Justification of the marketing program depending on the demand for products and the type of marketing

Introduction

2.2. Construction and justification of the program

Section 3. Development of an action plan for individual elements of the marketing mix and definition necessary resources for each of the elements

3.1. Product development, including research and production organization

3.2. Bringing the goods to the consumer and after-sales service

3.3. Production costs and price

3.4. Promotion program

Section 4. Planning the implementation of the marketing program

4.1. Accounting, analysis and control over the implementation of the program

4.2. Personnel, distribution of responsibility, remuneration and incentives

4.3. Required amount of funding and sources of coverage

Conclusions and offers

List of sources used

Applications

Application No. 1

Application No. 2

Application No. 3

Application No. 4

Application No. 5

Application No. 6

Application No. 7

Introduction

Essence and content marketing activities reflect the objective conditions for the development of the market, which today to a certain extent loses its chaos and falls under the regulatory influence of pre-established economic relations, where a special role is assigned to the consumer. The consumer puts forward his requirements for the product, its technical and economic characteristics, quantity, delivery time, and thus creates the preconditions for the distribution of the market among manufacturers. At the same time, the importance of competition, the struggle for the consumer, increases. All this forces manufacturers to carefully study requests potential consumers and the market that presents high requirements to the quality and competitiveness of manufactured products.

AT modern form marketing is closely related to the management of the commodity market and commodity flows; service market management; capital market management; labor market management; knowledge market management; political market management. Such communication is provided, first of all, due to the study of the needs and opportunities of the respective markets, as well as the competent use by economic (political) structures of the resulting data bank. Marketing as a market-oriented management system that includes an arsenal of the latest techniques and research methods can function most effectively under such conditions as:

1) deep saturation of the market with goods, the excess of supply over demand;

2) a high level of competition between producers for the attention of buyers;

3) free market relations(within the framework of the current legislation), characterized by the ability to choose sales and supply markets without strict administrative restrictions, set prices for manufactured products, conduct commercial activity etc.;

4) the independence of enterprises in determining the goals of their activities, the formation of internal management structures, spending available and borrowed funds, etc.

The first two conditions are imperative, determining the very possibility and necessity of marketing. The remaining conditions ensure the effectiveness of the implementation of the marketing policy at the enterprise. Without these conditions, the firm will not be able to respond flexibly to today's highly volatile and dynamic market. At the same time, it should be emphasized that there is no universal form for organizing work based on marketing, just as there is no single scheme for building marketing work. The form and content of such activities may vary depending on the nature of the economic activity organization and the environment in which it takes place.

It is quite natural that marketing, as well as its program, in agricultural production ( recent times the name “agromarketing” was assigned to this direction) has its own industry features, which we will dwell on in the course of work.

As regards the objectives of this term paper, then they are formulated as follows: using the example of an agricultural company, to show the ability to build a marketing program and organize control over its implementation.

To achieve the goal set in the work, it is necessary to solve three main tasks:

1) Determine the goals of the program;

2) Develop the program itself;

3) Plan its implementation.

Conclusions and proposals will be formulated based on the results of market research and the place of the product offered by the agricultural company. Analysis of the market and marketing situation is carried out on the basis of open information and developments of domestic and foreign scientists in the field of agricultural marketing.

According to a number of domestic scientists and practitioners, there is now an urgent need to create vertically integrated associations in agriculture. The most effective, in their opinion, is the association of agricultural enterprises with processing enterprises and trade organizations, i.e. creation of associations representing a vicious circle: production of products Agriculture, its processing and sale of the final product. The creation of an agricultural holding corresponds to this direction of integration. Our study is devoted to a slightly different program, when on the basis of an agricultural enterprise with an extensive retail network marketing, an agricultural enterprise of a closed or full cycle is created, including the cultivation, fattening of livestock, its further processing and sale.

Section 1. a brief description of enterprises

Closed joint-stock company Agrofirma Voskhod was established in 2003 on the basis of the bankrupt agricultural enterprise LLC Voskhod, which itself arose from the state farm Voskhod in the Pskov region that collapsed in 1998. The company specializes in the cultivation of meat and dairy cattle for the subsequent sale of beef meat to the Pskov City Meat Processing Plant and through an extensive retail network covering seven districts of the region.

