The market economy is undergoing constant changes that directly affect the development of any business. Today, the basis of a successful enterprise is the right organization of marketing. It is she who allows you to count on high results of the enterprise and profit. For each firm there is character traits marketing department structures. Organization of marketing in companies and organizations, directed in the right direction, allows you to achieve high efficiency with an optimal workflow.

The organization of marketing in a company is the construction of effective interactions between structural units, officials and their subordinates. Providing functionality to each of the listed categories with a certain share of responsibility. The main task of marketing is to keep the positions occupied by the company or to increase them.

The organization of marketing activities includes three areas:

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1. Marketing planning

Assumes two systems. The first is characterized by a strategic focus, the second - marketing planning. The strategic focus system deals with building perspectives for each of the areas available to the enterprise. It develops, maintains and increases the volume of commodity production, expands the range of manufactured goods, which together contributes to the growth and dynamic development of the company as a whole. Marketing planning deals with the development of the company's planning system. It can focus both on the brand and on a single product. Here, a prerequisite is the adoption of the concept developed by the strategic marketing department for each of the existing industries. Only in this case is it possible to develop accurately marketing plan.

In the arsenal of each enterprise, there are at least two plans: one designed for a long period of time and a plan, the implementation of which is necessary in the near future. Initially, the enterprise develops a plan designed for long periods, on average from 3 to 5 years, possibly for a longer time. Here, the basics that affect the market for the company's goods at the scheduled time will be spelled out. Goals are set and the shares that the product should take on the market during the period are planned, indicating the planned profit, costs and income. Depending on the situation prevailing in the market, this plan is subject to regular adjustments with changes. Further, it is planned to develop a plan for a short period of time, a maximum of a year, sometimes even shorter time periods. A short-term plan is essentially a long-term plan, but in a more detailed version. It takes into account the current position of the company in the market, fixed possible problems, and is written marketing strategy with an action algorithm. Also, the short-term plan provides a detailed statement of the costs of marketing activities and their control. This plan is the main tool for interaction and adjustment of the company's activities as a whole (production, budget, marketing).

2. Organization of marketing service

The marketing organization service in companies should be created taking into account the fact that it will fully perform marketing work, which includes short-term and long-term planning and support in the implementation of the tasks outlined in the planning. The size of the marketing department here completely depends on the size of the enterprise: if it is small, then there is no point in the whole department with a staff of employees, and you can limit yourself to one person. The position in this case may be different, for example, the head of the sales service, the head of the planning department, the marketing manager. On the large enterprise it provides for the presence of a whole marketing department with a staff of several people, the scope of each of which may relate to various areas: direct trade, advertising, sales department, managers of various areas. The activity of the marketing department is aimed at the implementation of all marketing tasks.

3. Control of marketing activities

The marketing activity control system has three main areas: control over the implementation of tasks for the year set at the stage of marketing planning, control net income and monitoring the implementation of the stages of strategic installations. Monitoring the implementation of tasks for the year is tracking a set of indicators prescribed in the annual plan. Net income control involves analytical calculations of income for a variety of product groups, customer groups, sales methods and order volumes. It is also necessary to analyze the performance marketing organization in the company to assess the degree of effectiveness of marketing work.

Why do companies need marketing organization

Marketing underlies any enterprise, regardless of the form of government structure, organizational and legal framework, the characteristic features of interaction with the target audience and its consumer. Successful business development despite fierce competition, high quality of your company's services, product range, availability of necessary stocks in the warehouse, well-established sales, optimized workflow and profit - all this is marketing.

From the practice of past decades, it is known that many companies that do not have marketing departments have been quite successful, but this does not mean at all that the marketing organization in the company was completely absent. The owner of the business independently expanded the sales market for his goods, adjusted the assortment, engaged in promotions and production plans - marketing activities in this form are also acceptable.

Summing up what marketing is, we can conclude that it is a fairly significant area in the activities of any company. Through it, the company is able to develop dynamically, win new positions in the market, maximizing the satisfaction of consumer demand with its product and quality of services.

What is the goal of the company's marketing?

Task 1. Increasing the susceptibility to the value of the product

The main objective of the marketing policy is the need to generate demand from the buyer, and in the form in which he agrees to pay a high price for the company's products. commodity value for the client consists of its price, to which the buyer will be susceptible. Plus properties specific to the product and its benefits to the consumer. The cost to which the buyer is susceptible directly depends on the marketing organization aimed at the competent "promotion" of the brand, and the implementation advertising projects in order to increase demand and generate interest in the product.

Marketing effectiveness is calculated by determining the return on sales, where the product unit is taken as the basis. Total revenue and sales growth are taken into account, but the funds spent on the product's advertising campaign, conducted to raise the susceptibility to value, are deducted from the income.

Task 2. Market analysis and selection of target markets

Another task of organizing marketing in companies is to control, collect data and analyze it from the point of view of the position of the product on the market, search for new sales areas, taking into account changes in the main market directions. The work of the marketing department involves the constant collection of primary information about its product and competitors' products in a constantly changing market, the analysis of the main areas of market trade. From which it follows that a company that knows its sales market, understands the mechanisms of its work and adequately assesses the competitiveness of its product at the present moment, is able to respond to changes in a timely manner and secure its business in the areas that they have affected.

The results of the work of the marketing department in the organization can be traced by monitoring the implementation of the tasks of the specialized sales department.

Task 3. Working with consumers

A marketer needs to know everything about his consumer: his preferences, priorities, the mechanism of purchase or refusal, behavioral factors that affect the acquisition process, needs and how he perceives the brand of the company and competitors. Analyzing such information, there are no difficulties for competent conduct advertising campaigns, dividing the market into segments, in each of which, identifying its target audience, it is necessary to carry out work aimed at increasing product sales. Also, work with consumers includes interaction with the existing customer base to increase the volume and frequency of purchases.

Having set the task, where the key points are to increase the current customer base, as well as the influx of new consumers, you can always control the effectiveness of the marketing department.

Task 4. Development of strategy and principles of competition

The role of the marketing department in the strategic planning of the organization is one of paramount importance. Here the key point is the constant analysis of the competitiveness of the product, the attitude of the buyer towards it. Based on these data, the marketing department can always develop an effective strategy to increase the company's sales, increase its position among competitors, divide the market into segments with the target audience and offer an effective strategy for increasing sales for each. With such an analysis and strategy, it is always possible to develop an annual plan for tactical organizations.

Task 5. Managing the company's assortment

The product rotation segment is also under the control of the marketing department, which controls the price of products, the variety of the assortment, and the profit from the sale of each product of the company, if there are several of them. The specialists of the department constantly monitor the demand for a particular product of the company (or a group of goods), develop projects to bring the company's new products to the market, and calculate the buyer's demand for it. This analysis reveals two groups of goods:

• leading - the one for which there is a constant demand, and its position in the market is stable;
• illiquid - where income only covers expenses with a further downward trend.

An illiquid group of goods is subject to removal from the assortment in order to exclude possible losses. Quality management of the product range significantly reduces the company's costs for its storage, increases sales with the guarantee of a constant increase in profits from each group separately.

Task 6. Analysis of the results of the work

Analysis of the results of the work is an indicator of how well the annual tasks set for the marketing department were completed. Based on the analysis, it is possible to trace the efficiency of the department in each direction and give an objective assessment of the existing positions of the product on the market, as well as taking into account possible errors plan for next year a clearer work plan for the department.

Stage-by-stage organization of marketing in companies

The marketing organization consists of certain stages, for which it is possible to use an existing marketing department or invite third-party specialists who provide consulting services.

Stage 1. Diagnostics of the enterprise:

• basic information about the company;
• prospects of the organization;
• description of existing difficulties in development and workflow;
• identification of the current value of marketing for the company in the present moment.

Stage 2. Analytical:

• analysis of the current situation in the market conditions;
• analysis existing brands- competitors of the company;
• analysis of the work of competitive firms;
• analysis of demand for goods in the current moment;
• forecasting demand in general and its components.

Stage 3. Organizational:

• creation of a marketing plan aimed at defining the tasks of the marketing department, establishing cooperation between various departments among themselves and other company structures;
• determination of the regulations of the marketing department, where its functions, legal side and responsibilities are prescribed;
• development of changes to provide the department with employees and pay for their work.

Stage 4. Methodical:

• creation of channels providing information to the marketing department;
• formation of a methodological basis for maintaining and improving the sale of goods. Sales and its increase, pricing, advertising campaigns are obligatory here;
• development of amendments to ensure the interaction of the marketing department with other structures of the company.

Stage 5. Implementation:

• formation with an explanation for each item of the marketing implementation plan;
• development of an algorithm for monitoring the work of the marketing department;
• analysis of the work of the marketing department;
• grade marketing system in cooperation with the company, correction of defects and correction;
• approval of normative documentation that prescribes activities in the company.

Stage 6. Educational:

• development, organization and directly the educational process itself among the current personnel of the company's management;
• organization of the educational process in the marketing department;
• coordination of internship trips for trained specialists of the enterprise.

Approaches on which the organization of marketing in companies is based

Approach 1. The activity of the marketing direction occurs at the expense of the company's own resources. This type is usually suitable for medium-sized enterprises or large corporations, where the manufactured product belongs to the industrial category with a corresponding market orientation.

Approach 2. To implement marketing plans, narrowly focused marketing campaigns with a consulting form of services (advertising campaigns, marketing research) and people trained for this activity are needed. This approach is typical for large companies whose scope of activity in the market is aimed at consumer goods.

Approach 3. Marketing activities are carried out with the help of an intermediary, which has strategic and tactical functionality. A similar approach to the organization of marketing in companies and organizations is typical for small industry organizations that are in an alliance in the marketing direction.

Approach 4. The organization of the company's marketing occurs through other structures of the enterprise, which usually combine several functions. This approach is observed in small firms with negligible profits.

Approach 5. Marketing activities are carried out directly by the company itself where the audit company is engaged in the production work and functions of other departments.

Organization of the company's marketing service and the choice of organizational structure

Typically, small companies introducing a new product to a market where conditions are constantly changing use a variety of approaches. Larger organizations, on the other hand, are taking more directed approaches when developing new products. Versatile approaches are the basis for rapid adaptation to changes in the market. Timeliness and instant response to changing conditions is the reaction necessary for the company due to the fact that it cannot calculate and somehow predict what the upcoming changes in the market will be like.

Each organized structure of the marketing department has the following components: the purpose of the structure, geographical location, product and market. Thus, any marketing department has organized structures. Let's consider each of them in detail:

1. Functional

A structure with a functional direction is usually used in small companies with a limited variety of goods that are sold in a certain market area. In this case, the work of the marketing department employees is limited to minimal tools and functionality.

However, it should be noted that as soon as the company increases the variety of products or expands the sales market, this way of organizing marketing in the company becomes ineffective.

The positive features of the structure of the functional area include:

• simplicity (the ability to understand any employee);
• easy organization (there are no difficulties when implementing a marketing system in a company);
• distribution of functionality and legal framework between employees (there are no cross functions).

The negatives here are:

• priority of the work process, not its efficiency;
• the cost of the workflow of such a marketing direction organization is often too high.

2. Commodity

The structure of the commodity type in the organization of marketing in companies is most often observed in enterprises where the variety of manufactured goods is quite widely represented. There is also a specialization working conditions and big market sales, represented by many markets of the same direction.

The main advantage of organizing a marketing service in companies by type of commodity is a wide coverage of marketing characteristics each product and a deeper knowledge of its consumer and his purchasing power.

The downside is the rather extensive functionality of the head of the marketing department, the difficulty of controlling and synchronizing all department structures and other company structures in contact with the marketing department, organizing the workflow in a single direction. He is also responsible for monitoring product positions on the market, studying competitors' products, forecasting market changes, drawing up plans, the budget part of the marketing department and other functions.

3. Market

The market orientation structure is necessary for companies selling their product in various markets where the buyer has various needs. Note: both the industrial sector and the consumer sector can be considered as a market.

