Commercial management. Professional commercial property management. What to do if the company does not fulfill its functions

Commercial activities of enterprises of different forms of ownership and different types activities do not proceed on their own. To carry out commercial activities in order to satisfy the needs of consumers, to ensure the functioning of the enterprise, it is necessary to manage it. Study and improvement of management commercial activities- a constant task of the head of the organization.

Business management can be thought of as a management system.

Management system - a set of all elements, subsystems and communications between them, as well as processes that provide a given (purposeful) implementation of commercial activities.

For a business management system, you need:

Develop goals for commercial activities;

Distribute the functions of production and management of commercial activities;

Distribute tasks among employees;

Establish the order of interaction between employees and the sequence of functions performed by them;

Acquire or modernize the technology of production, trade and technological process;

Establish a system of incentives, supply and marketing;

Organize the production of products and the trade and technological process.

The management structure consists of four subsystems: methodology, process, structure and management techniques, which are presented in Figure 27.

Figure 27 - The structure of the elements of the organization's business management system

To perform the functions of managing commercial activities in each organization, a control system- manadgement Department. The structure of the management apparatus is understood as the number and composition of links and levels of management, their subordination and interconnection. The structure of the management apparatus actively influences the process of functioning of the enterprise development management system.

In turn, the structure of the administrative apparatus depends on the following factors:

The nature of production and its industry specifics (composition, scale, level of technical equipment);

Forms of management organization (linear, linear-functional, matrix);

Degrees of correspondence between the structure of the management apparatus and the hierarchical structure of the enterprise;

Relations between centralized and decentralized forms of government;

Correlation between sectoral and territorial forms of management (by product; by region);

The level of mechanization and automation managerial work, qualifications of workers, efficiency of their work.

Management methodology includes goals and objectives, laws and principles, functions, means and methods, schools of management. The methodology of business management is based on the theoretical principles and methodology of management.

The business management process is part of management activities, including the formation of a communication system, development and implementation management decisions, system creation information support management.

The management structure is a set of stable links between objects and subjects of commercial activity management, implemented in specific organizational forms. The management structure includes functional structures, schemes of organizational relations, organizational structures and a system of training or advanced training of personnel.
Management equipment and technology include computer and organizational equipment, office furniture, communication networks, document management system.
The methodology and process of management are characterized as a process, and the structure and technique of management - as a phenomenon. All elements included in the management system must also be professionally organized for the effective operation of the company as a whole and the achievement of its goals.

The main elements that make up the business management system are: goal, management process, method, communication, task, law, principle, organizational relations, function, technology, solution, information support characteristics, document management system, organizational structure.

The relationship of the elements of the control system is schematically shown in Figure 28.

Figure 28 - The relationship of the elements of the control system

The organization of business management includes the following main elements:

Establishment of business objectives;

Development of tasks;

Definition of functions (works) in separate links according to tasks;

Building an organizational structure that provides the ability to adapt to changes in the conditions of production and commerce;

Distribution of responsibility for commercial activities;

Establishment of an information transfer system that ensures the effectiveness of decision-making, control and coordination.

The objectives of the commercial activities of the organization (enterprise) are divided into groups specific tasks, which combine by field of activity:

Purchase of goods (resources);

Organization of their storage;

Sales organization (sales), etc.

To solve problems, a set of functions or operations that must be performed is formed. So, in order to solve the problems of purchasing goods (raw materials, materials), it is necessary to perform the following functions: search for suppliers, establishing contractual relations with them, accounting for contracts and control contract work, choice of delivery methods, etc.

A number of different tasks may require the same functionality. Therefore, the entire set of functions is analyzed, grouped and then the functional structure of the commercial department is compiled. Depending on the operating conditions of the company, the process of performing functions can be cyclic and one-time, continuous and discrete, sequential and parallel.

The selected process scheme determines the priority of certain organizational relationships. Based on the functional diagram, process and organizational relations, the composition of personnel is determined by the number and qualifications. These data are enough to build an organizational management structure (linear-functional, hierarchical, matrix, etc.).

Knowing the list of all positions, functions performed and subordination, it is possible to calculate the technical equipment of the personnel workplace. After that, in accordance with the delegated authority, employees can develop, agree, adopt, approve and implement decisions. In addition, almost all elements are subject to laws and regulations (principles) professional activity.

The following fundamental principles, presented in Figure 29, are the basis for building the organizational structures of the commercial service and managing commercial activities.

1. The presence of a clearly formulated goal of the commercial activity of the enterprise.

Goals in the formation of the structure can be formulated on the basis of internal foresight, determined by the means of the enterprise and external factors. Goals should be sufficiently detailed. Their effectiveness can be achieved if they are compatible with each other and do not contradict the main goal of the enterprise.

The goals of the commercial service can be: increase in sales of products, for example, by 10%; increase in the number of buyers due to the transition to new market segments; increase in sales per order; reducing the cost of purchasing material resources.

Figure 29 - Basic principles of building control

commercial activities of a trading company

2. Ensuring the interaction between business activities and the goals of the enterprise.

Commercial activity is formed and changed in accordance with the interests and needs of production. Consequently, the functions of managing commerce are implemented taking into account the goals of the enterprise.

3. Ensuring consistency between departments (services).

Each division (service) of a manufacturing or commercial enterprise has a specific purpose and functions, i.e., they have autonomy to one degree or another. At the same time, their actions must be coordinated and coordinated in time, which determines the unity of the enterprise management system.

4. Ensuring a hierarchical management structure and a single subordination. A clear delineation of functions between individual links in management.

A characteristic feature of management is the hierarchical rank. The organization of business management should be focused on vertical and horizontal communications. It consists in the fact that one should not allow the presence of two leaders with the same powers. Failure to comply with this principle leads to the duality of submission and violation of the order in the work.

5. Security integrated approach in management.

From the position of complexity, all factors influencing the management decisions of commercial activities are taken into account. It also provides for the connection of the commercial processes of the enterprise with the subjects of the external environment.

6. Ensuring low links in the management structure.

Low-link is understood as a simple management structure. But at the same time, stability and reliability of business management must be achieved.

