Essence and concepts of marketing activity. Consideration of questions of the theory of management-marketing - abstract Selection of target markets

A number of modern definitions of marketing can be distinguished: Marketing is the study of markets and the impact on them in order to facilitate the tasks facing economic entities. Marketing is a comprehensive system of activities for managing production and marketing activities based on market research, that is, it is a modern market concept for managing production and marketing. Marketing is a social process aimed at satisfying the needs and desires of individuals and organizations through the creation of a free competitive exchange of goods and services that create value for the buyer. Marketing is the most important function of the company's administration, which consists in organizing and managing the entire range of business activities associated with identifying the purchasing power of the consumer and turning it into a real demand for a particular product or service. What is marketing?

Marketing is the art and science of choosing the right target market, attracting, retaining and increasing the number of customers by creating the confidence of the buyer that he represents the highest value for the company.

Using the concept of marketing in enterprise management provides for two approaches Strategic marketing is an analytical process aimed at monitoring market trends, consumer needs, searching for new potential markets or market segments, as well as new consumer needs Operational marketing is an active process aimed at achieving the planned volume sales of products in existing markets by using the tools of the marketing mix complex (commodity, price, marketing and communication policy)

Marketing management is (F. Kotler) The process of planning and implementing the concepts of pricing, promotion and distribution of ideas, goods and services, aimed at making exchanges that satisfy both individual and organizational goals

Market-oriented management (philosophy, management concept), the essence of which is the analysis, planning and implementation of activities aimed at interacting with market entities (consumers, distributors, competitors, socio-economic climate) due to cross-functional coordination, as well as the formation of a certain culture in the organization Marketing management is (J.-J. Lambin)

market integration is taking place in Europe; in Europe there is a diversity of cultures and pluralism of opinions; European society has social responsibility;

Differences between the concepts of sales orientation and marketing Productions Product Sales and promotion Profit as a result of more sales 1. The concept of sales orientation 2. The concept of marketing. Target market Consumer needs Integrated marketing Profit as a result of customer satisfaction. Starting point Focus Means Outcome

The concept of holistic marketing (components) Holistic marketing Integrated marketing: 4 P Relationship marketing: Customers, partners, distributors. Internal marketing: marketing department, top management, other departments Socially responsible marketing: ethics, ecology, law, society

Macro-environmental factors influencing the strategy ENTERPRISES E-POLITICAL-LEGAL ECONOMIC SOCIO-CULTURAL TECHNOLOGICAL E, R&D NATURAL INDUSTRY AND COMPETITIVE ENVIRONMENT PARTNERS ORGANIZATIONS (intermediaries, distributors) CONSUMERS SUPPLIERS AUTHORITIES Microenvironment (short-range) Macro environment (long range)

Marketing system at the enterprise Market environment Factors of the microenvironment Factors of the macroenvironment Information system of marketing. Internal reporting system Marketing research system Marketing analysis system Needs analysis Attractiveness analysis Competition analysis Product portfolio analysis Strategy development Strategic marketing Operational marketing. Marketing plan (program) Product policy Price policy Communication policy Sales policy. Implementation and control over the implementation of plans

The marketing management process is an ordered sequence of stages and activities to identify demand, develop, manufacture, distribute and promote products that meet consumer needs. Main stages of the MM process: Analysis of market opportunities; Selection of target markets; Development of a marketing strategy; Development of a marketing mix; Implementation of marketing activities and control over their effectiveness

Changes in marketing management in the 21st century. Transition from marketing in the marketing department to marketing throughout the organization; From the unit organization to the customer segment organization; From independent production to the purchase of an increasing number of goods and services; From working with many suppliers to "partnering" with a few of them; From maintaining old market positions to finding new ones; From the priority of tangible assets to the priority of intangible assets;

The main tasks of marketing management: 1. Development of marketing strategies and plans. 2. Development of knowledge about the market through the organization of MIS. 3. Formation of long-term relationships with buyers. 4. Creation of market offers. 5. Delivering value. 6. Promoting value. 7. Ensuring long-term growth.

Control questions: 1. What do you understand by the market: 1) dietary products, 2) sports clubs, 3) flour mills. 2. Define marketing in terms of: 1) action, 2) analysis, 3) culture in an organization. 3. Name a few modern products in which manufacturers have managed to reflect the unconscious expectations of buyers. 4. Choose any product, list its consumer properties, determine what needs it is intended to meet.

Discussion Topic By definition, marketing is about satisfying the needs and desires of customers. Critics, however, argue that marketing is not limited to this, but creates needs and desires. Marketers encourage consumers to spend more money on goods and services they don't need. What is your opinion: does marketing form the needs and desires of consumers or just reflect the needs and desires.

Marketing is a system for organizing and managing the production and marketing activities of enterprises, studying the market in order to form and satisfy demand for products and services and make a profit. Specialists put a double meaning in the term "marketing": this is one of the management functions, and an integral management concept in market conditions.

As a management function, marketing is no less important than any activity related to finance, production, research, logistics, etc. As a management concept (business philosophy), marketing requires a company to view consumption as "democratic » a process whereby consumers have the right to 'vote' for the product they want with their money. This determines the success of the company and allows you to optimally meet the needs of the consumer.

Since marketing is a way of persuading the masses to make a purchase, most mistakenly equate this concept with sales and promotion. The difference is this: selling is mainly face-to-face contact - the seller is dealing with potential buyers. Marketing uses the media and other means to grab the attention and convince many people - people who may not have any direct contact with anyone in the marketer's company at all. Creating demand. Effective tips and tricks for marketing your products and services. One of the leading management theorists, Peter Drucker, puts it this way: The goal of marketing is to make sales efforts unnecessary. Its goal is to know and understand the client so well that the product or service will exactly fit the latter and sell themselves / Berezin I.S. Marketing and market research. - Russian Business Literature, 1999

Marketing is a complex, multifaceted and dynamic phenomenon. This explains the impossibility in one universal definition to give a complete, adequate description of marketing to its essence, principles and functions. Basic principles follow from the essence of marketing. However, in domestic and foreign literature, the “principles of marketing” mean different things. Having considered the positions of various authors, comparing them, we single out the following fundamental principles:

• 1. Careful consideration of the needs, state and dynamics of demand and market conditions when making economic decisions.
• 2. Creation of conditions for maximum adaptation of production to market requirements, to the structure of demand (and based not on momentary benefits, but on a long-term perspective).
• 3. Impact on the market, on the buyer with the help of all available means, primarily advertising.

Marketing activity is a set of activities focused on the study of such issues as: Analysis of the external (in relation to the enterprise) environment, which includes markets, sources of supply and much more. The analysis allows you to identify factors that contribute to commercial success or create an obstacle to this. As a result of the analysis, a data bank is formed for making informed marketing decisions. Analysis of consumers, both actual (acting, buying the company's products) and potential (who still need to be convinced to become relevant). This analysis consists of examining the demographic, economic, geographic and other characteristics of people who have the right to make a purchase decision, as well as their needs in the broadest sense of this concept and the acquisition processes of both our and competing products. Studying existing and planning future products, that is, developing concepts for creating new products or upgrading old ones, including their assortment and parametric series, packaging, etc. Obsolete goods that do not give a given profit are removed from production and export. Merchandising and sales planning, including the creation, if necessary, of appropriate distribution networks with warehouses and shops, as well as agency networks. Providing demand generation and sales promotion (FOSSTIs) through a combination of advertising, personal selling, prestigious non-profit events (“public relations”) and various types of economic incentives aimed at buyers, agents and direct sellers. Ensuring a pricing policy, which consists in planning systems and price levels for exported goods, determining the “technology” for using prices, loan terms, discounts, etc.

Satisfying the technical and social norms of the country importing the company's goods, which means the obligation to ensure the proper levels of product safety and environmental protection; compliance with moral and ethical rules; the proper level of consumer properties of the goods. Management of marketing activities (marketing) as a system, i.e. planning, implementation and control of the marketing program and individual responsibilities of each participant in the work of the enterprise, assessment of risks and profits, the effectiveness of marketing decisions.