The company employs 68 people, including 14 people with higher professional education in the field of various specialties related to agricultural production. Organized training for mid-level personnel, the latest techniques agribusiness and technologies related to the production of meat, milk and semi-finished products from them. The company has a herd of 1200 cows of the Kholmogory breed and 400 cows of the French breed. The farm owns 400 hectares of arable land and about 50 hectares of water meadows.

At the expense of own and borrowed funds, it is planned to expand production in the direction of processing beef meat and manufacturing canned beef stew with seasonings, which are in demand among the population of the Pskov region, over the course of 5 years. Conducted in 2007 with the help of the Novgorod enterprise Myasnoy Dvor, the experiment convinced the management of CJSC Agrofirma Voskhod that the chosen path was correct. Surveys conducted among buyers of experimental products showed that buyers are willing to purchase a domestic product of the meat industry, especially a local one, which is distinguished by both a more affordable price and high taste, moreover, more familiar to Russians than similar foreign samples.

Section 2. Determining the goals of the program and justifying their effectiveness

A marketing program is a system of interrelated tasks and targeted activities that determine the actions of an enterprise for a given period of time for all marketing blocks. Programs provide an opportunity to determine the optimal structure of production, oriented towards obtaining the desired level of profit, allow you to predict alternative actions for favorable, average and unfavorable market conditions and external environment, as well as specific activities aimed at the phased implementation of the intended goals and strategies of the enterprise, create an information base for the adoption of operational management decisions, to control the effectiveness of measures of strategy and tactics.

2.1. Results of product demand analysis

According to the latest capacity Russian market of canned meat increases by an average of 5-10% per year. Even all enterprises in the industry are not able to increase their output so quickly, so every year it is necessary to replace the shortage of supply in this market with imports. The way out is seen in the accelerated establishment of production at agricultural enterprises specializing in the production of meat and semi-finished meat products having sufficient technological base for this.

The main share of the canned meat market is made up of canned beef (49%) and pork (25%). According to many quality indicators, stewed beef is the most acceptable and familiar to the Russian consumer. Recently, the assortment of canned meat has been expanding due to new types.

The volume of sales of canned meat from beef is 3%, from pork - 2%, meat and vegetable canned food - 4-5%, a group of pates - 10%, canned poultry meat - 15%. The growth of canned pork is progressing and in the coming years it will be 1.5 - 2%.

According to experts' forecasts, in the near future, sales of beef stew with protein supplements are most likely to decrease.

The market for meat and vegetable canned food in the coming years may increase by an average of 3-4% per year. This segment of the market, as experts note, can develop more dynamically if the industry launches the production of canned food of new types, which will include non-traditional ingredients.

Hello! In this article we will talk about such an important component of the marketing activities of an enterprise as marketing analysis.

Today you will learn:

• What is a marketing analysis of an enterprise;
• What are the stages marketing analysis organizations;
• What are the methods and types of marketing analysis of the company;
• How to apply marketing analysis by example.

What is marketing analysis

Any activity begins with planning. Planning, in turn, begins with analysis. The marketing activity of the enterprise is fully subject to these rules. Marketing analysis allows you to identify problems and find ways to solve them, provides basic information for making decisions regarding marketing mix.

Without a well-conducted marketing analysis, you run the risk of encountering the following problems:

• Get a product that will not be in demand;
• Meet insurmountable "barriers" when entering the market and when selling products;
• Face overwhelming for you;
• Choose the wrong market segment and product positioning;
• Make wrong decisions on each of the elements.

This is only a small part of the problems that await you if you neglect the marketing analysis of the enterprise.

Marketing analysis of the company – analysis of information obtained as a result of a variety of marketing research to make decisions regarding the marketing mix and the company's behavior in a competitive market.

Marketing research - activities for the systematic collection of information necessary for making marketing decisions.

Marketing research is divided into "field" and "desk".