7. Ensuring the adaptability of the management structure.

The internal and external environment is subject to constant changes. This is especially true during the birth consumer market. Therefore, the flexibility and adaptability of the business management structure to change and conditions environment are of significant importance.

8. Providing executive information. The development and adoption of managerial decisions are based on executive information.

It includes obtaining initial information, processing, analyzing and issuing the results of the control action. This task is carried out using modern technical means that allow you to automate the process of information support. The enterprise must have an effective communication system that ensures the transfer of information and has feedback. This system is provided modern systems informatics and the use of computer technology.

9. Flexibility, ie, its adaptability to changing market conditions.

Business management cannot be separated from the management system of the entire enterprise, which also performs functions related to technological, commercial, economic and financial activities. Therefore, when building a business management structure, it is necessary to take into account the interaction and subordination of all the constituent elements that form an integral enterprise management system.

Business Management Methods are based on general management methods adopted in management. Management methods are ways of influencing the management of commercial processes and activities. They are divided into administrative, organizational, economic and legal.

Administrative Methods determined by the field of activity and the specific conditions of the enterprise. It is also necessary to take into account alternative management options, the choice and implementation of which is determined by the foresight of the target results of the enterprise. It should be noted that the hierarchical construction of the management system and the content of management functions largely depend on the positions held by the management of the organization. Various compromise solutions are possible here.

Organizational Methods are based on organizational, organizational-administrative, organizational-methodical and regulatory support. They contain regulatory requirements of an organizational and methodological nature, administrative, instructive and regulatory materials, which are prerequisites for the formation of management decisions.

Economic Methods in their determination are based on the course taken and economic strategy commercial enterprise, its potential resources, the economic situation of the market. The totality of economic elements is the starting position in the management of the commercial activities of the enterprise. Impact economic methods determined by the economic environment.

Legal Methods focused on the use of the legal mechanism, which is based on the adopted legal and legislative acts, relevant standards and regulations. Legal methods consist in the legal regulation of commercial processes, taking into account the target tasks of a commercial enterprise.

Planning is one of essential functions managing the commercial activities of a manufacturing or trading enterprise. Planning of purchases, inventories and sales is connected with the dynamics of production and trade processes and contributes to the achievement of the company's goals. Purchasing and sales plans usually contain indicators that must be achieved as a result of their implementation.

The plans reflect the content of the work, establishes personal responsibility for their implementation, outlines the deadlines and determines the methods for monitoring and analyzing the effectiveness of the tasks.

The essence of the organization as a management function is to streamline, coordinate, regulate the actions of performers involved in the processes of purchasing, selling and promoting goods to consumers. The management organization also includes operational regulation, which refers to current management decisions, instructions, orders, instructions, instructions developed and adopted by management entities in accordance with a specific market situation.

Accounting as a function of business management is the documentation of receipts, acceptance, sale of goods and their movement in a trading enterprise. Accounting ensures the safety of material assets and Money, control over trading processes and results of commercial activities.

Control means active monitoring of the execution of managerial actions, verification of compliance with documents regulating the commercial and entrepreneurial activities of a trading enterprise. Control, together with accounting, informs management about the effectiveness of trading processes and serves as a means of corrective action on the part of management bodies on those who are supposed to execute management decisions.

In large trading enterprises, in the process of managing commercial activities, management functions such as economic analysis indicators of commercial activity, forecasting of demand and sales.

The functions of commerce are determined by interaction with markets, consumers, competitors and other elements of the external environment. Obtained initial data from internal and external sources are transformed into information on the basis of which commercial activities are carried out in a trading enterprise.

Russian experience The work of commercial organizations showed that their construction must be carried out taking into account the following factors:

The number of management apparatus and personnel;

Type of activity (production, purchasing, marketing, intermediary);

The volume and range of manufactured, purchased or sold products;

The number of suppliers and buyers;

Terms of delivery of raw materials, materials, products, goods;

Availability of the necessary transport;

Presence of buildings, warehouses, etc.

Organizational structure of management- this is a set of departments and services involved in the construction and coordination of the functioning of the business management system, the development and implementation of management decisions.

In foreign practice, two aspects of commerce are distinguished:

One is related to the activities of the commerce service,

The other - with ensuring mutual interests between the structural divisions of the enterprise and the commercial service.

Within the framework of the first aspect, the activities of the commerce service are focused on one of the following options: goods; functions; commodity markets and buyers; goods and functions; functions and product markets. This list is dominated by product and function options.

Consider the management structure of the commercial unit in these two options.

Figure 30 depicts the management structure of a commercial service, which includes commercial groups specialized by brand. Each group contains a certain range of goods. These groups carry out the purchase and sale of goods, taking into account the needs of buyers and reducing distribution costs.

Figure 30 - Commercial service management structure

by trademark

Figure 31 shows the management structure of a commercial unit operating on a functional basis. The entire chain of circulation of products is represented by four blocks, each of which is endowed with its own functions, including commercial ones. The first block ensures the purchase of raw materials for the manufacture of products at their enterprises, which then goes on sale. The second block carries out direct purchases of goods from manufacturers for subsequent sale. The third block is related to the promotion of goods, accompanied by warehousing and storage. The fourth block performs operations to prepare goods for sale and supply to the points of sale. All goods on sale are grouped on a homogeneous basis. Commercial activities are coordinated and controlled by a commercial director who reports to the head of a trading firm (company).

by groups of homogeneous composition

Figure 31 – Commercial service management structure

by function

An important condition for the effectiveness of commercial activity management is its location and interrelated actions in the organizational structure of a commercial enterprise. These features are determined by the scope of the enterprise, its strategic course and sales volume.

There are several types of organizational structure of a trading enterprise:

linear,

functional,

Linear-functional,

Linear headquarters,

divisional,

Matrix, etc.

Usually small trading enterprises begin their activities with a simple linear organization in which the distribution of powers goes from top to bottom. Linear control structure - a management structure in which the necessary division of the management system into its component parts is carried out on the basis of a production feature, technological features, breadth of the product range and other features. .

standardization, formalization and programming of the process The linear organizational structure of management implements the principle of unity of command and centralism, provides for the performance by one head of all management functions, subordination to him on the basis of unity of command of all lower divisions. In a linear management structure, each subordinate has his own boss, and each boss has several subordinates. The linear organizational structure of management has both advantages and disadvantages, which are presented in table 6.