To implement the above activities, it is necessary to take into account the large role of those on whom the effectiveness of the marketing strategy essentially depends, namely the marketing entities, which include manufacturers and service organizations, wholesale and retail trade organizations, marketing specialists and various consumers.

It is important to note that although the responsibility for performing marketing functions can be delegated and distributed in various ways, in most cases they cannot be completely neglected, they must be performed by someone. The marketing process begins with the study of the buyer and the identification of his needs, and ends with the purchase of the product by the buyer and the satisfaction of his identified needs.

The market in which marketing entities operate can be divided into a "seller's market", where the company sells its own products, and a "buyer's market", where it purchases the necessary production components. Thus, marketing is mainly beneficial to both sellers and buyers of goods. However, before establishing contacts with partners of interest, it is necessary to establish:

Is the other party interested in this;

Are there technical means of communication (telephone, telefax) and the person responsible for communication.

Communication and business communication with actual and potential partners is the most important part of marketing. Obviously, the type of marketing determines the way it is managed. Marketing management, as defined by F. Kotler, is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain profitable exchanges with target customers in order to achieve certain organizational objectives, such as making a profit, increasing volume sales, increase in market share, etc. / Kotler F. Marketing management - St. Petersburg: Peter Kom, 1998.-896.: Ill. /.

The task of marketing management is to influence the level, time and nature of demand in such a way that it helps the organization achieve its goals. Simply put, marketing management is demand management. There are five main approaches (concepts) on the basis of which commercial organizations carry out their marketing activities.

• 1. the concept of improving production;
• 2. the concept of product improvement;
• 3. the concept of intensifying commercial efforts;
• 4. marketing concept;
• 5. the concept of social and ethical marketing.

The use of each of them is mandatory and, first of all, raises the question of what should be the balance of interests of producers, consumers and society as a whole. After all, quite often these interests come into conflict with each other.

• 1. Production concept, or the concept of production improvement. Enterprises adhering to this concept have predominantly serial or large-scale production with high efficiency and low cost, and the sale of their products is carried out through numerous trading enterprises. The main prerequisites for the existence of this concept of marketing activity management include the following: a) most of the real and potential consumers have low incomes; b) demand equals or slightly exceeds supply; c) there is a rapid decline in high production costs (usually for new products), which leads to the conquest of a larger market share.
• 2. The main idea of ​​the concept of product improvement is to focus consumers on certain goods or services that are superior to analogues in terms of technical characteristics and performance and thereby bring more benefits to consumers. Manufacturers at the same time direct their efforts to improve the quality of their goods, despite higher costs, and, consequently, prices. The factors that support the existence of such a marketing concept include the following: a) inflation; b) monopolistic market restrictions; c) fast obsolescence of goods.
• 3. The marketing concept, or the concept of intensifying commercial efforts, assumes that consumers will buy the offered goods in sufficient volume only if the company has made certain efforts to promote the goods and increase their sales. It should be borne in mind that, in practice, the implementation of the marketing concept is associated with the imposition of a purchase, and the seller strives to conclude a deal at all costs, and meeting the needs of the buyer is a secondary point. The marketing concept can be effective for a long time, which is explained by the following reasons: a) many buyers believe that they are able to protect their interests; b) buyers who are dissatisfied with the purchase soon forget about their feelings of dissatisfaction and are unlikely to file a complaint with a society that protects their interests; c) there is always a sufficiently large number of potential buyers.
• 4. The concept of marketing. This concept replaces the marketing concept and changes its content. The difference between the sales concept and the marketing concept is as follows: activities based on the marketing concept start with the goods at the disposal of the company. At the same time, the main task is to achieve the volume of sales necessary to make a profit through various sales promotion activities. The activity based on the concept of marketing begins with the identification of real and potential buyers and their needs. The firm plans and coordinates the development of specific programs to meet identified needs.

The concept of marketing is an integral part of the policy known as "consumer sovereignty", when the decision about what should be produced should be made not by the firm, not by the government, but by consumers. This truth can be expressed in another definition of marketing: marketing is love for your neighbor, for which you receive a fee in the form of profit / Berezin I.S. Marketing and market research M.: Russian Business Literature, 1999.-416s./.

5. The socio-ethical concept of marketing, which is characteristic of the current stage of development of human civilization, is based on a new business philosophy focused on meeting the reasonable, healthy needs of solvent demand carriers. Its goal is to ensure the long-term well-being of not only the individual enterprise, but society as a whole. It is this kind of orientation of the company's image that should attract buyers as a factor in the competitiveness of this company among the rest. The above concepts characterize various periods and major social, economic and political changes that have taken place in developed countries in the past century. The dominant trend of the changes that have taken place is the shift in emphasis from production and goods to sales, as well as to the problems facing consumers and society as a whole.

It consists in performing a series of tasks to achieve the desired levels of sales in different markets (exchange with target markets).

There are five concepts that companies use to guide their marketing activities.

Production improvement concept

One of the oldest concepts adopted.

The company focuses its main efforts on decrease and increase in the scale of production, since the firm in this case believes that consumers will be more sympathetic to goods that are widely distributed and affordable.

This concept is used when the cost of goods is too high and a rational need is to reduce it and when the demand for goods significantly exceeds the supply. In this case, the organization is looking for ways to increase productivity.

This concept is very often used in queuing industries. Usually in government offices. This concept is often accused of indifference to consumers. Setting a goal to reduce the cost of the organization, they forget about the interests of consumers, therefore, to minimize risks, the concept must be applied only with a significant excess over supply.

The most striking example of the implementation of the concept of improving production is the concept of Henry Ford, which consisted in debugging the production process of the Model "T" to such a state that the car could be available to a wide range of consumers.

Product Improvement Concept

The concept of product improvement is based on the assumption that the consumer will give preference to a product whose quality, properties and characteristics are constantly improving.

Therefore, the company should focus all its efforts on continuous improvement his products. Practice shows that this concept is not always rational. It sometimes turns into "marketing myopia." Manufacturers in pursuit of the quality and perfection of their products forget that buyers, when buying, first of all seek to satisfy their needs. For example, mousetrap manufacturers may forget that what customers want is not mousetraps, but rodenticides, and customers may not necessarily choose a technically perfect mousetrap. Maybe clients prefer chemicals or other means. If the product is technically perfect, but not visually attractive to consumers or does not fully satisfy their needs, then it will not receive the necessary popularity.

The concept of intensifying commercial efforts

This concept is followed by a large number of companies.

The concept of intensifying commercial efforts is based on the company's belief that consumers will not actively buy a product unless special measures are taken to promote it to the market.

This concept is most often applied to passive demand goods - those that the buyer is unlikely to think about buying. In this situation, companies need to identify the circle of potential buyers and explain to them the benefits of their product.

Many companies use this concept during periods of overproduction. Their goal is to sell the produced goods, and not what the market requires.

Naturally, based on an aggressive sales strategy, it is associated with a lot of risk. It focuses on a one-time deal, rather than long-term mutually beneficial relationships with customers. He assumes that a client who was dissatisfied with the purchase will forget about the offense after a while and buy the product of this company again. But the statistics say otherwise. A satisfied customer talks about a product they like to an average of three of their friends, while a dissatisfied customer shares their disappointment with an average of ten.

Marketing concept

The concept of marketing assumes that the achievement of a company's global goals depends on determining the needs and demands of target markets and from being more efficient than competitors customer satisfaction.

The concept of marketing is often confused with the concept of commercial intensification. At the heart of the concept of intensifying commercial efforts is the movement from the inside out. It repels the interests of production. The main object of her attention is the product. The ultimate goal - profit by increasing sales is achieved through the sale and promotion of goods.

The concept of marketing uses an outside-in approach. It is market driven, customer focused, and uses integrated marketing efforts to increase profits through customer satisfaction.

Entrepreneurs study the demands of the market and try to satisfy them as fully as possible. In this case, companies focus on consumers. But in most cases, consumers themselves do not know what they want. In this case, manufacturers have to identify the hidden needs of consumers and create products that can satisfy them. For example, how many of us needed cell phones and 24/7 Internet access 30 years ago.

