COMPARATIVE ANALYSIS OF NATIONAL MARKETING MANAGEMENT SYSTEMS OF ENTERPRISES
The article presents the results of a comparative analysis of national marketing management systems for industrial enterprises. For this purpose, a methodology for such an analysis was developed, including a number of principles and methodological recommendations for implementing the developed algorithm. The set of characteristics (parameters) on which the national systems of marketing management of industrial enterprises were compared was chosen. The systems of marketing management of enterprises are elements of higher-level systems (macromarketing), therefore, the role and place of the state in forming the marketing environment in the US, Japan, China, in the European and post-Soviet countries, as well as the level of centralization / decentralization, formalization / regulation, stability / variability, openness / isolation of national economies. Comparative analysis of the systems of marketing management of industrial enterprises (micromarketing) was conducted on such criteria as marketing philosophy, the main directions of marketing orientation, priorities in marketing management, key success factors in marketing, orientation objects or participants in the marketing process, the result of marketing and enterprise management, the criterion for success in marketing. The general characteristic of national models of marketing management is established: the ideas and marketing philosophy originated in the USA were borrowed and reinterpreted, and after adaptation under the influence of a number of factors their transformation took place with the identification of specific features. It has also been established that the specific practice of developing national systems of the MUPP in a given country is conditioned by objective and subjective factors. A direct relationship between the role of the state in regulating the economy and the effectiveness of enterprise marketing management systems is defined. The use of foreign experience of marketing management by domestic industrial enterprises is impossible without its adaptation and carrying out a deep restructuring of the management systems themselves