In the second half of the 21st century in an uncertain and changing environment in the economic and geopolitical sphere, organizations must adapt to changes, but to do so successfully they must have the correct and timely application of administrative management tools. It is there where a widely studied topic becomes relevant, but it must be of primary interest in organizations, marketing strategies.
The design of the marketing strategy consists of a series of activities that aim to develop or implement the marketing concept. While the concept is the idea, the marketing plan constitutes the action that allows carrying out such an idea.
Next, let's see the activities that involve the development of the marketing strategy, which are: the approach of the concept of strategic business planning, the formulation of the business strategy, the evaluation of the business strategy, the organization and implementation of the strategy commercial, and finally the control of the commercial strategy.
1.- STRATEGIC COMMERCIAL PLANNING CONCEPT
We must point out that commercial planning is a part of the strategic planning of the company that aims to develop action programs to achieve the marketing objectives of the organization. These programs are specified in the marketing plan and its formulation, execution and control correspond to the company's marketing area.
2.- FORMULATION OF THE COMMERCIAL STRATEGY
The process of formulating the marketing strategy can be summarized in three key questions:
- Where are we? Where do we want to go? How will we get there?
Answering the first question requires an analysis of the situation, the second, defining the objectives, and the third, developing the strategies to achieve the objectives.
- SITUATION ANALYSIS DEFINITION OF THE COMPANY AND THE PRODUCT MARKET: The starting point of the formulation includes the definition of the company itself, the product it sells or the service it provides, and the market it serves. This leads us to an analysis of the groups of clients that are served, the needs of the clients that are satisfied and the technology that allows us to produce. Likewise, the definition of the product market must include all the products that are considered substitutes, within those situations of use in which similar benefits are sought, as well as include the clients for whom such uses are relevant. The competitive potential, market share or profitability of the products of a portfolio or business unit, can be analyzed with the so-called portfolio models, such as, among others,the growth matrix - participation of the Boston Consulting Group (BCG) and the market attractiveness matrix - competitive position developed by General Electric and McKinsey.MARKET ANALYSIS: It involves the determination of various aspects of it, such as its size, potential, the structure of consumption and the purchasing capacity of its members, the different segments that comprise it, the evolution of demand, as well as the behavior of buyers, consumers and users. ENVIRONMENTAL ANALYSIS: This involves analyzing changes in the microenvironment (suppliers, intermediaries, competitors) and macroenvironment (demographic, economic, geopolitical, social factors, etc.) in order to know if they constitute threats or opportunities for the organization, in order to anticipate or react timely to them respectively. ANALYSIS OF COMPETITION AND SECTOR:It involves determining key aspects such as: identification of current and potential competitors, competitors 'objectives and competitors' strengths and weaknesses. The analysis will comprise a complete Benchmarking of the competition. On the other hand, the business sector where the company is located must be analyzed: structure of the sector, orientation of the sector and existing barriers to entry. INTERNAL ANALYSIS OF RESOURCES AND CAPABILITIES: You must consider a great diversity of factors related to the production, marketing, financial, logistics, human resources and management aspects of the organization. The analysis carried out will allow the company to know what its strong points are, which allow it to maintain a competitive advantage, and what are its weak points, which pose a risk to the organization. THE MARKETING INFORMATION SYSTEM: The data that is useful for decision-making can come from internal or external sources, and can be primary (they are specific to the study being carried out) or secondary (they already exist and are available for use..
DEFINITION OF THE OBJECTIVES
These must be capable of being quantified, refer to a specific time and place, and be realistic and consistent. The objectives may consist of:
- INNOVATE: Launch of new products or withdrawal of current ones. GET A COMPETITIVE ADVANTAGE: By differentiation in products, quality, prices, costs, distribution or promotion. INCREASE MARKET PARTICIPATION IMPROVE PROFITABILITY: Cost reduction, income increase, mergers, etc.