The concept of socially ethical marketing

The concept of socially ethical marketing is that a company must determine the needs, needs and interests of target markets, and then Deliver superior customer value in more efficient ways than competitors that improve the well-being of not only the client, but society as a whole.

It can be recalled that the concept of marketing is focused primarily on the immediate needs of the market. It does not take into account the long-term well-being of the client. For example, fast food restaurants. The general opinion about their work was as follows: fast, tasty, inexpensive. However, there is a growing number of consumers and health organizations who believe that food in fast food restaurants is unhealthy. Therefore, while seeking to satisfy the needs of consumers, restaurants at the same time pose a threat to the health of their customers.

Such conflicts have led to the emergence of the concept of socially ethical marketing. This concept arrives marketers to strike a balance between three marketing objectives:

• Company profit
• Consumer needs
• Society interests

Previously, most companies made decisions based mainly on the company's immediate profit, but gradually companies began to realize the importance of long-term satisfaction and moved on to the concept of marketing. Today, more companies think about the interests of society when making decisions and apply the concept of socially ethical marketing.

Introduction……………………………………………………………………………….……...3

Stages of marketing development and its transition to marketing management………….…..4

The purpose and functions of marketing management…………………………………………….….12

The structure of marketing management……………………………………….……………...13

Marketing Management Concepts………………………………………………….….16

Features and types of marketing management…………………………………….......17

Conclusion…………………………………………………………………….……………..25

List of used literature………………………………………………………….28

Introduction

Modern economic conditions in the world and in Russia, the globalization of the economy, the acceleration of the development of markets, technologies, socio-political factors require new approaches and management methods from the management of enterprises. Modern business must be dynamic, reliable, profitable and competitive, providing high quality products and services to consumers. Today, the successful operation of companies is based on market-oriented management based on modern methods of strategic marketing and management, business performance management using modern information and communication technologies and systems. The concepts of marketing management in the global information society are developing in close connection and interaction with modern concepts and approaches in the field of management, financial analysis, computer science, cybernetics, mathematics, systems analysis, organization theory and are based on modern achievements in the field of information and communication technologies and systems. The relationship between marketing and management is still debatable for many researchers. That is why the topic of theoretical issues of "management-marketing" is relevant.

Various authors use the term "marketing" to refer to varieties or activities related to the sphere of exchange and sale of products, i.e. with the market. The issues of development of concepts and methods of marketing management were studied by many foreign and domestic researchers, such as F. Kotler, P. Drucker, D. Schultz and F. Kitchen, T. Ambler and K. Stiles, J.-J. Lambin, T.P. Danko, B.A. Solovyov, A.P. Pankrukhin, L.N. Melnichenko, G.L. Bagiev, V.I. Cherenkov, E.P. Golubkov, T.V. Nechaeva, A.A. Banchev and others. F. Kotler described the development of marketing science in the second half of the 20th century in the article “Overview of the most important achievements over four decades”. In the book by T.P. Danko "Marketing Management" reveals the methodological foundations of building a marketing management system, the concepts of "strategy" and "tactics of marketing management", the role of the categories "random" and "necessary" in planning the activities of companies and other issues.

The purpose of this work is to consider the issues of the theory of "management-marketing".

To achieve this goal, the following tasks were set:

Identification of the stages of marketing development and its transition to marketing management

Identification of the purpose and function of marketing management

Definition of marketing-management concepts

Identification of features and types of marketing management

Stages of marketing development and its transition to marketing management

Some researchers distinguish three periods of marketing evolution. The first period (the beginning of the 20th century - the middle of the 30s) is characterized by the sales orientation of marketing and the priority of the manufacturer based on the concept of improving production and goods. The second period (from the mid-1930s to the mid-1980s) is characterized by a reorientation from sales to the consumer, based on the concepts of intensification of commercial efforts, general marketing and marketing mix. The third period (from the mid-1980s to the present) is determined by a reorientation towards “a combination of taking into account the interests of producers, consumers and society as a whole” based on the concepts of strategic marketing, social and ethical marketing and individual marketing, which is “marketing management ".

The evolution of marketing concepts includes the following stages: the beginning of the 20th century - the production and commodity concept; 50s - sales concept; early 60s. - consumer or brand concept; 70s - social and ethical concept; mid 90s - the concept of partnerships. In the works of D. Schultz and F. Kitchen, the development of marketing is determined by the evolution of the "market place". A market place dominated by the producer (seller's market) developed in the first half of the 20th century and dominated until the turn of the 1960s. A market place dominated by a distributor began to take shape in the 1960s. in the process of development of market distribution channels, the "distribution channel" system becomes the center of the entire system of marketing communications, which dominates both producers and buyers. The interactive marketplace began to take shape in the 1990s. in connection with the development and commercialization of the Internet. There is a transfer of market power into the hands of buyers due to a new level of access to market information on products and services.

There are the following stages of formation of marketing concepts. The "pre-scientific", intuitive stage of the formation of marketing tools was completed by the beginning of the 20th century, when marketing had already acquired the "status" of an applied theory and an independent scientific discipline. There is a connection between the development of management and the development of managerial marketing concepts. Management concepts of marketing can be divided into two types: the concept of marketing management and the concept of marketing management of the subject. The difference is determined by the "scale" of marketing management, according to which "the concepts of marketing management are implemented in practice at the" scale "of the management function and the corresponding department in the management structure of the subject; and the concepts of marketing management of the subject are implemented on the "scale" of the entire management system of the subject. Marketing management concepts, according to some researchers, include: the concept of production improvement, the concept of product improvement, the concept of intensifying commercial efforts. The concepts of marketing management include: the concept of marketing (based on four major components: target market, consumer needs, integrated marketing and profitability), the concept of enlightened marketing (based on five principles: consumer-oriented marketing, innovative marketing, product value marketing , marketing with awareness of its mission, social and ethical marketing), the concept of strategic marketing.

In the 21st century, in the context of the globalization of the economy, the acceleration of the development of markets, technologies, socio-political factors, the concepts and methods of marketing management are dynamically developing. We list the main vectors of innovative development of concepts and methods of marketing management:

4. Application for marketing management of advanced information and communication technologies and systems, development of integrated marketing information systems and marketing knowledge systems.

Let's consider these vectors of development in more detail.

1. Mutual influence of marketing and strategic management and the development of the concept of market-oriented management

Note that the formation and development of marketing management is closely related to the formation and development of management. In connection with the growth of competition, the globalization of the economy, the development of information and communication technologies and systems, the increase in the speed of ongoing changes both in the global aspect and on the scale of an individual company, the role of marketing in the management of an organization is increasing. The mutual influence of marketing and strategic management has led to the development of the concept of market-oriented management. Marketing becomes a philosophy and the most important function of managing a modern company.

The formation of strategic management as an independent area of ​​research and management practice has gone through four stages:

1) Budgeting and control. These functions have been developed since the beginning of the 20th century. The main prerequisite is the stability of the environment in which the organization operates, hence the approach characterized by certainty at the level of setting tasks, means for their solution and available resources. In the 1930s and 1950s, a school of scientific management appeared in the United States (F. Taylor, G. Gantt, X. Emerson).

2) Long-term planning. This approach was formed in the 1950s and is based on identifying regularities in the activities of organizations and extrapolating the identified trends into the future. This approach is useful for utilizing resources in the long term, given the increase or decrease in production. Planning is being developed at the level of enterprise departments.

3) Strategic planning. Its use begins in the late 60s - early 70s. This approach takes into account not only the trends in the economic development of the organization, but also the business environment and relies on the strengths and weaknesses of the organization and favorable opportunities in the environment of the firm.

4) Strategic management. As an independent discipline appears in the mid-70s. It is based on the study of changes in the external environment of the company and involves setting goals and developing ways to achieve them based on the use of the strengths of the company and the favorable opportunities of the environment, as well as compensating for weaknesses and methods of avoiding threats. It should be noted that modern strategic management is based on a marketing approach, marketing becomes a philosophy and business technology.

