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St. Petersburg State Technical University
Course project for the course “Marketing” on the topic:
“Modern concepts of marketing activities”
Completed by: 3rd year student
Group: 3115/2
Accepted by: Konkovskaya A.R.
Saint Petersburg
Introduction
Chapter I. Theoretical aspects of marketing.
2. Goals and functions of marketing.
3. The role of marketing in the activities of an industrial enterprise.
1. Concepts for improving goods and production.
3. The concept of pure marketing.
4. Socially ethical marketing.
5. Concepts of international marketing.
International Airlines."
Conclusion.
Bibliography.
Introduction
In today's complex world, we all need to understand marketing.
Whether we're selling a car, looking for a job, raising money for a charity, or promoting an idea, we engage in marketing. We need to know what the market is, who operates in it, how it functions, what its needs are. We need to understand marketing and our role as consumers and our role as citizens. Knowing marketing allows us to behave more intelligently as consumers, whether it's buying toothpaste or a new car.
If we are talking about production activities here marketing acts as a system for organizing all the activities of a company in the development, production and sale of goods based on a comprehensive study of the market and real customer requests in order to obtain high profits. In other words modern system marketing makes the production of goods dependent on consumer requests.
The proposed material contains consideration of the most common marketing problems, as well as basic marketing concepts. There are several basic concepts that guide companies' marketing activities: the concept of product and production improvement, the concept of intensifying commercial efforts, the concept of clean marketing, socially ethical marketing, and the concept of international marketing.
Chapter I. Theoretical aspects marketing.
1. The essence and principles of marketing.
MARKETING (from English market - market) - complex system organization of production and sales of products, focused on meeting the needs of specific consumers and making a profit based on market research and forecasting, studying the internal and external environment of the exporting enterprise, developing strategies and tactics for market behavior using marketing programs. These programs include measures to improve the product and its assortment, study customers, competitors and competition, ensure pricing policy, generate demand, sales promotion and advertising, optimize distribution channels and sales organization, organize technical services and expand the range of services provided. Marketing as a product of a market economy is, in a certain sense, a philosophy of production, completely (from research and development work to sales and service) subordinated to the conditions and requirements of the market, which is in constant dynamic development under the influence of a wide range of economic, political, scientific and technical And social factors.
Manufacturers and exporters consider marketing as a means to achieve goals fixed for a given period for each specific market and its segments, with the highest economic efficiency. However, this becomes real when the manufacturer has the opportunity to systematically adjust its scientific, technical, production and sales plans in accordance with changes in market conditions, maneuver its own material and intellectual resources in order to provide the necessary flexibility in solving strategic and tactical problems, based on the results of marketing research. Under these conditions, marketing becomes the foundation for long-term and operational planning of the production and commercial activities of the enterprise, drawing up export production programs, organizing scientific, technical, technological, investment and production and sales work of the enterprise team, and marketing management is the most important element of the enterprise management system.
Marketing activities should ensure:
1. reliable, reliable and timely information about the market, the structure and dynamics of specific demand, tastes and preferences of customers, that is, information about the external conditions of the company’s functioning;
2. creation of such a product, a set of products (assortment), that more fully satisfies market requirements than the products of competitors;
3. the necessary impact on the consumer, on demand, on the market, ensuring the maximum possible control over the scope of sales.
What are the basic principles of marketing?
The activities of manufacturers working on the principles of marketing are based on the motto: produce only what the market and the buyer require. The starting point underlying marketing is the idea of human needs, requirements, demands. Hence, the essence of marketing is very briefly as follows: you should produce only what will definitely find a sale, and not try to impose on the buyer products that are “inconsistent” with the market.
Basic principles follow from the essence of marketing, which include:
Focus on achieving the final practical result of production and sales activities. Effective sale of a product on the market in the intended quantities means, in essence, mastering its certain share in accordance with the long-term goal outlined by the enterprise.
Concentrating research, production and sales efforts on critical areas of marketing activity.
The focus of the enterprise is not on the immediate, but on the long-term result of marketing work. This requires special attention to predictive research and the development, based on their results, of market novelty products that ensure highly profitable economic activities.
3. Application in unity and interrelation of strategy and tactics of active adaptation to the requirements of potential buyers with simultaneous targeted influence on them.
Methods of marketing activities (see Fig. 1) consist in the following:
1. analysis of the external (in relation to the enterprise) environment, which includes not only the market, but also political, social, cultural and other conditions.
The analysis allows you to identify factors that promote or hinder commercial success. As a result of the analysis, a data bank is formed for evaluation environment and its capabilities;
2. analysis of consumers, both real and potential. This analysis consists of studying the demographic, economic, social, geographical and other characteristics of people making purchasing decisions, as well as their needs in the broad sense of this concept and the processes of their acquisition of both ours and competing products;
3. studying existing and planning future products, that is, developing concepts for creating new products and/or modernizing old ones, including their assortment and parametric series, packaging, etc. Outdated products that do not provide an estimated profit are removed from production and the market.
4. planning of product distribution and sales, including the creation, if necessary, of appropriate own sales networks with warehouses and stores and/or agent networks;
5. ensuring demand formation and sales promotion (FOSSTIS) through a combination of advertising, personal selling, non-profit prestigious events
(“public relations”) and various kinds of material incentives aimed at buyers, agents and specific sellers;
6. ensuring pricing policy, which consists in planning systems and price levels for supplied goods, determining the “technology” for using prices, credits, discounts, etc.
7. meeting the technical and social standards of the region in which the products are sold, which means the obligation to ensure proper safety of use of the product and protection of the environment, compliance with moral and ethical rules, and the proper level of consumer value of the product;
8. management of marketing activities (marketing) as a system, that is, planning, implementation and control of the marketing program and individual responsibilities of each participant in the enterprise, assessment of risks and profits, and the effectiveness of marketing decisions.
2. Goals and functions of marketing.
Marketing touches so many people in so many different ways that it inevitably creates controversy. Some actively dislike modern marketing, accusing it of destroying the environment, bombarding the public with stupid advertising, creating unnecessary needs, infecting young people with greed, and a whole host of other sins. Others fiercely defend marketing.
The likely and ongoing regulation of marketing on a worldwide scale begs the most fundamental question: what is the true purpose of the marketing system? There are four alternative answers:
Achieving the highest possible consumption; achieving maximum customer satisfaction; presentation of the widest possible selection; maximizing quality of life.
Achieving the highest possible consumption
Many business leaders believe that the purpose of marketing is to facilitate and stimulate maximum consumption, which in turn creates the conditions for maximum growth in production, employment and wealth. This point of view is reflected in typical headlines:
“Opticians introduce eyewear fashion to stimulate demand”, “Steel industry outlines sales growth strategy”, “Car makers try to boost sales”. .
Behind all this lies the claim that the more people buy and consume, the happier they become. “The more the merrier” is the battle cry. However, some doubt that the increased mass of material wealth brings with it more happiness. Their credo: “Less is more” and “a little is great.”
Achieving maximum customer satisfaction
According to this view, the goal of a marketing system is to achieve maximum consumer satisfaction, not the highest possible level of consumption. Consuming more chewing gum or owning a larger wardrobe means something only if it leads ultimately to fuller consumer satisfaction. satisfaction.
Unfortunately, customer satisfaction is difficult to measure.
Therefore, it is difficult to evaluate a marketing system based on the satisfaction it brings to the public.
Providing the widest possible choice
Some market players believe that the main goal of a marketing system is to provide the greatest possible variety of products and provide the consumer with the widest possible choice. The system should give the consumer the opportunity to find products that best suit his taste.
Consumers should be able to maximize their lifestyle and therefore experience the greatest satisfaction.
Unfortunately, maximizing consumer choice comes at a cost. First, goods and services will become more expensive because big variety will cause an increase in the costs of their production and maintenance of inventories. Higher prices will entail a reduction in real consumer incomes and consumption levels. Secondly, increasing the variety of products will require more time and effort from the consumer to become familiar with and evaluate different products. Thirdly, an increase in the number of goods does not at all mean for the consumer an increase in the possibility of real choice. There are many brands of beer in the USA and most of them taste the same.
When within a product category there are many branded products with minor differences from each other, this situation is called branded abundance and the consumer is given an imaginary choice. And finally, consumers themselves do not always welcome a wide variety of products. Some people, encountering an excess of goods in certain product categories, experience a feeling of confusion and anxiety.
Maximize your quality of life
Many people believe that the main goal of a marketing system should be to improve “quality of life.” This concept consists of:
1) quality, quantity, range, availability and cost of goods
2) quality of the physical environment
3) quality of the cultural environment. Proponents of this view tend to evaluate a marketing system not only by the degree of direct customer satisfaction it provides, but also by the impact that marketing activities have on the quality of the physical and cultural environment. Most agree that for a marketing system, improving the quality of life is a noble goal, but recognize that this quality is not easy to measure, and its interpretations sometimes contradict each other.
The main functions of marketing are: environmental analysis, market research, consumer analysis, product (service) planning.
