Экономические науки/ 6.Маркетинг и менеджмент

К.э.н., доцент Ахметова З.Б., Ягудина М.А.

Казахский национальный университет им. аль-Фараби

Implementation and development of strategic marketing in the services sector of Kazakhstan

At the present stage of development of the Republic of Kazakhstan there is a necessity of market orientation control, ensure a strategic approach, changes in management style, which involves the formation of a certain way of thinking in business management. This orientation is realized through strategic marketing management. Only long-term vision can provide the company further prosperity and growth, and this is possible only if there was implementation of the strategic marketing management in the enterprise's activity.

Significant contribution to the methodology of strategic marketing management have Ansoff I., P. Doyle, P. Drucker, Evans J., Zavgorodnyaya AV, Kotler F., V. Krasnov, Lamben J-L., Resetnicov I. L. Thompson, AA, AJ Strickland, Shershneva ZE, Nemtsov V., M. McDonald, Mintzberg, H., M. Porter, Fatkhutdinov RA, Chandler A. Their works devoted to the study of problems of strategic business management.

Thus, according to JJ Lamben "Strategic marketing - complex (aggregate) marketing measures aimed at sustainable promotion of specific goods and services to the market, including the identification of specific objectives, analysis, and monitoring and planning activities. Strategic marketing can be as intense and passive "[1, p.4]

Strategic marketing in the service sector is gaining popularity as she grows and expands the scope of services. Also features a strategic marketing and related marketing activities with a singularity in this area.

Thus, especially in the field of marketing services lies in the fact that in addition to the principal components of marketing: product, place, price and promotion in this area are of paramount importance the following factors: people, processes offer their services, as well as material resources. Most of the services are provided by the people themselves or with their direct participation. This leads to the need for the company to pay for staff to focus on. This applies not only and not so much to find a suitable employee as to his training and subsequent retention in your organization. Features of marketing in the service sector are enclosed in specific tasks of marketing. These include the development of rules and scripts to communicate the company's employees with customers, as well as the need to monitor the proper implementation of execution. As a rule, implemented corporate identity apparel company employees. Several methods are used to provide the services provided, for example, by phone or at home. It is important to give your customers the right to choose, without limiting their own rules. Since the expansion of the range of services makes it possible to significantly extend the range of your potential customers. It's no secret that the service is intangible, but it is tangible material evidence always accompany her. These include office or place where the service is provided, appearance of staff, as well as souvenirs and home furnishings. Along with the visual material evidence used sounds, scents as possible to carry out the impact on all the senses. Only the integrated use of all components will form a stable association with customers with the service and the company.

Thus, the initial stage of the strategic planning process service industries is the definition of the mission and the establishment of general objectives of the enterprise. As the experience of foreign companies, the definition of the mission (corporate, business, business concept vision, mission statement, and others.) Is of paramount importance for effective functioning of the enterprise in a complex, dynamic and uncertain environment.

A role clearly marked corporate mission in the development of service industries is usually limited to those three main points [2, p. 64]:

a) the formation of a mission control makes business units to review the underlying factors of their activities;

b) understanding of the mission provides a wide panorama of the business;

c) the mission is critical to communication within the company (as it allows a better understanding of the business objectives of its employees) and outside (as it facilitates the dissemination of information to shareholders, suppliers and consumers).

The next stage in the development of marketing strategy is to identify common goals of the company that developed on the basis of the already stated mission and serve as criteria for all subsequent management decision making. Thus, the goal - these are the expected results of the company, towards which it tends consciously.

When the main objectives of the company are defined, it is necessary to form an overall strategy to develop on the basis of its specific strategies and tactics behavior of the enterprise in the market. Assign a single process overall objectives of the enterprise and its internal environment, its real capabilities (industrial and intellectual, material and financial), with the external environment, with economic and political factors, scientific, technical and social order, which the company itself can not affect, but should take them into account, with the requirements of individual customers, with the conditions of competition, it is possible with the help of integrated marketing research [4, c.145].

It should be noted that the overall strategy has the following advantages:

1) To allow you to coordinate the efforts of a large number of departments and individuals whose activities are linked in the supply cycle for time and space;

2) To provide a clear interaction between the performers to address the major challenges for the enterprise as a whole;

3) To help to minimize conflicts arising from incorrect or different interpretation and understanding of the objectives of the enterprise;

4) To make it possible to detect changes and the overall development of the market situation, as well as the external environment as a whole, ensuring the readiness of the enterprise for an appropriate response to these changes.

In Kazakhstan, the level of use of strategic marketing for companies in the service sector is not well developed due to the following reasons: refer to the external impact of the global economic crisis on the financial activity of the enterprises, the lack of demand for consulting services in this area, because of the specific promotion services on the market; refer to internal lack of qualified personnel, lack of financial resources to develop a marketing strategy, not enough qualified personnel of the enterprise.

In conclusion we can draw the following conclusions:

• At the present stage of economic development, when the market economy, infrastructure and mechanisms are in a formative stage, made full use of the West of methods and models is a general methodological difficulties as the order and simple psychological characteristics. In this regard, methodological apparatus of strategic marketing, which has been successfully applied in practice by Western firms, should be properly adapted to the specific realities of domestic producers. This requires the development of appropriate organizational and methodological support of the process of formulating and implementing marketing strategies in domestic service industries [2, p. 148].

• Development of marketing strategies and tactics necessary for medium and large enterprises to implement the strategic planning, management decision-making, budget planning of marketing activities as well as the timely elimination of marketing problems. Ie, strategic planning can help to optimize management decisions and thus to reduce the cost of marketing activities, as well as the timely elimination of problems in the field of marketing that may occur to the organization in the future.

• service businesses usually always lagged behind manufacturers in adopting and using marketing concepts, but now the situation has to change. Marketing strategy services should include not only external but also internal marketing to motivate employees, as well as two-way marketing. To succeed, marketers must create a competitive service differentiation, to offer high quality services and to find ways to improve performance.

REFERENCES

1. Lamben Jean-Jacques. Strategic Marketing. European perspective. Trans. with frantsuzskogo.-SPb. Science, 2006.- XV + 589 pp.

2. Efremov VS Strategic management in the context of organizational development / VS Efremov // Management in Russia and abroad. - 2009. - № 1.- pp 3-13

3. Lamben Jean-Jacques. Management, market-oriented. SPb .: Peter, 2007. - 800 p. (Series "Classic MBA")

4. Karloff B. Business Strategy: A wound. from English. / B.Karloff - M .: Economics, 2011. - 240 p.

5. A. Wiseman Marketing Strategy: 10 Steps to Success. Management strategy: 5 success factors. M .: Interekspert, Economics, 2005