An important role in the development of strategic management was made by representatives of the Soviet and Russian schools of management - such scientists as A.G. Aganbegyan, V.M. Glushkov, B.JL Makarov, N.Ya. Petrakov and others. Let us note the program-target management method developed by the school headed by A.G. Aganbegyan and largely intersecting with the modern concept of managing a company by goals. V.M. Glushkov and representatives of the school under his leadership created and developed the concept of creating a nationwide automated system (OGAS) based on targeted management, combining enterprise management systems (ACS) and automated control systems for sectors of the national economy (OACS) .

2. Development of the concept of value-oriented management and the concept of value-oriented marketing

Value-Based Management (VBM) is a management approach that ensures consistent management of a company's value (usually: shareholder value maximization). The three components of value-based management include:

The process of creating value (how a company can increase and generate maximum future value, is similar to a strategy).

Management for value (management system, change management, organizational culture, communications, leadership).

Measurement of value (estimation).

The concept of value-oriented marketing was developed by P. Doyle. It includes the principles and sources of marketing value creation, methods for developing and implementing marketing value creation strategies.

3. Development of the concept and methods of performance management

This trend can be traced primarily in connection with the growing popularity of the Balanced Scorecard (BSC - Balanced Scorecard). The BSC concept was first outlined by R. Kaplan and D. Norton in 1992 in the article The Balanced Scorecard - Measures That Drive Performance, published in the Harvard Business Review. The concept has become widespread in the United States and other developed countries. During the 1990s, BSC was implemented by a large number of large companies in the US. In Europe, according to rough estimates, this system is used to manage half of all existing companies. Kaplan and Norton summarized their experience and gave a detailed description of the concept in the book “Balanced Scorecard. From Strategy to Action.” Currently, many books have been written on this topic, and Performance Management has become one of the most sought-after areas of modern management. Kaplan and Norton founded Balanced Scorecard Collaborative, Inc., a BSC implementation consulting company, organized BSC software certification In 2001, Kaplan and Norton's second book, The Strategy-Focused Organization, was published. Organization), summarizing the accumulated experience of BSC implementation.

The Balanced Scorecard methodology is the most popular methodology that allows you to translate the strategy into a balanced system of goals, indicators and activities. BSC offers a way of structured description of the company's strategy and the factors that ensure its implementation. It highlights such elements as strategic perspectives, goals, indicators, target values ​​of indicators, cause-and-effect relationships and strategic initiatives. R. Kaplan and D. Norton identify four strategic perspectives: finance, customers, internal processes, learning and growth. In addition to BSC, other systems are also used for performance management, such as Stern Stewart Integrated EVA Scorecard, Tableau de Bord, Brown's process approach, E-commerce Performance Dashboard.

The Malcolm Baldrige National Quality Award has been awarded in the United States since 1988 for excellence in quality. The criteria for excellence are developed and developed by the National Institute of Standards and Technology, part of the US Department of Commerce. The criteria framework has much in common with the balanced scorecard.

The European Quality Model EFQM offers a "preferred way of doing things in managing an organization and achieving results, based on eight key principles". We list these principles:

Focus on results;

Customer focus;

Leadership and constancy of goals;

Business process and information management;

Involvement in training and professional development of employees;

Continuous learning, innovation and improvement; building partnerships;

Social responsibility.

The ISO 9000 family of standards also show similarities with the approaches listed above. Here are eight core principles:

Customer focus;

leadership role;

Employee engagement;

Process-oriented approach;

System approach to quality management;

Continuous improvement; evidence-based approach to decision-making;

Mutually beneficial relationships with suppliers.

Goal management systems have been further developed in performance management systems (PM). The terms Corporate Performance Management (CPM), Business Performance Management (BPM), or Performance Based Management (PBM) are also used. Gartner Research specialists (2001) give the same concept the following definition: Corporate Performance Management (CPM) - a set of processes, methodologies, metrics and software required to measure and manage the performance of an organization.

All major consulting companies in the field of management consulting and the implementation of enterprise management information systems today have groups and entire departments of specialists in the implementation of RM solutions.

Performance Management does not negate or replace existing planning and management methods, but creates a mechanism that allows the company to effectively use them in practice. RM as an information system does not replace, but complements ERP systems and other transactional systems. The development of the management concept and the methodology for its implementation with the help of information systems is carried out by the Group for the Development of BPM Standards, established in 2004.

It should be emphasized that the concept of RM system is used in two meanings: as a management concept and as an information system (a set of software tools that support the concept of RM and ensure its implementation in practice).

Information systems of the RM class allow participants in the management process to put into practice the methods and business processes of management. The RM-system gives each participant the opportunity to have their own view of the state of affairs in the company: using the "control panel" (dashboard), the manager sees the target and current values ​​of key business performance indicators (key performance indicators, KPIs). In addition, the system contains additional tools for planning, analysis and modeling through built-in business analysis tools (Business Intelligence-BI) and through communication with the corporate information system and its constituent elements - databases and data warehouses, transactional systems - ERP, CRM , CSM and others. Let's list the components of the PM system:

1) One of the most important components of RM-systems is a subsystem that implements the functions of target management.

2) The business modeling subsystem allows you to generate activity scenarios, take into account the use of resources, identify limitations and bottlenecks, apply cost analysis methods to calculate the cost, etc.

3) The subsystem of planning, budgeting and forecasting allows you to take into account the peculiarities of the structure of the organization and all financial flows, keep records of trends, build forecasts, analyze deviations and perform other necessary actions.

4) The business intelligence subsystem (Business Intelligence-BI) allows you to collect the necessary information from various heterogeneous sources (ERP, CRM, SCM and others), structure and analyze it in the interests of business.

5) The subsystem of financial consolidation and reporting allows you to organize the collection and processing of financial statements of the company's divisions and affiliated companies, to form a set of financial statements in accordance with international and national standards.

The leading manufacturers of PM class systems (CPM) are Cognos, Hyperion (purchased by Oracle in 2007), SAP AG, SAS Institute and others. Let us present some results of the introduction of RM-systems into the management process.

Government bodies are also actively using the management by objectives system to improve their efficiency:

The implementation of reforms in the US government led to the following results (data from OECD, Budget of USA 2000):

From 1993 to 1999, the number of personnel in the public administration system was reduced by 17% or 317,000 people. The minimum number of personnel in the public administration system has been reached in the last 40 years.

Increasing the efficiency of the staff.

Growth of population satisfaction in state services (Government - wide American Customer Satisfaction Index) from 60 to 70%.

It should be noted that the development of the concept and methods of marketing performance management (Marketing Performance Management) is associated with the development of the general concept and methods of RM. This direction is now actively developing, as a result of which client-oriented strategies aimed at increasing the value of companies are being developed and put into practice.

4. Development of integrated marketing information systems and marketing knowledge systems

The use of information and communication technologies and systems for enterprise management began in the 60s of the XX century and developed in parallel with the development of management principles. It should be noted that along with socio-economic transformations, at the root of all the complex economic problems of our time lies the scientific and technological revolution, which involves changes in the qualitative order in relatively short periods of time. Quantitative changes in material production, distribution and innovation, an increase in complexity leads to the need for a fundamental change in management methods. There comes a moment that V.M. Glushkov called the second information barrier, after which further development, while maintaining the traditional management technology, invariably leads to a progressive deterioration in the quality of management. Overcoming the second information barrier makes a new automated technology of organizational management a necessity. It should be noted that the first information barrier meant such a level of development of productive forces, at which the capabilities of one human brain became insufficient and it became necessary to switch to a new management technology based on the use of hierarchical organizational structures and economic mechanisms, primarily the market mechanism.

The development of modern management methods, including marketing management, involves the interpenetration of system analysis, organization theory, mathematics, cybernetics, computer science and the widespread use of information systems built on the basis of achievements in the field of information and communication technologies.

The main functions of an ERP system include financial management, material flow management, production management, personnel management, quality management, service management, project management. In accordance with the CSRP standard, the following modules are added to the ERP system:

CRM (Customer Relationships Management) - customer relationship management.

SCM (Supply Chain Management) - supply chain management.

BI (Business Intelligence) - business analysis.

PLM (Product Lifecycle Management) - product life cycle management.

