Modern Russian advertising: strengths and weaknesses. Weaknesses and strengths of mobile advertising Strengths and weaknesses of advertising

02.12.10

SWOT is an acronym for Strengts (strengths), Weaknesses (weaknesses), Opportunities (opportunities) and Threats (threats). The internal environment of the company is reflected mainly in S and W, and the external environment in O and T. SWOT analysis is a stage in the development of a marketing strategy

The SWOT analysis methodology involves, firstly, identifying the internal strengths and weaknesses of the company, as well as external opportunities and threats, and, secondly, establishing links between them.

SWOT analysis helps answer the following questions:

Does the company use internal strengths or differentiating advantages in its strategy? If the company does not have distinctive advantages, what potential strengths could be?
- Are the weaknesses of the company its vulnerabilities in competition and / or they do not give the opportunity to use certain favorable circumstances? What weaknesses require adjustment based on strategic considerations?
- what are the opportunities that give the company a real chance of success when using its skills and access to resources? (opportunities without ways to realize them are an illusion, strong and weak sides firms make it better or worse equipped to take advantage of opportunities than other firms).
- what threats should the manager be most concerned about and what strategic actions should he take for a good defense?

The table provides examples of the main factors that should be taken into account in a SWOT analysis.

Potential internal strengths (S):

Potential Internal Weaknesses (W):

Clearly demonstrated competence

Loss of some aspects of competence

Adequate financial sources

Unavailability of funds needed to change the strategy

The high art of competition

Market art is below average

Good understanding of consumers

Lack of analysis of consumer information

Recognized market leader

Weak market participant

Clearly articulated strategy

Lack of a clearly defined strategy, inconsistency in its implementation

Use of economies of scale in production, cost advantage

High cost of products in comparison with key competitors

Own unique technology, best production capacity

Outdated technology and equipment

Proven reliable management

Loss of depth and control flexibility

Reliable distribution network

Weak distribution network

High art R&D

Weak position in R&D

Weak promotion policy

Potential External Opportunities (O):

Potential external threats (T):

Ability to serve additional consumer groups

Weakening market growth, adverse demographic changes entering new market segments

Expanding the range of possible products

Increasing sales of replacement products, changing tastes and needs of customers

Complacency of competitors

Raging competition

Reduction of trade barriers in entering foreign markets

The emergence of foreign competitors with low-value goods

Favorable shift in exchange rates

Unfavorable shift in exchange rates

Greater availability of resources

Strengthening supplier requirements

Relaxation of restrictive legislation

Legislative price regulation

Easing business volatility

Sensitivity to the instability of external business conditions

The classic SWOT analysis involves determining the strengths and weaknesses in the company's activities, potential external threats and favorable opportunities and their assessment in points relative to industry averages or in relation to data from strategically important competitors. The classic presentation of the information of such an analysis was the compilation of tables of strengths in the activities of the company (S), its weaknesses (W), potential favorable opportunities (O) and external threats (T).

Final SWOT matrix looks something like this:

At the intersection of SW with OT, an expert assessment of their mutual influence in points is put down. The total score for rows and columns shows the priority of taking into account one or another factor in the formation of a strategy.

Based on the results of the SWOT analysis, a matrix of strategic measures is compiled:

SO- activities that need to be carried out in order to use the strengths to increase the company's capabilities;
WO- activities that need to be carried out, overcoming weaknesses and using the opportunities presented;
ST— activities that use the strengths of the organization to avoid threats;
wt— activities that minimize weaknesses to avoid threats.

Rules for conducting a SWOT analysis

In order to avoid possible mistakes in practice and get the most out of a SWOT analysis, you need to follow a few rules.

If possible, specify the scope of the SWOT analysis as much as possible. When conducting an analysis covering the whole business, its results are likely to be too general and not useful for practical application. Focusing the SWOT analysis on the position of the company in the context of a specific market/segment will give much more useful results for practical application.
Be correct when assigning one or another factor to strengths/weaknesses or opportunities/threats. Strengths and weaknesses are internal features of the company. Opportunities and threats describe the situation on the market and are not subject to the direct influence of management.
SWOT analysis should show the real position and prospects of the company in the market, and not their internal perception, therefore, strengths and weaknesses can be considered as such only if they (or their result) are perceived in this way external buyers and partners. They must correspond to objectively existing differences between the company's products and competitors. It is necessary to rank strengths and weaknesses in accordance with their importance (weight) for buyers and only the most important ones should be included in the SWOT analysis.
The quality of a SWOT analysis directly depends on objectivity and the use of diverse information. It is impossible to entrust its implementation to one person, because the information will be distorted by his subjective perception. When conducting a SWOT analysis, the points of view of all functional divisions of the company should be taken into account. In addition, all identified factors must be confirmed by objective facts and research results.
Long and ambiguous wording should be avoided. The more specific the wording, the clearer will be the impact of this factor on the company's business now and in the future, the more practical the results of the SWOT analysis will be.
SWOT Analysis Limitations