The undoubted advantage here is a more focused work of the marketing department when promoting a product to the market, as well as the ability to implement a comprehensive plan for integrating products into the market and more accurate market forecasting, taking into account its course.

The low specialization of the functioning of the marketing department, the lack of information about the variety of goods and the timely response to market changes are taken as a minus.

4. Regional

The structure of the regional focus is mainly used in those companies where manufactured goods are sold in the markets of different regions, which have characteristic differences in geographical location, climatic conditions, different purchasing power. This comprehensive marketing allows for more versatile products that can meet the requirements of the regional market.

The main plus in a regional focus is a good understanding of your customer through constant analysis of regional markets.

The disadvantages of such an organization of the marketing service include the difficulty of synchronizing the functions of structures and copying work in each region.

Structures of commodity, market and regional orientation are similar. The difference lies in the fact that the marketing department has a different direction in each case: commodity - where it is predominantly work in progress with products; market - where the sales market and its changes are constantly analyzed; regional - the main work lies in the continuous analysis of the characteristics characteristic of this region (meaning the economic side and the sales market).

5. Divisional

The structure of the divisional direction is more perfect than those described above, it is characterized by the isolation of the departments of the enterprise. There is a higher level of organization of the marketing service, higher specialization and comprehensiveness.

The structure of the divisional orientation includes several terms. First of all, these are several independent departments that have different locations with different working fields and autonomous solutions to current issues related to the working and economic spheres. Here management team enterprises determines the direction of the structure by setting plans and controlling the income of each department.

The main advantage of the divisional direction is the contact of organizational structures, their synchronization, material stimulation as a motivational engine for employees.

The minus here is the repetition of functions at various stages, which is quite costly for the enterprise financially, since it requires an increase in labor costs in the company's management departments.

6. Matrix

The structure of the matrix type organization is represented by two levels: one of them is with vertical management, the second is with horizontal, which includes marketing fundamentals. Thus, we get double control of subordinates from the main management of the company and from the head of the marketing department. The matrix type of marketing organization in companies is most often found in large enterprises.

The matrix-type organization structure gives the best results when a quick response to market changes is required, for example, for a short time suggest new program marketing or promotion and so on.

The matrix structure is convenient because it is mobile. When situations arise that require a quick response from the company, a group of different specialists gathers, whose activities will be aimed at resolving the issue that has arisen. The group's specialists still carry out their main work, while developing a marketing plan along the way. The activities of such a group are controlled from two sides: by the immediate superiors of the specialists and the manager of the marketing department.

The main advantage of the matrix structure is that managers of all levels and specialists of various departments take part in the workflow, such a versatile approach is very effective in solving marketing problems, since each project participant is responsible here. With it, you can implement several plans at the same time and involve several company structures.

In this case, the budgetary side is taken as a minus, since dual management requires dual funding. It is not uncommon for the heads of departments to fail to come to a common denominator in resolving a particular issue. Here, a problematic distribution of employee functions and responsibilities often arises.

7. Mixed organizational structures

Often market conditions dictate their own rules that companies have to accept. In this regard, such marketing management organizations are formed at the enterprise, which may include several structures at the same time:

• Commodity-functional structure of the marketing service. Most suitable for companies where there is a wide variety of manufactured products. As a rule, such organizations have a specialized department, where the head of the commodity department deals with marketing planning of sales. The main advantage here is that for each individual product there is a market introduction plan, a sales plan and the availability of information about the consumer's attitude to the product, which allows you to respond to market changes in a timely manner. The downside is that such an organization of a marketing service in a company is quite expensive, often there are undeveloped ideas, which also entail certain costs. And it should be noted that the focus of product groups or brands is also absent in this case.
• Market-functional structure of the marketing service. Convenient for companies whose activities cover several markets at once. This is characterized by the development of a sales plan and its separate implementation for each market, taking into account its specific features and the behavioral factor of the buyer of each particular market. Heads of all product lines are different. The main advantage here is the detailed study of each product in accordance with the requirements of a particular market. The disadvantage here is that additional costs are required for the management segment, the repetition of certain types of functions.
• Regional-functional structure of the marketing service. Here, the main characteristic is the production of monotonous products and their sale in various markets, where there are differences in regional location and behavioral factors of the buyer of the goods. In this case, in each specific region there is a certain manager who is responsible for the sale of products in the territory entrusted to him, develops a sales plan and implements it. The main advantage here is a detailed study of the purchasing power in each specific region and a better study of the sales market without unnecessary relocations. The minus here is the fact that additional costs are required for the management segment, the frequent repetition of the same functions and the complexity of synchronizing actions.

What requirements should the company's marketing department meet?

Requirement #1. Flexibility, mobility and adaptability of the organizational system.

The marketing structure at an enterprise must necessarily have certain components: a timely response to market changes, the ability to adapt to market changes, make quick decisions in new conditions, the correct structure of management segments, subjecting them to periodic restructuring. Restructuring, in turn, includes the creation of specialized groups of the necessary orientation, which are engaged in solving a specific problem, upon completion of the work, the group is reorganized to its original position. The adaptive properties of groups in the organization of the company's marketing service are regulated by a set of rules and endowed with the necessary rights and responsibilities. This takes into account their specialization in each direction.

It should be noted here that the formation of groups, which are required to quickly respond to market changes, is often hampered due to long stages that involve decisions by the heads of structures. Which significantly reduces the creative process, which in this case is the main tool.

The organization of a marketing service in a company requires the obligatory presence of direct and feedback between the marketing department and other departments of the company. Here, the maximum simplicity of the main decision-making schemes is required, a small number of management structures on which these decisions depend. Only in this way will it be possible to achieve a quick response to market changes with the greatest efficiency.

Requirement #2. Compliance of the organizational structure with the specifics of the range of products and services provided.

Here the main requirement is for a clear delineation of areas of activity. That is, the enterprise should deal with the solution of commodity issues, and the totality of market policy is the field of activity of another department, which provides for prompt response.

Requirement #3. Correspondence of the organizational structure to the number and volume of sales markets.

It is necessary to create groups involved in marketing, so that each activity is engaged in the study of a particular market and a particular type of buyer. Taking into account the analysis of the data obtained, it is necessary to improve the quality of the goods or change the method of sales in order to increase their volumes. In a nutshell, this means the following: each group of the marketing department has its own market focus.

The size of the marketing department should be proportional to the company's sales results. Therefore, the company needs to take into account its sales volumes in the market. If they are not too big, then there is no point in organizing a marketing service in a company.

Organization of the marketing department of the company and the assignment of functions to it

There is a certain standard functionality that the marketing department in the company is endowed with:

Comprehensive market research:

• collection of information about the main components of the market and its processing (specifics, turnover, the presence of competitors, their strengths and weaknesses, etc.);
• planning how the demand for goods will develop (for short and long periods, etc.);
• collection of information and analysis of the buyer of products (loyalty to the product and brand, priorities, etc.);
• collection of information and analysis of competitive products (marketing, benefits, etc.);
• analytical actions in relation to market segments, their focus, etc.;
• identification of the main tools that provide an increase in sales, marketing planning in this direction;
• development of a strategy based on the processing of the collected information, control of changes in the market.

Formation of the product policy of the enterprise:

• creation of product lines and their diversity;
• analysis of strengths and weaknesses products in a competitive environment;
• organization of the marketing department in the company makes proposals for the production of new products;
• implementation of the brand direction, development of packaging, improvement of the quality of service;
• decision on the price segment in which the company operates;
• determination of the financial component in the budget of the organization, the study of demand and the sides of competitors;
• construction of an algorithm that enhances the cost;
• development of distribution methods through which the sale of goods will be carried out;
• search and analysis of the activities of intermediaries;
• assessment of future sales volumes, their components;
• building an algorithm through which the product will be sold (sale by samples, sale by pre-order, etc.).

Development of communication links between the enterprise and the market:

• creation of promotional support for goods, promotions, etc., justified from the point of view of marketing;
• mandatory participation in various events that do not have a commercial component;
• preparation and implementation of exhibition events in order to demonstrate the product and present it to the consumer;
• development of a system of bonuses or gifts for a regular customer;
• development of an algorithm in which employees of the sales department and sellers will be motivated to increase sales;
• the organization of the marketing department in companies is engaged in the creation and maintenance of the image of the enterprise.

Expert opinion

How to organize a marketing department in a company

Alexey Markov,

ex-Head of Marketing at AquaDrive, Moscow

A marketing division was introduced at our enterprise to raise overall sales and improve the performance of the company as a whole. The main direction of the organization of marketing in the company was to increase sales with the maximum retention of regular customers and attract new ones. We also needed to create and maintain a positive image of the company in order to increase consumer acceptance. In addition, the organization of marketing in the company is aimed at rebuilding the client to our products from the goods of competitors. Here it is necessary to clarify that in other companies the marketing service may be engaged in other tasks. But the basis of the marketing system will always be the increase in sales. At AquaDrive, the marketing department faces the following issues that need to be addressed:

• collection of information about the market and its evaluation;
• identifying the position of the company's product in the market;
• the study of purchasing power in order to divide it into segments;
• development and implementation of advertising campaigns;
• participation of the marketing department in the development of the dealer sphere;
• establishing relationships with the buyer in order to identify his needs and attitude towards our product for further improvement.

Distribution of duties between employees

The foundation effective work marketing department in companies - the correct structure with the distribution of functions between the employees of the department. Here, important aspects are the need to distribute responsibilities, provide a legal framework, control qualifications and create high-quality working conditions for specialists of the department. Responsibility for these components lies with the head of the marketing department, who in turn is controlled by the company's management.

The key employees of the marketing department, as well as its management, must be competent in the field of activity entrusted to them and meet the standard requirements for specialists.

Requirements for employees of the marketing service:

• Consistency of knowledge, broad erudition and outlook. The specifics of the work of a marketer is such that it requires him to have knowledge in almost all areas of life, and not only in those related to his profession.
• Sociability. Another basic quality of a marketer, without which he will not be able to build relationships with necessary for business people.
• Striving for something new, high degree of dynamism. Such a requirement for the qualities of a marketer is explained by the fact that in modern economic conditions the market for the sale of goods is changing quite quickly. A marketer must be able to react with lightning speed to any changes and use the opportunity with the maximum result for the company.
• Diplomacy, the ability to extinguish conflicts. The marketing profession is quite new today. And often such a specialist meets quite a lot of people who do not want to share his point of view, using classical business methods that are outdated and do not correspond modern economy. Such a clash of different views on the same things entails conflict situations with an uncomfortable environment in the company. If marketing professionals fail to meet these requirements, then apart from inciting employee hatred towards their person, they will not achieve any effect.
• Effective business building abroad or in partnership with foreign companies is impossible without knowledge of a foreign language, which must also be taken into account when organizing a marketing service in a company.

The high-quality work of the marketing department in an enterprise is possible only if the role and place of the department is clear to all key segments of the organization. And all the functions are distributed correctly, taking into account the specifics of the directions.

The marketing department influences all working areas of the company:

• The main thing here will be the focus of the enterprise on the goods market. Based on consumer demand, the product will be manufactured in the future. But in no case is it the other way around, when the company follows the path of least resistance and offers the buyer the product that it is most convenient for it to produce, spending less money on this work.
• Marketing concerns another function of production - its modification in order to improve the product. That is, the product is not produced on the basis of own developments enterprises, but based on the study and analysis of consumer demand.
• During the introduction of new products to the company's product range, the marketing department focuses not on financing its testing, but on pilot sales of the product in order to study the demand and customer loyalty.
• In the production of a series of goods, if there is a need to reduce the cost of the product, it is not reduced at the expense of the quality of the goods.
• Another effective tool when selling a product, its packaging is considered. The development is also handled by the marketing department. Here, the main function of packaging is to increase sales of goods.
• The main factor in setting the price of a product is not how much it actually costs, but how much the consumer is willing to pay for it.
• The purchasing department of a company should be focused not on the purchase of raw materials for production, which is the easiest to obtain, but on the purchase of what will increase consumer demand.
• The finance department should not focus on making a profit at every stage of the sale of a product, sometimes for more effective sales in the future, the organization needs more expenses than the profit it will receive.
• Accounting in its desire to carry out cheaper operations should not neglect expensive ones, if their effectiveness is justified from the point of view of marketing.
• Each head of the marketing department should be able to convince the heads of other departments that the proposed methods are really justified and will bring the company much more profit than using the old methods with the lowest costs.
• At marketing distribution functions in the company, the sales department acts as a customer of products, which contributes to the continuous functioning of the enterprise and adequate employment of employees.