Other modules.

Note that the methodology and software implementation of ERP systems are constantly being improved. The main manufacturers are Oracle, SAP AG, Microsoft, 1C (in Russia and the CIS) and others. Along with the above modules, corporate information systems include document management systems, asset and fund management systems (EAM), design automation systems, automated process control systems, a corporate portal and other components.

At the end of the XX century. actively began to develop information CPM systems that support strategic management processes and include subsystems for targeted company management (BSC, etc.), planning and budgeting, business modeling and development of consolidated corporate reporting.

For the successful operation of the company in the market, marketing information systems (MIS), which develop as an integral part of corporate information systems (CIS), are of particular importance.

According to F. Kotler, a marketing information system consists of people, equipment and procedures for collecting, evaluating and distributing timely and accurate information necessary for making marketing decisions. It consists of internal information systems, marketing intelligence (external information system), marketing research and analytical marketing system. The American Marketing Association defines a marketing system as "a set of procedures and methods for the regular, planned collection, analysis, and presentation of information for marketing decision making." In a broader sense, we can say that a marketing information system is a subsystem within a corporate information system that is responsible for automating marketing business processes.

Methodical and technological means of solving marketing problems within the framework of the IIA are constantly being improved. Three main directions of development of marketing information systems should be noted:

New methods of data collection and processing based on ICT;

New tools and methods for data analysis based on modern approaches to knowledge management;

Integration of HIS with corporate and external information systems, creation of marketing knowledge systems.

Marketing information systems use new means and methods of data analysis based on modern approaches to knowledge management. First of all, these are BI (Business Intelligence) tools: data warehouse technologies, data mining and OLAP. Data warehouses allow you to integrate and consolidate data obtained from various sources. Data mining technologies make it possible to use the most modern mathematical apparatus for solving marketing problems: models and methods of linear, nonlinear and stochastic optimization, decision trees, regression and discriminant analysis, cluster analysis, factor analysis, neural network technologies, as well as other models and methods of operations research, probability theory, mathematical statistics, artificial intelligence. The most flexible and efficient technology platform for data analysis and scenario development is the OLAP/MOLAP (multidimensional OLAP) architecture, which allows you to model data, drill down into details, and generalize, filter, sort, and regroup data during analysis. Modern BI tools are included in complex systems designed to automate the management of a modern enterprise (such as Oracle e-Business Suite, SAP Business Suite, Microsoft Dynamics solutions), Performance Management class systems, database management systems (Oracle Database, Microsoft SQL Server, IBM DB2). The leading manufacturers of specialized BI systems and systems of the PM class are Cognos, Hyperion-Oracle, Business Objects, etc.

There is a process of integration of marketing information systems with corporate information systems, external sources of information and the transition to marketing knowledge systems. These systems serve as a powerful tool to support the decision-making process of the company's management apparatus. Examples of such systems are Inform Cascade (Coca Cola), IDIS (Henkel) and others. Such systems are actively developed and used by leading ICT manufacturers (Microsoft, Oracle, IBM, etc.).

Marketing information systems are integrated with operational information processing systems (ERP, CRM, SCM and others) and internal data sources. Due to the mutual influence of marketing and strategic management, the relevant information systems to support these processes are also integrated, so modern MIS should be integrated with performance management systems (CPM).

Today, more than 98% of large and medium-sized companies in developed countries use integrated marketing information systems in their activities, without which it is impossible to imagine marketing management in a modern company.

Purpose and functions of marketing management

Considering the definition of marketing management, it is necessary to emphasize, first of all, the purposeful activity of the company, which provides for the impact subject of management(activity of a particular owner of the company) to the object of this management, produced by a certain technology using a system of methods to achieve the goals.

Wherein control object the expert-analytical and research activities of the company act in choosing a competitive position in the market, where it acts with its product, determining strategies for its promotion and distribution, choosing an advertising and pricing policy, etc. taking into account the totality of factors of external and internal environments.

The concept of "technology of marketing management" includes the whole set of expert-analytical, reflective and methodological tools for the analysis and detection of objective threats and complications of the company's competitive behavior in the market. This also includes the technology of making marketing decisions on planning, defining strategies, “capturing” more favorable economic zones, i.e. to promote the company to the market, to choose a price orientation, technological development, etc., allowing the company to calculate and plan a specific marketing result.

The starting point of marketing management is the formation of its goals. Management Goal marketing, as a rule, comes down to achieving the profitability and efficiency of the entity's activities in the market, implemented through a set of marketing activities that ensure the establishment, strengthening and maintenance of profitable exchanges of the company with target customers, contributing to the growth of sales volumes and an increase in market share.

management functions - isolated types of management activities. Each function, in turn, is implemented by a set of tasks.

In marketing management, it is advisable to distinguish the following main functions:

1) marketing planning;

2) organizing the implementation of marketing strategies and marketing programs;

3) accounting and control of marketing activities;

4) expert tracking and regulation of position-activity behavior of the firm in the market.

The basic concepts of marketing management also include its principles and methods.

Marketing Management Principles- these are the guiding rules arising from the operation of objective economic laws and patterns of market development, its competitive manifestation under conditions of risk and uncertainty.

Marketing Management Methods These are ways to manage marketing activities. Their combination forms a system of methods, marketing management strategies, including: research of the marketing space; management of communication relations in marketing; assessment of psychological solutions in the market, etc.

Marketing Management Structure consolidates the forms of division of labor, establishes stable links between the elements of the marketing management system.

As elements of the marketing management structure managers and employees of the company specializing in marketing activities act; structures and types of organizational management; a form of organization of the structural policy of marketing management.

Marketing management structure

Management from a marketing standpoint (marketing management) is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain beneficial exchanges with target buyers in order to achieve certain organizational goals, such as making a profit, increasing sales, increasing the share market, etc.

The function of marketing is to influence the level, timing and nature of demand in such a way that it helps to achieve the goals of the organization. It follows that marketing management is reduced to demand management. The organization forms an idea of ​​the existing and desired level of demand for its products. At any given moment in time, the level of real demand may be below the desired level, meet it or exceed it. All of these conditions are what marketing management has to deal with.

Employees of the marketing department are the company's officials involved in the analysis of the situation on the markets, the implementation of the plans. This includes sales managers, advertising executives, sales promotion specialists, marketing researchers, product managers, and pricing specialists.

The marketing process contains:

analysis of market opportunities;

identifying new markets;

development of a marketing mix;

implementation of marketing activities.

1. Analysis of market opportunities

Market opportunity analysis involves collecting and researching information about the marketing environment, individual consumer markets, and enterprise markets.

Any company should be able to identify emerging market opportunities. No firm can rely forever on its current products and markets. No one is talking about horse types, coachman's whips, slide rules, gas lamps. Manufacturers of these goods either went bankrupt or figured out to do some new business. Many firms will attest that most of their current sales and profits come from products they either didn't produce or sell even five years ago.

Companies may feel that their capabilities are very limited, but this is just the inability to mentally see the future of the business they are engaged in and realize their strengths. After all, in reality, any company has many market prospects open to it.

2. Identification of new markets

An organization may seek new opportunities either occasionally or systematically. Many people find new ideas by simply keeping a close eye on changes in the market. Company executives read newspapers, attend trade shows, study competitors' products, gather market information in other ways. Many ideas can be obtained using informal methods of information gathering. Others identify new markets using formal techniques.

Selection of target markets

The process of identifying and evaluating market opportunities usually generates many new ideas. And often the true task of the firm is to select the best ideas from a number of good ones, that is, to select ideas that correspond to the goals and resources of the firm.

Market segmentation

Market segmentation is the process of dividing consumers into groups based on differences in needs, characteristics and/or behavior.

Market segment consists of consumers responding in the same way to the same set of marketing incentives.

It is necessary to profile all target market segments, describing them on the basis of their various attributes, in order to assess the attractiveness of each of them as a marketing opportunity for the firm.

Selection of target market segments

A firm may decide to enter one or more segments of a particular market. Comparing the intensity of needs and the age of consumers, we can distinguish nine possible market segments.

