Модернизация производства: изменение маркетингового потенциала компании при вступлении в альянс

Often, the goal of creation the strategic alliances are marketing objectives, namely: market expansion of potential and actual customers and consumers by improving the company offers to the market and the development of its competitiveness. In other words, through the improvement of marketing potential, companies are trying to increase their sales. The marketing potential of the company can be viewed as a system. Wherein marketing recourses may be system components – material and nonmaterial. Consequently, the assessment of the marketing potential of the company can be reduced to the assessment of the company's marketing resources that can be made using the technique of marketing audit.

Marketing – audit technique while assessing the marketing potential of the company, which will form the basis of our methodology and algorithm of the strategic assessment of changing the marketing potential of the company was offered by Yuldasheva O.U. [ 1 ]

In our opinion Marketing- audit should be supplemented by SWOT-analysis of marketing potential, which will reveal the strengths and weaknesses of marketing activities and help the company to identify their core competencies in the field of marketing activities, and therefore the requirements for an alliance partner or company are target absorption.

The author insists on releasing of key competences, as this theory considers the process of merger and absorption as the purchase of the missing company’s competences, the process of self-resuscitating them is associated with large expenditures of time and investments. Actually for any company it is logical to enter into an alliance with a partner, who will help it at least to level its weaknesses, and totally to make them more strong. Thereby, two methods of analysis - the marketing audit and SWOT should help the company to identify its profile of competencies.

In the future, the same analysis should be subject to the partner company. Imposition of company profiles will show their incompatibility, but rather complementarity. If the partner company does not fit by the profile to the initiator company, it is necessary to re-start the process of finding a complementary partner. The complementary partner it is a company with the resources and competence profile, the complementary profile of the initiator company. In other words, the company as a potential partner must have a structure and a set of resources and competences, that while merge ring or entering into a strategic alliance would allow both companies to set up in the shortest time the adequate structure of service products’ size for the dynamic structure of the consumer of tourism services.

It is possible to formulate the requirements for complementary partner to create a strategic alliance:

• 1.    The potential partner should roughly match the size of its initiator company. Otherwise, the risk of absorption is too high.

• 2.    The potential partner should be close to the company by existing corporate values and organizational culture, that determines the style of making decisions, the degree of opportunism and predictability of its further actions (compliance with the principles of cultural affinity of the company).

• 3.    A potential partner must have compatible technology resources.

• 4.    The potential partner must have in excess of the resources that are in short supply for the initiator company.

• 5.    The potential partner should have a higher competence in the area, in which the initiator company is trying to create competitive advantages.

To formalize this assessment we propose to introduce a special indicator -the ratio of sales channels.

This ratio is as a percentage of retail stores, with which both companies are cooperate.

Kcross = Qn : Qtp,

Kcross – coefficient of crossing channels.

Qn –the number of stores, with which two companies are collaborate.

Qtp – the total number of stores in the sales system of partner company.

It should be noted that it would be logical to calculate the indicator not on the number of shops but on the number of end users. If a profile of marketing competencies is easy to build according to the 1st and 2nd stage, to assess the compatibility of corporate cultures of the companies the additional research is required.

As this study also conducted by independent consultants, they have a number of survey techniques, which help to verify a possible complementary of corporate cultures of partner companies, which will affect the level of costs during unification.