The strategic marketing plan determines which industries it will be engaged in, and sets out the tasks of these industries. Now for each of them it is necessary to develop their own detailed plans. If the production includes several assortment groups, several goods, brands and markets, a separate plan must be developed for each of these positions. That is why we are faced with production plans, product release plans, branded product release plans and market activity plans. All of these terms are denoted by one term - "marketing plan".

In addition to researching the current marketing situation and the goals of marketing activities, the marketing plan includes an action program, marketing budget and control measures.

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

I. Analysis of the external environment of marketing:

• a) Business and economic environment: the state of the economy, financial policy, socio-cultural conditions, technological conditions, socio-economic conditions within the company.
• b) Market environment: the general state of the market, market development (product, price, commodity movement); distribution channels; communications (advertising, exhibitions, sales services, public relations); the state of the industry.
• c) The environment of competitors (economic, financial, technological state, marketing activities).

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

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

The next step in marketing planning is key to the entire marketing process - setting marketing goals. Marketing goals are mainly concerned with only two aspects - products and markets: what products do you want to sell and in which markets? This leads to four options for setting marketing goals:

• - existing products for existing markets;
• - new products for existing markets;
• - existing products for new markets;
• - new products for new markets.

To determine the level of achievement of goals, they must be formulated in quantitative terms. Terms such as “maximize,” “minimize,” “penetrate,” are valuable if they are quantified. This concerns sales volume, market share, income, etc., for example, the goal of marketing activities can be quantified as follows: to enter market Y with product X and capture 10% of its share within one year.

Marketing strategies are ways and means of achieving marketing goals and cover the four main elements of the marketing mix: product, price, product promotion and product delivery to the consumer. Examples of product strategies: developing new products, expanding the range of existing products, phasing out obsolete products. Examples of pricing strategies: setting the price of a product in accordance with its position in the market; pursuing different pricing policies in different markets; development of a pricing policy, taking into account the pricing policy of competitors. In the field of product promotion, strategies can be named that characterize communication with consumers (with the help of sales staff, through advertising, exhibitions, etc.), methods and means of organizing the actions of sales staff in new markets, etc. The strategies in the field of bringing the product to the consumer are characterized by: the channels through which the product is brought to the consumer; the level of after-sales customer service; measures to reduce the cost of product delivery; sale in bulk or in small lots.

After completing these critical stages of marketing planning, it is necessary to once again make sure that it is possible to achieve the goals and strategies adopted using such evaluation criteria as market share, sales, resource costs, profit, etc. It is possible that it is necessary to test the market, organize test sales, implement some other activities that allow you to look at the decisions made from a different angle. Marketing plans are sometimes presented to management in two stages: at the beginning - as a strategic plan and later - as a plan for the implementation of these strategies (action plan or operational plans and programs). This approach allows you to initially focus on developing marketing strategies without burdening yourself with the details of their implementation.

A strategic marketing plan may include the following sections:

• * product plan (what will be released and at what time);
• * research and development of new products;
• * sales plan - increasing the efficiency of sales (number, equipping with new modern technology, training sales staff, stimulating their work, choosing their territorial structure);
• * plan of advertising work and sales promotion;
• * plan of functioning of distribution channels (type and number of channels, management of these channels);
• * price plan, including price changes in the future;
• * marketing research plan;
• * plan for the functioning of the physical distribution system (storage and delivery of goods to consumers);
• * a plan for the organization of marketing (improving the work of the marketing department, its information system, communication with other divisions of the organization).

Such a plan can be developed in a product, regional context, and can be focused on individual groups of consumers.

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

The conversation is actually about the development of action plans for each division of the company, aimed at achieving the set goals using the selected strategies. They should contain answers to the questions: who, what, when, where, at the expense of what resources and how should be done in order to implement the tasks of marketing plans and programs.

Written instructions for drawing up action plans are also usually developed, accompanied by forms and templates for their completion. These detailed plans and programs are aimed at realizing specific sub-goals developed within the framework of general strategies.

