Introduction
1. The concept of the marketing environment of the enterprise
1.1 The marketing environment of the enterprise, its essence and main characteristics
2. Analysis of the marketing environment of the enterprise on the example of PC "FIRM "KYZYL-MAY"
2.1 Characteristics of the enterprise
2.3 Conducting a SWOT analysis
Conclusion
Glossary
List of sources used
Applications
Introduction
Relevance of the topic. The modern world is seen as a world of various organizations, which are "a set of people, groups, united to achieve some goal, solve some problem based on the principles of division of labor, duties and hierarchical structure." Organizations are created to meet the diverse needs of people and therefore have a variety of purposes, sizes, structure and other characteristics. In modern market economy enterprises themselves make decisions that used to be the prerogative of higher management bodies. They independently form goals and objectives, develop a strategy and policy for their development, seek the funds necessary for their implementation, recruit workers, purchase equipment and materials, resolve many structural issues, etc. But, being an integral structured system and possessing all the features of independence characteristic of working in market conditions, any organization (enterprise, firm) is at the same time part of a more complex and dynamic system. It is about the marketing environment of the enterprise.
The marketing environment of an enterprise is a set of active subjects and forces acting on the organization and influencing the ability of the marketing service to successfully cooperate with customers. The marketing environment refers to everything that is outside the external boundaries and structure of the organization, but has a noticeable impact on the level of performance of its functions.
Being changeable, imposing restrictions and full of uncertainty, the marketing environment deeply affects the life of the firm. Marketing environment factors are a set of "uncontrollable" forces that firms must take into account when designing their marketing mixes.
Therefore, the firm must carefully monitor all changes in the environment, using and marketing research, and the possibilities at its disposal to collect the external current marketing information.
Marketing research is the systematic determination of the range of data required in connection with the marketing situation facing the company, their collection, analysis and reporting on the results. The system for collecting external current marketing information is a set of sources and methodological techniques through which managers receive daily information about events taking place in the commercial environment.
In recent years, in connection with the development of market relations, there has been a significant increase in interest in marketing as a concept of market management. After the management of the enterprise realizes that it is impossible to manage the enterprise on the basis of the previous principles in market conditions, the reorientation of the enterprise's activities to use the concept of marketing as a philosophy and set of practical methods of enterprise management in market relations begins.
Operating in a complex, ever-changing marketing environment, any company that wants to survive must produce and offer something of value to a particular group of consumers. Through the exchange, the company renews its income and the resources it needs to continue to exist. A company must ensure that its objectives and product portfolio remain relevant to a particular market at all times. Vigilant firms periodically review their target, strategy, and tactics. They rely on marketing as the main integrated means of monitoring the market and adjusting to the changes taking place in it. Marketing is not just advertising and sales staff activities. Rather, it is a comprehensive process of adapting to take advantage of the most profitable market opportunities that are opening up.
Therefore, the relevance of this topic is undeniable at any time and in relation to any organization. Since for any organization the development and implementation of an effective strategy of activity is possible only taking into account the fact that at the same time it is part of a complex and dynamic marketing environment, with which it constantly and continuously interacts throughout its activities. And only having studied the mechanism of this interaction well, the organization can effectively plan its activities in long term and timely and adequately respond to changes in the external marketing environment.
The subject of this thesis is the analysis of the marketing environment of the enterprise.
object diploma research is PC "Firm "Kyzyl-May".
The purpose of the thesis is to study the theoretical aspects of the marketing environment of the enterprise, to analyze state of the art and develop directions for improving the marketing environment of the enterprise on the example of PC "Firm" Kyzyl-May ".
Consider the essence and main characteristics of the marketing environment of the enterprise;
Conduct an analysis of the marketing environment of the PC "Firm "Kyzyl-May";
Methodological basis of the study. When writing my thesis, I used the works of V.V. Vinokurova "Organization of strategic management at the enterprise", L.G. Zaitsev and M.N. Sokolova "Strategic Management", Basovsky L.E. Marketing: Course of lectures and internal documentation PC "Firm "Kyzyl-May".
Work structure. This thesis consists of an introduction, two chapters, a conclusion, a glossary, a list of references and applications.
1. The concept of the marketing environment of the enterprise 1.1 The marketing environment of the enterprise, its essence and main characteristics
As one scientist aptly remarked, "the environment of the organization is the universe of elements." "Universe of elements" means not only their huge number, but also their unity in the complex system of which the organization is a part. Obviously, the level of manageability of the organization will be the higher, the greater the freedom of choice to act in accordance with their desires, without violating the organization of a complex system. The freedom of choice will be determined by the level of knowledge about the opportunities that open up in the external environment, and the ability, ability to realize these opportunities with the help of the potential of the organization, that is, the readiness of its internal environment.
The performance of an enterprise is largely determined by its marketing environment. Therefore, knowledge of this environment and the ability to respond to its changes and impacts on the internal structures of the enterprise are necessary. Changes occurring in the external environment affect the performance of the organization. The goals, strategies and mission of the organization are affected by these changes. Therefore, the actual task of management is to ensure the adequacy of the organization's strategy to its environment. Management must have a clear idea of the strategic situation the organization is in at the moment.
The marketing environment of an organization is a set of active actors and forces operating outside the firm that influence the ability of marketing management to establish and maintain successful collaborative relationships with target customers.
The main characteristics of the marketing environment are:
1) The interrelationship of environmental factors is the level of force with which a change in one factor affects other environmental factors. Just as a change in any internal variable can affect others, a change in one environmental factor can change others. Interrelations and vectors of influence of environmental factors are often very difficult to predict. At first glance, seemingly negative changes can also lead to positive changes for the company. So, when in 2003 the government of the Russian Federation introduced quotas for chicken imports under the influence of the lobby of Russian owners of poultry farms, for the market leaders - Soyuzkontrakt and Optifood, this not only did not bring losses, but turned out to be very profitable. During the year, competition in the industry declined as small firms that had previously existed on dumping policies were forced to wind down business, and the overall rate of return rose from 5 to 15%.
The fact of interconnectedness is especially significant for the world market. The globalization of the economy makes the environment of the organization rapidly changing. Managers can no longer consider external factors in isolation. New Information Technology and means of communication unite individual countries into a single information space of consumption.
According to this characteristic feature of the external environment, environmental factors cannot be considered in isolation, but only in relation to others and taking into account the dynamics of their changes.
2) The complexity of the marketing environment - the number of factors that the production system must respond to in order to survive, as well as the level of variation of each factor. According to Duncan, the complexity of the external environment is expressed in the number and variety of its characteristics, which must be taken into account when making decisions.
If we take into account the number external factors to which the organization is forced to respond, then if it is under pressure from government regulations, frequent renegotiation of union contracts, several interest groups of influence, numerous competitors and accelerated technological changes, it can be argued that this organization is in a more complex environment than, for example, an organization concerned about the performance of just a few suppliers in the absence of unions and slow technology change. Similarly, when it comes to a variety of factors, an organization that uses only a few inputs, a few specialists, and does business with only a few firms in its country, should consider the conditions of collateral to be less complex than an organization that does not have these parameters. In terms of the diversity of factors, an organization that uses diverse and different technologies that have undergone more rapid development will be in more difficult conditions than an organization that is not affected by all this.
3) Mobility (or dynamism) - the speed with which changes occur in the organization's environment. In different organizations, the speed of environmental change varies significantly. Child gives 3 characteristics that can be used to assess the variability of the external environment: frequency, magnitude and regularity of changes in its factors.
Many researchers point out that the environment of modern organizations is changing at an accelerating rate. However, while this trend is general, there are organizations around which the external environment is particularly fluid. It is believed that the most rapid changes in the external environment primarily affect such industries as pharmaceuticals, chemicals, electronics, aerospace, computer production, biotechnology, and telecommunications.
Changes in these sectors are so rapid that expert forecasts of development even for 5-7 years turn out to be unrealistic. In 1997, the Research Institute for Research and Design of Communication Facilities predicted that mobile communication in Russia by the end of 2005 40.8 million people will use it. In 2005, 102.4 million subscribers were registered in August. In a 1995 interview with Kommersant, Eckard Pardov (EMTEC Magnetics) argued that VHS would remain the most popular video standard for the next 10 years. In 2003, the DVD/VHS cassette sales ratio was 4/1. For the past five years, Adobe Corporation has released new version its main software product and several additional packages with backgrounds, filters and additional utilities, while the first versions of Photoshop were released at intervals of 2-3 years. The latest models of cell phones - smartphones - are an amazing hybrid of a computer and a means of telecommunications, capable of accessing the Internet.
In the industries listed above, firms are primarily affected by factors such as changes in technology and competitive methods. Less noticeable changes in the external environment occur in mechanical engineering, the production of spare parts for cars, in the confectionery, furniture industry, the production of containers and packaging materials, and canned food.
In addition, the mobility of the external environment may be higher for some departments of the organization and lower for others. For example, in many firms, the R&D department faces a highly fluid environment because it must keep track of all technological innovations. On the other hand, the production department may be immersed in a relatively slow-changing environment characterized by a stable movement of materials and labor resources. At the same time, if production facilities are scattered across different countries world or inputs come from abroad, the production process may be in a highly mobile environment. Given the ability to function in a highly mobile environment, an organization or its units must rely on more diverse information in order to make effective decisions about their internal variables. This makes decision making more difficult.
4) The uncertainty of the marketing environment is a function that depends on the amount of information that the company has about a specific environmental factor, as well as a function of confidence in the accuracy of the information available. If there is little information or there is doubt about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there is reason to consider it highly reliable. As business becomes more and more a global endeavor, more and more information is required, but confidence in its accuracy is diminishing. Thus, the more uncertain the external environment, the more difficult it is to make effective decisions.