The organization of the marketing service in the company invariably brings changes for all structural divisions of the enterprise. Therefore, the heads of the marketing department must achieve not only the effective work of the structures, but also the enterprise as a whole.

Marketing Service Structure

The marketing department has a specific organizational structure, according to which marketers are represented in five different categories:

1. Senior link in the organization of marketing in companies and organizations:

• deputy director of the marketing direction organization;
• head of the organization's marketing department.

1. Mid-Level Marketing Management represented by the following professionals:

• by product;
• market research and analytics;
• by sales tools;
• on research and analytics of purchasing power;
• advertising direction;
• to establish customer feedback.

1. Responsible for prompt completion of emerging tasks:

• Sales Representative;
• advertising specialist;
• Deputy Marketing Specialist
• sellers;
• merchandisers.

1. Support for the technical nature of the marketing department in the organization is carried out by:

• specialist in charge of training;
• marketing manager in an organization.

1. The link that provides assistance to the main specialists of the marketing department in the organization includes:

• a specialist in collecting information and analytics in the field of marketing;
• specialist in the field of economics;
• a specialist who performs statistical data processing;
• a specialist conducting Internet marketing research;
• journalist
• manager for the collection and analytics of computer information.

Expert opinion

What are the requirements for Marketing Managers?

Oksana Moroz,

HR Director, Trade Design, Moscow

The Trade Design organization has always had such a structure of the marketing direction that separate teams of marketing specialists were engaged in different product groups. Each team is an independent group of specialists complementing each other's functionality under the guidance of the head of the developed direction. The organization of marketing in the company and organization at a new level led to the fact that we combined the existing teams into one structure, where the marketing director was the leader. In this regard, the requirements for the level of professionalism of the employees of the marketing department in the organization have changed.

The requirements for the head of the department were reduced to practical knowledge of market assessment, the ability to develop a system of functions for each specialist and form a variety of product lines, practical skills in drawing up a financial plan and a sales plan, experience in negotiating with the supplier of the organization, maintaining the level of knowledge of the marketing department specialists. As for the head of the marketing department in the organization, the requirements for him have become wider:

• an experience strategic planning;
• Ability to negotiate and manage a team;
• lability, the ability to quickly solve emerging problems in a short time;
• practical and theoretical skills in the implementation of the strategic plan of the organization, the advantage is to work in similar markets with similar products;
• knowledge of a foreign language, spoken and written speech.

In our organization, the priority in choosing a specialist for vacancy is given to employees who have had high results of work here before and have served for more than 3 years. Organization of marketing in a company is a complex process that requires trusted people who are familiar with our product, so partnerships with marketers who have previously worked with us are the most valuable.

How should marketing organization be controlled in companies and organizations

One of the main roles in the organization of marketing is played by the work of employees-managers of production activities and commercial areas. Monitoring the work of the marketing department at the enterprise is the collection of information and its analysis, which allows you to develop a different sales strategy or improve the old one. Thus, the organization increases the efficiency of production and sales, develops new tools to influence the structure of the company in order to work out and make more universal the reactions of the enterprise to external factors that cannot be controlled.

Subject to control:

• volume of sales;
• the amount of profit and loss and their ratio;
• customer loyalty to new products and services of the company;
• the accuracy of fulfillment of the points indicated in the short-term and long-term plans;
• correspondence of production volumes to the planned ones.

It should be noted that the effectiveness of implemented marketing ideas is analyzed in the long term.

The control of the company's marketing activities is carried out in three areas:

• Control of implementation and analysis of sales opportunities. The organization's sales are controlled by several indicators: goods separately and various groups. This compares the actual number of sales with those that were planned by the marketing department for the analyzed period. The sales of goods are also controlled by such indicators as sales in the sales department, sales by a specific seller, sales of products in a particular region, sales to a certain level of consumer, comparison of sales figures for different time periods. In this case, the organization checks the compliance of actual sales with the planned ones, identifies possible shortcomings and develops ways to solve them. When evaluating sales volumes, accounting accounts are used for calculation, which contain the necessary information about the seller and consumer, the volume of goods purchased and other data useful for accounting.

• Profit control and marketing cost analysis. This stage analyzes the activities of the marketing department more, as it allows you to track the quality of its work and effectiveness. This can be done by evaluating the profit that the company's activities bring in specific products, various product groups, market segments, advertising, etc. The most effective analysis is the analysis of product sales, and not an assessment of consumer groups, sellers in regions, etc. In the organization of marketing in companies and organizations, an analysis of the financing of the marketing department and its activities in comparison with sold goods allows you to evaluate the effectiveness of the functioning of the marketing department at the enterprise and not to overstate the subsequent costs of its work, since the result may not be worth it.

• Strategic control and marketing audit. Strategic control is another integral part, since it allows the enterprise to analyze its main tasks, strategic plans to identify possible shortcomings of its activities in general, and also develop a further plan taking into account the identified difficulties. Analysis of the work of the marketing department in a company can be done in two ways: vertical and horizontal. Vertical audit analyzes the activities of the marketing department in a particular area, for example, increasing customer loyalty, etc. Horizontal involves the collection of information and its evaluation in terms of the effectiveness of the marketing service as a whole, its interaction with the key structures of the company, work with the product sales market, including advertising.

As a rule, the choice of the type of control of the marketing direction of the company depends on its size and the budget that it plans to spend on it. For effective management of the organization, the highest results are obtained by control using all three methods.

Expert opinion

Monthly assessment of the work of the marketing department

Inna Mayorova,

Deputy General Director of Public.Ru, Moscow

In order to give a real assessment of the marketing direction in the company, we regularly generate a report that uses data on the number of new customers, advertising costs, information posted in printed materials and the Internet. After that, we carry out a comparative analysis of the data obtained earlier.

Information about experts

Alexey Markov, ex-head of the marketing department of AquaDrive, Moscow. The AquaDrive company specializes in the wholesale of boats, accessories for them, outboard motors, oils and lubricants.

Oksana Moroz, HR Director at Trade Design, Moscow. Trade Design is a leading multidisciplinary Russian company, the leader in the market of professional commercial equipment, specializes in the complex equipping of commercial and technological equipment for trade facilities, enterprises Catering(public catering), food production and hotel complexes.

Inna Mayorova, Deputy General Director of Public.Ru, Moscow. Public.ru - professional system monitoring and analysis of information in the media. Today, over 100 million publications, more than 15,000 publications - newspapers, magazines, news agencies, TV channels, radio stations and online publications - are available in the Public.ru funds. The geography of sources covers all regions of Russia, as well as countries of near and far abroad. The Public.ru media archives include publications from 1990 to the present.

FEDERAL AGENCY FOR EDUCATION

ULYANOVSK STATE TECHNICAL UNIVERSITY

GRADUATION PROJECT

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

(signature, initials, surname)

Speciality 061100 "Management of the organization"

(number, name)

Specialization________________________________________________________

Project Manager V.N. Lazarev

(signature, initials, surname)

Section consultants:

Economic part V.N. Lazarev

Environmental and legal part_________________________________ A.N. Chekin

Allow for protection:

Head Chair

___________________________

(signature, initials, surname)

______ ________________ _________

(day month Year)

Ulyanovsk 2005

Introduction 1.1 Chapter 1 Marketing activity and its importance in modern market conditions 1.2 The essence of marketing activities 1.3 The emergence and stages of development of marketing activities 1.4 Marketing concepts 1.5 Information support of 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 in the enterprise 2.1 Characteristics of the enterprise 2.1.1 Scope of activity 2.1.2 Strategic goals of Nadezhda & K LLC 2.1.3 Organizational structure management at the company OOO "Nadezhda and K" 2.1.4 Quality management at Nadezhda & K LLC 2.1.5 Personnel policy and motivation of employees in the company OOO "Nadezhda and K" 2.1.6 The procedure for conducting promotions, the need for a product 2.2 Study of the firm'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 5.1 Legal bases of activity 5.2 Environmental management at Nadezhda & K LLC Conclusion List of sources used Applications

Introduction

Not all managers have a clear understanding of the market and the difficulties they may face. The main task of the heads of enterprises was the strict implementation of plans, in the development of which they practically did not take part.

In market conditions commercial network may refuse products or services, the state does not cover losses, banks dictate their terms when issuing loans, there is competition inherent in the market. 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 the methods and techniques of management in a market economy. The concept of market management is marketing. Managers of modern enterprises in Russia 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 of "offer what they take, and at any price." This certainly goes against the very idea of ​​marketing.

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

In modern Russia, marketing is just beginning to develop. The implementation of a 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 failure to implement a consistent state investment policy. In this regard, it is necessary to develop more alternative options for the company's strategic development plans, 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, studying the market, and recruiting personnel. And all this is fully or partially included in the subject area of ​​marketing.

Marketing is more than just bringing goods and services to market. To force the buyer to buy what the company can offer is the task of marketing. With the help of marketing, the company is forced to do what the consumer needs. Marketing is a two-way process, which 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, promotion of goods to the consumer 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 the enterprise are based on knowledge of consumer demand and its changes in the future. Moreover, one of the goals of marketing is to identify unsatisfied customer requests in order to orient production to meet these requests. The marketing system puts the production of goods in a functional dependence on requests and requires the production of goods in the assortment and quantity required by the consumer.

The purpose of the graduation project is the development of reasonable practical recommendations for improving the marketing activities of the LLC "Nadezhda and K" company. The main tasks were to give a theoretical justification for the marketing activities of the company, to analyze economic activity firms and activities in the market alcoholic products.

Chapter 1 Marketing activity and its significance in modern market conditions

1.9 The essence of marketing activities

The term "marketing" (marketing) comes from the English word "market" (market) and literally means activities in the field of the 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 Practical activities within individual firms, industries, the economy as a whole.

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

F. Kotler: "Marketing is an activity aimed at meeting human needs through exchange."

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

T. Levitt understands marketing as "... an activity aimed at obtaining by a company information about the needs of the buyer, 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 in the following form:

Marketing is a management and organization system for the development, production and marketing of goods or the provision of services, based on a comprehensive accounting of the processes taking place on 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 create demand.

The most famous definition of marketing is formulated by the American Marketing Association: "Marketing is the process of planning and implementing the concept of pricing, promotion and distribution of ideas, goods and services with the aim of providing an exchange that satisfies the needs of individuals and organizations."

The abundance of scientific definitions of marketing is due to several reasons. One of them is the differences in the very approaches to marketing (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 interests of the buyer; flexible adaptability to market requirements and active influence on it, etc.

Another common approach to marketing is to describe it as a "mode of action", i.e. as a system of practices 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 in the process of developing marketing activities. Usually it is implemented in such functions as market research and the study of customer behavior, the development of new products and the formation of an assortment policy, the organization of a sales and distribution system for goods, the formation of a marketing communications system (primarily advertising), marketing management, etc.

1.2 The emergence and stages of development of marketing activities

Modern marketing has gone through quite a long evolution. Marketing theory originated in the 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 (the crisis of overproduction), to the commodity glut of markets. Already at the beginning of this century, marketing stood out as a special academic discipline, which was taught at leading American universities - Michigan, Illinois, Harvard and others.

The popularity of the marketing course grew, and soon it 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 administrative apparatus of large companies. In the 20s. in the United States, the National Association of Marketing and Advertising Educators 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 his theory joined with management theory, and the mass use of marketing in practice began, which was reflected in a radical restructuring of the organizational structures of most companies. Since that time, according to American marketers, the “era of marketing” begins. One of the first firms that adopted the marketing market concept of management in the 50s were General Electric, General Foods, Mc`Donnalds. Subsequently, under the influence of positive marketing practices, leading firms such as IBM, General Motors, Gillette, Prokter & Gamble, and many others joined them.