Table 6 - Advantages and disadvantages of a linear management structure

BENEFITS	LIMITATIONS
Unity and clarity of command	High demands on the leader, who must be comprehensively prepared to provide effective leadership in all management functions
Consistency of actions of performers	Lack of links for planning and preparation of decisions
Easy to manage (single link)	Information overload of middle levels due to many contacts with subordinate and higher structures
Clearly defined responsibility	Difficult communication between units of the same level
Efficiency in decision making	The concentration of power at the top
Personal responsibility of the head for the final results of the activities of his unit

Functional management, widely used in medium-sized enterprises, is management by individual functions (marketing, finance, sales, personnel), in which the top management manages lower-level employees, but only within one function. Linear links differ from functional ones by the integration of object management functions, a set of powers and responsibilities. The performance of individual functions on specific issues is assigned to specialists, i.e. each governing body (or a separate executor) specializes in the implementation certain types management activities.

In organizations, as a rule, specialists of the same profile are combined into specialized structural units (departments), for example, a commercial department, a marketing department, planning department, accounting department, supply department, sales department, etc. A fragment of the functional structure is shown in Figure 32.

Figure 32 - Fragment of the functional structure

The functional structure implements the principle of separation and consolidation of management functions between structural divisions, provides for the subordination of each lower-level linear division to several higher-level managers who implement management functions. The advantages and disadvantages of this governance structure are presented in Table 7.

Applicable to large and medium enterprises linear-functional structure, a fragment of which is shown in Figure 33. The basis of linear-functional structures is the so-called mine principle of building and specializing the management process according to the main functions.

For each of them, a hierarchy of services is formed by levels (mines), penetrating the entire organization from top to bottom. Linear-functional structures are most effective when the control apparatus uses a certain specified algorithm in solving typical problems. However, with linear-functional management, the constantly changing internal and external conditions of the activity of a trading enterprise are poorly taken into account, irrational distribution of information flows is allowed, controllability standards are exceeded, especially among top managers.

Table 7 - Advantages and disadvantages of the functional structure

BENEFITS	LIMITATIONS
High competence of specialists responsible for the performance of functions (high professionalism)	Excessive interest in the implementation of the goals and objectives of their own units
Exemption of line managers from solving some special issues	Difficulties in maintaining constant relationships between different functional units
Standardization, formalization and programming of management processes and operations	Emergence of over-centralization trends
Elimination of duplication and parallelism in the performance of managerial functions	Duration of decision-making procedures
Reducing the need for generalists	Relatively frozen organizational form difficult to respond to change
Centralization of strategic decisions and decentralization of operational	The complexity of the division of power (multiplicity of subordination)

Long-term use of linear-functional management structures in Russian organizations showed that they are most effective where the management apparatus solves routine, frequently recurring and rarely changing tasks. Their advantages are manifested in the management of organizations with mass or large-scale types of production or service, when the enterprise is less receptive to progress in the field of science and technology. With such a management organization, an enterprise can function successfully only if changes in all structural divisions occur evenly.

In today's conditions of conducting industrial and commercial activities, it is very often necessary to make quick and extraordinary decisions on changes that are caused by the external environment. With a linear-functional system for managing an enterprise and its commercial activities, there is a loss of flexibility in the relationship between employees of the management apparatus. As a result, the transfer of information, the speed and timeliness of making a managerial decision is hampered and slowed down.

Figure 33 - Fragment of a linear functional structure

The main shortcomings of the linear-functional structure for managing the commercial activities of an organization can be partially eliminated by creating a headquarters or linear-headquarters structure.

Staff structure management – management structure, which includes special services (headquarters) at the level of top managers that develop management decisions in the area of competence of the corresponding head.

The essence of the line-headquarters organizational structure is that under the line manager, a group of specialists is created to help him, the so-called headquarters, or the operational-analytical department. Its tasks include: obtaining and analyzing information about the external and internal environment; exercising control; preparation of draft decisions; ongoing informing and consulting management. With a staff structure of management, the top level of managers is largely freed from auxiliary, secondary functions in the management process. This type structures contributes to high professional specialization, standardization, formalization and programming of management processes.

The divisional organizational structure involves the division of the organization into elements and blocks according to the types of goods or services, customer groups or geographical areas. The development of such a structure is caused by the expansion of the scale of enterprises, the diversification of production and changes in the external environment. The divisional type of management is horizontal integration based on the position that providing better customer service can only be achieved through teamwork within the organization by creating divisions (teams) in the context of certain managed objects (for example, goods, services, markets, segments, regions). In this way, divisional management structure organization is an integration group of homogeneous structural links within it, which is organized according to the principle of unity of purpose and object of management, as shown in Figure 34.

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How to correctly calculate the cost of commercial management services in your area?

The cost of management services depends on many factors: on the professional level of specialists (marketers, engineers, managers), on the geography and complexity of the object, as well as on the tasks to be solved and the goals set.

The main task of MOST is to provide an open and transparent facility management system for the customer. The accumulated knowledge and experience will contribute to the adoption of prompt and professionally correct decisions. It is these factors that will contribute to the establishment of a trusting relationship "owner - Management Company". For many management companies, the customer's trust is an important indicator of their professionalism.

MOST Management Company provides commercial property management services in Moscow, Yekaterinburg, Omsk, Novosibirsk, Irkutsk, Kemerovo, Kurgan and other Russian cities. By this time, we manage about 200 thousand square meters. meters of commercial real estate.

Property management

Tasks to be solved

Determining the capabilities of an object

Checking the optimality of current costs

Work structure

1. Analysis of the current activity of the facility

How: analyze the expenditure and revenue components of the budget, study staffing, features of the location and environment of the object, the existing pool of tenants.

Why: to understand problems and their solutions.

2. Coordination of the strategy of work with the customer

How: Based on the information obtained at the first stage, a work plan is drawn up, which is presented to the client.

Why: the customer knows what and how we will do.

3. Approval of the annual financial plan

How: predict change financial result object within the next year, after which we form the final vision of the planned income and expenses.