SWOT-analysis is only a tool for structuring the available information, it does not give clear and clearly formulated recommendations, specific answers. It only helps to visualize the main factors, as well as to evaluate, as a first approximation, the mathematical expectation of certain events. Formulating recommendations based on this information is the analyst's job.

The simplicity of the SWOT analysis is deceptive; its results are highly dependent on the completeness and quality of the source information. SWOT analysis requires either experts with a very deep understanding of the current state and trends of the market, or a very large amount of work in collecting and analyzing primary information to achieve this understanding. Errors made in the formation of the table (inclusion of unnecessary factors or loss of important ones, incorrect assessment of weight coefficients and mutual influence) cannot be identified in the process of further analysis (except for very obvious ones) - they will lead to incorrect conclusions and erroneous strategic decisions. In addition, the interpretation of the resulting model, and therefore the quality of the conclusions and recommendations, is highly dependent on the qualifications of the experts conducting the SWOT analysis.

History of SWOT Analysis

The pioneer of the direction strategic analysis, aimed at finding a balance between the resources and capabilities of the company with the factors and conditions of the external environment, is considered Kenneth Andrews (. He developed a model that became the prototype of the SWOT analysis. This model is based on four questions:

What can we do (strengths and weaknesses)?
What would we like to do (corporate and personal values)?
What could we do (opportunities and threats of external environmental conditions)?
What do others expect of us (intermediary expectations)?

The answers to these four questions served as the starting point for the formation of the strategy.

SWOT analysis in his modern form appeared thanks to the work of a group of scientists at the Stanford Research Institute (SRI): R. Stewart (research leader), Marion Dosher, Otis Benepe and Albert Humphrey (Robert Stewart, Marion Dosher, Dr Otis Benepe, Birger Lie, Albert Humphrey). Exploring the organization strategic planning in Fortune's 500 companies (the study was conducted from 1960 to 1969), they eventually came up with a system they called SOFT: Satisfactory, Opportunity, Fault, Threat. Subsequently, the moddel was modified and renamed to the SWOT presented above.

Product (What do we sell?)
Processes (how do we sell?)
Buyers (to whom do we sell?)
Distribution (how does it reach customers?)
Finance (what are the prices, costs and investments?)
Administration (how do we manage it all?)

Based on the factors identified during the analysis, strategic decisions were further made.

“We do not use mobile advertising at all or its role is minimal,” said a third of advertisers who participated in a recent survey Russian branch IAB. And for the remaining two-thirds, it is just a field for experiments. And only a few, by the way, working today in the FMCG industries (Geoffrey Moore would call them “visionaries”) answered that mobile advertising is an unconditional priority in the digital strategy. The diagram of the distribution of the average budget by interactive advertising tools illustrates this situation well.

Average interactive advertising budget structure by instrument

Source: IAB, Russia

However, Western marketers consider it banal to claim that mobile advertising is a driver of consumer demand growth. According to them, the task of marketers is not to decide whether to invest in mobile marketing or not. Their task is to understand how to use the strengths of the mobile segment as a marketing platform for the most effective promotion your brand. What is their confidence based on?

Here are some numbers. According to Cisco forecasts, mobile traffic is growing exponentially and will continue to grow, at least until 2018.

Where there is traffic, there are devices for receiving it. Here is another forecast, this time by the consulting company Deloitte regarding the level of sales of electronic devices.

As you can easily see, the share of smartphones in sales in 2012 has already caught up with the share of TVs, and then you can see for yourself.

These and similar forecasts of reputable companies have become the basis of marketers' confidence. developed countries in the big perspectives of the small screen. Ours are still cautious. Meanwhile, judging by the baseline, Russia looks good against the general background. Here is the data from a survey conducted in 2013 by the same Deloitte company.

Question: What smartphone features do you use most often?

Answer options: wifi, mobile communication(in other words, calls and sms), another.

And here are the results: the share of Wi-Fi in Russia is 53%, the same in France, a little more in Germany - 59%, and in Japan a little less - 50%, in a word, we are by no means behind the circle, but are in the middle of the peloton .