Efficient activity organization assumes that the manager has the skills to work in conditions of uncertainty in the external environment, the lack of sufficient information to accurately predict the dynamics of consumer needs and changes in external factors. When the rate of change increases, the organization faces a fairly high level of uncertainty. As a result, the organization needs to adapt to rapid changes as quickly as possible, but this requires significant efforts, time and financial costs.
1.2 Factors in the marketing environment of the immediate environment
The marketing environment of the firm is shown in Figure 1:
macro environment
Economic forces
Demographic Political
factors factors
Consumers Suppliers
Social Natural
factors Intermediaries Competitors factors
Scientific and technical International
factors factors
microenvironment
Figure 1 - The marketing environment of the firm
Consequently, the marketing environment is heterogeneous and differentiated in terms of strength, frequency, and the nature of the impact on the organization. In it, it is possible to single out the environment of indirect influence (macro environment or macro environment) and the environment of direct influence (micro environment or micro environment).
The marketing environment of the immediate environment refers to that part of the external environment with which the organization has a specific and direct interaction. This is a set of factors that directly affect the operations of the organization and are directly affected by the operations of the organization. The focus is on consumers, suppliers, intermediaries and competitors.
Let's consider the influence of these factors in more detail.
Consumers are one of the most significant environmental factors in the immediate environment of the enterprise. The well-known management specialist Peter F. Drucker, speaking of the purpose of the organization, singled out, in his opinion, the only true purpose of the business - the creation of a consumer. This means the following: the self-survival and justification of the existence of the organization depends on its ability to find a consumer of the results of its activities and satisfy its needs. Therefore, the most important goal of the enterprise should be the goal of customer recognition, since it is customer recognition that significantly affects sales, profits and the very existence of the organization in the long term. All the variety of external factors is reflected in the consumer and through him affects the organization, its goals and strategy. The need to meet customer needs affects the organization's interactions with suppliers of materials and labor resources.
Efficient firms have succeeded not primarily because of their products or research orientation, but because they have always been consumer-oriented. It is the constant search for opportunities to apply their technical knowledge to satisfy customers that explains the many successes new products.
Changing tastes and priorities of consumers causes many problems in an organization that has previously focused its production on meeting their needs. The organization should be attentive to changes in the requirements and capabilities of consumers for the timely restructuring of production and marketing of products.
Suppliers are businesses and individuals involved in the procurement process production activities enterprises and those providing it material resources necessary for the production of specific goods and services. The supplier's products occupies an important place in the production of goods in this industry (enterprise). Suppliers provide the organization with components, semi-finished products, spare parts, raw materials, labor, fuel and energy, various kinds of services necessary for the organization of production and marketing of products. Marketing managers should closely monitor the prices and quality of supplies, as changes in the quality of supplied goods, services and raw materials, their prices, delivery volumes, contractual terms significantly affect the output of final products and are reflected in the company's trade turnover.
Intermediaries are firms that assist a company in promoting, marketing, and distributing its products to a clientele by providing trading, transport, financial, and marketing services. These include resellers, distribution firms, marketing services agencies and financial institutions.
Among the many relations of the economic environment that affect the nature of the economy of the enterprise, the most important is competition. Firms understand the competitive environment as a set of subjects and market factors that affect the relationship between the manufacturer (seller) and the consumer of products. Competition is seen as effective remedy self-regulation of the economy, development of industries, since it allows coordinating the individual efforts of market entities. Competition forces the enterprise to reduce production costs, improve product quality while maintaining the price level or slightly increase it, improve product reliability, provide warranty and after-sales service, improve sales, etc. .
Any firm faces a wide variety of competitors:
desires-competitors, that is, desires that the consumer may want to satisfy instead of purchasing the company's products;
generic competitors, that is, other main ways to satisfy a particular desire (for example: if you need to get to another city, you can choose different kinds transport: plane, train, bus, etc.);
product-species competitors are varieties of the same product that can satisfy the specific desire of the buyer, give preference (for example: when buying washing machine you can choose a machine with or without drying, etc.);
competing brands are different brands of the same product that can satisfy the desire of the buyer.
Each of the organizations, carrying out activities, strives to strengthen and expand its position in the market. Product quality, prices, design, guarantees, Additional services, advertising, etc. - all these are the tools that organizations resort to in this struggle. This or that success will be determined by the competitive advantages available to the organization.
The study of competitors with which the organization has to compete for resources received from the external environment occupies an important place in strategic management. This study is aimed at identifying the strengths and weaknesses of competitors and, on the basis of this, build your competitive strategy.
Thus, we came to the conclusion that the factors of direct impact directly affect the decision-making of an enterprise in the field of economic activity. The direct impact environment is also called the organization's immediate business environment or task environment.
1.3 Factors of the marketing environment of indirect influence
The firm and its suppliers, marketing intermediaries, clientele, competitors, and contact audiences operate within the forces of a larger macro environment that either open up new opportunities or threaten the firm with new dangers. These forces are uncontrollable factors that the firm must closely monitor and respond to. The macroenvironment is composed of six main factors: demographic, economic, political, scientific and technical, natural and socio-cultural environment.
Indirect environmental factors or the general external environment usually do not affect the organization as noticeably as direct environmental factors. However, management needs to take them into account.
An indirect marketing environment is usually more complex than a direct marketing environment. Therefore, its study is usually based primarily on forecasts.
demographic environment. Demography is a science that studies the population in terms of size and distribution density. For marketers, demographics are of interest because markets are made up of people.
In the short and medium term, demographic trends serve as exceptionally reliable development factors. A firm can take a list of major demographic trends and determine exactly how important each of them will be to it.
Economic environment. Economic changes reflect the general economic situation in the country or region in which the company operates. Economic factors are the most significant, as the current and projected state of the economy may adversely affect strategic goals organizations. Indicators such as the inflation rate, the stability of the national currency, the international balance of payments, the tax rate, the purchasing power of the population, the dynamics of GNP, GDP, unemployment, interest rates, as well as the main trends in the structure of industries and organizational forms of management, must be constantly diagnosed and evaluated. . Each of them can pose either a threat or new opportunity for the organization.
In addition to the people themselves, their purchasing power is also important for the markets. The general level of purchasing power depends on the level of current income, prices, savings, and the availability of credit. The purchasing power is affected by the economic crisis in the country, high unemployment, high cost of loans.
Market actors should pay attention to the nature of the distribution of costs, as well as take into account geographical differences in the structure of income distribution. They should focus their efforts on areas that offer the most promising opportunities.
Political environment. Marketing decisions are strongly influenced by events in the political environment. This factor is based on federal and local statutes, regulations of government agencies, the demands of public groups, as well as political actions aimed at establishing control over the company's activities. All this affects various organizations, on individuals and restrict their freedom of action.
Some aspects of the political environment are of particular importance to the leaders of the organization. One of them is the mood of the administration, legislative bodies and courts in relation to business. Closely linked to sociocultural trends, in a democratic society these sentiments influence government actions such as taxing corporate income, establishing tax breaks or preferential trade duties, requirements for recruitment and promotion practices of members of national minorities, consumer protection legislation, price controls and wages, the ratio of the strength of workers and managers of the firm.
State regulation necessary to protect consumers from unfair business practices. Some firms, left unattended, may begin to build "financial pyramids" and produce counterfeit goods. Unfair practices towards consumers are combated using appropriate laws, various state institutions.
The marketing manager must know well not only federal laws that protect fair competition, the interests of consumers and the best interests of society, but also the local laws under which its marketing activities in a particular region fall.
The political component of the external environment should be studied first of all in order to have a clear idea of the intentions of the authorities state power with regard to the development of society and the means by which the state intends to carry out its policy. The study of the political situation includes finding out what programs are being implemented by various parties, the attitude of the government towards various sectors of the economy and regions of the country, etc.
Scientific and technical environment. Technology is both an internal variable and an external factor of great importance. As an external factor, it reflects the level of scientific and technological development that affects the organization, for example, in the areas of automation, informatization, etc. Technological factors are the main reasons for the emergence of new industries and industries, a profound change in existing industries. The level of scientific and technological development in the country has a strong influence on the structure of the economy, on the processes of automation of production and management, on the technology by which products are manufactured, on the composition and structure of the personnel of organizations, and, most importantly, on the competitiveness of products and technologies. In order to remain competitive, each organization is forced to use the achievements of scientific and technological progress, at least those on which the effectiveness of its activities depends.
Market participants need to understand the changes taking place in the scientific and technological environment and how new science and technology can be put to the service of meeting human needs. They need to work closely with scientific and technical experts and encourage them to carry out research that is more market-oriented. They must be sensitive to the possible negative aspects of any new idea, which may result in damage to users and cause their distrust and opposition.
natural environment. In the 1960s, there was a growing public concern about the destruction of the natural environment. Legislators began to put forward various measures to protect environment. Changes in the environmental situation also affect the goods that firms produce and offer to the market.
The management of the marketing service must keep an eye on these problems in order to be able to receive the necessary for the activities of the company Natural resources without causing any harm to the environment. In this sense, entrepreneurial activity is under strong control from both government agencies and influential groups of the public. Business should participate in the search for acceptable solutions to the problems facing the country in supplying material resources and energy and maintaining the ecological cleanliness of the environment.
sociocultural factors. The activity of the enterprise takes place in society. In the process of this activity, the enterprise establishes relationships with various elements of the structure of society, which determines the impact on the enterprise of factors of the social and cultural environment. The socio-cultural factors of the macro environment include: the size and structural composition of the population, the level of education, lifestyle, norms, traditions, work ethics, customs and life values of the country in which the organization operates. The sociocultural environment influences the formation of the population's demand for goods, the costs of their maintenance, preferences when choosing competing goods, labor Relations, the level of wages, working conditions, etc. The relationship of the organization with the local population where it operates is also important. In this regard, independent means are also singled out as a factor in the socio-cultural environment. mass media, which can form the image of the company and its products and services.
