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инновациялар
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–
Society and innovations
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Marketing role in management of modern business
Sanjar SABIRJONOV
1
, Javoxir XOLDAROV
2
Tashkent financial institute
ARTICLE INFO
ABSTRACT
Article history:
Received February 2021
Received in revised form
28 February 2022
Accepted 20 March 2022
Available online
15 April 2022
Today marketing has become one of the main tools of
strategic business management. The article defines the
importance of marketing for management a company in modern
conditions. The article shows trends of consumer’s behavior
and changes of market’s segments, also she demonstrates
deficiencies of management of business and internal functional
organization of processes. At the end the author describes main
marketing approaches and solutions by management of
business.
2181-
1415/©
2022 in Science LLC.
https://doi.org/10.47689/2181-1415-vol3-iss3/S-pp
This is an open access article under the Attribution 4.0 International
(CC BY 4.0) license (https://creativecommons.org/licenses/by/4.0/deed.ru)
Keywords:
marketing,
behavior of consumer,
segmentation of market
marketing policy
management of business
synergy,
cycles of development of the
company,
marketing technologies,
competition,
demand.
Zamonaviy biznesni boshqarishda marketingning ahamiyati
ANNOTATSIYA
Kalit
so‘zlar
:
marketing,
iste
’
molchining xulq-atvori,
bozor marketing
siyosatining
segmentatsiyasi,
biznes sinergiyasini
boshqarish,
kompaniyaning rivojlanish
davrlari,
marketing texnologiyalari,
raqobat,
talab.
Bugungi kunda marketing biznesni strategik boshqarishning
asosiy vositalaridan biriga aylandi. Maqolada zamonaviy
sharoitlarda kompaniyani boshqarish uchun marketingning
ahamiyati, iste
’
molchi xulq-atvori tendensiyalari va bozor
segmentlarining o
‘
zgarishi, shuningdek, biznesni boshqarish va
jarayonlarni ichki funksional tashkil etishning kamchiliklari
ko
‘
rsatilgan. Bundan tashqari, muallif biznes boshqaruvi
tomonidan asosiy marketing yondashuvlari va yechimlarini
tavsiflagan.
1
PhD, Tashkent financial institute, Tashkent, Uzbekistan
2
master student, Tashkent financial institute, Tashkent, Uzbekistan
Жамият
ва
инновациялар
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Общество
и
инновации
–
Society and innovations
Special Issue
–
02 (2022) / ISSN 2181-1415
123
Роль маркетинга в управлении современным бизнесом
АННОТАЦИЯ
Ключевые слова:
маркетинг,
потребительское
поведение,
сегментация рынка,
маркетинговая политика,
управление синергией
бизнеса,
циклы развития
компании,
маркетинговые
технологии,
конкуренция,
спрос.
Сегодня
маркетинг
стал
одним
из
основных
инструментов стратегического управления бизнесом. В
статье определено значение маркетинга для управления
компанией в современных условиях. В статье показаны
тенденции потребительского поведения и изменения
сегментов рынка, а также показаны недостатки
управления бизнесом и внутренней функциональной
организации процессов. В конце автор описывает основные
маркетинговые подходы и решения по управлению
бизнесом.
Marketing focused on the product, on the consumer, justified itself in an
environment where the markets for goods for the mass consumer were limitless. The
management system characteristic of the industrial era was also adapted to this
approach. The current stage of the evolution of marketing has turned it, in fact, into the
main tool of modern business, its philosophy, the main means of communication between
the company and the environment, it has become a complex systemic activity. Today,
marketing should be considered as one of the main elements of strategic business
management. This is due to such reasons as the acceleration of scientific and
technological progress, the growth of scale and the complication of forms of competition,
as well as the need to constantly update the product range and the increase in financial
risks associated with this, the aggravation of raw materials and energy problems, etc.
Under these conditions, marketing activity turns from a one-way connection of the
enterprise with sales markets into a dialogue between the company and the buyer.
Challenging markets, demanding shareholders, and consumer expectations all
require a smarter approach to marketing. The old tricks don
’
t always work, and the
modern market provides many new opportunities if marketers can master them.
Therefore, marketers are paying more and more attention to research and active
modeling of consumer behavior.
Previously, consumers could be classified according to
“
standard sizes
”
. In the
marketing literature, this is called market segmentation. Marketers could predict that
people with similar socio-demographic characteristics would want similar products.