Why: the customer understands what costs will be incurred and what effect they will have on the revenue side, and also receives a document with specific figures that the object managed by MOST must show.

4. Signing an agency agreement

How: we coordinate the agency agreement with the client and sign it.

Why: from that moment we get legal grounds to carry out activities at the facility.

5. Departure of specialists

How: site visit of heads of MOST asset management and operation departments

Why: on-site setup

6. Formation of the state

How: we analyze the staff list in detail, carry out personnel certification for compliance with the positions held, after which we make a decision on the necessary personnel changes.

Why: to match the level of personnel to the new tasks.

7. Approval and training of the project manager

How: we place a vacancy, we conduct interviews, we approve the candidacy. After that, the new employee gets acquainted with the features of the object, their tasks and functionality.

Why: a local employee appears on the site, taking responsibility for the project.

8. Statement of business processes of the company

How: implement corporate system"Bitrix 24", developed patterns and methods of communication.

Why: embed the project in the company's contours, ensure the proper level of quality and control.

9. Development of a medium-term development strategy

How: set goals for the next three years and describe ways to achieve them

Why: the project manager must have a comprehensive understanding of development directions

10. Solving complex issues that require high qualifications

How: if necessary, the head of the department is involved in solving complex issues that often arise on initial stage project implementation..

Why: concentration of competencies at the start will help to avoid mistakes, laying the foundation for further development

11. Certification of the project manager, transfer of authority

How: conduct a final assessment with the project manager to assess their understanding challenges, ways to solve them and knowledge of corporate standards.

Why: make sure that the hired employee meets the requirements of the company.

12. Setting goals and objectives for all performers / service organizations

How: we draw up a preventive work plan for technical staff, set tasks for employees who will look for tenants, etc.

Why: from this moment begins the full implementation of the plan.

13. Filling the object with new tenants, rotation of old

How: we prepare presentation materials, communicate with potential tenants, negotiate commercial terms, and conclude lease agreements.

Why: fill empty areas, increase the income of the object.

14. Planned implementation of the development strategy and maintenance operating activities:

Organization of the management structure

SOLVED TASKS

PURCHASE OF A READY MANAGEMENT COMPANY WITH BUILT-IN BUSINESS PROCESSES ORIENTED TO A SPECIFIC OBJECT.

STRUCTURE OF WORK

1. Analysis of the goals of the owner and his financial preferences

How: we form a list of goals and indicators that the customer wants to receive from the object.

Why: based on this list, a strategy for working with the object is developed, aimed at achieving the specified financial indicators.

2. Drawing up and approval of the proposed management and operation staff

How: we determine the amount of staff, based on the basic characteristics of the object (area, number of storeys, technical equipment, etc.).

Why: for payroll planning.

3. Formation of the state

How: we place vacancies, we conduct interviews, we employ specialists.

Why: to provide the project with qualified personnel to ensure the smooth operation of the facility.

4. Statement of business processes

How: we train personnel, implement internal standards of work of the MOST company.

Why: the customer receives clear and well-functioning algorithms for project management and interaction with the management company.

5. Preparation of a short-term action plan

How: we describe the list of priority measures for the next six months.

Why: the control team receives the first detailed settings.

6. Implementation of budgeting

How: we form a budget of income and expenses, a cash flow forecast.

Why: for financial control object activity.

7. Introduction of monthly reporting for the owner

L. P. Dashkov- meritorious worker high school RF, doctor economic sciences, Professor;

O. V. Pambukhchiyants- Candidate of Economic Sciences, Associate Professor.

Reviewers:

O. A. Novikov– doctor of economic sciences, professor;

I. M. Sinyaeva- Doctor of Economics, Professor.

Introduction

Trade - view entrepreneurial activity associated with the purchase and sale of goods. The main social goal of trade is to provide consumers with a wide range of affordable goods of good quality.

Depending on the purpose for which the goods are purchased, trade is divided into wholesale and retail.

Wholesale- view trading activities associated with the acquisition and sale of goods for use in entrepreneurial activities (including for resale) or for other purposes not related to personal, family, household and other similar use.

Retail- a type of trading activity associated with the acquisition and sale of goods for use in personal, family, household and other purposes not related to entrepreneurial activities.

As one of the basic sectors of the economy Russian Federation, trade plays a significant economic role in the life of the country. In recent years, this sector of the economy has been intensively developing, outpacing many other industries in terms of growth. Leading position is occupied by trade in terms of contribution to Russian GDP. It provides about a tenth of all tax revenues to the budget of the Russian Federation.

Trade is the leader among all sectors of the Russian economy in terms of the number of jobs created. Trade plays an important role in the development of small business. Approximately half of the

small enterprises in Russia. More than 70% of the turnover of small enterprises in the country falls on trade.

At the same time, it should be noted that the factors hindering the faster development of trade, in particular, are the uneven distribution of trade enterprises in the country, insufficient use of modern technologies, low labor productivity, lack of highly qualified personnel.

The efficiency of the work of trade enterprises largely depends on how well their commercial activities and trade and technological process are built. An important role in the organization and management of them is played by merchandisers, whose area of professional activity includes, among other things, organizational and managerial functions related to the purchase, storage and sale of goods in the field of trade.

The discipline “Organization and management of commercial activities” is devoted to the study of related issues, the subject of which is commercial and technological operations carried out with goods in the process of their movement from the sphere of production to end consumers through wholesale and retail.

Section I
Fundamentals of organizing commercial activities in trade

Chapter 1
Fundamentals of the organization of goods distribution

§ 1.1. The concept and essence of commodity circulation

Merchandising – it is a trade and technological process of bringing goods from the sphere material production into the sphere of material consumption through wholesalers and retailers.

At trade enterprises, the process of circulation of funds invested in produced consumer goods is completed, the commodity form of value is transformed into a monetary form and economic basis to restart the production of goods. Therefore, the rational organization of the process of commodity circulation is one of the important functions of trade. To this end, the most favorable flows and directions of movement of goods, more economical modes of transport for the transport of goods from places of production to places of consumption, as well as the creation of an appropriate network of warehouses and bases, should be determined.