Sociocultural factors also influence the products or services that are the result of the company's activities. Sociocultural factors also influence how organizations conduct their business.
international factors. Under the international changes in the external environment, events occurring outside the country of origin of the company and the opportunities for the development of the company's business in other countries are understood. New competitors, buyers and suppliers emerge from the international environment, it also forms new technological and social trends. Many large and medium-sized organizations are active or are going to operate in the international market. Therefore, management should monitor the situation that is developing in this vast segment. The process of globalization now embraces more and more countries. Therefore, even firms focusing only on domestic market forced to think on an international scale, assessing the potential and threats of the external international environment.
Without having a direct impact on the operational activities of the enterprise, these components of the macro-environment predetermine the strategically important decisions made by its manager. The importance of environmental factors increases dramatically due to the increasing complexity of the entire system of social relations (social, economic, political, etc.) that make up the management environment.
2. Analysis of the marketing environment of the enterprise on the example of PC "FIRM "KYZYL-MAY" 2.1 Characteristics of the enterprise
PC "Firm" Kyzyl-May "is engaged in the production of pharmaceuticals and food additives from natural products. It has been operating on the market of the Republic of Kazakhstan since 1995.
The organizational and legal form of this company is a production cooperative created by four founders.
In accordance with the Law of the Republic of Kazakhstan No. 2486 "On production cooperatives" dated 05.10.1995, a production cooperative is recognized as a voluntary association of citizens on the basis of membership for a joint entrepreneurial activity based on their personal labor participation and association of property contributions (shares) by its members.
The production cooperative operates on the basis of memorandum of association and statute. supreme body cooperative is the general meeting of its members. A production cooperative has the right to carry out any type of entrepreneurial activity that is not prohibited by legislative acts for private entrepreneurship.
Figure 2 shows the organizational structure of the company "Kyzyl-May":
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Figure 2 - Organizational structure management PC "Firm "Kyzyl-May"
All departments are mainly subordinate to the director of the company, the personnel of the production shops and the laboratory are directly supervised by the chief production manager and technologist.
On the territory of the PC "Kyzyl-May" there are 4 workshops:
tea shop;
Suppository shop;
Plant of phyto-capsules;
Liquid product packaging workshop.
The tea shop is engaged in the production of phyto-tea from various medicinal plants: nettle, hawthorn, St. thoracic, gastric, anti-allergic, anti-influenza, anti-alcohol, anti-diabetic, etc.
The suppository workshop produces candles (suppositories) for various purposes with the addition of medicinal plants: propolis, sea buckthorn, calendula extract, ginseng, etc. These are, for example: antibacterial, anti-inflammatory, preventive, etc. It also produces various ointments and body balms based on medicinal plants.
The liquid product packaging workshop is engaged in the production of syrups "Kyzyl-May" from such medicinal plants as sea buckthorn, wild rose, viburnum, barberry, mountain ash, lingonberry and two syrups from the complex of medicinal herbs: "Tussofit" (for cough) and "Immunofit" (for enhance immunity).
The products of the liquid packaging shop also include several types of honey with extracts of ginseng, oregano, St. John's wort, sage, medicinal plants, deer antlers and flower pollen. Also in this workshop polyphyte oil "Kyzyl-May", sea buckthorn, fir, eucalyptus oil and massage oil "KM-Sedafit" are produced.
Since recently, in the liquid product packaging workshop, they began to produce Dental balm-KM "Dental balsamum" and balm "For hair".
The company is also a distributor of contraceptives produced in Germany.
PC "Firm "Kyzyl-May" has its own laboratory, which is engaged in the development of drugs, as well as the necessary control at the stage of production of products: the establishment of net weight, checking the compliance of the composition of drugs with established standards, etc.
Also, the territory of the PC "Kyzyl-May" is equipped with 4 warehouses: for the storage of raw materials, auxiliary material, finished products and a warehouse with refrigerators for storing suppositories.
All products of PC "Kyzyl-May" are made exclusively from medicinal plants and other natural products. PC "Kyzyl-May" does not have its own branded stores on the territory of the Republic of Kazakhstan, the products are supplied exclusively on orders to pharmacies in Almaty and other cities of Kazakhstan. The company "Kyzyl-May" has a wide range of regular customers among the pharmacies of the city. But it is also possible to purchase any drug at the company itself by placing an order in the sales department.
In order to control the work of the company and its employees, the management of the PC "Kyzyl-May" conducts various meetings and checks, such as:
meeting of founders (held once a week; topic under discussion: strategic plans for the development of the enterprise);
planning meeting (held 2 times a week; participation: CEO, heads of all departments; topic under discussion: current activities of the enterprise);
production meeting (held once every 2 weeks; participation: general director, commercial director, technologist, production manager; topic under discussion: production development, development and implementation of new types of products).
The management of the company "Kyzyl-May" is attentive to social sphere. The company's employees are provided with vouchers for treatment in a sanatorium, vouchers are issued for employees' children in summer camps rest, various kinds of material rewards are paid (for holidays, for the anniversary birthday of the employee, upon retirement). A canteen is open on the territory of the enterprise for all workshops and divisions.
To date, the staff turnover in the company as a whole is low, this is due to the fact that most of the employees of the PC "Kyzyl-May" are middle-aged and older people who have been working in the company for a long time.
2.2 Analysis of the factors of the marketing environment of the PC "Firm "Kyzyl-May"
Analysis of the external environment is an assessment of the state and development prospects of the most important, from the point of view of the organization, subjects and environmental factors: industries, markets, suppliers and a combination of global environmental factors that the organization cannot directly influence. The analysis of the external environment, carried out through the study of the groups of factors discussed in Chapter 1, makes it easier for the organization's management to get answers to the questions of interest: What changes in the external environment affect current strategy organizations? What factors present the greatest opportunity to achieve company-wide goals? Environmental analysis serves as a tool by which strategists control factors external to the organization in order to anticipate potential threats and new opportunities. Analysis of the external environment allows the organization to timely predict the emergence of threats and opportunities, develop contingency plans in case of unforeseen circumstances, develop a strategy that will allow the organization to achieve its goals and turn potential threats into profitable opportunities. The following are subject to analysis: the external environment of indirect influence and the external environment of direct impact.
Consider the environmental factors of the immediate environment of the enterprise, namely: consumers, suppliers, intermediaries and competitors. The task of analyzing the environment of the immediate environment is to assess the state and development of the situation on the market and determine the competitive position of the enterprise on it.
When studying the immediate environment of the enterprise, first of all, it is necessary to pay attention to one of its main components - consumers. Although marketing services determine the choice of the target market, they cannot control its characteristics. They just have to react to them. The consumer analysis process investigates what factors influence consumer behavior when intent to make a purchase. The following factors are considered:
Social. These include social groups, classes, family, religion, social roles and statuses, reference groups, etc.
Cultural. It takes into account the impact that traditions, social values, cultural attitudes, mores that have developed within society can have on consumer behavior.
Psychological. In the study of these factors, they are looking for answers to questions about what motivates buyers to make a purchase or refuse it, how the processes of perception, assimilation, persuasion and the formation of the consumer's view take place.
Personal. These include the consumer's personality type, age, marital status, education, profession, hobbies, habits, economic status, etc. In addition, they also study such consumer characteristics as: geographical location, volume and frequency of purchases, their level of awareness, the availability of substitute products, the cost of reorienting consumers to another product, price sensitivity, and the presence of special requirements for the product.
In addition, it analyzes how consumers make decisions, through what stages they go through - study, reflect, compare or act impromptu. The stages through which the consumer passes when making a purchase can be represented in the form of a diagram (see Appendix 1) .
The study of consumers will allow the company to better understand which product will be most accepted by buyers, what sales volume it can count on, to what extent buyers are committed to the product of this particular enterprise, how much it can expand the range of potential consumers what the product expects in the future, etc.
In the process of consumer analysis, a survey was conducted of pharmacy sellers selling Kyzyl-May products, and a survey of the population by telephone (200 people, by random dialing).
When interviewing pharmacy sellers, they were given a questionnaire with following list questions:
What products of PC "Firm "Kyzyl-May" are in the greatest demand?
What products of "Kyzyl-May" are most often purchased by certain segments of the population (by sex and age characteristics)?
Which preparations of "Kyzyl-May" company buy more depending on the season?
How often and what are the main preparations "Kyzyl-May" buy according to the doctor's prescription?
How has the demand for Kyzyl-May products changed due to the recent price increase?
Are there any reviews about the products of the company "Kyzyl-May" from buyers?
What is your personal opinion about the products of PC "Kyzyl-May" as a pharmacist?
As a result of the analysis of the information obtained with the help of this survey, it was found that the greatest demand from buyers is polyphytic oil "Kyzyl-May" and sea buckthorn, suppositories (candles), herbal tea, syrups and honey. Oil, syrups, honey and herbal tea are purchased by all segments of the population, regardless of age and gender. Suppositories - girls (from 18 years old) and women (up to 45 liters).
In the autumn-winter period, due to the increasing frequency of colds, the demand for syrups, honey and oil increases. As for the rest of the Kyzyl-May product range, it is in almost the same demand throughout the year, regardless of the season. AT summer time demand for all products is reduced to some extent.
According to the prescriptions (prescription) of doctors, they mainly buy Kyzyl-May candles, according to the recommendations and advice of doctors - syrups, butter, honey and herbal tea, according to the recommendations of dentists - Tooth Balm "Dental balsamum".
Despite a slight increase in prices, demand for products decreased only in the first months by 5%, then growth began to be observed again.
Both consumers and pharmacists in pharmacies speak positively about the products of the Kyzyl-May company, considering it a useful and effective natural product.
Next, a telephone survey was conducted. 200 people were interviewed by random dialing. Table 1 presents a list of questions asked by the respondents and the systematized results of the answers.