1. Concentration on a single segment. A company may decide to serve only one segment of the market.

2. Orientation to the consumer need. A company can focus on meeting a single customer need.

3. Focus on a group of consumers.

4. Maintenance of several unrelated segments. The company may decide to serve several market segments loosely related, except that each presents an attractive opportunity for the firm.

5. Coverage of the entire market. The company may decide to produce the entire range painkillers to serve all market segments.
When entering a new market, most firms start by serving one segment and, if the venture is successful, gradually cover others. The sequence of market segments should be carefully considered as part of a comprehensive plan.

Large companies ultimately strive for full market coverage. The leading company, as a rule, appeals to different market segments with different offers. Otherwise, it runs the risk of being overtaken in certain segments by firms that focus on meeting the needs of these particular segments.

Positioning the product on the market

Practical positioning - establishing how these products differ from similar products of competitors. The difference is determined using a "map" of the competitive position in the coordinates of features that are essential for the consumer.

That is, when positioning a product, the task of quantitatively studying competing products arises. Perception maps are commonly used to compare product positions. The product perception map shows in the space of perception criteria the place of each competing product relative to the selected market segments.

The general logic of conducting a study of competing products is as follows.

First, a questionnaire is developed, in which, in addition to the general properties of consumers (age, income, number of children, etc.), questions are asked about the perception of the quality and taste parameters of products.

Then, the collected data on the perception of the product is processed. Based on the general properties of consumers, market segments are identified, an analysis of the properties of the selected segments is carried out, and consumer profiles are built. Then a product positioning map is built. A perception map shows the position of individual products relative to each other and to selected market segments.

Market positioning provides the product with an undeniable, clearly distinct, desirable place in the market and in the minds of target consumers.

3. Development of the marketing mix

Marketing mix development includes product development, product pricing, product distribution methods, and product promotion.

Having decided on the positioning of its product, the firm is ready to begin planning the details of the marketing mix. The marketing mix is ​​one of the basic concepts of the modern marketing system. Marketing mix- a set of controllable marketing variables, the totality of which the firm uses in an effort to evoke the desired response from the target market.

The marketing mix is ​​everything a firm can do to influence the demand for its product. Numerous possibilities can be grouped into four main groups: product, price, methods of distribution and stimulation.

Product - it is a set of "products and services" that the firm offers to the target market.

Price - the amount of money that consumers must pay to receive a product.

Distribution Methods - all activities that make a product available to target consumers.

Incentive methods - the various activities of a firm to spread the word about the merits of its product and to persuade target consumers to buy it.

All decisions regarding the components of the marketing mix largely depend on the specific positioning of the product adopted by the firm.

4. Implementation of marketing activities

Implementation of marketing activities provided by the development of strategic plans and control over their implementation.

The work of analyzing market opportunities, selecting target markets, developing the marketing mix and implementing it requires supportive marketing management systems.

Marketing planning system

Any firm must look ahead to be clear about where it wants to go and how to get there. You should not let your own future take its course.

Marketing organization system

The firm must develop a marketing structure that can handle all marketing work, including planning. If the firm is very small, all marketing responsibilities can be assigned to one person. He will be entrusted with marketing research, sales organization, advertising, customer service, etc. This person may be referred to as a sales manager, marketing manager, or director of marketing. If the firm is large, it usually employs several marketing specialists.

Concepts of marketing-management

There are five main approaches by which commercial organizations manage their marketing activities: the concept of production improvement, the concept of product improvement, the concept of intensification of commercial efforts, the concept of marketing and the concept of socially ethical marketing. These concepts were formed in different periods of the development of a market economy. The general trend in the development of marketing is a shift in emphasis from production and goods to commercial efforts, to the consumer, and an increasing focus on the problems of the consumer and social ethics.

Production improvement concept(the production concept) proceeds from the fact that consumers will be sympathetic to goods that are widely distributed and affordable, and, therefore, management should focus its efforts on improving production and increasing the efficiency of the distribution system.

The application of the concept of production improvement is suitable in two situations. The first is when demand for a product exceeds supply. In this case, management should focus on finding ways to increase production. The second is when the cost of goods is too high and it needs to be reduced, which requires an increase in productivity (but at the same time, part of the products that will be in warehouses due to the fact that the cost of production is too high and, therefore, the demand for it is not high, will have to be sold at discounted prices, which may have a negative impact on the company involved in the production and / or sale of this product).

Product Improvement Concept(product concept) proceeds from the fact that consumers will show interest in products that offer the highest quality, best performance and properties, and, therefore, the organization should focus its energy on continuous product improvement.

The use of this concept may provide the company with certain advantages only in the short term, but in general, the concept of product improvement leads to "marketing myopia." Paying all attention to this type of its products, the seller may lose sight of the needs of consumers. For example, in the United States, the railroads believed that consumers needed trains, not a means of transport, and did not notice the threat from airlines and motor vehicles. Slide rule makers thought engineers needed rulers, not the ability to calculate, and missed the threat posed by pocket calculators.

The concept of intensifying commercial efforts The selling concept assumes that consumers will not buy a firm's products in sufficient quantities if the firm does not make sufficient marketing and promotional efforts.

Guided by this concept, various methods have been developed to identify potential consumers and the so-called “hard sale” of goods to them, when the buyer is actively influenced, actually forcing them to make a purchase.

Marketing concept(marketing concept) proceeds from the fact that the key to achieving the goals of the organization is to determine the needs and requirements of conditional markets and provide the desired satisfaction in a more efficient and more productive way than competitors. The object of attention in the concept of marketing is not the product, but the company's customers with their needs and requirements. At the same time, the company receives profits by creating and maintaining customer satisfaction.

The concept of socially ethical marketing(societal marketing) proceeds from the fact that the task of the company is to establish the needs, needs and interests of target markets and provide the desired satisfaction in a more efficient and more productive (than competitors) ways while maintaining and strengthening the well-being of the consumer and society as a whole.

This concept was formed relatively recently, after it was concluded that the concept of pure marketing was insufficient from the standpoint of environmental protection, lack of natural resources and a number of other social and ethical problems. Ultimately, the concept of pure marketing does not address the problem of possible conflicts between the needs of the buyer and his long-term well-being. The concept of socially ethical marketing requires a balance of three factors: the company's profits, purchasing needs and the interests of society.

Features and types of marketing management

Understanding the features of marketing management is necessary to understand the variety of variability in the adoption of forms and strategies for the behavior of a company in the market, depending on a huge number of circumstances. This is, first of all, taking into account the political and social conditions prevailing in the market, analyzing the behavior of competitive forces both in the domestic and foreign markets. The features of the company's behavior strategy are determined by the volume and class of the company (small, medium, large business) and depend on the specific financial, economic and legal characteristics of the market in a given territory, etc.

The peculiarities of the marketing management process include the probabilistic, stochastic nature of a large number of specific moments of the company's activity in the market, which must be simultaneously indicated, i.e. measure the degree of their manifestation and predict.

In a significant part of the cases, this information is not quantifiable, which requires the use of special methods for its processing.

A feature of marketing management is also the presence of a risk situation as a mandatory component that requires assessment, determination of ways to overcome it, modeling of protective fields of insurance against risk. And it is here that marketing management builds a program of preferences and predictive behavior, balancing between the boundaries of acceptable risk and profitability.

It is also necessary to emphasize the features of marketing management related to:

1) evaluation of the psychological reactions of the buyer;

2) modeling measures of psychological orientation and psychological persuasion;

3) defining the boundaries of psychological protection.

The marketing management strategy is a choice and reflective tracking of the general directions of the company's behavior in the market in the future, taking into account the specific value orientations of the company. Reflective behavior in the market is determined depending on the behavior of competitors, political events, the economic situation, technology development trends and other facts that allow you to adjust your own strategic marketing management decisions to effectively achieve the expected results in a specific future.

Strategy marketing management includes the development of a forecast of the company's behavior (an image of achieving the future in the form of a strategic line) and the creation of a strategic action plan. As a rule, the development of a marketing strategy belongs to the class of very expensive activities that require significant costs, resources and high professionalism of the staff.