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

marketing strategic sales

Marketing planning (marketing planning) - setting marketing goals, choosing marketing strategies and developing measures to achieve them for a certain period, in other words, this is the activity of developing various types of marketing plan.

At marketing planning, three approaches can be used:

• top-down planning;
• bottom-up planning;
• goals down-plans up planning.

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

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

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

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

Degree of formalization of marketing planning(obligatory for the organization's divisions of the forms of planning documents, planning procedures, the frequency and timing of the development of planning documents, the availability of a unified methodological support, etc.) largely depends on many factors, including the position of the organization and the characteristics of its activities in the market. In organizations operating in markets with an established circle of consumers, the structure of demand and competition, that is, in the so-called "mature" markets, as a rule, planning reaches a sufficiently high degree of formalization with rigidly determined planning periods, distribution of planning functions and a system for developing a plan ... Organizations operating in several markets with uncertain fluctuations in the volume and structure of demand, a high degree of risk in conducting commercial operations, aggressive growing competitors are more often guided by less formal planning based on the use of situational plans developed for certain market situations and implemented when these situations arise (both favorable and posing a threat to the organization). However, there are also organizations that do not develop marketing plans at all.

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

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

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

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

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

Generalized development goals of a company are usually formed in financial terms and characterize the company's activities in the future, for example, in five years. The time range, of course, can be different. For example, a motor-building corporation does not expect its strategic development plan to be implemented before 10 years, while the pop-music companies are planning to make a profit within a few months. Examples of company development goals: increasing the volume of turnover, accelerating the return on capital investments.

Typically, goals are trying to quantify what the statements of the above goals indicate. However, not all of them can be quantified. Examples of qualitative goals are the following formulations: to survive in a competitive environment, to be a good citizen in other countries, to maintain a high prestige of the company, etc. Sometimes the main and only goal of a company profit maximization is considered. This approach should be considered simplified both from a theoretical and practical point of view. The company seeks to achieve a satisfactory rather than maximum profit volume. Often this profit value acts as a restrictive goal. However, profit maximization is a criterion when considering alternatives. is used as the first obstacle in the search for better solutions. At the subsequent stage of the analysis, other constraints must be taken into account. In developing the initial goals, the interests of stakeholders and organizations must be taken into account. This means: 1. Shareholders (growth of profits and dividends) 2. Employees (guarantee annoyance, wages, job satisfaction)

• 3.governmental institutions (price policy, environmental protection)
• 4. local government bodies (interests of residents of a given region) 5. consumer advocacy organizations, etc.

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

Analysis of the external environment of marketing: 1. Business and economic environment: the state of the economy, financial policy, socio-cultural conditions, technological conditions, socio-economic conditions within the company.

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

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

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

The next step in developing a marketing plan is to formulate assumptions about some of the factors external to the company that may affect its activities. Examples of such assumptions: oversaturation of the market with these products due to the introduction of new production facilities by competitors may increase from 105 to 115%; competition in the field of pricing will lead to a drop in the chain of 10%; the main competitor will launch a new product at the end of the second quarter.

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

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

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

From this follow four options for setting marketing goals: V existing products for existing markets; V new products for existing markets; V existing products for new markets; V new products for new markets.

To determine the level of achievement of goals, they must be formulated in quantitative terms. Terms such as "maximize", "minimize", "penetrate", "increase" are valuable if they are quantified. This applies to sales volume, market share, income, etc. For example, the goal of marketing activities can be quantified as follows: go with product X, to market Y and capture 10% of its share within one year. Since such a goal is formulated quantitatively, it is easy to check the level of its achievement. However, there is a perception that marketing does not obey the laws of cause and effect. One chemical company has lost its former conviction that quantifiable goals can be achieved using a well-defined amount of advertising. In this and other companies, attempts to define the range and performance of marketing programs that lead to the achievement of certain goals are currently pragmatic and not based on the desire to express everything quantitatively. Often times, a marketing plan evaluates the probabilities of achieving each goal and discusses the threats to it.