From how rationally organized the process of product distribution, to to a large extent depends on the quality of commercial services to the population, as well as the time of turnover of inventory items. Therefore, commodity circulation involves the creation of a technological chain capable of timely and uninterrupted delivery of goods from production to consumers in the required quantity, wide range, high quality, with minimal labor, material resources and time.

The main links in the technological chain of commodity circulation are manufacturing and agricultural enterprises producing consumer goods, wholesale depots, shops and other points. retail goods.

The basis of the organizational and economic side of the process of commodity circulation is commercial activity, carried out by the links participating in it - wholesale and retail trade enterprises. It includes studying consumer demand, determining the range and quantity of purchased goods, researching the goods market and identifying the most profitable suppliers, establishing economic relations with them, carrying out advertising activities and other operations not related to physical impact on goods.

The greatest costs of living and materialized labor fall on the material, or technological, side of the process of commodity circulation. Its basis is technological operations associated with the continuation of the process of production in the sphere of circulation. These include the transportation of goods from production to wholesale warehouses, their intra-warehouse movement, acceptance and storage, supply of retail trading network, intra-store operations, the release of goods to customers and the provision of additional services to them.

In the practice of organizing the movement of goods, two of its forms are used. Form of distribution- This is an organizational technique, which is a variety of ways to promote goods from the manufacturer to the consumer. Distinguish between transit and warehouse forms of commodity circulation.

At transit form of goods movement goods are delivered to the retail trade network directly from manufacturing enterprises, bypassing the warehouses of intermediaries, with warehouse- through one or more warehouse links of intermediaries.

The use of one form or another of commodity circulation depends on the complexity of the assortment of goods, the conditions and terms of their storage, and the frequency of purchase. So, the transit form of commodity circulation is used mainly for perishable goods, with a simple assortment. The use of a warehouse form is necessary for a complex assortment of goods that require preliminary sorting in a warehouse link, goods of seasonal production or consumption.

With warehouse goods movement, goods can pass through one or more warehouses of wholesalers (warehouse links). The number of warehouse links through which a product passes as it moves from producer to consumer is called the level of commodity circulation. The rational organization of the process of product distribution implies the passage of goods through as few links as possible. To determine the warehouse links, a coefficient is used, which is calculated by the ratio of wholesale and warehouse turnover to retail.

§ 1.2. Factors influencing the process of product distribution. Principles and conditions for the rational construction of the process of product distribution

The process of commodity circulation is carried out under the influence of production, transport, socio-economic and trade factors.

From production factors the following have the greatest influence on the organization of the process of commodity circulation: the location of production, the specialization of manufacturing enterprises, the seasonality of the production of individual goods.

Thus, the excessive proximity of industrial enterprises to sources of raw materials can lead to their uneven distribution throughout the country, to a distance from consumption areas. All this makes it necessary to transport goods over long distances, requires the participation of the wholesale link of trade, which leads to a slowdown and complication of the process of goods movement.

The organization of the distribution process is greatly influenced by the specialization of manufacturing enterprises in the production of a relatively narrow range of goods. This is especially true for goods with a complex assortment that cannot be delivered to small shops without preliminary sorting in the warehouses of wholesale enterprises. Therefore, the specialization of production leads to the fact that most goods, before entering the retail trade enterprise, first pass through one or more wholesale trade links.

Separate types food products(fruits, vegetables, sugar, etc.) can only be harvested or produced at certain times of the year. Trade assortment many goods (shoes, clothing, etc.) varies significantly depending on the season, which also causes a pronounced seasonal nature of their production. Therefore, appropriate adjustments must be constantly made to the organization of the process of commodity circulation, related to the need for long-term storage of goods.

Among the main transport factors the state of transport routes and modes of transport used for the transport of goods should be attributed. That is, in order to ensure the uninterrupted and economical functioning of the distribution process, it is necessary to have a well-developed transport network, as well as the optimal structure of the vehicle fleet (a certain number of specialized vehicles, vehicles of various carrying capacities, etc.).

Main socio-economic factors are the resettlement of the population, its composition and the level of monetary income. Taking into account the influence of these factors, there are different approaches to the organization of trade services for urban residents and the rural population. The intensity of the process of commodity circulation largely depends on them. Thus, with a low population density, it is more difficult to organize the delivery of goods to consumers than in areas with a high population density: they have to be transported over long distances and, as a rule, they go through a larger number of links.

The following main factors have a significant impact on the process of product distribution: trading factors : types, sizes and location of trade enterprises, the degree of complexity of the range of goods sold, their physical, chemical and biological properties, the level of organization of the supply of goods to the retail trade network, the qualifications of sales workers, the methods used to sell goods, etc.

In order to ensure rational organization distribution process, the following basic principles must be observed:

Apply the shortest ways to promote goods;

Reduce linkage;

Widely use centralized, i.e., carried out by the forces and means of the supplier, the delivery of goods to the retail trade network;

Choose rational vehicles (depending on the quantity and properties of the transported cargo, transportation distance) and use them efficiently (taking into account the carrying capacity);

To develop the use of container-equipment and means of mechanization of loading and unloading operations, intra-warehouse and intra-store movement of goods;

Constantly improve and optimize the technological chain of goods distribution, using in-line cargo handling, in which each previous operation is simultaneously a preparation for the next one.

One of the prerequisites for increasing the efficiency of the process of product distribution is the use of the achievements of scientific and technological progress.

The most important areas of scientific and technological progress in trade are:

Creation and implementation of investment projects related to the construction of new trade infrastructure facilities and optimization of the placement of trade facilities;

Mechanization and automation of labor-intensive work;

Widespread use of package and container systems for cargo processing of commodity flows;

Usage computer technology and software, allowing to conduct automated accounting of goods along the entire path of commodity circulation;

Introduction of progressive technologies of trade service;

Automation of cash register operations and the introduction of store plastic cards in settlement transactions;

Automation of the processes of selling goods.

Chapter 2
The essence and content of commercial activities in trade

§ 2.1. Essence and objectives of commercial activity

The word "commerce" comes from the Latin sottagsgit which means "trade". Therefore, these words are often used as synonyms, and the concept of “commercial activity” in a narrow sense is interpreted as an activity related to trade, purchase and sale of goods.