Table 1
The results of the survey of the population by telephone
| № | Asked question | Response Outcome Data (%) | |
| 1 | Have you ever heard about the PC firm "Kyzyl-May" and its products? | ||
| If the respondent answered: "Yes!", then followed: | |||
| 2 | What products of "Kyzyl-May" do you know? | 40% - polyphytic oil ("Kyzyl-May") 30% - "Kyzyl-May" oil, herbal tea, candles 30% are aware of all products, including phyto-capsules, etc. |
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| 3 | Have you purchased any Kyzyl-May products? If - yes, then what? | 30% - almost everything 20% - oil, syrups, honey, herbal tea, candles 15% - herbal tea, syrups 15% - syrups, honey, herbal tea 10% - oil "Kyzyl-May" 10% - candles |
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| 4 | What "Kyzyl-May" preparations do you use repeatedly? | Phyto-tea - 80%, Candles - 45%, Oil - 60%, Honey - 20%, Syrups - 55%, other products - 15% |
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| 5 | Do not know if your friends and acquaintances buy the products of PC "Kyzyl-May"? | 15% - buy 20% - yes, they buy, they advised me 30% - don't know, maybe |
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| 6 | How often and what drugs "Kyzyl-May" did the doctor prescribe for you? | Not prescribed - 10% |
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| 7 | Do you like Kyzyl-May products? What can you say about her? | Like the product. Rarely now you can find an absolutely natural and really effective product - 70% Like - 20% Began to buy recently, time will tell - 10% |
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| 8 | Is there something that does not suit you in the products of the Kyzyl-May company? If yes, what exactly? | 75% - everything suits 5% - some syrups are very sweet |
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| 9 | What would you suggest to the company to "add" or "eliminate"? | 15% - slightly lower prices |
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| 10 | Has your preference for Kyzyl-May changed after the recent increase in prices for products? | 15% - the preference has not changed, but at first they began to buy less 85% - no, it hasn't changed |
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| 11 | Have you purchased any drugs or supplements from other companies that are made exclusively from natural products? If yes, which companies? Did you like it? | 30% - no, did not buy 50% - only herbs. Not satisfied with small packages 20% - dietary supplements (biologically active supplements) from private doctors, not everyone liked them |
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Using the information obtained during the survey, we will present the demand for the main products of Kyzyl-May in the form of a rating diagram (see Figure 3):
Figure 3 - Demand for the products of PC "Firm "Kyzyl-May"
As a result of the analysis of consumers, it can be concluded that the products of the PC "Kyzyl-May" are in good demand among consumers and have managed to establish themselves as a useful, effective and reliable natural product. It was also decided to organize informative advertising campaigns in the near future, aimed mainly at familiarizing the population with little-known and new types of products of the Kyzyl-May company.
Next, we turn to the analysis of suppliers. When studying suppliers, first of all, the following are to be clarified: the cost of the goods supplied, guarantees of the quality of the goods, the obligation to comply with the conditions and time of delivery, etc. If the supplier increases the cost of the goods supplied, there may be interruptions in supply, an increase in the cost of production. In such a situation, possible responses from the enterprise may be the search for new forms of cooperation or a change in supplier. Violation of quality guarantees (delivery of low-quality goods), violation of the terms and time of delivery can also create significant difficulties in the activities of the enterprise, which will force the enterprise to first look for a new supplier in order to maintain its own stability.
The main suppliers of raw materials, auxiliary materials and utensils for packaging are Russia, Kyrgyzstan and Iran.
Raw materials are mainly supplied from Russia and Kyrgyzstan. Iran supplies all the necessary utensils for packaging: bottles for syrups and oils, jars for honey, etc.
Also on the territory of Kazakhstan, the PC "Firma" Kyzyl-May "has its own suppliers of some raw materials and packaging auxiliary materials (boxes, labels, etc.).
According to the results of the analysis of the company's interaction with suppliers, since 2007, violations began to be observed only in compliance with delivery dates. Periodically, due to difficulties arising on the border of Kazakhstan with Uzbekistan, there is a delay in dishes supplied from Iran. The response to this was to order utensils in excess of the usual quota for a specific period of production, so that in the event of a delay, stocks could be used in production. If stocks are available, the order is made according to the norm. But, even sometimes experiencing such difficulties with the supply of utensils, the PC "Kyzyl-May" does not intend to change the supplier, since the utensils supplied by them are characterized by excellent quality and reasonable price. The company "Kyzyl-May" has developed a long-term and reliable relationship with this supplier.
If we talk about intermediaries, then there is only one intermediary link between the company and the end consumer - pharmacies that sell the company's products. The delivery service delivers the company's products on orders to pharmacies in Almaty and other cities of Kazakhstan. The company "Kyzyl-May" has a wide range of regular customers among the pharmacies of the cities of Kazakhstan.
In conclusion, we turn to the analysis of competition. As for the company "Kyzyl-May", it practically does not have to face competition. The only real competitor is a company with the same name "Kyzyl-May", which is a LLP in the form of organization and is distinguished by its corporate logo and the absence of the word "Firm" in its full name. Thus, in the market of the Republic of Kazakhstan there is a PC "Firm "Kyzyl-May" and LLP "Kyzyl-May". The products of LLP "Kyzyl-May" are also made from natural products. But this company has a much smaller range of products, these are: herbal tea and tablets made from medicinal herbs.Many consumers still do not know that the production of these drugs (as indicated on the tablets, dietary supplements) is carried out by another company, albeit with a similar name.They do not pay attention to the company logo and the address of the enterprise, for them "Kyzyl-May" simply exists.If we talk about the preference of consumers, the identity of the name of the competing company does not bring the slightest damage to the PC "Firm" Kyzyl-May ". They only choose in the form of which they "purchase a natural product": tablets or phyto-capsules, syrups, honey. It was not possible to find out the demand for tablets (food additives) produced by LLP "Kyzyl-May", but as the analysis of consumers showed, the demand for the products of the PK "Kyzyl-May" is quite large. Phyto-tea is purchased approximately equally from both companies, the difference in price is insignificant. Following the planned informative advertising company an increase in demand for phyto-capsules is expected, which, unlike other products of the PK Kyzyl-May, are familiar to a smaller number of consumers.
Other competitors include foreign manufacturers of various biologically active additives produced on the basis of natural products. On the territory of the Republic of Kazakhstan, they are distributed by various private doctors who conduct computer diagnostics mainly on the Oberon device, which inspires confidence in few people. In addition, the price of these supplements is quite high. Therefore, PC "Kyzyl-May" does not feel strong competition from this side either.
Analysis of the environment of indirect influence (macro-environment of the organization) should consist in identifying the composition of influencing factors. When analyzing the macroenvironment of an organization, demographic, economic, political and legal, scientific and technical, natural, sociocultural and international are subject to study.
When analyzing economic factors, inflation (deflation) rates, interest rates, international balance of payments, the level of employment of the population as a whole and in the industry, and the solvency of enterprises are considered. The level of economic development, the country's budget and its implementation, the availability of resources, the level of taxation, labor productivity, wages, etc. are studied. It also examines the change in demographic conditions, the level of incomes of the population and their distribution, the capacity of the market or its protection by the government.
In connection with the increase in the level of inflation in the country, a sharp increase in prices for energy resources and, as a result, an increase in the cost of production, there was an increase in prices for the products of "Kyzyl-May". At the same time, the company increased the wages of its core production workers.
When analyzing political factors, one should look out for tariff and trade agreements between countries, protectionist customs policies directed against third countries, regulations local authorities and the central government, the level of development of the legal regulation of the economy, the attitude of the state to antimonopoly legislation, the credit policy of local authorities, restrictions on obtaining loans and hiring labor.
In general, the political situation in the country is stabilizing and the influence of the political factor on the PC "Kyzyl-May" is currently small, but the company's activities are constantly influenced by political events and decisions, and the management of the organization must follow the decisions and laws of the authorities.
The study of the legal component should consist both in the study of the content of legal acts and the existing practice of their implementation. This analysis should give an understanding of the goals of the development of society, priority sectors of the economy and regions, the possibilities and directions for the development of the political system.
Social factors are also subject to study, as they influence the choice of goals, means of achieving them, and the features of the enterprise. The structural composition of the population, the level of education, established social values and attitudes, interest in social problems, etc. are taken into account. .
Studying the values and preferences of consumers, it was found that in recent years the preference for natural products has increased among the population.
Analysis of the technological environment should take into account changes in the technology of production of structural materials, the use of computer technology for the design of new goods and services; management takes into account changes in the technology of collecting, processing and transmitting information, in communications.
It also analyzes the changes taking place in the international relations of the state. The policy of governments of other countries is monitored, providing for efforts to protect or expand the national market as a whole or individual industries.
The basis of the analysis is the information contained in various publications, magazines, as well as obtained in the course of discussions, special marketing research through observations, surveys, experiments, etc.
An analysis of the macro environment in which the PC "Kyzyl-May" operates is presented in Table 2. This table considers the analyzed factors, their possible manifestations and the corresponding response measures of the company:
Table 2. Analysis of factors of the macroenvironment of the PC "Kyzyl-May"
| Group of factors | Factor | Development trend | Manifestation | Company response |
| 1. Economic | 1.1 Rate of inflation | Raise | As inflation rises, depreciation Money | Taking inflation into account when setting prices for goods |
| 1.2 The level of real income of the population | Possible reduction | Reducing the level of purchasing power of the population | ||
| 1.3 Energy tariffs | Possible increase | Increase in production cost | Release of products at the lowest cost | |
| 2. Legal | 2.1 Imperfection of the legislative framework | stabilization trends | Infringement of the interests of the production sector | Finding ways for effective |
| 3. Political | 3.1 Focus on market regulation of the economy. | stabilization trends | Possibility to choose the sphere of economic activity. | Finding new areas of activity |
| The weakening of the discipline of payments and deliveries. | Supply insurance, partner incentives | |||
| 4. Social | 4.1 Level of education | Growth trends continue | Increasing the number of highly educated specialists | Rational selection of personnel |
| 5. NTP | 5.1. STP in the field of production | Growth trends continue | Emergence of new equipment materials, technologies | Finding opportunities to produce new types of goods Additional investment in know-how and power upgrades |
| 5.2. STP in the social sphere | Growth trends continue | Growing needs of the population | Marketing research, new product development Improving working and living conditions for workers |
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| 6. International | 6.1. Liberalization of foreign economic activity, cooperation | Trends persist | Opportunity to enter foreign markets | Search for new foreign partners and suppliers Obtaining an international certificate for products |
Thus, various changes in the external environment can represent both favorable opportunities and threats for the enterprise.