Field marketing research involves the collection of primary information using one of the following methods:

• Observation of the object of study. You can observe consumers in retail outlets, you can evaluate the display of goods and much more;
• Experiment. For example, changing the price of a product in only one point of sale in order to analyze the elasticity of demand. It is used to determine the influence of any factor on the purchase.
• Interviewing. This includes various surveys (telephone, Internet, mail).

Desk research involves examining existing data. Sources can be both internal information (accounting data, databases, reports, plans) and external information (statistical data, data from marketing, production and trade associations, databases of independent organizations).

The main stages of the marketing analysis of the company

Marketing research and marketing analysis are inextricably linked.

It is possible to represent any analytical marketing activity of an enterprise in the form of four stages of marketing analysis:

1. Marketing research planning. This stage includes setting the objectives of the marketing research, determining the type of research, determining the audience or sources of information, determining the place of research, preparing tools for conducting research, designating deadlines and budgeting;
2. Collection of information. At this stage, there is a direct collection of information;
3. Analysis of the collected information;
4. Interpreting the received data into a report.

When conducting a full marketing analysis of a company, it is necessary to obtain and process information about the internal environment of the organization, the external environment of the organization and the meso-environment of the organization. When analyzing each of the environments, the specialist must go through the stages of marketing analysis described above.

Let's look at what methods and marketing analysis tools are used in the marketing analysis of each environment.

Types and methods of marketing analysis

There are four types of marketing analysis:

• Marketing analysis of the external environment of the organization;
• Marketing analysis of the meso-environment of the company;
• Analysis of internal marketing environment enterprises;
• Portfolio analysis.

We will consider the methods of marketing analysis in the context of the type of marketing analysis in which they are applied. Let's start with an analysis of the external environment of the organization.

Methods for analyzing the external environment of the organization

External environment of the organization - the realities in which the organization operates.

The organization cannot change the external environment (but there are exceptions, for example, oil enterprises).

When analyzing the external environment of the organization, it is necessary to assess the attractiveness of the market. To assess the attractiveness of the market, it is effective to use such a method of marketing analysis as PESTEL-analysis.

Each letter in the name of the PESTEL analysis denotes an environmental factor that can either have a strong influence on the organization or not at all. Let's consider each factor.

P– Political factor. The influence of the political factor is assessed by answering the following questions:

• Is the political situation in the country stable? How does the political situation affect?
• What impact does the tax law have on your business?
• How does social politics states on your business?
• How does state regulation to your business?

E– Economic factor external environment. His assessment involves answering the following questions:

• How does the level of development of the country's GDP affect your business?
• How does the overall economic situation to your business? (economic growth, stagnation, recession or economic crisis)
• How does inflation affect your business?
• How do exchange rates affect your business?
• How does per capita income affect your business?

S– Sociocultural factor requires answers to the following questions:

• How does demographics affect your business?
• How does the lifestyle of citizens affect your business?
• How does the attitude of citizens to leisure and work affect your business?
• How does the social distribution of income between family members affect your business?

T – Technological factor and questions for its analysis:

• What is the impact of government spending on research in your field?
• How does the technological development of the industry affect your business?

E – Environmental factor requires answers to the following questions:

• How protection legislation affects environment to your business?
• How does the volume of extracted natural resources affect your business? (consider those Natural resources that are used in your business)
• How does the quality of extracted natural resources affect your business? (consider the natural resources your business uses)

L- Legal factor and questions to analyze its impact on your business:

• How does this or that law affect your business? (it is desirable to identify those laws that regulate activities in your market).

We recommend that you answer these questions using a scale of -3 to 3, where "-3" has a strong negative impact on the organization, "-2" has a moderate negative impact on the organization, and "-1" has a slight negative impact on the organization. organization, "0" - no impact, "1" - has a weak positive impact on the organization, "2" - has an average positive impact on the organization, "3" - has a strong positive impact on the organization.

As a result, you will get the total impact for each factor. Factors with a positive result have a favorable effect, with a negative – negative. If any factor has a very strong Negative influence, it is necessary to think about the feasibility of doing business in this area.