,sales planning, product promotion planning, price planning, ensuring social responsibility and marketing management. Despite the fact that many operations require the performance of similar functions, such as customer analysis, product promotion and pricing, they can be performed different ways.
Marketing entities include manufacturers and service organizations, wholesalers and retailers, marketing specialists and various consumers. As shown in Figure 2, each of them has a different role. It is important to note that although 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.
For many reasons, one entity usually does not undertake all marketing functions: many manufacturers do not have sufficient financial resources for direct marketing (even General Motors, one of the largest corporations in the world, cannot afford to perform all marketing functions.); direct marketing often requires manufacturers to release relevant products or sell relevant products from other firms; the organization may be unable or unwilling to perform certain functions and is looking for marketing specialists for this (many companies resort to the services of specialized advertising agents; use research organizations to develop questionnaires, collect and analyze data.); many organizations are too small to perform certain functions effectively; For many goods and services, proven methods of implementation already exist, and it is difficult to bypass them; Many consumers, in order to save money, can buy in large quantities, pick up goods themselves, use self-service, etc.
3. The role of marketing in the activities of an industrial enterprise
In a market economy, according to the logic of economic laws, an enterprise must provide itself with a certain level of income. Thus, it can only exist if it constantly develops and keeps pace with progress. Based on this, it must ensure the accumulation of funds that allow it to support itself, update and improve its production apparatus, and, accordingly, conduct expanded reproduction. An enterprise can ensure such accumulation only if it successfully sells its product on the market.
The modern market, meanwhile, is very volatile. A passive approach to its consideration would mean that the enterprise would surrender its position to the will of the market and would allow everything to take its course, which should not be allowed. In order to consciously influence the sales of your product on the market, and thereby ensure income that would allow you to “renew your blood,” you need to take an active position in relation to the market. Marketing is, in fact, the embodiment of such an active position.
A company's profit is the difference between its total income
(gross income) and general business expenses.
BD=Oa*Ca+Ov*Sv+Os*Ss+…On*Cn, where
BD - gross income;
Оа, Ов, Ос,…, Оn – production volume;
Ca, St, …, Cn - prices at which it is sold.
Let's imagine that the production range of factory "N" includes, along with other products, women's shoes (product B, for example). Taking into account the existing production equipment, as well as the structure and dynamics of expenses, factory "N" could provide the desired level of income
(profit), if the condition were met that the sales of this product should have a volume of 300,000 pairs per year, and the selling price of one pair should be at least 100 rubles, i.e. Ov - 300,000 pairs per year, St - 100 rub. for a unit.
For this condition to be met, it is necessary that of the total number of potential consumers women's shoes in a specific market segment, for example, 3 million people, 10% will be willing and able to purchase at least one pair of shoes from the “N” factory per year at a price of 100 rubles, and that they will do this.
According to this, the struggle to realize the desired level of market use
(10% of potential consumers) into an effective one, that is, influence the market segment in such a way that 10% of consumers buy one pair of shoes per year and pay 100 rubles for it. The factory can achieve this by producing shoe models that at least 10% of potential consumers would prefer to products competitive firms. In addition, factory "N" needs to realize adequate sales of its shoes and provide the required network of sales points where consumers can buy shoes without any difficulties, and, above all, through appropriate advertising, inform potential buyers about the features of the shoes it offers , and convince at least 10% of them that it is in their interests to wear exactly these shoes at a price of 100 rubles. etc..
In this example, some details are quite simplified. There are other possible policy options that can achieve the desired level of profit. However, the given simplified example quite convincingly demonstrates the following: Managing individual internal factors sales, any enterprise can and should achieve such values of O and C that will bring it the desired amounts of gross income and profit. However, such work only makes sense if there are objective market conditions to achieve the desired results.
In other words, if the enterprise has correctly chosen the market that will be the subject of its production orientation.
We should not forget the fact that the value of the market utilization coefficient chosen by a particular enterprise is the result of the work of all functional services of the enterprise, since there is a direct connection between this work, the properties of the product and its price - the main internal sales factors. This can include the work of the manufacturing sector, the interaction of communication services with related companies, financial services, personnel services, etc.
Each enterprise has certain resources - financial, production, personnel, etc. It must mobilize and direct these resources to use the existing market potential in the most cost-effective manner, ensuring the accumulation of funds that makes the existence of the enterprise and its development possible. At the same time, it must select and focus on markets that have good potential for realizing the required sales volume and generating the necessary profits.
Enterprises applying the marketing concept should assume the following:
1) The measures that an enterprise takes to make the best use of existing market potential must be of a twofold nature. On the one hand, the enterprise must offer consumers products that satisfy their needs and desires and at a price that they are willing and able to pay for these products. On the other hand, it must take deliberate actions to influence consumers so that they buy their products. The second, outside of marketing, was considered as the main and, practically, the only task facing only the sales service. With the development of the marketing concept, it became clear that the sales policy and the work of sales services can be successful, and consumers can be “hooked” only when the products meet their needs and the prices are acceptable for them, and this is the task of absolutely all services of the enterprise.
2) The financial effect should be the main criterion for making business decisions. Sales volume, ensured by the correct orientation towards meeting consumer needs, and all other measures to make the most of market potential are not an end in themselves. The volume of production as such is not important. The financial effect is important. The ultimate goal of marketing is to achieve a satisfactory financial effect, making it possible to accumulate funds, allowing the enterprise to live and develop. Hence, an increase in production volume and sales volume makes sense insofar as a satisfactory financial result of management is visible.
Chapter II. Evolution of marketing concepts.
1. The concept of improving goods and production.
The concept of production improvement is based on the assumption that consumers will give preference to those goods that are widely available and affordable. Therefore, management should be aimed at improving production and increasing distribution efficiency. This concept is one of the oldest adopted by sellers.
The concept of production improvement is relevant in two cases.
The first is when demand for a product exceeds supply. Here management must look for ways to increase production volumes. The second case is when the cost of a product is too high and increasing productivity helps reduce it. Henry Ford, for example, sought to bring the production of the Model T to perfection - so that the cost of the car would decrease and it would become available to the maximum number of consumers. Ford joked that he could offer customers a car in any color, as long as it was black.
Let's take Texas Instruments (TI) as an example. For many years, this company has followed the principle of improving production and reducing costs, trying to reduce the prices of its products. This policy allowed the company to gain a large share of the wrist calculator market. But the concept of manufacturing improvement is fraught with danger: at some stage, the company professing it may decide that internal production processes more important than anything else, including customer satisfaction. When TI tried this same approach with digital watches, it didn't work. Although TI watches were quite cheap, they were not popular with consumers. In an effort to make watches as cheap as possible, TI lost sight of something equally important - namely, that an affordable product should also be attractive.
Another important approach that salespeople often use is the concept of product improvement. Its essence is that the consumer will give preference to a product that represents the highest level of quality, maximum performance and new opportunities.
Therefore, the company must devote all its energy to the continuous improvement of its products. There are manufacturers who are confident that if they manage to create the perfect mousetrap, the whole world will stand in line for their product. But practice shows that they are cruelly mistaken.
Perhaps buyers are really interested in advanced methods of killing rodents, but who said that they definitely need a mousetrap?
Maybe clients prefer chemicals or other means.
Moreover, even the best mousetrap will not sell if its design, packaging and price do not seem attractive to buyers; if these mousetraps are not distributed through the most effective channels; if they do not attract the attention of those people who may need a mousetrap; unless you convince the buyer that this mousetrap is the best product of its type. Product orientation ensures constant technological innovation because managers believe that technological excellence is the basis of business success.
Unfortunately, the concept of improving a product sometimes turns out to be
“marketing myopia.” For example, railroad companies suffered from the misconception that consumers wanted trains, not transportation, and failed to recognize increased competition from airplanes, buses, trucks, and cars. Producing bigger and better trains will not satisfy consumer demand for transportation, but developing a new type of transportation and expanding supply will help achieve this.
2. The concept of intensifying commercial efforts.
Many companies follow the concept of intensifying commercial efforts. It is based on the idea that consumers will not buy a product produced by a given company unless special measures are taken to promote the product on the market and sell it on a large scale. Most often this concept is applied to so-called goods of passive demand.
– those that the buyer is unlikely to think about purchasing (for example, an encyclopedia or insurance). In this situation, the selling party must accurately identify the circle of potential buyers and explain to them the benefits of its product.
The concept of intensifying commercial efforts is also practiced in the non-profit sector. A political party, for example, energetically “sells” its candidate to voters as a professional who will cope better with existing problems than others. The candidate works in his constituency from dawn to dusk - shaking hands, kissing children, meeting with representatives of campaign finance organizations and making persuasive speeches. Huge amounts of money are being spent on television, radio and mail advertising and election posters. The shortcomings of candidates are hidden from the public because the goal here, as in any sale, is to complete the transaction, and the subsequent satisfaction or dissatisfaction of the public is not of concern to politicians.