2.3 Conducting a SWOT analysis
After conducting an analysis of the external environment and receiving data on facts that present a danger or open up new opportunities, management should evaluate: whether the company has the internal strength to take advantage of opportunities, and what internal weaknesses can complicate problems associated with external dangers.
To trace possible combinations of characteristics of the market situation with strong and weaknesses enterprises can be using a well-known method for assessing the position of the company and its strategic prospects - SWOT analysis.
SWOT analysis is the definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats coming from its immediate environment (external environment).
SWOT - the first letters of English words:
Strengths (Strengths) - the advantages of the organization;
Weaknesses (Weaknesses) - shortcomings of the organization;
Opportunities (Favorable opportunities) - environmental factors, the use of which will create an advantage for the organization in the market;
Threats (Threats) - factors that can potentially worsen the position of the organization in the market.
Zinnurov U.G. in his work compares SWOT analysis with a strategic balance, where the strengths are the assets of the enterprise in the competitive struggle, and the weaknesses are the liabilities.
At the first stage of the SWOT - analysis, a list of the strengths and weaknesses of the enterprise is compiled (Table 3).
Strengths are something that it excels in or some feature that gives it additional capabilities. Strength may lie in the experience, access to unique resources, advanced technology and modern equipment, highly qualified personnel, high quality of products, fame trademark etc.
Weaknesses are the absence of something important for the functioning of the enterprise or something that the enterprise has not yet succeeded in (compared to others) or something that puts the enterprise in unfavorable conditions. As an example of weaknesses, one can cite a too narrow range of manufactured goods, a bad reputation of the company in the market, lack of funding, low level of service, etc. Thus, the profile of the organization is compiled:
Table 3. Strengths and weaknesses of the PC "Firm "Kyzyl-May"
| Aspect of environment | Strengths | Weak sides | |
| Product | a wide range of manufactured products; the possibility of expanding products; good quality products; natural composition of products without the use of synthetic components | Weaknesses are not observed | |
| Organization | high level of qualification of the company's executives; clarity of division of powers and functions; management excellence; adequate organizational structure; effective control system | low interest of ordinary employees in the development of the company | |
| Production | effective product quality control system; well-established product update system; availability of the necessary production capacities; high quality production | outdated production facilities in some parts of the production; backlog in R&D |
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| Staff | high level of qualification of production personnel; lack of staff turnover in the whole enterprise; high level of social security for employees | No weaknesses found | |
| Marketing | good reputation of the company; a wide range of products; high assessment of product quality by the consumer | imperfection in the organization of the marketing system (lack of a marketing service as an independent department of the company); lack of market research; lack of sales promotion activities; low level of brand awareness among the young population |
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| Finance | financial stability companies; the company is solvent; own capital is much larger than debt | No weaknesses found | |
| Innovation | developed product renewal system (development of qualitatively new products) | backlog in the area the latest technologies production | |
In general, the weaknesses of the company are observed mainly in the field of marketing and the use of the latest technologies in the field of production.
The next step in the SWOT analysis is to identify market opportunities and threats.
Market opportunities are favorable circumstances that a business can take advantage of. As an example of market opportunities, one can cite the deterioration of the positions of competitors, a sharp increase in demand, the emergence of new production technologies, an increase in the level of income of the population, etc.
Market threats are events, the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, tax increases, rising inflation, changing consumer tastes, declining birth rates, etc.
Based on the information obtained during the analysis of the marketing environment, we determine the market opportunities that open up to the company and threaten it from the external environment of the danger (threat).
Let's present this data in the form of a table:
Table 4. Market Opportunities and Threats
| Capabilities | Threats |
| weak positions of competing firms; high level of demand for the company's products; growing trend of consumer preference for natural products; raising the level of education of the population, increasing the number of highly educated workers; liberalization of foreign economic activity, international cooperation; opportunity to enter new markets; development of scientific and technological progress, emergence of new products, materials, equipment and technologies; opportunity to use know-how | rising inflation; increase in prices for raw materials and finished products; decrease in the level of purchasing power of the population; increase in energy tariffs; increase in the cost of production; jumps in exchange rates (a sharp appreciation of the euro); violation of the supply of certain types of material for the production of products |
Having information about the external environment and the profile of the enterprise (strengths and weaknesses), a SWOT matrix is compiled to assess the interdependence of factors in the internal and external environment (Table 5).
From the entire list of strengths and weaknesses of the enterprise, it is necessary to select the most important (the strongest and weakest aspects) and write them down in the appropriate cells of the SWOT analysis matrix. Also, the most important ones are selected from the list of opportunities and threats and entered in the corresponding cells of the matrix:
Table 5. SWOT matrix
| Capabilities weak positions of competing firms, a high level of demand for the company's products, an increase in consumer preferences for natural products, the possibility of entering new markets, the development of scientific and technical progress, the possibility of using know-how | an increase in the rate of inflation, decrease in the level of purchasing power of the population, decrease in demand for products, increase in energy tariffs, disruption in the supply of certain types of material for production |
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| Strengths Efficient product quality control system, the possibility of expanding the range, a well-functioning system for updating products, a good reputation of the company, financial stability | SO field (strengths and capabilities) | ST field (forces and threats) |
| Weak sides Backlog in the field of the latest production technologies, imperfect organization of the marketing system, lack of marketing research, rarity of advertising campaigns | WO field (weaknesses and capabilities) | WT field (weaknesses and threats) |
On each of the fields, you need to consider all possible pair combinations, from which a set of strategies is then formed.
SO strategies are power-opportunities (maxi-maxi). When developing a strategy, a company should strive to use strengths in order to get the most out of the opportunities that have appeared in the external environment.
Due to the existing well-established system of product renewal and quality control system, the company "Kyzyl-May" can expand the range of products and, using opportunities, enter new markets.
WO strategies - weaknesses-opportunities (mini-maxi). The strategies of this group should be built in such a way that, due to the opportunities that have appeared, they try to overcome the weaknesses in the organization.
The development of scientific and technical progress opens up new opportunities for manufacturers, so they need to be analyzed in order to find new areas of activity, new markets and new consumers. Using the latest scientific and technical developments, it is recommended to improve the production technology, introduce modern equipment, with which it would be possible to minimize production costs and increase the output.
Despite the fact that the company's products are already in good demand among consumers and the company has a good reputation, it is recommended to develop a marketing system in the company, conduct market research, sales promotion activities, advertising campaigns. This will help to attract even more consumers and create a good image for the company.
Strategies ST - force-threats (maxi-mini). These strategies involve using the strength of the organization to eliminate the threat.
Using the strengths, the company must improve, as mentioned earlier, the production technology, introducing the latest equipment. Thus, the company will be able to reduce production costs and production costs, and thus, if it raises the price of products in terms of inflation, it will be insignificant. This will help keep the level of demand at the same level. A unified marketing service should also be created.
WT strategies - weaknesses-threats (mini-mini). For couples on the WT field, the company must develop a strategy that would allow it to both get rid of weaknesses and try to overcome impending threats.
The company's strategy should be aimed at ensuring that, despite the lag in the use of the latest technologies and the lack of a well-functioning marketing system, not to allow demand for its products to decrease in the face of high inflation and a decrease in the purchasing power of the population.
Thus, the compiled SWOT-analysis matrix allows us to formulate a list of priority measures that the company should take to improve its marketing environment. At the same time, it should be borne in mind that untapped opportunities can turn into threats if competitors take advantage of them, and vice versa - prevented threats can create additional opportunities.
The company that entered the market of Kazakhstan is stable and developing. 4. Calculation of indicators characterizing profitability commercial activities, the competitiveness of an enterprise and the effectiveness of its marketing activities on the example of LLP "Tsvetnaya" Let's consider the calculation of indicators characterizing the profitability of commercial activities, the competitiveness of an enterprise and the efficiency ...
From product groups and what contribution it makes to the result of the enterprise. The example is conditional, but in real practice it happens. There are no identical goods, there are no both internal (at the enterprise) and external (market, competitive) conditions for the coincidence of the cost of goods and services. Knowing the true size of the profitability and cost of each product allows you to take competent price ...
Wheat will always be a product in demand and no matter what people will buy it, so growing cereals in itself is very profitable. 2.3 Analysis of the competitive environment of the enterprise In order to analyze the competitive environment, you must first know the strengths and weaknesses of your enterprise. For this clear assessment of the strength of our enterprise and the market situation, ...
In the marketing environment, the direct marketing activities of the company are carried out, which includes a variety of relationships that develop between the marketing service and other elements of the marketing environment.
The marketing environment is external and internal.
External include all phenomena and factors that are not included in the enterprise, but affect its work. Separate micro and macro environments. The microenvironment is the relationship with suppliers, intermediaries, as well as customers, competitors and contact audiences.
The macro environment of an enterprise includes factors demographic(birth rate dynamics, mortality rate, size of certain age groups, etc.), economic(the solvency of the population), natural, political(laws regulating the activities of entrepreneurs that protect consumers from unscrupulous entrepreneurs), technical and cultural nature.
The internal environment is the potential of the company, its general production and market internal reserves.
The company's fixed assets, personnel (its composition and qualifications), the financial capabilities of the enterprise, the use of various technologies, the image of the enterprise - all this includes the internal marketing environment.
The characterization and definition of marketing opportunities is an essential part of the internal marketing environment. They depend on the state of the special marketing service of the enterprise, as well as the experience and qualifications of the working staff.
