CJSC "Tander", whose activities are based on the principles of marketing, has developed a program of marketing activities. The goals of the enterprise are achieved through the assessment and satisfaction of customer requirements. Marketing not only creates conditions for entering the market, but also helps to consolidate the company's position in the market, expand sales, and rapidly change product characteristics under the influence of technological advances and consumer requirements.
Competent development of the marketing program is the most important element of the technical and economic activity of the enterprise.
The marketing program includes sections: a summary of benchmarks; a statement of the current marketing situation; list of dangers and opportunities; list of tasks and problems; marketing strategy; action programs; budget and control procedures.
The plan is based on marketing goals and scheduled tasks. The marketing program should reflect: the goal and benchmarks (for example, increase the share of sales in a given market, increase profits from sales, etc.); conjuncture forecast for the planned period; a description of the areas of marketing work to obtain the data necessary for the preparation of marketing plans in the future (market research); action plan (where, who, when and how should act and how much it will cost); assortment policy of the enterprise; policy in the field of work with suppliers of materials and components; price policy; policy in the field of distribution of goods; advertising and promotion policy; characteristics of budgets (profit and loss forecast); breakdown of activities by time of their implementation; control order.
The marketing program should form the basis on which more detailed plans(programs) by functional purpose and for each type of product.
To solve various marketing problems, the company develops a general estimate of marketing costs. Typically, the total amount of marketing fees is determined as a percentage of the estimated turnover. The enterprise must determine how best to allocate the total amount of deductions for the marketing of a particular product and for individual elements of marketing: for advertising, promotion of a product on the market, direct sale to customers, etc.
The issue of assignments and expenses for the development and mastering of new or improved types of products and improving their quality is of particular interest. The marketing service studies the requirements of consumers and, through feedback from them, identifies shortcomings in the design and quality of manufacturing products, evaluates product reliability indicators, formulates tasks for design, technological, testing and other departments of the plant. The effectiveness of the marketing activity of the enterprise in the market depends on the fulfillment of these tasks.
It is advisable to include in the marketing plan the main tasks for the development of new or modernization of manufactured products, the necessary refinement of technologies, the improvement of product testing, the control of its manufacture, the development of service, etc. indicating the performers and deadlines.
A marketing plan is formed for the coming year and for the future (2, 5 or more years); necessary clarifications can be made to it in the course of its implementation and changes in the situation on the market.
Control over the implementation of the marketing plan is carried out by management structural divisions enterprises engaged in marketing activities and the management of the enterprise (director).
A report on the implementation of the marketing plan for each six months is submitted to the head of the enterprise.
Despite the presence of a marketing and sales department, providing it with relevant documentation for the positions provided for staffing one of the reasons for the unstable financial position of the enterprise is the lack of permanent sales markets, both internal and external.
The marketing program, like any other, links the tasks facing different structural units, but aimed at a common result. Moreover, the marketing plan is intended for the most part to unite these disparate, at the level of departments, tasks into a single, at the enterprise level, whole.
Problems in communication regarding the plan negatively affect its implementation. The motivation of employees to execute the plan increases when they actively participate in its development.
It is advisable to appoint the head of each department or unit involved in the implementation of the plan, responsible for the implementation of the envisaged activities. The person responsible for the development of the marketing plan conducts interviews with these individuals to ensure that the main provisions of the document and the necessary details are correctly understood, which provides feedback at all levels of the organization.
All managers should be familiar with the marketing plan commercial services, economic service and production director.
The results of the implementation of the marketing plan for the past month, the report on the implementation of product programs, and the costs within the marketing budget are heard collectively. The meeting is chaired by the commercial director of CJSC "Tander". Based on the results of the meeting, a protocol is drawn up, in which measures are entered that are adjustments to the current marketing plan. Prepares a marketing department protocol. The protocol is signed by the Deputy General Director for Commercial Affairs. The protocol is introduced to all services that take part in the implementation of the plan.
It is envisaged to hold final meetings on the implementation of the marketing program for the six months. Preparation of materials for the meeting is carried out by the marketing department. The meeting is chaired by the Deputy Director of Commercial Affairs. The General Director gets acquainted with the minutes of the meeting following the results of the half year.
In a modern market economy, an enterprise uses many tools to achieve a competitive advantage, and it did not immediately come to an understanding that it was marketing that provided a clear mechanism for its (competitive advantage) planning and implementation; in a few years, marketing "grew" from a simple sales department into an important functional area activities of the company, consider how the development of marketing departments is going on, how they are organized, how they interact with other services of the enterprise.
For a more successful implementation of the marketing program at Tander CJSC, it is necessary to analyze in detail possible options internal marketing system. To note their advantages and disadvantages, to link the possibility of their implementation with the capabilities of the enterprise.
In the development of an intra-company marketing system, six stages can be distinguished.
Stage 1. Simple sales department. Small companies, as a rule, create a position of deputy. sales director, whose task is to manage the sales force. However, the Deputy The director is directly involved in trading. When a company needs to conduct marketing research or an advertising campaign, Deputy. sales director hires specialists from other companies.
Stage 2. The sales department, which performs the functions of marketing. As the company expands, it has to add or enhance some marketing services. She needs to conduct market research to understand the needs of local buyers and market potential. After that, you need to conduct an advertising campaign in the selected area - to present yourself and your products. To accomplish these tasks, The sales director hires specialists - a marketing research manager and an advertising manager. He may also hire a marketing specialist to manage these and other marketing functions.
Stage 3. Independent marketing department. As the firm continues to grow, it can afford additional investment in marketing research, new product development, advertising and sales promotion, and service improvement.
Gradually, the director of the company comes to understand that from the point of view of profit, the separation of marketing into an independent department will be beneficial. For the management of the department, the post of deputy is established. marketing director. Like the deputy sales director, he reports to the director. At this stage, sales and marketing are already two different functions, which nevertheless must be closely related.
This alignment of forces allows the director to more balanced assess the opportunities and problems of his company. Assume that sales are falling and the director is looking for a solution to the problem. Deputy The sales director may offer to hire more salespeople, raise their salaries, hold a top-selling competition, train them, or lower the price to make the product sell better. Deputy marketing director should analyze the situation in the market.
Stage 4. Modern marketing department. Although the deputy directors of sales and marketing and must work together, the relationship between them is often strained, based on distrust of each other. Deputy sales director is indignant that sales personnel are given a smaller place in marketing, deputy. The marketing director is asking for more funds for non-trade activities.
The job of a marketing manager is to identify targeted growth opportunities, strategies, and marketing programs. Sales personnel are responsible for the implementation of these programs. Marketers start from marketing research, try to isolate and understand market segments, plan, always keep a long-term perspective in mind. Their goal is to increase the market share with a profit for the company, while sales workers, on the contrary, rely on their work experience, try to reach everyone specific buyer. The bulk of their working time is spent on personal communication with clients and customers. They live for today and try to fulfill their marketing plan.
If too much friction arises between trade and marketing, the director of the company can, having sorted out the conflict, either return marketing to the leadership of the deputy. sales director, or instruct the head of the marketing department to be responsible for everything, including sales staff. The latter solution is the basis of the modern marketing department - a department led by an executive director of marketing and sales. In his submission are all those who perform any marketing functions, and sales managers.
Stage 5. Effective marketing company. A firm can have an active marketing department and still fail in the marketplace. It all depends on how other departments of the company look at customers, how they perceive their marketing responsibility. If they consider all this to be the direct responsibility of the marketing department, then the marketing of such a company cannot be called effective. Only when all employees understand that they owe their jobs to the customers who choose their products can we speak of an effective marketing campaign.
The paradox is that when a company starts to reduce costs, reduce to change its structure, the main blow falls on the marketing and sales departments. At the same time, their task remains the same - to provide as much income as possible. To maintain efficiency and position in the company, marketers and salespeople have to be creative in working with customers and creating profits.
Stage 6. A company based on processes and results. Now, many companies are changing their organizational structure again, focusing on key processes rather than departments. Organization "by department" is increasingly seen as a barrier to core business functions such as creating new products, acquiring and retaining customers, processing orders, and serving customers. In order to achieve certain results in all these processes, mixed teams are created in companies and their leaders are appointed. Marketers and salespeople are increasingly working in such teams. As a consequence, they report to two "bosses": the team or teams and the marketing department. Each team periodically sends the performance characteristics of its members to the departments. Marketing departments are responsible for training their employees, assigning them to new teams, and generally evaluating their work.
Based on the collected information, we made an analysis of the marketing activities of the enterprise. CJSC "Tander" is a developing company and one of the largest trading companies throughout Russia. It does not stop in development and every day everything develops and develops.
You can offer the heads of all sales outlets of the company a few recommendations for improving marketing activities. First of all, this is a big and painstaking work with sales assistants and cashiers. It is required to conduct a briefing on maintenance techniques with them, and also with sellers trading floor. The branch director needs to instruct the marketing department to engage in advertising promotion of the company, conclude an agreement with advertising agency. Also conduct sales promotion methods such as tasting, coupons, promotions.
