Marketing activities in an enterprise are a relevant topic today. The process of marketing activities involves a system of various activities that need to be analyzed and the best option selected.

The organization of marketing activities, or marketing, includes: building (improving) the organizational structure of marketing management; selection of marketing specialists (marketers) with appropriate qualifications; distribution of tasks, rights and responsibilities in the marketing management system; creating conditions for the effective work of marketing service employees (organizing their workplaces, providing the necessary information, office equipment); organizing effective interaction of marketing services with other services of the organization.

The organizational structure of marketing activities at an enterprise can be defined as a set of services, departments, divisions, which include employees engaged in one or another marketing activity.

The main advantage of a functional marketing organization: a clear division of responsibility and competence; simple control; fast and economic forms of decision making; simple hierarchical communications; personalized responsibility.

The disadvantages of a functional marketing organization include: high professional requirements for managers; complex communications between performers; pronounced authoritarian leadership style; overload of managers.

Thus, the functional organization of marketing is based on the division of labor according to established and newly emerging functions, on the specialization of workers. With a small range of products, the functional marketing organization is highly flexible and responsive due to ease of management. However, with the expansion of the range of products, production agility decreases, since the response period to changes in external conditions increases. The functional structure of marketing is characterized by weak flexibility of the strategy, since it focuses on achieving the current effect, and not on the introduction of innovations. This structure of marketing activities does not promote dynamism and innovation. In general, such a structure is an effective form of organization only for the sustainable production of a limited range of products. The functional marketing structure is the basis for other forms.

1) Product-functional organizational structure of marketing management.

Enterprises that produce a wide range of products (detergents, drugs, cosmetics) often create a management system based on the differences between products. Such a marketing organization does not replace a functional organization, but is a complement to it. The product-functional organizational management structure makes it possible to concentrate on managing the process of selling goods.

The advantage of this type of organizational management structure: the manager dealing with a specific product has the ability to coordinate various marketing costs for this product; the manager can quickly respond to market demands; all product models, both those in high demand and those less popular with customers, are constantly in the manager’s field of view; It is easier to identify capable employees, since they are involved in all areas of operational marketing activities.

Disadvantages of this type: the manager responsible for a certain product is not vested with powers that would correspond to his activities; commodity organization often requires greater costs than expected; Employees of product divisions have double lines of reporting: to their immediate supervisors and to the heads of functional services.

The manager for a specific product coordinates the entire marketing complex for each product and responds more quickly to problems that arise in the market. This marketing structure is more expensive than a functional one because more labor costs are required due to the increase in the number of employees. Therefore, organizing a marketing service along product lines is common in large firms, where the sales volume of each product is sufficient to justify the inevitable duplication of work. A similar marketing structure in developed market economies takes place in large decentralized companies, where each branch specializes in the production of a specific product.

2) Market-functional organizational structure of marketing management.

With this type of marketing organization, along with functional managers, there is a market manager who heads a group of several managers responsible for individual markets.

The main advantage of a market marketing organization is that marketing activities are aimed at satisfying a specific group of consumers, in contrast to a product organization, in which all attention is concentrated on goods, or a purely functional organization, in which the main importance is given to the implementation of marketing functions. The market can be an industry sector or a segment of homogeneous buyers. The introduction of a market manager position puts customer needs at the center of attention. The main markets are assigned to market managers, who collaborate with specialists from functional departments in developing plans for various areas of functional activity. Each market must have its own marketing strategy. The advantages and disadvantages of a market management structure are essentially similar to the advantages and disadvantages of a commodity structure.

3) Product-market organizational structure of marketing management. This structure is used by enterprises that produce a wide range of goods intended for a variety of markets.

The main advantage (and at the same time disadvantage) of this type of organizational structure is the clear assignment of all the most important functions of marketing activities in relation to specific markets and products to certain performers. Such organization of marketing activities leads to significant costs. Few enterprises adhere to this form of marketing organization.

4) The regional orientation of the organizational structure of the marketing service (Appendix B) is similar in structure to the product structure, but here the division is taken not by product, but by market. This principle is the basis for marketing if the company operates in a large number of markets, and the product range is not too large or fairly uniform. Regional orientation allows for a more in-depth study of customer needs; national, political, economic and other characteristics of regions; create demand and stimulate sales; take into account regional characteristics when developing the appearance of goods and their packaging. The disadvantages of this marketing organization are the same as with product orientation.

Marketing management is the analysis, planning, implementation and control of activities designed to establish, strengthen, and maintain mutually beneficial commodity-money relations with customers in order to achieve the goals of the enterprise.

5) Matrix organizational management structure

The essence of relations in the formation of matrix organizational structures is as follows. The management of the program for the development of a certain market for a certain product is transferred from the top manager of the enterprise the necessary powers to allocate resources, as well as by the executors of the activities that make up the program. At the same time, in order to limit the scope of control of the program manager and not to destroy the existing relationships in the existing linear-functional structure of the enterprise, the institution of responsible executors of program activities is being introduced. This status is acquired by heads of enterprises, divisions and groups that carry out independent tasks under the program. Responsible executors are in this subordination. They are accountable to the program manager regarding the content, deadlines and results of relevant tasks and activities. For all other issues of their activities, they report to their permanent managers in accordance with the current hierarchy.

The duality of leadership inherent in the organizational structure of matrix-type management causes the following disadvantage: if difficulties arise with the implementation of the program, it is often very difficult for the management of the enterprise to find out who is to blame for this and what the essence of the difficulties that have arisen is. In addition, in such cases, the usual frictions arise, which are to be expected in the absence of unity of command. These difficulties are overcome by establishing clear boundaries of authority and responsibility of functional units. In addition, program managers are empowered to set priorities for their programs together with functional units. If program managers cannot set priorities with other managers and do not compromise when disagreements arise with other program managers, the problem is escalated to higher management.

With such a system for resolving disputes, functional managers are vested with the authority to manage employees working in their area and exercise control over the integrity and completeness of the research, design and other work carried out. In general, due to such organization of the activities of functional managers and program managers, most of the problems associated with the lack of unity of command are eliminated. Matrix organizational management structures, as a rule, are built into the linear-functional management structure of the enterprise as a whole.

The principles for constructing the marketing structure of an enterprise are:

Unity of goals - the basic goals are: sales volume, profit, profit-to-sales ratio, earnings per share, enterprise market share, capital structure. However, the goals should not be mutually exclusive.

Simplicity of the marketing structure - the simplicity and clarity of the organizational structure makes it easier for the enterprise personnel to adapt to it and, therefore, have feedback.

An effective system of communications between departments, ensuring clear transmission of information - the communication system must necessarily have feedback.

The principle of single subordination - an employee should receive orders from only one superior. For a set of functions performed that have the same goal, there must be one leader.

The marketing structure is little known - the fewer links the structure is characterized by, the less time-consuming it is to transfer information from bottom to top and management orders from top to bottom.

Organizational restructuring can be quick and without reducing the efficiency of the enterprise, if the ability to change is in the structure itself. In order for marketing structures to be flexible, enterprises must constantly have current information about the internal state of affairs and the external environment, which is represented by demographic, economic, natural, technical, political and cultural factors.

Of considerable importance for achieving set marketing goals is the creation of internal organizational units in the marketing service of an enterprise.

• 1. Market research department, including: information and research group; product demand research group; market research technical service group. The information and research group requires specialists in economic information, in the field of collecting and processing commercial information, and library and information services. The product demand research group should have specialists in the field of demand analysis and forecasting. The market research technical service group needs specialists in automated information processing and computers.
• 2. Department for managing the product range, including a group for: managing the range of old products; managing the range of new products. These departments should have specialists in developing a product range, as well as product quality.
• 3. Sales department, containing divisions for operational and sales work, the number and name of which are determined mainly by the breadth of the range of products produced and the specifics of the production and economic activities of the enterprise.
• 4. Demand generation and sales promotion department. As a rule, it consists of advertising groups; sales promotion.
• 5. A service department is created only at enterprises producing complex equipment and machines. The department should employ specialists in managing the service network, repair shops and service centers.

Marketing services usually represent two levels of management: central marketing services and operational departments. In the general management apparatus of the company, the central marketing services are the coordinating, planning and controlling bodies of the production and sales management strategy. At the same time, most operational issues related to the implementation of a comprehensive market and product policy are resolved at the grassroots level - by the direct producers of a particular product.

Marketing management involves: building an organizational structure for the marketing service; development and implementation of marketing programs; control of the activities of the marketing service and marketing results (situational marketing analysis) strategic control of marketing (audit); the mood of the information collection and processing system, which is a process that guarantees the timely receipt of data on a specific issue. To establish real connections, market producers, first of all, need to ensure that the organizational and managerial structure of the enterprise, each of its economic units, is focused on marketing rather than sales activities, which involves the creation of a marketing service and the organization of its work.

The marketing service of an enterprise is a division that operates on the basis of marketing principles and methods. The main tasks of the marketing service: comprehensive market research; analysis of the situation, production, raw materials and commodity resources of the enterprise; market selection; development and implementation of marketing strategy and tactics; developing marketing programs and ensuring their implementation; justification of recommendations for product quality management; development of a marketing mix (product, pricing, sales policy and demand generation and sales promotion policies) and ensuring its rational functioning.

The successful functioning of an enterprise's marketing service involves complex activities of an economic, monetary, financial, planning, technical, production, sales and research nature, which predetermines high requirements for the level of theoretical training of the personnel of this service.

When justifying the orientation of marketing services, it is necessary to take into account the requirements for their functioning. The structures created must ensure flexibility, adaptability and mobility of the system; direct and feedback between marketing functional services of general enterprise management; relative simplicity of the structure; compliance of the structure of the marketing service with the degree of its effectiveness and the sales volume of the enterprise, the specifics of the range of products and services produced, the number and volume of sales markets and their characteristics.

At enterprises, depending on the degree of development of marketing activities, several types of organizational structures can be used. At the first stage of marketing implementation, you can take the path of creating a service with three departments or groups of specialists: commercial, organizing and managing operational activities for the sale of goods in the domestic and foreign markets, conditions and prices; engaged in the study of the sales market and analysis of price movements; demand generation and sales promotion (FOSSTIS), whose responsibilities include organizing advertising and stimulating sales.

At the second stage, market conditions, prices and FOSSTIS can be converted into marketing ones. This implies a significant expansion of the functional responsibilities of marketers. The functions performed include forecasting market conditions and prices; comprehensive market research; development of product policy; distribution of product range by specific market segments; development of marketing programs. At the same time, the commercial department can be strengthened.

At the third stage, the marketing service acquires managerial status and may include marketing and commercial departments. The marketing department, in turn, can be divided into sectors, or subdepartment: comprehensive market research; exploring new market segments; marketing planning; analysis and control of the implementation process; justification of sales channels, study of market quotas, licenses, certificates, control over the formation and movement of inventory; demand formation and sales promotion.

The commercial department is designed to organize an operational commercial service, prepare, conclude and implement contracts, and control the document flow accompanying a commercial transaction. If the volume of work is large, subdepartments of a product, regional or mixed type can be created in this department. The principle of marketing is the free choice of certain goals and strategies for the functioning of the enterprise, aimed at finding the most effective combination of the production of new products with already produced products, as well as those intended for discontinuation.

As a principle, the unity of the manufacturer’s strategy and tactics is considered in order to effectively adapt to the changing requirements of consumers while simultaneously influencing the formation and stimulation of needs. Marketing is characterized by a constant search for new forms and tools to increase production efficiency, creative initiative of workers aimed at creating the necessary conditions for the widespread introduction of innovations, improving the quality of goods, and reducing production costs. All this can be achieved on the basis of the full implementation of all the principles of marketing and, first of all, the basic principle, which is to produce what will be sold, and not try to sell what the enterprise was able to produce. And to implement this principle, you need to know the functions of marketing, which are shown in Table 1.

Table 1

Marketing functions

Analytical function	Production	Sales function	Control and monitoring function
Market research	Organization of production of new goods	Organization of the product distribution system	Organization of strategic and operational planning
Consumer Research	Organization of logistics	Organization of the FOSSTIS system	Information support for marketing management
Studying the brand structure of the market	Quality management with competitiveness	Providence of product policy	Management of risks
Product research	Service organization	Organization of a communications system at the enterprise
Analysis of the internal environment	Implementation of pricing policy	Organization of marketing control

Thus, marketing is a whole complex of activities, the purpose of which is to satisfy the needs of consumers and obtain as much profit as possible for a particular enterprise.

