Problems and trends of marketing management in domestic practice of the Republic of Kazakhstan

Table of contents: The Kazakh-American Free University Academic Journal №11 - 2019

Kazykenov Aslan, East Kazakhstan state technical university, Kazakhstan
Zhadygerov Shyngys, D. Serikbayev East Kazakhstan State Technical University, Kazakhstan
Syrymbek Marzhan, D. Serikbayev East Kazakhstan State Technical University, Kazakhstan

In 1985 - 1989 in connection with the change in the political course of the USSR, on all of its territory, including in other union republics and autonomies, elements of free market relations began to appear. The leadership of the republics understood that if the system was not reformed, then the USSR, in the form in which it existed before 1985, had no future at all. But all these situations were nevertheless of a unique nature. In the early 90's it became finally clear that the former union republics and autonomies had risen to market direction.

This fact, without special political and historical collisions, can provide a minimal basis for understanding the origin of the modern marketing system in today's sovereign Kazakhstan. The development process of market economy principles in Kazakhstan led to the need to use and study marketing as a science. This fact the author has repeatedly argued in his previous works, citing as an example, at least the true definition of the marketing process.

Marketing for Kazakhstan enterprises has become an indispensable tool, an obligatory program and a means for business development. Step by step came the understanding that it is not enough to only produce products, although it is worth mentioning that quality products are one of the determining factors of long-term and lasting success, personifying a certain "foundation". The marketing tool in this situation acts we can imagine as a specific multiplier. In a situation where the enterprise has a high-quality production technology, constantly monitors the quality of products, improves organizational and technological mechanisms, has, as a matter of fact, some successes in business, then a competently built marketing system with promotion, branding, advertising, PR issues, and many others can strengthen effect and lead to a better end result. But if our company - zero in the fundamental issues of market vision, then no matter how many times we will try to multiply by zero, then it will still remain nothing. But, naturally, we are talking about true entrepreneurs who came to the market seriously and for a long time. Indeed, there are situations where certain organizations achieve popularity and recognition in the market for naked marketing. There is a very fine line here, which in the 90s was often violated by various enthusiasts [9]. Until now, with a large part of the population of Kazakhstan, and the entire post-Soviet space, marketing is personified with the network business, TV Shop, Herbalife, and outright fraud. Often representatives of domestic television and journalism form a picture in the minds of the masses, telling endless passages on the topic of marketing tricks, widespread deceptions and much more that eventually grows into all sorts of pearls and folklore. But, such actions are rather temporary and unpromising, because if there is no situation when the product satisfies the client's needs, with which he himself and the product linked, all third-party methods of stimulating sales are not effective. Unfortunately, then, knowledge about marketing was incoherent and inadequate, but in fact marketing activities were conducted at an extremely low level.

Today the study of the basics of marketing and knowledge of its features at the present stage is necessary, especially since the market has now entered a period of development when competition is exacerbated, and the enterprise faces such questions as how to survive and forecast its activities, on what path to develop, how to position yourself in the market, what to have competitive advantages, what tactics and strategy to choose in your activity. Therefore, to resolve these issues, there is a need to study marketing.

Most enterprises have realized the need to create marketing departments, but one of the main reasons restraining this process is the lack of qualified specialists. At the same time, the absence of interstate barriers allows for education in various countries around the world. But this raises another problem - the cost of training, mainly in foreign countries is high, in many respects, therefore, there are few qualified specialists in Kazakhstan. But this is more a problem not of marketing, but of the entire state as a whole, although marketing or, more accurately, PR can solve this problem [4].

Unfortunately, the situation where marketing is perceived only as an advertisement and a way of selling. This can be attributed to the period of the emergence of the production concept in the emerging countries of marketing, this is around the 70s. Today in all countries it is understood that the production concept is replaced by the concept of socially responsible marketing, neuromarketing and innovate features. In Kazakhstan, this is understood theoretically, but can not be applied. The concept of marketing is inherent only to foreign companies - manufacturers. Some domestic companies first produce certain products and only after producing they may think about how to sell it effectively.

The common most significant problems for the company, when conducting a survey for all types of companies for 2015-2018 were named: the problem of the general aggravation of competition in connection with the crisis - 46.4%, the problem of expanding the market volume - 39.3%, and the need to speedily improve the quality of products - 32.1% of respondents [10].