Source: Deloitte

And after all, it cannot be said that Russian marketers do not feel the situation - they are just being cautious. When asked in the IAB survey if they agree with the statement that in a few years the bulk of online advertising will go to smartphones and tablets, most of them said yes, they agree. And if so, then think about how to build advertising campaigns given these "newly discovered circumstances", it is necessary now.

Here are the questions the researchers at Millward Brown say will help mobile ads drive brands and not become a budget black hole:

Where and in what situations can mobile advertising influence people's behavior?
How to engage gadget owners in interacting with mobile advertising, i.e. make it really interactive?
How to achieve superiority over competitors in working with your target audience?
How to build an advertising campaign strategy in a multi-screen environment?

There is no doubt that the researchers different countries will strive to answer these questions that interest their customers. In fact, they have already begun to do so. Here is just one of them - Getting Mobile Right, in which its authors - Millward Brown - have combined a number of their latest projects.

Daily watch time, USA, min.

Source:

As it is easy to see, mobile gadgets have already “beaten” the TV in terms of viewing time, and whether there will be more ... And here is a diagram showing what time of day people use this or that device more actively.

Source: Millward Brown's AdReaction 2014, Marketing in the Multiscreen World

The behavior of the curves is easily explained. Smartphones are versatile, so they are used all day for a variety of purposes. Tablets are a means of entertainment (social networking, watching movies, etc.), primarily on the road, i.e. outside a stationary place - at home or office. Therefore, it is difficult to single out any time of day, but the intensity of their use is always lower than that of smartphones.

Laptops are used intensively, but mostly during the working day. They work for them, shop online, and so on.

Televisions are used for entertainment and as a "background". This happens most often at home at the end of the day.

Of course, not only the time of day matters, but also the situation of using this or that device: place and purpose. There may be surprises here. For example, here is how the distribution by place of use of mobile devices (smartphone, tablet) for shopping looks like.

Where do people use mobiles for shopping?

Source: Millward Brown Digital's Retail Study 2013

As you can easily see, the vast majority of purchases are made from home, although it would seem that mobile phones are designed to be around everywhere. But the usual logic does not work here, as, indeed, in many other cases.

We will not open America if we say that access to social networks- This is an important, if not the most important function of a smartphone. Three-quarters of Americans aged 18-44 do it daily. “We communicate,” is what respondents usually say about the purpose of connecting to Facebook, Instagram or other social networks. But can you be more specific? Data from the Getting Mobile Right study shows that while in a store, more than half of social media users search for the right product there or seek feedback from friends. It is unlikely that, being at home, they are busy with the same thing.

Print media devices	Advantages	disadvantages
local press	Broad market coverage Prompt order fulfillment Easy planning High frequency of release/contact Relatively cheap Re-posting of the same promotional materials Creating local images	The audience reads such press selectively Short term of validity Low degree of attention Excessiveness of such media Poor quality of reproductions
National press	Large print runs Many creative advertising opportunities Attractive to audiences of all income levels Relatively cheap with national reach Possibility of private re-advertising Audience/territory selective	The audience reads such press selectively Short period of validity Poor quality of reproductions Low degree of attention Information “plugs”
Consumer magazines	Large print runs Audience/territory selectivity High reproduction and color reproduction quality Relatively long service life and reading in comfortable conditions Good audience segmentation High content informativeness Allows to include sales promotion elements	High cost Long gap between releases Information “traffic jams”
Specialized magazines	Good audience segmentation Short lead time Potential for high information content and good ad content	Information "plugs" Possibility of simultaneous advertising of competitors' products
Leaflets	Low production and distribution costs Full coverage of target audiences	Bad image Distribution abuse Short term attention grabbing
Tabs in free newspapers and magazines	Relative cheapness A convenient way to advertise the "immediate reaction" category	Short duration May be seen as a low image remedy
posters	Cheapness Targeted impact on competitive territories/groups Long-term exposure (public transport)	Short exposure time Poor image Information traffic jams Difficulties in audience segmentation
Billboards	High impact Low cost and wide readership Long exposure	Brevity of the contract Content-limited message, unsuitable for complex advertising Need to install a large number of billboards Increased demand for creativity to create the necessary impact
A television	Possibility of high creativity and strong impact (sound, visual, etc.) Positive in terms of image Attractive to audiences of all income levels Relatively cheap for national coverage High frequency of showing the same material Selective by audience/territory Providing a high degree of attention	Relatively high production and display costs Short lifespan Information jams Difficulty sustaining attention for a long time
commercial radio	Large local audience Local recognition Flexible deadlines(advertising delivery) Good audience segmentation Ability to send repeated messages	Production can be costly Audio-only messaging Information jams Transience of message impact Low attention grabbing (audience easily distracted)
Cinema	Possibility of audience or mass market segmentation Often provides the right contact Potentially high creative impact through light, visuals, big screen, sound	Relatively high production and display costs Competitive promotional materials can be shown Transience of message impact Difficulty in identifying audience profiles
Work shop	Specialization by types of tourism or destinations (inbound, outbound, domestic)	Narrow specialization
Internet	Global impact Immediacy Large number of creative options to develop Direct response and audience profiling possible	Short duration Cost of creativity and website development Low focus Difficulty in achieving focus
Direct mail	Implementation tracking Use of pre-prepared mailing lists Audience/territory selectivity Rich informational content	Relatively high production costs, as well as the formation and maintenance of databases Potentially bad image
Exhibitions/professional fairs and shows	Large target audience Simultaneously reach a large number of customers Attract new customers and maintain relationships with existing ones	High participation and staff costs Information traffic jams
Sponsorship and participation in events	Opportunity to reach attractive segments or the mass market Ensures the credibility of one's messages and takes advantage of the reflected (foreign) success Potential for unconventional attention-grabbing, strong impact on the audience Creating company awareness	Relatively high costs Flickering of celebrities and lack of control over the actions of other participants Expensive time to form relationships and connections with partners Difficulty in assessing the impact
External environment as a media tool	Good reach Good segmentation potential Great creative possibilities	Creativity is constantly being questioned May have difficulty with focused work
Placement of products at points of sale, merchandising in stores	Relatively low costs Strengthening the advertising message Encouragement to stock exactly your product	Working with consumers who are ready to make a purchase

