and, in fact, the tasks themselves) have changed along with changes in the economy, technology, competitiveness and the international environment. Therefore, for effective work the company needs to actively use both sides of marketing, which are used respectively, the terms "operational" and "strategic".
These terms were proposed by the French Academy. In French, they were written like this: "la mercatigue" and "le marcheage" and were used to refer to the two sides of marketing (Fig. 2). eight
Fig.2. Two sides of the marketing process.
1. The tasks of strategic marketing usually include a systematic and ongoing analysis of the needs and requirements of key customer groups; development and production of a package of goods or services that will help the company serve selected groups or segments more efficiently than competitors can. By solving these problems, the firm provides itself with a sustainable competitive advantage.
2. The role of operational marketing is to organize sales, implement sales and communication strategies that should inform potential buyers and advertise the distinctive properties of the product while reducing information costs.
Reflections and strategic planning are very different from operational marketing activities and require very different talents from those who do this work. However, these two activities are closely interrelated and complement each other (Figure 3). 9 Operational marketing focuses on non-commodity variables, while strategic marketing focuses on the ability to provide a product that is superior in value and at a competitive price. Strategic marketing allows you to select markets for a product and the sequence of their operation, as well as to make a forecast of primary demand in each of these markets. On the other hand, operational marketing sets goals for obtaining a certain share in each target market, and also determines the marketing budget necessary to solve these problems.
Fig.3. Differences between operational and strategic marketing.
As shown in Figure 4, comparing the market share problem and forecasting primary demand for each market allows you to set sales targets, first in terms of sales volume, and then in terms of sales turnover, given the chosen pricing policy. The expected gross profit is obtained after subtracting direct production costs; probable fixed costs of specific structures, marketing costs allocated to sales agents, and advertising and promotion costs included in the marketing budget. This gross margin is the product market's contribution to the firm: it must cover overhead costs and generate net profit. ten
Fig.4. Integrated marketing process.
Operational marketing is an action-oriented process that uses short-term planning and targets pre-existing markets. This is the classic commercial process of obtaining a given sales volume through the use of tactics related to product, sales, price and communication. The combination of these elements is called the marketing mix. This concept is one of the basic concepts of marketing. The marketing mix includes everything that a company can do to influence the demand for its products. F. Kotler gives him the following definition: "The marketing mix is a set of controllable variable marketing factors, the totality of which the company uses in an effort to evoke the desired reaction from the target market." eleven
Consider the four components of the marketing mix: 12
- a product is a set of products and services that an organization offers to a target market; price is the amount of money that consumers pay for the purchase of goods (the price can be wholesale and retail, provide for discounts or sale on credit). If the price charged does not match the value of the product in the eyes of consumers, they will switch to competitors' products;
distribution (marketing) is a different kind of activity aimed at ensuring the availability of goods to target consumers;
promotion (communications) is the whole activity of an enterprise to disseminate information about its products and to convince them to purchase them.
At the heart of the development of the marketing mix is the decision to position the product in a particular market. The marketing mix is used in any enterprise, regardless of what concept it is focused on.
The economic role of marketing in the activities of the company is shown in Figure 5. 13 It depicts the main relationships between the four main management functions (research and development, production, marketing and finance).
Fig.5. The two roles of strategic marketing.
The main task of operational marketing is to provide sales revenue. It means to "sell" and receive orders for the purchase of goods and services using the most effective sales methods and at the same time keep costs to a minimum. The goal of achieving a certain sales volume becomes a production program for the production department and a storage and distribution program for the sales department. Thus, operational marketing is a determining factor that has a direct impact on the profitability of the firm in the short term.
The strength of operational marketing is a critical factor in the performance of a firm, especially in a highly competitive market. Every product, even the best quality, must be priced appropriately for a particular market, be present in distribution channels adapted to the habits of the target buyers, and be supported by some form of promotional medium that promotes the sale of the product and reinforces its distinctive features. There is very rarely a situation in the market when demand exceeds supply, when the company is well known to its potential buyers, or when there is no competition.
There are many examples of promising products failing due to lack of commercial support. As a rule, this most often happens with those firms where the “engineering” spirit reigns: they believe that the product High Quality can gain recognition on its own, and does not consider it necessary to adapt to the needs of buyers.