DEVELOPMENT OF EXTRATEGIC ACTIONS
These strategies will try to develop competitive advantages in products, markets, resources or capacities that ensure the achievement of the objectives outlined above.
- MARKETING - MIX: It will propose specific strategies combining adequately the different marketing instruments: product, price, distribution and promotion, all with the aim of developing and exploiting the competitive advantages of the company effectively. TYPES OF STRATEGIES: The same objective can be achieved through different strategies and the same strategy does not always provide the same results. EXPANSION STRATEGIES (ANSOFF).- Depending on the product offered and the market on which it operates, it may be: penetration strategy, market development, product development and diversification. GENERIC STRATEGIES (PORTER).-Depending on the competitive advantage pursued (costs or differentiation) and the breadth of the market the company is targeting: cost strategy, differentiation strategy and focus strategy. BEHAVIOR WITHIN THE INDUSTRY (MILES & SNOW).- They propose four types: Prospectors, defenders, analyzers and reactors. ACTION AGAINST COMPETITION (KOTLER).- It classifies them into four types: leader strategy (develop generic demand, protect market share and expand market share), challenge strategy (aggressive strategy of frontal or lateral attack), follower strategy (reduced market share) and specialist strategy (market niche). VERTICAL INTEGRATION AND HORIZONTAL INTEGRATION STRATEGY.ACCORDING TO THE PRODUCT CLASS.- Product classes can be: undifferentiated (generic), somewhat differentiated (for example household appliances) and highly differentiated (for example luxury cars). The generic strategy to be applied respectively would be: Push, Push-Pull and Pull.
3.- EVALUATION OF THE COMMERCIAL STRATEGY
It can be done using the following criteria:
- SUITABILITY: If pertinent to achieve the proposed objectives, to take advantage of opportunities and to reduce risks or threats. VALIDITY: It will refer to the information used, the assumptions contemplated and the forecasts made. CONSISTENCY: There must be harmony between objectives and strategies. POSSIBILITY: Refers to the availability of resources and acceptance of the people involved. VULNERABILITY: Risks of the strategy, such as the possibility of being imitated and the impact of changes in the environment. POTENTIAL RESULTS: Such as satisfactory market share and profitability above the established minimum.
4.- ORGANIZATION AND IMPLEMENTATION OF THE COMMERCIAL STRATEGY
It is important to consider structural and organizational aspects, as these can influence a possible failure of the strategy, even when it has been carefully designed.
ASPECTS TO CONSIDER: The current organizational structure of the company and the marketing area must be considered, particularly with regard to the degree of specialization, centralization or formalization that these have. Likewise, aspects such as authority, responsibility, division of labor and coordination should be considered.
TYPES OF ORGANIZATION
It seeks to ensure compliance with the marketing plan and verify that the objectives are being achieved. It involves measuring the results of the actions taken, diagnosing the degree of fulfillment of the planned objectives and, if necessary, taking corrective measures.
Kotler distinguishes four types of control:
- ANNUAL PLAN CONTROL: Analysis of sales, market share, commercial expenses / sales ratio, etc. PROFITABILITY CONTROL: By product, territories, clients, distribution channels, etc. EFFICIENCY CHECK: Evaluate and improve the effect of commercial expenses, the efficiency of sellers, sales promotion, etc. is measured. STRATEGIC CONTROL: It is about examining if the company is pursuing better opportunities with respect to markets, products and distribution channels. A deeper control can lead to a commercial audit, it must meet the conditions of being systematic, complete, independent and periodic. The audit should be of the environment, of the strategy, of the organization, of the systems, of productivity and of the functions.
In conclusion, we can affirm that the development of the marketing strategy is essential in any business strategy and becomes more relevant in this second decade of the 21st century, in the face of technological progress, the globalization of the economy, and an unstable economic and geopolitical environment, In this sense, the correct application of the activities that involve the development of the marketing strategy are fundamental for the success of a business.