Topic 12: Planning your own advertising campaign.

Purpose of the lesson:

Issues for discussion:

6. Name the similarities and differences between social and commercial advertising.

10. Definition and features of tourist advertising in transport.

Methodology of the lesson:

4. Summing up.

Practical tasks

2. Based on the previously obtained data, students should prepare an advertising campaign plan.

Homework:

6. Study the information material on the types of advertising.

7. Prepare a comparative analysis various kinds advertising.

Literature:

Most travel agencies in Almaty pay great attention to advertising (ads in teletext, print media, advertising programs on television, distribution of business cards, advertising in telephone directories, a sign at the entrance). Analyzing this data, "JAB-Travel" at the first stages of activity decides to pay advertising is of great importance. Agency "JAB-Travel" decided to advertise to "Almaty" TV company. Almaty TV Company offered us air placement in the weekly, morning, afternoon or evening Reklama block, which goes on the air 12 times a day.

-Price including VAT

-Included story production cost

- The TV channel broadcasts in all Alma TV packages.

And also "JAB-Travel" decided to place its data in the directory of goods and services "Our City". Which attracted us.

A login that looks like this:

will work for you all year long!

Accommodation	Price	Placement period
Standard company information (company name, type of enterprise, legal form, address, telephone, fax (up to 2 numbers in total), e-mail, Web site)	For free	Constantly
Placement in an additional section Standard company information	1 000 tenge	1 year
Short description company activities	1 000 tenge	1 year
Additional telephones or faxes (up to 2 numbers), Address clarification (corner of the Street)	1 000 tenge	1 year
Frame	3 000 tenge	1 year
Logo + frame (logo height 1cm)	7 000 tenge	1 year
Logo + frame (logo height 1.5cm)	10 000 tenge	1 year

-Price including VAT

Topic 13: Preparation of a plan for exhibition events.

Purpose of the lesson:

1. Having considered all the stages of the participation of a tourist enterprise in the work of exhibitions, prepare a plan for exhibition events (using the example of tourist exhibitions KITT - 2001-8)

Issues for discussion:

3. What is a brief? Name the permanent sections of the brief.

4. List the main stages of the advertising campaign planning process.

6. What does the development of the concept of an advertising campaign include?

Means of education:

Methodology of the lesson:

1. Survey of students on the topic

2. The study of information material based on the journals "Tourist business, Tourism, hunting, fishing, etc."

3. Control of students' knowledge based on tests

Practical tasks

1. Describe the stages of participation in exhibition events of a travel company.

2. Justify in detail the participation of your travel company in the exhibition

3. Prepare detailed plan:

Before exhibition works;

Works during the exhibition;

After the exhibition work of the tour company

Homework:

1. Complete the assignment with further protection and surrender.

Literature:

4. Allwood, Montgomery et al. Exhibitions: planning and design Moscow 1983.

The preparation and holding of the exhibition includes the following main stages:

1. Making a decision to hold an exhibition. Depending on the nature of the exhibition, its tasks and features
exhibitors, the decision to hold it can be made at the government level, local government
or the highest management body of a large firm.