The strategy involves not only taking into account, reflective monitoring of the influence of environmental factors and the behavior of competitors, but also the formation of an action program.

The concept of a corporate strategy is inextricably linked with the disclosure of a marketing management strategy, which is developed on the basis of an analysis of three elements: problems (threats) and opportunities of the environment; resources of the organization and the general level of professionalism in it (analysis of its strengths and weaknesses); goals and mission of the organization.

Thus, the corporate strategy should be focused on the goals of the company, achievable in terms of its resources (existing and expected), and adjusted to the opportunities and threats of the surrounding competitive environment.

Tactics marketing management includes specific methods of the company's marketing activities, which provide for a specific consideration of the price opportunities of the market, its monetary capacity, the choice of the target segment, the thoughtfulness of complex marketing pressure (4P: product, price, promotion, place), determining the budget of marketing activities and control.

· Management of marketing at the level of senior management;

Marketing management at the level of middle management;

The decisions of top management provide direction for the organization's long-term development in terms of the markets and needs that the organization will seek to satisfy, as well as the products that will be produced. Essentially, top management decides which areas of the business to work in and how to allocate resources among those areas.

The activities of middle managers focus on identifying customer needs and orienting the firm's product, pricing, promotional efforts, and other activities toward satisfying those needs.

Decisions by middle managers focus on generating sales and profitability for both individual products and lines of related products viewed as a group. The prerogative of middle-level management are action-oriented programs: advertising campaigns, sales promotion, pricing policy, product development programs and sales force activities aimed at the buyer.

Top management defines the tasks and main directions for middle managers, and middle managers must develop detailed schemes for achieving these goals.

They can be considered depending on the type of demand:

1) under the conditions of goods promotion mass demand the efforts of the marketing manager are focused on large sales volumes and low cost of services;

2) when implementing complex demand the managerial efforts of the marketing manager are product-differentiated depending on the set of products with different consumer demand, which increases the costs of marketing programs and differentiates sales volumes;

3) at target demand, when a customer is focused on specific types of goods (goods for the disabled, diet food), the marketing manager must understand that it is necessary to provide special services for this category of customers, which leads to significantly increased costs and insignificance of sales.

Schemes for achieving goals, depending on the level of demand, are different:

1)at a low level demand or its fall, the task of marketing management is to actively create services that stimulate demand and find ways and means of linking the properties inherent in the product with the needs and interests of potential buyers in order to change their indifferent attitude to the product. In this case, the company's actions are stimulating: increased advertising, lower prices, shifting emphasis to the manufacturer;

2)with hidden, unmanifested demand, the company should be oriented towards assessing the size of latent demand, developing specific measures and services to activate it. Development marketing tools - advertising, preservation of product image programs;

3)falling demand, the control action provides for a shift in emphasis on new product properties, new packaging, aimed at penetrating new markets, etc .;

4)seasonality demand: fluctuations in the intensity of purchases by seasons and hours of the day suggest the company's measures to smooth out seasonal fluctuations with the help of flexible prices, mobile product portfolios that provide complementarity and mutual enrichment of commodity and financial resources of a trading enterprise due to flexible models of logical management of commodity stocks and commodity flows;

5)with a full in demand, the company is satisfied with sales volumes and strives to maintain the existing level of demand;

6) in terms of marketing management excessive, scarce demand directs the company to find ways to sell, comfortable services that reduce the possibility of negative consequences of the sale of the product with a significant increase in prices and curtailment of advertising campaigns;

1) product portfolio management;

2) management of service processes;

3) product promotion management.

Product Portfolio Management includes answering questions about what products to offer to the market and what markets to serve with them. It is important for the manager to decide what the chosen product will bring to the firm and how resources should be allocated between individual products or production lines.

The identification of target markets and the selection of the types of products to be offered are top management decisions. This is where strategic decisions need to be made on the most important question: In which markets will our corporate resources bring the company the most efficiency in fulfilling the marketing concept?

In this case, after selecting and justifying the management of the company's product portfolio, it is necessary to develop a comprehensive strategy for each product in order to determine the role of each product in the overall budget of the company. This strategy defines:

1) the relative share of the company's resources for each product or product line;

2) the contribution of each product to changes in indicators, such as sales growth or high profitability, expected for each product or line;

3) a comprehensive product strategy (provides guidance for mid-level managers).

It must be emphasized that knowing the role that each product will play in the overall corporate manufacturing strategy is very important for developing overall marketing strategies and specific programs.

The company's top management usually uses two concepts in developing this strategy: relating to the product life cycle and the product portfolio model of the enterprise.

Concept life cycle The product plays an important role in the development of a firm's product strategy. It helps the manager assess the nature of the sales trend and the changing nature of competition, costs, and market opportunities over time.

As follows from the general theory of marketing, the product life cycle is a sales model in time and includes the following stages: implementation; height; maturity, saturation; fall, decline, recession.

1.Implementation. The product is new to the market. And although at this stage there are no direct competitors yet, buyers should be informed about the properties of the product, about the purpose for which it was created, how it is used, who it is aimed at and where it can be bought.

2.Height. The product at this stage is already more widely known and sales grow faster as new buyers enter the market and consumers discover new ways to use the product. Sales growth stimulates numerous competitors to enter this market. The main task of marketing is the formation of market share.

3.Maturity, saturation. Sales growth stops, as almost all buyers are already on the market. Consumers at this stage are well aware of alternatives, repeat purchases predominate, and product innovations are limited to minor refinements. As a result, only the strongest competitors survive: it is very difficult for weak firms to increase market share and maintain the distribution network.

4. Fall, decline, recession. Sales are slowly declining due to changing customer needs or due to the introduction of new products that are at different stages of the life cycle.

It is important to note that for each product there is a problem of choosing the stage of the life cycle. From the point of view of marketing management, the study of the life cycle of a product requires an assessment of the possibility of regulating the duration of the product's stay in different stages, determining the moment of its transition from stage to stage, and making a decision on the development and implementation of new products in order to reduce forced economic losses.

portfolio models rely on methods that managers can use to classify products in order to determine the contribution of each and every one of them in terms of cash flow and demand for each product. Thus, using portfolio models, managers can explore the competitive position of a product (or product line) and the opportunities offered by the market.

Depending on the content of marketing management operations can be divided into groups into:

1) planned;

2) information and analytical;

3) organizational and distribution;

4) control and accounting, etc.

The technology of the marketing management process is understood as a set of information, logical, expert-computing operations and procedures performed by middle managers, technical specialists of marketing services in a certain sequence and in various combinations.

1. Planned operations

Marketing planning is the process of defining goals, relationships, choosing strategies, and drawing up specific marketing plans for both individual product lines and types of products, and for individual markets. Marketing planning for different companies has different content. In some cases, the range of marketing content is only slightly wider than sales plans; in others, the marketing plan is based on a broad consideration of business strategies and leads to the development of an integral plan covering all markets and products. In general, the main content of such a plan gives the researcher information about market segments and their capacity, market share. In addition, the positions of the plan describe consumers and competitors, analyze the barriers to entry into the market, form a marketing strategy, and provide forecast estimates of sales volumes.

The internal capabilities and performance of the company usually form the basis of a situational analysis and are reflected in a marketing plan called SWOT - analysis (Strengths - strengths, Weakness - weaknesses, Opportunities - opportunities, Threats - dangers). Conducting a SWOT - analysis provides an informational basis for assessing and setting the goal of marketing activities and developing a marketing program.

2. Information and analytical operations

These operations can have the most diverse form, including logical and analytical operations for choosing decisions, a wide range of economic and mathematical methods of forecasting and evaluation, as well as qualitative methods of information processing. Information and analytical operations include all types of operations for the collection, primary processing, examination, search and storage of information.

An example illustrating the diversity of the content of the marketing management process can be the solution to the problem of choosing the optimal distribution channels for products.

It is well known that product distribution channels can be of three types:

· Direct, related to the movement of goods and services without intermediaries;

Indirect, when the goods are moved to the intermediary and from him - to the consumer;

Mixed, as they combine the features of the first two channels.