Thus, from the point of view of civil law, any legal activity aimed at making a profit is commercial. However, in practice, commercial activity is more often considered as a type of entrepreneurship carried out in the sphere of circulation of goods and services. Therefore, in the future in the textbook we will talk specifically about commercial activities in trade.

Commercial activities in trade include:

Study of demand and determination of needs for goods;

Identification of suppliers of goods and establishment of economic relations with them;

Organization of wholesale of goods;

Organization of retail sale of goods;

Formation of assortment and management of commodity stocks;

Provision of trading services.

Consequently, commercial activity in trade is a set of sequentially performed trade and organizational operations that are carried out in the process of buying and selling goods and providing trade services in order to make a profit and meet customer demand.

Both trade organizations (legal entities) and individual entrepreneurs can act as subjects of commercial activity, i.e. carry it out. When carrying out commercial activities, they must:

Make effective commercial decisions that allow you to receive the profit necessary for the further development of their activities;

Improve the quality of customer service;

Strictly observe the current legislation.

Compliance with the above requirements contributes to

successful fulfillment of the tasks facing the commercial services of trade organizations. The main tasks are:

Improving the work on the study of market conditions based on marketing research;

Timely decision-making in accordance with the current market situation;

Formation of mutually beneficial relationships with partners (suppliers and wholesale buyers);

Strengthening the role of contracts and strengthening contractual discipline;

Establishment of long-term economic relations with suppliers;

Increasing the efficiency of commercial activities by automating certain operations related to the conclusion and execution of contracts, inventory management, etc.

Goods and services are the main objects of commercial activity in trade.

Product is a product of labor produced for sale. It can be any thing that is not limited in circulation, freely alienable and passing from the seller to the buyer under a contract of sale.

Depending on the purpose of the acquisition, goods can be divided into two groups:

Common consumption goods;

Industrial goods.

Common consumption goods intended for sale to the public for the purpose of personal, family, home use, i.e., not associated with entrepreneurial activity.

Industrial goods serve to implement various organizations or individual entrepreneurs for the purpose of their use in economic activity. Such goods are, for example, technological equipment, road construction equipment, transport vehicles common use, fuel and raw materials, etc.

All goods have consumer properties, i.e., the ability to satisfy certain needs of the consumer. The combination of consumer properties of a product determines its quality.

Since the quality of a product is a measure of its usefulness, one of the main tasks of trade is to provide consumers with precisely such goods. To this end commercial services trade organizations must constantly interact with manufacturers of purchased goods, influence them so that they improve and update their product range.

In addition, to maintain the quality of goods, it is of great importance proper organization such technological operations as transportation, acceptance, storage, etc. This is facilitated by the use of modern equipment for moving, storing, preparing goods for sale.

Service is the result of direct interaction between the contractor and the consumer, as well as the contractor's own activities to meet the needs of the consumer. Services rendered to the population, according to their functional purpose, are divided into material and socio-cultural.

material services satisfy material needs. They ensure the restoration, change or preservation of consumer properties of products or the manufacture of new products, as well as the movement of goods and people, the creation of conditions for consumption. Therefore, material services, in particular, include household services related to the repair and manufacture of products, catering services, and transport services.

Social and cultural services satisfy the spiritual, intellectual needs and support the normal life of the consumer. With their help, spiritual and physical development, professional development, maintenance and restoration of the health of the individual are ensured. Socio-cultural services can include medical services, cultural services, tourism, education, etc.

The trade service is the result of the interaction between the seller and the buyer, as well as the seller's own activities to meet the needs of the buyer when buying and selling goods.

Trade services can be divided into two groups:

Wholesale trade services (provided by wholesale trade enterprises);

Retail services (provided in stores and other retail establishments).

The main service of trade is the sale of goods. However, in order to profitably sell goods, it is necessary to carry out a whole range of activities related to the purchase of goods, their storage, delivery to wholesale buyers, pre-sale preparation in retail, etc. That is, the provision of various services that precede the sale of goods and related to It forms the basis of the commercial activity of any trade enterprise.

Both wholesale and retail trade services are essentially intermediary services. Moreover, given the variety of such services, some of them are material (for example, transportation of goods, their storage, preparation for sale, etc.), and some of them are socio-cultural (for example, providing advice to customers, information services, etc.) .

The effectiveness of the commercial activities of trade organizations largely depends on how the set of goods and services offered to customers meets their needs. In the conditions of competition in the market, the correct choice of objects of commercial activity plays a special role.

The success of the commercial activities of trade organizations largely depends on the state of their material and technical base, the level of competition in the market and other factors. Skill level also plays an important role. management personnel, as well as employees of commercial and other services of the enterprise, their attitude to the work performed, interest in the results of their work.

Commercial activities carried out by trade organizations can be conditionally divided into several stages, each of which performs certain commercial operations (Table 1).

However, it should be borne in mind that the wholesale trade activity differs to a large extent from the commercial activity of retail trade enterprises. This is especially true for operations related to the formation of an assortment and the sale of goods. Thus, the nature and content of the operations performed in the implementation of commercial activities will depend on the chosen form of product promotion and the stage of the product distribution process at which this product is located.

Table 1

Operations performed at various stages of commercial activity in trade

Efficient implementation commercial work is possible only if there is complete and reliable information about the market situation, i.e., socio-economic, trade-organizational and other conditions for the sale of goods that have developed in certain period time and in a specific place. To obtain such information, it is necessary to collect information about both the product itself and its manufacturers.

It is also important to have information about the social, economic, demographic and other factors that determine the demand for goods, and about the purchasing power of the population. Along with this, it is necessary to have reliable information about the capabilities of prospective competitors, which will allow you to make the right commercial decisions and occupy your own niche in the market.

The information obtained makes it possible to determine the possible volume of sales of goods on the market, to justify the range of necessary goods, that is, to calculate the need for them.

In addition, information about the state of the market contributes to the establishment of rational economic ties. For

To do this, it is necessary to study potential suppliers and select those that will prove to be the most profitable in the current conditions. At the same time, attention should be paid to the location of suppliers, the range and quality of the goods they offer, terms of delivery, prices, etc.