When organizing a commercial exhibition, an important factor in making a decision to hold is the marketing study of the demand for exhibition services from potential exhibitors and the conjuncture of the exhibition services market as a whole.

2. Official announcement of the exhibition, indicating the goals, main topics, deadlines for submitting applications and work
exhibitions, etc.

3. Formation of the management structure for the preparation and holding of the exhibition.

4. Acceptance of applications for participation in the exhibition.

5. A complex of preparatory organizational and technical measures. The main steps here are:

♦ distribution of exhibition space among exhibitors;

♦ sending to the participating companies copies of the plans of the exhibition premises with a clear drawing of the plan of the exhibitor's stand;

♦ payments for the allocated space and material resources, determination of the amount of advance payments;

♦ development transport instructions(destination stations are determined with indication of their codes for various types of cargo
etc.).

6. Installation of exposure.

7. Grand opening exhibitions and official inspection.
At the opening of international industry exhibitions, the deputy head of government or the minister of the relevant industry is present, the ambassadors of the participating countries are invited
rates.

8. Opening of the exhibition for visitors. This is usually the next
day after the official opening. Many exhibitions first
half of the day is open to professionals and representatives of the business community, and the second - to the general public.

9. Security work program Exhibitions.

10. Official closing of the exhibition.

11. Dismantling of the exhibition display. Distribution, sale,
gratuitous transfer of exhibits and equipment or their return transportation.

12. Summing up by the organizing committee of the results of the exhibition in terms of achieving the set goals (number of visitors, volume
concluded contracts, etc.).

LITERATURE

1. Aleshina I.V. Corporate image. Marketing. 1998 No. 1. p.50

2. Antipov K.V., Bazhenov Yu.K. Public relations. Moscow: Dashkov i K, 2002.

5. Volkov I.M. Fundamentals of economics and organization of advertising activities. Theoretical provisions and practical advice for service businesses. M.: Publishing House of Moscow State University, 1995.

6. Golman I.A., Dobrobabenko D.S. advertising practice. Novosibirsk: Interbruk, 1991.

9. Durovich A.P. Marketing in entrepreneurial activity. Minsk: Finance, Accounting, Audit, 1997.

10. Durovich A.P. Marketing in tourism. Minsk: New knowledge, 2003.

14. Ismaev D.K. Marketing of foreign tourism in the Russian Federation. M.: Luch, 1998

16. Kotler F., Bowen J., Makenz J. Marketing. Hospitality and tourism. M.: UNITI, 1998

17. Kritsotakis Ya.G. Trade fairs and exhibitions. Technique of participation and communication. M .: "Os-89", 1997

18. Morozova I. Compiling slogans. M.: RIP-holding, 2001.

20. Nazarenko L.F. Exhibitions as a marketing tool. Moscow: Filin, 1997

21. Pankratov F.G., Seregina T.K., Shakhurin V.G. Advertising activity. M.: Inform.-introduced. Center "Marketing", 2002

26. Smirnova M. He who cannot smile should not open a company. Five Stars. 1997. S.22, 28.

28. Spitsyn I.O., Spitsyn Ya.O. Bank marketing. Ternopil: Tarneks, 1993

31. Office encyclopedia. Comp. I.V. Samykina. M.: BINOM, 1995

32. Yankevich V.S., Bezrukova N.L. Marketing in the hotel industry and tourism. M.: Finance and statistics, 2002.

35. Allwood D, Montgomery B. Exhibitions. Planning and design. Novosibirsk, 1991

36. magazine "Marketing in Russia and abroad", 2001-2004.

7. What are the positioning strategies?

4. Compare the methods of calculating the advertising budget known to you.

Zverintsev A.B. Communications Management: A PR Manager's Workbook. M.: Glossary, 1998.

Blazhnov E.A. public relations. An invitation to the world of civilized market and social relations. M., 1994.

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Modern Russian advertising: strengths and weaknesses. Weaknesses and strengths of mobile advertising Strengths and weaknesses of advertising

Average interactive advertising budget structure by instrument

Daily watch time, USA, min.

Where do people use mobiles for shopping?

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