Range of goods in framework of agricultural enterprise management

The study of the product range of the enterprise, in particular, the agricultural ones, is one of the priority areas. Maintaining a stable demand for reduced goods is an obligatory condition for strategizing activities, a guarantee of development. The presented research reflects the theoretical foundations of enterprise management, in terms of building a strategy; the assortment features for both commodity and trade ones are disclosed; the authors highlighted the specifics of agricultural production through strategic management and its goal setting. In the main part of the work, there is a block focused on the study of the assortment within the framework of the agricultural enterprise management, based on the product range optimization. This is supported by the conclusions that this approach is a source of diversification of an agricultural enterprise production activity and takes into account both the existing market needs and the capabilities of the enterprise itself when creating the necessary conditions for its development, ensuring competitiveness not only in local markets, but also includes a possibility to expand its market zone. The assortment of goods was studied in a separate block on the example of a specific agricultural enterprise - the greenhouse complex JSC “Sukhovskiy”, a member of the Siberian agricultural complex of the brand “Em Rodnoe”. The assessment of the main economic indicators of the activities of JSC “Sukhovskiy” was carried out. For the purpose of practical testing of the developed directions of strategizing the product range of JSC “Sukhovskiy”, there was proposed a variant of its expansion by introducing roses into the “line” of production as the most popular and demanded flowers in high demand among the population. In addition, the agrotechnology of this production in the conditions of a greenhouse economy is shown, possible sales channels for finished products are proposed, the costs of the “rose” assortment line are structured and the predicted economic effect from the implementation of the proposed measures is calculated.

Determination of the Level of Products Novelty Importance for Developing Product Innovative Policy

To substantiate the range of products of the enterprise there is a need to assess the potential of products in terms of the company’s ability to manufacture these products, consumer opportunities to meet their needs for these products, and market opportunities to ensure a strategic position among similar products. The study used structural-logical and causal methods of analysis to determine the structure of the novelty of goods. The numerical method of multi-criteria decision making TOPSIS (Technique for Order Preference by Similarity to Ideal Solution) was used to rank the product range of new products according to the level of importance of novelty. Weights of individual components to assess the importance level of novelty in the enterprise were determined by the method of analysis of hierarchies of T.L. Saati. The study used the classification of novelty by its functional focus, according to which consumer, market, and manufacturing novelty of goods are distinguished. The importance of novelty for the manufacturer is the conformity of the product to its innovative development strategy, determination of its place in the market, and prospects for further activities. The importance of the novelty of a new product for the company is proposed to be defined as a measure of the importance of the novelty level of the product for the development of the optimal product range in the product innovative policy of the enterprise. To assess the level of significance of the novelty of goods, criteria of novelty by its types were proposed. According to the results of the study it was found that industrial novelty characterizes the level of use of new technologies in the enterprise, market – the position of a new product on the market among analogues, and consumer – the level and way to meet consumer needs. Further research should relate to the development of appropriate guidelines for the formation of product range and its management based on the assessment of the level of significance of novelty

Formation of the product portfolio of the enterprise

Management decisions on the formation of the product portfolio are traditionally in the field of research of scientists as the relevance questions of the choice of strategic goals of the enterprise involves the justification of marketing and production decisions in optimizing the structure of the product range. The formation of the product portfolio involves certain management actions to work with a particular product (its development, withdrawal or modification) or range of products, taking into account changes in the structure of the portfolio of the enterprise. Today’s market situation creates new requirements for existing approaches to product development; at the same time such efforts must directly take into account the aggregate market and business requirements for reduced lead time, reliable product performance and cost-effective product differentiation. In general, one way to meet the increased demand for product development speed and productivity is to identify multidisciplinary synergies that can be used to increase system efficiency. The main principles that were singled out allow to develop a practical system for decision support which will allow effectively form the product portfolio of the enterprise and develop optimal characteristics of the product and its product range group. The methodology of decision support is based on interdisciplinary integration, which is formed by using the main relationships between optimization and modelling of a product or group of products as well as aspects of product portfolio management. Scientific and methodological approaches in the formation of the company's portfolio were substantiated which allows to determine the optimal ratio between the range of products and product units that are part of them. The LLC “Khodoriv Meat Packing Factory” is one of the leading producers of meat products in Ukraine. Product range was analysed and the method of quantitative evaluation of goods indicators is proposed to factory. The system approach to formation of an optimum commodity portfolio of the enterprise is considered. The analysed of the assortment group of goods and the assessment of the product portfolio of the enterprise by the method of the Boston Consulting Group (BCG). Positioning of strategic business units was carried out. The desired assortment group of goods was selected, which will help the company to achieve its goals. The basic marketing strategies are offered.

A chair as an object of mass customisation

The article reveals the prospects of the process of creating individual items and services, taking into account models, methods and tools that help companies manage a variety of products. Examples of individual customisation of things found on the market are given. Attention is drawn to the segment of furniture products, which, according to the authors, is currently not sufficiently customised. Special attention is paid to the possibility of customisation and expansion of the product range with the help of parametric design on the example of a desk chair designed taking into account the dimensional characteristics of the human fig-ure.

