Marketing planning in brief. Marketing planning. Evaluation of marketing planning strategies

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

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

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

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

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

Generalized company development goals are usually formed in financial terms and characterize the company's activities in the future, for example, in five years. The time range, of course, may be different. For example, an engine building corporation does not expect its plan to strategic development will be realized before 10 years, while the companies releasing pop music discs plan to turn a profit within a few months. Examples of company development goals: increasing the volume of trade, accelerating the payback of capital investments.

Usually, the goals try to quantify what the statements of the above goals indicate. However, not all of them can be quantified. The following formulations can serve as examples of qualitative goals: to survive in a competitive environment, to be a good citizen in other countries, to maintain a high prestige of the company, etc. Sometimes as the main and only goal of the company profit maximization is considered This approach should be considered a simplification from both a theoretical and a practical point of view A company seeks to achieve a satisfactory rather than a maximum amount of profit Often this profit value acts as a restrictive goal However, profit maximization as an evaluative criterion when considering alternatives used as the first obstacle in the search best solutions. In the subsequent stage of the analysis, other limitations must be taken into account. When developing initial goals, it is necessary to take into account the interests of interested individuals and organizations. They mean: 1. shareholders (increase in profits and dividends)2. employees (job security, wages, job satisfaction)

• 3. government agencies (price policy, environmental protection)
• 4. local governments (interests of the residents of the region)5. consumer protection organizations, etc.

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

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

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

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

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

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

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

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

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

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

To determine the level of achievement of goals, they must be quantified. Terms such as "maximize", "minimize", "penetrate", "increase" are valuable if they are quantified. This applies to sales volume, market share, revenue, and so on. For example, a marketing goal might be quantified as: enter market Y with product X and capture 10% of its share within one year. Since such a goal is formulated quantitatively, it is easy to check the level of its achievement. However, there is an opinion that marketing is not subject to causal laws. The management of one chemical company has lost its former confidence that it is possible to achieve quantified goals using a well-defined amount of advertising. In this and other companies, attempts to determine the range and metrics of marketing programs that lead to the achievement of certain goals are currently pragmatic and not based on the desire to quantify everything. Often, the marketing plan evaluates the likelihood of achieving each goal and discusses the threats that prevent this.

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

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

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

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

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

o development of new products, expansion of the range of existing products, decommissioning of obsolete products. o Examples of a pricing strategy: o pricing a product according to its position in the market; o carrying out different pricing policies in different markets; o production pricing policy taking into account the pricing policy of competitors.

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

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

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

After completing these critical stages of marketing planning, it is necessary to once again ensure that the goals and strategies adopted can be achieved, using such evaluation criteria as market share, sales volume, resource costs, profit margins, and other estimates of expected results. It is possible that it is necessary to test the market, organize trial sales, implement some other activities that allow you to look at decisions made from a different angle. Obviously, the marketing planning process, like any decision-making process, may need to go back to the initial stages of planning.

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

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

Such a plan can be developed in terms of products, regions, and can be focused on individual groups of consumers.

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

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

Written instructions for the preparation of action plans are also usually developed, accompanied by forms and templates for filling them out. These detailed plans and programs are aimed at the implementation of specific sub-goals developed within the overall strategies.

For example, a sub-objective for a marketing mix element - bringing the product to the consumer - may be to ensure that the product is delivered to the consumer within 48 hours after receipt of the application. The strategy to achieve this sub-objective will be to ensure a minimum quantity of product in each warehouse, and not in the direct delivery of the product.

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

Service companies. only a few specific consumers can develop separate plans for each consumer. Other companies may use a combination of all of these approaches.

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

Based on such measurements, adjustments can be made to marketing activities. For example, if sales volume is lower than expected, it is necessary to determine what is causing this and what should be done to correct the situation. If the volume of sales is higher than expected, then it is necessary to determine what is the reason for this. It may be necessary to raise the flail on the product. This will inevitably lead to some decrease in sales, but possibly higher profits.

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

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

The marketing plan, in addition to studying the current marketing situation and the goals of marketing activities, includes an action program, a marketing budget and control measures.

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

I. Analysis of the external marketing environment:

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

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

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

The next step in marketing planning is key to the entire marketing process and that is setting marketing goals. Marketing objectives are mainly about only two aspects - products and markets: what products do you want to sell and in what markets? There are four options for setting marketing goals:

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

To determine the level of achievement of goals, they must be quantified. Terms such as "maximize", "minimize", "penetrate" are valuable if they are quantified. This applies to sales volume, market share, revenue, etc., for example, the goal of marketing activities can have the following quantitative expression: enter market Y with product X and capture 10% of its share within one year.

