Uman National University | today: 05/23/2026
| Author(s) | Makushok, О.V., Candidate of Economics Sciences, , Uman National University of Horticulture, Ukraine | ||
|---|---|---|---|
| Category | Economics | ||
| year | 2026 | issue | Issue 108 part 2 |
| pages | 188-197 | index UDK | 339.138:631.1 | DOI | 10.32782/2415-8240-2026-108-2-188-197 (Link) |
| Abstract | The article examines the theoretical and methodological foundations of forming a marketing strategy for an agricultural enterprise based on strategic market analysis. The key limitations of agricultural production compared to industrial production are identified, including seasonality, dependence on natural and climatic conditions, duration of the production cycle, and the biological nature of products, which necessitate the adaptation of classical marketing strategies. Three types of marketing strategies for agricultural enterprises are systematized: cost leadership (for grain and industrial crop producers), differentiation (for organic and value-added products), and focus (for narrow niches). A set of strategic market analysis tools adapted to the agricultural sector is generalized, including SWOT analysis (considering seasonality, weather risks, price dynamics), PESTLE analysis (agricultural policy, land reform, climate change), Porter's Five Forces (markets for fertilizers, seeds, fuel, distribution channels), SNW analysis (for factors difficult to classify), and portfolio matrices (BCG, GE/McKinsey for diversified enterprises). A matrix for choosing a marketing strategy depending on the market position is developed: leader (market share over 35%, defense and expansion strategy); challenger (15-35%, attack strategy); follower (5-15%, imitation or niche specialization); nicher (less than 5%, focus strategy on a narrow segment). An adaptation of the scenario planning method for conditions of high uncertainty under martial law is proposed, considering optimistic, pessimistic, and most likely scenarios. The practical value of the scenario approach lies in the availability of pre-developed action plans for different scenarios, which reduces reaction time to market changes and management risks. The reliability of the results is ensured by proven scientific methods and consideration of current empirical data. The findings can be used by managers and marketing specialists of agricultural enterprises for justified strategy selection. Further research prospects include developing a methodology for quantitative assessment of the effectiveness of implemented marketing strategies in the agricultural sector. | ||
| Key words | marketing strategy, agricultural enterprise, strategic market analysis, scenario planning, market position | ||