Operational marketing is the most dramatic and most obvious aspect of marketing, mainly due to the important role played by advertising and sales promotion. Some firms start marketing with advertising. Other firms (for example, a number of manufacturers of industrial products) for a long time believed that marketing was not applicable to their line of business, directly linking marketing exclusively to advertising. fourteen
So, operational marketing is the commercial weapon of the company, without which even the best strategic plan cannot bring satisfactory results. However, it is also clear that without sound strategic options, there can be no profitable operational marketing. Action without thought is not the right risk. No matter how good an operational marketing plan is, it cannot create demand when there is no need, just as it cannot support activities that are doomed to extinction. Therefore, in order for operational marketing to be profitable, it must be guided by a strategic plan based, in turn, on the needs of the market and its proposed evolution.
Chapter 2. Chapter 2. Implementation of operational marketing on the example of NOKIA.
2.1 Brief description of the company.
Nokia is the name of the village where the famous cell phone company was founded. But if you delve into history, then the word "Nokia" Finns called the ancient pine marten, which today is considered to be an extinct species. The company of the same name opened its doors back in 1865, when the Finnish mining engineer Frederic Idestam built a small woodworking factory in the town of Nokia, which will quickly turn into a large conglomerate due to widespread industrialization in Europe.
Actually, it is generally accepted that the factory was named Nokia in honor of the river flowing near it. A small town was already founded around it by workers who were striving to get a place from Frederic Idestem. fifteen
By the end of the 60s of the XIX century, sales began to grow at an unmeasured pace. And in February 1971, Nokia Corporation was officially registered. Soon she began to supply paper to Russia, Sweden, Denmark, Germany, Poland, England and some other countries. At the beginning of the 20th century, the Finnish Rubber Works company moved to the town of Nokia, engaged in the production of various kinds of rubber products, from galoshes to other items made of rubberized fabric. I must say that the choice of the Finnish Rubber Works company for the city of Nokia fell not by chance. The thing is that here she could get quite cheap electricity. This was possible thanks to the same river, which became a key landmark at the time of the opening of the factory by Frederik Idestem. Well, in 1920, a significant event took place - the Nokia Group conglomerate was organized, which included three companies - Nokia Corpotation (paper production), Finnish Rubber Works (rubber) and Finnish Rubber Works (semiconductors). Actually, these enterprises united due to the emerging economic crisis. The leaders of all three companies rightly believed that such an alliance would secure them in a rather vague future. It is interesting that all three companies quickly began to use the same name Nokia in their activities. In general, during periods of crisis, such a conglomerate had a positive effect on the work of all three enterprises, since at the moment when one of them was in an unenviable position, others pulled it out.
And by the beginning of the Second World War, the Nokia group of companies was a leader in all three industries in which it was present. And this: the production of wood with its subsequent transformation into paper, electronics and rubber products. It should be noted that the company began to deal with electronics somewhere in the 60s of the XX century, when the Finnish Cable Works division was significantly expanded to focus not only on the production of semiconductors. This is a key moment in the history of the company. Without this expansion, it remains to be seen whether we have seen mobile phones from this Finnish corporation.
After the company entered the electronics business, it became apparent that most of the R&D departments devoted most of their time to the development of electronic communications. Among the company's solutions, one can distinguish a digital switch, released by it in 1969. And in the early 70s, a more advanced switch called the DX 200 came out. It was one of the most modern at that time, and a processor from the then-growing Intel company was installed in its heart. Well, in 1981 the standard was created cellular communication NMT. Based on technologies from Nokia Corporation. It quickly spread in Scandinavia, and then went to the rest of Europe. So, in 1981, the first cellular communication standard appears, available to all manufacturers and end users. And the most important place in its development was occupied by Nokia. The first, still clumsy mobile phones began to appear. Interestingly, Nokia was the best here too. In 1987, she introduced the most compact mobile phone at the time. Its sales then exceeded all expectations, and although mobile phones were still some kind of curiosity, people still began to systematically acquire them, taking advantage of the fruits of technological progress. And in the late 80s, with the participation of a number of companies, among which was Nokia, a new cellular communication standard, GSM, was promulgated. This was just the beginning. 16
Actually, the 80s were not as easy for the company as it might seem. The thing is that this time was associated with a crisis in the global economy. The management of the Finnish giant tried to get out of the unpleasant situation as quickly as possible, and therefore decided to restructure its business, focusing on electronics. Nokia believed in the future of electronic communication, which at that time already clearly loomed in the form of a mobile phone. However, Nokia was still far from dominating the telecommunications market. In 1990, the division mobile phones The company is headed by Jorma Ollila. I must say that working on a new project was very difficult. Firstly, not all people, even in the company itself, fanatically believed in the future of digital communications and mobile phones themselves. It was quite a risky undertaking. Ollila knew that in the event of prolonged failure, their department would simply be disbanded, but he did not think about failure. He thought about how to make a revolution, gradually bringing mobile communications into every home. At the very end of the 80s, Nokia licensed the GSM standard to Helsinki Telephone Corporation and Tampere Telephone Company. And already in 1991 the first call was made in this network. A landmark call that was made by the Prime Minister of Finland from a Nokia phone. Needless to say, how well the mobile phone and the GSM standard were received in the country. Jorma Ollila, Head of Mobile Phones Division, has been appointed CEO companies. It became clear that the future of Nokia is connected with phones. 17
By 1996, the GSM standard appears in 9 more European countries. Nokia is not yet a global giant, but it certainly is a fairly innovative company. A year later, the GSM standard will work in 31 countries. And the Finnish company will sign a contract with 59 operators, selling them a license to work in this standard. Such a large financial injection will have a positive impact on Nokia, allowing it to invest in the development of new mobile phones.
