Особливості формування стратегічних альтернатив для підприємств м’ясопереробної галузі України

Abstract

Статтю присвячено опису особливостей визначення стратегічних альтернатив для підприємств м’ясопереробної галузі в Україні. Здійснено обґрунтування основних чинників, які впливають на формування стратегічної політики підприємств даної галузі. Наведено кількісні показники виробництва та заготівлі м’ясної сировини за період 2018–2020 рр. Описано основні проблеми функціонування підприємств м’ясопереробної галузі в Україні та причини їх виникнення. Проаналізовано та запропоновано альтернативні варіанти вирішення даних питань. Установлено, що кожне підприємство м’ясопереробної галузі повинно мати у своєму арсеналі необхідну кількість альтернативних напрямів розвитку, ураховуючи не лише існуючі, а й можливі загрози. Перелічено маркетингові інструменти аналізу та формування стратегічних альтернатив, надано їх стислий опис.

The article considers the peculiarities of the formation of strategic alternatives to the meat processing of industry Ukraine. Businesses operating in the market of this industry are affected by various environmental factors. The main ones for the industry are the reduction of raw materials and great competition. Therefore, in these conditions it is necessary to have alternative ways of development or strategic alternatives. They provide a choice of many development options that allow you to achieve the planned goals, taking into account the relevant resources.The meat processing industry is developing rapidly, provides the population of Ukraine with food and has a social orientation. The state is interested in its development because it produces such products that are very popular and consumed daily. Recent years have been difficult for the industry, as it has faced a shortage of raw materials. This was due to a decrease in the number of cattle and pigs. Therefore, the population reduced the consumption of products from these resources and switched to the consumption of poultry meat. In such conditions, the following alternatives were proposed for the industry: focusing on finding other sources of raw materials; creation of own fodder base; assistance to existing or creation of new farms; formation of intersectoral consolidation in Ukraine; reorientation from assortment groups made of this raw material to groups for the production of which other raw materials are used.The second important factor influencing the development of the industry is the presence of high competition. Currently, 1,340 meat processing plants are engaged in meat procurement and processing. Among them are powerful companies that have a strong position in the market. There are also medium and small ones who find it difficult to fight leaders. But it is difficult for consumers to distinguish between products from different manufacturers because they are very similar. In these conditions, the following alternative decisions can be made: to focus efforts on maintaining its target audience by saturating the range of products with original flavors and packaging; to expand the consumer audience at the expense of those of its participants who do not yet have established views and intentions to make purchases; use the opportunities of branded trade to form a high level of consumer satisfaction with products and increase their loyalty.In order to analyze and form strategic alternatives, the company can use such marketing tools as SWOT-analysis, product / market development matrix (I. Ansoff), McKinsey matrix, etc. Their application will allow you to determine the market position and choose the right solutions.