Methods for analyzing the mesoenvironment of an organization

The mesoenvironment of the organization is represented external factors that have a direct impact on the performance of the organization. The analysis of the meso-environment is aimed at assessing the attractiveness of the market and the level of competition in the market, determining the overall consumer demand.

The tool that most fully reflects the factors influencing the mesoenvironment was invented by Mike Porter and is called the 5 Forces of Competition Model.

Porter's 5 forces model of competition consists of five blocks. Each block is separate factor the impact of a competitive market on your organization.

The central block is “Competitive Environment”. This block contains all the current market players - you and your direct competitors.

You need to define the following competitive environment parameters:

• Major players and their market shares;
• Number of players;
• Level of market development;
• Strong and weak sides your closest competitors;
• Information about the costs of your competitors for various items of expenditure (production, marketing, and so on).

The second block is "The Threat of New Players."

It is represented by the following options:

• Existing market entry barriers (patents, licenses, government regulation, and so on);
• Required initial capital;
• Necessary costs for product differentiation;
• Access to distribution channels;
• Experience of existing companies on the market (the more experience, the less the threat of new players);
• Existing barriers to exit from the market (forfeit, liability to suppliers and consumers).

Third block - "Substitute Goods". Such companies are not your direct competitors, however, with high elasticity of demand, they can pose a big threat.

The parameters for assessing this factor are as follows:

• Degree of consumer loyalty to your product;
• The difference in price between your product and substitute products;
• The level of professionalism of consumers (the more professional the consumer, the weaker the parameter affects);
• The cost of switching to a substitute product.

The fourth block "The Power of Buyers in the Market" which lies in the ability of buyers to dictate their terms of cooperation.

This factor is represented by the following parameters:

• The number of buyers in the market (the fewer buyers, the greater their strength);
• The volume of product purchases by one consumer (the larger the purchase volume, the higher the impact);
• The presence of buyers' unions;
• The breadth of product selection (the greater the choice, the greater the power of influence).

The fifth block is presented the power of suppliers in the market.

The parameters for assessing this factor will be as follows:

• The degree of complexity of the transition from one supplier to another;
• The volume of purchases from one supplier;
• Availability of companies to replace existing suppliers;
• The degree to which the quality of raw materials affects your business.

Write down the data you have for each parameter, analyze the information and give points from "-3" to "3", depending on the degree of influence of each parameter. The extreme values ​​"-3" and "3" indicate a strong threat and a positive impact of the parameter, respectively, "0" means that the parameter does not affect your business. The total value of the factor will allow you to see the most "dangerous" factors, the influence of which must be neutralized in the near future.

Analysis of the organization's microenvironment

Analysis of the microenvironment of the organization is carried out to identify the strengths and weaknesses of your business. For this purpose, such an analysis tool as "Chain of Values".

The value chain displays all business processes that are implemented in the organization. Business processes are divided into main (during which production and distribution of products take place) and auxiliary (which provide the main activity with everything necessary).

We will not dwell on this model in detail, since it is quite simple. Let's depict it in the form of a table, where we denote all the business processes that need to be evaluated. The rows indicate auxiliary business processes, the columns - the main ones.

Supply of auxiliary products and resources that are not related to the main production (for example, soap in the office)
Research and Development (R&D)
Organizational Structure Management
Human resource management
Incoming logistics (raw materials, materials, equipment)	Primary production	Outbound Logistics - Product Distribution System	Marketing and Sales	After-sales service and maintenance

Assess every business process in your organization and you'll see where your product's key value is produced and what makes your product special. Those business processes that give your product more value are the most developed and have a positive impact on competitiveness - strengths your organization, the rest are weak.

Interim Analysis

SWOT -analysis represented by a combination of environmental factors of the organization (direct and indirect impact). SWOT-analysis is a matrix, the opportunities and threats of the external environment are displayed vertically, and the strengths and weaknesses of the organization itself are displayed horizontally. We will depict it for greater comfort.