Soon, Nokia phones began to be actively sold in the markets of Asia and Europe. In 1998, the company began to gradually overtake such giants as the Swedish Ericsson and the American Motorola in terms of growth rates. While they reduced production volumes, Nokia only increased.
Nokia Corporation began its activities in the USSR in the 60s. Since 1993 Nokia's interests in St. Petersburg have been represented by Nokia Switching Systems (NSS). In 1997, ZAO Nokia was established with its head office in Moscow. Nokia has offices in key regions of Russia, as well as in the CIS countries. Nokia products are classified into three main divisions: Mobile Phones - classic mobile phones; Multimedia - Nseries multimedia computers; Enterprise Solutions - Eseries business-class devices and specialty software.
Together with retail chains In Russia and the CIS, Nokia is actively developing the Nokia Authorized Points of Sale program, within which branded stores (Concept Stores) and branded departments (Shop-in-Shops) of Nokia are opened. The main goal of this program is to protect consumers from counterfeit and non-certified goods. When buying Nokia products in a branded salon or store, as in all authorized points of sale, the consumer is guaranteed that he is purchasing an original, officially delivered product with all the necessary service support. Branded departments and salons of Nokia are open in most major cities of Russia and the CIS, and their number is constantly increasing. 18 In December 2006, the world's first Nokia flagship store (Nokia Flagship Store) was opened in Russia - in the center of Moscow, not far from Pushkinskaya Square. The mission of the Nokia Flagship Store is to showcase the full range of Nokia products and services, and to provide consumers with the best experience, in the most comfortable environment and on the most advanced equipment, to take advantage of Nokia's latest products and latest mobile technologies.
However, the Finns quickly realized that it is not enough to have innovative products for further growth. It was necessary to seriously deal with marketing, which at that time was delivered worse in Nokia than in the same Motorola. The company began to clearly understand what the brand should do. The word Nokia should start to be associated by all people with high-quality mobile phones. At the same time, it was important to make sure that the company carried some thought, an idea. This idea was the slogan "Connecting People", created for the corporation by the famous marketer Thomas Gad back in 1986. Only now did it really make sense to millions of people around the planet. Nokia phones possessed excellent design, the highest reliability and durability. Quite quickly, consumers around the world recognized them as the standard of cellular communications. But the 21st century was coming, the time when the telephone became part of the lifestyle. And Nokia is taking advantage of that. Each new model The Finnish company's phone tells the consumer its story. A story that most closely matches the lifestyle of the owner. People are starting to buy phones to suit their style, and Nokia has the most complete range of models to suit anyone from the businessman to the glamorous teenage girl.
It was the right move on the part of the company, which gave simple names to each phone model. Thanks to this, each creation of Nokia was an "individuality" unlike other models. Promotion of phones followed the same scenario. Product Placement, stylish TV advertising, prints in popular magazines. Phones for businessmen were practically not advertised on TV, since this audience hardly watches the "box".
However, the company was strong not only in production and advertising, but also in management. The head of Nokia, Jorma Ollila, once said: “I want to remove the stubbornness that is rooted in people's minds. We want to create easy controlled chaos in the company, sharpen the feeling emergency even if it doesn't exist. Constantly switching to new tasks allows people to learn from each other, this is a healthy process of cross-pollination.” It was an interview with Business Week magazine, dated 1998. In it, Ollila put forward his assumption that if a company's revenue does not grow by 25% per year, then in the future it will not grow at all.
By the way, if we talk about 1998, then it was at this time that the Symbian consortium was founded. Let me remind you that the operating system created thanks to it comes with almost all Nokia smartphones. Today Symbian is already an integral part of the Finnish company.
So, throughout its history, Nokia has primarily paid attention to such things as:
etc.................