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

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

A strategic marketing plan may include the following sections:

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

Such a plan can be developed in terms of products, regions, and can be focused on individual groups of consumers.

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

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

Written instructions for the preparation of action plans are also usually developed, accompanied by forms and templates for filling them out. These detailed plans and programs are aimed at the implementation of specific sub-goals developed within the overall strategies.

The final stage of marketing planning is the establishment of standards (criteria) by which progress in the implementation of marketing plans is measured (monitoring the results of marketing activities). This once again emphasizes the importance of the quantitative and temporal certainty of the goals of marketing activities. Progress can be measured for an annual time interval, and quarterly, and for each month or week. Based on such measurements, adjustments can be made to marketing activities. For example, if sales volume is lower than expected, it is necessary to determine what is causing this and what should be done to correct the situation. If the volume of sales is higher than expected, then it is necessary to determine what is the reason for this. Perhaps the price of the product needs to be raised. This will inevitably lead to some decrease in sales, but possibly higher profits.

marketing strategic sales distribution

One of the main goals of marketing - establishing the maximum possible regularity and proportionality in the activities of the company based on its strategic goals. The main managerial task of the management of the company (enterprise) when using planning is to reduce the degree uncertainty and risk in economic activity and ensure the concentration of resources in selected priority areas. The effective implementation of all marketing functions at the proper level is unrealistic without thoughtful and comprehensive planning.

Planning is a type of activity related to setting goals and actions in the future. A plan for the optimal allocation of resources to achieve the goal.

Noting the importance of planning for the economic activity of the company, the famous English scientist - specialist in management - K. L. Hudson writes in his book "Organization and Management of the Enterprise": to plan means to develop a scheme for the future activities of the company to obtain the desired results at specified costs and in a certain period of time, and further, that planning is a deliberate attempt to influence, control the scope, speed, and consequences of change.

Effective intra-company planning implies the need to comply with the following basic principles:

• it must have the necessary flexibility and adaptability, i.e., respond in a timely manner to changes in the external environment of the enterprise;
• planning should be done, first of all, by those who will then implement the developed plans;
• the level of competence in planning should correspond to the level of competence in relation to the management of enterprise resources.

The relationship between the marketing system and planning is active, two-way. The goals of marketing activities have a decisive impact on the nature, time horizon and planning system. At the same time, the implementation of marketing activities in a certain sequence is carried out in conjunction with a comprehensive marketing program (plan). A manifestation of planning in the implementation of marketing activities is the development and implementation of a marketing program, which is actually a master plan and determines the content of all other plans of the enterprise.

Planning in marketing is aimed at solving the following main problems:

• definition of goals (for example, differentiation of goods taking into account selected market segments, development of new goods or markets, solving the problem of competitiveness, etc.), as well as the basic principles and criteria for evaluating the planning process itself;
• formation of the structure and reserves of private plans, the nature of their interconnection (for example, linking plans for the sale of goods in certain market segments, marketing and production activities foreign branches and branches, etc.);
• determination of the nature of the initial data necessary for planning (state and prospects of the market, current and prospective needs of the end users of the enterprise's products, forecast data on changes in the commodity structure of foreign markets, etc.);
• definition common organization planning process and framework (levels of competence and responsibility of managers, rights and obligations of organizational and structural divisions of the enterprise, etc.).

The most important components of corporate planning work, carried out on the basis of the principles and methods of marketing, are planning (planning) marketing.

Common sense dictates that a firm entering a foreign market should initially offer goods that it already produces and sells on the domestic market, and not try to sell something new. Naturally, this traditional product for the company must meet the requirements of potential external buyers in terms of its consumer properties; be competitive in terms of these indicators and price; satisfy needs that competing products either do not satisfy at all (this is the most desirable option), or satisfy them insufficiently. All these provisions will be disclosed in the future in sufficient detail. For now, we will assume that we have a competitive product (or even a group of products).

Before proceeding to the description of the next stage, we must make one remark. From the point of view of methodology, one should start not with drawing up a plan, but with the stages that precede this procedure - with an analysis of the market, competitors, etc. However, in this case, we would be faced with a situation - “because of the trees you can’t see the forest” . All these stages only make sense in the context of the main goal: marketing planning and control. That is why we decided to take the following path: first, describe the entire procedure, introducing new terms and only briefly explaining them in order to present a complete picture, and then explain in detail the content and meaning of each stage and each concept used.