Many companies resort to the concept of intensifying commercial efforts during periods of overproduction. Their goal is to sell what they have, not to produce what the market requires. Naturally, marketing based on an aggressive sales strategy is associated with great risk. It focuses solely on the act of selling itself, and not on creating long-term and profitable relationships with customers. It assumes that customers who have agreed to purchase the product will be satisfied with it. And if not, then over time they will forget the feeling of disappointment and buy the product of this company again. Such assumptions regarding buyers, of course, are not justified. Most studies show that a customer will not buy a product again if they are not happy with it. To make matters worse, a satisfied customer tells an average of three people they know about a product they like, while a dissatisfied customer shares their disappointment with an average of ten.
3.The concept of pure marketing.
The marketing concept assumes that a company's achievement of its goals depends on identifying the needs and demands of target markets, as well as on satisfying consumers more effectively than competing companies. Oddly enough, this approach has only recently begun to be used in entrepreneurial practice.
The concept of marketing is often confused with the concept of intensifying commercial efforts. Figure 1 schematically illustrates both concepts. The concept of sales intensification takes an inside-out approach. It is based on the interests of production, focuses on existing goods and requires aggressive sales methods combined with active promotion of goods to the market in order to conclude profitable deals.
Fig. 3 Comparison of the concepts of intensifying commercial efforts and the marketing concept
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| |
| |
| |
|The concept of intensifying commercial efforts |
| |
| |
| |
| |
| |
| |
|Marketing concept |
| |
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The company’s activity in this case comes down to winning over the consumer - concluding one-time, momentary transactions; at the same time, the seller is not interested in who buys his goods and why. The marketing concept, on the other hand, takes an outside-in approach. It starts from clearly defined markets, focuses on consumer needs, coordinates all types of marketing activities aimed at satisfying the consumer, and profits from creating long-term relationships with the consumer. The concept of marketing allows companies to produce what consumers want by combining customer satisfaction with profit.
Many thriving and well-known companies operate on the concept of marketing. They invariably follow it, for example, Procter & Gamble,
Marriott, Nordstrom, McDonald's (Box 2)
|Box 2 |
|How the concept of marketing approach is applied |
|at McDonald's Corporation |
|McDonald's Corporation, a chain of catering establishments, where |
|the main dish is a hamburger, – a true professional in the field|
|marketing. With 18 thousand branches in 90 countries, where in general, for the year |
|works are made in sales amounting to 23 billion dollars, every three |
|hours in some corner of the globe McDonald's Corporation |
|opens a new restaurant. The reasons for this state of affairs lie in |
|clear focus on marketing: McDonald's knows how to serve |
|visitors and how to respond to changing consumer demands. |
|Before McDonald's, Americans could taste a hamburger at |
|restaurant or dining room. But consumers often encountered |
|poor quality of food, with sluggishness and rudeness of the waiter |
|staff, with a poor interior and even unsatisfactory |
| sanitary conditions, as well as noise. In 1955, Ray Kroc (Ray |
|Kroc), a 52-year-old salesman of dairy preparation equipment |
|cocktails, became interested in a chain of seven small restaurants, |
|whose owners were Richard and Maurice MacDonald. Cork had to |
|liked their idea of fast service, and he purchased the entire network for 2.7 |
|million dollars. Then he decided to expand the network by selling the rights|
| for the use of the McDonald's trademark by other enterprises, and |
|thanks to this, the number of restaurants quickly increased. Changed |
| times, McDonald's establishments have changed. Halls with |
|seating places, the interior has been improved, dishes for |
|breakfast, the range has expanded, new establishments have opened in |
|busy places. |
|Kroc's marketing philosophy is expressed in the motto of the McDonald's Corporation, |
|which sounds like Q.S.C. & V. – quality, service, cleanliness and |
|value (quality, service, cleanliness and value). Visitors enter |
|impeccably clean room, they are greeted by a friendly attendant |
|staff, they quickly get delicious food, which they eat right away or|
|in a nice package they take it with them. There are no McDonald's premises |
|jukeboxes and payphones, so people don’t “hang out” there |
| teenagers. There are also no vending machines for cigarettes or newspapers |
| racks. McDonald's is a family-friendly restaurant and is a favorite |
|children. |
|At McDonald's, the level of customer service borders on art; |
| this art is carefully trained to employees and license holders |
| corporations. All holders of such licenses undergo training courses in |
|“Hamburger University” in Elk Grove Village, Illinois. By |
|on completion of training, graduates receive a degree in the main subject |
|“hamburgerology” and additionally “fried crispy potatoes”. |
|McDonald's management constantly monitors product quality and |
|service through regular surveys of visitors and spare no effort |
|to improve the methods of preparing hamburgers - this is being done|
|to simplify work, reduce prices, speed up service and |
|maximum visitor satisfaction. |
|In addition to these efforts, every McDonald's restaurant participates|
|in various public events. |
|In the company's 2,700 restaurants outside the United States, |
|McDonald's management is trying to adapt its menu and style |
| catering to local tastes and customs. For example, in India all |
|products are manufactured taking into account local peculiarities. They |
|use only lamb, chicken, fish and vegetables, not beef |
|or pork. They call Big Mac Maharaja Mac! In Japan, |
|for example, the standard McDonald's menu includes corn soup and|
|fishburgers, in Rome - pasta, in Paris - wine and piano |
|music performed live. However, in this new market, companies |
| had to overcome monstrous obstacles in order to withstand |
|its high standards of customer service. Suppliers, |
| employees and even visitors had to be accustomed to the management style |
|McDonald's business, time-tested. For teaching Russians |
| farmers growing special varieties of potatoes from |
|which prepare McDonald's signature fried potatoes, were|
|Canadian technicians invited - experts with special varieties |
|disease-resistant seeds; in addition, the company built |
|own milk pasteurization plant to constantly have |
|this product in sufficient quantity. Russian managers passed |
|training at the “hamburger” university; in addition, each of |
| 630 new employees experienced such |
|wisdom, how to prepare meat pies and sandwiches |
|Filet-O-Fish; special attention was paid to service culture.|
|Even visitors had to be trained, since most |
|Muscovites have never seen fast food restaurants. |
|While visitors stood in line, they were shown videos about |
|how to place an order, pay and how to eat |
|Big Mac. True to its traditions, McDonald's immediately got involved |
|into the public life of a new city. On opening day |
| establishment was organized free admission for 700 orphans, and that's all |
|the money raised that day was transferred to the Moscow branch |
|Children's Fund. Naturally, the Moscow McDonald's restaurant with |
| was doomed to success from the very beginning. On the very first day he was visited by |
|more than 50 thousand people. |
|Not stopping at Moscow success, McDonald's continues |
| seek new opportunities for growth, rushing to the most |
| different parts of the world. The largest |
|company restaurant. It covers an area of 28 thousand square |
|ft., has 29 ticket offices and 700 seats. In this gigantic |
| Beijing restaurant McDonald's plans to serve |
|over 10 thousand visitors daily. |
|It is this focus on the consumer that has made McDonald's the largest in |
| world catering organization. A huge success for the company |
| reflected in the increased price of its shares: in 1965 250 |
| McDonald's shares could be purchased for 6,000 thousand dollars, and |
|now their value is more than a million! |
Another example of a company taking a marketing approach would be
Toyota is a successful car manufacturer in Japan. Toyota has openly declared its intention to capture the hearts and minds of its consumers. The company set out to accurately determine the desires of customers and find ways to satisfy them. To attract customers in Japan, Toyota built Amlux,
A 14-story building that looks like a black and blue rocket. Visitors can be both potential clients and people who have their own own ideas about how the company should respond to the demands of motorists. Visitors can model their own car in a special computer workshop, and they are not limited in time. The Automotive Design Workshop is a two-way information center where consumers receive specific information about the company, its dealers and products. Visitors can openly express their views on Toyota.
The company's staff closely monitors the actions of visitors and carefully records everything. The Amlux complex was built to attract customers, thanks to which the company has the opportunity to have the latest information on ways to improve its car.
In leading companies that use a marketing approach, all employees must constantly worry about customers. The main goal is to retain the company's clients, and all personnel are involved in the formation of long-term relationships with clients. To successfully implement the marketing concept, an organization must focus on obtaining and correctly using information, on relationships within the team, and its motivation in order to best meet the client’s expectations and needs.
At the same time, there are many companies that, while paying lip service to the concept of a marketing approach, do not actually follow it. They create the appearance of marketing - appointing a vice president of marketing and product managers, drawing up implementation plans and conducting market research; however, all this does not mean that they are market and consumer oriented. The main thing is that the company quickly responds to changes in consumer demands and competitors’ strategies. Previously prosperous companies - General Motors, IBM, Philips, General Electric Company - lost significant market shares because they were unable to rebuild their marketing strategy in accordance with the changed market.
It takes years of hard work to transform a sales-oriented company into a marketing-oriented company.
The goal of this transformation is to make customer satisfaction the very essence of all activities of the company. One marketer once remarked: “In corporate America, customer satisfaction has become a way of life, ... it is embedded in the corporate culture just like information Technology and strategic planning.”