At this stage of commercial activity, contracts are concluded with suppliers of goods. It is very important to agree on all the terms of the future agreement: a well-drafted agreement will allow not only to take into account the interests of partners, but also to avoid future disagreements associated with insufficient elaboration of its individual provisions.

Once signed, the contract becomes binding on the parties. Therefore, trade enterprises and organizations must exercise constant and effective control over the execution of the terms of the contract.

Following operations for the wholesale purchase of goods, a number of technological operations are performed related to the receipt of goods, unloading vehicles, acceptance of goods in terms of quantity and quality, their storage, packaging, etc. The listed operations are performed both in the wholesale and retail sectors trade. Along with the technological ones, commercial operations continue in these links.

commercial activityat wholesale enterprises as the following steps includes:

Formation of the range of goods;

Commercial activities for the wholesale of goods;

Providing services to wholesale buyers.

Formation of the range of goods implies the creation of such an assortment that would best meet the demand of wholesale buyers. Taking into account their requirements, it is necessary to constantly update the range of goods in warehouses. To solve this problem, the commercial services of wholesale trade enterprises should actively participate in the formation of the assortment policy of commodity producers.

Inventory management in wholesale trade lies in their rationing, operational accounting and control over their condition. Keeping inventory at an optimal level promotes uninterrupted supply of goods to wholesale buyers and speeds up the turnover of goods, reducing the cost of their storage.

At the stage of wholesale of goods, an important role is played by advertising work. A well-organized, based on reliable information and timely advertising campaign contributes to the growth of demand for certain goods, positively affects their implementation.

One of the key stages of commercial activity is wholesale trade goods. At this stage, there is a search for buyers of goods, which, as a rule, are shops, small retail trade enterprises, etc. Then work follows to agree on the conditions and conclude an agreement, in accordance with which the sale of goods will be carried out. Effective work wholesale enterprise at this stage is impossible without the organization of control over the fulfillment of the terms of the contract.

An important place in the commercial activities of the wholesale link is occupied by service operations. Wholesale trade enterprises offer their partners services that are impossible or difficult to perform in retail trade. For example, they may be intermediary (search for suppliers of goods), advertising (holding in a retail network advertising campaigns, sales exhibitions with the participation of commodity producers, etc.), informational (collection and analysis of information about market conditions, marketing research, etc.), advisory (acquaintance of employees of retail enterprises with new products, rules for their operation, etc.). ) and other services.

The role of trade services is especially great in the presence of competition: wholesale customers are interested in contacting the seller who, along with high-quality goods, is able to offer a set of services that best meet their requirements.

Commercial operations in retail establishments have their own specifics. First of all, this is due to the fact that the consumer of goods and services here is the population.

It is the requirements and demands of the population that become decisive in the formation of the assortment at retail enterprises. Of the services that a trading enterprise can provide, only buyers in demand are selected. The interests of buyers are also taken into account when choosing methods for selling goods.

It should be noted that, carrying out commercial activities, retailers can, to a certain extent, shape the needs of the population. To this end, new products are offered to customers and those that meet the approval of consumers are included in the range of the retailer.

When managing inventories, they proceed primarily from the fact that they are stored at retail trade enterprises in much smaller volumes and for shorter periods.

The advertising work carried out in the retail trade network also has its own characteristics, primarily related to the choice of types and means of advertising.

Commercial activities in trade should be guided by the interests of the end user, otherwise it is impossible to count on a successful commercial result. At the same time, it should be taken into account that many factors directly or indirectly influence commercial activity, the main of which are:

Legal basis for commercial activities;

The level of competition in the market;

The state of the material and technical base of the trading enterprise;

The financial condition of the enterprise;

Qualification level of commercial workers;

The range of goods and the list of services provided, etc. Trade enterprises should build their work with

taking into account these factors, responding in a timely manner to ongoing changes, without which it is impossible to ensure high efficiency of their functioning.

The activity of a commercial enterprise does not proceed independently. It is directed by people, regulated and controlled by them.

Enterprise business management system is a market-oriented system, meaning not only the organization of an interconnected structure of the enterprise processes involved in it, but also their combination with all external factors.

The management of commercial activity sets as its immediate task the introduction of a certain order in commercial and trade processes, the organization of joint actions of the employees participating in these processes, and the achievement of coherence and coordination of actions. At the same time, management is aimed at optimizing the work of employees in order to increase the efficiency of commercial processes and achieve the ultimate goals of the enterprise.

The commercial activities of various trading enterprises have much in common. However, specific management solutions developed and implemented by some trading enterprises cannot always be used by other enterprises. This is due to changes in environmental factors. In addition, the conditions for the functioning of the trading enterprise itself are rapidly changing. Therefore, the management process must be determined by the environmental parameters and their variables within the trade enterprise.

Business management is based on general principles and management methods.

The fundamental principles of building the management of commercial activities of a trading enterprise are presented in Figure 3.

Figure 3. Basic principles for building the management of commercial activities of a trading enterprise

Ensuring consistency between departments (services). Each division (service) of a commercial enterprise has a specific purpose and functions, i.e., they have autonomy to one degree or another. At the same time, their actions must be coordinated and coordinated in time, which determines the unity of the management system of a trade enterprise.

Ensuring the interaction between business activities and the goals of the trading enterprise. Commercial activity is formed and changed in accordance with the interests and needs of production. Consequently, the functions of commerce management are implemented taking into account the goals of the trading enterprise.

Ensuring the hierarchy of the management structure. A characteristic feature of management is the hierarchical rank. The organization of business management should be focused on vertical and horizontal communications.

Ensuring an integrated approach to management. From the position of complexity, all factors influencing the management decisions of commercial activities are taken into account. It also provides for the connection of the commercial processes of a trading enterprise with the subjects of the external environment.

Ensuring low links in the management structure. Under small link a simple control structure is understood. But at the same time, stability and reliability of business management must be achieved.

Ensuring the adaptability of the management structure. The internal and external environment is subject to constant changes. This is especially evident in the period of the emergence of the consumer market. Therefore, the flexibility and adaptability of the business management structure to changes and environmental conditions is essential.