So, the next stage of "pre-planning" - choice of markets, on which it is advisable to work (exit or continue activities) with this product.

Based on the available goods and forecasts of the market situation (perhaps it is unnecessary to mention that only real markets with at least a minimal perspective are evaluated), set the task each department of the company: sales volumes in physical units and monetary terms (sales quotas). Among the goods are usually distinguished new goods that have not yet conquered the market, and therefore require increased attention, then traditional goods that are in steady demand, and finally, weak goods, the demand for which is falling or is uncertain in its trends. It does not matter whether the products (services) are expensive or cheap: it is important that they differ in the degree of novelty and demand trends.

An important step in planning is pricing. The maximum and minimum acceptable prices are determined when considering the best marketing strategy for each product, while in terms of marketing activities, list prices (announced for public information) are determined, as well as discounts and surcharges that should be taken during negotiations when contractual agreements are formed. prices. To determine the price, the excess of demand over supply is of paramount importance, then own costs (not only the cost, but also transport, insurance, customs and other costs), and then the prices offered by competitors; to start a "price war" is possible only after a thorough analysis of what consequences it will lead to and whether it will cause dangerous losses.

The amount of deductions for marketing in relation to total sales - a question that each firm decides on its own, based on the experience of competitors and considerations about the role played by the activities of the marketing service in achieving the company's goals. There are no ready-made recipes for all occasions, but the general rule is that the less "serious" and more "mass" the product, the greater should be the deductions for marketing (market research, and sales promotion). The correct distribution of allocated funds between these departments of the marketing service requires an analysis of both the experience of competitors and their own practices. In fact, it goes by the method of trial and error (therefore, it is harmful both to attach tragic significance to mistakes and to persist in them).

Planning procedure should represent dialog between the higher levels of leadership, busy with strategic problems, and the lower ones, solving tactical problems. Top management cannot foresee all the particular situations in the markets, from which it is also separated in space, but such foresight is not required from leaders of this rank. They are only obliged to remember and take into account in their work the private ideas and plans of lower managers and operational workers, since these ideas and plans usually reflect well the strengths and weaknesses of local conditions of trade and market activity in general (advertising, product promotion, etc.). Continuity of dialogue, encouragement of lower managers to initiative proposals, effective remuneration for such proposals is an effective way to optimize relations between different levels of leadership. By the way (although this does not apply directly to planning procedures), many firms arrange multi-day "excursions" for employees of the central management level abroad, where people get acquainted with the work of employees of foreign branches of the company, in an informal setting imbued with the specifics of working in this market, it is better begin to understand the difficulties and demands of people working in the branch. For the heads of marketing services and marketing departments, it is considered obligatory to visit the foreign branch of the company at least once a year in order to get acquainted with the state of affairs with their own eyes, and not by papers. The same purpose (frank conversations and exchange of views in an informal setting with top management) is served by periodically convened conferences of employees of foreign departments.

The planning procedure is not a linear, but a circular, cyclic process. It is by no means limited to drawing up a marketing plan. The plan adopted at the top must be able to change in accordance with the data coming from below, adjusted in accordance with the realities of the external marketing environment.

Evaluation of marketing planning strategies

The structure of the marketing plan and the sequence of its development

Marketing planning is a continuous cyclical process in which the firm seeks to align its capabilities with market opportunities and with those market factors that are beyond the control of the firm.

Marketing plans can be classified according to the nature of the goals, but most often operational (annual) marketing plans and marketing plans for a new product are developed.

The main objective of a marketing plan for a new product is to obtain the appropriate investment to develop and bring it to market. An operational (annual) marketing plan is developed for those products that are already on the market.

The marketing plan may be as follows.

I. Introduction. This is where the plan begins. The introduction sets out all the necessary prerequisites that served as the starting point for marketing. But usually the final text of the introduction is written at the very end, along with the summary.

P. situational analysis. It contains a significant amount of information about the environment in which the firm operates. All this environment can be represented as four types of environments: situational environment, neutral environment, competitive environment and the environment of the firm itself. Situational analysis is essentially an "internal audit" of the company's activities in its interaction with the environment and is carried out periodically (usually 1-2 times a year). Its main task is to assess the state in which the company is located, to make a forecast of what the company can expect in the current state of affairs, and to identify the influence of various environmental factors. To do this, you need to answer many questions, the number of which can exceed several hundred.

