The deep introduction of marketing, its principles and methods into the activities of economic units, which has been taking place in recent decades, will radically transform it. Marketing has the most significant, transformative impact on business organizations, their policies, practices, organizational and managerial forms, methods of activity, and ultimately on efficiency and profitability if it is the beginning, and not the end of the company's business cycle.

All modern world practice confirms the correctness of the conclusion made by the famous American economist P. Drucker: “It is necessary to put a marketing specialist at the beginning, and not at the end of the production process and integrate marketing into every phase of the business ... Marketing should have an impact on design, release planning, economic analysis, exactly as well as on distribution, marketing and provision of services for the product.

Marketing has become not only a part of the activity of business units - it required a radical transformation or modernization of many basic provisions. In addition, the use of marketing has caused the need to reconsider the place of the principle of universal rationality, on which modern management theories were based until recently, and which means attempts to find external logic, build an abstract model of the decision-making process within the company, the motivation of personnel of different job levels, the process of choosing action alternatives firms under different market conditions.

This explains the search for opportunities to eliminate duplicating functions in the managerial link, the desire to build the entire system of cause-and-effect relationships that make it possible to form a mechanism for the most rational functioning of the management system that guarantees the success of the company. However, as practice shows, rationalism does not guarantee the success of the company, since it leads to the creation of a rigid immovable system that practically rejects any innovations in organization, technology and sales. Maximum rationality in management is a means of creating the most efficient system in a static external environment and unchanged technologies that the company uses.

In the conditions of dynamics, maximum rationality prevents the adaptation of management and production to rapidly changing trends, due to both the achievements of the scientific and technical process and purely economic reasons.

In the 40s - 60s of the last century American companies dominated the world market almost undividedly. Rigid centralized management systems formed by them gradually lost their effectiveness in the 70s and 80s of the last century, when there was a significant increase in competition from Japanese and Western European companies, and market factors acquired significantly higher mobility. Attempts to increase the dynamics of existing systems not only did not bring the desired results, but also made these systems more and more rigid and lacking in flexibility. The construction of new technologically advanced enterprises and the transfer of some production capacity to more advantageous geographical areas.

The solution to the problem was to change management thinking based on marketing. The dynamization of all processes occurring in the external and internal environment, the strengthening of competition and the change in the forms of its manifestation, the unprecedented variety of goods stimulated by the “revolution of consumer demand”, the sharply increased production capabilities to satisfy this demand required qualitatively new actions of the company and new ways of managing it. Factors of flexibility, the possibility of timely adaptation to systematically changing market requirements and consumer preferences, and new forms of competition have acquired paramount importance.

The possibility of moving to more flexible management structures was embodied in the creation of a new technological base for production, which gave it unprecedented flexibility (of course, within the limits of economic expediency), allowing it to quickly respond to changes. market demand and consumer preferences, accelerate the release of new products.

Rationalization has ceased to be an overwhelming dominant in the company's value system and its management activities. Along with rationalization, there is also the principle of the economic mission of the company - a commodity producer (in many respects even more important) - orientation towards the consumer and his needs, which meets the requirements of Marketing. In accordance with this principle, purely marketing structures of company management or hybrid forms were created, which is practiced, for example, by leading American automobile companies.

Marketing has made it possible to increase the role of the human factor as a decisive force in the implementation of all the main tasks of the company. Unlike economic organizations built on the principles of consistent rationalism (in such organizations there is an increased risk of losing the most talented and enterprising employees), firms that decide to use marketing as a truly creative force require not only active, enterprising, enterprising personnel from top to bottom, but also suitable conditions - organizational, material, moral.

Entrepreneurship, that is, the ability to take independent, mostly extraordinary actions, is one of the decisive conditions for effective marketing. Many successful firms encourage enterprising employees.

An entrepreneurial leader is one who thinks big, forward-thinking, and flexible; is able to analyze and correctly assess the state of the external and internal environment, promptly make and implement reasonable non-ordinary management decisions; convinces and interests the team in solving the tasks.

A positive attitude towards marketing, its philosophy and even the existence of a marketing program of action is not enough for marketing to become an active, effective force. The company's employees, especially management team, must be able to implement the principles of marketing in the practice of the company, overcome indifference or open resistance, inspire and support and strengthen marketing supporters.

The former stereotypes of managing that deny entrepreneurialism, which are hard to get rid of in Russia, still make it difficult to understand its essence. There is an opinion that entrepreneurialism is an uncontrolled right to make mistakes; actually we are talking about the right to risk, based on a real assessment of the situation. Showy activity, the appearance of creativity can only bring harm.