Nesterov A.K. Analysis and improvement of the marketing activities of the enterprise // Encyclopedia of the Nesterovs
Practical aspects of analysis and development of directions for improving the marketing activities of an enterprise operating in a dynamic market. This article discusses possible areas for improving marketing activities at an enterprise operating in the services market cellular communication, on the example of the network of communication salons "SARLINK".
Marketing activity as a tool for enterprise development and management decision making
Marketing is a predominantly practical discipline that has arisen, developed and constantly improved as a result of economic activity enterprises on the market. In a market economy, the main advantage may be the possession of information about consumers, both existing and potential, competitors, counterparties, various intermediaries, etc. It is also necessary to adopt the successful experience of companies operating in this market. This will largely help to avoid negative aspects in the activities of the enterprise.
The modern concept of marketing is that all activities of the enterprise are based on knowledge of consumer demand and its changes in the future. Marketing activity is very multifaceted: it begins with the embodiment of the consumer's desires in a specific product or service, the organization of its production, after which it is necessary to present your products to the market in such a way as to attract the consumer's steady attention to it, which requires a guarantee High Quality service.
It is especially important to improve marketing activities for enterprises operating on a dynamic basis. emerging markets. What consumers needed yesterday will no longer be relevant tomorrow. Therefore, for all companies operating in dynamic markets, it is necessary to constantly conduct market research to identify areas in which they should develop, where to put the most effort, where to invest money to expand their activities and how to build their policies to attract new customers. In conditions of almost complete market saturation, tough competitive environment and intensification of competition, there is an urgent need for continuous improvement of marketing activities.
Marketing is more than just bringing goods and services to market. Now we need to focus on the production of goods and services that consumers really need. Marketing is a two-way process, which is based on the relationship between production forces and the consumer. Therefore, modern market activity requires managers and specialists of enterprises to make decisions based on interaction with consumers and identifying needs. Without good knowledge modern methods management within the framework of the social and ethical orientation of the marketing activities of the enterprise, it is impossible for a long-term and successful existence of the enterprise in the market.
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INTRODUCTION
The relevance of improving marketing activities at the enterprise is determined, first of all, by its orientation towards meeting, first of all, the needs of consumers of products. Marketing activities should contribute to the successful solution of seemingly mutually exclusive tasks: to increase the flexibility of production, to quickly change the range of products in accordance with the needs of the consumer, and at the same time promptly introduce new equipment and technology.
Marketing is the coordination of the activities of an enterprise in the market, for it characteristic features are systematic and complex.
Marketing activity is the basis for a comprehensive solution of one's tasks: searching for a consumer, determining one's own capabilities, assessing the level of competitiveness of a company and products. Marketing activity implies a system various events to analyze and choose the best option.
Currently, none of the enterprises in the system market relations cannot function normally without a marketing service in the enterprise. And the usefulness of marketing is increasing every moment. This is because the needs of people, as you know, are unlimited, and the resources of the enterprise are limited. Each subject has its own needs, which are not always well-satisfied. Each needs its own individual approach. Therefore, in the new conditions, the company that can most accurately identify and capture a variety of tastes has competitive advantages.
Modern marketing is considered as a system for organizing all the activities of an enterprise in the development, production and marketing of goods, the provision of services based on a comprehensive study of the market and real customer requests, in order to obtain maximum profit.
The goal of the marketing activities of retailers is to obtain certain commercial results by managing their own resources in the most efficient way, satisfying the needs of customers more effectively than competitors. The market is gradually saturated, the achievement of strategic goals is possible only on the basis of building long-term, trusting relationships with consumers and participants distribution networks.
Marketing management plays an important and sometimes decisive role in the competitive struggle in the market. It is in the market that the product produced and the labor expended on it prove their worth. social significance gain acceptance from consumers. Based on this, it can be noted that the topic of improving the marketing activities of an enterprise as a subject of study for this final work is not only relevant, but also quite promising.
In accordance with the chosen topic, the goal of the thesis was formulated, which is to improve marketing activities on the example of a retail enterprise.
To achieve this goal, the following tasks are defined in the graduation project:
· consideration of the theoretical foundations of marketing activities; · analysis of the company's activities; · analysis of the organization of marketing activities; · substantiation of the need to improve marketing activities at this enterprise; · development of a proposal to improve the organization of marketing activities. The object of research is a retail enterprise, and the subject of research is the organization of marketing activities at a retail enterprise. The main theoretical and methodological sources in writing this work were Russian and foreign publications devoted to marketing and management of marketing activities at the enterprise. Practical part The work is based on marketing research data, annual reports of the enterprise, business plan. In the process of work, the concepts, essences and main features of marketing management at the enterprise are defined, the organizational and economic characteristics of the enterprise are given, the analysis of the range of goods offered, the organization of retail marketing is made. Based on the results of the study, measures are proposed to improve marketing activities at a retail enterprise, which contribute to an increase in the main indicators characterizing the effectiveness of activities. The structure of the work consists of introduction, three chapters, conclusion and list of references. CHAPTER 1. THEORETICAL FOUNDATIONS OF MARKETING ACTIVITIES AT A RETAIL ENTERPRISE 1 Essence and main forms of marketing activity The basis of market relations is the free choice of forms of economic activity by the individual; access to various types of resources; free choice economic ties; free formation of prices, depending on the supply and demand for goods; free movement of capital, etc. The subjects of market relations are entrepreneurs who are the bearers of economic initiative. This means that they have administrative and economic independence and the right to dispose of production resources and manufactured products, thereby fully turning on the mechanism market competition, one of the main requirements of which is the maximum possible adaptation of the production and commercial activities of commodity producers and resellers to market consumers and the prevailing conjuncture here. And it implies the need to organize production and sales of products according to the principle “we offer what the market requires”, that is, based on market research. Security effective development and functioning of both large enterprises and young firms in the conditions of a market economy system is currently difficult complex problem. Effective work in the internal and foreign market requires knowledge and consideration of objective market laws, the ability to organize the regular receipt and operational use of market information, increase the competitiveness of their products, etc. All this is an element of marketing - one of the most effective concepts of the economy. It is on the basis of marketing activities that most commercial operations in the world market are carried out. In the broadest sense, marketing is the organization of the management of a firm in the field of strategic planning aimed at satisfying consumer orders, making a profit. In the economic literature, there are many definitions of marketing, arising from a different understanding of its essence and objectives. Marketing is a system for organizing and managing the production and marketing activities of enterprises, studying the market in order to form and satisfy demand for products and services and make a profit. In the term "marketing" experts put a double meaning: it is one of the functions of management, and an integral concept of management in the conditions of market relations. Marketing is a complex, multifaceted and dynamic phenomenon. This explains the impossibility in one universal definition to give a complete, adequate description of marketing to its essence, principles and functions. The term "marketing" arose in the United States at the turn of the 20th century, and as a leading management function, marketing began to be considered from the 50s. At present, about 2000 definitions of marketing have already been put forward, each of which considers one or another side of marketing or makes an attempt to characterize it comprehensively. F. Kotler offers the following definition: marketing is a social and management process, aimed at meeting the needs and requirements of individuals and groups through the supply and exchange of goods. Key Concepts given definition - needs, needs and demand; product; costs and satisfaction; exchange, transactions and relationships. The UK Marketing Institute defines marketing as "the management process aimed at identifying, anticipating and satisfying customer requirements and making a profit." Similar American organizations define marketing in roughly the same categories. Traditional marketing is understood as the concept of selling an enterprise, which consists in orienting sales to the demand currently available in the current markets of the enterprise consumers, and selling them already produced goods, i.e. market orientation is not the main task of the enterprise, on the contrary, the market must already have sufficient capacity to consume the goods produced by the enterprise. The main place in the implementation of the marketing concept is given to purely marketing divisions of the enterprise, whose task in this case is to find markets with the most favorable sales conditions and to sell products to consumers available in these markets. Modern marketing is primarily focused on market demands, adapting the supply of goods by enterprises for this. The task of marketing is not only focusing on the sale of already produced goods, but also a comprehensive study of the needs and capabilities of consumers. These identified needs become the starting point for all decisions and actions taken in the enterprise. This understanding of marketing makes it not a private function of the enterprise, implemented by the sales department, but an integrated concept of enterprise management as a whole. Marketing as a management concept means “planning, coordinating and controlling all the activities of an enterprise related to existing and potential markets”. The set of marketing management activities can be defined as a uniquely identifiable management process, including the phases of analysis, planning, motivation, coordination and control, corresponding to general functions management. The main functions of marketing include analysis environment, consumers; market research; planning of goods (services), sales; promotion of goods; prices; security social responsibility in marketing management. Marketing entities include manufacturers and service organizations, wholesalers and retailers, marketers, and various consumers. Marketing activity is a set of activities focused on the study of such issues as: Analysis of the external (in relation to the enterprise) environment, which includes markets, sources of supply and much more. The analysis allows you to identify factors that contribute to commercial success or create an obstacle to this. As a result of the analysis, a data bank is formed for making informed marketing decisions. Analysis of consumers, both actual (acting, buying the company's products) and potential (who still need to be convinced to become relevant). This analysis is to study the demographic, economic, geographic and other characteristics