FEDERAL AGENCY FOR EDUCATION

ULYANOVSK STATE TECHNICAL UNIVERSITY

GRADUATION PROJECT

Subject : Organization of marketing activities at the company Nadezhda and K LLC

(signature, initials, surname)

Speciality 061100 “Organization Management”

(number, name)

Specialization________________________________________________________

Project Manager V.N.Lazarev

(signature, initials, surname)

Consultants by sections:

Economic part V.N.Lazarev

Environmental and legal part_________________________________ A.N. Chekin

Allow for protection:

Head Department

___________________________

(signature, initials, surname)

______ ________________ _________

(day month Year)

Ulyanovsk 2005

Introduction 1.1 Chapter 1 Marketing activities and its importance in modern market conditions 1.2 The essence of marketing activities 1.3 Emergence and stages of development of marketing activities 1.4 Marketing concepts 1.5 Information support for marketing activities 1.6 Development of the marketing mix 1.7 Marketing planning 1.8 Organization of marketing activities Chapter 2 Organization of marketing activities at the enterprise 2.1 Characteristics of the enterprise 2.1.1 Subject of activity 2.1.2 Strategic goals of Nadezhda and K LLC 2.1.3 Organizational structure management at the company Nadezhda and K LLC 2.1.4 Quality management at Nadezhda and K LLC 2.1.5 Personnel policy and motivation of employees at the company LLC "Nadezhda and K" 2.1.6 The procedure for carrying out a promotion, the need for a product 2.2 Research of the company’s marketing activities 2.3 Analysis of the competitive environment 3.1 Improving marketing activities Chapter 4 Economic and organizational justification Chapter 5 Environmental and legal aspects of the enterprise’s activities 5.1 Legal basis of activity 5.2 Environmental management at Nadezhda and K LLC Conclusion List of sources used Applications

Introduction

Not all managers have a clear understanding of the market and the difficulties they may encounter. The main task of enterprise managers was the strict implementation of plans, in the development of which they practically did not participate.

In market conditions, a trading network may refuse products or services, the state does not cover losses, banks dictate their terms when issuing loans, and competition inherent in the market appears. An enterprise that is not adapted to market relations can thus quickly go bankrupt. To avoid this, managers and specialists in the field of economic activity need to master management methods and techniques in market conditions. The concept of management in a market environment is marketing. Managers of modern Russian enterprises need not only to study the concept of marketing, but also to be able to use it.

The experience of marketing activities of Russian enterprises is very limited. At the same time, they are often guided by the principle “offer what they take, and at any price.” This certainly goes against the very idea of ​​marketing.

Modern market activity requires managers and specialists of enterprises to have decision-making skills in market conditions. Working in a foreign market requires a good knowledge of management methods used by foreign companies and the results of the practical implementation of the marketing concept.

In modern Russia, marketing is just beginning to develop. The implementation of strategic investment policy and strategic marketing is difficult due to the general unstable state of the economy, the uncertainty of the political situation, and the lack of a consistent state investment policy. In this regard, it is necessary to develop more alternative options for the company’s strategic development plans, and more often adjust goals and strategies depending on the new situation. But already now, most managers understand that the success of an enterprise largely depends on effective management, making optimal decisions, market research, and personnel selection. And all this is fully or partially included in the subject area of ​​marketing.

Marketing is more than just promoting products and services to the market. Getting the buyer to buy what the company can offer is a sales task. With the help of marketing, they force the enterprise to do what the consumer needs. Marketing is a two-way process that is based on the relationship between production forces and the consumer.

Thus, marketing is the process of planning and managing the development of products and services, pricing policies, promotion of goods to consumers and sales, so that the variety of goods thus achieved leads to the satisfaction of the needs of both individuals and organizations.

The modern concept of marketing is that all activities of an enterprise are based on knowledge of consumer demand and its changes in the future. Moreover, one of the goals of marketing is to identify unsatisfied customer needs in order to direct production to satisfy these requests. The marketing system makes the production of goods functionally dependent on requests and requires the production of goods in the range and quantity required by the consumer.

The goal of the diploma project is to develop sound practical recommendations for improving the marketing activities of Nadezhda and K LLC. The main objectives were to provide a theoretical justification for the company's marketing activities, analyze the company's economic activities, and activities in the alcohol market.

Chapter 1 Marketing activities and its importance in modern market conditions

1.9 The essence of marketing activities

The term “marketing” comes from the English word “market” and literally means activities in the field of market, sales. The term “marketing” is usually not translated into Russian, which is explained by the extreme capacity of this concept. Marketing is not only a way of thinking and a direction of economic thought, but also a practical activity within individual companies, industries, and the economy as a whole.

Due to the ambiguity of the concept and the different points of view of authors, there are many definitions of marketing in the world economic literature. According to the American Marketing Association, there are over two thousand of them. Let’s compare how leading American marketers interpret the concept of “marketing”.

F. Kotler: “Marketing is a type of activity aimed at satisfying human needs through exchange.”

J. Evans and B. Berman: “Marketing is the anticipation, management and satisfaction of demand for goods and services of organizations, people, territories through exchange.”

T. Levitt understands marketing as “...activities aimed at obtaining information about the needs of the buyer by the company, so that the company can develop and offer him the necessary goods and services.”

Summarizing these and many other interpretations of marketing, we can formulate its definition as follows:

Marketing is a system of management and organization for the development, production and sale of goods or the provision of services, based on a comprehensive accounting of processes occurring in the market, focused on meeting personal or production needs and ensuring the achievement of the company’s goals.

It should be added to the definition that marketing can be considered at least in the following four aspects:

As an ideology of modern business;

As a marketing research system;

As a marketing management practice;

As a set of measures to promote goods and generate demand.

The most famous definition of marketing is formulated by the American Marketing Association: “Marketing is the process of planning and implementing concepts for pricing, promoting and distributing ideas, goods and services to achieve exchanges that satisfy the needs of individuals and organizations.”

The abundance of scientific definitions of marketing is due to several reasons. One of them is differences in the approaches to marketing themselves (Figure 1).

Figure 1 – Marketing as a philosophy and methodology of modern entrepreneurship

So, on the one hand, it is considered as a management concept (“way of thinking”), a kind of “philosophy” of entrepreneurship. This approach is based on the following basic principles: systematization in understanding the market and its elements; unconditional priority of the buyer’s interests; flexible adaptability to market requirements and active influence on it, etc.

Another common approach to marketing is to describe it as a “course of action”, i.e. as a system of practical techniques and measures aimed at achieving success in the market.

In addition, marketing can be considered as a field of human knowledge, a science with a specific subject of research, an academic discipline, an area of ​​economic activity, a specific function of an enterprise, etc.

The understanding of marketing has changed with the development of marketing activities. It is usually implemented in such functions as market research and the study of customer behavior, the development of new products and the formation of assortment policy, the organization of a sales and distribution system, the formation of a marketing communications system (primarily we are talking about advertising), marketing management, etc.

1.2 Emergence and stages of development of marketing activities

Modern marketing has gone through quite a long evolution. Marketing theory originated in US economic literature at the end of the 19th century. as a reaction of producers and traders to the aggravation of the problem of selling goods (crisis of overproduction), to a glut of goods in markets. Already at the beginning of this century, marketing became a special academic discipline, which was taught at leading American universities - Michigan, Illinois, Harvard and others.

The popularity of the marketing course grew, and it soon became an integral part of the training program for future businessmen. In 1908, the first commercial marketing research firm was founded. In 1911, the first specialized marketing departments appeared in the management apparatus of large companies. In the 20s In the USA, the National Association of Teachers of Marketing and Advertising is created, which then became part of the American Marketing Association, formed in 1937.

An important milestone in the history of marketing was the 50s, when its theory merged with management theory, and the massive use of marketing in practice began, reflected in a radical restructuring of the organizational structures of most companies. From this time on, according to American marketers, the “era of marketing” begins. One of the first companies to adopt the marketing market management concept in the 50s were General Electric, General Foods, and Mc`Donnalds. Subsequently, under the influence of the positive practical results of marketing, they were joined by such leading companies as IBM, General Motors, Gillette, Prokter & Gamble and many others.

In the 50s and 60s, the use of marketing for large firms was based on the abundance of raw materials, energy and other natural resources, and the unimpeded possibility of expanding production and sales. The contradictions associated with this orientation accumulated and became especially intense in the 70s, when the concept of marketing was revised and rethought, and the problems of environmental costs and the formation of a healthy lifestyle came to the fore.

In our country, work on the study and use of marketing first intensified in the 70s, when a marketing section was created at the USSR Chamber of Commerce and Industry.

According to experts, a qualitatively new stage in the development of marketing occurred in the 60-80s. This is due to the transition of economically developed countries from the industrial to the post-industrial period. The latter is characterized by the fact that production ceases to be mass, large-scale, but is increasingly oriented towards individualized consumer needs, markets are increasingly differentiated, the possibilities for reducing costs in enterprises are limited, the number of small enterprises is growing, the role of scientific and technical information is significantly increasing, etc.

Under these conditions, it became clear that the profit of an enterprise depends not only and not so much on reducing the costs of its own production, but to a large extent on the attention paid to researching the market and competitors, the quality of the product and the organization of its successful promotion to the market.

Our knowledge of market activity should be based on the main principles of modern marketing. As an integral system of activity of an enterprise (firm) in the market, it will have an increasing influence on the development of entrepreneurial philosophy and methodology.

Firstly, marketing creates a new way of thinking in managing an enterprise (firm). It is formed as a system of thinking, i.e. a set of mental attitudes aimed at optimally adapting specific goals to the real possibilities of achieving them, at the active search for a systematic solution to emerging problems. This is an attempt to use available resources and the full potential of the enterprise (firm) in a way that is expedient and takes into account market requirements. The changes occurring in the way of thinking are clearly illustrated by the evolution of the marketing concept at various stages of its development.

Secondly, marketing also creates a new way of acting for an enterprise in the market. A holistic methodology for the market activity of an enterprise (firm) is being formed, revealing its principles, methods, means, functions and organization. A system of product promotion is taking shape and developing, which uses a rich set of different techniques: improving the functions of the product, influencing the consumer, flexible pricing policy, advertising, efficiency of distribution channels, etc. .

Currently, marketing courses are taught in almost all higher education institutions in countries with market economies. It is required at universities, institutes, various kinds of business schools, etc., where marketing specialists are trained for many areas of business activity.

National and international associations play an active role in promoting marketing ideas, including the European Society for Public Opinion and Marketing Research, the International Marketing Federation, the American Marketing Association, the Institute of Marketing in the UK, and the Indian Institute of Marketing and Management.

Marketing activities are based on the following principles:

Systematic comprehensive consideration of the state and dynamics of needs, demand, consumption, as well as market characteristics in order to make informed commercial decisions;

Creating conditions for maximum adaptation, range and quality of products to market requirements, structure and dynamics of needs and demand;

Careful accounting and rational use of available resources (material, financial, labor, etc.);

Active influence on the market and consumers in order to create the desired level of demand using advertising methods, product and pricing policies, etc.

The stated principles predetermine the content of marketing functions, which can be summarized as follows.

Comprehensive market research;

Planning the product range based on market requirements and one’s capabilities;

Pricing and work with prices;

Organization of goods distribution;

Demand formation and sales promotion (FOSSTIS);

Planning, management and control of marketing activities.

1.3 Marketing concepts

Marketing concepts are the starting points that characterize the active orientation of the market activity of an enterprise at various stages of its development. The concepts of production, commodity, marketing, consumer, as well as integrated, social, and strategic orientations are highlighted.

Initially, entrepreneurs proceeded from the fact that goods have market demand that exceeds supply, so they should only increase their output by improving production. The production concept was focused on reducing costs associated with the production of goods and increasing labor productivity.

At the turn of the 19th – 20th centuries. The so-called product marketing concept, or the concept of “product primacy,” was formed. It was believed that the consumer would have a favorable attitude towards the product produced by the company if it was of good quality and offered at an affordable price. The goal was to produce as many goods as possible and then force consumers to buy them with all their might.

However, after some time it turned out that having only goods was no longer enough to make a profit. In the 20-30s. a so-called sales concept is being formed, which proceeds from the fact that buyers will buy the goods offered if certain conditions are applied during the process of their sale. At this stage of marketing development, along with improving the production of goods, a policy of intensifying commercial efforts to sell them was actively implemented.