However, the concept of a marketing approach does not mean that a company should strive to give consumers everything they want. The challenge for marketers is to balance the creation of high customer value with the company's profitability. The goal of marketing is not to make consumer satisfaction absolute. As one marketer said, “The shortest definition of marketing I know is satisfying needs at a profit.” The purpose of marketing is to create customer value
[with profit for the company]. The point is that if the customer value disappears, the relationship with the consumer will be broken. The marketer's job is to create ever-increasing customer value for customers without giving them the shirt off their back. This is a very delicate matter.
4. The concept of social and ethical marketing
The essence of the concept of social and ethical marketing can be expressed as follows: the campaign first identifies the needs and interests of target markets, and then provides superior customer value to consumers in ways that support (or even improve) the well-being of the client and society.
The concept of social and ethical marketing is the most advanced of all five.
The authors of the concept of social and ethical marketing ask: can the concept of marketing be considered satisfactory in the era environmental problems, depletion of natural resources, rapid population growth, global economic problems and low level development of social services? The concept of social and ethical marketing helps answer the question: Is a firm that identifies and meets individual customer needs always doing its best for consumers and society when measured over decades? Having become acquainted with the concept of social and ethical marketing, we can come to the conclusion that the marketing concept is not able to provide for possible conflicts between immediate needs and the long-term well-being of the client.
Let's take the Coca-Cola company as an example. The general opinion about it is that it is a corporation that produces soft drinks that consumers love and has gained everyone's trust. However, some consumer groups and environmental activists have raised concerns that the company's drinks are low in nutritional value, can damage teeth, contain caffeine, and that the cans and glass bottles they are sold in pose environmental concerns. .
These kinds of complaints led the company to adopt the concept of socially ethical marketing. As shown in Figure 2, this concept encourages marketers to strike a balance between the three goals of marketing: campaign profits, consumer needs, and societal interests. Previously, most companies made marketing decisions based primarily on the company's short-term profits. Gradually, however, campaigns began to realize the importance of long-term satisfaction of consumer needs and thus moved towards the concept of marketing. Today, more and more companies are thinking about the interests of society when making marketing decisions.
One such campaign is Johnson & Johnson. According to a recent survey conducted by Fortune magazine, Johnson & Johnson was the best among American companies in terms of social and environmental responsibility. J&J's commitment to the public interest is expressed in a document called “Our Credo.” This document declares the openness and honesty of the company’s policy, as well as the fact that the interests of people are for
J&J is more important than profits.
Fig.2. Three ideas behind the concept of social and ethical marketing
According to this document, Johnson & Johnson would rather incur losses than allow the appearance of a low-quality product. In addition, the campaign supports many social programs, including providing employment benefits that benefit customers employed by Johnson &
Johnson and the country as a whole. The company's managing director put it this way: “If we strive to do good things, the market will eventually reward us for it.”
The company backs up these words with deeds. Let's remember the tragic case when eight people died from poisoning with Tylenol tablets produced by
Johnson & Johnson, which contained potassium cyanide. Although the company's management did not doubt for a minute that the drug had been substituted in stores, it nevertheless immediately recalled all products of this name. For the company, this resulted in a loss of $240 million. But from a longer-term perspective, the immediate response to the incident showed just how important consumer trust is to Johnson & Johnson: Thanks to this drastic move, Tylenol remains America's top-selling painkiller. This and similar cases convinced Johnson & Johnson management that an honest policy was beneficial to both customers and the company.
International marketing concept.
The world is gradually becoming an increasingly integrated system, and the political integration of various state structures in its intensity lags behind the economic one. The expansion of foreign economic relations consists of exports and imports, international auctions and trades, monetary investments in foreign enterprises and, finally, the existence of a global market for goods and services, where a special place is occupied by transnational corporations operating in many countries, using foreign production and sales branches, which actually work for the world market as a whole. All this presupposes the need for international marketing - a special set of activities for the sale of goods and services outside one’s country. We are talking here about international firms, the sphere of productive and commercial activities of which extends to foreign countries and is characterized by the presence of branches and subsidiaries, technological cooperation and specialization, common resource base, centralization of management and control.
The development of market relations in Russia and the associated changes in the economic activities of many enterprises increasingly focused on exporting their products, as well as the emergence of trade organizations specializing in the import of goods from other countries, the inclusion of domestic economic structures in the international distribution of labor - all this requires knowledge functions and methods of international marketing and their skillful application, especially in the field of coordination of production, sales and management activities enterprises, commercial organizations, banks, insurance companies, etc.
Marketing in the international arena is very complex, since it covers not only sales, but also other areas of the enterprise, including production, R&D, supply, finance, etc. In addition, it requires a deep understanding of the socio-economic and national-cultural conditions prevailing in the country where the enterprise will somehow operate. There may be differences in distribution channels, methods of transportation and storage, legislative and legal support, and customs regulations. Each country has national characteristics in the field of advertising media, the acceptability of certain stories from the point of view of culture, religion, traditions, etc., as well as differences in cost determination systems, its own quotas and exchange controls. Factors of a scientific and technical nature are also important, which include the level of development of industrial technology, innovation, modification of goods and services, labor qualifications, etc.
All of these features significantly increase overall business risk. entrepreneurial activity on the international market. Thus, the instability of the currency system can lead to unexpected results, turning an exceptionally profitable transaction into a loss-making one literally within a few days.
The economic, social and cultural characteristics of various countries dictate the need to constantly adapt marketing means to the specifics of a particular market (perhaps directly opposite to the usual domestic market). Each time we are talking about a special marketing model for a specific foreign market. For example, you need to know that individual elements of marketing activities are differently effective in different countries. Thus, the American approach is based on advertising their product
(57% of global advertising costs come from the United States). The European approach is more focused on improving the service system, i.e. to work with distribution networks, with consumers directly in stores, Japanese offers the introduction of scientific and technical achievements in order to improve the products themselves, etc. Therefore, Russian marketing specialists working in the international market are required to know and use not only individual elements of marketing activities, but also the entire marketing system in the form in which it has been developed in foreign countries.
Due to the high degree of interconnection and interdependence between countries in economic terms, there is a very large international market that allows the import and export of various products (import is the process of purchasing a product in another country and moving it to its own for the purpose of subsequent sale, and export is the export of a product manufactured in one country, to another for subsequent sale). And here for businesses
(companies) that focus their activities on the export of goods or services (this could be, for example, cosmetics or travel companies), additional requirements arise in the field of marketing: firstly, compliance of the quality of the product, packaging, design, advertising with international standards, and production complex - modern scientific and technical level; secondly, the ability to establish close relations with foreign representatives and organize international auctions, exhibitions, fairs, conferences, etc. at a high professional level. In addition, import-export policy requires a specific approach to maintaining the competitiveness of an enterprise in both quantitative and qualitative aspects.
International marketing functionally exceeds domestic marketing, since the enterprise increases the range of products if it has the opportunity to export and import. Consequently, the goals and objectives of marketing become more complicated.
First of all, it is necessary to make sure that it is advisable to enter the international market, i.e. find out what prospects may open in the future and what threats may arise. Next, problems are solved: what products the enterprise can offer (old or new, finished or semi-finished products), how to enter the market and identify a buyer, what the results of participation in international business may be.
Questions also arise in the area of pricing. Often in economically less developed countries the price of a product is lower than in developed ones, and the main reason for this is differences in labor costs. When a company is looking for a product to import or export, the price level is essential. For example, if it exports a product from its own country, where labor costs are higher than in the recipient country, then the price for it may be higher than for those produced in that country. Therefore, it must have other valuable characteristics that will make it easy to implement despite the rather high price.
Chapter III. Analysis of the marketing activities of JSC Aeroflot - Russian
International Airlines."
IN last years Aeroflot is being gradually displaced
(the official name of the airline is JSC Aeroflot - Russian
International Airlines”) from the international transportation market. If in 1970 the share of Aeroflot traffic in the global volume of international traffic was 2.5%, now it is only 1.7%. This indicates that Aeroflot’s average annual growth rate of international air traffic is below the world average. In 1989
Soviet Union was able to take only 18th place in the world in terms of the total volume of air transport work performed on international routes, and only 26th place in international cargo transportation. Not only the airlines of the leading capitalist countries were ahead, but also a number of other countries that we until recently called developing countries, such as Australia, Singapore, South
Korea.
All this indicates the need for a radical restructuring of the management of the entire foreign economic activity industry.
During the development of radical economic reform As management processes are demonopolized and decentralized, the command and control system is gradually reduced and eliminated, and the level of use of economic levers grows, the Ministry of Civil Aviation (MCA) must move from centralized management of the economic activities of its structural divisions to methods of market relations between all participants in the purchase and sale of air transport products and related services.
The gradual reorientation of the Russian economy towards the market makes it necessary to adapt the entire management structure of air transport production and foreign economic activity to new conditions.
Now there is a desire of individual airlines to integrate into the system of world economic relations in their own, original way, sometimes without regard to other partners. Each of them tries to realize its own urgent interests in the field of foreign economic activity as quickly as possible, which often comes at the expense of economic efficiency. New, non-traditional channels for Aeroflot to receive foreign currency funds are being sought. A new system of economic incentives for entrepreneurial activity is being created. It is difficult to predict what this endeavor may lead to in the long term.
