Purpose – to review modern marketing concepts, definitions of the constituent elements in the marketing system at enterprises and to substantiate the basic postulates underlying the development of innovative marketing at enterprises in order to improve competitiveness of products. Design/Method/Approach. In the course of the study we used methods of theoretical generalization, reasoning and abstraction, as well as analytical, monographic, dialectic methods. Findings. We have revealed the essence and content of the concept of marketing. It has been substantiated that the development of marketing support is a sophisticated dialectical process of interaction between factors from the external environment and the targeted influence of drivers associated with the production of competitive products that satisfy certain market needs. We have reviewed and substantiated the essence, objectives, basic tools and principles of marketing function. We have developed and scientifically substantiated organizational components in the innovative marketing at enterprises based on ensuring the coordinated interaction between their innovation and marketing activities. The essence, content, and principles of the term "innovative marketing" have been defined. We propose a classification of varieties of innovative marketing depending on their functional belonging. Practical implications. Results of the study can be used in the development of proposals related to the effective formation and application of marketing at an enterprise. Originality/Value. We have devised a classification of the marketing function at an enterprise. The basic principles of marketing function have been substantiated. We have defined the methodological provisions for studying the marketing function at an enterprise. The essence, content, and structure of innovative marketing have been determined as an important and integral component of conducting an economic activity by an enterprise, which implies the creation of a fundamentally new product (good, technology, service); the application of innovative marketing has been emphasized for improving business processes at an enterprise. Research limitations/Future research. The task is to develop an effective mechanism for the efficient functioning of marketing under different situational and market-led fluctuations under conditions of market volatility. Paper type – theoretical.
The article focuses on the relevance of the issues of formation and implementation of the intra-corporate policy of digitalization of marketing of agrarian enterprises. It was established that the aspects of digitization and realization of its potential directly in the segment of agricultural enterprises in Ukraine are still not sufficiently developed. Therefore, the purpose of the study is to improve the methodological and applied principles and provisions of identification and substantiation of directions for strengthening the digitalization of marketing of agricultural enterprises. The advantages of the formation and development of digital management systems at domestic enterprises in general, as well as directly in the field of digitalization of their marketing systems and complexes, are emphasized. Prospective directions of digitalization of marketing of agrarian enterprises are determined by the following components: (1) product policy, (2) price policy, (3) policy of promotion and stimulation of product sales, (4) policy of product positioning on the market. The problematic aspects of the formation of an environment of digital marketing of agricultural enterprises in Ukraine are reflected. The strategic stages of the policy of development and expansion of the priority directions of digital marketing of agrarian business entities have been determined. The system of structural blocks of the program of digitalization of agricultural enterprise marketing is substantiated, in particular - initial conditions, policy goal, goals and directions of regulation, globalization block, financial-resource and organizational-management support, monitoring and adjustment tools. The toolkit for monitoring the digitalization of marketing of agricultural enterprises has been defined, which involves taking into account the system of indicators in three groups: (1) development of the intra-corporate digital system, (2) digital modernization of business processes, (3) harmonization and convergence of intra-corporate digital systems into the global system of the digital economy of Ukraine and the EU.
Purpose. The aim of the article is the analysis of the dynamics of development of the domestic dairy market. Methodology of research. The following methods are used in the research process: monographic, comparative analysis – in assessing the general trends in the dynamics of indicators of the level of milk production, its processing, evaluation of milk processing enterprises; graphic – when displaying the production of basic dairy products; abstract and logical – in preparing conclusions. Findings. The dynamics of milk production in Ukraine, the dynamics of milk production per capita in all categories of farms and the dynamics of dairy production in Ukraine are analysed. The key players – processors in the dairy market have been identified. The dynamics of average prices of milk sales by agricultural enterprises of all forms of ownership is estimated. The structure of dairy production in 2020 and the structure of the largest dairy producers in 2020 are substantiated. It has been suggested that in order to increase the efficiency of milk processing enterprises, it is advisable to build partnerships between all market participants, which will create the necessary economic conditions for increasing the number of dairy cows through the equivalent pricing mechanism and, consequently, increase milk production. Originality. Ways to improve the functioning of milk processing enterprises by improving the creativity of the marketing system, the range of dairy products, the introduction of new dairy products to consumers (eco-products), improving the quality of milk as a raw material. Practical value. The results of the study can be used in the formation of development strategies, as well as in determining the reserves of economic growth of dairy enterprises in Ukraine. Prospects of functioning of dairy producers of the country are substantiated. Key words: market of milk and dairy products; production of dairy products; cream; butter; cheese; yogurt; milk processing enterprise.