Understanding the competition, the business in which the company operates, developing an effective strategy, making the right tactical decisions - all this provides an analysis of the marketing environment.
Making unreasonable decisions, passive response to market changes, inconsistency of decisions, late introduction of innovations and, as a result, market vulnerability of the enterprise - these consequences arise if the marketing environment analysis stage is ignored.
There are a number of factors that affect the performance of a company:
controlled firm - recognized by activity management personnel A: Its management and marketing service.
Not controlled by the firm - connected with suppliers, competitors, customers and contact audiences.
Together, these factors make up the overall marketing strategy:
Methods:
To collect enough information, marketers resort to various methods of analyzing the marketing environment. This may be an oral or written survey. A survey helps to find out the opinion of the public about a product or service. This is a very popular research method, as it does not require much cost and effort. There is also an observation that takes place either in the field or in the laboratory.
There are such methods as PEST-analysis and SWOT-analysis.
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Marketing environment of the enterprise. Analysis and factors of the marketing environment
- the organization itself;
- marketing intermediaries;
- competitors;
- buyers;
- suppliers;
- general public.
- personnel potential of the organization;
- organizational and managerial capabilities of the organization;
- design and engineering potential of the organization;
- production capabilities of the organization;
- marketing potential of the organization;
- material and financial capabilities of the organization.
The marketing environment of an enterprise is a set of active subjects and forces operating outside the firm and influencing the ability of the management of the marketing service to establish and maintain successful cooperation relationships with target customers.
Any enterprise operates and achieves success not in an airless space, but in a certain environment. Marketing environment - everything that affects the activities of the company.
Changes in the marketing environment of the enterprise and their impact on the activities of firms, customer requests, market relations have become one of the key issues in the work of entrepreneurs.
The object of the study is the trends in the marketing environment, the development and change of its factors. Thus, the marketing environment of marketing can be divided into 2 parts: the external marketing environment and the internal marketing environment.
The external environment of the organization, as a rule, is divided into a macro environment and a micro environment.
The macroenvironment refers to the whole situation in the business environment of the city (country, region), its characteristics affect the activities of all economic entities, regardless of the form of ownership and the specifics of the products offered on the market (both for a private hairdresser, and for a large food manufacturer, and for a five-star hotel) and the microenvironment.
The external marketing environment is characterized by considerable mobility and, as a rule, is not subject to active influence from an individual firm.
The microenvironment characterizes the parameters and situation of activity in a particular market of particular interest to the organization (for example, the characteristics of the cotton fabric market or the hotel services market).
The microenvironment refers to the forces operating in the area immediately adjacent to it, which can affect its ability to serve customers:
The main elements of the internal marketing environment of the organization:
Enterprise Marketing Environment Factors
The marketing environment is all the factors that influence marketing activities in one way or another. Factors of the marketing environment are divided into external and internal subjects of influence according to the principle of direct relation to the company.
The internal factors include the leadership itself with its general policy and all other departments and services with their local tasks and problems. It is necessary to reckon with both. Any factors can have both a positive impact and a negative one, and in this case it is already important to understand whether the marketing service itself in particular and the company as a whole can control them.
According to this principle, factors can be divided into controllable and uncontrollable. For the marketing service, all other divisions of the company, and even more so the management, are not controllable (directly), but for the entire company, only external factors are uncontrollable.
The marketing service solves its problems by managing four main processes: product planning (goods or services), pricing, promotion and distribution (sales). The product, its price, promotion methods and distribution channels are completely controllable factors in the marketing environment.
These four elements are commonly referred to as elements of the marketing mix and are referred to as the “four Ps” (Jerome McCarthy), after the first letters of the corresponding English words product, price, promotion and place.
Analysis of the marketing environment of the enterprise
The activity of any company in the market depends on the forces acting on it in the process of performing various actions. These forces, often also referred to as environmental factors, create threats or opportunities for the company, respectively hindering or facilitating the implementation of various actions and the achievement of goals.
Knowing the nature and strength of the impact of these factors allows the researcher to accept such management decisions in the field of marketing, which will protect the company from threats and make the most of the opportunities that open up for the benefit of the company.
As part of this analysis, first of all, it is necessary to conduct a study of the factors affecting the company's activities.
The environmental factors of indirect impact include:
Political and legal;
Economic;
Social;
Technological;
Ecological.
The environmental factors of direct impact include:
Consumers (buyers);
Competitors;
Suppliers;
sales intermediaries;
Other subjects of the external environment.
The analysis of these factors should be carried out systematized in the form of a table or logically separated text. The analysis of each factor should include a description of the factor and its development trends, its impact on the firm, and the most optimal response of the firm under consideration to this factor from the student's point of view.
It is not necessary to carry out the analysis of factors in full accordance with the list above. It must be remembered that for different firms the composition and significance of factors is different. Therefore, the student must choose for analysis 5-7 most significant environmental factors for the company in question.
Below are examples of tables that students can use when analyzing a company's external marketing environment.
“Based on a joint analysis of two environmental factors, we can say that they lead to somewhat opposite trends - one leads to a decrease in demand, the other to an increase in demand. Obviously, the direction of the final trend will depend on the ratio of one and the other trends. In addition, it will depend on the growth rate of real wages of people belonging to the segments under consideration (this factor also had to be considered in this situation, but the example is limited to only two factors) ».
When analyzing the external environment, special attention is paid to the competitive situation and competitiveness of the analyzed company. This analysis includes two complementary components:
1). Analysis of the competitive situation should be carried out using the model of M. Porter "Forces affecting competition in the industry" (Fig. 1).
Following the diagram in Figure 1, an analysis should be made of each of the four forces, indicating their strengths and weaknesses, as well as the parameters through which they influence the competitiveness of firms located in the central circle. If any of the forces is missing (for example, there are no substitute products), this should also be briefly described.
Rice. 1. Forces affecting competition in the industry
Consider an example of a competitive situation analysis for construction company.
“In the construction market under consideration, there are six large construction companies. The main parameter of competition between them is the level of quality, since the price level is maintained approximately at the same level. There are also minimal differences in the level of service. The terms of payment for the purchased housing are somewhat different (to a certain extent it depends on the partner bank), so this factor also plays a role in ensuring the competitiveness of construction companies.
There are few consumers in this period of time, therefore, due to this, they have a high market power - the struggle is for each client, and they, understanding this situation, can set significant requirements for developers. Also, the requirements of buyers differ significantly, which also increases their strength.
Consumers influence the competitiveness of construction companies through their requirements for the price and quality of housing, as well as terms of payment and service. Consequently, in relation to buyers, those construction companies that provide housing with the best price / quality ratio and the most attractive payment terms are the most competitive.
The number of suppliers of construction products is large, therefore, their market power of influencing the competitiveness of construction companies is small. Also, none of the suppliers offers unique products that other suppliers do not have.
The impact on the competitiveness of developers is mainly through prices and payment terms, which differ significantly between suppliers, but given the weak market power of suppliers, these factors are not significant, since construction companies can easily turn to other suppliers. More complex is the issue of quality, where construction companies have to work with proven suppliers, but, in special situations, you can turn to finding new reliable suppliers.
Thus, the competitiveness of construction companies does not depend as much on suppliers as on the requirements and assessments of consumers.
The threat of new construction organizations, which can increase the intensity of competition, is not so great. This is due to significant barriers to entry: expensive construction equipment, qualified personnel, knowledge of technology, established relationships with suppliers. The appearance of competitors acting as general contractors and interacting with existing subcontractors is more likely, but in the conditions of some stagnation in the construction market, this threat is not so great now.
A significant threat is posed by substitute goods in the form of housing on secondary market. An increase in this threat is not expected, since the population is relatively stable and the introduction of new housing in large volumes from other developers (leading to the release of secondary housing) is not expected.
2). After analyzing according to the above scheme, one should build competitive profiles of the company and its products or services. Examples of competitive profile models are shown in Figures 2 and 3.
It should be remembered that the composition of competitiveness factors given in the examples is indicative and can and should change depending on the type of business. It is logical that the factors of competitiveness for a store and a furniture factory will differ not only in composition, but also in significance. For example, the qualifications and, especially, the culture of the staff is more important in a store than in a factory, and sales network the store does not have any.
Therefore, if necessary, the student can change the composition of the analyzed parameters of competitiveness by adding or removing individual elements.
The type and accuracy of the grading scale used may also change, which can also be consulted with the teacher.
On the basis of the analysis of the external environment, compose a widely used SWOT analysis matrix, then remember that:
A) for its compilation, it is also necessary to analyze the internal environment of the company by analogy with the analysis of the external environment;
B) SWOT analysis matrix is not a simple comparison of weak and strengths firms with threats and opportunities, and formation on the basis of this comparison of the firm's strategy.
Maxim Valeev
Especially for Information Agency "Financial Lawyer"
LLC "EVA" is engaged in the sale of cosmeceutical preparations. It has been operating on the Volgograd market since 2003.
The organizational and legal form of this company is a company with limited liability.
A limited liability company operates on the basis of its charter. Figure 2 shows the organizational structure of the company "EVA":
Figure 2 - Organizational structure of the management of LLC "EVA"
All departments will report primarily to the director of the firm.
The total number of employees of the enterprise is 6 people.
The salary of the workers of Eva LLC is 3,000 rubles / month, for specialists from 5,000 rubles / month. up to 10,000 rubles / month, the management has 15,000 rubles / month. including premiums, excluding allowances and surcharges.
General analysis of the implementation.
The total amount of sales in 2008 amounted to more than 4122 thousand rubles. More than 30 large beauty salons of the city are clients of Eva LLC. Seasonal fluctuations in the provision of services exist. This is due to the seasonal use of some products.