of people who have the right to make a purchase decision, as well as their needs in the broadest sense of this concept and the acquisition processes of both our and competing products. Studying existing and planning future products, that is, developing concepts for creating new products and / or upgrading old ones, including their assortment and parametric series, packaging, etc. Outdated products that do not give a given profit are removed from production and export. Merchandising and sales planning, including the creation, if necessary, of appropriate distribution networks with warehouses and shops, as well as agency networks. Complex marketing communications, the essence of which is to provide complete information and bring it to target audience(consumers) with a backlash. A firm's communications policy is an important element of the marketing mix, which includes: advertising, public relations work, and personal selling. Security pricing policy which consists in planning systems and price levels for exported products, determining the “technology” for using prices, loan terms, discounts, etc. Satisfying technical and social norms the country importing the company's products, which means the obligation to ensure the proper levels of product safety and environmental protection; compliance with moral and ethical rules; the proper level of consumer properties of products. To implement the above activities, it is necessary to take into account the large role of those on whom, in essence, the effectiveness of the marketing strategy depends, namely the marketing entities, which include manufacturers and service organizations, wholesale and retail trade organizations, marketing specialists and various consumers. The marketing process begins with the study of the buyer and the identification of his needs, and ends with the purchase of the product by the buyer and the satisfaction of his identified needs. The market in which marketing entities operate can be divided into a "seller's market", where the company sells its own products, and a "buyer's market", where it purchases the necessary production components. Thus, marketing is mainly beneficial to both sellers and buyers of products. Obviously, the type of marketing determines the way it is managed. Marketing management, as defined by F. Kotler, is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain profitable exchanges with target customers in order to achieve certain organizational objectives, such as making a profit, increasing sales , increase in market share, etc. The task of marketing management is to influence the level, time and nature of demand in such a way that it helps the organization achieve its goals. Simply put, marketing management is demand management. There are five main forms (concepts), on the basis of which commercial organizations carry out their marketing activities: · concept of production improvement; · the concept of product improvement; · the concept of intensifying commercial efforts; · marketing concept; · the concept of social and ethical marketing. The use of each of them is mandatory and, first of all, raises the question of what should be the balance of interests of producers, consumers and society as a whole. After all, quite often these interests come into conflict with each other. Production concept, or the concept of production improvement. Enterprises adhering to this concept have predominantly serial or large-scale production with high efficiency and low cost, and the sale of their products is carried out with the help of numerous trading enterprises. The main idea of the concept of product improvement is the orientation of consumers to a particular product or service that, according to technical specifications and operational qualities are superior to analogues and thus bring more benefits to consumers. Manufacturers at the same time direct their efforts to improve the quality of their products, despite higher costs, and, consequently, prices. The sales concept, or the concept of intensifying commercial efforts, assumes that consumers will buy the offered products in sufficient volume only if the company has made some efforts to promote the products and increase their sales. Marketing concept. This concept replaces the marketing concept and changes its content. The difference between a sales concept and a marketing concept is as follows: activities based on a sales concept start with the products available to the firm. At the same time, the main task is to achieve the volume of sales necessary to make a profit through various sales promotion activities. The activity based on the concept of marketing begins with the identification of real and potential buyers and their needs. The firm plans and coordinates the development of specific programs to meet identified needs. The socio-ethical concept of marketing, which is characteristic of the current stage of development of human civilization, is based on a new philosophy of entrepreneurship, focused on meeting the reasonable, healthy needs of solvent demand carriers. Its goal is to ensure the long-term well-being of not only the individual enterprise, but society as a whole. It is this kind of orientation of the image of the enterprise that should attract buyers as a factor in the competitiveness of this enterprise among the rest. Every firm, enterprise or company is interested in effective management its marketing activities. In particular, she needs to know how to analyze market opportunities, select suitable target markets, develop an effective marketing mix, and successfully manage the implementation of marketing efforts. All this makes up the process of marketing management. In market conditions, it is not enough to rely on intuition, the judgments of managers and specialists, and past experience, but it is necessary to obtain adequate information before and after making decisions. To reduce the degree of uncertainty and risk, the enterprise must have reliable, sufficient and timely information. Marketing information is understood as information obtained in the course of studying the process of exchanging the results of socially useful activities and interaction regarding such an exchange of all subjects of the market system, used in all areas (levels) of entrepreneurship, including marketing activities. The necessary information is obtained from the internal reporting of the enterprise, marketing observations, research and data analysis. The modern concept of marketing is that all activities of the enterprise are based on knowledge of consumer demand and its changes in the future. Moreover, one of the goals of marketing is to identify unsatisfied customer requests in order to orient production to meet these requests. The marketing system puts the production of products in a functional dependence on requests and requires the production of products in the assortment and quantity required by the consumer. That is why marketing, as a set of established methods for studying markets, in addition to everything else, directs its efforts to create effective distribution channels and conduct integrated advertising campaigns. Interest in such a multifaceted and now so relevant topic as marketing, and it should be noted that every year it becomes more and more, if not global, grows not only within a single country, but also in the world as a whole. This is due to the fact that marketing affects the interests of each of us in any day of our lives. Whether we're selling a car, looking for a job, raising money for a charity, or promoting an idea, we're marketing. We need to know what the market is, who operates on it, how it functions, what its needs are. Making a conclusion about the theoretical substantiation of the relevance of such a topic as the management of marketing activities, it should be noted that marketing is an integral part of the life of society. As already noted, in the conditions of market relations, marketing for enterprises is one of the essential functions. The effective functioning of enterprises depends on how well the marketing system is built. 1.2 Organization and planning of marketing in the enterprise Functional orientation is characterized by the production and sale of one product or a limited type of homogeneous product, through the same distribution channels. With this form of management organization, homogeneous activities are grouped into functional units or departments that report to the marketing manager. Such an organizational management structure allows the company to avoid duplication of operations by individual services. The functional principle of management is most successfully used by medium-sized firms. Large firms adhere to the product orientation. AT this case markets are divided into markets for industrial goods and consumer goods. In firms that adhere to this orientation, the chief marketing officer coordinates and controls the marketing activities of all departments in the enterprise. Marketing management on the basis of the product principle provides optimal conditions for the specialization of employees, coordination of the activities of individual units, their linkage with the overall goals and objectives of the company. Significant management efficiency is noted in cases where the market requirements for advertising, marketing, packaging, etc., for each product, have their own characteristics. The disadvantages of commodity orientation of management include duplication of operations within departments. Regional orientation of marketing management also applies big companies with sales markets in various regions. Particularly widespread, regional orientation has received among international monopolies with vast markets, which can be subdivided into clearly defined geographical areas. With the regional orientation of management, the characteristics and requirements of buyers located in a particular area, district or territory are studied in relation to the company's products. As well as commodity orientation, in the regional there is duplication of operations, the problem of coordination and communication. In an attempt to overcome these shortcomings, some firms combine the advantages of a regional orientation with a product or customer orientation. Orientation to the buyer (market) is the most common marketing management scheme. Its development was facilitated by the intensification of competition for the sales market of individual regions and groups of buyers. When managing with a focus on the buyer (market), it becomes possible to most fully, through the appropriate organization of distribution channels, pricing, packaging, maintenance, to take into account the characteristics of consumer groups. Some firms sell their products to different consumer groups or various markets which have their own specific features. The more specific the market to be served, the more necessary a dedicated sales manager and dedicated staff who know the needs of the customers. When focusing on the buyer (market), the company creates conditions for coordinating the activities of departments and services of the company. However, the possibility of specialization of workers in individual goods is reduced. Enterprises can conduct independent marketing research or entrust its conduct to specialized agencies. The main areas of marketing research are as follows: · market research; · study of marketing tools; · study of the external environment; · studies of the internal environment; · study of the market of productive forces; · study of motives; · marketing intelligence. One of the main goals of marketing research is to determine the company's market opportunities. It is necessary to correctly assess and predict the size of the market, its growth potential and possible profit. Market segmentation is one of the functions in the system of marketing activities and is associated with the implementation of work on the classification of buyers or consumers of products that are on the market or brought to it. After dividing the market into consumer groups and identifying the opportunities for each of them, the company must evaluate their attractiveness and select one or more segments for development. When evaluating market segments, two factors must be taken into account: the overall attractiveness of the segment, as well as the goals and resources of the enterprise. When choosing target segments, business leaders decide whether it will focus on one segment or several, on a particular product or a particular market, or on the entire market at once. The offer of one product to one segment - concentrated segmentation - is more often used by small enterprises that seek to gain advantages over competitors. Expansion of market segments, i.e. offering one product to several segments allows the company to expand the market for the product. By offering several products to one segment, i.e. resorting to assortment segmentation, they usually use related products. In differentiated segmentation, several different products are offered to several segments. To receive you need to competitive advantage, each enterprise must find its own ways to differentiate products. Differentiation - the process of developing a number of essential features of the product, designed to distinguish it from competitors' products. The