It should, however, be assumed that the integration of Russian airlines into the global air transport system can only occur on the basis of market laws and taking into account the available resources, based on the real possibilities of their business activities and competitiveness. The market for international air transportation and services accompanying the transport process is an objective economic mechanism, everything is interconnected in it, its own “rules of the game” apply, and the involved participants in trading operations have extensive experience in competition and survival in years of acute economic crises. We need to build a reliable bridge to this market, this requires time and skill. This is reality and there is no escape from it. Without solving this problem and significantly restructuring the entire concept of Aeroflot’s foreign economic activity, there is no hope that it will be able to emerge from the ranks of outsiders in the international air transportation market in the coming years.
To overcome the crisis, foreign economic activity management
Aeroflot should be carried out on the basis of a scientifically based strategy for Aeroflot's activities in the international air transportation market, the development of which is impossible without an in-depth and comprehensive study of the processes occurring there and the operating experience of the world's leading airlines. It is required to appropriately formulate optimal organizational structures that, in the conditions of the upcoming spread of various forms of ownership and market relations, would be the most viable.
It is necessary to train a cadre of specialists capable of effectively and efficiently protecting the interests of Aeroflot in the international arena. The success of Aeroflot in the international market, crowded to capacity with competitors, largely depends on the knowledge and skillful use of competitive tools that are in the arsenal of leading airlines.
The most important among these means is marketing.
Granting the right for Civil Aviation (CA) enterprises to enter the international market acutely confronts airline employees with the task of mastering modern management skills, marketing theory and its practical use at the level of the main production unit - the enterprise. Marketing means a qualitatively new approach to managing air transport production. It requires the retraining of command and management personnel and civil engineering specialists, who were previously brought up on the priority of production over sales and are accustomed to always putting technical or technological considerations at the forefront, i.e. issues of production rather than meeting market consumer demand.
Reorienting the activities of airlines to the international market will require a revision of this traditional approach and the acquisition by all employees of new skills and the ability to make qualitatively different management decisions in practical activities.
Features of using marketing principles in the air transportation market.
The largest air transport companies switched to the concept of management using marketing principles relatively recently - only at the end
60s, which led them to a noticeable lag in this area from firms
- producers associated with the production of products in material form. This lag is explained primarily by the fact that in the post-war years the development of civil aviation went mainly along the path of extensification, in the direction of a sharp increase in the production and technical potential of air transport. In an environment of increased demand for air travel and strict regulation, airlines could enter the market without worrying about attracting clientele.
At the end of the 50s, the introduction of jet aircraft led to an increase in the carrying capacity of the world fleet of aircraft by more than 4 times. The capabilities of civil aviation increased even more in the late 60s and early 70s due to the advent of wide-body aircraft with large passenger capacity. Under these conditions, the problem of technical development of air transport faded into the background, giving way to the problems of increasing the economic efficiency of airline operation and stimulating demand for air transport services. Largest airlines the market concept of management was adopted, which provided, first of all, for the orientation of all their activities on market conditions and the dynamics of public demand in the development of technical and commercial policies, the maximum adaptation of production and financing to the needs of the market, the artificial creation of conditions that stimulate demand, the development of methods of influence to potential clients, etc.
Features of air transport marketing are largely determined by the specifics of the market. This market has a rather complex structure, where various internal and external connections are intertwined. It is an open system, that is, a system whose elements interact with the external environment. At the same time, it acts as an integral part of the more general system of the world economy.
The goods offered by airlines on the market are the products they create in the process of air transportation of passengers and cargo. It is this that is the main subject of purchase and sale. Along with this, airlines offer a wide range of services on the market that accompany the transport process. here we are not talking about the movement itself, but about the satisfaction of additional social needs associated with movement, which, however, may be of great interest to the consumer. The volume of these services is quite large and must be taken into account when assessing potential market demand.
Airlines offer a specific product to the market - travel.
The consumption of this product occurs directly in the process of its production, so the size of its supply on the market can only be assessed indirectly.
Because of this, the supply value here can be assessed in the form of the carrying capacity of the fleet of aircraft operated by airlines on a commercial basis - this is the main feature of air transport and related various fields economy, such as air transport marketing.
Company representation: JSC Aeroflot - Russian International Airlines.
Without a doubt, Aeroflot - Russian International Airlines is going through an extremely difficult period of its more than seventy years of existence. The airline is looking for its own “I” in the difficult process of transforming the national economy in a market economy.
Despite political, economic and social structural changes, safety requirements in air transport still remain the highest. Any incident in this area is perceived particularly sensitively and assessed critically. Russian and foreign media have recently published a lot of negative materials. It is of course a fact that civil Aviation Russia is going through a difficult renewal process, but it is necessary to say with all responsibility and convincingly that Aeroflot does not make any compromises on this. Strange as it may seem, there should be no doubts regarding the technical condition of the aircraft and the qualifications of the pilots!
With its workforce of thousands and 120 aircraft, Aeroflot maintains air connections with more than 100 cities abroad.
The airline is one of the few Russian enterprises that directly confronts international competition. Everyone knows that the products of most Russian enterprises are sold only in their own country, while Aeroflot sells about half of its passenger traffic abroad. It goes without saying that the quality of the services provided must be high enough to match the level of international competition. Given the growing supply of air travel and the intensifying struggle for each passenger in this regard, it is necessary to compete even more actively with a whole range of services from other competitors.
Let's take, for example, air traffic between Russia and Germany - the largest in terms of volume of all communications between Russia and other states. In the 1994 summer schedule alone, Aeroflot provided 600,000 seats in both directions on its 60 flights per week. German and American air carriers provide approximately the same capacity.
In this case, only the airline that provides customers with a product of appropriate quality and cost can be successful.
Aeroflot - Russian International Airlines today has 159 representative offices abroad, including six regional ones. All foreign missions account for 57% of Aeroflot's foreign exchange earnings. For example, the following figures speak about the effectiveness of the representative offices: at the end of 1993, they brought Aeroflot
US$555 million, up US$64 million from the previous year. The following regions provided the largest revenues: 47% - Europe, 15% -
America, 15% - Southeast Asia. 5% each - Africa, Near and Middle
East. The airline received $833 million from all activities, which is 22% (150 million) more than in 1992. Of this amount, $82 million was obtained through increased sales of transportation by foreign missions. Almost $30 million comes from
Germany, 21 million - USA, 11 million - Japan, 11 million - South Korea, 5 million -
China, 4.6 million - Australia.
A few more very revealing figures: for 1993, aircraft
Aeroflot transported - 1,182,400 people (Europe), 387,300 (South-Eastern
Asia), 275,800 (Near and Middle East), 226,300 (America), 98,300
(Africa), 86,400 (Japan). The growth was 16%.
Freight transportation also increased by 30% compared to the previous year. Charter cargo transportation was successfully implemented, which was carried out not only on Aeroflot’s own aircraft, but also on leased vehicles of military departments, primarily IL-76, AN-!24, AN-
12.
Despite the fact that some scheduled airlines are unprofitable,
Aeroflot is in no hurry to close them, realizing that this measure would upset the existing balance of power in some regions and would lead to Aeroflot transferring its passengers to flights of other airlines; In addition, many unprofitable flights connect with profitable ones.
4 years ago, a number of representative offices - in Germany, Great Britain, the Benelux countries, Scandinavia, Italy, France, Chile, Japan, and since 1993, Korea - were given the opportunity to independently plan and regulate economic indicators. Such financial independence justifies itself.
If quite recently Aeroflot was a monopolist in international air transportation, today it has become one of many Russian airlines, albeit the largest and officially designated the national air carrier of Russia. It is no secret that Aeroflot has to defend its sovereignty and prestige as a flag carrier not only and not so much on the international market, but also - which is no easier - to prove at the level of the Russian government its right to exist as a single airline. Although world practice shows that in the current conditions only a large, powerful airline can successfully compete in the international air transportation arena.
At the last meeting of foreign representatives, it was noted that despite the negative economic conditions and the protracted process of corporatization of Aeroflot, foreign representative offices with their work largely ensure the livelihood of one of the still leading airlines in Russia and the world - Aeroflot - Russian International
Airlines."
Organizational structure of airline management.
Before becoming familiar with the marketing organization, you should briefly familiarize yourself with the airline management structure.