III. Target market. It describes the customers (social position, motivations for buying, frequency and volume of purchases), explains the reasons for choosing the target market, and also discusses the procedure for determining this market, which is usually carried out in the following sequence:

analysis of demographic factors (age, income, education);

analysis of geographical factors (location, climatic features);

analysis of psychographic factors (purchase decision process);

analysis of lifestyle (type of activity of clients, their interests and opinions).

IV. Problems and opportunities. In this section, based on the information obtained in the previous sections, a more detailed list of the problems and opportunities inherent in this situation is provided. In drawing up this section of the plan, it is important to anticipate potential problems that may actually arise and to anticipate the steps that should be taken to address them. Potential problems can arise when formulating marketing strategy and tactics, for example when it comes to opposition from competitors.

v. Goals and objectives of marketing. Goals are set at a purely qualitative level, such as bringing a product to market or establishing leadership in that market. Objectives are usually formulated on a quantitative level, such as achieving sales of 10,000 units of a product within a year or providing a certain return on investment.

VI. Marketing strategy. This section of the plan should describe what needs to be done to achieve the goals, and the marketing strategy may be, for example, creating a product that differs from competitors' products, or positioning the product in relation to other products in the market, or occupying a certain market niches. In addition, this section should provide for the reaction of competitors when the marketing strategy chosen by the firm will be implemented.

VII. Tactical marketing actions. This section of the plan should present each specific tactical action needed to implement the marketing strategy. These actions are related to the strategic variables of marketing - the product itself, its price, distribution and promotion on the market.

VIII. Implementation and control. Here, the section of the plan provides a break-even calculation to estimate the relationship between income from sales of goods, constant and variable costs. It should also show monthly cash flow and calculate starting prices in the monthly budget. In this case, in the process of implementing the plan, it will be easier to control the spending of funds and know where to cut or reallocate them.

IX. Summary. It contains a concise summary of the main provisions of the plan and focuses on the advantages and benefits that the proposed plan can provide to the firm in achieving its goals.

In the last section of the plan, you can include additional information materials which are of particular interest in a more detailed examination of the essence of the problems outlined in the plan.

Marketing planning is a systematic process that includes evaluating marketing capabilities and resources, defining marketing objectives, and developing an implementation and control plan.

A marketing plan is a written document, or blueprint, that describes the implementation and control of an organization's marketing activities related to a specific marketing strategy.

Marketing planning in market conditions consists of 2 parts:

Strategic planning;

Current (tactical) planning (marketing planning).

Strategic planning - management process creating and maintaining a strategic fit between the firm's efforts, its potential, and its marketing opportunities.

The current plan is a set of separately developed plans for each product and each market. Plans for production, release of goods, plans for market activity are being developed. All these plans in the aggregate are referred to by one term "Marketing Plan".

Stages of marketing planning:

1. Analysis.

Analysis of market opportunities and trends;

Analysis of the market environment and its development trends;

Analysis of the strengths and weaknesses of the organization, its opportunities and threats - SWOT analysis;

Analysis of customer needs and their perception; market segmentation and brand positioning;

Analysis of competition and competitor strategies.

2. Strategic decisions.

Definition of the main target markets;

Basis of competition/distinctive advantage;

Required product positioning;

Marketing/sales goals.

3. Implementation programs.

Planning elements of the marketing mix:

products (goods, services);

distribution/marketing channels;

pricing/payment terms;

personnel/service levels;

Definition of tasks, responsibilities, deadlines, costs and budgets;

Current work/additional developments;

Monitoring/evaluating the effectiveness of the plan.

The structure of the marketing plan document in general:

1. Executive summary.

2. Objectives: Statement of the organization's mission, description of the organization's objectives, objectives by product group.

3. Product/Market Description: An explanation of the range, an overview of the market and a sales summary.

4. SWOT analysis: an introductory review.

5. Basic analysis: market environment and trends, buyers, competitors, intermediaries.

6. Strategies: Key target markets, basis of competition/distinctive advantage, required brand/product positioning.

7. Expected results: results/forecasts.

8. Marketing programs: marketing mix, tasks and responsibilities.

9. Finances/budgets.

10. Attachments: SWOT analysis data, competitor information, analysis data, detailed research results, links, etc.

Operational planning is the implementation of the current activities of planning and economic services for a short period (up to a year).

Operational planning of production is the final link in the planned work at the enterprise, the continuation and specification of tasks. It consists in the development, on the basis of annual plans, of specific production tasks for short periods of time both for the enterprise as a whole and for its divisions.