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

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

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

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

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

o development of new products, expansion of the range of existing ones, removal from production of obsolete products. o Examples of pricing strategies: o setting a price for a product in accordance with its position in the market; o conducting different chain policies in different markets; o development of a pricing policy, taking into account the pricing policy of competitors.

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

The strategies in the field of bringing the product to the consumer are characterized by: the channels through which the product is brought to the consumer; level of after-sales customer service; measures to reduce the cost of product delivery; sale in bulk or in small lots.

It is necessary to integrate the strategies developed for the individual elements of the marketing mix. For example, if the goal is to secure a 10% market share in France, then a strategy could be adopted that includes: - in the product area - repackaging products specifically for the French market, while paying attention to language, weight, shape, etc. - in the area flails - flails should be 10% lower than competitors' prices, and the company should be prepared in the event of a price war (until the market situation stabilizes) to reduce the flails below the level of profitability; - in the field of product promotion - training of sales agents about the strengths of the product, chain policy, delivery to consumers, service, etc.; - planning of contacts of sales agents with pre-selected potential consumer firms; - preparation and implementation of an advertising campaign two months before the start of product delivery to the market; - in the field of product delivery to a consumer - establishing terms of establishing contacts with agents in France, creating storage bases for the product in France and its transportation.

After completing these critical stages of marketing planning, it is necessary to re-verify that it is possible to achieve the goals and strategies adopted using such evaluative criteria as market share, sales, resource costs, profit margins, and other estimates of expected results. It is possible that it is necessary to test the market, organize test sales, and implement some other measures that allow looking at the decisions made from a different angle. Obviously, the marketing planning process, like any decision-making process, may require a return to the initial stages of planning.

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

A strategic marketing plan may include the following sections: 1. product plan (what will be released and at what time); 2. research and development of new products; 3. sales plan - increasing sales efficiency (number, equipping with new modern technology, training sales staff, stimulating their work, choosing their territorial structure); 4. advertising and sales promotion plan; 5. distribution channel operation plan (type and number of channels, management of these channels); 6. price plan, including future price changes; 7. marketing research plan; 8. a plan for the functioning of the physical distribution system (storage and delivery of goods to consumers); 9. marketing organization plan (improving the work of the marketing department, its information system, communication with other divisions of the organization).

Such a plan can be developed in a product, regional context, and can be focused on individual groups of consumers.

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

The conversation is actually about developing action plans for each division of the company, aimed at achieving the set goals using the selected strategies. They should contain answers to the questions: who, what, when, where, at the expense of what resources and how should be done in order to implement the tasks of marketing plans and programs.

Written instructions for drawing up action plans are also usually developed, accompanied by forms and templates for their completion. These detailed plans and programs are aimed at realizing specific sub-goals developed within the framework of general strategies.

For example, a sub-goal for an element of a marketing mix - bringing a product to a consumer - may be to ensure that the product is delivered to the consumer within 48 hours of receiving the request. The strategy for achieving this sub-objective will be aimed at ensuring the minimum quantity of products in each warehouse, rather than in direct delivery of the product.

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

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

The final stage of marketing planning is the establishment of standards (criteria) by which progress in the implementation of marketing plans is measured (monitoring the results of marketing activities). This once again emphasizes the importance of quantitative and temporal determination of the goals of marketing activities. Measurement of progress can be carried out for an annual time interval, and in a quarterly context, and for each month or week.

Based on these measurements, adjustments can be made to marketing activities. For example, if the sales volume is lower than expected, you need to determine what caused this and what should be done to correct the situation. If the sales volume is higher than expected, then you should determine what is the reason. It may be necessary to lift the chain onto the product. This will inevitably lead to some decrease in sales volume, but it may provide higher profits.

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

Vi. MARKETING MANAGEMENT

7. Strategic and operational planning in marketing. Consistency in the development of marketing plans. Marketing budget

Marketing planning is a continuous cyclical process aimed at bringing the potential of an enterprise in line with market requirements.