In the 50s and 60s, the use of marketing for large firms came from the abundance of raw materials, energy and other natural resources, the unhindered possibility of expanding production and marketing. The contradictions associated with this orientation accumulated and became especially intense in the 70s, when the concept of marketing was revised and rethought, 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 was first intensified in the 70s, when a marketing section was created at the USSR Chamber of Commerce and Industry.

A qualitatively new round in the development of marketing, according to experts, falls on 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, and is increasingly focused on the individualized needs of consumers, markets are becoming more and more differentiated, the possibilities for reducing costs at 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 the enterprise depends not only and not so much on reducing the costs of its own production, but to a large extent on how much attention is paid to researching the market and competitors, the quality of the product and organizing its successful promotion to the market.

Our knowledge of market activity should be based on the main provisions 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 the management of an enterprise (firm). It is formed as a system of thinking, i.e. a complex of mental attitudes aimed at the optimal adaptation of specific goals to the real possibilities of achieving them, at an 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) is appropriate and subject to market requirements. The changes taking place in the way of thinking are clearly illustrated by the evolution of the concept of marketing at various stages of its development.

Secondly, marketing also creates a new mode of operation of the enterprise in the market. A holistic methodology of the market activity of an enterprise (firm) is being formed, revealing its principles, methods, means, functions and organization. A system of product promotion is being formed and developed, which uses a rich set of different techniques: improving the functions of the product, the impact on the consumer, flexible price policy, advertising, efficiency of distribution channels, etc. .

Currently, the marketing course is taught in almost all higher educational institutions countries with market economies. It is mandatory at universities, institutes, various business schools, etc., where marketing specialists are trained for many areas of entrepreneurial activity.

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

Marketing activity is 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;

Creation of conditions for maximum adaptation, range and quality of products to market requirements, the 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 form the desired level of demand by means of advertising, product and pricing policies, etc.

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

Comprehensive market research;

Product assortment planning based on market requirements and own capabilities;

Pricing and work with prices;

Organization of goods distribution;

Formation of demand 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, social and strategic orientations are singled out.

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

At the turn of the XIX - XX centuries. the so-called commodity concept of marketing, or the concept of "priority of the product" was formed. It was believed that the consumer would favorably relate to a product manufactured by a firm if it was of good quality and offered at an affordable price. The goal was to produce as many goods as possible, and then by all means force the consumer to buy them.

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

All these concepts proceeded from the need to solve the problems of production and sale. A fundamentally new stage was the focus on the needs of the buyer, on the solution of his problems.

Since the mid 50s. marketing is gradually taking shape as a management concept that orients the organizational, technical and economic activities of the 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 policy - should henceforth be subordinated to the satisfaction of consumer demand. The company produces what the consumer needs. Focusing on the well-being of the consumer, the company provides itself with a profit.

Gradually, marketing as a market concept of management 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 somewhat changing. The role of a socially balanced development of the economy, 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 buyers, that it is environmentally friendly. At the same time, the goal of marketing remains the same - to win the buyer, to form his tastes, attitudes and behavior that are beneficial to the manufacturer, and to obtain maximum profit on this basis.

French experts A. Olivier, A. Diane and R. Urse based their interpretation of marketing not only on meeting the effective demand of the consumer, but also on winning the consumer for effective business. They write: “Marketing is a system of activities and a set of techniques that allow an enterprise to win and subsequently retain a profitable clientele by constantly monitoring 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 types of creative management activities, which promotes the expansion of production and trade and increase employment by identifying the needs of consumers and organizing research and development to meet these needs. It links the possibilities of production with the possibilities of selling goods and services, justifies the nature, direction and scope 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 a complex of interrelated processes of production, procurement, processing, 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 the conditions of market production 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 buyers. Satisfaction of these needs is the main (and sometimes the only) means of achieving the named goal.

The significant changes now taking place in production technology, trade, science and technology, combined with the growth in the 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 scheme shows that an enterprise operating on the basis of the concept of marketing 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 buyers. The organization of activities is under the decisive influence of the overall goals of the enterprise. Heads of structural divisions must understand what results the administration wants to achieve if they manage their divisions in ways that not only satisfy the interests and needs of customers, but also contribute to the achievement of the goals of the enterprise.

Figure 2 - The main elements of the mechanism for implementing the concept of marketing

Thus, the concept of marketing has three main features:

Orientation to a solvent buyer;

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

Combining the guidelines for the actions of all the functional services of the enterprise around its fundamental interests.

So, marketing has been developing since the middle of the last century, and this activity has constantly changed and improved. At present, the following classification of the stages of its development has been adopted.

1860 - 1930 - "commodity orientation" i.e. the desire to improve the quality of goods without serious consideration of consumer needs;

1930 - 1950 - “sales orientation”, i.e. ensuring the 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 hot goods High Quality and ensuring maximum sales of these particular products (marketing departments appear in firms for the first time);

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

1.4 Information Support marketing activities

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

In market conditions, it is not enough to rely on intuition, the judgments of managers and specialists, and past experience, but it is necessary to obtain adequate information before and after making decisions. A large number of factors influence the nature of decisions made. And the main thing is not even in quantity, but rather in the unpredictability 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 in the course of studying the process of exchanging the results of socially useful activities and interaction regarding such an exchange of all subjects of the market system, used in all areas (levels) of entrepreneurship, including marketing activities.

To perform the tasks of analysis, planning, execution of plans and control, marketing managers need information about changes in the market environment. The role of marketing research is to determine the information needs for management, obtain it and provide it to the 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 market research or entrust its conduct to specialized agencies. The main areas of marketing research are as follows:

Market research;

Research of marketing tools;

Study of the external environment;

Studies of the internal environment;

Research of the market of productive forces;

Study of motives;

Marketing intelligence.

One of the main goals of marketing research is to determine the market opportunities of the company. It is necessary to correctly assess and predict the size of the market, its growth potential and possible profit. Sales forecasts will be used by the finance department to attract working capital or investment, the production department to determine the capacity and planned productivity, the supply department to carry out purchases in accordance with the needs, and the human resources department to hire the necessary work force. After all, if the forecast turns out to be far from reality, the company will spend money on the formation of excess stocks and production capacity or, failing to meet the needs of the market, will miss the profit.

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

Every customer has a different process of making a purchasing decision. 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. It is not even worth trying to conquer the entire market at once, it is more reasonable to single out only that part of it that this company is able to effectively serve at this time and in this place. To identify target markets and gain consumer confidence, 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 on the classification of buyers or consumers of goods that are on the market or displayed on it. After dividing the market into groups of consumers and identifying the opportunities for each of them, the company must evaluate their attractiveness and select one or more segments for development. When evaluating market segments, two factors must be considered: the overall attractiveness of the segment, as well as the company's goals and resources. When choosing target segments, company leaders decide whether it will focus on one segment or several, on a specific product or a specific market, or on the entire market at once. The offer of one product to one segment - concentrated segmentation - is more often used small firms who seek to gain an advantage over their competitors. Expansion of market segments, i.e. Offering one product to multiple segments allows the firm to expand the market for the product. By offering several products to one segment, i.e. resorting to assortment segmentation, they usually use related products. In differentiated segmentation, several different products are offered to several segments.

In order to gain a competitive advantage, each company must find its own ways to differentiate products.

Differentiation is the process of developing a set of essential features of a product 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 company must study the properties and image of competitors' products and evaluate the position of their 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 particular product by its most important characteristics.

1.5 Development of the marketing mix

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

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

The price strategy of an enterprise is an activity that is associated with a continuous process of adjustment. The pricing strategy needs to be reviewed:

When a new product is 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 tasks solved with the help of a well-thought-out pricing policy are:

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

This strategy is acceptable for firms that are financially strong, since a large number of products must be financed in the initial stages. When using this strategy, you can increase the price only after the product is recognized by the consumer.

2. Sequential passage through market segments.

3. Introduction of a new product (policy of "skimming"). This strategy can be applied under the following conditions:

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 investment is unattractive to competitors.

4. Stimulation of complex sales.

5. Price discrimination.

6. Follow the leader.

Maintaining a pricing policy requires excellent knowledge of the market situation, high qualifications of decision makers, and the ability to anticipate possible changes in the market situation. When setting prices, one 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 both the seller as well as for the buyer.

The means of promoting goods to the market, the purpose of which is to stimulate demand, are one of the most important components of the marketing mix. The main ones are: advertising, organization of exhibitions, fairs, discounts, trade on credit, etc.

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

1) it is necessary to advertise not so much the product itself as the benefit, the effect 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 an instrument for satisfying 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, cultivate violence and cruelty;

6) no matter how important and relevant the content of advertising 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 single strategy. An advertising strategy should be based on a simple and understandable idea, around which, like around a pivot, an advertising company is built.

Before starting an advertising campaign, businesses must decide what they want to achieve with advertising, what markets to conquer, how to formulate a message, what advertising media to use, when and how often to advertise, and how much to spend on it. 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 authorities governments advertise to spur (or limit) tourism, attract industries, or instill a sense of pride in fellow countrymen. Non-Profit Organizations call in advertising to actively support one or another political candidate, or simply 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 present the company to a wide audience, as well as to make new useful contacts and maintain old ones, is to participate in exhibitions and industry conferences.

In order for the money spent for these purposes not to be wasted, participation in events must be carefully prepared. First of all, it is necessary to select a dozen exhibitions of interest to the company, and two or three exhibitions, participation in which will be mandatory and permanent in the future. Then you need to prepare the exposition itself: stands, posters, demonstration and handouts: booklets, posters, brochures, 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 buyers, the purpose of which is to create a favorable idea of ​​\u200b\u200bthe goods and services provided and form the image of the company.

Sales promotion, which is understood as a set of techniques that increase sales throughout the life cycle of a product, has recently become especially important. The incentives are primarily prices:

Reduced through coupons distributed through print media or direct mail.

In addition to monetary, “natural” stimulation is also possible:

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

Offering a gift that is either related (for example, a disposable lighter for two packs of cigarettes) or completely outside (for example, a children's toy for a non-stick frying pan).

“Active” incentives have proven themselves well: contests, games, lotteries. Today, they are used by all the leading consumer goods manufacturers who painstakingly seek out fresh ideas and personas, especially on television.

Considered measures to stimulate sales, applied by the company together and in strict agreement with advertising, are today the most widely used, significantly increasing the volume and profitability of sales.

Different companies deal with marketing in different ways. Most manufacturers try to organize the distribution channel themselves - the number of interdependent organizations involved in the process of moving 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 question of the types of services needed by the consumer, as well as setting goals and determining the limitations of the distribution channel. Then the firm develops the main options for building a channel, taking into account the types of intermediaries, the number of intermediate levels and the responsibilities of the participants in the distribution channel. Partnerships between members of a distribution channel can take the form of intercompany teams, collaborative 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 goods and services to the desires. target consumers and strive to operate effectively in an increasingly competitive international environment.

The promotion of the product 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 impact of various promotional tools will be maximum when their style, content, design and timing are planned, centralized and run in the same vein.

1.6 Marketing planning

Marketing planning in different organizations is carried out in different ways. This concerns the content of the plan, the duration of the planning horizon, the sequence of development, the organization of planning. Thus, the scope of the content of the marketing plan for different companies is different: sometimes it is only slightly wider than the plan of the sales department. Individual organizations may not have a marketing plan at all, as an integral 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, as a rule, long-term plans and tactical (current), as a rule, annual and more detailed marketing plans.

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

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

Executive Summary – The opening section of a marketing plan that provides a brief summary of the main 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 the main market segments), product overview (sales volume, prices, profitability), competition (for main competitors, information is provided regarding their product strategy, market share, prices, distribution and promotion), distribution (sales trends and development of main distribution channels).