Analysis of factors of the marketing environment LLC "EVA"
Analysis of the external environment is an assessment of the state and development prospects of the most important, from the point of view of the organization, subjects and environmental factors: industries, markets, suppliers and a combination of global environmental factors that the organization cannot directly influence. Consider the environmental factors of the immediate environment of the enterprise, namely: consumers, suppliers and competitors. The task of analyzing the environment of the immediate environment is to assess the state and development of the situation on the market and determine the competitive position of the enterprise on it.
In the process of consumer analysis, a survey was conducted among employees of beauty salons selling EVA products, and a survey of the population by telephone (200 people, by random dialing).
When interviewing cosmetologists, they were provided with a questionnaire with the following list of questions:
What products of LLC "EVA" are in the greatest demand?
What products are most often purchased by certain segments of the population (by gender and age)?
What preparations of firms represented in "EVA" are purchased more depending on the season?
How often and what are the main preparations purchased according to the prescriptions of a cosmetologist?
How has the demand for products changed due to the recent price increase?
Are there any reviews about the company's products from customers?
What is your personal opinion about the products sold by EVA LLC as a cosmetologist?
As a result of the analysis of the information obtained with the help of this survey, it was found that the greatest demand from buyers is Alpika massage oil, Perle alginate masks, anti-age care, herbal tea. Oil, masks, and herbal tea are purchased by all segments of the population, regardless of age and gender. In the autumn-winter period, due to the possibility of using chemical acid the number of sales of anti-age care by women over the age of 40 is increasing. As for the rest of the range of products sold by OOO "EVA", throughout the year it is in almost the same demand, regardless of the season. In summer, the demand for all products, except for creams with an spf factor, decreases to some extent.
Despite a slight increase in prices, demand for products decreased only in the first months by 5%, then growth began to be observed again.
Both consumers and cosmetologists speak positively about the products of firms represented in EVA LLC, considering them to be a useful and effective natural product.
As a result of the analysis of consumers, we can conclude that the products presented by EVA LLC are in good demand among consumers and have managed to establish themselves as high-quality, effective and reliable cosmeceuticals. It was also decided to organize informative advertising campaigns in the near future, aimed mainly at familiarizing the population with little-known and new types of products presented at EVA LLC.
Next, we turn to the analysis of suppliers. When studying suppliers, first of all, it is subject to clarification: the cost of the supplied goods, product quality guarantees, the obligation to comply with the terms and time of delivery, etc. The main suppliers of cosmeceuticals are Moscow, Stavropol, St. Petersburg.
According to the results of the analysis of the company's interaction with suppliers, since 2007, violations began to be observed only in compliance with delivery dates. From time to time, due to difficulties arising on the border of Germany with Russia, there is a delay in products supplied from Germany through a branch in St. Petersburg. But, even sometimes experiencing such difficulties with delivery, EVA LLC does not intend to change the supplier, since the products supplied by him are characterized by excellent quality and reasonable price. EVA has established a long-term and reliable relationship with this supplier.
In conclusion, we turn to the analysis of competition. As for the EVA company, it practically does not have to face competition. The only real competitor is the Center for Educational Aesthetics "Professional". Products of UTs "Professional" are also made from natural products. But this company has a much smaller range of products, and often at a higher price. If we talk about the preferences of consumers, then each of the enterprises has formed its own fairly unchanged segment of buyers. Phyto-tea is purchased approximately equally from both companies, the difference in price is insignificant.
Analysis of the environment of indirect influence (macro-environment of the organization) should consist in identifying the composition of influencing factors. When analyzing the macroenvironment of an organization, demographic, economic, political and legal, scientific and technical, natural, sociocultural and international are subject to study.
In connection with the increase in the level of inflation in the country, a sharp increase in prices for energy resources and, as a result, an increase in the cost of production, there was an increase in prices for products sold by EVA LLC.
In general, the political situation in the country is stabilizing and the influence of the political factor on EVA LLC is currently small, but the company's activities are constantly influenced by political events and decisions, and the management of the organization must follow the decisions and laws of the authorities.
The study of the legal component should consist both in the study of the content of legal acts and the existing practice of their implementation. This analysis should give an understanding of the goals of the development of society, priority sectors of the economy and regions, the possibilities and directions for the development of the political system.
Social factors are also subject to study, as they influence the choice of goals, means of achieving them, and the features of the enterprise. The structural composition of the population, the level of education, established social values and attitudes, interest in social problems, etc. are taken into account. .
Studying the values and preferences of consumers, it was found that in recent years the preference for natural products has increased among the population.
Thus, various changes in the external environment can represent both favorable opportunities and threats for the enterprise.
Situational analysis involves the study of the external microenvironment of the enterprise.
The microenvironment includes the following elements:
Suppliers;
Intermediaries;
Consumers;
Competitors;
contact audiences.
1. Suppliers.
These are firms and individuals that provide the enterprise with the material resources necessary for the production of specific goods or services. Soyuz Product has the following suppliers:
1) Suppliers of food raw materials (processed livestock meat), to the workshop for the manufacture of meat products.
2) Suppliers of food raw materials for the manufacture of cheeses and dairy products.
3) Suppliers of other products in Soyuz Product stores (grocery)
The work of suppliers can be seen in Fig. 2.14
Fig.2.14
Figure 2.14 shows that Soyuz Produkt has established relationships with suppliers.
2 The company has no intermediaries, since the company is an intermediary in the distribution of other goods.
The director of Soyuz Product decided to conduct a survey among consumers of goods from the SoyuzProduct store
The purpose of the study is which product is the most popular in stores, and what preferences in meat products consumers choose.
To assess the degree of satisfaction, the method of group questioning was used, selective - in terms of completeness of coverage and face-to-face research. Table 2.8 shows the composition of the marketing research respondents.
Table. 2.8. Distribution of respondents by sex and age
Consumers of different age groups took part in the survey, with the largest number of consumers in the middle age groups. The vast majority of respondents (70%) are women, which is quite natural, since it is women who are engaged in household chores, including cooking. According to the level of income, the respondents were divided into representatives of low and middle incomes (50% for each income group). The data of the table are presented in Fig. 2.15
According to fig. 2.15, the largest percentage of respondents from 25 to 45 years old.
Fig.2.15.
Fig.2.16.
According to Figure 2.16, the largest percentage of respondents are women.
Then we will consider the social status of the respondents, which is shown in Figure 2.17
Fig.2.17
Based on the analysis of the data obtained, it can be argued that most often sausages (40%) are purchased in branded stores of manufacturing companies. trading network for the sale of sausages, meat products and semi-finished products at large meat processing enterprises, as well as in supermarkets (35%) located in various districts of Rostov-on-Don. Visually, the data can be seen in Fig. 2.18
Fig.2.18
Conclusion according to Figure 2.18, consumers purchase a large share of products in stores from manufacturers.
The first question for the respondents was whether they had heard about the SoyuzProduct store, then the following questions were made to answer yes, otherwise the questions were excluded.
When asked how often you buy sausages, significantly more than half of the respondents answered that they buy sausages once a week. This may be due to the high price level of sausages, as well as their perception by consumers as a "delicacy treat". Based on this, Soyuz Produkt is recommended to revise the prices for its range, because competitors' prices are much lower.
As it was found out, one purchase of sausages is classified as follows: more than 1 kg is purchased by 20% of the respondents, from 300 to 500 g - by 28%, from 200 to 300 g - by 32% and less than 200 g - by 10% of the respondents (see Fig. 2.13.). The predominance of purchases in sizes from 200 to 300 g of sausages is partly due to the high price of this species food for most consumers.
Fig.2.19
Conclusion according to Fig. 2.19, the largest percentage of purchases was from 200 to 300 g.
When buying meat and sausage products, the most significant indicators for the surveyed consumers are appearance (80%), taste and smell (95%), product composition (75%), less significant, but significant indicators are: consistency, color, type of casing, which amounted to about 40%.
The following indicators received the least percentage: calorie content and shape, size and knitting of loaves. This is due to the fact that the consumer often does not have the opportunity to assess the quality of the purchased meat products, except for the appearance and information available on the label. On fig. 2.14 a % preference chart will be provided.
Fig.2.20
According to Fig.2.20, the highest indicator is taste and smell.
The next thing that can be said about the preference for products, as it was found out, is sausage (boiled, smoked, semi-smoked, clearly shown in Fig. 2.21)
Rice. 2.22
Due to the particular relevance of the use of soy and genetically modified products in the production of sausages and meat products, most of the respondents would prefer to purchase products from chilled meat, without the addition of soy and various additives. Therefore, to the question “What types of sausages or meat products would you like to buy, but they are not on sale?” respondents answered differently: approximately 50% would like to purchase popular varieties of lean white meat (turkey) and 40% - various types of red meat and game (lamb, horse meat, venison). At the same time, the vast majority of respondents (80%) would prefer to purchase sausage products from chilled meat without the use of soy and genetically modified additives.
The level of income can be seen in Figure 2.21.
Fig.2.21
Figure 2.21 shows that the largest part is occupied by income of 10,000-12,000 thousand rubles
As it was revealed earlier that sausages and sausage products are the most popular among the population. These are traditional market segments for the domestic consumer, characterized by stable stereotypes of taste and type preferences, as well as the most democratic, characterized by the widest range of prices. As the survey showed, sausages are in the first place in terms of consumption, regardless of the age and financial situation of consumers.
The next study is the average purchase volume per day (according to the seller), which is presented in Table. 2.10
Table. 2.10 Average daily sales per outlet
|
Name of product |
Purchase month |
Quantity (kg) |
Total revenue per day |
|
Sausages (boiled, smoked, semi-smoked, etc.) "Doctor's" "Children's" |
|||
|
Sausage products (sausages, sausages, sausages, etc.) |
|||
|
Meat delicacies (neck, brisket, loin, etc.) |
Average 5kg |
||
|
Meat semi-finished products (schnitzel, meatballs, meatballs, etc.) |
On average 2 packs of 2kg |
||
|
Canned meat (stew, meat in own juice, etc.) |
Average 3 banks |
According to Table. 2.10, preference is given to the purchase of the most sausages (boiled, smoked, semi-smoked) "Doctor's", "Children's"
Thus, based on the results of the survey of consumer preferences, we can draw the following conclusions:
one). Buy meat products mainly women - 70%, men accounted for only 30% of total number buyers. In terms of social status, the majority of buyers of meat products are workers (76%). The income level of consumers ranges from 10 to 12 thousand rubles. The age group for purchasing goods is exactly 45 to 54 years old.