The planning of marketing activities at different enterprises is carried out in different ways, depending on the goals and objectives set, on the duration of the planning period, the organization of the planning system, etc. The range of content of marketing plans is quite wide: sometimes they are practically decisions of sales departments, and sometimes they include defining business strategies and various marketing aspects in the activities of the enterprise.

Small businesses may not have a marketing plan as a separate document. The only planning document for them may be a business plan drawn up for the enterprise as a whole or for individual areas of its development. In this plan, information about market segments is provided, marketing strategies are formulated, and forecast estimates of sales volumes are given. Medium and large firms plan their marketing activities in detail, develop strategic (long-term) and tactical (operational) plans.

Strategic Marketing Plan, developed for 3 to 5 years, contains long-term goals and defining marketing strategies with an indication of the resources required to implement them. This plan is updated and revised annually, on the basis of which an annual marketing plan is drawn up (Fig. 7.1).

Operational marketing plan describes the current marketing situation, goals of the market, marketing strategies for the current year. It includes a program of events, resources, including financial support (Fig. 7.2.).

Rice. 7.2. Marketing planning process

Marketing budget- the section of the marketing plan, reflecting the planned values ​​of income, costs and profits (Fig. 7.3). The amount of income is justified by the projected volume of sales in value terms. Costs are defined as the sum of all types of costs. The approved budget is the basis for ensuring the production of goods and marketing activities.

Rice. 7.3. Algorithm for drawing up a marketing program

To pursue a successful strategic policy that ensures the stable development of the enterprise and minimizes the risks of crisis situations, special programs of marketing activities allow. The marketing program is a plan for the scientific, technical and production and marketing activities of the enterprise for the planned period of time, developed on the basis of comprehensive market research and its own resource capabilities, which determines the optimal option for its development. The process of developing a marketing program is not a trivial task, therefore, when implementing it, it is necessary to apply the methods of systems analysis and, in particular, the method of structuring (decomposition). In fig. 7.4. depicts an enlarged algorithm of work on the preparation of a marketing program.

Rice. 7.4. Marketing budget development

On first stage a full-scale analysis of the state (marketing audit or marketing audit) of the marketing activities of the enterprise should be carried out. This is the so-called situational analysis, although the term marketing monitoring is more appropriate here, since such an analysis, culminating in conclusions and making management decisions, must be carried out systematically. This stage includes studying the position of the enterprise in specific market segments in comparison with the main competitors. Here the mission of the enterprise is established, and then the market segmentation is sequentially carried out, the attractiveness of the market is assessed (segment size, sales volume, demand dynamics, purchasing power, etc.), competitiveness analysis (SWOT analysis), portfolio analysis of the current state of the enterprise are assessed, all types of costs, including marketing costs, the criteria of profitability and profitability of each segment are calculated.

Second phase development of a marketing plan includes forecasting the development of target markets (segments), the dynamics of macro- and microeconomic processes, as well as the resource capabilities of the enterprise.

On third stage the main goals of entrepreneurial activity are formulated, structured in the form of a goal tree, at the top of which is the global corporate goal.

To achieve the goals set for fourth stage selected (developed) marketing strategies, which are the main directions of actions of the company's management in the specific conditions of a developing market. From the point of view of the further existence of the enterprise, one of the reference strategies should be chosen: concentrated growth, integrated growth, diversified growth, or a strategy to reduce activities. Further, to detail the global directions of the marketing strategy, it is advisable to use marketing models, in particular, the BCG matrix and the Porter model.

Fifth stage concretizes the strategic directions of the enterprise by planning tactical measures. For each target market segment, appropriate goods (services) of the required quality and quantity, their prices, places of sale and tactics of their promotion to the consumer should be planned.

On sixth stage a check is made of the sufficiency of resources for the execution of the program. If resources are insufficient, then goals and objectives are revised, strategies and planned activities are adjusted.

On seventh stage the marketing program (marketing plan) is drawn up, namely: layout, coordination with all stakeholders and approval of the document.