Naturally, the initiative acquires value only in those cases when it becomes necessary. However, in essence, any area of ​​the marketing (economic in general) activities of the company needs initiative decisions. The economic system of the company, constantly focused on the implementation of ideas, scientific, technical and other innovations and on the interests of consumers, guarantees its prosperity.

Enterprise - required quality manager, but it is necessary for almost all the staff of the company. Entrepreneurship of the manager in the conditions of passivity of all employees and their lack of interest in their activities is unlikely to lead to significant economic results.

The development of firms - commodity producers over the past decades, even more than before, proves the indisputable truth that practically in their activities only one element remains unchanged in their activities - the desire for profit. All other components of their activities (philosophy of entrepreneurial behavior, activity planning, organizational and managerial mechanism, forms and methods of working in the market, competition, organization marketing activities, Information Support marketing, etc.) are subject to systematic changes: some of them, which have completely exhausted their potential, are replaced by a more effective analogue, others are repeatedly modernized in order to eventually give way to more advanced ones.

organizational and management structures, forms of work, strategic approaches to solving problems, which also change both quantitatively and qualitatively.

Two main driving forces force the company to develop, change and improve:

The external, predominantly competitive environment - the constant advances taking place in it (economic, technological, social, political, and others), as well as the increasing giving of economic life of an international, moreover global, character, make economic units attach more importance to the issues of adaptation to ongoing changes in this environment , increasingly large-scale and private;

- the "logic of self-development" of the company itself, which is of an objective nature, but sometimes manifests itself actively, dynamically, fully and consistently, and sometimes passively and slowly. In the latter case, self-development is difficult due to the presence of various problems and the lack of proper and timely support from the management of the company and its staff.

The activities of firms in the 80s and 90s of the last century confirmed the legitimacy of the concept of their staged development: according to American economists from the Harvard Business School, K. Andrius, W. Gut, E. Lenida, B. Scott, K. Christensen, A. Chandler and others, the process of evolution of a firm from a small economic unit to a large corporation with a large volume international operations can be divided into three stages (phases) that firms go through first in the domestic and then in the foreign markets.

The concept of staged development proceeds from the fact that the improvement of the structure of the firm, in principle, involves an increase in the number and levels of managerial functions, levels of responsibility and hierarchy of goals.

Gradually accumulating quantitative and qualitative changes give impetus to a new stage of change.

Increasingly full use of opportunities by many firms means the presence of fundamentally new changes in their activities as a result of the transition of firms from traditional to new business organization (Table 4.5). However, it should be borne in mind that the reorganization process is extended in time not only in individual industries, but also in individual firms, especially large ones (for example, a large-scale reorganization of the organizational and management structures of General Motors firms took 10 years and did not lead to fundamental qualitative changes ).

The nature of the company's activities changes significantly with the absorption of its other business units, mergers, which inevitably cause structural and other reorganizations (Fig. 14.29).

The introduction of marketing into the activities of the company, as noted above, requires a lot of focused work, and first of all on the part of the company's management, which should clearly indicate the place and role of the headquarters in solving this problem (Tables 14.6 and 14.7). It is on how top management organizes the restructuring of the company's activities based on the principles and methods of marketing and on the manifestation of their will in achieving their goals in this area that the success or failure of this undertaking depends.

One of the most significant phenomena of the last decade in the field economic activity is the release of an increasing number of firms from almost all basic economic functions and their transformation into so-called shell (hollow) firms, only coordinating the functions transferred by them to other firms (Fig. 14.30 and 14.31).

A “shell” firm is a firm that does not own the means of production and can take over for a fee. transaction costs(Fig. 14.31). The task of the manufacturer remains only production, and what products to produce and how to sell them are already the problems of the "shell" company, which can shift them to subcontractors, advertising agencies and marketing firms, eventually turning into a virtual organization.

The observed rapid development of the "shell" form of management in modern business, which can lead to the destruction of the firm in its traditional sense, makes economists think. Back in 1937, the American economist R. Coase, in his work, for which he was awarded the Nobel Prize in 1991, theoretically substantiated the position that in conditions where everything is determined on the basis of the classical theory of supply and demand, the firm theoretically does not needed. To save it, Coase introduced a new type of costs - transaction costs, which he defined as follows: “In order to carry out a market transaction, it is necessary to determine with whom it is desirable to conclude a deal, inform potential partners about the terms of the deal, conduct preliminary negotiations, prepare a contract, collect information to make sure that the terms of the contract are being met, etc.” .

Flaw Money and the high proportion of barter transactions in the activities of Russian industrial enterprises have increased the need for the services of intermediaries, the methods of which are determined by the current economic situation in Russia. Theoretically, an intermediary is a "shell" firm to the zero degree, which is not engaged in product development, sales formation and other marketing functions. However, in specific Russian conditions a new type of intermediaries appeared - production coordinators.