2). The conclusion of the survey shows that people give more preference to sausages. Only two types of boiled sausages “Doctorskaya” and “Children's”, produced in accordance with GOST, are popular with the interviewed consumers. Significant amount respondents prefer other types of meat products, namely pork products (carbonate, brisket) and semi-finished meat products(cutlets, meatballs, schnitzel).
3). The survey showed that consumers are quite satisfied with the existing quality of meat products and fully trust the information available on the labeling of meat products, this is due to increasing awareness modern consumers on the composition, additives that are used in the production of meat products.
Soyuz Product has many competitors, they are presented in Table 2.11
Table 2.11 Comparison of Soyuz Product competitors and their evaluation
|
Characteristics of competitors |
Soyuz Product |
OOO "Kanevskoy" |
OOO Velikoluksky |
"Meat degree" |
"Tavrovsky meat shops" |
|
|
Product quality |
above average |
|||||
|
Packaging quality |
above average |
above average |
||||
|
Sales volume, t/year |
||||||
|
Price level |
below average |
Very high |
||||
|
Sales stability |
||||||
|
Promotion Level |
||||||
|
Lifespan of outlets |
According to Table. 2.11, respectively, we can conclude that, according to all criteria, Kanevskoy LLC lags behind competitors' firms, as at this time Tavrovsky Meat Stores occupies a leading position. Soyuz Produkt occupies a middle position.
For a more complete analysis, it will be necessary to compare prices for competitors' products, which are presented in Table 2.12 (rub.)
Table 2.12 Comparison of prices for individual assortment items
According to Table. 2.12, it was revealed that, on average, Kanevskoy LLC has the cheapest prices, and Tavrovsky Meat Stores has the most expensive prices, Soyuz Product, Velikoluksky LLC, Myasnoy Gradus are in the middle range.
To assess competitiveness, you can use the methodology for calculating the summary indicator of competitiveness, according to which the summary indicator is the ratio of the product of the value of the i-th criterion and its weight to the total number of criteria under consideration.
The results of an expert assessment of the competitiveness criteria of the selected competing firms (main) are presented in Table 2.8.
According to the results of the scoring, it is impossible to give a comprehensive assessment of the competitiveness of firms in terms of retail without taking into account the significance, weightiness of each criterion. "Tavrovsky butcher shops" among the main competitors was chosen as a firm - a standard, we will take the values of its estimates for the "standard", and also determine the weight of each evaluation criterion by expert means (Table 2.13)
Based on Table 2.13, Soyuz Product is in a lagging position with comparable competing firms. The standard for all criteria is "Tavrovsk meat shops".
Table 2.13 Expert review Soyuz Product competitiveness criteria for competing firms
|
Evaluation criterion |
Average score of the criterion on a 5-point scale |
||||
|
Soyuz Product |
"Kanevskaya" |
Velikoluksky |
"Meat Degree" |
"Tavrovsky meat shops" |
|
|
1. Location |
|||||
|
2. Product range |
|||||
|
3. Price level |
|||||
|
4. Personnel qualification |
|||||
|
5. Marketing activity |
|||||
|
6. Fame |
|||||
|
7. Promotion |
|||||
|
8. Market share |
|||||
Table 2.14 Comparison of Soyuz Produkt and its competitor Tavrovskiye Meat Lavov
|
Characteristics of competitors |
SoyuzProduct |
"Tavrovsky meat shops" |
|
|
Product quality |
The quality of all sausages and meat products of an average level (TU and GOST). All products are made at our own production in Belarus - |
This company also has its own production. Sausages and meat products are produced in Novorossiysk. Products are manufactured only according to GOST + |
|
|
Packaging quality |
The packaging is airtight, which gives a plus to storage and shelf life. |
Different packages are not always sealed, which gives a minus to the shelf life |
|
|
Sales volume, per day, total revenue |
50 kg of all products, revenue 26800 |
100 kg of all products, approximate revenue based on prices 41600 |
|
|
Price level |
Very high |
||
|
Sales stability |
Medium-high (due to the crisis, sales dropped sharply) |
High (due to the crisis, sales fell by about 5%, the company still does not feel a decline in profits due to high prices) |
|
|
Using Promotion Methods |
Medium (sometimes on the radio signs on the streets near the store) There is an official website |
High (the use of banners on the streets. An action was held, tasting sausages fried on the grill right on the street) There is an official website |
|
|
Availability of licenses and certificates |
Sales license |
Sales license Received a certificate for excellent quality "Made on Don" |
|
|
Variety of product range |
Over 200 prescription items |
117 prescription items |
|
|
The attractiveness of the image |
little known |
well known |
|
|
Time of operation of the enterprise (years) |
|||
|
Location, Coverage |
5 stores in Rostov-on-Don Coverage of the territory throughout Russia |
12 stores in Rostov-on-Don |
|
|
Store Fame |
Low fame. |
Popular, some buyers go there on purpose |
|
|
Financial position |
Unsustainable due to the crisis |
sustainable fin. position |
According to Table 2.14, we can conclude that Tavrovskiye Myasnye Lavki took a leading position in the market compared to Soyuz Product
For so many years, "Tavrovsk meat shops" has shown itself with the best side for a consumer of excellent quality, the consumer is not sorry to give N amount of money for their products.
On fig. 2.22 you can clearly see who occupies a leading position in the market.
According to fig. 2.22. it is clear that the companies are closely intertwined with each other, but it is clear who occupies a stable leading position.
Based on the results of the analysis, it can be concluded that the company occupies a middle position among its competitors, Soyuz Product also needs to show itself and use promotion methods more.
Rice. 2.22.
STEP-analysis (STEP-analysis) is marketing tool, designed to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment that affect the company's business
Politics is studied because it regulates the power, which in turn determines the environment of the company and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise.
The results of the PEST-analysis allow us to assess the external economic situation in the field of production and commercial activities, see (Appendix 1)
According to the results of the analysis, it can be concluded that the activities of the organization are influenced by many external factors, the influence of which must be taken into account.
To form a general characteristic of the Soyuz Product, an analysis of the external and internal environment (SWOT analysis) should be carried out.
Figure 2.23 shows a list of factors that are essential for the activities of the enterprise under study. Now let's designate the field of strategic decisions based on the interaction and intersection of the strengths and weaknesses, opportunities and threats of Soyuz Produkt (Table 2.17).
|
Strengths |
Capabilities |
|
1. Wide range. 2. High professionalism of employees 3. Good location. 4. Good reputation among existing clients. 5. Short term sales of goods 6. Direct contracts with suppliers 7. Personnel training at the expense of the company. 8. Effective product quality control system (compliance with high state standards) |
1. Opening of new points in Rostov-on-Don, and all over Russia 2. Low cost slave. forces in the region 3. Many industry exhibitions and fairs 4. Bankruptcy of small shops of competitors 5. Benefits for large wholesalers from suppliers 6. Increase in effective demand of the population; 7. Change in public attitude to Belarusian product quality |
|
Weak sides |
|
|
1. Absence of a client consulting system 2 Use of outdated sales techniques 3. Absence of a client consulting system 4Lack of a clear strategy 5. High staff turnover; 6. Underdeveloped marketing system 7. Debts and insolvency of the enterprise 8. Low marketing activity |
1. Loss of existing customers due to the onset of the crisis 2. Refusal of banks to issue loans; 3. Rising prices for material and energy resources;. 4. Aggressive policy of existing competitors 5. Decreased financial stability; 6. Increase in prices for Russian raw materials; 7. Increasing the level of consumer requirements for the quality of goods in accordance with GOST |
Fig.2.23. SWOT factors - analysis "Soyuz Product"
Table. 2.17 Matrix SWOT-analysis "Union product"
|
Capabilities |
||
|
Strengths |
1. Strategy for strengthening market positions by improving the quality of service. 2. The market development strategy is to search for new markets in the city of Rostov-on-Don, and throughout Russia. 3. Product development strategy is manifested in the launch of new types of products. (salads own production, bakery in stores) 4. Diversification strategy - new market and a new product category. |
1. Aggressive policy at the expense of competitors but it is eradicated due to a good reputation among its consumers. 2. Fascination of prices for raw materials but due to long relationships with suppliers, raw materials are provided at a wholesale price. 3. Increasing the level of prices for goods, but due to good quality, consumers buy products. 4. The problem of losing existing customers can be solved with the help of high professionalism of employees and new methods of promotion. |
|
Weak sides |
1. Organization of trainings for management personnel 2. Negotiate with suppliers, optimize the logistics system, agree on new store locations 3. Arrange for the delivery of salads and bread makers to stores. 4. Open new stores in the city of Bataysk, where the assortment of which will include a new type of product (salads) |
1 Lack of qualifications and lack of amenities in tonars, the staff does not work well, which leads to a poor quality of service 2. Lack of cooperation with competitors, the company will not reach a new level 3. Loss of profit due to increased production costs. 4. Decrease in financial stability. |
Each of these strategies requires the company to make great marketing efforts, and, consequently, financial costs.
Soyuz Product operates in a mature industry with stable technology. But, nevertheless, it has significant potential for development.
An enterprise needs to properly use its capabilities at the expense of strengths and competitive advantage, minimize threats and systematically work on the weaknesses identified as a result of the analysis. "Soyuz Product" is by no means a shadow on the market, good product quality, service is the key to the successful operation of the company. The analyzes carried out showed that the company is quite capable of increasing its level of profit and entering a new market, the most important feature of which today is quality and prices.