Tasks 1 Give examples of industries where barriers to entry for new manufacturers are: - large capital investments; -low production cost; - patents; - highly qualified personnel. Task 2 You have been tasked with conducting a marketing audit of an enterprise that produces industrial goods. Make a list of questions for managers and specialists of the enterprise, the answers to which will allow you to establish the state of affairs at the enterprise and develop recom mendations for marketing development . Determine which questions from the developed list need to be addressed to which managers and specialists of the enterprise that is the object of the study. Task 3 Identify strategic groups of competitors operating in the Russian (republican, city) market in the production and sale of the following products: - confectionery; - cold drinks; - cars; - cosmetic products; - furniture; - vegetable products.

Task 1:<br />Examples of industries with barriers to entry for new manufacturers:<br /><br />1. Large capital investments:<br /> - Heavy industrial sectors, such as steel manufacturing or oil refining, require significant upfront investment in machinery, equipment, and technology. This high barrier to entry can discourage new entrants from entering these markets.<br /><br />2. Low production cost:<br /> - Industries with low production costs, such as mass production of simple consumer goods, can have a barrier to entry for new manufacturers. Established manufacturers may have economies of scale and efficient production processes that make it difficult for new entrants to compete.<br /><br />3. Patents:<br /> - Industries with patented technologies or processes, such as pharmaceuticals or biotechnology, have a barrier to entry for new manufacturers. The high cost and complexity of developing and testing new products can make it difficult for new entrants to compete.<br /><br />4. Highly qualified personnel:<br /> - Industries that require specialized skills and expertise, such as high-tech manufacturing or professional services, can have a barrier to entry for new manufacturers. Attracting and retaining highly qualified personnel can be a significant challenge for new entrants.<br /><br />Task 2:<br />Marketing audit questions for an enterprise producing industrial goods:<br /><br />1. What are the company's current marketing objectives and goals?<br />2. How does the company's product portfolio compare to that of its competitors?<br />3. What are the company's pricing strategies and how do they compare to industry benchmarks?<br />4. How does the company's distribution network compare to that of its competitors?<br />5. What are the company's customer demographics and how do they compare to industry benchmarks?<br />6. What are the company's marketing communication strategies and how do they compare to industry benchmarks?<br />7. What are the company's sales processes and how do they compare to industry benchmarks?<br />8. What are the company's customer service processes and how do they compare to industry benchmarks?<br />9. What are the company's online presence and e-commerce capabilities?<br />10. What are the company's sustainability and environmental initiatives?<br /><br />Task 3:<br />Strategic groups of competitors in the Russian market:<br /><br />1. Confectionery:<br /> - Large multinational corporations (e.g., Nestle, Mars, Hershey)<br /> - Local manufacturers (e.g., Roshen, Kras)<br /> - Specialty and niche players (e.g., organic or gourmet confectionery)<br /><br />2. Cold drinks:<br /> - Large multinational corporations (e.g., Coca-Cola, Pepsi)<br /> - Local manufacturers (e.g., Russian Beverage Company)<br /> - Specialty and niche players (e.g., craft sodas or functional beverages)<br /><br />3. Cars:<br /> - Large multinational corporations (e.g., Toyota, Volkswagen, General Motors)<br /> - Local manufacturers (e.g., AvtoVAZ, GAZ)<br /> - Luxury and high-performance car manufacturers (e.g., BMW, Mercedes-Benz)<br /><br />4. Cosmetic products:<br /> - Large multinational corporations (e.g., L'Oréal, Procter & Gamble, Unilever)<br /> - Local manufacturers (e.g., Svetlana, Sineva)<br /> - Specialty and niche players (e.g., organic or natural cosmetic products)<br /><br />5. Furniture:<br /> - Large multinational corporations (e.g., IKEA, Ashley Furniture)<br /> - Local manufacturers (e.g., ZAO Lesosnab, KINEF)<br /> - Specialty and niche players (e.g., custom or high-end furniture)<br /><br />6. Vegetable products:<br /> - Large agricultural corporations (e.g., Agroholding Kuban, Agroservis)<br /> - Local farmers and cooperatives<br /> - Specialty and niche players (e.g., organic or specialty vegetables)