The European Union is a large producer of milk and dairy products. It is also a significant market for the consumption of dairy products, which is characterised by effective demand, and it significantly influences the markets of other food products. The main milk producers in the EU are Germany, France, Poland, the Netherlands, Italy and Spain. Intensive migration has contributed to additional demand for food products, in particular, dairy products. This provided the basis for the construction and calculation of a dynamic model of dairy production, the export of dairy products, and the coexistence with the existing population as the main consumers in the EU–27 countries and Great Britain between 2004 and 2020. An additional research value is that based on the presentation of the analysis and modeling, the relationship between the growth in the demand for dairy products and the growth in the population is established. The reason for the large population in the countries of Central and Eastern Europe is intensive migration flows, which increase the demand for dairy products. The increase in volumes reduces the cost price, which contributes to the export of dairy products, and also contributes to the increase in the volume of production of dairy products. The resulting models made it possible to analyse the influence of population growth on the increase in production volume. At the same time, the dependence and influence of the export of dairy products on the increase in the volume of production of dairy products in the EU–27 and Great Britain countries is investigated. The results of the mathematical modelling indicate unique opportunities to develop the dairy sector of individual EU–27 countries, i.e., the Czech Republic, the Netherlands, and Poland. These countries have a rational ratio of the influence of the population growth factor on the increase in the volume of dairy production and the optimal influence of the export of dairy products on the increase in the volume of dairy production.
The article considers the preconditions for the formation of strategic alliances as a promising form of corporate integration associations in the dairy industry of Khmelnytsky region. The strategic alliance, as one of the modern forms of inter-firm integration, has been found to be more flexible than clusters or joint ventures and involves a variety of agreements between companies that work together over a period of time to achieve tactical or strategic goals. The types of strategic alliances, their typology are highlighted and it is proved that they are the most attractive type of strategic integration associations of corporate structures. The main types of strategic alliances are integration alliances, pseudo-concentration alliances and complementary alliances. That is, a strategic alliance is a form of inter-firm integration, one of the fastest and most accessible ways to implement a global strategy, a “soft”organizational form of integration of dairy companies, which allows joint activities to maintain legal and economic independence; preparatory, organizational and experimental platform, within which the rational generation of conditions for further unification of partner companies. The main options for the development of strategic alliances in the dairy industry of Khmelnytsky region are proposed. Evaluation criteria and methods of building a matrix for selecting a potential partner for integration and formation of strategic alliances are substantiated. The prospects of dairy enterprises after joining the strategic alliance of dairy producers are as follows: uncertainty in demand for intermediate products is reduced and incentives are created to reduce the cost of raw milk; processing of raw materials is provided; enterprises producing raw milk are getting rid of uncertainty in the markets; there is an opportunity to produce new types of dairy products and expanding markets; the competitiveness of the local dairy industrial complex among other market participants is increasing; growth of economic potential of the enterprises forming a local dairy industrial complex is provided; the effect of economies of scale and the possibility of joint use of production capacity is observed; reduce uncertainty, as well as increase the stability of development, because in long-term relationships with a partner, a former competitor in the dairy market is a combination of experience and resources, the ability to transfer technology, knowledge and experience, joint research and staff training; gaining additional access to the market, where competitors are already operating and there is a stable demand for products of certain brands.
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