Hazards and Opportunities – A section of the marketing plan that identifies the major hazards that a product may face in the marketplace. The potential harm of each hazard is assessed, i.e. complications arising from unfavorable trends and events that, if not targeted by marketing efforts, can lead to the undermining of the viability of the product or even to its death. Every opportunity, i.e. an attractive direction of marketing efforts, in which the organization can gain advantages over competitors, should be evaluated in terms of its prospects, and the ability to successfully use it.

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

The marketing strategy includes specific strategies for target markets, the marketing mix used, and marketing costs. Strategies developed for each market segment should address new and emerging products, pricing, promotion of products, bringing the product to consumers, and should indicate how the strategy responds to the dangers and opportunities of the market.

Program of action (promptly - calendar plan), sometimes simply referred to as a program, a detailed program that shows what needs to be done, who should carry out the orders received and when, how much it will cost, and what decisions and actions should be coordinated in order to fulfill the marketing plan.

Three types of marketing programs can be distinguished:

1. The program for the transfer of the enterprise as a whole to work in marketing conditions.

2. A program in certain areas of the complex of marketing activities, and, above all, a program for the development of certain markets with the help of certain goods.

3. The program for the development of individual elements of marketing activities, for example, an advertising campaign.

In the opinion of domestic marketing experts, the programs of entering the market with certain products are of the greatest interest to the heads of Belarusian enterprises.

Usually, the program also briefly describes the goals that the program activities are aimed at achieving. In other words, a program is a set of activities that must be carried out by the marketing and other services of an organization so that, with the help of the chosen strategies, the goal of the marketing plan can be achieved.

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

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

1. "Funding from opportunities." This method is used by firms focused on production, not marketing. The only advantage is the absence of any serious conflicts with production units due to their unconditional priority. The imperfection of the method is in the absolute arbitrariness of the allocation of specific amounts, their unpredictability from year to year and, as a result, 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 percentage of the previous or estimated sales. 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 completed period, the development of marketing becomes possible only on the condition of its previous success. If there is a market failure and the volume of sales decreases, then following this and proportionally, the amount of deductions for marketing also falls. As a result, the firm finds itself in a dead end.

3. The maximum spending method assumes that you need to spend as much money on marketing as possible. With all the apparent "progressiveness" of this approach, its weakness lies in the neglect of ways to optimize costs. Moreover, given the long time between spending on marketing and achieving results, the use of this method can lead the firm too quickly into insurmountable financial difficulties, and, as a result, to move away from the marketing concept.

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

Taking into account the shortcomings inherent in each of the above methods separately, it should be noted that the budget drawn up on the basis of an integrated approach using individual elements of all the methods considered will be the most justified. This method of budgeting can be based, for example, on the orientation to the implementation of the 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 implemented to assess the level of success of the plan. To do this, standards (criteria) are established by which progress in the implementation of marketing plans is measured. Measurement of the success of the plan can be carried out for the annual time interval, and quarterly, and for each month or week.

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

Marketing planning is increasingly used by many companies in Belarus, although it meets many opponents. There are cases when enterprises, having adopted this powerful tool of the market economy, subsequently abandoned it. There is a perfectly logical explanation for such facts. The fact is that the system of planning in general and strategic planning in particular is not subject to blind copying, which was observed in most cases. Any enterprise has individual characteristics associated with the organizational structure, values, technology, personnel, scientific potential, etc. Thus, in order to achieve maximum economic effect, 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 concept of marketing in the enterprise requires the creation of an appropriate marketing service. At present, without such a service, which provides marketing research to study the prospects for demand, consumer requirements for the product and its properties, the trends of these requirements under the influence of various factors, it is difficult for manufacturers to survive in the competition. The ultimate goal of the functioning of marketing services is the subordination of 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 function of distribution. 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 not of great importance.

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

The third stage - the allocation of marketing to 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 planning and product development, but also for pricing. The marketing manager (rather than the production manager) makes decisions about appearance, packaging, product name. However, each department pursues its own interests, which may differ significantly.

The next stage - marketing as the main function of the company - is the orientation of all areas of the company's activities to the requirements of marketing. Marketing is considered as the main function of the company. This concept is sometimes realized if a "marketing person" becomes the head of the company. In fact, most companies are in the third stage of marketing development.

AT real life there are many various forms organization of the marketing service, however, we restrict ourselves to considering only some basic organizational structures:

1. Functional structure of marketing. This form of organization means that marketing is on a par with other functional divisions of the company. Problems associated with such an organization: a) group selfishness, difficulties with coordination; b) the solution of tasks 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 ultimate goal; 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.

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

Features of the product manager are as follows:

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

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

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

When managing products, there is a high probability of conflicts, a clear separation of powers is necessary.

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

2. Organization by product. The more heterogeneous the program, the more diversified the company, the more dynamic the market, the better the organization by product. These structures may be subordinate to the marketing department or the company's management. When organizing 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 a part of the market (for example, work with wholesale trade, retail and industrial enterprises). Sometimes a manager is entrusted with only one, but a very important client. Such a structure justifies itself if the market segments are large enough and differ significantly from each other. The most important task of management in this case is to maintain optimal relations 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 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 product requirements. In practice, such governance structures are relatively rare.

5. Matrix marketing organization is based on at least two structuring criteria. With their help, companies are trying to overcome the problems that are characteristic of one-dimensional management structures. The harbingers of matrix structures can be called 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 in the enterprise

2.1 Characteristics of the enterprise

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

The General Director is Kuznetsov Vyacheslav Ivanovich

Location of the company - Ulyanovsk region, Ulyanovsk district, village B. Klyuchishchi st. Zarechnaya d11. The postal address of the company for which communication is carried out is 432063 Ulyanovsk, st. J. Divisions d12. The head office of the company is located at this address.

The company also has a wholesale and excise warehouse at st. Oktyabrskaya 22A; firm "Nadezhda and K" has a network of retail stores: "Diet" st. Goncharova d5; "Hope" st. Oktyabrskaya, 38A; d.22A; st. Stankostroiteley d.25A; Zh. Divisions d.12 .; cafe "Hope" st. Oktyabrskaya 38A.

2.1.1 Scope of activity

Firm "Nadezhda and K" is one of the leading wholesale and retail sales of alcoholic beverages in the Ulyanovsk region. The strategic goal of Nadezhda & K is to satisfy the needs of customers to the fullest extent by providing guaranteed safe products at the best price-quality ratio and a high level of service. The vision of the future is as follows, alcoholic products should not be sold on every corner.

Following the example of European countries, Nadezhda & K is creating a network of specialized stores where the quality of 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.

Nadezhda & K works only with trusted suppliers on a long-term basis. Carefully studies the technologies, equipment, raw materials used by them.

The assortment of Nadezhda & K 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 firm's portfolio includes famous brands as: "Putinka" (Moscow plant "Crystal"); "Cricova Acoreks" - products of one of the leading factories in Moldova "Acorex Wine Holding"; "Oryol fortress" (Mtsensk distillery, Orel); "Senakuri" (Company Winemaker). In addition, Nadezhda & K offers its customers the products of Kristall LLC, Ulyanovsk, Veda CJSC, Plant of High-Quality Vodka, Vologda, which are in demand among the population of Ulyanovsk.

The firm's client base includes both wholesalers and retailers licensed to sell alcoholic beverages. The company works both with individual retail outlets and with all networks represented on the Ulyanovsk market. With many of them on condition of full exclusive delivery.

Nadezhda & K is taking measures to improve the quality of customer service: it optimizes logistics functions and raises the skill level of sales agents. To maximize the promotion of their products, a staff of consultants was recruited, which performs the following functions.

They advise buyers on the purchase of alcoholic beverages in city stores, thereby forming a demand for the proposed product. They carry out promotions that have a greater effect than if they were carried out by an advertising agency. Collects the necessary marketing information on 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 of end users. From among the consultants, a staff is formed to replenish the staff of sales representatives.

The company has a flexible system of budgeting and control of financial and economic indicators. The developed toolkit allows you to timely identify "hung" residues, control:

Purchasing process

The structure of stock balances, their relationship with sales volume

The turnover of receivables and payables, the terms of overdue accounts receivable for customers.

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

assortment groups;

Suppliers;

Buyers and their outlets.

Average sales growth rates are 20-25% per year.

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

Nadezhda & K was the first company 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 & K LLC

The firm's mission statement is its strategic goals, i.e. goals for a long-term period, say for 5 years.

For the firm "Nadezhda and K" such goals can be:

Expansion of the market segment for the sale of alcoholic products, attracting new customers.

Improving the general and professional level of training of employees.

Creating a favorable social climate in the team.

Maintaining the composition of the client base, providing services to customers at the level of “better than competitors”.

The company also links 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, about 750 thousand inhabitants). The city of Ulyanovsk today unites four administrative districts: Zasviyazhye (233.8 thousand people); Zavolzhye (231.7 thousand people); Leninsky district (115.5 thousand people); Railway (86.4 thousand people).

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

2.1.3 Organizational structure of management at the firm "Nadezhda and K"

The management structure is a set of management levels and specific departments interconnected by specific management relations. The decision on the choice of a particular structure of the organization is made by top management. There are several types of governance 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 the selection of personnel for business qualities. The structure proposes the division of 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 the types of functional activities, but according to other criteria, for example, by types of products or services produced, by groups of buyers or by regions. In this case, there are: product structure, consumer-oriented structure, regional structure.

Adaptive structures allow you to respond to changes in the external environment: project structure, for a specific project, matrix structure. The overlay of the design structure on a specific functional structure. An employee of the department works, as it were, in two organizations - he performs his tasks and participates in the project.

Nadezhda & K is managed 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 fulfillment of the established plan targets, compliance with all expenses, for the safety and
rational use of fixed and working capital.

The head of the company is empowered to receive
and dismissal of employees, as well as the imposition of disciplinary sanctions in accordance with applicable law;

Appointment of the head of the company to the position and dismissal from the position is carried out in accordance with established nomenclature posts.

AT employment contract With CEO firm "Nadezhda and K", his rights, duties and responsibilities on the activities of the company, the terms of payment for his work, the term of the employment contract and other obligations of the parties are determined.

The head of the firm "Nadezhda and K" acts on behalf of, on behalf of 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 concludes contracts.

The staffing of the company is approved by the CEO.

The head of the company "Nadezhda and K", in accordance with the power of attorney, decides in in due course issues of organization, labor rationing and material incentives, the provision of benefits, guarantees and compensation for working time, rest. When solving these issues, the fulfillment of the main volumetric and qualitative indicators is taken into account.

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

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

Description of the organization - its history, parameters, opportunities and advantages, strategic goals and ways to implement them in modern conditions, motives of activity, motto.

Customer Philosophy - target groups, their interests, marketing policy;

Relations with partners - investments, financial policy, risk reduction, distribution of profits.

Relations with other organizations - fulfillment of obligations, ensuring stability in work, environmental protection, investments in the development of the region.

Nadezhda & K's experience shows that the core purpose of a company is often more important than technology, financial base, and organizational structure.

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

The organization is represented as the sum of labor operations. To manage an organization means to properly organize production processes and increase labor productivity.

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

All big role in the company "Nadezhda and K" the technological basis begins to play. Organization is a socio-technical system, i.e. interaction of a group of people with a certain technique. The technical system and the system of interpersonal relations can intersect. Depend on the technical system social relations, and from the latter - the production system. Hence, the organization is characterized as a complex, heterogeneous probabilistic system.

The study of control 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 under study in order to improve it.

The tasks of rationalizing organizational management structures are reduced to two types:

Synthesis (design) of control structures.

The application of the organizational management structure is determined by a number of factors:

company goals;

Styles of her organizational behavior;

Main tasks and methods of activity;

Historical traditions in the company;

National characteristics of society;

Personal aspects;

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

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

In practice, the management of any firm has two modes of operation:

strategic management;

Operational management.

Their comparison allows us to conclude that they are largely different and even opposite. Thus, within the framework of the company "Nadezhda and K" different styles of organizational behavior are required.

The following are extreme:

Industrial;

Entrepreneurial.