market offer can be differentiated in five areas: product, services, personnel, distribution channels, image. After determining the target market segment, the company must study the properties and image of competitors' products and assess the position of their products in the market. Having studied the positions of competitors, the company decides on the positioning of its products. Positioning is the way in which consumers identify a product by its most important characteristics. In practice, product positions are determined using positioning maps, which are a two-dimensional matrix of different pairs of characteristics. Properly organized market positioning is a prerequisite for effective marketing mix development. The marketing mix is a link between producers and consumers that form market segments and includes: product, price, means of promoting the product to the market and distribution channels. Essentially, any product is a packaged service to solve a problem. The task of the marketer is to identify the needs hidden behind any product and sell not the properties of this product, but the benefits from it. Of course, the characteristics of the product - its size, color, packaging are also very important. Price, like the product, is an element of the marketing mix. A company that pursues a certain pricing policy actively influences both the volume of sales in the market and the amount of profit received. Commercial results, the degree of efficiency of all production and marketing activities of the enterprise depend on how correctly and thoughtfully the pricing policy is built. Maintaining a pricing policy requires excellent knowledge of the market situation, highly qualified decision-makers, the ability to anticipate possible changes in the market situation. The means of promoting goods to the market, the purpose of which is to stimulate demand, are one of the most important components of the marketing mix. The main ones are: advertising, public relations, organization of exhibitions, fairs, discounts, trade on credit, etc. Advertising is a message intended for some predetermined group of people, paid for by a specific customer and aimed at inducing this group to specific actions desired by the customer. Before launching an advertising campaign, businesses must decide what they want to achieve with advertising, which markets to conquer, how to formulate a message, what advertising media to use, when and how often to advertise, and how much to spend on it. Thus, advertising affects the interests of every person on any day of his life and is perceived by us as part of everyday public culture. Public relations is defined as "the promotion of a common understanding of goodwill between an individual, an organization and other people, groups of people or society as a whole through the dissemination of explanatory material, the development of exchange and the evaluation of public reaction." The task of the PR manager is to prepare and conduct press conferences, briefings, press cocktails, presentations, meetings with company executives, press releases, photographs and other materials for printing, on the basis of which articles, essays and reports will then be written. Participation in exhibitions and industry conferences. In order for the money spent for these purposes not to be wasted, participation in events must be carefully prepared. Thus, with the help of advertising and PR, a kind of contact is established with existing or potential buyers, the purpose of which is to create a favorable idea of the goods and services provided and form the image of the company. Sales promotion, which is understood as a set of techniques that increase sales throughout life cycle goods, has become of particular importance in recent years. The incentives are primarily prices: reduced in honor of the holiday; discounted through coupons distributed through print media or direct mail. In addition to monetary, “in-kind” incentives are also possible: free distribution of samples, an invitation to try New Product; offering a gift from both related products and a completely outsider. “Active” incentives have proven themselves well: contests, games, lotteries. Today, they are used by all the leading consumer goods manufacturers who painstakingly seek out fresh ideas and personas, especially on television. The considered measures to stimulate sales, applied by enterprises jointly and in strict accordance with advertising, are today the most widely used, significantly increasing the volume and profitability of sales. In marketing firms, all functions related to the implementation of the market concept of management are concentrated in the marketing department, which is the center of the firm's activities. The main task of the marketing department is to develop a strategy and tactics for the company's behavior in the market, taking into account its goals, financial, production possibilities. Market research is the basis for developing a marketing strategy. home strategic goal firms - the conquest or expansion of the market, obtaining maximum profit in a constantly changing market situation. Market research is the sole responsibility of the marketing department. A typical organizational structure of the marketing department includes the following services: · market research and analysis; · advertising and sales promotion; · product design; · market planning, transport. Such a number of services in the marketing department is conditional. In specific firms, the number of services in this department may be much larger, and they may have different names. Marketing planning in different enterprises is carried out in different ways. This concerns the content of the plan, the duration of the planning horizon, the sequence of development, the organization of planning. The marketing activity plan may have the following sections: · product plan (what and at what time will be released); · research and development of new products; · marketing plan, increasing its efficiency (number, equipment with new modern equipment, training sales staff, stimulating their work, choosing their territorial structure); · advertising and sales promotion plan; · distribution channel operation plan (type and number of channels, management of these channels); · price plan, including price changes in the future; · marketing research plan; · plan for the functioning of the physical distribution system (storage and delivery of goods to consumers); · marketing organization plan (improving the work of the marketing department, its information system communication with other departments of the organization). A marketing plan is developed for each strategic business unit of an organization and, in terms of formal structure, usually consists of the following sections: Executive Summary - The opening section of a marketing plan that provides a brief summary of the main objectives and recommendations included in the plan. This section helps management quickly understand the main focus of the plan. It is usually followed by a table of contents of the plan. The current marketing situation is the section of the marketing plan that describes the target market and the organization's position in it. Includes the following subsections: market description (down to the level of the main market segments), product overview (sales volume, prices, profitability), competition (for main competitors, information is provided regarding their product strategies, market share, prices, distribution and promotion), distribution (sales trends and development of main distribution channels). Hazards and Opportunities - A section of a marketing plan that identifies the main hazards and opportunities that a product may face in the marketplace. The potential harm of each hazard is assessed, i.e. complications arising from unfavorable trends and events that, if not targeted by marketing efforts, can lead to the undermining of the viability of the product or even to its death. Each opportunity (an attractive area of marketing efforts in which the organization can gain an advantage over competitors) should be evaluated in terms of its prospects, and the ability to successfully use it. Marketing goals characterize the target orientation of the plan and initially formulate the desired results of activities in specific markets. Goals in the field of product policy, pricing, bringing products to consumers, advertising, etc. are lower level targets. They appear as a result of working out the initial marketing goals for individual elements of the marketing mix. Marketing strategies are the main directions of marketing activity, following which organizations seek to achieve their marketing goals. The marketing strategy includes specific strategies for operating on target markets, marketing mix used and marketing costs. Strategies developed for each market segment should address new and emerging products, pricing, promotion of products, bringing the product to consumers, and should indicate how the strategy responds to the dangers and opportunities of the market. The action program (operational calendar plan), sometimes simply called the program, is a detailed program that shows what should be done, who and when should perform the accepted tasks, how much it will cost, what decisions and actions should be coordinated in order to fulfill marketing plan. Usually, the program also briefly describes the goals that the program activities are aimed at achieving. In other words, the program is a set of activities that must be carried out by the marketing and other services of the organization so that the chosen strategies can achieve the goal of the marketing plan. Marketing budget - a section of the marketing plan that reflects the projected values of income, costs and profits. The amount of income is justified in terms of forecast values of sales volume and prices. Costs are defined as the sum of the costs of production, distribution and marketing, the latter are detailed in this budget. The "Control" section characterizes the procedures and methods of control that must be implemented to assess the level of success of the plan. To do this, standards (criteria) are established by which progress in the implementation of marketing plans is measured. This once again emphasizes the importance of quantitative and temporal certainty of the goals, strategies and activities of marketing activities. Measurement of the success of the plan can be carried out for the annual time interval, and quarterly, and for each month or week. All of the above sections characterize both strategic and tactical plans, but the main difference between them lies in the degree of detail in the development of individual sections of the marketing plan. In conclusion, we note that in different companies the specific set of marketing planning procedures is different. General is the system logic of making planned decisions. 1.3 Marketing activities in retail
Retailing is bringing customers to the last link in the distribution chain and usually involves some form of direct contact with the real consumer, which is an important hallmark of retailing. In a traditional store, the customer and the retailer's employees come into direct contact, similar to what happened in open markets, and this brings both benefits and inconveniences for the retailer when selling goods. In any marketplace where direct human contact occurs, there is a premium on the interactive skills of the people involved and a close relationship between marketing and sales. However, retail is not just sales, as even when there is personal contact, a number of marketing activities will need to be undertaken before, during and after the transaction to ensure complete customer satisfaction. This is a characteristic of many retail situations. Retail businesses in the past were very different from what we know today, although some of the current businesses have been in business for much of the last century and their development has led to the forms of commerce that exist today. In retail marketing, there are two specific aspects: firstly, you need to attract customers to a store, restaurant, hotel or virtual online store, and secondly, to convince visitors to make a purchase in this store. Both of these are the main conditions for success. Retailing in most Western countries is a dynamic and highly competitive business area. As discussed in Section 1.1, change happens all the time, and keeping existing customers and gaining new ones requires the constant introduction of new ideas.
Modern approaches to the formation of the marketing structure of the organization. Organizational structure of marketing management of OOO "MAAG-NN". Analysis of the main directions and problems of the marketing activity of the enterprise, development of ways to improve it.
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The topic of this thesis is “Improving marketing activities at the enterprise” (on the example of MAAG-NN LLC). The topic of the thesis is relevant for the company at the moment, since the improvement of marketing activities, taking into account the trends in its change in the context of the ongoing economic crisis, is necessary condition effective implementation management of the enterprise as a whole, ensuring the achievement of its goals.