All these concepts were based on the need to solve problems of production and sales. A fundamentally new stage was the focus on the needs of the buyer, on solving his problems.

Since the mid-50s. Marketing is gradually taking shape as a management concept that orients the organizational, technical and economic activities of an enterprise to market requirements and customer requests. All activities of enterprises - the development of new products and technologies, planning and implementation of production programs, financial and personnel policies - must now be subordinated to meeting customer demand. The company produces what the consumer needs. By focusing on the well-being of the consumer, the company ensures that it makes a profit.

Gradually, marketing as a market management concept has become the theoretical basis of entrepreneurship in all sectors and spheres of economic life in developed countries.

In the 70s. gg. Due to the emergence of new factors - the intensification of the struggle of consumers for their rights (consumerism), as well as the emergence of a powerful movement to protect the environment - the priorities of market activity are changing somewhat. The role of socially balanced economic development and the preservation of economic and environmental stability is increasing. In advertising, more and more emphasis is placed on the fact that the new product has a beneficial effect on the health of customers and that it is environmentally friendly. The goal of marketing remains the same - to win over the buyer, to form in him tastes, views and behavior that are beneficial to the manufacturer, and to obtain maximum profit on this basis.

French specialists A. Olivier, A. Dayan and R. Ursay based their interpretation of marketing on not only satisfying the consumer's effective demand, but also winning over the consumer to effectively conduct business. They write: “Marketing is a system of activities and a set of technical techniques that allow an enterprise to win and subsequently retain profitable clientele through constant monitoring of the market in order to influence its development or, in the worst case, adapt to it.” A more complete definition was given by the British Institute of Management, according to which marketing is “one of the creative management activities that promotes the expansion of production, trade and employment by identifying consumer needs and organizing research and development to satisfy these needs. It links the possibilities of production with the possibilities of selling goods and services, justifies the nature, directions and scale of all the work necessary to make a profit as a result of selling the maximum amount of products to the final buyer.” Here attention is focused on the coordinating role of marketing in the complex of interconnected processes of production, procurement, processing and sales of products.

Marketing can also be presented as a program-targeted approach to managing the activities of an enterprise in the market. The goal of this, like any other, management system in a market production environment is profit, and the basis for obtaining it is to gain a stable position in the market based on a deep and comprehensive study of the solvency of the requests and needs of customers. Satisfying these needs is the main (and sometimes the only) means of achieving this goal.

The significant changes currently taking place in production technology, trade, science and technology, coupled with the growing scale and complexity of commercial work, dictate the need for enterprises to choose the concept of marketing as the basis of their activities (Figure 2).

The diagram shows that an enterprise operating on the basis of the marketing concept fixes the main directions of work based on the needs of the market, i.e. from knowledge and understanding of the interests and requirements of customers. The organization of actions is under the determining influence of the general goals of the enterprise. Heads of structural divisions are required to understand what results the administration wants to achieve if they manage their divisions using methods that not only satisfy the interests and needs of customers, but also contribute to achieving the goals of the enterprise.

Figure 2 – Main elements of the mechanism for implementing the marketing concept

Thus, the marketing concept has three main features:

Focus on the solvent buyer;

Subordination of the interests of departments to the main interests and goals of the enterprise;

Unification of guidelines for the actions of all functional services of the enterprise around its core interests.

So, marketing has been developing since the middle of the last century, and this activity has been constantly modified and improved. Currently, the following classification of the stages of its development is accepted.

1860 – 1930 – “product orientation” i.e. the desire to improve the quality of goods without seriously taking into account consumer demands;

1930 – 1950 – “sales orientation”, i.e. ensuring maximization of sales through advertising and other methods of influencing the buyer in order to force him to make a purchase;

1950 – 1960 – “market orientation”, i.e. highlighting high-quality goods that are in increasing demand and ensuring maximum sales of these particular goods (marketing departments appear in companies for the first time);

Since the 60s to the present - “marketing management”, i.e. long-term planning and forecasting, based on research of the market, products and customers, the use of integrated methods of demand generation and sales promotion, focus on products of “market novelty” that meet the needs of potential buyers.

1.4 Information support for marketing activities

Every firm, enterprise or company is interested in effectively managing its marketing activities. In particular, she needs to know how to analyze market opportunities, select appropriate target markets, develop an effective marketing mix, and successfully manage the execution of marketing efforts. All this constitutes the marketing management process.

In market conditions, it is not enough to rely on intuition, judgment of managers and specialists and past experience, but it is necessary to obtain adequate information before and after making decisions. The nature of decisions made is influenced by a large number of factors. And the main thing is not even the quantity, but rather the difficult predictability of most of them. The behavior of competitors, for example, often goes beyond traditional patterns. The situation is complicated by the fact that the marketing management system operates in real time.

To reduce the degree of uncertainty and risk, the enterprise must have reliable, sufficient and timely information.

Marketing information is understood as information obtained during the study of the process of exchange of results of socially useful activities and interaction regarding such exchange of all subjects of the market system, used in all spheres (levels) of entrepreneurship, including marketing activities.

To carry out the tasks of analysis, planning, execution and control, marketing managers need information about changes in the market environment. The role of marketing research is to identify management information needs, obtain it and provide it to appropriate managers in a timely manner. The necessary information is obtained from the company's internal reporting, marketing observations, research and data analysis.

Companies can conduct independent marketing research or entrust it to specialized agencies. The main directions of marketing research are as follows:

Market research;

Research of marketing tools;

Study of the external environment;

Internal environment studies;

Productive forces market research;

Research of motives;

Marketing intelligence.

One of the main goals of marketing research is to determine the market opportunities of a company. It is necessary to correctly assess and predict the market size, its growth potential and possible profits. Sales forecasts will be used by the finance department to attract working capital or investment, by the production department to determine capacity and planned productivity, by the supply department to make purchases according to needs, and by the human resources department to recruit the required labor force. After all, if the forecast turns out to be far from reality, the company will spend money on creating excess inventories and production capacity, or, failing to meet the needs of the market, will miss out on profits.

One of the conditions for developing a competent marketing plan is studying consumer markets and consumer behavior.

Each buyer's purchasing decision process is different. In response to incentive marketing techniques, the consumer has an observable reaction, which is expressed in the choice of product, brand, intermediary, time and volume of purchase. Along with this, any company seeking to conquer the market must be aware that it is not able to serve all customers without exception. There are too many consumers, and their desires and needs are sometimes diametrically opposed. You shouldn’t even try to conquer the entire market at once; it’s wiser to highlight only that part of it that this particular company at this particular time and in this place is able to effectively serve. To identify target markets and gain consumer trust, companies turn to target marketing: market segmentation, selection and evaluation of its segments and product positioning.

Market segmentation is one of the functions in the system of marketing activities and is associated with the implementation of work to classify buyers or consumers of goods on the market or introduced to it. After dividing the market into consumer groups and identifying the opportunities for each of them, the company must assess their attractiveness and select one or more segments to develop. When evaluating market segments, two factors must be considered: the overall attractiveness of the segment and the company's goals and resources. When choosing target segments, company managers decide whether it will concentrate its efforts on one segment or several, on a specific product or a specific market, or on an entire market at once. Offering one product to one segment—concentrated segmentation—is more often used by small firms that seek to gain advantages over competitors. Expansion of market segments, i.e. Offering one product to multiple segments allows a firm to expand the market for the product. By offering multiple products to one segment, e.g. When resorting to assortment segmentation, related products are usually used. In differentiated segmentation, several different products are offered to several segments.

To gain a competitive advantage, each company must find its own ways of differentiating its products.

Differentiation is the process of developing a number of significant features of a product designed to distinguish it from competing products.

The market offer can be differentiated in five areas: product, services, personnel, distribution channels, image.

After determining the target market segment, the enterprise must study the properties and image of competitors' products and assess the position of its product in the market. Having studied the positions of competitors, the company decides on the positioning of its product. Product positioning is the way in which consumers identify a product based on its most important characteristics.

1.5 Development of the marketing mix

The marketing complex is the link between producers and consumers who form market segments and includes: product, price, means of promoting the product to the market and distribution channels. Essentially, any product is a packaged service to solve some problem. A woman buying lipstick is not just buying lip paint. This is confirmed by the words of Charles Revson, head of Revlon, Inc.: At the factory we make cosmetics. In the store we sell hope. The task of a market worker is to identify the hidden needs behind any product and sell not the properties of this product, but the benefits from it. Of course, the characteristics of the product - its size, color, packaging are also very important. But other factors are decisive. When purchasing, the consumer is guided primarily by the benefits that this product can provide them; for example, the buyer in most cases is not interested in the specific chemical compounds that make up the washing powder, but in how it washes clothes. Consequently, the ultimate goal of manufacturers is not to produce specific products, but to provide them with the ability to perform certain functions efficiently.

Price, like product, is an element of the marketing mix. A company pursuing a certain pricing policy actively influences both the volume of sales in the market and the amount of profit received. Commercial results and the degree of efficiency of all production and marketing activities of a company or enterprise depend on how correctly and thoughtfully the pricing policy is structured.

An enterprise's pricing strategy is an activity that involves a continuous process of adjustment. The pricing strategy needs to be revised:

When new products are created;

When products are improved;

When the competitive environment in the market changes;

When a product goes through different stages of its life cycle;

When production costs change.

The most typical problems solved through a well-thought-out pricing policy are:

1. Entering a new market (strategy of “strong market penetration”).

This strategy is suitable for financially strong firms, since in the initial stages it is necessary to finance a large number of products. When using this strategy, you can increase the price only after consumer recognition of the product.

2. Sequential passage through market segments.

3. Introduction of a new product (policy of “cream skimming”). This strategy can be used if the following conditions are met:

High level of demand from a large number of buyers;

A high price serves as an indicator of high quality for the consumer;

High initial investments are unattractive to competitors.

4. Stimulation of complex sales.

5. Price discrimination.

6. Following the leader.

Maintaining a pricing policy requires excellent knowledge of the market situation, highly qualified decision makers, and the ability to anticipate possible changes in the market situation. When setting prices, you should not only know their lower and upper limits, beyond which their use is not economically justified or causes punitive sanctions, but also flexibly maneuver prices within these limits so that at a certain point in time these goals would be optimal for the seller , and for the buyer.

Means of promoting a product to the market, the purpose of which is to stimulate demand, are one of the most important components of the marketing mix. The main ones are: advertising, organizing exhibitions, fairs, providing discounts, trading on credit, etc.

Advertising is a message intended for a certain predetermined group of people, paid for by a specific customer and intended to induce this group to take specific actions desired by the customer. The previously discussed motives of consumer behavior and incentives for purchasing goods allow us to substantiate some principles of advertising psychology and the corresponding rules for advertising goods and services:

1) it is necessary to advertise not so much the product itself, but the benefits and effects that the consumer can expect from it. For he needs the product not in itself (the consumer may not even suspect that such a product exists), but as a tool to satisfy certain needs;

3) and the next most important principle: respect for the audience. Advertising should not be rude, ambiguous, cynical, should not play on base feelings, or cultivate violence and cruelty;

6) no matter how important and relevant the content of the advertisement is, it will miss the target if a number of special measures are not provided to attract attention to it and arouse interest:

Originality of content and form;

Use of unusual, even shocking circumstances;

Preliminary preparation.

8) advertising should be carried out systematically, planned and based on a unified strategy. The advertising strategy should be based on a simple and understandable idea, around which, as around the core, the advertising company is built.

Before starting an advertising campaign, businesses must decide what they want to achieve with advertising, which markets to conquer, how to formulate an appeal, what advertising media to use, when and how often to advertise, and how much to spend on it. Often, for example, they advertise the goods or services they sell at regular or "below retail" prices, and also emphasize prestige or discounts. Thus, the government advertises the sale of bonds and the idea of ​​rational use of energy resources. Local governments advertise to promote (or limit) tourism, attract industry, or instill a sense of pride among their fellow residents. Non-profit organizations are encouraged in their advertisements to actively support a particular political candidate, or simply to protect wildlife. Thus, advertising affects the interests of every person on any day of his life and is perceived by us as part of everyday public culture.

A good way to introduce your company to a wider audience, as well as make new useful connections and maintain old ones, is to participate in exhibitions and industry conferences.