Implementation of the marketing program includes organizing and managing the progress of work, monitoring, recording and analyzing their implementation, as well as adjusting the planned goals, strategies and activities of the program. The implementation phase continues until the start of the new marketing program. Thus, the basic principles of planning are observed: target orientation, continuity and permanence of the plan, a rolling method of its preparation, the presence of optimistic, pessimistic and averaged options.

Structurally, the content of the marketing plan consists of the following sections:
a) the main results of the previous period;
b) analysis and forecast of the development of the economy and the target market;
c) the goals put forward mainly in quantitative terms, highlighting the main goal;
d) strategies for the behavior of the enterprise in market segments;
e) measures of commodity, price, sales and communication policies, indicating the responsible executors and deadlines.

In addition, the plan should include plans for marketing research and improving marketing information support, the need for the necessary resources (monetary, human and material), an assessment of the expected effectiveness of the marketing efforts being undertaken. The marketing plan can be differentiated by management levels, by planning periods, by markets, by products, by production units.

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

INTRODUCTION

Nowadays, for the majority of enterprises it becomes more and more obvious the need to substantiate long-term development goals. This largely determines the relevance of marketing planning in the modern economic formation, which is still in a transitional state.

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

Some organizations and businesses can achieve a certain level of success without spending a lot of effort on formal planning. Moreover, marketing planning alone does not ensure success. However, formal planning can create a number of important and often significant benefits for an organization.

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

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

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

The purpose of the work is to study marketing planning.

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

1. Consider marketing planning in a theoretical aspect.

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

1. MARKETING PLANNING: ESSENCE, PRINCIPLES AND OBJECTIVES

The essence of planning is determined by the formula: to plan the production of those goods that, of course, find a sale, and not to try to impose on the buyer a product that has not been previously agreed upon with the market.

Basic principles of general planning include:

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

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

3. Planning tactics and strategies of active adaptation to the requirements of potential buyers.

Marketing planning solves the following main tasks:

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

Sets the structure and reserves of plans, their interconnection;

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

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

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

1) analysis and assessment of market opportunities;

2) marketing environment (macro and micro);

3) a set of controllable variables with the help of which the required market response is provided;

4) training of personnel;

5) cost effectiveness assessment.

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

1. Develop plans should, first of all, the one who will then implement these plans;

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

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

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

2. STRATEGIC AND TACTICAL PLANNING. MARKETING PROGRAMS

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

1) a strategic plan;

2) marketing management;

3) implementation of the plan.

Many companies operate without any plans. There are several explanations for this: managers resist drawing up a written plan because it takes a lot of time; the argument is put forward that the market is changing too quickly, so the plans are of no use.

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

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

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

Marketing research;

Product policy;

Price policy;

Distribution policy;

Communication policy.

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

The long-term plan describes the main factors and forces that will influence the organization over the next several years. It contains long-term goals, the main marketing strategies that will be used to achieve them, and identifies the resources needed. This long-term plan should be updated annually with a view to making adjustments in accordance with the changes that have occurred.

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

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

Strategic planning is the foundation for all other types of planning in the company. The planning process begins with a complete analysis of the state of affairs in the company and the definition of the company's mission. The mission defines the main goal of the company. Many companies develop formal mission statements that provide ready-made answers to the questions of what it wants to achieve in the broadest sense. A clear mission statement acts as an “invisible hand” that guides employees' actions and provides a clear answer to the following questions: What kind of business do we do? who are our consumers? what is the purpose of our work? what will our business be?

At each level of management, the company's mission must be translated into specific strategic goals.

More specific goals are then set. For this, complete information is collected about the internal environment of the organization, its competitors, the market situation and everything else that may affect the work of the company. This process is called SWOT analysis. After conducting a SWOT analysis, a detailed report is prepared on the strengths and weaknesses of the company, the opportunities and threats that it will have to face. Top management then decides what specific activities should be done, what support should be provided to each of them. In turn, each department responsible for a particular product or type of activity must develop its own detailed marketing plans. Thus, marketing planning carried out at the divisional levels facilitates strategic planning.