		Strengths			Weak sides
		1	2	3	1	2
Capabilities	1
	2
	3
Threats	1
	2
	3
	4

We received opportunities and threats as a result of PESTEL analysis, and weaknesses and strengths - as a result of using the Porter's 5 Forces of Competition and Value Chain models, we write them out in columns and rows.

As a result, at the intersection of external and internal environment we have to write the following solutions:

• Intersection of strengths with opportunities: how strengths can be used to achieve opportunities;
• Intersection of strengths with threats: how can we use strengths to neutralize threats;
• Intersection of weaknesses and opportunities: how to overcome weaknesses using opportunities;
• The intersection of weaknesses and threats: how to minimize the impact of threats.

Business Portfolio Analysis

After we have researched the market and the company, we can evaluate the various lines of business of the organization or, more simply, the products it produces.

On the this moment there are a fairly large number of different methods of portfolio analysis analysis, but the simplest and most popular of them - matrix BCG . Let's immediately visualize this tool.

		Relative market share
		high	Low
Market Growth Rate	High	"Star"– products with high sales growth rates and a large market share. At the same time, it requires large investments, which makes the profit from the product negligible.	"A dark horse"– products with a small market share, but high sales growth rates. Strategy – investment or disposal
	Low	"Milch cow". These products have a large market share and high profit, however, have low sales growth rates. Strategy - redirect funds received from "cows" to other business units	"Dog"- products with low sales growth, small market share, low profits. The strategy is getting rid

Thus, we identified the most promising products in the range and chose a strategy for each of them.

The second component of portfolio analysis is staging life cycle each product range . This analysis allows you to select a product marketing strategy and eliminate unprofitable products.

Most often there are four stages:

• Product birth or market entry. These products are new to the market, have consistently positive sales growth rates, but either have no profit or have a negative profit. As a rule, such a product has few competitors;
• Growth. Products at this stage of the life cycle have the highest sales growth rates, but almost no profit. The competition at this stage is quite high;
• Maturity. The phase of the life cycle, when sales growth rates are falling, and profits and the level of competition in the market reach their maximum values;
• recession. Sales growth rates are approaching zero, profits are declining, and there are practically no competitors.

Marketing analysis of the enterprise on the example of the company "Gruzovichkof"

Let's analyze the activity of one of the real Russian companies. On the example of the cargo transportation company "Gruzovichkof". At the same time, we will be able to see how to correctly understand and read the marketing analysis of the enterprise.

Stage 1. We start with a PESTEL analysis, that is, we describe only the influencing factors (by questions) and put points. At the same time, we reduced the number of influencing factors by excluding the economic one, since it does not have any influence at all, and by combining the political and legal ones, since they are closely interconnected in this industry.

Political and legal: -1 Restriction of entry into Moscow for cars with a carrying capacity of more than 1 ton (a special pass is required); +2 The need to confirm a license for cargo transportation; +1 The need for regular technical checks of the car; -one Difficulty buying technical support in connection with the sanctions; -2 Prohibition for use in Russia motor fuel low ecological classes. -one	Economic: -4 The economic crisis in the country; -one Change in oil prices; -2 Volume industrial production, wholesale and retail(in the provision of cargo transportation services for legal entities). -1
Sociocultural: 0 A decrease in per capita income has a negative impact on demand; -2 The increase in the movement of the population within the country will cause an increase in demand for freight transportation services. +2	Technological: +4 The appearance of equipment that plots the route and calculates the cost of the trip; +2 Possibility of non-cash payment and ordering services via the Internet. +2

As we can see, the technological factor has the greatest positive impact, and the economic one has the negative one.

Stage 2. Conducting analysis using Porter's 5 Forces of Competition model.

We paint the parameters for each factor and put down points. Within a report, it's best to do this in a table.