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

Entrepreneurial - on a continuous change in the achieved state.

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

The subject of 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 company "Nadezhda and K":

Collection and processing of information about the management 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 functioning and development of subsystems;

Characterization 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 an object of labor, it has the following features:

Multiple use;

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 & 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 should be carried out systematically, i.e. the enterprise should take shape and operate a product quality management system.

When managing product quality, a number of methods are used:

Economic methods that ensure the creation economic conditions, encouraging teams of enterprises to improve products;

Methods of material incentives, providing for the promotion of 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 normative and technical documentation that defines progressive requirements for products, as well as control over the correct use of this documentation.

Certification - activities authorized bodies to confirm the conformity of goods (works, services) mandatory requirements standard and issuance of 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 brand, a special sign. label, accompanying document, certificate. (Appendix A)

LLC "Nadezhda and K" sells such goods, which must be accompanied by a certificate of conformity, a certificate of quality. As well as a reference to the bill of lading. It is divided into sides BUT and B. Aside BUT everything about the product and the manufacturer is indicated. Side B contains information about the movement of goods from the manufacturer to the end consumer.

2.1.5 Personnel policy and motivation of employees in the company

OOO "Nadezhda and K"

Based on the traditional personnel policy the principle of delegating authority for the selection and placement of personnel has been laid down, as a result of which about 80% of managers are appointed in accordance with the preferences of different leaders. 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 managerial ability.

To control the selection and placement of managerial personnel, it is necessary to form and implement an internal positional personnel policy at the enterprise.

At the Nadezhda and K enterprise, a policy is necessary because the head of the enterprise delegates the authority for the selection and placement of personnel (Appendix B) to his subordinates. Putting policy into action means that in each case of appointment, removal 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:

Employee assigned to leadership position in OOO "Nadezhda I. K", must be adapted to managerial activities, and his abilities must be updated.

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

The expediency of investments in managerial training of an employee should be determined by his managerial potential.

Subdivision:

Manageability factor in Nadezhda and K LLC.

It characterizes the integrity of the activity and should not be lower than the specified value.

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

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

Overall control system:

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

The manageability coefficient in Nadezhda & K characterizes the integrity of the activity to the destabilizing effects of internal and external factors and should not be lower than the specified value.

When hiring in this company, people with low or negative managerial potential should not get into managerial positions.

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 who exercises 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 regulation 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 bonus amounts by profession and production groups, taking into account technological, volume , economic and regional features.

Bonuses for the head of the company are made 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 industry department of the company.

Issues of material incentives for other employees of LLC "Nadezhda and K" are within the competence of the director of the company, if necessary, are agreed 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 conducting promotions, the need for a product

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

The objectives of the event can be conditionally divided into two areas:

1. Events initiated by Nadezhda & K to promote and increase sales of specific products without an 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 manufactured or sold by this supplier.

In the first case, for the correct documentation of the ongoing action, it is necessary:

Order of the head to hold the action;

A brief plan of the action, its goals, venues;

Conducting costing approved by the manager.

Further, advance reports are submitted to the accounting department, confirming the actual expenses incurred. On the basis of these documents, advertising expenses are formed (if the purpose of the action is advertising in nature), from which the advertising tax is further charged.

If this action is carried out at the request of the buyer, an agreement is concluded with him for the conduct of marketing or advertising services. Based on the certificate of completion signed with them, which indicates the services performed, goals, venues (depending on what goals it depends on 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 the correct documentation of the ongoing action, it is necessary:

Contract with a supplier for marketing or advertising services

The order of the head to hold the action

A short plan of the promotion - action, its goals,

venues

Calculation of the cost of the action,

On the basis of an act of work performed signed with the supplier, which indicates the work performed, which indicates the services performed, goals, venues (depending on what goals are set, it depends whether this service will be marketing or advertising), the accounting department of the company "Nadezhda and K" issues an invoice to the supplier, in this case the supplier pays the advertising tax, because the service is consumed by him.

Issuing an order for the company to conduct 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 should be concluded with them on holding events for a year, with a reservation on the amount of all events and the procedure for reimbursement.

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

The performance of work by third parties must be documented

contracts.

The accounting department accepts the following documents for execution:

Order, estimate;

Agreement;

Estimates of actual expenses approved by the head;

Advance reports, primary documents.

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

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

58% of the alcohol sold in Ulyanovsk is vodka. The situation on the vodka market in Ulyanovsk tends to change. This is especially true for vodka in the cheap and medium price segment. Interruptions in the production of vodka at ULVZ lead to the fact that the main place in the sale is occupied by products manufactured in other regions. Such products pass through the excise warehouses of wholesalers and take an increasing share in their sales, replacing Ulyanovsk products. During the summer, sales of vodka are somewhat reduced, while sales of wine and low-alcohol drinks are increasing.

Wine takes a share of 19%. 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 Moldovan wines due to their low price. However, it is not always possible to vouch for the quality of imported wine. Russian-made wines that have passed additional quality control at an excise warehouse inspire more confidence. On the this 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 is low-alcohol drinks. The growth rate of consumption of this type of products increases by 20-25% annually. Sales of gin - tonics increase especially sharply in the spring - summer period. Market capacity of 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 brandy occupy about 2% of the market in Ulyanovsk. But cognac and wine drinks are sold much better - about 6% of the market, a third of them are drinks produced by ULVZ.

2.2 Study of the firm's marketing activities

LLC "Nadezhda and K"

The firm's marketing environment is a set of active actors and forces operating outside the firm that influence the ability of marketing management to establish and maintain successful collaborative relationships with target customers.

Being changeable, imposing restrictions and full of uncertainty, marketing environment profoundly affects the life of the company. The changes taking place in this environment are neither slow nor predictable. She is able to deliver big surprises and heavy blows.

The marketing environment consists of microenvironment and macroenvironment. The microenvironment is represented by forces that are directly related to the firm itself and its customer service capabilities, i.e. suppliers, marketing intermediaries, customers, 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 firm is to make a profit. The main task of the marketing management system is to ensure the sale of goods that are attractive in terms of target markets. However, the success of marketing management depends on the activities of the rest of the firm, and on the actions of its intermediaries and competitors. The forces acting within the firm's microenvironment are shown in Figure 1.

Figure 1 - The main forces acting in the firm's microenvironment.

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

For the effectiveness of market activity and 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 in order to reduce the uncertainty associated with making marketing decisions.

For the marketing research, the following goals were formulated:

Analysis of the existing market for the sale of alcoholic beverages

Finding out the development trends of this market.

To achieve the goals, the following tasks were formulated:

1) definition of a segment of potential consumers

2) consideration of competition in the market;

3) improvement of the marketing program of the enterprise, including the choice of 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 study, as a research tool, a questionnaire was used by the survey method, which is a questionnaire that 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 to 3 years;

c) from 3 to 5 years;

e) 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. Do you plan to expand the network:

a) yes, absolutely

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 goods

the buyer;

a) it is important, it is necessary;

b) these are the duties of a sales consultant;

8. Do you constantly expand the range of:

a) this is the main component of our work;

b) if the supplier offers something new;

c) enough of what is available.

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

products:

a) yes, marketing research is being carried out;

b) yes, I'm interested;

c) it doesn't matter to us.

a) television;

c) banners, business cards, booklets;

A survey of various respondents was carried out. The analysis of the survey results revealed the following data about the sample participants:

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

13% entered the market in the last year.

Most of the surveyed companies 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, food.

38% are engaged in wholesale and retail trade;

21% - only wholesale. Here are the answers to this question. (Picture 2)

Figure 2 - Types of activities of companies.

One of the questions sounds like this: “Are you interested in the movement of competitors in the alcohol market?”. It can be seen from the responses that the responding 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 firms providing marketing research services; Some people just think it's unnecessary.

The results of the answers to this question show that Nadezhda & 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, the area of ​​stores ranges from 100 to 350 square meters. m, bad location. The network of stores "Proviant" is part of a company whose main activity is the sale of UAZ vehicles and the production of spare parts, as well as tailoring (factory "Elegant"), that is, the development of the network is secondary.

The network of stores "Semerochka" includes only 3 stores. Logistics functions have not been worked out in this network, so each store operates mostly autonomously. Nevertheless, the network is notable for its well-thought-out design of premises, modern trade equipment, and advantageous location.

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

Chain of stores "Alco": 9 stores specializing exclusively in the sale of alcoholic beverages and drinks. Two stores are closing in the near future, due to low profitability. Basically, the area of ​​shops does not exceed 50 sq.m. The network is owned by Mag LLC, a wholesale operator of alcoholic products on the Ulyanovsk market, and was created as additional insurance to the core business.

The network of stores "Gulliver" today has 6 supermarkets of the format "at home". The network is based on wholesale company specializing in the sale of confectionery. "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, modern equipment.

The network of stores "Globus" includes 4 supermarkets. The network belongs to a large supplier of confectionery. The main disadvantage is the low level of software, in the optimization of logistics functions, the 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 middle- and low-income segments of the population. However, even now, end-users emphasize the following shortcomings of these networks: poor commercial equipment, or rather its absence under juices, under cereals - the goods are actually standing on pedestals; unqualified sales personnel who allow incorrect communication with customers, short-cuts, body kit. 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 actually leaving the economy class format, which does not correspond to their positioning .

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

Currently, the company already has six retail grocery stores, including two specialized in alcohol. Negotiations for the acquisition of three more stores are underway

Three months ago, a move was made 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 elite 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.

Establishing competitive prices for products, using established contacts and business reputation.

Ensuring a high level of service and service culture in stores, excluding rudeness, cheating, underweight, etc., through the use of modern retail equipment, personnel policy, company ideology, effective employee motivation, modern retail equipment.

Formation of the most demanded range of food products and related products based on the use modern system automation of accounting and display of goods, efficient use of retail space.

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

Ensuring the minimization of overhead costs through carefully designed logistics.

3.1 Improving marketing activities

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

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

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 departments, branches, divisions. But, undoubtedly, some areas stand out that can serve as a starting point for improving marketing activities, which we already considered in the previous chapter.

I want to offer TV advertising to Nadezhda and K LLC, the choice of a specific advertising medium is determined by the cost effectiveness of addressing a large target audience.

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

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

I propose to choose the most effective time and place for advertising, to determine the selectivity index Isurf, which serves to compare the percentage of the audience of the target market that falls on the share of the advertising medium with the percentage of the population that makes up this market.

Iexc \u003d d / dc.r., (1)

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

dc.r. – share of the population constituting the target market, %;

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

Table 1 - Initial data for choosing a TV channel for the purpose of advertising

audience coverage, thousand people

tariff, thousand rubles for 1min.

selectivity index

audience coverage, thousand people

tariff, thousand rubles for 1min.

audience share in the target market,%

selectivity index

audience coverage, thousand people

tariff, thousand rubles for 1min.

audience share in the target market,%

selectivity index

For ORT and RTR TV channels, the preferred time for advertising hours is from 19:00 to 22:00. After 10 p.m. on these channels, the audience is sharply reduced, while for the NTV channel it remains from 10 p.m. to 11 p.m. Advertising on television is the most expensive, therefore, by saving on it, the advertiser risks losing a wide range of consumers.

The formation of a calendar plan for the release of advertising is one of the most important operations. We will plan the advertising campaign for one year. The purpose of this company will be to convince the consumer that this company has more convenient service conditions, reasonable prices than its competitors. We will draw up a schedule for an advertising company 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 substantiating the impact of a particular means of promoting a product, as well as be the basis of a successful advertising campaign.

Chapter 4 Economic and Organizational Rationale for Recommendations

1) percentage of sales;

2) compliance with the costs of a competitor (competitive budget);

3) residual principle;

4) the principle of goals and objectives.

In the first case, the advertising company's budget is set as a percentage of sales (either turnover or expected profit) or a fixed unit cost of the service offered. This method is quite simple to implement, but it risks losing flexibility due to too close dependence of revenue from the provision of services with advertising costs: for example, when sales decrease, advertising costs should be increased rather than reduced (and vice versa).