To ensure that money spent on these purposes is not wasted, participation in events must be carefully prepared. First of all, it is necessary to select a dozen exhibitions that are of interest to the company, and two or three exhibitions, participation in which in the future will be mandatory and permanent. Then you need to prepare the exposition itself: stands, posters, demonstration and handout materials: booklets, posters, prospectuses, price lists, accessories, newspapers, badges, calendars. And finally, it is necessary to prepare employees who will directly participate in the exhibition.

Thus, with the help of advertising and PR, a kind of contact is established with existing or potential customers, the purpose of which is to create a favorable impression of the goods and services provided and to form the image of the company.

Sales promotion, which is understood as a set of techniques that help increase sales throughout the entire life cycle of a product, has recently become particularly important. Primarily prices act as incentives:

Discounted through coupons distributed through print media or direct mail.

In addition to monetary incentives, “natural” incentives are also possible:

Free distribution of samples, invitation to try a new product;

Offering a gift either from related products (for example, a disposable lighter for two blocks of cigarettes) or completely unrelated (for example, a children's toy for a non-stick frying pan).

“Active” incentives have proven themselves well: competitions, games, lotteries. Today they are used by all leading consumer goods manufacturers, painstakingly seeking out fresh ideas and personalities, especially on television.

The considered sales promotion measures, used by the company together and in strict coordination with advertising, are widely used today, significantly increasing the volume and profitability of sales.

Different companies solve the sales issue in different ways. Most manufacturers try to organize a distribution channel themselves - a number of interdependent organizations involved in the process of promoting goods or services to the final consumer or enterprise for further use or consumption. Making decisions about the structure of distribution channels begins with clarifying the types of services required by the consumer, as well as setting goals and determining the limitations of the distribution channel. The firm then develops basic channel design options, taking into account the types of intermediaries, the number of intermediate levels, and the responsibilities of distribution channel participants. Partnerships between distribution channel members can take the form of intercompany teams, joint projects, and information sharing systems. As a result of these partnerships, many firms have moved away from event-based distribution systems to event-based distribution systems. The most important thing here is that all participants in the supply chain must tailor their products and services to the desires of target consumers and strive to operate effectively in an increasingly complex competitive international environment.

Product promotion is also facilitated by the use of other elements of the marketing mix, for example, appearance, quality, etc. Along with the above, it is important to remember that the power of influence of various means of promotion will be maximum when their style, content, design and timing are planned, centralized and carried out in one key.

1.6 Marketing planning

Marketing planning is carried out differently in different organizations. This concerns the content of the plan, the duration of the planning horizon, the sequence of development, and the organization of planning. Thus, the range of content of the marketing plan for different companies is different: sometimes it is only slightly wider than the plan for the activities of the sales department. Some organizations may not have a marketing plan at all as a complete document. The only planning document for such organizations may be a business plan, drawn up either for the organization as a whole or for individual areas of its development. In general, we can talk about the development of strategic, usually long-term, plans and tactical (current), usually annual and more detailed marketing plans.

A strategic (long-term) marketing plan, developed for 3-5 or more years, characterizes the current marketing situation, describes strategies for achieving goals and those activities, the implementation of which leads to their achievement.

A marketing plan is developed for each strategic business unit of an organization and, in terms of formal structure, usually consists of the following sections: management brief, current marketing situation, threats and opportunities, marketing objectives, marketing strategy, program of action, marketing budget and control.

Executive Summary - The initial section of a marketing plan that provides a brief summary of the major objectives and recommendations included in the plan.

The current marketing situation is the section of the marketing plan that describes the target market and the organization's position in it. Includes the following subsections: market description (down to the level of major market segments), product overview (sales volume, prices, profitability levels), competition (for major competitors, information is provided regarding their product strategy, market share, pricing, distribution and promotion), distribution (sales trends and development of main distribution channels).

Threats and Opportunities - A section of the marketing plan that identifies the major threats that the product may face in the market. The potential harm of each hazard is assessed, i.e. a complication arising from unfavorable trends and events that, in the absence of targeted marketing efforts, can lead to the undermining of the survivability of the product or even its death. Every opportunity, i.e. an attractive direction of marketing efforts in which an organization can gain advantages over competitors must be assessed from the point of view of its prospects and the ability to successfully use it.

Marketing goals characterize the target orientation of the plan and initially formulate the desired results of activity in specific markets. Goals in the field of product policy, pricing, bringing products to consumers, advertising, etc. are lower level goals. Usually they try to express goals quantitatively. However, not all of them can be defined in this way. Examples of quality goals include the following formulations: to survive in a competitive environment, to maintain the high prestige of the company, etc.

Marketing strategy includes specific strategies for operating in target markets, the marketing mix used, and marketing costs. Strategies developed for each market segment should address new and launched products, pricing, product promotion, product delivery, and how the strategy responds to market threats and opportunities.

A program of action (operational - calendar plan), sometimes simply called a program, a detailed program that shows what must be done, who and when should carry out the accepted orders, how much it will cost, what decisions and actions must be coordinated in order to carry out the plan marketing.

There are three types of marketing programs:

1. A program for transferring the enterprise as a whole to work in a marketing environment.

2. A program in certain areas of the marketing mix, and, above all, a program for developing certain markets with the help of certain products.

3. A program for mastering individual elements of marketing activities, for example, conducting an advertising campaign.

In the opinion of domestic marketers, the greatest interest for managers of Belarusian enterprises is in programs to enter the market with certain products.

Typically, the program also briefly describes the goals towards which the program's activities are aimed. In other words, a program is a set of activities that must be carried out by marketing and other services of the organization so that, using the selected strategies, the goals of the marketing plan can be achieved.

Marketing budget is a section of the marketing plan that reflects the projected amounts of income, costs and profits. The amount of income is justified in terms of forecast values ​​of sales volumes and prices. Costs are defined as the sum of the costs of production, distribution and marketing, the latter are described in detail in this budget.

In practice, various methods are used to determine the marketing budget; Let's look at the most common ones:

1. “Opportunity Funding.” This method is used by firms focused on production rather than marketing. The only advantage is the absence of any serious conflicts with production departments due to their unconditional priority. The imperfection of the method lies in the absolute arbitrariness of allocating specific amounts, their unpredictability from year to year and, as a consequence, the impossibility of developing long-term marketing programs, planning the marketing mix and all the activities of the company.

2. The “fixed percentage” method is based on the deduction of a certain share of the previous or expected sales volume. This method is quite simple and is often used in practice. However, it is also the least logical, since it makes marketing dependent on sales volume. When focusing on the results of the past period, marketing development becomes possible only if it is previously successful. If there is a market failure and sales volume decreases, then the amount of marketing deductions also drops proportionally. As a result, the company finds itself in a dead end.

3. The maximum expenditure method assumes that as much money as possible should be spent on marketing. Despite all the apparent “progressiveness” of this approach, its weakness lies in the neglect of ways to optimize costs. Moreover, given the long time between the implementation of marketing expenses and the achievement of results, the use of this method can too quickly lead the company to intractable financial difficulties, and, as a result, to a departure from the marketing concept.

4. The method of accounting for a marketing program involves careful consideration of the costs of achieving specific goals, but not in themselves, but in comparison with the costs of other possible combinations of marketing means.

Taking into account the disadvantages inherent in each of the above methods separately, it should be noted that the most justified budget will be drawn up on the basis of an integrated approach using individual elements of all the techniques considered. This method of budget formation can be based, for example, on a focus on completing a given task, taking into account the actions of competitors and the funds that the company can allocate for marketing.

Section - control - characterizes the procedures and methods of control that must be carried out to assess the level of success of the plan. To do this, standards (criteria) are established by which progress in the implementation of marketing plans is measured. Measuring the success of the plan can be carried out for an annual time interval, quarterly, and for each month or week.

All of the above sections characterize both strategic and tactical plans, but the main difference between them is the degree of detail in the elaboration of individual sections of the marketing plan.

Marketing planning is increasingly used by many companies in the Republic of Belarus, although it encounters many opponents. There are cases when enterprises, having adopted this powerful tool of market economy, subsequently abandoned it. There is a completely logical explanation for these facts. The fact is that the planning system in general and strategic in particular cannot be blindly copied, which was observed in most cases. Any enterprise has individual characteristics related to organizational structure, values, technology, personnel, scientific potential, etc. Thus, in order to achieve maximum economic impact, an organization needs to adapt its existing marketing planning system to the environment in which it operates.

1.7 Organization of marketing activities

The implementation of the marketing concept in an enterprise requires the creation of an appropriate marketing service. Currently, without such a service that provides marketing research to study the prospects of demand, consumer requirements for a product and its properties, trends in these requirements under the influence of various factors, it is difficult for manufacturers to survive in competition. The ultimate goal of the functioning of marketing services is to subordinate all economic and commercial activities of the enterprise to the laws of the existence and development of the market. Both manufacturers and consumers of products are interested in this. In the evolution of marketing departments, four stages of development can be distinguished, each of which is also found in the activities of today's companies

The first stage is marketing as a distribution function. Marketing of goods at this stage was relatively simple. Marketing is limited to distribution tasks. The sales department plays a relatively important role. Market research, sales and advertising planning are of little importance.

The second stage is the organizational concentration of marketing tasks as a sales function. The emergence of sales problems and a better understanding of the role of marketing led to significant organizational changes. Sales activities began to come under the auspices of one manager. In addition, sales-related functions of other departments (training salespeople, customer service, sales planning) are transferred under his leadership.

The third stage - the separation of marketing into an independent service, is characterized by the emergence of a specialized marketing service that has equal rights with other divisions of the enterprise. The marketing service became responsible not only for product planning and development, but also for pricing. The marketing manager (and not the production manager) makes decisions about the appearance, packaging, and name of the product. However, each department has its own interests, which may vary significantly.

The next stage - marketing as the main function of the company - is to orient all areas of the company's activities to the requirements of marketing. Marketing is seen as the main function of the company. This concept is sometimes implemented if a “marketing person” becomes the head of the company. Essentially, most companies are in the third stage of marketing development.

In real life, there are many different forms of organizing a marketing service, but we will limit ourselves to considering only some basic organizational structures:

1. Functional structure of marketing. This form of organization means that marketing acts on an equal basis with other functional departments of the company. Problems associated with such an organization: a) group egoism, difficulties with coordination; b) the solution of problems that go beyond the limits of competence is transferred to the top, which entails the danger of excessive centralization; c) employees do not always understand the final goal, i.e. motivation decreases. From the point of view of adaptability to the environment, the functional structure is able to respond to quantitative fluctuations in demand, but there is not enough coordination to solve more serious problems. Therefore, it is better suited for companies with a homogeneous production program.

To overcome coordination problems within a functional organization, product management is sometimes introduced. His task is to coordinate the work of various enterprise services in connection with the release of this product.

The features of a product manager are:

The manager's performance is measured by the success of the product;

The manager, as a rule, performs a coordinating role without specific authority;

Various product managers must compete for company resources (capacity, finances, etc.);

When managing by product, there is a high probability of conflicts; a clear separation of powers is necessary.

Product management improves the product planning process, market adaptability, and coordination of service activities, but this requires the support of enterprise management.

2. Organization by products. The more diverse the program, the more diversified the company, the more dynamic the market, the better the product organization fit. These structures may be subordinate to the marketing department or company management. When organized by product, functions related to all products (corporate strategy, public relations) are usually transferred to the upper levels of management.

3. Organization by clients. When organizing customer marketing, each department is assigned a specific group of customers or part of the market (for example, working with wholesale trade, retail trade and industrial enterprises). Sometimes a manager is assigned only one, but very important client. This structure is justified if the market segments are large enough and differ significantly from each other. The most important management task in this case is to maintain optimal relationships with customers for the enterprise, and from the standpoint of all products. The problems of this structure also lie mainly in the coordination of individual areas and the implementation of common functions (research, supply, etc.).

4. Organization of marketing on a geographical basis. Such structures may be suitable for companies with a large sales volume, within which there are regions with different requirements for the product. In practice, such management structures are relatively rare.

5. The matrix marketing organization is based on at least two structuring criteria. With their help, companies are trying to overcome the problems inherent in one-dimensional management structures. Precursors of matrix structures include product management and project management.

It must be borne in mind that there is no ideal organizational structure of the marketing service that would be suitable for any conditions; when choosing the form of the structure, one should take into account, first of all, the company’s goals and environmental conditions.