2. Entry and exit barriers "+9" Initial capital for the purchase of a vehicle fleet and auxiliary equipment; +2 Obtaining permission to enter the city; +3 Obtaining a license for cargo transportation; +2 Money loss. +2	3. Substitute products "0" Railway transportation of goods. 0
1. Level of competition "0" Highly competitive market, the most dangerous competitor is Gazelkin (38%); -2 A large number of companies with a small market share; 0 The market has not reached full saturation. +2
4. User power "-4" The consumer has a fairly wide choice (high competition); -3 Consumers have their own cars, which increases the demands on the company, as in many cases it is easier for them to abandon services in favor of self-moving. -one	5.The strength of suppliers "-5" Cooperation with the only automobile plant "GAZ" may cause difficulties in the transition; -3 Agreements with filling stations hinder the transition to the use of other fuels. -2

Thus, the strength of suppliers and the strength of consumers have the greatest negative impact.

Stage 3. Conducting analysis through the application of the "Value Chain" model.

For Gruzovichkof, it will look like this:

The infrastructure of the company includes a financial department, a planning department, an accounting department, a purchasing department, a logistics department (purchasing), a repair bureau
Personnel management includes the process of attracting, hiring, monitoring and motivating staff
Technological development: the use of the latest navigation systems in the work, the passage of daily technical inspection cars
Logistic support of the main production: supply of cardboard packaging from the supplier, contract with gas stations, purchase of additional equipment from the supplier (navigation systems)
Buying cars from a dealer. Parking of cars in the company's fleet, storage of cardboard packaging in a warehouse	The main product is a freight forwarding service. The main elements of the product are: the technical component (car and complementary equipment) and contact personnel (driver, loaders)	Distribution of products takes place through telephone connection and online orders. The service is provided at the time and place specified by the customer	promotion: paper advertising media(posters, flyers), billboards, TV-advertising, radio-advertising, Internet-advertising	Service: additional service - movers; selection of the car of the required format

Stage 4. Conducting a SWOT analysis, as a result of which we will receive general results and conclusions for all three analyzes.

We write out the strongest threats and opportunities from the PEST analysis and highlight the strengths and weaknesses based on the analysis using the Porter's 5 Forces of Competition and Value Chain models. We get a small plate.

Strengths: 1. High speed machine feed 2. Large (diverse) fleet of vehicles 3. Low prices (compared to competitors) 4. Availability additional services(loading, packaging) 5. Availability of permission to enter the city

Weak sides: 1. Old cars 2. Long wait for dispatcher response 3. Complicated online ordering process

Threats: 1. Difficulties in connection with the Federal Law "On transport and forwarding activities" 2. Economic crisis 3. Rising fuel prices 4. Lack of need for the service due to the presence of a car in almost every family

Capabilities: 1. Reducing the level of competition in connection with the release of the law "On the restriction and control of the import of goods into the city" 2. Increased demand due to rising real estate prices, increased mobility of the population, fashion for holidays in the country 3. Emergence of new technologies We build a matrix and write solutions at each intersection. In the future, from these decisions you will form an enterprise development strategy

On this, the general marketing analysis of the enterprise is over and we can summarize.

As a result of marketing analysis, we received:

• Full assessment of the attractiveness of the industry (market);
• Evaluation of the position of our company in this market;
• Revealed competitive advantages our product (company);
• Determined ways to apply our competitive strengths against competitors;
• Identified the main competitors, their strengths and weaknesses;
• Assessed the level of competition in the market;
• We received an information base to determine the future strategy of the organization (marketing strategy).

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Marketing is a system of regulatory management, as well as research activities, which is aimed at effectively bringing a variety of goods from the sphere of production to end consumers. At the same time, the goal of marketing is to fully satisfy all the needs of buyers, thereby obtaining a profit for the seller.

It should be noted that marketing activity begins with:

· Analytical, informational research. As a rule, current, strategic planning is carried out on their basis.

· Formation of channels for the movement of products from producers to consumers. This involves resellers.

· Developing a program for a new product and its introduction to the market.

Market demand research is at the beginning of any marketing cycle. This means that it is impossible to carry out managerial marketing activities without knowing the situation that has developed in the market. It is also impossible without identifying patterns and trends in the functioning of the market mechanism.