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

A company must analyze the environment in which it operates to identify opportunities and avoid threats. The analysis provides all subsequent steps with the necessary information.

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

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

Control includes reviewing and evaluating the results of the implementation of plans and related activities, as well as taking corrective actions, if necessary, to achieve the set goals.

There are two planning systems:

1. Rigid, formalized planning system;

2. Flexible, situational.

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

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

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

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

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

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

Foreign experts formulate the final goals of planning as follows:

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

Determination of the expected development of events;

Willingness to react to changes when they occur in the external environment;

Minimizing irrational actions in the event of unexpected situations;

Ensuring clear interaction between performers;

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

Note that this list does not include the requirement to “ensure that the plan is fulfilled,” although planning is the essence of marketing: the fulfillment of the plan must automatically follow when the goals listed in the list are achieved with the help of the marketing plan. Thus, in marketing, planning is by no means a matter of setting desirable prices on paper.

Marketing planning is a continuous cyclical process aimed at aligning the firm's capabilities to the best possible match with the market opportunities generated by the following directional actions of the firm, as well as aligning the firm's capabilities in the best correspondence with such market factors that are beyond the control of the firm.

A marketing plan usually includes:

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

Market forecasting results;

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

Tools for the implementation of marketing activities;

Procedures for monitoring the implementation of the marketing plan.

The plan should ensure that the firm operates in today's dynamic, constantly changing and highly innovative world.

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

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

Marketing guidelines recommend that you always remember that typically 20% of buyers (individuals, firms, segments, markets) account for about 80% of total sales and profits. It is desirable that these key 20% be highlighted in the marketing plan and given maximum attention. “Concentrate, not dissipate” is the most successful slogan.

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

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

Situational analysis, which consists in answering several groups of questions, is the first step in planning a firm's activities. Further steps are an assessment of the information received from the point of view of how the outlined situation contributes or hinders the firm to achieve success in achieving the previously set goals. Then they make a decision about new goals (if it is necessary to change the old ones), put forward a strategy, define tactics and implement it. Internal audit is a good faith attempt to analyze the potential of the firm and the limits of its possible use. Hushing up the flaws and exaggerating the positives can only diminish the value of this process.

Below is a list of groups of questions without comments.

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

2. Firms - buyers of our goods. Which industries, agriculture, health care, etc. do they belong to? How do they relate to the products of our company? What influences the purchasing decisions of those in charge? What are the needs that make you buy our product? What are the prospects for changing these needs? What are the prospects for changing the way we meet the needs we know that determine the purchase of our product?

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

4. An external environment beyond the control of our company. What impact will existing trends in the development of science and technology have on our activities in a particular market? The same applies to trends in the economic situation in the world and in individual regions and countries of interest to our company. The same applies to the trends in government policy and legislation in the countries that import our goods.

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

6. Control of the marketing program. What is the firm's global (overall) strategy? What is the likelihood of achieving your marketing goals? Is the allocated funds sufficient for this? How are resources allocated between different markets (segments) and products of the firm? How are resources allocated between the tools for achieving goals - providing high quality goods, advertising, promoting goods, distribution systems, distribution networks, etc.?

7. Control over the provision of the marketing program. Is there an annual marketing plan? What is the planning procedure? Is there a monitoring program? Is a situational analysis carried out? Is marketing information collected in different markets?

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

9. Goods. What are the main products of the firm? What stage of the life cycle is each product in? What is the competitiveness of each product in each market and segment? How and why should the assortment be expanded or reduced? In which markets and segments should new products be introduced and why? What products should be discontinued and why?

10. Control of pricing policy. To what extent do prices reflect costs, demand, and product competitiveness? What is the likely reaction of buyers to an increase or decrease in our prices? How do buyers feel about the prices we set for goods? Are we using a policy of incentive prices? How does a firm act when competitors lower prices?