Chapter 2 Organization of marketing activities at the enterprise

2.1 Characteristics of the enterprise

LLC "Nadezhda and K" is a commercial organization. The main activity is the wholesale sale of alcoholic beverages, as well as a network of retail stores and cafes. The company has a license for the wholesale sale of alcoholic beverages, as well as permission to establish an excise warehouse. Limited liability company "Nadezhda and K" was created by two founders: Vladimir Viktorovich Agapov and Vyacheslav Ivanovich Kuznetsov.

The General Director is Vyacheslav Ivanovich Kuznetsov

The location of the company is Ulyanovsk region, Ulyanovsk district, village B. Klyuchishchi st. Zarechnaya d11. The postal address of the company at which communication is carried out is 432063 Ulyanovsk, st. Zh.Division d12. The company's directorate is located at this address.

The company also has a wholesale and excise warehouse at the address: st. Oktyabrskaya 22A; The company "Nadezhda and K" has a network of retail stores: "Diet" st. Goncharova d5; "Nadezhda" st. Oktyabrskaya 38A; d.22A; st. Machine Tool Builders, 25A; Zh.Division no. 12.; cafe "Nadezhda" st. Oktyabrskaya 38A.

2.1.1 Subject of activity

The Nadezhda and K company occupies one of the leading positions in the wholesale and retail sale of alcoholic beverages in the Ulyanovsk region. The strategic goal of Nadezhda and K is to most fully satisfy the needs of customers by providing guaranteed safe products at the best price-quality ratio and a high level of service. The vision for the future is as follows: alcoholic beverages should not be sold on every corner.

The Nadezhda and K company, following the example of European countries, is creating a network of specialized stores, where the quality of the products is beyond doubt, and the seller is able not only to sell the goods, but also to become a friendly consultant for the buyer.

The Nadezhda and K company works only with trusted suppliers on a long-term basis. Carefully studies the technologies, equipment, and raw materials they use.

The assortment of the Nadezhda and K company includes more than 1,500 items, covering all price segments from traditional national brands: Pshenichnaya vodka, Port wine777 to elite products: Russian Standard vodka, Hennessy cognac.

The company's portfolio includes such well-known brands as: “Putinka” (Moscow plant “Crystal”); “Cricova Acorex” - products of one of the leading factories in Moldova “Acorex Wine Holding”; “Oryol Fortress” (Mtsensk Distillery, Oryol); "Senakuri" (Winemaker Company). In addition, “Nadezhda and K” offers its clients the products of LLC “Crystal” in Ulyanovsk, CJSC “Veda”, “Variety Vodka Plant” in Vologda, which are in demand among the population of Ulyanovsk.

The company's client base includes both wholesale and retail firms licensed to sell alcoholic beverages. The company works both with individual retail outlets and with all chains represented on the Ulyanovsk market. With many of them subject to full exclusive delivery.

The Nadezhda and K company takes measures to improve the quality of service to its clients: it optimizes logistics functions and improves the level of qualifications of sales agents. To maximize the promotion of their products, a staff of consultants has been recruited to perform the following functions.

They advise customers on purchasing alcoholic beverages in city stores, thereby creating demand for the product offered. They carry out promotions that have a greater effect than if they were carried out by an advertising agency. Collects the necessary marketing information at monitoring points, as well as information about competitors’ events. Consultants have been trained to know the specifics of the product and can answer the most non-standard questions from end consumers. From among the consultants, personnel is formed to replenish the staff of sales representatives.

The enterprise has a flexible system of budgeting and control of financial and economic indicators. The developed tools allow you to promptly identify “stuck” balances and control:

Procurement process

Structure of warehouse balances, their relationship with sales volume

Turnover of receivables and payables, terms of overdue receivables for customers.

There is an analysis of sales dynamics in the context of:

Assortment groups;

Suppliers;

Buyers and their outlets.

The average sales growth rate is 20-25% per year.

To automate accounting and management accounting at an enterprise, the 1C program is used: Enterprise: Complex configuration, the functioning and development of which is carried out by a full-time network administrator and programmer.

In on-line mode, information from remote databases is sent to the head office. The information system is protected from unauthorized access, and the rights of internal users are limited to the functions they perform.

The Nadezhda and K company was the first to be included in the Register of Reliable Partners of the Russian Chamber of Commerce and Industry. Always strives for stable long-term cooperation with its partners.

2.1.2 Strategic goals of Nadezhda and K LLC

The specification of the company's mission is its strategic goals, that is, goals for the long term, say for 5 years.

For the Nadezhda and K company, such goals could be:

Expanding the market segment for sales of alcoholic beverages, attracting new customers.

Increasing the general and professional level of employee training.

Creating a favorable social climate in the team.

Maintaining the composition of the client base, providing customer service at a level “better than that of competitors.”

The company also connects its strategy with the further expansion of its own retail network of food stores.

The population of Ulyanovsk is about 700 thousand people (together with the nearest suburbs there are about 750 thousand inhabitants). The city of Ulyanovsk today unites four administrative districts: Zasviyazhye (233.8 thousand people); Trans-Volga region (231.7 thousand people); Leninsky district (115.5 thousand people); Zheleznodorozhny (86.4 thousand people).

Currently, the development of retail chains in Ulyanovsk lags behind the national pace of development by 4-5 years. This happens mainly because, in fact, until 2002, the development of market processes in the region was hampered by the old “communist” administration working at that time.

2.1.3 Organizational management structure at Nadezhda and K

The management structure is a set of management levels and specific divisions interconnected by specific management relationships. The decision to choose a specific organizational structure is made by top-level management. There are several types of management structure:

Bureaucratic, used in organizations operating in a stable environment. It is characterized by a high degree of division of managerial labor, the presence of numerous rules and norms of personnel behavior, and selection of personnel based on business qualities. The structure suggests dividing the organization into separate functional elements, each of which has its own task and responsibilities, but all report along the line to one leader.

Divisional, the division of a specific structure into elements occurs not according to types of functional activities, but according to other characteristics, for example, by types of products or services produced, by customer groups or by region. In this case, there are: product structure, structure focused on a specific consumer, regional structure.

Adaptive structures allow you to respond to changes in the external environment: project structure, for a specific project, matrix structure. Overlaying a design structure onto a specific functional structure. A department employee works as if in two organizations - he performs his tasks and participates in the project.

The management of the Nadezhda and K company is carried out by the General Director on the basis of the Charter adopted by the board of directors.

The head of the company “Nadezhda and K” manages the work of the company on the basis of unity of command and is responsible for the implementation of established planned targets, compliance with all expenses, for the safety and
rational use of fixed and working capital.

The head of the company is vested with the authority to receive
and dismissal of employees, as well as imposition of disciplinary sanctions in accordance with current legislation;

The appointment and dismissal of the head of the company to a position is carried out in accordance with the established nomenclature of positions.

The employment contract with the general director of the company "Nadezhda and K" defines his rights, duties and responsibilities regarding the activities of the company, the terms of payment for his work, the term of the employment contract and other obligations of the parties.

The head of the company “Nadezhda and K” acts on behalf, on behalf and under the responsibility of the Board of Directors on the basis of a power of attorney, represents all interests within the limits of the rights granted to him, and enters into contracts.

The company's staffing schedule is approved by the general director.

The head of the company “Nadezhda and K”, in accordance with the power of attorney, resolves in the prescribed manner issues of organization, labor regulation and material incentives, provision of benefits, guarantees and compensation for working time and rest. When resolving these issues, the fulfillment of basic volumetric and quality indicators is taken into account.

The philosophy of Nadezhda and K LLC includes the following elements:

The main plan, reflecting the goals of the organization, its strategy and direction of activity.

Description of the organization - its history, parameters, capabilities and advantages, strategic goals and methods of their implementation in modern conditions, motives for activity, motto.

Customer philosophy – target groups, their interests, sales policy;

Relations with partners - capital investments, financial policy, risk reduction, profit distribution.

Relations with other organizations - fulfilling obligations, ensuring stability in work, protecting the environment, investing in the development of the region.

The experience of Nadezhda & Co. demonstrates that the main idea of ​​a company's activities is often more important than technology, financial base and organizational structure.

Entrepreneurial philosophy, combined with the motivation of ideas, determines the main directions of development of the organization. Messages that set the boundaries of activity are usually published in the press. It indicates the area of ​​activity that meets the needs of consumers, describes the markets for products and services.

The organization is represented as the sum of labor operations. Managing an organization means properly organizing production processes and increasing labor productivity.

An organization is an administrative pyramid; the administrative mechanism is considered the most stable structure. It is characterized by a clear structure, unity of command, division of labor, balance of powers and responsibilities, and corporate morality.

The technological basis is beginning to play an increasingly important role in the Nadezhda & Co. company. An organization is a sociotechnical system, i.e. interaction of a group of people with a certain technology. The technical system and the interpersonal system may overlap. Social relations depend on the technical system, and the production system depends on the latter. Hence, the organization is characterized as a complex, heterogeneous probabilistic system.

The study of management systems is the process of determining the organizational structure (composition, organization, behavior, state of systems), system parameters, patterns of functioning and development of the system being studied with the aim of improving it.

The tasks of rationalizing organizational management structures come down to two types:

Synthesis (design) of management structures.

The use of an organizational management structure is determined by a number of factors:

Goals of the company;

Its organizational behavior styles;

Main tasks and methods of activity;

Historically established traditions in the company;

National characteristics of society;

Personal aspects;

The nature and level of variability in the internal and external environments of firms, etc.

The most determining factors are the nature and level of variability of the external and internal environments of the company and the specifics of its activities, in this case it is the Nadezhda and K company.

Almost any company management has two modes of operation:

Strategic management;

Operational management.

Comparing them allows us to conclude that they differ in many ways and are even opposite. Thus, within the Nadezhda and Co. company, different styles of organizational behavior are required.

The extreme ones are:

Industrial;

Entrepreneurial.

Production style - focused on minimizing deviations from the traditional style of behavior

Entrepreneurial - for continuous change in the achieved state.

The management system of organizational and economic systems of varying complexity, at different levels and with different modes of functioning is the object of study of management systems.

The subject of the study of control systems is the objective patterns inherent in control systems in order to improve their functioning and development.

Functional tasks of the management system of the Nadezhda and K company:

Collection and processing of information about the control system;

Assessment and analysis of the state, behavior and parameters of the control system;

Characteristics of the organizational structure of the management system;

Analysis of the functioning and development of subsystems;

Characteristics of the economic and social consequences of the development of management systems.

As you know, the subject and result of the management process is information. As a subject of work, it has the following features:

Reusable;

Ability for self-development;

Low cost of storage and copying;

The need for protection by organizational, software, technical and legislative means.

2.1.4 Quality management at Nadezhda and K

Quality management – ​​actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.

Product quality management must be carried out systematically, i.e. The enterprise must establish and operate a product quality management system.

A number of methods are used to manage product quality:

Economic methods that ensure the creation of economic conditions that encourage enterprise teams to improve products;

Methods of material incentives that provide incentives for employees;

Organizational and administrative methods carried out through the mandatory execution of directives, orders, requirements of regulatory documentation;

Educational methods that involve moral encouragement.

An important element in product quality management systems is standardization.

The main task of standardization is to create a system of regulatory and technical documentation that defines progressive requirements for products, as well as monitoring the correct use of this documentation.

Certification is the activity of authorized bodies to confirm the conformity of a product (work, service) with the mandatory requirements of the standard and to issue a document of conformity. Certification tests are carried out by special centers (testing laboratories) accredited by the State Standard of Russia.

Certified products must have supporting evidence - a stamp, a special sign. label, accompanying document, certificate. (Appendix A)

LLC "Nadezhda and K" sells such goods that must have a certificate of conformity, a certificate of quality. As well as a certificate for the waybill. It is divided into sides A And B. Aside A everything about the product and manufacturer is indicated. Side B contains information about the movement of goods from the manufacturer to the final consumer.

2.1.5 Personnel policy and motivation of employees at the company

LLC "Nadezhda and K"

The basis of traditional personnel policy is the principle of delegating authority for the selection and placement of personnel, as a result of which about 80% of managers are appointed in accordance with the preferences of different managers. This means that the process of forming a management system is largely left to chance. The problem is that traditional practice lacks acceptable ways to measure management ability.

In order to control the selection and placement of management personnel, it is necessary to formulate and implement an internal positional personnel policy at the enterprise.