Where to get money to start own business? This is the problem faced by 95% of new entrepreneurs! In the article, we have revealed the most relevant ways to obtain start-up capital for an entrepreneur. We also recommend that you carefully study the results of our experiment in exchange earnings:

The purpose of marketing research of demand is to ensure complete "transparency" of the market, that is, to obtain the most reliable information regarding its development, general condition, and ensuring the predictability of subsequent stages of development.

Marketing research is a process or function that brings together consumers and buyers with the help of information that is needed to:

Evaluation, improvement, development of marketing activities;

Identification of marketing problems, opportunities;

ensuring the implementation of marketing as a process;

control of marketing implementation.

In essence, marketing research is a display, systematic collection, analysis of data on various types of marketing activities. Any marketing research is carried out from the following positions: assessment of any marketing parameters for a specific time point, as well as forecasting the values ​​of these parameters in the future. Most often, such assessments are used in the development of strategies, development goals of the organization, as well as its effective marketing activities.

Organizations commissioning marketing research or conducting it themselves must necessarily receive information about what exactly to sell and to whom, how to stimulate sales, and also what is of decisive importance in the case of fierce competition. As a rule, the results of the study predetermine the change in the goals of modern companies.

In-depth interview a semi-structured personal conversation between the interviewer and the respondent in a form that encourages the latter to give detailed answers to the questions asked.

Distinctive features

The interview takes place in the form of a free conversation on a topic of interest to the researcher, during which the researcher receives from the respondent very detailed information about the reasons for his actions, about the attitude to various issues.

Technology

Preparing the Structure of the Conversation. Before starting a series of interviews, the researcher prepares a plan according to which the interview will be conducted. Unlike a regular survey, an in-depth interview plan is simply a list of questions on which the interviewer needs to get the opinion of the respondent.

Selecting respondents and conducting interviews. After preparing the interview plan, respondents are selected and the interviews themselves are conducted. The duration of an in-depth interview can be from half an hour to several (2-3) hours, depending on the complexity of the topic, as well as the number and depth of the issues being studied. As a rule, in-depth interviews are conducted in a special room with a neutral environment and good sound insulation, in order to avoid any external interference. The interview is recorded on audio and / or video equipment to facilitate subsequent interpretation and analysis of the data, and also in order not to lose important information.

Processing the results of the interview and compiling an analytical report. After the interview is completed, its audio and/or video recording is processed, as a result of which the researcher receives the full text of the entire interview. Based on these texts and the impressions of the interviewer, an analytical report is compiled.

Interviewers

The success of an in-depth interview largely depends on the professionalism and personal qualities of the interviewer. To conduct an interview, you need a qualified specialist, preferably with a psychological education. He must have the skills to establish contact with people, a good memory, the ability to quickly respond to non-standard answers, and patience. During the interview it is impossible to exert psychological pressure on the interviewee, to argue with him.

Application

As a rule, in-depth interviews are used to solve the same tasks as focus groups, namely:

• study of consumer behavior, their attitude to goods, companies, brands;
• development of new products, evaluation of the concept of a new product (its packaging, advertising campaign etc.);
• obtaining preliminary consumer reactions to various marketing programs.

An in-depth interview should be used instead of a focus group in the following cases:

• the topic of the interview involves the discussion of purely personal topics (personal finances, diseases);
• interviews are conducted with representatives of competing organizations who do not agree to discuss this topic in a group;
• a topic is discussed in which there are strict social norms, and the respondent's opinion may be influenced by the response of the group (paying taxes, etc.);
• it is impossible to collect all respondents in one place and at one time (the respondents are small, distant from each other and/or very busy).

Advantages and disadvantages

Main disadvantages methods of in-depth interviews are associated with the difficulty of finding interviewers. First, conducting in-depth interviews requires skilled professionals who are not easy to find. Further, the quality of interview results is strongly influenced by the personality and professionalism of the interviewer. And, finally, the complexity of processing and interpreting the data obtained during the interview, as a rule, requires the involvement of psychologists for their analysis.

Advantages. With the help of in-depth interviews, you can get more complete information about a person’s behavior, about the reasons for such behavior, his deep motives, which is not always possible in a focus group where respondents put pressure on each other and it is difficult to determine who exactly gave this or that answer.