Search

During the war, enterprises providing services for the repair of electrical equipment found themselves in conditions of uncertainty and instability. Therefore, these enterprises should clearly define their strategic development vector depending on their size, geographical location, and specialization, taking into account the competitive situation in the market. The article examines the main dynamics of the Ukrainian market for electrical equipment repair services for the period from 2016 to 2022. The study’s results showed that, before the start of the full-scale war, the market experienced steady growth and profitability due to the fact that demand for electrical equipment repair services came from all enterprises using electrical equipment, as well as organizations and households. In 2022, under the influence of the full-scale invasion, the number of enterprises, the volume of products sold, and the profitability of operational activities significantly decreased. The results of the market analysis of industrial electrical equipment repair services in the Dnipropetrovsk region, using the Herfindahl-Hirschman index, indicated a low market concentration. The industry competition analysis, using M. Porter’s 5 forces model, showed that barriers to entry into the industry are low, with service differentiation being more typical of medium-sized enterprises. Small and, especially, micro-enterprises provide more standardized services. Taking into account the identified features and trends in the development of the electrical equipment repair market, as well as the competitive situation, which is characterized by low concentration, a large number of enterprises providing similar but not identical services, and low barriers to entry – leading to significant free entry into the industry for other firms—it is concluded that monopolistic competition exists in the market. Based on the results of the analysis, the following main strategic development vectors for domestic enterprises operating in the electrical industrial equipment repair market were determined: expanding their presence and service implementation in the region; entering other regions within the country; mastering new types of electrical equipment repair; and entering the foreign market. The choice of specific development vectors is substantiated depending on the time horizon, size, and market opportunities of a specific enterprise.

The purpose of the article is to justify the importance of the company’s implementation of the partner program as an influencer marketing tool aimed at improving the company’s marketing communication system. The conducted analysis showed that the current state of companies’ marketing communications requires greater use of influencer marketing as an effective tool for influencing consumer purchase decisions, namely through the implementation of partnership programs that contribute to the formation of consumer trust in a specific brand, their retention and the creation of long-term relationships with them. On the basis of the conducted research devoted to the use of influencer marketing by the domestic drogerie chain “EVA”, the article justifies that the key to a successful and effective affiliate program is not only the organization of this process, but also the correct selection of bloggers. In the article a list of criteria that they must meet is represented. These criteria will help “EVA” to select bloggers for effective cooperation and positive influence on the brand. In the article 7 steps of implementation of the affiliate program for influencers from “EVA” are proposed. The introduction of an affiliate program will contribute an effective communication with bloggers and allow to create a base of influencers who can independently promote “EVA” without additional agreements. That is, it optimizes the working process for two company divisions: the marketing promotion of the Internet store “EVA”, and the influencer direction. In addition, the implementation of the program will allow to optimize the budget, since the funds will be planned as an investment in long-term partnership relations that are beneficial to both parties. This will help to provide continuous exposure for “EVA” and its online store, so the company will get more exposure to the audience for a relatively small cost. Using a specific example in the article, it is justified that the company can afford to implement a partner program not just as an ordinary one with commissions, but as affiliate program in the format of building a bloggers community. When implementing the program, the involved bloggers will be the face of the brand as well as additional marketing channel of communication through which “EVA” new marketing communications can be transmitted. Moreover, since influencers will be brand representatives, they will also build the positioning of the company for the audience, contribute the increase of loyalty, which will positively affect the further development of the company. In further research, it will be appropriate to consider the effectiveness of the implementation of partner programs and the spread of their use in other industries.

The purpose of the article is to analyze the assortment policy of a trading company and search for directions for its improvement. The conducted analysis proved that the problems of forming an assortment policy are mostly connected with too huge assortment of goods on the market, with changes in customer needs and the growth of non-price competition. The specificity of the problem of the Ukrainian market is further complicated by the active hostilities in the country and related economic instability, inflation, low level of solvent demand, low level of population income growth, problems with the delivery of goods, etc. The essence of the concept of “assortment policy” as a field of activity of the marketing management of the enterprise is defined, which is a set of principles, the observance of which leads to the formation of an optimal assortment of goods from the point of view of increasing the competitiveness of the enterprise, taking into account its own capabilities, the capabilities of suppliers and partners, market needs, seasonality of demand, etc. Based on the ABC analysis for the “EVA” line of stores, it is emphasized that the most significant products are decorative cosmetics, perfumes for women, their share in the total turnover is on average almost 20%, they and other important products for the company belong to the category “A “, that is, they are the most important and significant, their share in the sum is 60%. The “B” group, which assumes medium significance, includes aromas, scented candles, atomizers, etc. Their share in total is 30%, it is the basis of the chain’s range of stores. The smallest share is occupied by goods of the “C” group, which are the least significant in terms of the turnover of the “EVA” line of stores: shaving products for men, cosmetic brushes, jewelry, etc. Their share in total is only 10%. An XYZ analysis was carried out for the “EVA” line of stores, the results of which show that the products marked X are products for which the demand is stable throughout the year (hygiene and care, home care products, home fragrances, etc.); products Y remain relatively stable throughout the year and products Z are volatile products, the coefficient of variation of sales volume by quarter exceeds 20% (sun protection, lip care, etc.). An integrated matrix of ABC-XYZ-analysis was built, which proves that the “EVA” store line carries out a balanced assortment policy, but does not saturate the assortment sufficiently with those items for which a higher level of profitability can be obtained, which leads to a rather low profit in recent years. For the company, the absence of product groups that can be attributed to the CZ classification, which are products of spontaneous demand, in the product range is noticeable, and therefore, increasing the product range in favor of such products can provide an opportunity to obtain a higher level of profit. It is recommended that the company continue to work on the development of new own brands and the creation of new product positions among the old ones, expanding the assortment in the “average” and “average minus” price segments.