Today this is no longer the case. The modern consumer is no longer a man in a chair in
front of the TV, remote from the marketer so that it takes several weeks to establish
communication with him. He does not need to personally visit the store, where the
placement of goods on the shelves is paid for by interested companies, which provide
discounts to retailers for this. Today he can shop in cyberspace and is increasingly willing
to do so. In other
words, a “cyber consumer” has appeared, which can be located
anywhere on the planet, without being limited by geographical boundaries. This means
marketers need to operate in global markets by tapping into their target market
segments. Many marketers and sales managers are convinced that consumers make
Жамият
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Общество
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Society and innovations
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124
decisions about purchases deliberately, taking into account the individual and relative
values of the attributes of an object and the likelihood of their actualization
corresponding to the assessments [1]. Then they logically process the information
received and come to a conscious decision. This kind of rational thinking sometimes
really influences the buyer
’
s decision. However, it is not always possible to adequately
describe how the consumer makes his choice.
In reality, the selection process is largely automatic and goes back to habits and
other unconscious processes, largely depending on the social, emotional and physical
state of the consumer. For example, the smell of perfume (a property of a product) can
evoke certain memories and emotions associated with them in a potential customer. If
the memories are unpleasant, then the customer most likely will not buy perfume, even if
the smell, price, packaging, company and other components of the product completely
satisfy her. If a customer refuses selection criteria previously identified in focus groups or
traditional surveys, companies tend to regard such behavior as irrational, because they
do not understand why these perfumes were rejected. A typical mistake of marketers in
this case will be the assumption that the decision is not well substantiated, i.e. wrong to
some extent.
Some companies, such as Coca-Cola, Unilever, General Motors, have begun doing
“
deep dives
”
into the emotions of certain types of consumers, trying to identify subtle
nuances and their effects. In these cases, companies rely on popular conceptions of
emotions, making the mistake of focusing on positive experiences on the emotional
spectrum. Meanwhile, disgust, one of the strongest human emotions, plays a huge role in
the choice of goods, such as cleaning products, food, fabrics, etc. (taking into account the
simultaneous impact of such an emotion as joy) [1].
Consequently, buyers not only differ in a variety of characteristics, which makes
the market more fragmented, but they also become less predictable, behaving differently
at different times, obeying chance or mood, while indifferently crossing traditional
market segments.
New markets require new marketing technologies, and it
’
s not just about the
complexity of management or the desire to be ahead of others in identifying trends. It is
also important to understand in time in which direction to change the dynamics of doing
business in the process of interacting with the consumer. Today we have moved from
markets of prevailing demand to markets of prevailing supply [2]. The consumer is
surrounded by much more things than he can be in demand. And he, in turn, has
everything he needs. So how then can you sell him something else? And how to grow a
business with the help of marketing tools? How can marketers develop and offer a
solution that would enrich the customer
’
s life, distinguish the company from competitors,
provide added value and, accordingly, a premium on the price?
In fact, business is increasingly driven by the market, and marketers are still
practically not involved in this process [3]. A company
’
s choice of marketing tools
depends on its strategies and business practices. This choice is the responsibility of the
Board of Directors. The strategy within the company is distributed from the CEO through
functional managers to line managers, who must adapt and modify it to specific
conditions in order to get the required results in their areas of work. This means that the
techniques and strategies of the business as a whole must be integrated into a single
strategy that works at all levels of management and marketing. However, until now,
marketing is often perceived as a peripheral function, as sales support associated with
Жамият
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extra costs. Meanwhile, marketing is a process that affects the entire business, although
narrow specialists may be involved in it.
Modern business processes dictate a fundamental change in attitude to marketing.
The strategy of a successful business starts with customers, both existing and potential,
and extends to their needs and desires, which must be satisfied either by this type of
business or its competitors. This is exactly the kind of strategy you would expect from a
marketing-oriented business.
When pursuing a marketing policy, a company needs to take into account the
power of the consumer, formulate strategies and set business priorities
“
outside-in
”
rather than
“
inside-out
”
. For too long, the company
’
s business has been run from the
inside. Managers, sales managers, accountants, etc. were constantly trying to improve
ongoing processes, instead of tracking and selecting the best market opportunities [3]. To
do this, at the top level of planning, for example, the CEO must have the most accurate
and timely data on what is happening in the market. Most of the basic information
needed to develop a strategy at the highest level is obtained by specialists, for example,
those in charge of sales, market share, monitoring the situation of competitors, their
advertising costs, etc. Analysis of the collected information allows you to make an
informed decision. Thus, the general model for the use of marketing tools concerns the
planning and coordination of the strategic parameters of the business as a whole.