At the Nadezhda and K enterprise, policy is necessary because the head of the enterprise delegates authority for the selection and placement of personnel (Appendix B) to his subordinates. Putting the policy into action means that in every case of appointment, relocation or dismissal of management at any level throughout the enterprise, the same principles will apply, i.e. the process of selection and placement of personnel ceases to depend on the preferences of various managers and begins to be determined by one person. And this means that the director can purposefully change the key properties of the management system, achieving the indicators that he needs.

Principles of personnel policy

Staff:

An employee appointed to a management position in LLC Nadezhda i. K” must be adapted to management activities, and his abilities must be updated.

When placing managers in Nadezhda and K LLC, the principle of relativity of management is observed.

The feasibility of investing in an employee’s managerial training should be determined by his managerial potential.

Subdivision:

Controllability coefficient in Nadezhda and K LLC.

Characterizes the integrity of the activity and must not be lower than a given value.

The adaptability coefficient characterizes the resistance of activities to the destabilizing effects of internal and external factors and must not be lower than a given value.

The head of the unit is a key figure and, when appointed, must be selected from employees with two degrees of freedom.

Control system as a whole:

When selecting management personnel at Nadezhda and K LLC, a given ratio is maintained between employees with one and two degrees of freedom, and preference should be given to employees with updated managerial potential.

The controllability coefficient in the Nadezhda and K company characterizes the integrity of the activity to the destabilizing effects of internal and external factors and must not be lower than a given value.

When hiring a given company for managerial positions, people with low or negative managerial potential should not be hired.

The dismissal of employees with high managerial potential is carried out with a mandatory analysis of the reasons for dismissal and only with the participation of a manager exercising second-order management.

Bonuses for employees of Nadezhda and K LLC based on the results of production and financial activities were carried out in accordance with the Regulations on bonuses approved by the General Director.

The approved regulations on bonuses for workers, specialists and managers should be analyzed by the industry department, the department of economics and development, the department of labor organization and wages of the company in order to achieve greater unification of indicators and amounts of bonuses by profession and production groups, taking into account technological, volumetric , economic and regional features.

Bonuses are awarded to the head of the company by the Board of Directors, taking into account the comments of the relevant industry departments. The preparation of orders and relevant materials is carried out by the company’s industry department.

Issues of material incentives for the remaining employees of Nadezhda and K LLC are within the competence of the director of the company, and, if necessary, are coordinated with the relevant trade union bodies, therefore, bonuses for workers, specialists and managers within the company are made by the general director of the company.

2.1.6 The procedure for carrying out promotions, the need for the product

When conducting a promotion or any marketing services, their documentation depends on the purpose for which the event is being held.

The goals of the event can be divided into two areas:

1. Events carried out on the initiative of the company “Nadezhda and K” to promote and increase sales of specific products without agreement with the supplier of these products.

2. Activities carried out at the initiative of the supplier by Nadezhda and K LLC to promote and increase sales of products produced or sold by this supplier.

In the first case, to properly document the ongoing action, you need:

Order from the manager to carry out the action;

Brief plan of the action, its goals, location;

Calculation of costs for implementation, approved by the manager.

Next, advance reports are submitted to the accounting department confirming the actual expenses incurred. On the basis of these documents, advertising expenses are generated (if the goals of the promotion are of an advertising nature), from which advertising tax is then charged.

If this promotion is carried out at the request of the buyer, an agreement is concluded with him for marketing or advertising services. Based on the certificate of completion of work signed with them, which indicates the services performed, purposes, locations (it depends on what purposes whether this service will be marketing or advertising), the accounting department of Nadezhda and K LLC issues an invoice to the buyer, in In this case, the buyer pays the advertising tax, because the service is consumed by him.

In the second case, for proper documentation of the ongoing action, the following is necessary:

Agreement with a supplier for marketing or advertising services

Order from the manager to carry out the action

Brief plan of the promotion, its goals,

venues

Calculation of costs for carrying out the campaign,

Based on a work completion certificate signed with the supplier, which indicates the work performed, which indicates the services performed, goals, locations (it depends on what goals are set whether the service will be marketing or advertising), accounting department of the company "Nadezhda and K" issues an invoice to the supplier, in this case the payment of advertising tax is made by the supplier, because the service is consumed by him.

Issuing an order for the enterprise on carrying out marketing activities, holding a meeting with representatives.

If the events are related to the promotion of the supplier’s goods on his initiative, additional agreements must be concluded with them on holding events for a year, specifying the amount of all events and the procedure for compensation.

An approved estimate must be attached to the order for the enterprise.

Work performed by third parties must be documented

contracts.

The accounting department accepts the following documents for execution:

Order, estimate;

Agreement;

Actual cost estimates approved by the manager;

Advance reports, primary documents.

The assessment of the need for a product (service) on the market in natural units for the period is 90,000 dkl per month.

DKL (Decaliter) is a unit of measurement for alcoholic products (number of bottles × capacity / 10).

58% of alcohol sold in Ulyanovsk is vodka. The situation on the vodka sales market in Ulyanovsk is trending towards change. This is especially true for vodka in the cheap and mid-price segment. Interruptions in the production of vodka at ULVZ lead to the fact that the main place in sales is occupied by products produced in other regions. Such products pass through the excise warehouses of wholesalers and occupy an increasingly large share in their sales, replacing Ulyanovsk products. In the summer, sales of vodka decrease slightly, while sales of wine and low-alcohol drinks increase.

Wine takes up a 19% share. According to Russian and foreign analysts, the growth rate of the wine market is 10-12% per year for the next 8 years. This trend is also reflected in the Ulyanovsk wine market - in 2004-2005, the share of wine sales in Ulyanovsk did not exceed 10-12%. The most popular brands of wine are wines produced in Moldova due to their low prices. However, one cannot always vouch for the quality of imported wine. Russian-made wines that have undergone additional quality control at an excise warehouse are more trustworthy. At the moment, in Ulyanovsk, 5 wholesalers have the status of an excise warehouse, and they are not able to fully satisfy the needs of the Ulyanovsk market for Russian alcohol.

One of the most promising positions on the Ulyanovsk alcohol market are low-alcohol drinks. The growth rate of consumption of products of this type increases by 20-25% annually. Sales of gin and tonics increase especially sharply in the spring and summer. Capacity of the market for low-alcohol drinks in Ulyanovsk in the summer months of 2004. amounted to 25 thousand decalitres per month, which is 80% more than in the same period in 2005. The largest market share (50%) is occupied by Simbirsk-Baltika, the second largest market share is occupied by Nadezhda and K - 30%.

Cognacs and brandies occupy about 2% of the market in Ulyanovsk. But cognac and wine drinks sell much better - about 6% of the market, a third of which are drinks produced by ULVZ.

2.2 Research of the company’s marketing activities

Nadezhda and K LLC

The company's marketing environment is a set of active subjects and forces operating outside the company and influencing the marketing management's ability to establish and maintain successful cooperative relationships with target clients.

Being volatile, constraining and full of uncertainty, the marketing environment deeply affects the life of the company. The changes taking place in this environment are neither slow nor predictable. She is capable of delivering big surprises and heavy blows.

The marketing environment consists of a microenvironment and a macroenvironment. The microenvironment is represented by forces that are directly related to the company itself and its ability to serve clients, that is, suppliers, marketing intermediaries, clients, and competitors. The macroenvironment is represented by broader social forces that influence the microenvironment, such as demographic, economic, political and cultural factors.

The main goal of any company is to make a profit. The main task of the marketing management system is to ensure the sale of goods that are attractive from the point of view of target markets. However, the success of marketing management depends on the activities of other divisions of the company, and on the actions of its intermediaries and competitors. The forces operating within the firm's microenvironment are presented in Figure 1.

Figure 1 - The main forces operating in the microenvironment of the company.

Marketing managers cannot focus only on the needs of the target market. They must take into account all microenvironmental factors.

For the effectiveness of market activities and conducting targeted competition, an enterprise needs marketing research. Each large organization annually conducts on its own or commissions third-party organizations to conduct 3-4 marketing studies.

Marketing research is the collection, processing and analysis of data with the aim of reducing the uncertainty associated with making marketing decisions.

To conduct marketing research, the following goals were formulated:

Analysis of the existing alcoholic beverages market

Determining the development trends of this market.

To achieve the goals, the following tasks were formulated:

1) determination of the segment of potential consumers

2) consideration of competition in the market;

3) improvement of the enterprise’s sales program, including choosing the most effective type of advertising and setting the optimal price level;

To conduct marketing research, one of the main methods of collecting information was chosen - a survey, by establishing contacts with the objects of research; a questionnaire was used as a research tool using the survey method, which is a questionnaire that provides for recording answers, where the questions provided information about the characteristics of consumers, about the service and optimal channels for its advertising. (Appendix B)

Questionnaire

Dear Sirs!

Please participate and answer the following questions

1.Company name:

___________________________________________________

2. How long has your company been on the market:

a) up to 1 year;

b) from 1 year to 3 years;

c) from 3 years to 5 years;

d) more than 10 years.

3. Main activity:

a) retail trade;

b) wholesale and retail trade;

c) wholesale.

4. Monthly income of the company:

b) average

c) tall

5. Are there plans to expand the network:

a) yes, definitely

b) in the next 3-4 years

6. Do you have delivery:

a) yes, own transport

b) yes, hired transport

7. Do you have special staff responsible for displaying and displaying the goods?

to the buyer;

a) it is important, mandatory;

b) these are the duties of a sales consultant;

8. Are you constantly expanding your range of products:

a) this is the main component of our work;

b) if the supplier offers something new;

c) what we have is enough.

9. Are you interested in the movement of competitors in the alcohol market?

products:

a) yes, marketing research is carried out;

b) yes, interested;

c) it doesn’t matter to us.

a) television;

c) banners, business cards, booklets;

A survey of various respondents was conducted. When analyzing the survey results, the following data about the sample participants was revealed:

87% of surveyed companies have been on the market for 2-3 years;

13% entered the market in the last year.

The majority of the companies surveyed have a high monthly income, but there are also respondents with an average income.

By type of activity, the companies that took part in the survey were distributed as follows:

41% is only retail sales, food products.

38% are engaged in wholesale and retail trade;

21% - wholesale sales only. Here's how the answers to this question stack up. (Figure 2)

Figure 2 – Types of company activities.

One of the questions is, “Are you interested in the movement of competitors in the alcohol market?” It is clear from the responses that the respondent companies pay very little attention to this aspect. Some do not have their own specialized staff, and there is not enough money to hire new employees from companies providing marketing research services; some people simply consider it unnecessary.

The results of the answers to this question show that Nadezhda and K LLC is the only company that believes that marketing research is an integral part of the work.

2.3 Analysis of the competitive environment

At the moment, the main competitive environment can be characterized as follows.

The Proviant chain includes 10 stores, 5 of which are counter-type stores. There is no clearly defined format; store areas range from 100 to 350 sq. m. m, the location is bad. The Proviant chain of stores is part of a company whose main focus is the sale of UAZ cars and the production of spare parts, as well as tailoring (Elegant factory), that is, the development of the chain is secondary.

The Semerochka chain of stores includes only 3 stores. This network has not developed logistics functions, so each store operates mostly autonomously. However, the chain is distinguished by a well-thought-out design of its premises, modern retail equipment, and a favorable location.

The Simbirka chain of stores was created by the Maxima X company, which has several well-established businesses. This chain has a good level of management; the stores have good, advantageous locations. At this stage, the main strategy is to increase the value of the business. Therefore, we can expect the sale of the network in the future.

Alko chain of stores: 9 stores specializing exclusively in the sale of alcoholic beverages and drinks. Two stores are closing soon due to low profitability. Generally, the area of ​​stores does not exceed 50 sq.m. The network belongs to Mag LLC, a wholesale operator for alcoholic beverages on the Ulyanovsk market and was created as additional insurance to the main business.

The Gulliver chain of stores currently includes 6 supermarkets in the “close to home” format. The network was created on the basis of a wholesale company specializing in the sale of confectionery products. "Gulliver" opened the first supermarket in Ulyanovsk. The capital capacity is small, which affects the pace of development. The network is distinguished by a high level of management and modern equipment.

The Globus chain of stores includes 4 supermarkets. The chain belongs to a large supplier of confectionery products. The main disadvantage is the low level of software in optimizing logistics functions, low level of management.