Graduation volume qualifying work consists of 75 pages, including 6 appendices, 39 literature sources, 12 figures and 23 tables.
Thesis tasks:
The object of study of this thesis work is MAAG-NN LLC. Research methods used in the thesis - comparative, marketing research methods, SWOT-analysis, method of expert assessments.
Introduction
The degree of sustainability of the functioning of the enterprise is determined by the quality of its activities: production, financial, investment, social and marketing. With the transition to market conditions, the formation of a changeable external competitive environment, the marketing activities of the enterprise are becoming increasingly important. Efficiency management decisions taken as part of the marketing activities of the enterprise, is largely determined by the results of its analysis and evaluation.
Marketing is the foundation for long-term and operational planning of the production and commercial activities of the enterprise, drawing up export production programs, organizing scientific, technical, technological, investment and production and marketing work of the enterprise team, and marketing management is the most important element of the enterprise management system.
The relevance of the topic of the thesis is due to the following. The importance and prospects of the marketing approach to management is determined by its organizing and coordinating role associated with the association certain types activities of the enterprise into a single technological process aimed at satisfying consumers, gaining a certain position in the market and receiving benefits from such activities. At the same time, the improvement of marketing activities, taking into account the trends of its change in the context of the ongoing economic crisis, is a necessary condition for the effective implementation of enterprise management as a whole, ensuring the achievement of its goals. Thus, marketing is a system for organizing and managing all aspects of an enterprise's business activity - from the idea of creating a new product, using appropriate production technologies to delivering goods to the buyer and servicing. At the same time, the market (consumer) and its requirements are taken as the starting point of this activity and the completion of its cycle, as well as the choice of optimal solutions in the field of sales, pricing policy, communication policy in an unstable economic situation.
The topic of this thesis is “Improving marketing activities at the enterprise” (on the example of MAAG-NN LLC).
The purpose of the thesis is to study the organization of marketing activities of LLC "MAAG-NN" and to develop ways to improve it.
Thesis tasks:
consider the theoretical foundations of managing the marketing activities of an enterprise;
to analyze the organization and evaluate the effectiveness of the marketing activities of MAAG-NN LLC;
develop practical proposals for improving the marketing activities of MAAG-NN LLC, as well as recommendations for the selection and implementation of the enterprise's marketing strategy;
assess the economic efficiency of the developed proposals.
The object of study of this thesis work is MAAG-NN LLC. The subject of the study is the system of marketing activities of the enterprise.
Research methods used in the thesis - comparative, marketing research methods, SWOT-analysis, method of expert assessments.
The degree of development of the problem in the literature. A large number of studies and publications of Russian and foreign scientists and specialists are devoted to aspects of marketing activities. The fundamentals of marketing were developed by such scientists as F. Kotler, I. Ansoff, D. Evans, J.-J. Lambin, L. Galloway, E. Sunday and others. The development of the theory and practice of marketing is devoted to the works of Russian and foreign scientists F. Webster, G.L. Bagieva, O.Yu. Yuldasheva, E.P. Golubkova, E.V. Popova, E.S. Shusterman, N.V. Maslova, B.C. Ismagilova, A.M. Stepanova, A.P. Pinkova, A.B. Guseva, I.S. Vazhenina and others.
The structure of the thesis includes an introduction, three chapters, and a conclusion. In the first chapter, the theoretical foundations of managing the marketing activities of an enterprise are studied. The second chapter analyzes the organization and effectiveness of the marketing activities of MAAG-NN LLC. In the third chapter, proposals are developed for improving the marketing activities of MAAG-NN LLC and recommendations for choosing and implementing an enterprise marketing strategy. In addition, an assessment of the economic efficiency of the developed proposals was carried out.
Chapter 1. Theoretical foundations of marketing activities in the enterprise
management marketing structure organizational
1.1 Essence, goals and objectives of marketing activities
The modern concept of marketing can be schematically shown in Figure 1. It includes three main tasks, the research and development of which form the basis of successful product sales:
consumer orientation (his needs, requests, tastes, etc.);
approach to marketing as a corporate business, the success of which depends on all functional units and requires their structural and organizational cooperation;
profit orientation as the end result of all production activities that defines a specific sales strategy.
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The interpretation of marketing as a market concept of management is a system of organization and management of production and marketing and trading activities enterprises, firms, focused on market requirements, the real needs of buyers for goods and services.
Deep and comprehensive knowledge of the market is the basis for obtaining and growing income (profit). For these purposes, a system of direct and feedback links between the developer (manufacturer) and the market is used, designed to ensure the maximum possible linkage of the developer’s scientific and production activities with the market situation and reduce the elements of uncertainty in the marketing of products.
The role of marketing in enterprise management is due to the history of the development of entrepreneurship, when at a certain stage in the development of concepts entrepreneurial activity in sequence - the concept of improving production, the concept of improving the product, the concept of intensifying commercial efforts - the next concept of entrepreneurial activity is replaced by the concept of marketing, which has since been understood as the modern concept of entrepreneurship.
The category of the market was partially present in the pre-marketing concepts of entrepreneurial activity, but in order to be called marketing, an enterprise must be oriented towards achieving its goals solely as a result of satisfying the needs of consumers. The essence of marketing is especially clearly manifested when compared with the concept of intensifying commercial efforts (Table 1). Today there are still many Russian companies are under the directive control of the head, who is both the owner, and the manager, and the marketer. All decisions are made only by him, while employees have a very small degree of freedom of action.
The second type of companies is intermediate, that is, there is a clear delineation of responsibilities between departments, there are top managers, but they all report directly to CEO and do not interact with each other.
Table 1. Premarketing and marketing concepts business organizations
In a marketing-oriented company, all services have the maximum degree of freedom of action, but also great responsibility, their work is evaluated only by intermediate and final results. In such companies, marketing, as a rule, is delegated a lot of authority.
1.2 Main directions of marketing activities
The basic principle (goal) of marketing, which determines its essence, is to produce only what will certainly be sold, and not to try to sell what the company was able to produce.
To put this principle into practice, it is necessary to know the functions of marketing. Based on the fundamental methodology of marketing as a market concept of management and sales, we will try to find a universal approach to the definition and description of marketing functions, to bring them into a logically consistent system. This approach consists in singling out four blocks of complex functions and a number of subfunctions in each of them. Let's consider these functions and subfunctions in more detail (Table 2).
Table 2. Marketing functions of an industrial enterprise
The analytical function of marketing, sometimes called research, is the foundation of all marketing activities of the enterprise. And this is understandable, since without a deep knowledge of the state and prospects for the development of the external environment, without an analysis of the internal environment of an enterprise, it is practically impossible to engage in economic and commercial activities, purposefully manage the enterprise itself and change the controlled factors of the external environment in the interests of the enterprise.
The marketing production function includes three subfunctions:
organization of production of new goods (goods of market novelty);
organization of material and technical supply;
quality management and competitiveness of finished products.
The sales function of marketing involves the implementation of the directions laid down in the plans:
commodity policy(production of a certain range of products, development of new products, after-sales service of goods, equipment renewal, etc.);
pricing policy;
marketing policy(creation of distribution channels, determination of the moment of entering the market, provision of a distribution system, etc.);
communication policy (implementation of measures to promote goods on the market: conducting advertising campaigns, providing intermediaries and consumers with appropriate benefits and discounts, stimulating their own employees involved in the sale of products, participating in exhibitions and fairs, etc.;
personnel policy (recruitment, training and retraining of personnel, implementation of measures to motivate employees, etc.).
Function of management and control. The control function of marketing is carried out in the process of implementing marketing programs, that is, throughout marketing work, while the evaluation of the effectiveness of marketing work makes it possible, in the course of implementation, to make certain, reasonable amendments and adjustments to marketing activities in order to achieve the set goals, which in turn also contributes to an overall increase in the effectiveness of ongoing sales and production activities. In addition, in the process of implementing the control function, a decision is made about which of the options for the developed marketing program will be implemented, which in turn is related to which of the options for forecasting the development of the external and internal environment has been implemented.
Table 3. Marketing functions and activities performed
In a number of textbooks on marketing listed features marketing in a simplified form are summarized in blocks, which we have deciphered according to the types of market actions performed (Table 3).
Any activity, entrepreneurial or marketing, is carried out with the aim of achieving a certain result. The main goal of the enterprise is, as you know, making a profit and solving social problems through the timely and profitable sale of manufactured goods. To achieve this goal, the company has to establish and implement its competitive advantages, produce competitive products and determine its niche in the market, a specific group of consumers.
Table 4. The main goals of the enterprise
The goals of marketing activities are closely related to the goals of the company and contribute to the achievement of the latter. The main goals of the company include: conquering the market; profitability, financial stability; provision of social factors of production; creation and strengthening of positions in the market and the prestige of the company (Table 4).
Marketing goals have a certain hierarchy and structure, which, in general, may include economic and psychographic goals. The first group of goals is closely related to the general goals of the enterprise (profit, profitability, reliability, etc.), and the second group is focused on achieving the result of the impact of marketing activities on the mentality and purchasing behavior of the consumer, i.e. motivation, formation of ideas and evaluation of the image of the buyer when willingness to make a purchase, which allows you to determine the likelihood of purchasing a product.