The organizational structure of the company consists of the following departments:
1. Working committee (administration);
2. Audit department;
3. Project Secretariat;
4. Executive Administrative Council;
5. Administrative Committee;
6. Flight Safety Administration;
7. Flight Safety Committee;
8. Secretariat of the Flight Safety Committee;
9. Information Department;
10. General Affairs Department, Sheremetyevo Airport;
11. Department of maintenance of buildings and structures;
12. Department of supply of fuels and lubricants;
13. Supply department;
14. Accounting department;
15. Financial department;
16. Settlement department;
17. Medical Services Department;
18. Production department;
19. Human Resource Development Department;
20. Human Resources Department;
21. Department of International Relations;
22. General department;
23. Legal department;
24. Public Relations Department;
25. Information Department;
26. Airline Planning Department;
27. Client Relations Department;
28. Administrative department (executive office);
29. Scientific and technical management;
30. Air traffic control (ATC);
31. Department scientific research and development;
32. Scientific and technical department;
33. Security Department;
34. Control group;
35. Department of development and management of commercial activities;
36. Department of freight and postal transportation;
37. Regional groups: Europe, America, Southeast Asia, Africa,
Near East, Middle East;
38. Department of internal passenger transportation;
39. Flight attendant service;
40. Airport Operations Group;
41. Internal Marketing Group;
42. Departments of international passenger transportation;
43. Regional departments: Europe, America, Southeast Asia,
Africa, Middle East, Middle East;
44. Flight attendant service;
45. Airport Services Department;
46. International Passenger Marketing Division;
47. Administrative management;
48. Passenger Services Department;.
50. Passenger Service Training Directorate.
Organizational structure of international passenger marketing management.
The organizational structure of international passenger marketing management at Aeroflot - Russian International Airlines consists of the following departments and divisions:
1. Planning group;
2. Service group for automatic reservation systems (ARS);
3. Market development research group;
4. Tariff Study Group;
5. On-board passenger service team;
6. Group of routes to Europe;
7. Group of routes to America;
8. Group of routes in Southeast Asia;
9. Group of routes to Africa;
10. Group of routes to the Middle East;
11. Group of routes to the Middle East;
12. Transport service group;
13. Insurance and contracting group;
14. System development group;
15. Information services group;
16. Foreign representative offices and agencies;
17. Administrative group;
18. Planning group;
19. Reservation groups by booking directions.
The transition of Russian airlines to a market management concept - marketing has caused the need for radical changes or improvements organizational structures management of the company's activities. Marketing departments turned into the brain centers of air transport monopolies, which were responsible for developing strategies and tactics for entering the market, pursuing a unified commercial policy, and coordinating all company services. An urgent need has arisen to redistribute a number of functions in the management system, reducing some and creating other new services and divisions. There began to be a desire to create flexible organizational structures that easily adapt to the specifics of strategic programs and are capable of improvement.
At Aeroflot, the marketing department is headed by the vice president of marketing. He is a member of the Board of Directors and takes part in developing the target orientation of the airline's activities, developing a long-term strategy for its implementation, and drawing up plans for the development of air transport production. Organizationally, he reports to the president and coordinates marketing efforts throughout the company. The responsibility of the Vice President of Marketing is to integrate the activities of various functional departments, regardless of the specific organizational chart accepted by the airline.
The main task of the marketing department is to develop a strategy and tactics for the company's behavior in the air transportation market, taking into account its goals, financial and technical capabilities.
Currently, Aeroflot is characterized by organizing marketing by type of air transportation and type of function.
The structure of the international passenger transportation marketing division is as follows: the division is headed by the vice president of marketing. Several divisions performing marketing functions report directly to the manager of the international passenger transportation group (customer service, passenger service training, advertising and administrative departments).
The Marketing Management Department is the main department that determines the airline's marketing activities. It consists of five groups.
The planning group is responsible for drawing up marketing plans based on information from proposals coming from other groups. The marketing plan reflects the characteristics of the main strategic goals of the airline, data on forecasting the development of regional markets, marketing strategies for each region, tariff policy and sales plans for regions and airlines, action plans to improve the quality of service, a tactical action plan, recommendations for sales promotion and advertising work (sent to the advertising department), a description of procedures for monitoring the effectiveness of marketing activities.
The tactical action plan (for the coming year) has several options, which allows you to flexibly respond to changing market situations.
The ASB Group is developing the main directions for the development of the system.
Thanks to these systems, the time for booking a ticket on any route is reduced several times. The ticket booking system is linked to the hotel booking system, which is also very convenient for passengers.
The Market Development Group is a division. which receives information on regional markets abroad and on the conditions of the air transportation market. Great attention is paid to conducting market research. Aeroflot actively uses surveys of passengers on board the aircraft on selected flights, by telephone, and in agencies. on the street, etc.
The generalized results of market research are the basis for forecasting demand for air travel and developing marketing strategies and tactics.
The tariff group is responsible for collecting all information on international aviation tariffs and the conditions for their application, calculating tariffs for various directions, developing the airline’s tariff policy, etc.
The aircraft service group is engaged in developing recommendations for improving service on board the aircraft.
Not long ago, Aeroflot introduced a new type of direct communication with customers, which has proven itself well in foreign airlines - this is a telephone, through which customers can express their wishes to improve the level of service. Based on these calls, several innovations were introduced: improved music (together with such a well-known radio station as “Europe Plus”) and video programs on board, introduced a variety of dishes in the menu, etc.
The route marketing department includes six route groups.
The main task of this department is to develop a development strategy for each airline; proposals for scheduling, setting tariffs, servicing, etc. are developed here. Information from this department is transferred to the marketing management department (it is primary for drawing up marketing plans).
The passenger service department consists of two groups: the legal group is responsible for developing passenger insurance rules, conditions for the use of air tickets and other legal issues, and the transport service group is responsible for developing new service rules
(non-standard) on board the aircraft, which are then transferred to the passenger service training group.
The CRS service department is developing the entire range of services provided by this system and preparing booking conditions (how many seats to leave with the airline, how many to transfer to agents of other companies, etc.).
A group of foreign missions and agencies processes information for travel agencies and representative offices abroad, distributes the installation of displays on site, etc.
The system development group is responsible for setting tasks for programmers.
The information group collects and provides passengers with information on various countries and cities where flights are carried out: this is a concert program, theater repertoire, festivals, national holidays, etc.
And finally, the reservation control department deals with the distribution of seats by airline, flight formatting, blocking (how many seats and on which flights are booked per year, month, when the reservation is canceled, etc.).
Marketing planning.
A story about organizing marketing in an airline would be far from complete without mentioning marketing planning, one of the most important components of marketing.
Typically, a basic long-term strategy becomes the basis for developing an airline's long-term plan. Due to the uncertainty of the impact of many market factors, this plan is usually not described in detail. Planning is carried out iteratively based on the interaction of top and lower levels management, whose proposals are adjusted based on the results of studies of individual issues within their area of competence. This is done in order to take into account, if possible, as many various factors, since only “top-down” planning can lead to underestimation of a number of specific production factors, and “bottom-up” planning often does not take into account the development prospects of the enterprise as a whole and the challenges facing the airline in the market.
Planning of the airline's activities is carried out on the basis of a market development forecast, which is carried out in the long, medium and short term. Long-term forecasting allows you to select the optimal one for the airline from the identified set of options for the possible development of the market situation, taking into account its production and technical capabilities and the availability of resources.
At the same time, it is possible, in the event of an unfavorable situation, to reorient the airline’s activities from the main strategic plan to the reserve one.
The focus on obtaining final results is the most important requirement for planning, but the airline's plans themselves are constantly adjusted based on an analysis of the results of its activities. Control using feedback principles is cyclical. Based on the information received about the state of production and commercial activities, market conditions, and the state of the external Environment, the long-term plan is updated, the airline’s goals are adjusted, many tactical decisions are made related to strengthening its position in the market, and short-term plans are developed to achieve final practical results.
Marketing planning is one of the components of the airline planning process. It is carried out in four main areas: tariff policy planning, sales planning
(sales), service and sales promotion activities. The main task of marketing planning is to develop a strategy and tactics for the airline's performance in each region where it operates. Aeroflot's marketing plan has several options, which allows the airline to adapt to changing market conditions and ensure sustainable progress towards its goals. Marketing Plans
Aeroflot - long-term, medium-term and short-term (operational).
Operational plans (tactics) are a matrix that indicates the timing of specific activities, expected results, those responsible for their implementation and the control system.
The marketing plan includes several sections: the results of market research, the system of goals and strategy of the airline, marketing goals and strategies for each region, sales (marketing) plans, advertising events, development of tariff policy and service system.
The first section of the plan contains three main points: an analysis of the environment (the dynamics of market-shaping factors, the activities of government organizations, airline competitors and agents of the company itself, an analysis of the needs of the main consumer groups), an analysis of the activities of the company itself (organization of marketing in the company’s management structure, the presence of an effective information system, etc.) and analysis of marketing strategies (how much it contributed to achieving the company’s goals, what resources were allocated for this, what were the airline’s expenses, what was the result of its activities, etc.).
Further, the plan reflects the system of goals and the general strategy of the airline’s activities, developed at the highest level of management. Depending on the available resources for each region, systems of marketing goals and strategies (sales, advertising activities of the company, etc.) are formed.
The sales plan indicates how the sale of air transportation will be organized: through agents, at the airline’s office, at its own sales points, what quotas of seats will be allocated to each sales point, etc.
The tariff policy reflects the main points of using various types of tariffs, providing discounts and benefits to certain categories of passengers, depending on the season and type of transportation.