Providing executive information. The development and adoption of managerial decisions are based on executive information. It includes obtaining the initial information, processing, analyzing and issuing the results of the control action. This task is performed using modern technical means that allow you to automate the process of information support.

Management of commercial activities cannot be separated from the management system of a trading enterprise, which also performs functions related to technological, economic and financial activities. Therefore, when building a business management structure, it is necessary to take into account the interaction and subordination of all the constituent elements that form an integral management system for a commercial enterprise.

Management methods are ways of influencing the management of commercial processes and activities. They are divided into administrative, organizational, economic and legal.

Administrative Methods are determined by the field of activity and the specific conditions of the trading enterprise. It is also necessary to take into account alternative management options, the choice and implementation of which is determined by the foresight of the target results of the enterprise. It should be noted that the hierarchical construction of the management system and the content of management functions largely depend on the positions held by the management of a trading enterprise. Various compromise solutions are possible here.

Economic Methods in their definition, they rely on the course taken and the economic strategy of the trading enterprise, its potential resources, and the economic situation of the market. The totality of economic elements is the starting position in the management of the commercial activities of the enterprise. The impact of economic methods is predetermined by the surrounding economic environment.

These management methods do not exclude each other and are implemented in interaction. Their combination depends on the specific conditions of the functioning of the trading enterprise and the market environment. In addition, the organization of commercial activities includes methods such as planning, analysis of the enterprise.

In market conditions, there is a need to expand management tasks, develop new management techniques and methods suitable for various forms of ownership and the development of commercial activities of trading enterprises. In other words, a constant search for ways to improve management is expected. The process of managing a commercial enterprise should be based on market principles and methodology of modern management. Foreign management science has come a long way in its development. The prerequisites for this were:

- economic laws of the market;
- dynamism of the consumer market;
- hierarchical construction of the management structure with a focus on the strategic course in the activities of the enterprise;
- the organization of the enterprise, determined by its integration and adaptability to changes in the external environment;
- initial and resulting parameters.

A. Fayol created the theory of management social production, which formulated the principles of management based on the use of potential resources of the enterprise. He singled out five initial functions in management: planning, organization, direction, coordination and control. The objective necessity of creating a control system consisting of interacting processes was revealed by M.Kh. Mescon in his work "Fundamentals of Management": "Management is a process, because the work to achieve goals is not some kind of one-time action, but a series of interrelated continuous actions. These activities, each of which is a process in itself, are essential to the success of the enterprise. They are called managerial functions. Each managerial function is also a process, because it also consists of a series of interrelated actions. The management process is the total sum of all functions.

The above theoretical provisions give an idea of the approaches to managing the commercial activities of an enterprise in market conditions. A market-oriented management system means not only the organization of the structure and the interconnected set of involved processes of the enterprise, but also their combination with all external factors. The management of commercial activity sets as its immediate task the introduction of a certain order in commercial and trade processes, the organization of joint actions of the employees participating in these processes, and the achievement of coherence and coordination of actions. At the same time, management is aimed at optimizing the work of employees in order to increase the efficiency of commercial processes and achieve the ultimate goals of the enterprise.

In modern conditions, the activity of a trading enterprise is associated with entrepreneurship, commerce, econometrics, economic cybernetics and informatics. This determines a new qualitative level and economic growth of the market. The organizational structure of the management of a commercial enterprise should be built accordingly.

Many executives and senior managers have come to believe

about the need to introduce a fundamentally new approach to managing commercial activities. This can be achieved by introducing marketing services (or at least their main elements) in each enterprise. Since marketing is a purely market concept for managing the commercial activities of an enterprise, it will allow the most harmonious combination of the market interests of the enterprise and the consumer. Practical marketing will bring real benefits to the enterprise only if its application is carried out by qualified specialists with knowledge in the field of market strategy and tactics.

A marketing service that adequately meets the requirements of the market is still

is just being born. Its development is constrained by the lack of funds from enterprises, specially trained personnel and methodological developments adapted to local conditions. Marketing is one of the most important functions of enterprise management, along with such as finance, accounting of business transactions, selection and placement of personnel (personnel management).

Economic content, variety of organizational and legal forms, multifunctionality and multi-subject nature of the structure, complexity and consistency of the organization, multi-sectoral nature of coverage, global focus on the development and growth of commercial activities in a dynamic external environment and the current trend towards specialization and integration of economic activities of entities based on the exchange of created values determine and require an appropriate approach - logistics in all its manifestations: as thinking, a concept, as a general strategic goal-setting, as an integrative organization, as a functional management, as a resource-saving algorithm - as a systemic factor in increasing competitiveness and economic development not only of individual business entities, but and the entire national economy.

Competent, professional management business processes described above is of key importance for the successful functioning and development of the organization as a whole. It is successful work directly with the market that gives meaning to all other processes of production and economic activity.

Commercial activity as a system consists of managed and control subsystems interconnected by communication channels.

As managed subsystem speaks a set of commercial processes, the implementation of which ensures the sale of products, goods, and the provision of services. This circumstance requires the division of the managed system in accordance with the nature of the commercial operations taking place at the enterprise.

Control subsystem represents a set of interrelated methods of managing business activities implemented by people with the help of technical means to ensure efficiency and effectiveness. Management activities include: planning, regulation, control, accounting, stimulation (motivation). Management functions are carried out by a special body - the commercial department of the enterprise.

The organization of business management is carried out by organizational design, reorganization or liquidation of existing systems, rationalization of management.

Elements of commercial activity in in due course unite certain connections, ensuring their systemic integrity, by their organization acquire orderliness and are organized into a commercial system. The complete orderliness of the commercial activity management system can be achieved by the complex application of organizational management methods: regulation, standardization, instruction, control.

Improving the organization of the business management system involves:

- clear statement of the purposes of commercial activity;
- establishing the consistency of criteria for evaluating the results obtained, increasing the effectiveness of incentives that encourage coordinated actions;
- choice of rational forms of management, improvement of the structure of the commercial system, distribution of duties, rights and responsibilities in it;
- development of effective methods to ensure high quality commercial solutions;
- implementation of processing processes commercial information, workflow, based on the use of modern computer and office equipment;
- the establishment of a scientifically based work regime for the administrative and managerial apparatus, improving the culture of management.