The main attention should be paid to the development of a set of goals of the lower level in the hierarchy, which include goals related to pricing policy, product, distribution and communication policy, i.e. providing conditions for achieving the goals of the marketing mix. In this regard, marketing objectives characterize the achievement of results in the field of marketing activities that can be achieved using the marketing mix toolkit.
Professor E.P. Golubkov proposes the following structure of marketing goals.
The overall goal is to ensure the company's development goals by pursuing an effective marketing policy; the goal for individual goods and markets is to obtain a certain profit (share of sales) in a certain market when selling a certain product; the purpose of the individual elements of the marketing mix for the relevant product and market is the product, price, product promotion, bringing the product to the consumer.
Ideally, the goal of marketing should be to ensure the optimal speed of matching supply and demand, i.e., such a speed at which the most favorable rates for the appearance of ideas, their embodiment in a product, its production, distribution, sale and turnover would be combined. minimal cost at all stages of the promotion of goods from the manufacturer to the consumer, taking into account the timely satisfaction of consumer demand.
Analysis of marketing goals allows us to formulate the main tasks for achieving them.
There are, as a rule, three interrelated sets of marketing tasks:
tasks related to activities in the market, i.e. related to the regulation of demand;
tasks related to the scope of the enterprise or firm;
tasks relating to the environment and public entities.
Marketing tasks are formed within the hierarchy of goals, time and type of demand in close alignment with the goals of the organization or firm. Based on the conjuncture of demand, the marketing tasks related to the market area can be the following (Table 5).
The scope of an enterprise or firm includes marketing tasks related to the coordination and integration of the interests of an enterprise policy focused on achieving the company's goals defined by the concept of marketing.
Such marketing tasks include the coordination of research and development strategies, production and storage of goods, as well as sales and financing activities. In addition, this also includes the tasks of harmonizing the use of marketing tools during internal system organization of sales in the enterprise.
Table 5. Marketing objectives
The tasks of marketing at this level are also organizational tasks related to the integration of marketing in the formulation of the main directions of the enterprise's policy, i.e., tasks related to the institutionalization of marketing in the organizational structure of the enterprise.
As marketing moves from the instrumental phase to the phase of a general concept that combines all the functions associated with the entry of an enterprise into the market, the responsibility of the head of marketing changes qualitatively. He becomes responsible for the market goals of the enterprise and their achievement. And the one who is responsible for the goals must inevitably be responsible for all the elements that lead to their achievement.
1.3 Modern approaches to the formation of the marketing structure of the organization
The purpose of the marketing department is to ensure sustainable sales of goods, services of the enterprise and profit in the planned market segments. Specific goals and functions of the enterprise marketing department are shown in Figure 2.
The main objects of interest for managers and specialists of marketing departments can be:
assessment of the trend of changes in the forces and factors of the external environment, the behavior of buyers, competitors, suppliers, etc.;
development of goals and strategies for the marketing activities of the enterprise;
optimization of the hierarchical links of marketing management at the enterprise or the levels of making marketing decisions and responsibility for their implementation;
optimization of horizontal marketing links by management levels that perform functional marketing activities (department marketers, sales agents, distributors, etc.).
Rice. 2. Goals and functions of the enterprise marketing department
It should be noted that the function of marketing in an enterprise allows raising the interests of certain types of activities and makes it possible, by adapting to market requirements, to ensure efficient operation enterprises in general.
There is no doubt that the assertion that marketing is an integrating function in making managerial decisions is true.
A generalization and specification of what has been said about the content of marketing can be a flowchart showing the relationship between types of marketing activities and information flows, including feedback between them (Fig. 3). This scheme reflects the approach to marketing as a cybernetic feedback control system.
It is the result of applying the concept of interaction and a systematic approach to the formation of a model of interaction between the marketing service and the enterprise. A special issue is the organization of relationships between the marketing department and other departments of the company.
Rice. 3. Model of interaction between marketing and the enterprise
Much here depends on how the structure of the enterprise as a whole meets the principles of marketing. If the structure of an enterprise is focused on production (and this is still very common), then most of its departments, structural units are not interested in realizing marketing goals, but only in minimizing production costs in every possible way. Marketing service in market conditions is the most important link in enterprise management, which, together with production, financial, sales, technological, personnel and other activities, creates a single integrated process aimed at satisfying market demands and making a profit on this basis.
Therefore, the marketing service is created at the enterprise, first of all, to ensure the flexible adaptation of the enterprise to the changing market situation and the requirements of consumers in the market. This allows you to raise the interests of the market over the interests of certain types of activities of the enterprise and makes it possible to ensure effective operation as a whole. The basic principles of creating a marketing service can be represented as follows (Fig. 4). The guiding principle of the organization of the service is the slogan "Marketing for the company, not the company for marketing." This means that the service must constantly develop and adapt to the goals, objectives and features of the functioning of the company, to the maximum extent providing it with effective conditions for market activity.
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Rice. 4. Principles of creating a marketing service
The basis of the activity of the marketing department, as a rule, is based on the following fundamental principles:
scientific character, i.e. compliance with the requirements of the theory of marketing and management in the implementation of marketing policy at the enterprise;
endowment of the marketing department with the necessary rights, including the right to coordinate with the aim of integrating all the economic activities of the enterprise for the implementation of market goals;
orientation of the marketing department to end consumers;
mobility, i.e. obligatory implementation of the decisions made;
flexibility, i.e. the ability to quickly change tactics and
marketing strategy in line with changes in the market
situations;
perseverance of marketing department employees, i.e. active
carrying out the planned marketing activities and plans, bringing the negotiations to the end;
performance discipline, i.e. the obligation to carry out the intended marketing program within the established time frame .
At the same time, it should be taken into account that in modern conditions any progressive company very often rebuilds its organizational structure, and in this regard, K. Matsushita even has the following remark: “If a company does not rebuild and does not change its structure at least once a year, its position in the market will be very difficult.” But this is one side of the matter. The other one is related to the state and development of the market itself, and the organizational structure of the marketing service should naturally respond to these variables as well.
Thus, it turns out that the organization of marketing in a company should become a kind of synthesis of market requirements, on the one hand, and the development of the company itself, on the other. And all this solely with one goal - to ensure the most efficient functioning of the company in the market.
The marketing structure is critical to the successful implementation of the marketing concept. There is no universal scheme for organizing marketing. Marketing departments can be created on different bases. They are usually part of the commercial scope of the enterprise. However, in enterprises producing specific products, these departments sometimes become an element of the technical sphere. Each firm creates a marketing department in such a way that it best contributes to the achievement of marketing goals (identifying unsatisfied customer demand, geographical expansion of markets, finding new market segments, increasing profits, etc.).
However, marketing structures to a large extent depend on the size of the company's resources, the specifics of products and markets in which they are sold, on the existing structure of enterprise management.
Elements in the marketing organization are usually divided into structural and functional. Structural subsystems cover:
sphere of exchange (commercial transactions);
market channels (organizations, enterprises and institutions through which the goods pass and which help to make exchange transactions);
market environment (competitors);
internal organization of marketing (study and forecasting of demand and product offering, making marketing decisions and monitoring their implementation).
Like a big block of tasks internal organization marketing is included in the structural subsystem, but is itself functional.
In the organizational structure of the company, there are four large blocks of specialized marketing units.
Implementation operations, whose functions include training and organizing the work of personnel, forecasting and planning the volume and structure of sales, distribution, storage and transportation, as well as statistical accounting and analysis.
Market research, which includes reference and library, information and research services.
Assortment planning, dealing with the definition of product assortment, prices, packaging and maintenance requirements.
Despite the very large number of options, the real integration of the marketing activities of enterprises is most often carried out by function or by product.
The company-wide organizational structure of the marketing service can be of the following types:
functional;
commodity;
regional (geographical);
market.
In most cases, in practice, the so-called combined organizational structures are used, using simultaneously two or more signs of the division of labor:
by function and product;
by function and market;
by goods and markets.
Such structures allow the organization to better adapt to multifactorial situations. True, this means a transition from relatively "flat" to more "high", and, consequently, to more complex structures.
The matrix organizational structure of the marketing service requires special attention. The modern world is changing rapidly. In an effort to comply with it, firms are increasingly forming, prefer flexible structures, abandoning strict hierarchy, introducing temporary structures (for a certain period, to complete a specific task, project). The most common structure of this kind is the matrix one.
In general, when building organizational structures, it is important to follow the basic principles used by modern market-oriented firms:
1) balance of responsibility and rights;
2) unity, clarity of setting, accessibility and clarity of financial and market, marketing goals throughout the structure;
3) simplicity of the structure, including low-link and clarity of construction and management;
4) an effective system of communications with other units, including feedback;
5) coordination of responsibility - at the highest level of company management;
6) flexibility, adaptability of the structure in accordance with the dynamics of the market and the strategy of the company.
