Адаптація маркетингової стратегії підприємств сільськогосподарського машинобудування до умов внутрішнього і міжнародного ринків

Abstract

Пенькова О.Г., Харенко А.О., Кулішенко Є.М. Адаптація маркетингової стратегії підприємств сільськогосподарського машинобудування до умов внутрішнього і міжнародного ринків. Адаптація маркетингової стратегії підприємств сільськогосподарського машинобудування до умов внутрішнього і міжнародного ринків

Пенькова О.Г., Харенко А.А., Кулишенко Е.М. Адаптация маркетинговой стратегии предприятий сельскохозяйственного машиностроения к условиям внутреннего и международного рынков В статье проанализированы особенности стратегического планирования предприятий сельскохозяйственного машиностроения в контексте адаптации к условиям внутреннего и международного рынков, определено с использованием инструментария PEST - анализа преимущественно негативное влияние факторов макросреды на их деятельность, установлено на примере ЗАО «Уманьферммаш» с помощью SNW-анализа отрицательное и положительное влияние факторов внутренней среды и рекомендовано на основе SPACE-анализа переход к агрессивной маркетинговой стратегии. Ключевые слова: маркетинговая стратегия, стратегическое планирование, стратегическая адаптация, внутренний и международный рынок, предприятия сельскохозяйственного машиностроения.

Penkova O.G., Kharenko A.A., Kulishenko E.N. Adaptation of agricultural machinery enterprises marketing strategy to the conditions of domestic and international markets The market for agricultural machinery products is highly competitive. The marketing strategies chosen by producers require constant monitoring of relevance and adaptation to changing business conditions, while their unpredictable nature requires the revision of the entire system of strategic marketing of enterprises: from approaches to environmental analysis and assessment of their potential to plan specific activities. The aim of the article is to determine the peculiarities of strategic planning of agricultural machinery enterprises in the context of adaptation to the conditions of domestic and international markets and to develop recommendations for its improvement on the example of PJSC "Umanfermmash". Вісник ХНАУ ім. В.В. Докучаєва. Серія „Економічні науки”. № 2., Т. 1.2021 48 To achieve the aim of the study, the methods of PEST analysis, SWOT analysis, SNW analysis, SPACE analysis, Delphi method and monographic method were used. The study with the use of the tools of PEST analysis revealed that macroenvironmental factors affect agricultural machinery in Ukraine mainly negatively, and unpredictable global changes significantly complicate the process of strategic planning of their development. The dynamics of economic indicators of enterprises after the crisis of 2014 shows that a significant part of them use strategic reactive, rather than proactive or interactive adaptation. Assessment of the operating environment on the example of a single enterprise – PJSC "Umanfermmash" – with the help of SWOT analysis revealed a typical problem – limited financial resources, which threatens to increase the technological lag of products from foreign counterparts and, consequently, causes the loss of competitiveness in the medium and long term. A specific problem of the enterprise under research is an insufficient use of marketing communication tools for aggressive influence on the market. Assessment of the state of the internal environment of PJSC "Umanfermmash" using SNW analysis showed that one of the main problems, which generates a number of others, is the imperfect planning system with the predominance of tactical planning over strategic, which, in turn, is mostly declarative with a weak justification of the tools for achieving the intended goals. The results of the survey of experts allowed to build a vector of the recommended strategy for PJSC "Umanfermmash" with the help of the method of SPACE analysis – an aggressive strategy, and the use of the Delphi method showed a moderate degree of preparedness of the company to implement it. At the same time, a gradual transition to the recommended strategy will increase the degree of its adaptation to the conditions of domestic and international markets.