Chapman: To be or not to be

<p>Declining core business in the conventional beverage categories of beer and carbonated sodas has compelled companies to turn to innovation to grow their sales and profitability. The research focus of this project was to determine, through adjacent category innovation whether my new branded premium craft carbonated soda product range was a consumer relevant innovation, scalable and therefore able to sustainably enhance market growth and profitability for my project partner, DB Breweries. A mixed methods research approach using qualitative and quantitative surveys revealed strong consumer preferences for the product to be authentic, artisanal, premium, health focussed and particularly targeted to females, older consumers and as an alternative to alcohol. These findings represented market opportunities, however, the clear-cut preference for a homespun, handcrafted, local and small batched produced product as opposed to mass machine manufactured, was an unexpected finding with significant implications for the project. This core finding created a tension between the preference for authenticity and the original concept of leveraging my project partner’s scale machine based manufacturing capacity. These findings and my advisory board’s guidance reshaped the business model canvas, proposing a joint venture between Chapman (my company) and my project partner, which as an established beverage company would bring know-how and distribution with my company being the entrepreneurial, authentic, artisanal, small batch producer. The reshaped strategy and business model shifted the adjacent category innovation from a product to a geographical perspective, with export potential to China and possibly the Muslim market. The online sales channel in China has significant export appeal with its deep retail market penetration and rapid growth, but very low current penetration in the beverage category which is forecast for significant growth. Successful export entry into China would establish a potential platform to enter segments of the global Muslim market, a commercially attractive market for premium non-alcoholic beverages. A deeper understanding of the rapidly growing negative consumer perception of artificial sweeteners led to a further innovative opportunity emerging from this project. As a consequence of this intersectional thinking a sub-project to develop a New Zealand natural sweetener based on indigenous plants, fruits or trees commenced. This research project has revealed the new branded premium carbonated soda product range to be a consumer relevant innovation, scalable but not as a straight forward product adjacent category innovation and with export success has the potential to significantly enhance market growth and profitability for DB Breweries. This project is now on a trajectory to be commercialised.</p>

Chapman: To be or not to be

<p>Declining core business in the conventional beverage categories of beer and carbonated sodas has compelled companies to turn to innovation to grow their sales and profitability. The research focus of this project was to determine, through adjacent category innovation whether my new branded premium craft carbonated soda product range was a consumer relevant innovation, scalable and therefore able to sustainably enhance market growth and profitability for my project partner, DB Breweries. A mixed methods research approach using qualitative and quantitative surveys revealed strong consumer preferences for the product to be authentic, artisanal, premium, health focussed and particularly targeted to females, older consumers and as an alternative to alcohol. These findings represented market opportunities, however, the clear-cut preference for a homespun, handcrafted, local and small batched produced product as opposed to mass machine manufactured, was an unexpected finding with significant implications for the project. This core finding created a tension between the preference for authenticity and the original concept of leveraging my project partner’s scale machine based manufacturing capacity. These findings and my advisory board’s guidance reshaped the business model canvas, proposing a joint venture between Chapman (my company) and my project partner, which as an established beverage company would bring know-how and distribution with my company being the entrepreneurial, authentic, artisanal, small batch producer. The reshaped strategy and business model shifted the adjacent category innovation from a product to a geographical perspective, with export potential to China and possibly the Muslim market. The online sales channel in China has significant export appeal with its deep retail market penetration and rapid growth, but very low current penetration in the beverage category which is forecast for significant growth. Successful export entry into China would establish a potential platform to enter segments of the global Muslim market, a commercially attractive market for premium non-alcoholic beverages. A deeper understanding of the rapidly growing negative consumer perception of artificial sweeteners led to a further innovative opportunity emerging from this project. As a consequence of this intersectional thinking a sub-project to develop a New Zealand natural sweetener based on indigenous plants, fruits or trees commenced. This research project has revealed the new branded premium carbonated soda product range to be a consumer relevant innovation, scalable but not as a straight forward product adjacent category innovation and with export success has the potential to significantly enhance market growth and profitability for DB Breweries. This project is now on a trajectory to be commercialised.</p>

Discussion on How Extension Strategies Works to Prevent Product Sales from Declining

This study aims to investigate effective extension strategies on products during different stages of product life cycle. By evaluating and categorize several existing realistic cases, the study finds that product promotion and product adjustment have been widely used to extend product life cycle. Under these two categories, holding marketing campaigns, targeting new markets, finding new unique selling points, finding new uses, extending product range and providing a new appearance are the main extension and effective strategies that companies widely use.

Designing Methods of Developing Diversification Strategies at Integrated Business Structures

Today's market relations are constantly changing, thus it is difficult for enterprises to retain appeal of the industry taken by them. Winning new markets is a priority for many of them. In this circumstances correctly planned and organized diversification process can foster productivity of company work and its divisions. The key goals of production diversification are the following: to cut market risks, to improve enterprise sustainability and to upgrade efficiency figures. To attain this it is necessary to enter new markets and enlarge product range of goods with high added value, which could raise profitability. The article studies notions, advantages, motives, types of diversification and shows different ways of developing diversification strategy for integrated business structures. The author researched key forms of developing diversification strategy for integrated business structures.

Marketing analysis of the technological equipment market for the Russian logging industry

The results of the analysis of the equipment market for the logging industry in Russia are presented. A literary review of the domestic and foreign equipment markets is presented, the size of the market is estimated, its segmentation is carried out, consumer preferences are identified and characterized. The assessment of the key product range for the industry is carried out, the main foreign competitors are identified and the existing barriers to the entry of domestic products into the market are analysed, as well as ways to overcome them are proposed and justified. The features of the demand for products are analysed, the possibilities of import substitution of currently used logging machines are studied and the ways of their marketing promotion are presented. The directions of further development of forest engineering and the entire forest complex of Russia based on import substitution and ensuring the economic and technological security of Russia are substantiated.