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

12. Control of the sales organization. Does the sales network correspond to the set goals of the company? Is the headcount in line with the needs to achieve these goals? Are the staff specialized in markets and products? What is the level of training of these workers? How are estimated sales volumes determined? How are the performance of the sales force evaluated?

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

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

The answers to the questions must be well-grounded (ie, not represent an "opinion") and detailed, because the quality of the answers ultimately depends on the effectiveness of the analysis and the fidelity of the decisions of top management made on its basis.

4. DEVELOPMENT OF A MARKETING PLAN BY EXAMPLE

LLC "OPT-MARKET"

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

Grocery;

Soft drinks;

Tobacco products.

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

Currently, the development of a marketing plan is not practiced at Opt-Market LLC. In this work, a plan of marketing activities of Opt-Market LLC for 2012 was developed.

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

1. Economic growth in the Russian Federation will continue, and the capacity of the company's sales market will grow by 10%, amounting to 170,000 thousand rubles. (154,000 thousand rubles in 2011);

2. Marketing policies of competitors will not change.

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

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

To increase the financial and economic indicators of the enterprise by reducing accounts payable and improving the turnover of inventories.

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

The main marketing ventures for 2012 relate to changes in the product promotion system, namely advertising, sales promotion and personal sales.

First of all, it is necessary to revise the system of remuneration of managers and sales representatives. To reduce staff turnover and attract qualified specialists to the company, it is necessary to pay sales representatives according to the “salary plus commission from sales” system. The salary should be set at 5,000 rubles. (the minimum stable part of the salary of sales managers in the labor market of the Southern Federal District). Together with the salary for each sales representative, a personal sales plan is established in the amount of 2,500 thousand rubles per month. Commissions are paid for overfulfillment of the plan, while you can set a flexible system for their payment (the more overfulfillment, the greater the percentage of commissions paid). In case of systematic non-fulfillment of the plan, the question of the professional suitability of the sales representative is raised.

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

These measures will make it possible, without actually increasing the labor costs of managers and sales representatives, to increase the motivation of their work and to attract first-class specialists to work at the enterprise.

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

Direct search for candidates from among those who are currently successfully working;

Search in the databases of recruiting agencies;

Search on the Internet;

Posting information about vacancies on personnel sites;

Publication of a vacancy in the media;

Interviewing candidates in the office of Opt-Market LLC;

Personnel search itself consists of the following steps:

1. Collection of detailed information.

2. Development of the initial proposal:

Development of a recruitment plan and a project schedule;

Director's approval of the recruitment plan and schedule.

3. Search and selection of candidates:

Researching the field of activity in which potential candidates work;

Preparation of information and qualification questions for interviewing candidates;

Obtaining detailed information about possible candidates and checking their qualifications by correspondence;

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

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

Drawing up a list of selected candidates by the commercial director and discussing the list with the director;

4. The final stage.

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

Making a decision on filling a vacancy.

It is necessary to pay attention to the training of employees of the sales department. For this, the enterprise should conduct various specialized trainings. For example, there are the following specialized trainings for sales managers and sales representatives.

Training "Customer Oriented Sales".

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

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

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

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

2. Customer oriented approach to sales.

Effective interaction with the customer.

Techniques for asking questions.

Basic techniques of active listening.

Accurate definition of the client's needs.

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

3. Dealing with objections.

Identification and development of latent objections of the client.

Price reasoning.

4. The final stages of the sales process.

Completion of the sale, registration of the transaction.

Service support of the client.

Establishing long-term partnerships.

Algorithm for effective interaction with conflicting clients.

Prevention of conflicts and claims from customers.

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

6. Active search for new customers.

How to find the most profitable clients.

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

Algorithm for finding new customers using recommendations.

The training includes the following:

Individual work,

Discussions,

Discussions,

Role-playing games,

Maintaining feedback.

The result of the training is to increase the level of sales by managers by improving the skills of negotiations, effective conclusion of transactions when interacting with the client.

Training “Attracting and retaining the most profitable customers of the enterprise”.

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

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

Techniques for successfully arguing the value of a proposal for different types of customers.