Over the past year, economy class chains have also entered the market: “Magnit” - 15 mini-stores, “Pyaterochka” - 25 stores, whose target customers are the middle and low-income segments of the population. However, end consumers are already highlighting the following shortcomings of these networks: poor retail equipment, or rather its absence for juices, under cereals - the goods are actually on the shelf; unqualified sales personnel who allow incorrect communication with customers, shortchanges, and body kits. This is a consequence of the rapid opening of a large number of stores, without proper funding, staffing, without well-established work with direct suppliers, leading to work with intermediaries, which leads to an increase in prices, thereby they actually leave the economy class format, which does not correspond to their positioning .

An analysis of the Ulyanovsk retail market shows that the Nadezhda and K company has potential for further development.

Currently, the company already operates six retail food stores, including two specialized in alcohol. Negotiations on the acquisition of three more stores are being completed

Three months ago, we moved to a new warehouse complex (4500 sq. m.), which is the logistics center of the Nadezhda and K company.

A retail network is being formed that will include all formats of convenience stores, about five luxury supermarkets and two hypermarkets.

The company’s specialists are developing a set of measures that will expand the following tasks:

Ensuring high quality products through long-term partnerships with suppliers.

Setting competitive prices for products using established connections and business reputation.

Providing a high level of service and service culture in stores, excluding rudeness, shortchanging, overweight, etc., through the use of modern commercial equipment, personnel policies, company ideology, effective motivation of employees, modern commercial equipment.

Formation of the most popular assortment of food products and related products based on the use of a modern automation system for accounting and display of goods, efficient use of retail space.

Internal comfort in the store (constant control of temperature, air ventilation, technological distribution of customer movement)

Ensuring that overhead costs are minimized through carefully designed logistics.

3.1 Improving marketing activities

The strategy expresses the general concept of how the goals are achieved.

When developing a positioning strategy for the services of Nadezhda and K LLC, important factors for the successful development of the brand are correct and coordinated actions in various areas.

In general, it is very difficult to offer Nadezhda and K LLC for the company, because it is a huge company, with a huge number of branches, branches, divisions. But, undoubtedly, there are some areas that can serve as a starting point for improving marketing activities, which we have already discussed in the previous chapter.

I would like to offer the company Nadezhda and K LLC advertising on television; the choice of a specific advertising medium is determined by the cost-effectiveness of reaching a large target audience.

When conducting marketing research, the question “What type of advertising have you used or are you ready to use?” Various responses were received, mainly aimed at advertising their work (products) on the radio, or with the help of booklets, this makes it possible to understand the need to issue advertising. We will focus on television advertising, since, as already mentioned, a larger percentage of the population trusts it. The most popular television channels are ORT, RTR, and NTV.

To select an advertising medium and the time of its release, I propose to determine the audience coverage, relative tariff, and selectivity index. Since television is effective in terms of media advertising (according to public opinion polls), it would be rational to invest

the main funds for this type of advertising, and on the basis of this, develop a budget for the advertising company.

To select the most effective time and place for advertising, I propose to determine the selectivity index Iizb, which serves to compare the percentage attributable to the advertising medium of the target market audience with the percentage of the population that makes up this market.

Iizb = d / dc.r., (1)

where d is the share of readers (viewers, listeners) of the advertising medium in the target market, %;

dts.r. – share of the population making up the target market, %;

The share of the population making up the target market is 40% (Table 1).

Table 1 – Initial data for selecting a TV channel for the purpose of advertising

audience coverage, thousand people

tariff, thousand rubles in 1 min.

selectivity index

audience reach, thousand people

tariff, thousand rubles in 1 min.

audience share in the target market,%

selectivity index

audience reach, thousand people

tariff, thousand rubles in 1 min.

audience share in the target market,%

selectivity index

For ORT and RTR TV channels, the preferred advertising time is from 19 to 22 hours. After 22:00 on these channels the audience sharply decreases, while for the NTV channel from 22:00 to 23:00 it remains. Advertising on television is the most expensive, therefore, by saving on it, the advertiser risks losing a wide range of consumers.

Forming a calendar plan for advertising release is one of the most important operations. We will plan the advertising campaign for one year. The goal of this company will be to convince the consumer that this company has more convenient service conditions and reasonable prices than its competitors. Let's draw up a schedule for an advertising campaign for 1 year (Table 2).

September

Television: ORT, RTR, NTV

In addition, the above plan for determining the most effective advertising medium can serve as the basis for justifying the impact of a particular means of promoting a product, as well as be the basis for a successful advertising campaign.

Chapter 4 Economic and organizational justification for recommendations

1) percentage of sales;

2) compliance with the competitor’s expenses (competitive budget);

3) the residual principle;

4) the principle of goals and objectives.

In the first case, the budget of an advertising company is set as a percentage of sales volume (either turnover or expected profit) or the fixed cost of a unit of the service offered. This method is quite simple to implement, but is associated with the risk of loss of flexibility due to too close a relationship between revenue from the provision of services and advertising costs: for example, if sales volume decreases, advertising costs should be increased rather than reduced (and vice versa).

The second method is that funds for advertising are allocated according to the analogy with competitors, but this does not take into account the different market positions of the enterprise and the competitor, its advertising goals and the effectiveness of the advertising campaign it conducts.

The residual principle is that funds for advertising are allocated last, after financing other needs.

The simplest calculation of the annual economic effect of advertising ( E d) can be done as follows:

E G = P – Cp X E n , (2)

Where P – additional profit ;

E n – standard coefficient of comparative economic effect (the reciprocal value of the standard payback period). Let's accept E n = 0.25, i.e. Let's assume that the costs are recouped in 4 years.

Based on these factors, advertising for the company Nadezhda and K LLC will be placed on the RTR television channel at 22-00. Advertising on the TV channel will be placed 3 times a month for 1 year. The cost of producing 1 minute is 500 thousand rubles. The cost of posting 1 minute is 800 thousand rubles. The duration of the video is 15 seconds.

To broadcast on television, you need to create a video. I propose the following cost calculation for their creation and placement:

Sv/r(a/r) = Tizg x t + Trazm x t, (3)

where Св/р(а/р) – respectively, the costs of producing a video, thousand rubles;

Tizg – production cost of 1 minute, thousand rubles;

t – duration of the video, seconds;

Trazm – cost of placing 1 minute, thousand rubles.

S/r = 500 x 15/60 + 800 x 540/60 = 7325 thousand rubles.

The sales volume of the entire assortment in 2004 amounted to 3,544,909 thousand decals. Let's take the average cost of one invoice - 1950 rubles. and we get the sales volume of products in thousand rubles, which is equal to 6,912,572,550. Let us assume that after the advertising campaign on television, sales increased by 30%, and it turned out that the sales volume of products after the advertising campaign was 8,986,344,315 thousand . rub.

The above data indicate an increase in income after the advertising campaign on television, which amounted to 2,073,771,765 thousand rubles, the trade margin for this assortment is 25%, therefore, the additional profit received as a result of advertising is equal to 518,442,941.25 thousand rubles ., and now let’s calculate the expected economic effect using formula 2.

E g = 518,442,941.25 – 7325 x 0.25 = 129,608,904.0625 thousand rubles.

Data on the cost and means of advertising were obtained on the basis of the studied plans of advertising events of the marketing department for 2006, marketing research of advertising information on the ORT, RTR and NTV channels provided by the management of the channels for the company Nadezhda and K LLC.

Thus, from the above calculations of advertising events it is clear that, even with a moderate investment in these events. The company's image will improve and will bring additional profit.

Since the Nadezhda and K LLC company does not calculate the effect of a particular advertising event without analyzing the success of using product promotion means, I propose the following method for determining the economic efficiency of advertising and its practical application.

The main material for assessing the results of advertising events was statistical and accounting data on profit growth. Based on these data, the economic efficiency of an advertising campaign (release of an audio clip on the radio) and all advertising activities of the company as a whole was studied.

Along with the undoubtedly positive aspects of using the above proposed methods for evaluating advertising, measuring the economic effectiveness of advertising is very difficult, since advertising, as a rule, does not give the full effect immediately. In addition, profit growth is often caused by other (non-advertising) factors - for example, a change in the ability of customers to use the service due to rising prices, etc. Therefore, it is almost impossible to obtain absolutely accurate data on the economic effectiveness of advertising.

The effectiveness of an advertising video on television depended on the choice and optimal combination of the means used, originality, accuracy, and its systematic repetition. In practice, I recommend that Nadezhda and K LLC use television advertising. Using such advertising factors as the persuasive power of language, font quality, visual impact of the image, it is typical to use, in particular: memorable wording, musical accompaniment, the use of bright colors, successful design, special prices, etc.

Much has been achieved through consulting, since the conversation is conducted in direct contact with the client.

One thing I kept in mind when designing the video was that the challenge was to create an ad that didn't become boring or get on your nerves over repeated contacts. To achieve this, I avoided "flat" humor and cheap tricks.

When developing the advertising video, social norms (public and state interests) were not affected; the information contained in the advertisement is not new. On the contrary, the more the recipient of the advertisement is aware of the topic of the message, the more acutely he will react to it, the more effective the campaign.

The emotional component of the advertising impact is determined by the emotional attitude towards the object of advertising information: the subject treats it not neutrally, but with sympathy. An advertising video clip from Nadezhdy and K LLC is not only information, it is, first of all, several emotionally intense minutes personally experienced by a person at the time of viewing. Advertising vocabulary itself with its rich emotional terminology is characteristic in this regard.

The psychological aspects of advertising activity evoke in a person an emotionally charged attitude towards advertising and towards the service offered itself, which ultimately shapes the behavior of society. Speaking about the psychological aspects of our advertising, it is also necessary to consider such an important and widespread phenomenon in modern advertising as suggestion. We encounter suggestion almost every day throughout our lives: our upbringing itself is built more on suggestion than on persuasion, as, indeed, is propaganda and agitation, regardless of their commitment and direction. In our case, suggestion was not used, because the effect is especially strong when what is suggested generally corresponds to needs and interests. In this case, those whose interests correspond to ours will pay attention and become interested without suggestion.

Chapter 5 Environmental and legal aspects of the enterprise’s activities

5.1 Legal basis for the activities of Nadezhda and K LLC

The main sources in this area are the Constitution of the Russian Federation and the Civil Code of the Russian Federation, which has the status of a federal law, sometimes referred to as the “economic constitution.” The Civil Code of the Russian Federation contains many rules governing the elements of the marketing complex, contracts used in the field of marketing, as well as various areas of marketing activities depending on the market area, type of product, types of consumers, business sector (insurance marketing, construction marketing, transport marketing, banking marketing etc.).

In addition to the Civil Code of the Russian Federation, the most important link in the system of sources of legal regulation of marketing are other federal laws. Depending on the area of ​​marketing regulated by certain federal laws, for example:

Relations between subjects of marketing activities and consumers are regulated by the norms of the Law of the Russian Federation “On the Protection of Consumer Rights” (as amended on January 9, 1996), etc.;

Relations arising in the field of marketing product policy - Federal Law of December 27, 2002 No. 184-FZ “On Technical Regulation”, Law of the Russian Federation of September 23, 1992 “On Trademarks, Service Marks and Appellations of Origin of Goods” and etc.;

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A marketing organization is a structural structure designed to manage marketing functions, which establishes subordination and responsibility for the implementation of certain tasks. Marketing structure is critical to the successful implementation of a marketing concept.

The organization of marketing at an enterprise includes: building (improving) the organizational structure of marketing management; selection of marketing specialists (marketers) with appropriate qualifications; distribution of tasks, rights and responsibilities in the marketing management system; creating conditions for the effective work of marketing service employees (organizing their workplaces, providing the necessary information, office equipment, etc.); organizing effective interaction of marketing services with other services of the organization.

Marketing structure is a specific combination of its elements to achieve goals and satisfy the target market.

The organizational structure of marketing activities at an enterprise can be defined as a set of services, departments and divisions, which include employees engaged in one or another marketing activity.

Each enterprise creates a marketing department with the expectation that it best contributes to the achievement of marketing goals - identifying unsatisfied customer demand, geographical expansion of markets, finding new market segments, increasing profits.

The organizational and managerial structure of marketing is focused on:

Functions performed;

Product and buyers;

Service regions.

There is no universal scheme for organizing marketing. Marketing departments can be created on different bases. There are no uniform recipes for using standard organizational structures for marketing management. Usually, even enterprises of the same type use different organizational structures. For example, in the General Motors Corporation, its strategic business units (Chevrolet, Pontiac, etc.) use different organizational structures for marketing management.