As practice shows, today the greatest opportunities for business are opened not by
increasing the efficiency of what has already been done, but by using changes in the
outside world [4]. This, in our opinion, is the main problem of marketing, if we talk about
business development. We need synergy - joint action, work together.
Synergy in companies implies and even, under certain circumstances, welcomes
the division of labor, but on one important condition: all participants in the process, each
doing their own thing, must strive for the same result [4].
Self-organization works worst in relation to
“
functional
”
units, because no single
function determines the process as a whole, and therefore cannot control itself, focusing
on the result. The execution of a function is task-oriented (what and when should be
done within the framework of this function), i.e., the organizing moment is outside.
A function serves as a measure of itself. “For our part, we did everything, but if there is no
result, ask others ...” But those “others” also have only “functions”. In contrast to the
execution of functions,
“
turnkey work
”
is result-oriented, which acts as an organizing
moment for determining what and how to do, and for evaluating what has been done. In
the case of a functional organization, the performer does not care why he must do what is
required of him [4].
In domestic practice, the most pressing problems are the issues of cross-functional
interests that arise in traditional management structures between the divisions of the
company (departments of finance, marketing, procurement, sales, etc.). Within these
divisions, there are their own “value systems” determined by local tasks, often isolated
from the main business process by the system for evaluating the performance of
departments and services, company traditions, established management practices, etc [5].
Is it possible to foresee how the relationship between employees will change if the
traditional division into the sales department and the purchasing department, which are
focused on the maximum result for the corresponding indicator, is replaced by a division
by nomenclature, when the same department is engaged in both purchases and sales,
earning total margin? When buyers buy and sellers sell, no one is really responsible for
the illiquid assets in the warehouse, and therefore they are doomed to grow. And if, with
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limited working capital, it will be necessary to earn a margin, then no one will keep
anything in the balances in excess of the minimum required stock.
Obviously, in order for a company to exist (preserving its structure and type of
activity), the market available to it must have the necessary capacity, while the share of
the market it occupies must be sufficient to provide the required sales volume.
If the size of the market as a whole depends on what the product is, then the
market share depends on what the company is. Under these conditions, the company
implements (more or less explicitly) two market-oriented cycles of counter marketing
management. In one of these cycles, the product production cycle, a market segment and
a mission for it are selected, a product is created, its production is organized, and the
selected segment is informed about it. The actual implementation of the product shows
how marketers worked: whether the given product is the same and whether it is
produced in this way, or it was promised to the buyer. This allows you to understand the
market even better, and the cycle continues. In the second cycle
–
the cycle of the
company
’
s development, a segment or segments of the market is also selected, which it is
advisable to focus on, based on the available opportunities. Here, the company
’
s
capabilities are determined in order to best ensure production. At the same time, the
company itself is organized or reorganized. The first cycle is usually associated with
operational management. In the second cycle, with the help of strategic management, the
company itself is created or developed.
Thus, marketing as a
“
specific
”
aspect of activity, which has its main task of success
in the market, largely covers the operational and strategic management of modern
business. In our opinion, there is no marketing as a field of activity separate from
operational and strategic management. In today
’
s economic climate, marketers are
challenged to build the future by delivering results today, by balancing measurable
results with non-measurable ones, to demonstrate how a company
’
s biggest expense, its
marketing budget, should be best used. At the same time, 60
–
70% of investments in
marketing are directed not for today, but for the future. This may seem strange and
unexpected only at first glance. The experience of other countries shows that the higher
the competition, the greater the need for informed decisions, the greater the role played
by the analytical function of marketing in business management [5].
Today, more than ever, businesses need marketing and marketers to overcome the
complexities of the market and competition, to be a creative and commercial business
management tool, and to drive true customer focus, innovation, and profitable growth.
Marketing has a chance to take its place at the forefront, determine the strategic direction
of development, offer business more influence and a holistic perception of the consumer.
However, in taking on a new role, marketers must learn to behave in new ways and
develop their abilities. The new role requires marketers to take a more strategic,
innovative and commercial view of the business, understand new marketing processes
and models, and translate the language of customer communication into financial
performance. In addition, marketers must take responsibility for decisions and be able to
work in a team to change the perception of colleagues about the role and impact of
marketing on modern business management.
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