The action plan to improve service includes the introduction of new types of services at the airport and on board the aircraft for passengers of various classes, the organization of additional services (car rental, sale of souvenirs, hotel reservations, etc.).
The sales promotion plan specifies the forms and methods of conducting an advertising campaign, methods of motivating the activities of company agents, participation in various business meetings (“public relations”), sponsorship activities of the company, etc.
The final stage of marketing planning is the development of a control system - this includes monitoring the airline’s sales and profitability, as well as analyzing the effectiveness of marketing activities in the main areas. Aeroflot's marketing control system contains information about the extent to which the company's performance results correspond to its goals and plans, and in this regard assesses its position in the air transportation market at the given point in time.
Development prospects, proposals.
As an example of how Aeroflot plans to develop in the future, it is appropriate to cite the words of Vladimir, General Director of Aeroflot - Russian International Airlines
Tikhonov: “Aeroflot’s strategic objectives include the unconditional improvement of flight safety and regularity, passenger service, and, consequently, competitiveness, the return of rating positions among world air carriers; expanding forms of activity to generate additional revenue; increasing financial independence.
Aeroflot's aircraft fleet is quite strong, however, the fleet is still inferior to world standards; updating it is our next task.”
So far, the aircraft fleet is being updated mainly with foreign-made aircraft. And this marked the beginning of a conflict between
Aeroflot and Russian manufacturers. This conflict is also influenced by the fact that Aeroflot has been appointed as the official air carrier. Here lies one of the main tasks of marketing - to help and facilitate the resolution of the problem that has arisen.
My view of this problem is that while our new aircraft cannot compete with foreign models, mainly due to manufacturing defects, we must use foreign airliners in order not to completely lose our position in the air transportation market. After the manufacturing defects of the aircraft have been eliminated, the time will come to purchase domestic aircraft, since many prototypes of our civil airliners are superior to their Western counterparts, and only eternal defects and defects do not allow our aircraft to compete with Western ones even now.
In general, it is now very difficult to offer anything specific for Aeroflot as a whole, because Aeroflot is a huge company, with a huge amount departments, branches, divisions. But undoubtedly, one direction stands out that can serve as a starting point for exiting
One of the things that comes out of the crisis for Aeroflot, I think it is obvious to many airline managers, is the relatively low cost of transportation carried out by Aeroflot, both cargo and passenger. Based on this, it is worth developing a further strategy, especially since in recent years
Aeroflot is actively adopting foreign experience both in the field of service on board the aircraft (in particular, service personnel undergo training at the enterprises of the American airline Delta), and in terms of passenger service in general - after and before arrival. Based on all of the above, it is possible for Aeroflot to emerge from the crisis and gradually consolidate it among the generally recognized leading airlines.
Conclusion
So, we are convinced that marketing is an integral part of the life of society. Marketing is associated with all areas of our activity, and therefore we need to know as much as possible about its laws and specifics.
In Russia, marketing has not yet become widespread, but an increasing number of enterprises and organizations are beginning to successfully use its basic principles in their work. Specialized marketing companies are emerging that provide a wide range of services to Russian market. Managers of the vast majority of enterprises have already realized the need for marketing approaches to enterprise and product management. Unfortunately, marketing activities require large financial expenditures, which is practically impossible in our currently unstable economic situation. After all, even large foreign companies are not always able to independently deal with all marketing issues and they have to turn to the services of research centers, advertising agencies, etc.
Marketing is becoming increasingly widespread as a separate economic discipline in educational institutions. Consequently, our country will soon receive many qualified specialists in this interesting field of work.
It seems to me that a marketing approach to business will soon help our enterprises get out of the crisis and get back on their feet.
Bibliography
1. “Marketing” J.R. Evans, B. Berman, M., “Economics”, 1990
2. “Fundamentals of Marketing” Philip Krtler et al., Williams Publishing House, 2000
3. “Marketing” (textbook) edited by N.D. Eriashvili, Moscow 2000
4. “Formula for success: marketing (one hundred questions – one hundred answers on how to act effectively in the foreign market).” P. S. Zavyalov, V. E. Demidov,
Moscow, 1991 “International Relations.” Earnest & Young, 1995
5. “All about marketing.” Collection of materials for managers of enterprises of economic and commercial services, M. 1992
6. Altyev A., Shanin A. “Marketing is the philosophy of modern business”//Trade, No. 1"93, pp. 13-19.
7. “Aeroflot Inflight Magazine” No. 2/93.
8. “Aeroflot Inflight Magazine” No. 2/94.
9. “Aeroflot Inflight Magazine” No. 3/94.
10. “Aeroflot Inflight Magazine” No. 8/96.
11. “Passport To The Newworld” special issue’94
12. “Passport To The Newworld” No. Jan-Feb’96
-----------------------
EXTERNAL ENVIRONMENT:
INTERNAL ENVIRONMENT:
economics, legal regulation, politics, social sphere, international relations, etc.
financial, technological, organizational and structural, personnel, etc.
GOALS OF THE ENTERPRISE: a) return on investment, b) payment of personnel, c) social responsibilities to society
MARKETING GOALS: a) meeting the requirements (needs) of consumers, b) achieving superiority over competitors, c) gaining market share, d) ensuring sales growth
a) market situation, b) buyers, c) competitors, d) product
PLANNING
Product production management
Market selection
Market Forecasting
New products and their testing
MARKETING SOLUTIONS:
product, place of trade, system of demand formation and sales promotion
(FOSSTIS), pricing policy, etc.
ANALYSIS AND CONTROL (market of buyers, competitors, goods)
Management information system
Rice. 1. Scheme of the enterprise’s marketing activities
Manufacturer or service organization
A company or person that produces goods or services
Finite
Consumer
A family or person who purchases goods or services for personal family or household consumption
Organizations - consumers
An organization or people purchasing goods or services for use in its business
Wholesale
Organization or people purchasing products for resale to retail and/or industrial organizational and commercial consumers
Marketing Specialists
Organization or people specializing in specific marketing functions
Retail
Organization or people whose activities are related to the sale of goods and services to final consumers
Main subjects of marketing
Rice. 2. Who performs marketing functions
Tutoring
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Marketing Concepts
Over time, everyone involved in the exchange process learns, marketing improves, and concepts are formed on the basis of which management in this area is carried out.
Marketing Management- this is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain profitable exchanges with customers in order to achieve certain organizational goals, such as increasing market share, increasing sales volume, making a profit.
The most popular job is that of a marketing manager as a specialist who finds as many clients as necessary to sell the entire volume of products produced by the company at the moment. But this is too narrow a view of the range of his tasks. The marketing manager deals not only with the creation and expansion of demand, but also with the problems of changing and sometimes reducing it.
The goal of marketing management is to influence the level, timing, and nature of demand in a manner that helps the organization achieve its goals.
Marketing Managers - These are officials who analyze the marketing situation, implement planned plans and exercise control. These include sales managers, advertising executives, sales promotion specialists, marketing researchers, product managers and pricing specialists.
Marketing concepts are problems whose solution is necessary to achieve the desired levels of sales in different markets, principles and methods for solving them. What concept should guide marketing efforts? What is the relative importance of the interests of the organization, clients and society? Often these interests conflict with each other. It is obvious that any activity in the field of marketing must be carried out within the framework of a single concept.
There are five main concepts of marketing activities. They originated in different periods development of the world economy as a response to the social, economic and political changes that occurred during the 20th century.
Production improvement concept. This is one of the oldest approaches that businesses follow. This concept is based on the assertion that consumers will buy products that are widely available and affordable, therefore management should focus its efforts on improving production and distribution systems.
The concept of production improvement finds application in two situations: when demand for a product exceeds supply and when the cost of a product is too high, that is, it needs to be reduced, which requires increasing labor productivity. This concept was and continues to be adhered to by a significant part of Russian enterprises and organizations, which is one of the reasons for the plight of many of them. This is the concept of consumer indifference and is applicable in rare cases, such as the production of standardized goods and raw materials such as oil, bullion metals, matches, and ammunition for automatic weapons.
Product improvement concept. This is another old fundamental approach that guides businesses. The concept of product improvement is that consumers will buy products of the highest quality, with the best performance and characteristics, therefore, the organization should focus its efforts on continuous product improvement.
Many manufacturers believe that if they can improve the mousetrap or the scooter, the path to their doorstep will not be overgrown. However, they often face a severe blow. Buyers are looking for a way to get rid of mice, but not necessarily with an advanced mouse trap; they want to ride, but not on a scooter. The solution to the problem may be a chemical anti-mouse spray or a motorcycle. Moreover, an improved scooter will not make it in the market unless the manufacturer takes steps to make it attractive through design and price. If he does not organize product distribution through convenient distribution channels, does not attract the attention of those who need a scooter, and does not convince these people of the superior qualities of his product, then he will fail.
The concept of product improvement leads to “marketing myopia” because it loses sight of customer needs. The use of this concept by enterprises of the Russian military-industrial complex is one of the reasons for their difficulties and troubles.