The main criterion when choosing and developing an organizational structure for marketing management is the integrity of the organizational structure, during which answers to a number of questions must be obtained:

Are the marketing elements related to each other?

Does this interrelated combination of marketing elements create a harmonious and well-integrated structural whole;

Is each structural element being used to its best advantage;

How clearly are the target market segments defined?

Does the selected program provide for the correction of any weaknesses in the company’s activities;

Has some distinctive identity been created in a competitive market;

How well is the company protected from the most obvious and imminent threats of competitors?

Compliance with the following principles for constructing organizational structures will allow you to clearly define and outline the organizational marketing structure of the enterprise. The basic principles include:

Unity of purpose;

Simplicity of the marketing structure;

An effective system of communications between departments, ensuring clear transfer of information;

The principle of unified subordination;

Low level of marketing structure.

The choice of marketing organizational structure is determined by:

Features of target market segments and the company’s product range;

Functional specialization of departments;

Type of distribution channel;

Availability of sales personnel at the company;

A territorial factor, since the local management structure must correspond to the specifics of the work of sales personnel with consumers;

Flexibility of organizational management structures, i.e. the ability to quickly and timely respond to changes of various kinds, which is a necessary condition for the organization to adapt to the new realities of life.

The choice of organizational form must be justified by an analysis of the enterprise’s economic activities and the degree of its independence. The choice of a particular policy is determined by the level of development and stability of the market. Large companies pursue a policy of centralization of management or decentralization. Companies with multiple business elements may have a corporate marketing division in addition to the marketing services of the individual business elements. The authority of a corporate unit can range from coordinating the activities of marketing functions to a role that assumes significant influence over the marketing policies of a business element. In addition, the degree of authority of the head of a corporate marketing department and his staff may also have a different impact on the strategic planning process for the entire company and its individual business elements.

In practice, large organizations operating in more stable markets often use more centralized structures to achieve greater integration. However, excessive concentration of decision-making power and senior management, too detailed and careful distribution of responsibilities across sectors and departments impede the implementation of creativity, innovation processes and affect the ability to respond flexibly to environmental changes.

Companies that profess a high level of decentralization of management - for example, in the case of producing a very different range of products supplied to equally different markets - may generally not develop at the level of their headquarters any kind of uniform policy for the company in the field of marketing activities .

If a company has multiple target markets or a broad product line, it often rejects the idea of ​​functional specialization, which involves dividing the various functions (advertising, sales, research and development) into their respective departments.

Companies that profess a decentralized management policy use a strategy of bringing marketing closer to the departments where they are engaged in practical marketing (where something is produced and sold).

Small organizations developing new products in rapidly changing environments use flexible structures.

Thus, any organizational structure of marketing management can be built on the basis of the following dimensions (one or more): functions, geographic areas of activity, products (goods) and consumer markets. Based on the above, the following principles for organizing marketing departments are distinguished: functional organization, geographic organization, product organization, market organization and various combinations of these principles.

The main types of organizational structure of a marketing unit are functional, product, market and matrix.

Functional structure is an organizational management structure in which the activities of specialists in marketing departments are organized based on the marketing functions that they perform. This structure assigns certain functions, such as advertising, sales promotion, pricing, market research and marketing planning, to individual departments, work groups or employees. Depending on the size and nature of the activity, the marketing division may include some or all of the listed activities.

This form is based on the subordination of specialists in various marketing functions to the Vice President of Marketing, who coordinates their activities.

The functional approach is often used when a company promotes one product or a narrow product range addressed to one target market segment. In addition to solving specific marketing problems, important tasks of functional marketing services are to ensure that all activities of the organization are oriented towards the use of marketing principles, coordinating the work of all departments and services of the organization in this direction.

The main advantage of a functional management structure is ease of management. The advantages of a functional marketing organization are as follows:

Clear division of responsibility and competence;

Ease of control;

Fast and economic forms of decision making;

Simple hierarchical communications;

Personalized responsibility.

However, as the company’s product range and markets grow, this scheme rapidly loses its effectiveness; The development of special strategies for each individual market or product and the coordination of the marketing activities of the company as a whole are becoming more and more difficult with each stage.

The disadvantages of a functional marketing organization include:

Lack of specialized product divisions;

The difficulty of communication and control over the process of developing ideas for a new product, its creation and introduction to the market leads to a slowdown in innovation;

Due to the lack of special services for regions, their specifics are not taken into account or difficulties arise with introducing the product into certain markets;

It is difficult to resolve issues of financing marketing divisions;

High professional requirements for managers;

Complex communications between performers;

Overload of managers.

The organizational structure can largely depend on the company's product mix.

Product (commodity) organization is an organizational structure of marketing management in which the product manager is responsible for the development and implementation of strategies and current marketing plans for a specific product or group of products, who has subordinate employees who perform all the marketing functions necessary for this product.

Businesses that produce a wide range of products often create management systems based on the differences between products. This marketing organization is a complement to the functional organization, another level of management. At the head of the management of the entire process of commodity production is the product manager. In turn, he is subordinate to managers for groups of goods, who supervise the activities of managers for individual goods, each responsible for the production of their specific product. Each product manager independently develops his own production plans, monitors their implementation, monitors the results, and, if necessary, revises them.

Organizing according to the product principle allows for a clear distribution of responsibility for the market performance of individual products, and also promotes coordination between various functional departments of the company. However, excessive concentration on the product can distract attention from the current market situation. In addition, such an approach gives rise to excessive pickiness about financial indicators in the short term.

The advantages of this type of organizational management structure are identified in the following:

A manager dealing with a particular product has the ability to coordinate various marketing costs for that product;

The manager can quickly respond to market demands;

All product models, both those in high demand and those less popular with customers, are constantly in the manager’s field of view;

It is easier to identify capable employees because they are involved in all areas of operational marketing activities.

However, this type of organizational structure also has certain disadvantages:

The manager responsible for a certain product is not vested with powers that would correspond to his activities (a number of functions of marketing activities are not within the scope of his competence);

Commodity organization often requires greater costs than expected (initially, managers are appointed responsible for the main product; however, soon managers responsible for less important products appear in the enterprise structure, each of whom has his own staff of assistants).

Market-based structure formation is used when a company serves several target markets, and the characteristics of consumers largely determine the type of organizational structure of the marketing department.

The use of a market management structure is appropriate and effective in cases where different purchasing habits or different product preferences prevail in different markets. The main advantage of this organizational structure is its customer focus. Turning to such a structure is fraught with potential conflict if the company tries to maintain its focus on its products, i.e. maintain an organizational structure based on the product principle. Some companies create market manager positions and tailor their sales force to meet the needs of specific types of customers.

The functions of a market manager are in many ways similar to those of a product line manager, but they also involve responsibility for planning and market research, advertising and coordinating the activities of sales personnel. In this approach, the trading division is formed taking into account the nature of the industry, the number of consumers, how the product is used, or any other characteristics that allow it to achieve specialization in various consumer segments.

Turning to an organizational structure based on a market principle is advisable if the following conditions exist: serving several target markets with one strategic element of the business; significant differences in customer needs within the same target market; purchases of large volumes of goods by each existing consumer.

The matrix organizational structure is based on a focus on both the products the company offers and the markets it serves. Localization of sales personnel is carried out on a territorial basis, and product orientation is supported by product line managers.

Product line managers coordinate advertising activities and market research, as well as interactions with sales representatives.

Of course, there are different variations of the matrix structure. For example, within the sales regions shown in Fig. 26.4, sales personnel can be organized according to product types or customer groups. In addition, functions regarding marketing activities can be carried out separately for each product category, such as the appointment of an advertising manager for Product 1.

The matrix management structure has greater flexibility compared to other traditional approaches. In addition, it eliminates the following drawback inherent in the organizational structure of project management: it is easy to achieve continuous workload of individual employees who are on the staffing table of permanent structural units engaged in similar types of activities.

The main disadvantage of this approach is the dispersion of responsibility and authority. The duality of leadership inherent in the matrix-type organizational structure of management causes the emergence of such shortcomings as the definition of responsibility when difficulties arise in the implementation of the program, as well as the degree of control over certain marketing functions. However, the popularity of the matrix structure indicates a significant superiority of its advantages over its disadvantages.

2.3 Organization of marketing activities

Organization of marketing activities includes:

1) Marketing planning system.

2) System for organizing the marketing service.

3) Marketing control system.

1) Marketing planning system . It includes a strategic planning system and a marketing planning system. Strategic planning based on the fact that any enterprise has several areas of activity. For example, three areas are the production of perfumes and cosmetics, the production of equipment for beauty salons, and the production of adhesives and adhesives. Each field of activity can be represented by several products. To maintain the growth of the enterprise, a sufficient number of new promising industries should be deployed and a sufficient volume of new products should be offered. Marketing Planning – This is the development of plans for each individual production, product or brand. This means that a strategic decision has already been made regarding the development of each of its production facilities. After this, a detailed marketing plan is developed for them.

Enterprises develop at least two plans - long-term and short-term. First prepares long-term plan(for 3-5 or more years). It sets out the characteristics of the main factors that will influence the enterprise’s goods market during the coming period, defines the goals and main strategic techniques for capturing the intended market share. The amount of expected profit, the amount of necessary costs and expected income are indicated. Every year (and more often if necessary) this plan should be reviewed and adjusted. Then it is developed short term plan(for a year or shorter period). This is a detailed version of the long-term plan for the first year (six months, quarter) of its implementation. It provides a statement of the current marketing situation, lists the threats and opportunities, goals and problems associated with the release of the product, sets out the marketing strategy for the year and the program of action. A marketing budget is drawn up, i.e. the amount of estimated allocations is indicated and the control procedure is determined. This plan is the basis for coordinating all activities (production, marketing and financial).

2) Marketing service organization system . This system must be able to take over the marketing work, including planning, and ensure the implementation of strategic plans. If the company is small, then marketing responsibilities can be assigned to one person. This person may be called a sales manager, marketing manager, or marketing director. If the enterprise is large, then it usually employs several marketing specialists. These are salespeople, sales managers, marketing researchers, advertising specialists, as well as those responsible for the production of various products, market segment managers and customer service workers. All marketing functions are managed by the Marketing Department. In practice, the following schemes for organizing a marketing department or service are used.

Functional organization characterized by the fact that marketing specialists manage different functions of marketing activities. They report to the Marketing Director, who coordinates their work. For example, a department may have five such specialists: a marketing manager, an advertising and sales promotion manager, a sales manager, a marketing research manager, and a new product manager. In addition to them, there may also be a customer service manager, a marketing planning service manager, and a product distribution manager. The main advantage of a functional organization is ease of management. However, as the product range and markets grow, this scheme loses its effectiveness.

Organization by geography used by businesses trading throughout the country. The marketing department includes a national sales manager. He manages regional sales managers, and under them are local sales agents.

Organization by product principle used by enterprises that produce a wide range of products and various brands of goods and use an additional level of management - product managers. Commodity production is managed by a product range manager, to whom several product group managers report, who, in turn, report to product managers responsible for the production and sale of a specific product. Each product manager independently develops his own production plans, monitors their implementation, monitors the results, and, if necessary, revises these plans.

Organization according to the market principle implemented by enterprises that operate in different markets and use market managers as an additional level of management. For example, OJSC Kuznetsk Metallurgical Plant sells steel to enterprises of railway transport, the building materials industry and public utilities. Using a market-based organization is desirable when different markets have different purchasing habits or product preferences.

Organization according to the commodity-market principle used by enterprises that work with various products in different markets and use product managers and market managers as additional levels of management. This is the most efficient system. However, it is costly and gives rise to conflicts. Here are examples of two possible conflict situations: 1) What should be the organization of the sales staff?? For example, should consumer goods divisions have separate sales staff for viscose, nylon and other fibers? Or should sellers be grouped into markets such as men's clothing, women's clothing, etc.? 2) Who should set the price for a particular product in a particular market?? In the above example, should the nylon manager have the final say in setting nylon prices in all markets?

3) Marketing control system . This system includes three types of control: control of the implementation of annual plans, control of profitability and control of the implementation of strategic objectives. Task monitoring the implementation of annual plans– make sure that the company achieves all the indicators included in the annual plan. Profitability control consists of periodically analyzing actual profitability for various products, consumer groups, sales channels and order volumes. In addition, one should explore

marketing effectiveness to find out how the effectiveness of various marketing activities can be improved. Monitoring the implementation of strategic objectives involves assessing the degree to which the main goals of marketing activities are achieved.

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