Among the main reasons for the use of intermediaries, two can be distinguished:

1. The organization of the process of product distribution requires the availability of certain financial resources.

2. The creation of an optimal system of commodity circulation requires the availability of relevant knowledge and experience in the field of researching the market conditions for one's goods, the use of various methods of trade and distribution.

When setting the goals of the company, they usually take into account its purpose (mission) and rely on the principles that cultivate management in doing business.

3. Organizational and distribution operations

This group includes all operations, all operations of coordination, approval, briefing, placement of performers, etc. This group of marketing operations includes not only operations to build an organizational structure for marketing management with the selection of appropriately qualified specialists, but also operations to distribute tasks, rights and responsibilities in the marketing management system and to organize effective interaction between marketing services and other departments of the company.

The content of the organizational and distribution operations of a particular marketing service is to orient the company to the consumer. It is necessary to constantly monitor the activities carried out by competitors, determine their own and others' strengths and weaknesses, and anticipate possible organizational actions. Operations of this class require detailing and independent discrimination of rather private positions and the appointment of a specific executor.

4. Control and accounting operations

These operations in marketing management are a complex

a variety of operations involving procedures for operational management and financial accounting, fixing statistical information about the behavior of the market, obtaining the results of special marketing research.

Control operations in the marketing management system are reduced to measuring the degree of implementation of strategic plans in marketing management, evaluating the results of corrective actions that ensure the achievement of goals. These operations complete the cycle of marketing management and at the same time give rise to a new cycle of planning the company's marketing activities.

Traditionally, there are three types of marketing effectiveness monitoring:

1) control of annual plans;

2) profitability control;

3) strategic control.

Monitoring the implementation of annual marketing plans is carried out by assessing the level of annual sales achieved, by the volume of profit from the sale of certain types of goods in specific markets, causing an adjustment in the level of fulfillment of these indicators, and includes:

1) sales analysis;

2) determination of the market share;

3) analysis of the behavior of partners and competitors, etc.

Control over changes in attitude towards the company its customers, dealers and other participants in marketing activities allows you to take the necessary measures in advance. A special place in control operations is occupied by profitability control, which is based on estimates of:

1) actual profitability;

2) product competitiveness;

3) the behavior of consumer groups;

4) efficiency of distribution channels;

5) capacity of territorial markets.

These operations are an integral part of the mechanism for the operational adjustment of marketing plans.

Strategic control involves operations related to expert and analytical analysis of the effectiveness of marketing management. It is based on the methods of auditing marketing in general, as well as certain types of marketing activities of the company. The purpose of a marketing audit is to identify areas of new business opportunities for the firm and (or) analyze existing difficulties in terms of return on sales and the impact of investments on development.

Marketing audit differs in systemacity and expert independent character, i.e. The best results in marketing audits are obtained by independent experts, marketers. The need for a marketing audit usually arises when sales begin to fall, and the interests of marketers decline. However, a marketing audit can also be useful at a stage in a company's life when it does not experience these difficulties.

Unlike a financial audit of business activities, a marketing audit is aimed at clarifying difficulties in the company's activities over which it has no direct control. This applies primarily to its external environment. Indicators that a company can fully control are also of interest to a marketing audit. They are determined by analyzing the external environment and the behavior of competitors. The characteristics of the company's strengths and weaknesses in competitive positioning in the market meet the tasks of an internal marketing audit, and its indicators indicate the internal capabilities of the company and the dangers of its external environment (positioning - actions to develop the company's product offer and its image, aimed at taking a separate favorable position in the mind of the target consumer group).

Conclusion

Since the 1950s, in countries with a developed market economy, marketing has been regarded as a leading management function that determines the market and production strategies of enterprises and firms and is based on knowledge of consumer demand. Currently, the most recognized is the presentation of marketing as a system for organizing all the activities of a firm or corporation in the development, production and marketing of products and the provision of services based on a comprehensive study of the market and real customer requests in order to obtain high profits. Thus, marketing is designed to bring production in line with demand - this is a system of views, a function of coordinating various aspects of the production and commercial activities of an enterprise, a business philosophy, the purpose of which is to balance supply and demand, thus. The management of the firm is essentially marketing management.

Marketing management (management from a marketing standpoint) is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain beneficial exchanges with target customers in order to achieve certain goals of the organization, such as making a profit, increasing sales, increasing the share of market.

There are three periods of marketing evolution.

Early 20th century - mid 1930s. Characteristic: sales orientation of marketing and the priority of the manufacturer based on the concept of improving production and goods.

Mid 30s. - the middle of the 80s. A reorientation from sales to the consumer is characteristic, based on the concepts of intensifying commercial efforts, general marketing and marketing mix.

Mid 80s. - present time. A reorientation towards a combination of taking into account the interests of producers, consumers and society as a whole based on the concepts of strategic marketing, social and ethical marketing and individual marketing is characteristic, which is “marketing management”.

The following main vectors of innovative development of concepts and methods of marketing management are distinguished:

1. Mutual influence of marketing and strategic management and development of the concept of market-oriented management.

2. Development of the concept of value-oriented management and the concept of value-oriented marketing.

3. Development of the concept and methods of performance management and marketing performance management.

4. Implementation of the socio-ethical concept in all areas of management.

5. Application of advanced information and communication technologies and systems for marketing management, development of integrated marketing information systems and marketing knowledge systems.

The purpose of marketing management is to satisfy the needs and interests of consumers, and on this basis, to achieve the profitability and efficiency of the subject in the market, implemented through a set of marketing activities that ensure the establishment, strengthening and maintenance of profitable exchanges of the company with target customers, contributing to the growth of sales and increase in market share.

The goals of marketing management are realized through management functions - isolated types of management activities. In marketing management, it is advisable to distinguish the following main functions:

1. marketing planning;

2. organizing the implementation of marketing strategies and marketing programs;

3. accounting and control of marketing activities;

4. expert tracking and regulation of position-activity behavior of the company in the market.

The marketing process contains:

Market opportunity analysis, involving the collection and research of information about the marketing environment, individual consumer markets and enterprise markets.

Identification of new markets, which includes:

• Selection of target markets;

• Market segmentation;

• Selection of target market segments;

• Positioning the product in the market.

Development of the marketing mix, which includes product development, product pricing, selection of product distribution methods, and product promotion.

The peculiarities of the marketing management process include the probabilistic, stochastic nature of a large number of specific moments of the company's activity in the market, which must be simultaneously indicated, i.e. measure the degree of their manifestation and predict the presence of a risk situation as a mandatory component that requires assessment, determination of ways to overcome it, modeling of protective fields of risk insurance. It is also necessary to emphasize the features of marketing management related to:

assessment of the psychological reactions of the buyer;

modeling measures of psychological orientation and psychological persuasion;

defining the boundaries of psychological protection.

In marketing management, depending on the conceptual guidelines of the company's behavior, the strategy and tactics of marketing management are distinguished.

The strategy involves accounting, reflective monitoring of the influence of environmental factors and the behavior of competitors, the formation of an action program.

Corporate strategy should be focused on the goals of the company, achievable in terms of its resources (existing and expected) and adjusted to the opportunities and threats of the surrounding competitive environment.

Marketing management tactics include specific methods of the company's marketing activities, which provide for a specific consideration of the price opportunities of the market, its monetary capacity, the choice of the target segment, the thoughtfulness of complex marketing pressure (4P: product, price, promotion, place), determining the budget of marketing activities and control.

Depending on the level of decisions made, there are:

Marketing management at the senior management level;

Marketing management at the level of middle management;

Depending on the area of ​​marketing management, there are:

commodity portfolio management;

service process management;

product promotion management.

From the foregoing, we can conclude that management marketing occupies an important position in the economic activity of the enterprise.

Bibliography

Danko T.P. Marketing management (methodological aspect). - M.: INFRA-M. 1997. - 280 p.

Kotler F. Marketing management / Per. from English. Ed. L.A. Volkova, Yu.N. Kapturevsky. - St. Petersburg: Peter, 2001. - 752 p.

Vinokurov G.Z. Modeling of marketing tasks in the operational management system. // Leather and footwear industry, No. 3, 2008. - P. 10-12

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