The concept of intensifying commercial efforts. Many manufacturers follow this approach. The concept of intensifying sales efforts is that consumers will not buy enough of an organization's products unless it makes significant sales and promotion efforts.
They aggressively use the concept of intensifying commercial efforts in relation to everyday goods that the buyer does not think about purchasing for a long time. In these industries, various techniques for identifying potential buyers and “hard selling” goods to them have been developed and perfected. “Hard selling” is also practiced in relation to other goods, such as cars.
Aggressive and intrusive advertising is used. As soon as the client appears at the counter or enters the showroom, the salesperson immediately begins “psychological treatment.” If the client liked the item on display, he may be told that it is the last one, that someone else is going to buy it. Therefore, it is necessary to decide without delay. If the buyer is not satisfied with the price, the seller offers to talk with the owner and get a special discount. The goal of all this is to “get the customer” and get him to make a purchase as soon as possible.
The long-term results of a business operating under this concept can often be unfavorable.
Marketing concept. This modern approach in entrepreneurial activity, characteristic of the post-industrial period of economic development. According to this concept, the key to achieving organizational goals is to identify the needs and demands of target markets and provide the desired satisfaction in ways that are more effective and more productive than those of competitors.
The essence of the marketing concept is expressed by calls such as “Find a need and satisfy it” or “Produce what you can sell, instead of trying to sell what you can produce.”
The concept of intensifying business efforts and the concept of marketing are often confused with each other. T. Levitt distinguishes them as follows.
Commercial sales efforts are about taking care of the needs of the seller. This is the concern of converting his goods into cash. Marketing is the concern of satisfying customer needs through a product and the factors involved in the creation, delivery and ultimately consumption of that product. She is rewarded with profit.
Marketing concept is a focus on customer needs and demands, supported by comprehensive marketing efforts aimed at creating customer satisfaction. Customer satisfaction is the basis for achieving the organization's goals.
The marketing concept reflects a commitment to theory consumer sovereignty. The organization produces what the consumer needs and makes a profit by maximizing the satisfaction of his needs. The concept of marketing was adopted by many companies, such as Procter and Gamble, IBM, McDonald's.
The concept of social and ethical marketing. Socially ethical marketing is a phenomenon of the present time. The task of the organization, according to this concept, is to establish the needs, requirements, interests of target markets and provide the desired satisfaction in more effective and more productive ways than competitors. At the same time, the well-being of the consumer and society as a whole is maintained or strengthened. The concept of social and ethical marketing is generated by doubts about the relevance of the concept of clean marketing to our time with its deteriorating environmental quality and scarcity of natural resources.
The Coca-Cola Company is considered a highly responsible corporation that produces excellent soft drinks that satisfy the tastes of consumers. But consumer advocacy groups charge that Coca-Cola has little nutritional value and contains sugar and caffeine that are harmful to health.
These and similar circumstances gave rise to the concept of social and ethical marketing. This concept requires an enterprise to link three factors within its marketing policy, namely: making a profit, satisfying consumer needs and improving the general well-being of people.
From the book Marketing. And now the questions! author Mann Igor Borisovich From the book Anatomy of a Brand author Perzia ValentinConcept development At this stage, each idea turns into an “almost finished product.” The main problem for developers here is to make products or services so that customers understand them. This means that we must create as close to the real thing as possible.
From the book Organization Theory: Lecture Notes author Tyurina Anna3. Basic concepts of the company The theory of the company primarily contains two main approaches through which the process of its emergence, the essence, as well as the laws and principles of operation are known.1. Technological approach (or functional). Its essence lies in the fact that
From the book Marketing author Loginova Elena Yurievna7. Types of marketing. Elements of the marketing mix Types of marketing.1. Conversion. This type is associated with negative demand. Negative demand is a situation when all or many consumers in the market reject a specific type of product (service). The main task
From the book Marketing: Lecture Notes author Loginova Elena Yurievna52. The concept of international marketing. Concepts of international marketing International marketing is carried out as an expression of the business activity of companies operating in markets with the aim of generating income in more than one country. The main goal of marketing is to obtain
From the book Marketing. Lecture course author Basovsky Leonid Efimovich3. Concepts of international marketing Differences in the international focus and approaches to the international markets in which international business organizations operate may fall under one of three concepts of international marketing: 1) concept
From the book Speak the Language of Diagrams: A Guide to Visual Communications author Zelazny JeanMarketing Concepts Over time, everyone involved in the exchange process learns, marketing improves, and concepts are formed on the basis of which management in this area is carried out. Marketing management is analysis, planning, implementation and
From the book Marketing in Socio-Cultural Services and Tourism author Bezrutchenko YuliaVisual Concepts Movement Through
From the book The Age of Facebook. How to use the opportunities social networks to develop your business by Shikh ClaraChapter 2 Tourism Marketing Concepts
From the book Marketing: Cheat Sheet author author unknown2.3. Tourist enterprise is the main link in the implementation of the marketing concept. Tourist enterprises are an important component that forms the tourism offer in the “subject of tourism” subsystem. There are a variety of tourism enterprises operating in the tourism area.
From the book Marketing author Rozova Natalya KonstantinovnaConcept Generation The first stage of innovation involves creative brainstorming sessions to discuss new ideas and then formulate them as concepts. Traditionally, ideas come from people within the company, typically product managers. This
From the book Marketing Plan. Marketing Service author Melnikov Ilya From the book Benchmarking - a development tool competitive advantages author Loginova Elena YurievnaQuestion 18 Concepts of the marketing mix (marketing-mix) Answer The marketing mix is a set of practical tools for adapting a company to the market situation and measures to influence the market. Nice complex Marketing helps the company gain a strong market position.
From the book The Managerial Elite. How we select and prepare it author Tarasov Vladimir KonstantinovichMarketing plan. Marketing Service
From the author's book7.3. Concepts and directions of marketing in an enterprise As noted earlier, marketing is used in both commercial and non-profit activities, for example, in activities related to charity, dissemination of public ideas (conducting
From the author's book2.11 Two concepts Not everyone in the construction industry welcomed the birth of the School: somehow it appeared too from below, imperceptibly and independently and began to be popular among young middle managers of the industry (foremen, foremen, site managers).
Marketing activities must begin with the development of a concept that defines strategic goals companies. Some firms stick to one marketing concept throughout their entire life. life cycle firms, others change it depending on internal and external factors, having one basic concept and several alternative ones. The majority of firms use several concepts simultaneously, depending on the specifics of the various goods produced and (or) controlled markets. Let's consider the main types of concepts.
- 1. Production concept (production improvement concept aimed at the average consumer). According to this concept, the consumer focuses on goods that are available to him and have a low price. Firms that adhere to this concept are primarily engaged in serial and large-scale production, characterized by high efficiency, and the sale of goods is carried out through numerous retail outlets. The main condition for the implementation of this marketing concept is that the majority of actual and potential consumers have low incomes and all the company’s efforts should be aimed at improving the production process and, consequently, reducing costs and increasing production efficiency.
- 2. Product concept (the concept of product improvement, aimed at elite consumers). The basic principle of this concept is to focus consumers on the highest quality of goods or services. Manufacturers focus their efforts on improving the quality of goods, despite higher costs and, consequently, prices. As a rule, these are companies that produce small-scale or piece products, which are distinguished by individual qualities, often high cost, and are sold in “branded” stores. The existence of this marketing concept is due to the fact that society needs not only quantitative, but also qualitative characteristics of the standard of living, and the ego requires all firms to constantly pay attention to the quality of goods and the level of service.
- 3. Trade (the concept of intensifying commercial efforts). This concept is based on the need for advertising to increase sales. Therefore, it is necessary to use all advertising opportunities, all levers and elements of marketing in order to ensure the required sales volume. This concept is followed, in particular, by companies that sell clients various services, know-how, consultations in various fields of science, business, etc. Organizationally, firms that are guided by this concept create an extensive advertising system. Their goals are predominantly short-term: to sell manufactured products or services.
- 4. Traditional marketing concept. Its formation dates back to approximately the mid-1950s. According to this concept, the goals of marketing activities can be achieved only by analyzing the needs and motivations of demand of individual social groups of consumers, since production is aimed at creating competitive goods for individual social strata or a specific market. In other words, marketing begins with an analysis of demand for products, and then plans and production programs are drawn up and its specific directions are developed. Conditions for the implementation of this concept:
- (1) saturation of demand for essential goods;
- (2) developed external and internal infrastructure;
- (3) development of national and international markets;
- (4) expansion of markets for the leisure and recreation industry;
- (5) limited resources and changes in their geography, as a result of which transportation costs increase.
- 5. The concept of social and ethical marketing. The idea of this concept is that marketing policy must ensure the priority of universal benefits. Marketing must strike a balance between the needs and desires of various consumer groups, the goals of producers and the long-term interests of society as a whole.
The five marketing concepts presented are based on the principles of organizing all areas of a company’s functioning - from searching for ideas for a new product and research work to production, sales, advertising and service activities. The fundamental principle of marketing is an integrated approach to linking goals with the resources and capabilities of the company.
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