Thus, the management of marketing activities can be represented as the analysis, planning, implementation and control of the execution of relevant programs aimed at creating, maintaining and expanding profitable relations between the enterprise and the target buyer (target group) in order to achieve its goals. The organization of management of marketing activities is associated with the development of a specific marketing strategy (strategies) aimed at achieving the goals of the enterprise. The sales function of marketing involves the implementation of the directions laid down in the plans: commodity policy; pricing policy; marketing policy; communication policy.
1.4 Analysis of the features, structure and trends of the shoe production market in Russia
Since the object of study of this thesis is MAAG-NN LLC, which is one of the most promising and dynamically developing enterprises in the shoe industry, it is important to analyze the main aspects of consumer preferences in the Russian shoe market, which are taken into account by both manufacturers and and sellers. In this section, a study was conducted, including the consumption of footwear, the characteristics of the main suppliers of footwear to the Russian market, the structure and growth trends of this market, and an analysis of retail chains is presented.
Today, footwear is one of the most competitive but also the most purchased products, which is why it is very important to outline the principles and measures of success in its sale. Any, even a relatively small distinguishing feature can bring a very significant result, which leads to the study of this topic. Interestingly, buyers are very careful in choosing and checking the brand of shoes than, for example, clothes. Most likely, this is due to the fact that low-quality shoes will be completely unusable and will not pay for themselves, while second-rate clothes can pay for themselves. Thus, the quality of shoes and trust in a particular brand are very important when choosing shoes, and therefore also important for the manufacturer and seller.
Again, clothes and shoes are not only functional items that are absolutely necessary for every person to feel comfortable, but they are also a mirror of his social status. A certain style of clothing helps to determine the social status or success of a person, which thus necessitates the need to dress specifically to fit a certain segment of the population. This creates a kind of stratification of the market into products of various categories, which are clearly separated and worn by a certain niche. social structure. The same applies to shoes as well.
Today, 13.5 billion shoes are produced annually in the world. In 2015, this figure is predicted to increase to 15.5 billion. Interestingly, of this huge number, only 1.2 billion pairs of shoes are produced in Europe, despite the fact that a very significant part of which are high-quality shoes. At the same time, 75% is produced in Western Europe, and 25% in Eastern Europe. On average, the world buys 1.9 pairs of shoes per person per year. At the same time, depending on the region, the number of couples varies significantly and can show the relative wealth of citizens. In the USA it is equal to 6.5 pairs of shoes, and, for example, in South-East Asia 0.7. In Russia, this figure is 1.35. In Soviet times this indicator was equal to 3.2, which indicates the availability and prosperity of citizens at a time that this moment inferior significantly.
At the moment, shoe suppliers to Russia consist of China, Turkey and Italy. China supplies about 80% of all shoes on the market, Turkey 9%, and Italy only 2%. Interestingly, this is due to the relocation of the production of Italian shoes to other countries. The study shows that this is due to constant globalization and the transfer of means of production to other places. In addition to the countries listed, many more shoes are supplied by Vietnam and Ukraine.
Due to the fact that Italian shoes have been extremely successful in terms of fashion and popularity, they are the third largest footwear manufacturer in the world. At the same time, Russia has only 0.3% of world production (zero in comparison with the titans of the industry).
The Russian market is growing at a rate of 16% per year, which is currently worth $17 billion. The National Shoe Union also gave an estimate of the total volume of the Russian shoe market, which amounted to about 450 million pairs. The main footwear manufacturers in Russia are: Unichel, Ralph Ringer, Egorievsk-obuv, Moscow Order of the Red Banner of Labor, Paris Commune shoe factory, Bris-Bosphorus, Paritet, Spartak shoe factory, Molded shoe factory, Pskov-polymer , Vahrushi-litobuv, manufacturing company"Lel", Kukmorsky felting plant, "Westfalika M", "StepTrade", "Ryazanvest", "Belwest", Footwear factory "Step", Kaluga shoe factory "Kalita", "Donobuv", Tula shoe factory "TOFA" etc. Note that domestic production shoes rose by an additional 14% but, nevertheless, is negligible in the market.
The Russian footwear market is divided approximately as follows:
1) system players, which make up about 30% of the market;
2) companies involved in the import and sale of cheap products, which account for about 60%;
3) expensive boutiques, which are at around 5%;
4) the remaining 5% are shoe factories.
Traditionally, the production and competitiveness of footwear in the Russian market is assessed as follows: men's, women's, and only then children's. Thus, we see that beautiful and aesthetic shoes (for women) and functional, comfortable shoes for children need additional attention.
Historically, the Russian footwear market began its formation around the mid-90s, when Italian, Spanish and German manufacturers saw the potential and began to finance supplies or production. At that time, almost any product with the “Made in Italy” label was in great demand, and there was no brand knowledge at all.
In addition to the fact that there was no brand definition, the consumer completely defined all Italian shoes as one big category.
As a result of the default, Western importers left the country, and their niche was immediately occupied by Chinese suppliers. The Chinese were engaged in the supply of a huge number of brandless goods. These same products were provided to all categories of the population, and it was completely impossible to determine anything, due to the lack of any branding. The end of the 90s marked the formation of the Russian shoe industry, but not everything went smoothly. They lacked experience, equipment, and the demand existed mainly only for the low price category. Thus, despite the beginning of the formation of the Russian modern shoe industry, the brands did not have good ground in order to consolidate their positions.
Gradually, in Moscow and St. Petersburg, a worldview began to form, which implied shoes as part of an obligatory image element. Thus began a slow shift towards quality and the creation of targeted branded stores that diligently began to serve the middle and upper class. This made it possible to create a fundamentally new direction in the development of the footwear industry, namely to focus more on quality and brand building.
Today on domestic market about 260 large and medium-sized enterprises operate, but even such a significant number accounts for only about 20% of all production in Russia. Volumes and demand are growing annually, rising by about 25-30%. Nevertheless, Russian footwear quality standards exceed many imported supplies and have significant potential to win their niche and win over the buyer.
That is why Russian entrepreneurs have a huge potential to build this industry and gain a significant competitive advantage if they take the initiative. From year to year, number retail chains, factories and demand is growing, which means that the market is developing as usual, and any investment now will be able to pay for itself very soon. Stores are being transformed into specialized points of sale for certain brands, and the focus is on the consumer.
Now there are 5 main price categories, between which the price variation is quite large. So, in the low price segment, a pair of shoes costs less than 1 thousand rubles, in the luxury segment - more than 7.5 thousand rubles. Currently, most purchases of shoes fall on the medium - low and medium - average price segments, which are focused on the majority Russian manufacturers. The consumer is now confidently navigating between brands, able to evaluate quality, price and other features, and familiar with the brands. Most customers want to buy shoes for one season, but at the same time quite fashionable and not very expensive. Consumers pay great attention to the brand and country of origin.
Thus, we can conclude that at present the quality of life of the middle and upper classes is developing comprehensively, more and more attention is paid to the quality of goods. The market is not yet saturated, because it is growing from year to year and the presence of domestic enterprises in the market is still insignificant.
Analysis of existing competitors in the footwear market in Russia. The research agency ranked the largest shoe chains by segment. As of September 2014, the leader in terms of the number of stores in the lower price segment is Tsentrobuv (1200 stores), in the mid-price segment - Obuv Rossii (253 stores), in the upper price segment - CarloPazolini (165 stores). If we take the shoe market as a whole, then the TOP-5 largest shoe chains in Russia include Tsentrobuv, Unichel, Kari, Belwest, Obuv Rossii. The main prospects for the shoe market are associated with the growth of large shoe chains and their expansion into the regions, the strengthening of consolidation processes, the development of new sales channels, including Internet trade. At the same time, shoe chains are actively investing in the development of brands and improving collections, attracting foreign designers to cooperate, introducing new loyalty programs and expanding the range of services for customers (for example, selling shoes in installments) .
Assessing the state of the footwear market, it is premature to talk about its glut.
Even strong players may well be forced out by new retail chains and manufacturers pursuing an active marketing policy. Among the factors contributing to the development of the market, it is worth noting the increase in the well-being of the population, the growth of spending on non-grocery goods the growth of the middle class.
Chapter 2. Analysis of the organization of marketing activities in LLC "MAAG-NN"
2.1 General organizational and economic characteristics of the enterprise
The Nizhny Novgorod shoe factory LLC "MAAG-NN" is one of the most promising and dynamically developing enterprises in the shoe industry. Established in 2001, the company is equipped with the latest modern Italian and German equipment and uses the most advanced technologies. Footwear of the stitch-injection method of fastening, which is produced by the enterprise, meets the highest requirements for quality and protective properties.
The main purpose of the creation of MAAG-NN LLC is to meet the needs of the population, enterprises and organizations in footwear products manufactured by the company, as well as to carry out entrepreneurial activities in order to make a profit on invested capital.