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

The residual principle is that advertising funds 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 is the normative coefficient of the comparative economic effect (the reciprocal of the normative payback period). Accept E n = 0.25, i.e. We will assume that the costs pay off in 4 years.

Based on these factors, the advertisement of Nadezhda and K LLC will be placed on the RTR TV channel at 22-00. Advertising on the TV channel will be placed 3 times a month for 1 year. The cost of manufacturing 1 minute is 500 thousand rubles. The cost of placement for 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 calculation of the costs of their creation and placement:

Sv / r (a / r) \u003d Tizg x t + Tram x t, (3)

where Sv/r(a/r) – respectively, the cost of producing a video clip, thousand rubles;

Tizg - the cost of manufacturing 1 minute, thousand rubles;

t is the duration of the clip, sec.;

Trasm - the cost of placement of 1 minute, thousand rubles.

Sv / r \u003d 500 x 15 / 60 + 800 x 540 / 60 \u003d 7325 thousand rubles.

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

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

E d \u003d 518,442,941.25 - 7325 x 0.25 \u003d 129,608,904.0625 thousand rubles.

Data on the cost and means of advertising were obtained on the basis of the studied plans for advertising activities 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 promotional activities, it can be seen that, even with a moderate investment in these activities. The image of the company will improve, it will bring additional profit.

Since the company "Nadezhda and K" does not calculate the effect of a particular promotional event, without analyzing the success of the use of promotional products, I propose the following method for determining economic efficiency advertising and its practical application.

The main material for evaluating the results of promotional activities were statistical and accounting data on profit growth. On the basis of these data, the economic efficiency of the advertising campaign (the release of an audio clip on the radio) and the entire advertising activity of the company as a whole was investigated.

Along with the undoubtedly positive aspects of using the above methods for evaluating advertising, measuring the cost-effectiveness of advertising presents great difficulties, 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 price increases, 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 apply television advertising. Using such an advertising factor as the power of persuasion of the language, the quality of the font, the visual impact of the image, it is typical to use, in particular: memorable wording, musical arrangement, the use of bright colors, successful design, special prices, etc.

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

One thing I kept in mind while designing the video was that the challenge is to create an ad that doesn't get boring or get on your nerves with repeated contact. To achieve this, I avoided "flat" humor and cheap tricks.

When developing a promotional 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 addressee of the advertisement is aware of the subject of the message, the more sharply 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 does not treat him neutrally, but with sympathy. The promotional video clip of Nadezhdy & K LLC is not only information, it is, first of all, several emotionally saturated minutes personally experienced by a person at the time of viewing. Characteristic in this regard is the advertising vocabulary itself with its rich emotional terminology.

The psychological aspects of advertising activity cause a person to have an emotionally colored attitude towards advertising and the offered service itself, which ultimately forms the behavior of society. Speaking of psychological aspects our advertising, it is also necessary to consider such an important and widespread phenomenon in modern advertising as suggestion. We encounter suggestion almost daily throughout our lives: our very upbringing is built more on suggestion than on persuasion, just like 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, whose interests correspond to ours, they will pay attention and become interested without suggestion.

Chapter 5 Environmental and legal aspects of the enterprise

5.1 The 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 norms regulating the elements of the marketing complex, contracts used in the field of marketing, as well as various areas of marketing activity depending on the market area, type of product, types of consumers, business area (insurance marketing, construction marketing, transport marketing, banking marketing etc.).

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

The relations of the subjects of marketing activity with 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”, etc.;

Organization of marketing activities

Marketing planning system. Any firm must look ahead to be clear about where it wants to go and how to get there. The matter cannot be left to chance. To model its own future, the company uses two systems at once: strategic planning and marketing planning.

Strategic planning is based on the fact that any company has several areas of activity (for example, the production of perfumes and cosmetics, the production of equipment beauty parlors and the production of plasters), each of which can be represented by several products. However, not all areas of activity and not all products are equally attractive. Some industries are growing, others have stabilized at the same level, others are declining. If all industries were in decline at the same time, the firm would be in serious trouble. To maintain its growth, the company must develop new promising production and offer new products.

Marketing planning- this is the development of plans for each individual production or product of the company. This means that the strategic decision regarding all industries has already been made. Now for each of them you need to develop a detailed marketing plan. Let's say that a shampoo manufacturer decides to continue to offer its branded shampoo to the market, because the potential for sales growth is very high. In this case, the company develops a marketing plan that is designed to generate the desired growth.

The company is developing two plans - long-term and short-term. Getting ready first perspective plan for three to five years or more. It outlines the characteristics of the main factors and forces that will influence the shampoo market over the coming period, defines the goals and main strategic methods for gaining the intended market share. Specify the size of the planned profits and necessary costs. Every year (more often if necessary) this plan is reviewed and adjusted so that the firm always has a valid plan for the future.

Then a plan is developed for a year or a shorter period, but not less than the operating period. This is usually an expanded version of the three-year plan for the first year of its implementation. The annual plan describes the current marketing situation, lists existing threats and opportunities, goals and problems related to this product, outlines the marketing strategy for the year and the action program. Make up budgets, i.e., indicate the amount of estimated appropriations, determine the procedure for control. This plan becomes the basis for the coordination of all types of activities - production, marketing, financial.

Marketing organization system. The firm must develop a structure for the marketing service that will allow full marketing work, including planning. If the firm is very small, all marketing responsibilities can be assigned to one person. He will be instructed to deal with and marketing research, and sales organization, and advertising, and customer service. This person may be referred to as a sales manager, marketing manager, or director of marketing. A large firm usually employs several marketing professionals: 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.

Marketing departments can be organized according to different principles. Each firm creates a marketing department in such a way that it will best contribute to the achievement of its marketing goals.

functional organization. The most common scheme is the functional organization of the marketing service. In this case, 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: marketing manager, advertising and promotion manager, sales manager, marketing research manager, and 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. But as the firm's product range and markets grow, this scheme loses its effectiveness. It becomes increasingly difficult to develop specific plans for each individual market or product, as well as to coordinate the marketing activities of the firm as a whole.

Geographic organization. In companies trading throughout the country, the subordination of sellers is often organized along geographical lines. The firm's marketing department includes a national sales manager. He directs the managers of the regional sales services, which are subordinate to the local sales agents. When organized geographically, salespeople live within the territories they serve, know their customers better, and work more efficiently.

Organization for commodity production. Firms with a wide product range and a variety of brands of goods use the organization for commodity or commodity-brand production. It does not replace the functional organization, but is another level of management. All commodity production is managed by a product line manager, to whom several product group managers report, who in turn report to product managers responsible for the production and sale of a particular product. Each product manager develops his own production plans, monitors their implementation, monitors the results and, if necessary, revise these plans.

The commodity production organization is justified in cases where the products manufactured by the firm differ significantly from each other, or when there are so many varieties of these products that, with a functional marketing organization, it is no longer possible to manage all this nomenclature.

Organization according to the principle of commodity production was first used in 1927 by Procter and Gamble. Her new Cameo soap did not do well in the market, and one of the young executives—Neil H. McElroy, later president of the company—was assigned to focus entirely on refining the product and promoting it. The work was a success, and soon other product managers appeared in the company.

A commodity production organization has a number of advantages. First, the product manager coordinates all marketing activities for that product. Secondly, he can respond faster than other specialists to problems that arise in the market. Thirdly, smaller, secondary brands of goods are not ignored, since the production of each of them can be managed by a separate manager. Fourth, product management is an excellent school for young leaders. In this job, they are involved in almost all areas of the firm's operations.

However, these benefits also come with costs. The commodity management system generates conflict, as commodity managers often do not have sufficient rights to effectively perform their duties. As product experts, product managers rarely become experts in functional areas. The commodity production management system is often costly due to the cost of labor costs. But experience shows that in critical situations this is the most effective method.

Market based organization. Many firms sell goods in different markets. For example, JSC Kuznetsk Iron and Steel Works sells steel to both railway organizations and industrial enterprises building materials, and many others. The use of a market-based organization is desirable in cases where purchasing habits or product preferences vary across markets.

Organization according to the market principle is similar to the system of organization for commodity production. The market manager in the marketing department oversees the activities of several market managers. The market manager is responsible for the development of long-term and annual plans for sales and other types of functional activities. The main advantage of this system is that the company builds its work in relation to the needs of consumers that make up specific market segments. Many firms have restructured their structure along these lines.

Organization according to the commodity-market principle. Firms that sell many different products in many different markets can use either a commodity production organization system, which requires product managers to know very different markets, or a market-based organization system, in which market managers must be familiar with a wide variety of products purchased in their markets. A third option is also possible: both product managers and market managers work at the same time. Such an organization is called a matrix organization.

However, such a system of organization is costly and raises many questions. Here are two examples.

1. What should be the organization of the sales staff? Should there be separate sales staffs for, for example, viscose, nylon and other fibers? Alternatively, the firm should group salespeople into the menswear, womenswear, and childrenswear markets. Or maybe you shouldn't specialize your sales force at all?

2. Who should set the price for a particular product in a particular market? In the example above, should the nylon production manager have final say in setting the price of nylon in all markets? What happens if the menswear market manager feels that nylon will not succeed in this market without price concessions?

Most managers believe that the introduction of separate positions of product and market managers is justified only for the most important products and markets of the company. Some are not at all embarrassed by either conflicts or costs, they are sure that the merits of the matrix organization outweigh them. Especially if it is supplemented with a developed system of self-government.

Marketing control system. In the course of implementing marketing plans, there are likely to be many surprises. The firm needs to control the activities carried out to be sure that the marketing goals are achieved.

Three types of marketing control can be distinguished: control over the implementation of annual plans, control over profitability, and control over the implementation of strategic goals. The task of monitoring the implementation of annual plans is to make sure that the company reaches all the indicators included in the annual plan. Profitability control consists in the periodic analysis of actual profitability for various products, consumer groups, distribution channels and order volumes. In addition, the firm may engage in marketing effectiveness research to find out how to improve the effectiveness of various marketing activities. Monitoring the implementation of strategic installations involves the periodic “retreat back” necessary for a critical assessment of the overall approach of the company to the market.

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Technology deployment of marketing activities in the company The program of activities at the first stage 1. Organization of the workplace.2. Determination of the degree of marketing orientation of the company.3. Marketing management functions.4. The choice of the structure of the future marketing

Marketing activity at the enterprise is a hot 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) of appropriate qualification; distribution of tasks, rights and responsibilities in the marketing management system; creation of conditions for the effective work of employees of marketing services (organization of their jobs, provision of the necessary information, office equipment); organization of effective interaction of marketing services with other services of the organization.

The organizational structure of marketing activities in an enterprise can be defined as a set of services, departments, subdivisions, which include employees involved in a particular marketing activity.

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

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

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 product range, a functional marketing organization is highly flexible and reactive due to ease of management. However, with the expansion of the range of manufactured products, production flexibility decreases, since the period of reaction to changes in external conditions increases. The functional structure of marketing is characterized by a weak flexibility of the strategy, since it focuses on achieving the current effect, and not on the introduction of innovations. Such a structure of marketing activities does not contribute to dynamism and innovation. In general, such a structure is an effective form of organization only in the sustainable production of a limited range of products. The functional marketing structure is the base for the rest of the forms.

1) Commodity-functional organizational structure of marketing management.

Enterprises producing a wide range of products (detergents, medicines, cosmetics) often create a management system based on the differences between the products. Such a marketing organization does not replace the functional organization, but is an addition to it. Commodity-functional organizational structure of management makes it possible to focus on managing the process of selling goods.

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

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

The manager for a particular product coordinates the entire marketing mix for each product and responds faster to emerging market problems. Such a marketing structure is more expensive than a functional one, since more labor costs are required due to an increase in the number of employees. Therefore, the organization of the marketing service along the product principle is common in large firms, where the volume of sales 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 particular product.

2) Market-functional organizational structure of marketing management.