It is worth noting that, indeed, over the past five years, Kazakhstan marketing is experiencing a stage of rapid development. Already more than 50% of the enterprises, in one way or another, have in their structure marketing departments and marketing specialists. According to the latest data we have, in 36.3% of companies there is a separate dedicated marketing department. One third of the companies (28.6%) have specialists with marketing training. More than 20% of enterprises have distributed marketing functions to other services. Almost 13% of firms use other forms of marketing organization at their enterprise: in most separately separated departments and marketing services, up to 5 people work (Figure 1).

Figure 1. Structure of marketing management at enterprises of the Republic of Kazakhstan

Among the internal problems in marketing for 2015-2018 were discovered [10]:

- the problem of image formation for a brand, product, company - 50% of the total number of respondents;

- the problems of developing new products, expanding or improving customer service and forecasting sales (market volumes), they are - 39.3% and 32.1% respectively;

- creation of marketing information systems in the organization and monitoring of sales - 10.7%.

Of all components of the marketing mix, the weakest link in most Kazakhstani firms is the commodity policy of firms. Most firms pay attention to such elements of marketing as consumer preferences and consumer behavior motivations. Kazakhstan firms take into account consumer preferences and motives of consumers' behavior, but they care little about the work for the future and practically do not pay attention to the issues of strategic development. The activity of many firms differs chaotic and the fulfillment of immediate consumer preferences without taking into account the potential demand. Entrepreneurial mentality is focused on the fulfillment of short-term goals, namely, obtaining the maximum profit. At the same time, some firms, mainly in the small business sector, prefer not to invest in the development and expansion of their activities.

Finally the author comes to the conclusion that it is extremely important for enterprises of any type of business today to combine the highest goals of their development with the national interests of the country and its population, this is the peculiar social responsibility of business.

Todays economy is different, and so is our understanding of where growth comes from. And now, all local economists and managers have demonstrated that innovation and new ideas are the more powerful drivers of progress.

Contrary to the popular stereotype, then, management and entrepreneurship are not antithetical roles. However, there are only two different dimensions of the same risk. An entrepreneur who does not learn how to manage wont last long. Nor will a manager last long of he does not learn to innovate. Lone inventors, the creative geniuses working in their garages, will always have a special place in our imagination. But the innovation that fuels the growth of most organizations is the product of joint effort, and of a far more disciplined approach. Although no one can be taught to be a creative genius, we can all learn practice innovation.

Gathering the proper and actual information and knowledge you need to create better final result actually requires active engagement, not just passive listening and participation. It requires you, as a management specialist, to actively suspend your own intuition, to observe how other people behave, and without imposing your own logic, to ask why.

This takes discipline because it goes against the grain in a number of ways. Most people prefer talking to listening. The more successful they have been, the more in danger they are of believing that when it comes to their business, they know best. True curiosity about other people a passionate interest in understanding why these people do what they do is rare. Suspending judgment, observation, and curiosity these are the necessary complements to the promoting of instinct, intuition, and industry lore.

The popular image of market research as a statistical black box that magically answers all questions does not do justice to the art of discovering needs that customers themselves often do not really know that they have. The process of gathering information and developing new insights owes a good deal to the methods of cultural anthropology.

The fact that things can turn out in more ways than one is perhaps the defining characteristics of managerial decision making. You are forced to commit resources today toward performance in an uncertain future. And, although the money you plunk down today is hard cash, the future stream is both a hope and a guess. There is no guarantee it will ever materialize.

This conclusion is not groundless, as in general, this idea corresponds to the general world trend of development of marketing activities. Below, the author of this work provided a vision of general trends in the development of the marketing system in the Republic of Kazakhstan.

1) orientation to an understanding of psychology and the hidden motives of clients' behavior;

2) from the situation of to product and sell at any cost to the situation of to understand and provide;

3) from the monologue of enterprises to the formation of a dialogue with target groups of consumers, the formation of constant feedback;

4) integration of companies into the Internet, as a result, evolutionary development and greater demand for promotion mechanisms through the World Wide Web;

5) from targeting exclusively to your product to focus on your customer. Understanding and understanding of the fact that any business is a service industry;

6) improvement of marketing tools in connection with globalization and the increasing access to foreign markets;

7) the marketing paradigm Pursuit of profitability + Corporate responsibility will take the leading place.

Thus, the author of this article identifies the key problems of the development of domestic marketing that take place in modern Kazakhstan, and also identifies the "main" trends in the development of the future marketing system, market thinking and marketing practices in the Republic of Kazakhstan.


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Table of contents: The Kazakh-American Free University Academic Journal №11 - 2019

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