The article developed a model for the launch of a new goods in the herbicide group of the Bayer CropScience agricultural division of Bayer LLC to the consumer market. It was established that the agricultural market and the pesticide market in particular grow by an average of 3% annually. But over the past 30 years, no new mechanisms of action of herbicides have been invented. This hinders the emergence of new active substances, which may be part of new drugs of this type. Therefore, due to its innovativeness and own production, the company is developing a new formulation of the already existing drug in the herbicide group. It is noted that it is appropriate to plan the launch of a new goods in the herbicide group using the SOSTAC model. According to this model, clear goals are set that the company must achieve during the year. Business growth strategies selected: 1) market penetration strategy (means that growth will occur in the direction of increasing the share of the current product market; can be used when the market is not yet saturated, advantages over competitors can be obtained as a result of lower production costs, more active advertising); 2) product development strategy (means that the source of the company’s growth is the growth in demand for new products; the creation of new product modifications for existing markets). It is emphasized that the implementation of both strategies should be carried out simultaneously in synergy, which will allow covering the maximum number of market needs, increasing the loyalty of existing customers and attracting new consumers of the company’s products. It is determined that when launching a new goods to market, the company can set the upper or lower level for each of the marketing variables - price, promotion, distribution and quality of the goods. Taking into account the peculiarities of the new goods the use of the tactics of quick skimming will be the most optimal and acceptable option to achieve the company’s goals. Its use is advisable in cases where the market size is small, most potential buyers are aware of the quality characteristics of the product and are ready to pay a high price for it (that is, «innovative buyers»), while there are few potential competitors. If most consumers in a small market have little idea of the product, then measures should be taken to inform them. Then a high price, combined with intense stimulus, can ensure the quick conquest of part of the market. Considering the above, the article developed tactical solutions and compiled a marketing budget for the launch of a new goods to the consumer market. It has been proven that compliance with the proposed measures will allow the company to prepare as efficiently as possible for the launch of a new goods and its distribution, as well as to forecast sales and profits for the coming period.

The article investigated the use of forsite-technologies as a tool for prognostication of the company development on the example of the «Biosphere» corporation. It has been established that over the years of research, the forsite methodology has incorporated dozens of traditional and fairly new expert methods. At the same time, their constant improvement takes place. The study uses a fast forsite technique, which allows you to obtain accurate prognosis in a short period of time. An analysis of the hygiene market shows that it is quite young and is actively developing. But economic and political instability greatly affects consumer ability and puts high demands on the image and positioning of companies in the market. Therefore, as part of this study, an assessment of the effectiveness of the Biosphere Corporation brand was made according to various expert methods, which corresponds to the principles of the forsite. A comprehensive assessment of the c effectiveness of the company’s brand was carried out according to various expert approaches, namely: based on the financial statements of the enterprise according to the methodology of the consulting company “Interbrand Group” (3.67 points); based on a survey of supporters loyal to the corporation’s brand, in accordance with the “Romir monitoring” methodology (4.59 points); based on management accounting indicators according to the V-RATIO brand listing methodology (4.2 points) and business assessment according to the WACC formula (3.0 points); which indicates the profitability of the company and the prospect of expanding its presence in other markets. It is noted that an important measure that will increase the profitability of invested equity is the improvement of the branding of Biosphere Corporation. Tactical solutions were proposed to promote and reformat the corporation’s own website on the Internet and a marketing budget was drawn up for the proposed measures. Forsite-technologies have been proven to be an effective tool for determining enterprise development priorities based on various expert approaches and allow you to evaluate events with a low probability, but with a large potential impact on the future of the area under study.