The subject of the activity carried out by MAAG-NN LLC are:
production of food and non-food products;
wholesale and retail sales of food and non-food products;
trade in consumer goods and industrial and technical purposes;
catering organization.
acquisition valuable papers and transactions with them;
the acquisition of real estate and the implementation of operations with it;
investment (including in the securities market) and intermediary activities;
production, processing, storage and sale of agricultural products.
sale of motor vehicles and spare parts for them;
organization of paid parking, storage and parking of motor vehicles;
provision of transport services to individuals and legal entities;
repair and Maintenance motor vehicles;
educational activities;
consulting activities, as well as the provision of legal services.
appraisal activities, as well as economic, financial and marketing analysis;
dealer activity;
foreign economic activity;
other activities not prohibited by applicable law.
The legal form of organization is a company with limited liability. Production in physical terms is presented in the following table 6.
Table 6
Volume marketable products OOO MAAG-NN in 2014-2015
|
Product names |
Growth rate, % |
||||||
|
number, tons of steam |
amount, million rubles |
number, tons of steam |
amount, million rubles |
number of pairs |
|||
|
1. Women's shoes |
|||||||
|
2. Shoes for men |
|||||||
|
3. Children's shoes |
|||||||
In 2014, 289.998 thousand pairs of shoes were produced, of which the share of women's shoes was 50.3%, men's - 17.9%, children's - 31.8%. In 2015, 295.388 thousand pairs of shoes were produced, of which the share of women's shoes was 56.7%, men's - 19.5%, children's - 23.8%.
Rice. 5. Number of pairs of shoes produced in 2014-2015
Rice. 6. Structure of produced pairs of shoes in 2014
In 2014, 368.987 thousand pairs of shoes were shipped in the amount of 381.59 million rubles without VAT, including shoes manufactured by MAAG-NN in the amount of 308.5 million rubles. without VAT.
In 2016, it is planned to produce 188 thousand pairs of shoes, 30 thousand pairs men's shoes(which is 16% of the total), 114 thousand pairs of women's shoes (this is 60% of the total) and 44 thousand pairs of children's shoes (this is 24% of the total).
Rice. 7. Structure of produced pairs of shoes in 2015
As you can see, there has been a structural shift towards an increase in women's shoes (from 50 to 58%) and a decrease in the share of men's shoes (from 26% to 23%).
The Spring-Summer collection will be produced in October-December 128 thousand pairs of shoes, the rest of the year the Autumn-Winter collection will be produced 194 thousand pairs.
The main performance indicators of the company for the reporting year 2015 (Appendix 1-2) are presented in Table 7 and Figures 8 and 9.
Table 7
Key performance indicators of MAAG-NN LLC in 2014-2015
Rice. 8. Indicators of revenue and cost of LLC "MAAG-NN"
Table 7 shows that the proceeds from the sale of goods and services in 2015 amounted to 394 million rubles (-5.8% compared to 2014), while the gross profit amounted to 92.5 million rubles (+3.2%) .
Rice. 9. Profit indicators of MAAG-NN LLC
Profit from sales amounted to 0.3 million rubles against 1.2 million rubles. in 2014 (-72.2%).
The financial result is a profit of 0.5 million rubles, which is 78.6% less than in 2014.
The scheme of the organizational structure of management of MAAG-NN LLC is built according to the linear-functional principle (Appendix 3).
This type of organizational structure provides such a division of managerial labor, in which the linear management links are called upon to command, and the functional ones are called upon to advise, help in the development of specific issues and the preparation of appropriate decisions, programs, and plans.
Advantages of the structure:
release of line managers from solving many issues related to the planning of financial calculations, logistics, sales market, etc.;
building relationships "manager - subordinate" in the hierarchical ladder, in which each employee is subordinate to only one leader.
However, the disadvantages inherent in linear-functional structures:
rapid, hard-to-control fragmentation and an increase in the number of functional services;
the difficulty of adapting to innovations;
In general, the organizational structure of the enterprise corresponds to its goals, concept and mission.
In 2015, the heads of production services and specialists paid considerable attention to the issues of improving the organization of jobs in certain areas of production and the interaction of services in solving technical issues.
In the shoe assembly shop, an experimental site for the production of finished shoes according to the “Rink” method (Japanese module) was created, with the help of which the possibility of combining 2-3 technological operations by one operator, improving the controllability of sections, and increasing the aesthetic appearance of shoes was studied. All work was carried out by the conveyorless method, i.e. the transfer of components (top blanks, lasts, insoles, etc.) from one worker to another was carried out using special trolleys, with an annular equipment arrangement system.
This method of organizing labor made it possible to work in small batches, speed up the turnover of lasts and reduce their number, shorten the time interval between the “order” and “delivery”, as well as improve the quality of manufactured shoes.
Work continued to improve business processes. The regulation "Implementation new collection shoes for mass production.
Significant changes have been made to:
on registration and movement of documents accompanying the work on implementation;
on the procedure for conducting experimental work between the participating services and departments in this chain (work schedules and movement of cut, blanks, components, provision of accessories, threads in each implemented model; trained workers to perform key technological operations);
by stages of "Implementation" (medium size, cutting cut): in 58 models from 123 collections "Spring-Summer-2016" a mixed form of implementation was used, i.e. the stage of carrying out experimental work "Cutting cut" was excluded, with the development of criteria - "needed", "not needed".
As a result of the improvement of this business process, production has reached the level of timely planned provision of all shoe materials, as well as the level of complete readiness for the technical, technological and organizational release of new models in the collection.
2.2 Organizational structure of marketing management of MAAG-NN LLC
The company's marketing activities include:
conducting marketing research;
assortment, price, marketing and communication policy.
In MAAG-NN LLC, the marketing department itself was created in 2012. The department was created on a functional basis. The structure of the marketing department is shown in Figure 10.
Head of the Marketing Department
Posted on http://www.allbest.ru/
Rice. 10. The structure of the marketing department at MAAG-NN LLC
The marketing department is engaged in the organization of sales and promotion of the products of the company "MAAG-NN".
The goals of the marketing department are to develop recommendations for the formation of the production and marketing policy of the enterprise based on ongoing research of the internal and external environment and to coordinate the activities of the structural divisions of the enterprise to ensure its implementation. The main tasks of the marketing department of MAAG-NN LLC are:
study of markets, assessment of their conjuncture, general and specific trends and opportunities;
monitoring the competitive environment and the company's position in the market;
study of the factors that determine the interest or lack of interest of consumers in the products of MAAG-NN LLC;
Consider the functions of employees of the marketing service of MAAG-NN LLC (Appendix 5).
Consider the qualifications of employees of the marketing service. To do this, consider the level of education, work experience and the number of years in this position (Appendix 6).
Thus, we can conclude that the most inexperienced in the marketing service is a marketing analyst who has worked for only a year, has only a secondary specialized education and has not taken any advanced courses. The work of the company's marketing service is based on the widespread use of information about consumers, competitors, intermediaries, and other subjects of market activity.
But the implementation of marketing functions is impossible without the participation in this process of almost all departments of the company. This interaction occurs at the level of information flows, including feedback between them. The structure of marketing information for the analysis of the enterprise, market and environment of MAAG-NN LLC is presented in table 8.
Table 8. The structure of information for the analysis of the enterprise, market and environment of MAAG-NN LLC
|
Scroll |
Information provider |
||
|
Information for environmental analysis |
|||
|
Technological environment |
production technology; technology (properties) of the goods; product innovation; substitute technologies. |
main and auxiliary workshops, service department of the chief power engineer, laboratories, technical department, production department, pre-production department |
|
|
Economic environment |
growth of national income; exchange rate change; inflation trends; investment trends; expected changes in the market conditions; development of special sectors. |
||
|
Socio-demographic environment |
population growth; population structure. |
marketing department |
|
|
Political and legal environment |
global political changes; national political changes; regional political changes; economic and political development; socio-political development. |
marketing department, foreign economic relations department |
|
|
Quantitative market data |
market volume; market growth; market share; demand stability. |
||
|
Qualitative market data |
the structure of the need; purchase motives. |
marketing department, corporate trade department, art and design department, foreign economic relations department |
|
|
Competition analysis |
turnover/market share; management quality. |
marketing department, corporate trade department, art and design department, foreign economic relations department |
|
|
Buyer structure |
the number of buyers; types/sizes of buyers; features specific to individual regions. |
marketing department, corporate trade department, art and design department, department, foreign economic relations |
|
|
Industry structure |
the number of sellers; type of sellers; the nature of the competition. |
marketing department |
|
|
Distribution structure |
geographical; through distribution channels. |
marketing department, corporate trade department, foreign economic relations department |
|
|
Information for enterprise analysis |
|||
|
General points in the development of the enterprise |
turnover growth; increase in cash flow; profit growth; change in costs. |
accounting department, computer center, department of labor and wages, planning and economic department, financial department |
|
|
Marketing |
the result of work in the market; breadth of assortment; assortment depth; the quality of goods; quality of additional works; price policy; terms of sale (e.g. discounts); payment terms; market activity; sales promotion; trade marks; goodwill. |
Marketing Department, Customer Service Department, Transport Department, Logistics Department |
|
|
capital and capital structure; funding potential; working capital; |
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