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

The main advantage of a market organization of marketing 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 products, or a purely functional organization, in which the main focus is on the implementation of marketing functions. The market can be an industry or a segment of homogeneous buyers. The introduction of the position of market manager puts the needs of buyers in the spotlight. The main markets are assigned to the market managers, the latter cooperate with specialists from functional units in the development of plans for various areas of functional activity. Each market must have its own marketing strategy. The advantages and disadvantages of the market structure of management are essentially the same as the advantages and disadvantages of the commodity structure.

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

The main advantage (and at the same time a 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 an 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 its structure to the commodity one, but here the division is taken as a basis not by goods, but by markets. This principle is the basis of marketing if the company operates in a large number of markets, and the nomenclature is not too large or fairly of the same type. Regional orientation allows you to more deeply explore the needs of buyers; national, political, economic and other features of the regions; generate demand and stimulate sales; take into account regional peculiarities when developing the appearance of goods, 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 goal of the enterprise.

5) Matrix organizational structure of management

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 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 relations in the existing linear-functional structure of the enterprise, the institute of responsible executors of program activities is being introduced. This status is acquired by heads of enterprises, divisions and groups performing independent tasks under the program. Responsible performers are in this subordination. They report to the head of the program on the content, deadlines and results of the relevant tasks and activities. For all other issues of their activities, they report to their permanent leaders in accordance with the current hierarchy.

The duality of leadership, inherent in the organizational structure of matrix-type management, causes the following drawback: if there are difficulties 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 is the essence of the difficulties that have arisen. In addition, in such cases, there are also the usual frictions that should 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 prioritize their programs in conjunction with functional units. If, on the other hand, program managers cannot set priorities jointly with other managers and do not compromise when disagreements arise with other program managers, the problem is referred to higher management.

With such a dispute settlement system, functional managers are empowered to manage employees working in their field and monitor the integrity and completeness of ongoing research, design and other work. 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 of building the marketing structure of the enterprise are:

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

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

An effective system of communications between departments, providing a clear transfer of information - the system of communications must necessarily have feedback.

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

The marketing structure is not well known - the fewer links the structure is characterized by, the less time-consuming is the transfer of information from the bottom up and orders from the directorate from top to bottom.

Organizational restructuring can be quick and without reducing the efficiency of the enterprise, if the ability to change 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 the set marketing goals is the creation of internal organizational units in the enterprise marketing service.

• 1. Market research department, including: information and research group; product demand research team; market research technical service group. The information research group needs specialists in economic information, in the field of collecting and processing commercial information, and library and information services. The product demand research team should have experts in demand analysis and forecasting. In the technical service group, market research needs specialists in automated information processing and computers.
• 2. Department for product assortment management, including a group for: old product assortment management; managing the range of new products. In these departments there should be specialists in the formation of the product range, as well as product quality.
• 3. Sales department, containing subdivisions for operational and marketing work, the number and name of which are determined mainly by the breadth of the product range and the specifics of the production and economic activities of the enterprise.
• 4. Department for the formation of demand and sales promotion. Its structure, as a rule, includes advertising groups; sales promotion.
• 5. A service department is created only at enterprises producing complex equipment, machines. The department should employ specialists to manage 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 apparatus of the company's management, the central marketing services are the coordinating, planning and controlling bodies of the production and marketing management strategy. At the same time, most operational issues related to the implementation of a comprehensive market and commodity policy are resolved at the grassroots level - by the direct producers of a particular product.

Marketing management involves: building the organizational structure of 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 system for collecting and processing information, 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, and not on sales activities, which involves the creation of a marketing service and the organization of its work.

The marketing service of an enterprise is a subdivision operating on the basis of the principles and methods of marketing. 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 strategies and tactics; developing marketing programs and ensuring their implementation; substantiation of recommendations on product quality management; development of a marketing complex (commodity, price, sales policy and policy of demand formation and sales promotion) and ensuring its rational functioning.

The successful functioning of the marketing service of an enterprise involves complex activities of an economic, monetary, planning, technical, production, marketing 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 created structures should provide flexibility, adaptability and mobility of the system; feed-forward and feedback between marketing functional services general management enterprise; the relative simplicity of the structure; compliance of the structure of the marketing service with the degree of its effectiveness and the volume of sales of the enterprise, the specifics of the range of products and services, 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 go along 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 of conjuncture and prices; engaged in the study of the sales market and the analysis of price movements; formation of demand and sales promotion (FOSSTIS), whose responsibilities include the organization of advertising, sales promotion.

In 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. To the functions performed, forecasting of market conditions and prices is added; complex market research development of commodity policy; distribution of the product range for specific market segments; development of marketing programs. At the same time, the commercial department can also be strengthened.

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

The commercial department is designed to organize operational commercial service, preparation, conclusion and implementation of contracts, control over the document flow accompanying a commercial transaction. With a large amount of work in this department, sub-departments can be created by commodity, regional or mixed type. 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 manufactured products, as well as those intended for removal from production.

As a principle, the unity of the strategy and tactics of the manufacturer 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 improve production efficiency, the creative initiative of employees aimed at creating necessary conditions for the widespread introduction of innovations, improving the quality of goods, 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 has been able to produce. And to put this principle into practice, you need to know the functions of marketing, which are shown in Table 1.

Table 1

Marketing Functions

Analytic function	Production	Sales function	Command and control function
Market research	Organization of production of new goods	Organization of the distribution system	Organization of strategic and operational planning
Consumer Research	Organization of material and technical supply	Organization of the FOSTIS system	Information support of marketing management
Studying the brand structure of the market	Quality management with competitiveness	Providence of commodity policy	Management of risks
Product study	Service organization	Organization of the communication system at the enterprise
Analysis of the internal environment	Conducting a pricing policy	Organization of marketing control

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

The implementation of the concept of marketing in the enterprise requires the creation of an appropriate marketing service. At present, without such a service, which provides marketing research to study the prospects for demand, consumer requirements for the product and its properties, the trends of these requirements under the influence of various factors, it is difficult for manufacturers to survive in the competition. The ultimate goal of the functioning of marketing services is the subordination of 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.

Stage I - marketing as a function of distribution. Marketing of goods at this stage was relatively simple. The sales department plays a relatively important role.

Stage II - organizational concentration of marketing tasks as a function of sales. The emergence of sales problems and a better understanding of the role of marketing led to significant organizational changes.

Stage III - the allocation of marketing to an independent service, is characterized by the emergence of a specialized marketing service that has equal rights with other divisions of the enterprise. The head of marketing makes decisions about the appearance, packaging, product name.

Stage IV - consists in the orientation of all areas of the company's activities to the requirements of marketing. Marketing is considered as the main function of the company. In fact, most companies are in the third stage of marketing development.

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

1) Functional structure marketing. This form of organization means that marketing is on a par with other functional divisions of the company. Problems associated with such an organization: a) group selfishness, difficulties with coordination; b) the solution of tasks 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 ultimate goal; motivation decreases. (Appendix A)

Strengths of a functional organization:

ease of management - each performer has a circle of responsibilities that does not intersect with others;

The possibility of functional specialization of marketers contributes to the growth of their qualifications. Competition between individual performers stimulates efficiency.

Weaknesses of a functional organization:

Decrease in the quality of work with the expansion of the range of products;

Lack of mechanisms to search for non-traditional types and activities of the company;

· the possibility of turning healthy competition into a private interest, and not for the interest of the firm.

2) Organization by product. The more heterogeneous the program, the more diversified the company, the more dynamic the market, the better the organization by product. When organizing by product, functions relating to all products are usually transferred to the upper levels of management. (Appendix B)

Strengths of the commodity organization:

· full marketing the entire range of goods;

· the possibility of a comprehensive study of demand and identification of prospective consumers for the entire range of goods.

Weaknesses of the commodity organization:

a wide range of duties of each employee of the department for the assigned functions of the entire promotion complex.

3) Organization by clients. When organizing customer marketing, each department is assigned a specific customer group or market segment. Such a structure justifies itself if the market segments are large enough and differ significantly from each other.

4) Market organization is a division of responsibilities individuals divisions or their groups in different markets.

The division into geographic markets is effective if the company produces a limited range of goods, but sells them in a sufficiently large number of markets that differ from each other. (Appendix B)

Strengths of a market organization:

good coordination of services when entering the market;

Possibility of developing a comprehensive program for entering the market;

· more reliable forecast of the market, taking into account its specifics.

Weaknesses of the market organization:

complex structure;

low degree of specialization of the service;

Possibility of duplication of functions;

Poor knowledge of the product (of the entire range).

5) 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 product requirements. In companies trading throughout the country, the subordination of sellers often takes the form of an organization along geographical lines. The diagram shows the national sales manager, then the regional sales managers, then the area sales managers, the district sales managers, and the sales agents. When organized geographically, salespeople can live within the territories they serve, get to know their customers better, and work efficiently with minimal travel time and expense. Annex D)

6) Matrix marketing organization is based on at least two structuring criteria (Appendix E). With their help, companies try to overcome the problems that are characteristic of one-dimensional management structures.

When creating a marketing service in an enterprise, it is necessary to pay attention to the following questions:

What is the place of the marketing service in the structure of the organization.

How it interacts with other services.

Functions of the marketing department.

Education and number of employees of the marketing service.

Material base and principles of formation of the marketing budget.

The firm must develop a marketing structure that can take over all the marketing work. If the firm is very small, all marketing responsibilities can be assigned to one person. He will be entrusted with marketing research, sales organization, advertising, customer service, etc. This person may be referred to as a sales manager, marketing manager, or director of marketing. If the firm is large, it usually employs several marketing specialists: salespeople, sales managers, marketing researchers, advertising specialists, generic and branded product managers, market segment managers, and customer service workers.

Marketing activity only then becomes relevant for enterprises of a particular country (region) when the producer's market in this territory begins to turn into a consumer market, i.e. when the supply for a given product begins to exceed demand and the buyer begins to dictate his will on the market. The manufacturer can solve all his problems in the consumer market only through the active use of marketing methods and techniques. However effective application marketing tools presupposes the presence at enterprises of certain services (departments, bureaus), the main functional responsibility which would be the organization of marketing activities.

marketing management control planning

The marketing service (department or bureau) of the enterprise should deal with the following tasks:

constant monitoring of the market and analysis of the entire external environment (near and distant environment) in order to determine the possible directions for the development of the enterprise (firm) in the future;

organization of continuous collection, storage and processing of customer data in order to identify market development trends and forecast sales volume depending on the state of the external environment and the capabilities of the enterprise;

determination of the nomenclature of goods for production that will find sales in the market, as well as the consumer properties of these goods;

development of goods of market novelty;

determination of the onset of the recession stage for obsolete goods and the development of recommendations for their withdrawal from the market;

development of market strategies for the development of the enterprise and plans for specific actions to promote goods on the market;

implementation control technological processes and their correction in case of deviations that ensure a decrease in the quality of products and, as a result, difficulties in marketing;

creation of external communication systems, advertising campaigns, organization of public relations (public relations);

development of measures for the formation of demand and sales promotion (FOSSIS) and recommendations for their implementation;

participation in the creation and development of the mission of the company (enterprise), the formation and maintenance of high level her image.

The content of the listed tasks, which must be solved by specialists of marketing services, of course, is of a general nature. Therefore, each of them can be transformed in accordance with the specifics of a particular enterprise. This is the creative work that is required for highly effective marketing activities. Without it, it is hardly worth counting on success.

Marketing management methodology is basically similar to any management methodology. It consists of the following main blocks.

1) Formulation of the goals of the enterprise and the definition on the basis of this concept of marketing management.

2) Development of the enterprise management structure and determining the place of the marketing service in it.

3) Formulating the tasks of the marketing service.

4) Development of the structure of the marketing service and staffing in accordance with the tasks assigned to the service.

5) Recruitment and staffing.

6) Determination of methods and forms of setting tasks for management (planning and frequency of meetings and operational meetings).

7) Development of methods of reporting and control in the management of marketing in the enterprise.

9) Operational correlation of the marketing management structure in accordance with the current marketing strategy and tactics.