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

Specificity and key success factors of working with VIP clients.

Feedback is an effective means of developing business cooperation with clients. How to minimize the negative consequences of complaints.

The training includes the following:

Exercises in groups and in pairs,

Individual work,

Discussions,

Discussions,

Role-playing games,

Application of handouts,

Maintaining feedback.

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

Training "Effective Sales in the Textile Industry".

1. Features of sales in the textile market.

Analysis of the factors affecting the sales process.

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

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

2. Approach to the sales process.

Factors affecting the quality of the sales process.

Selling as an aid to the client in solving his problem.

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

3. Psychology and communication skills with the client.

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

Ability to actively listen. Individual approach to the client.

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

Types of clients. Ability to establish contact with clients of various types. Communication with “difficult” clients.

Features of communication with clients by phone.

4. Selling process. Seven Phases of Commercial Conversation.

Preparation. Starting a conversation: how to get attention.

Establishing contact with the client.

Analysis of customer needs. Types of effective questions. Technique for posing questions. Questions not to be asked.

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

Dealing with customer objections. Types of objections and principles of working with them. Drawing up a bank of objections. Objection Response Strategies.

Checking the client's readiness to conclude a deal. Leading the client to the conclusion of the transaction.

Gain. Establishing long-term relationships with clients.

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

The job responsibilities of a marketing manager can be roughly as follows:

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

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

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

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

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

Next, we will consider the development of new methods for promoting products. To form loyalty to the company's products, the company's customers can conduct a bonus program: for example, when buying one item of X, a retail outlet receives one copy of the same product as a bonus. This step is an effective lever to increase the representation of products in the retail network of the company's sales market. If the representation of the product is satisfactory, promotions are held in stores aimed at increasing the volume of purchases. For example, 10 retail outlets that have chosen the largest volume of goods X of the agreed range during the promotion will receive valuable prizes.

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

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

Average retail prices;

Maximum retail prices;

Minimum retail prices.

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

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

To optimize the promotion of products to the staff of the enterprise, it is necessary to employ one merchandiser with the following responsibilities:

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

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

3. Negotiating with the management of trade enterprises on the conduct of merchandising events (presentation of goods and related services, conviction of the necessity and effectiveness of merchandising).

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

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

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

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

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

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

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

9. Control over:

Compliance with the concept of displaying goods;

10. Taking measures for reconstruction, repair, replacement of faulty or worn out advertising elements.

11. Implementation of education and training of service personnel of a trading enterprise in the following areas:

Basic consumer characteristics of goods;

Principles of maintaining the concept of displaying goods;

Basics of motivating the sale of goods to consumers.

12. Organization of promotion actions (tastings, sampling, etc.).

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

14. Tracking the dynamics of sales in POS.

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

16. Collect information about sales in POS for the application of incentives and incentives to POS (awarding prizes based on the results of the contests "Best in sales", "Best in sales dynamics"; provision of special discount systems for high sales rates; submission of advertising about POS in advertising materials of the manufacturer of goods, wholesaler, etc.).

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

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

The budget of the marketing plan for 2012 is presented in table 2.1.

Table 2.1

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

The company's revenue for 2012 will increase by 30,000 thousand rubles, profit by 3,000 thousand rubles. Consequently, carrying out this marketing plan is cost-effective.

CONCLUSION

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

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

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

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

Strategic and tactical marketing plans may include the following sections:

Product plan;

Research and development of new products;

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

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

Price plan including future price changes;

Marketing Research Plan;

Physical distribution system operation plan (storage and delivery of goods to consumers);

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

The structure of the marketing plan includes the following sections:

Annotation for guidance,

Current marketing situation,

Dangers and Opportunities

Marketing objectives,

Marketing strategies,

Action Programs

Marketing budget and control.

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

During the development of the marketing plan, the following measures were proposed to improve the economic activities of the enterprise:

1. Reduction of accounts payable to improve its financial performance;

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

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

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

5. Take part in specialized exhibitions.

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

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