An example of such a “shell” company is Alyuminkonstruktsiya, which operates in several sectors of Russia at once and does not own any means of production. However, it does not apply to purely intermediary firms. I will explain the essence of its functions with a specific example. In order to provide the oil refinery with pipes for drilling, Aluminkonstruktsiya buys aluminum scrap and supplies it to the aluminum plant. The latter can pay only with primary aluminum, which Aluminkonstruktsiya supplies to the rolling plant in order to produce drill pipes from aluminum. For the aluminum he needs, the rolling plant can only pay for the rolled products, including pipes. Pipes are delivered to the customer - an oil producing company, which pays with money.

The oil company cannot apply for pipes directly to the rolling mill because it does not have primary aluminium. Exchange functions of "Alyuminkonstruktsiya" in normal economic conditions perform money, but in their absence, transaction costs in barter chains (here it is “scrap - primary aluminum - pipes”) are quite comparable with production costs. This explains the emergence of "shell" firms in industrial processing, and not only in the consumer market. Many firms - analogues of "Alyuminkonstruktsiya" thus act as not pure intermediaries, but real organizers or coordinators of production; in their absence, the chain does not function, because the enterprises themselves either cannot or do not want to adapt to the “moneyless” market.

Of course, after the normalization of the economic situation, the need for this kind of "shell" firms disappears, but, as foreign practice shows, they will find new areas of application.

Table 4

Concepts of traditional and new organization

Concept of traditional organization	The concept of a new organization
1. Focus on operational issues 2. Focus on stability 3. Technology imperative 4. The most important resource is technology 5. Maximum fragmentation of work, simple and narrow specialties 6. External control (managers, staff of controllers, formal procedures) 7. Pyramidal and rigid organizational structure, development of vertical links ("subordination - leadership") 8. Autocratic management style 9. Competition, ambition 10. Low interest of the employees of the organization in success 11. Acting only in the interests of the organization or its units 12. Low risk appetite or risk aversion	1. Focus on strategy 2. Focus on timely adaptation to changes in the external environment and impact on the external environment 3. Organizational imperative 4. The most important resource is people 5. Optimal grouping of jobs, broad multi-aspect specialties 6. Self-control (self-regulating systems), self-discipline 7. "Flat" and flexible organizational structure, the development of horizontal links that ensure effective interaction between departments and employees 8. Democratic management style based on the interest of all employees in the overall success of the organization 9. Collaboration, collegiality 10. High interest of the employees of the organization in the overall success 11. Acting in the interests of not only the organization, but also society 12. Innovation orientation and associated risk appetite

The traditional organization arises in the conditions of standard technology and weak changes in the external environment. The new organization is a reaction to continuously developing technologies and rapid, often radical, changes in the external environment, causing the need to experiment, create in an increased economic market; since purely administrative management has become ineffective, it is required flexible management with the involvement of a manager with creative thinking.

As follows from the diagram, acquisitions, mergers and mergers have affected most of the global automotive industry in a relatively short period. The reasons for this are the desire of companies in the industry to strengthen their positions in the market, increase competitiveness, provide prospects for their development, and increase profits.

Keeping Priority automotive business in their activities, leading automotive companies seek to diversify it in order to insure themselves against possible failure in the automotive sector. For example, the sources of profit for the Fiat concern in 1995 were the following sectors (in%): automobiles - 42.1, industrial equipment - 12.3, agricultural machinery - 9.6, components and spare parts for cars - 6.9. financial activity - 4.9, etc.

Rice. 9. Major structural acquisitions, consolidations and mergers in the global automotive industry since 1985

Although the main organizational and management structures of the leading automotive companies have not undergone fundamental changes over the past decade and the traditional linear-functional structures in this industry still prevail, nevertheless, a certain modernization of structures is systematically taking place, reflecting changes in both the position and nature of the companies' activities, and in the market and economic environment as a whole. For example, Ford is reorganizing its operations by creating a "transitional" matrix management structure (Draft 2000), which, according to calculations, will reduce production costs 2-3 billion dollars a year.

Many automotive companies, including Ford, are creating "buffer" structures that take on the blows of the market elements and at the same time are flexible innovation centers that allow production to adapt to changing market requirements. Their main task is to ensure the rhythm, stability, purposefulness of the work of production units and, consequently, to promote the realization of their competitive advantages.

"Buffer" structures are created by separating from the traditional linear - functional structures of production departments, marketing, sales, advertising, warranty services (and sometimes logistics) into an independent functional group, the first official or his deputy and responsible for the timely and adequate reaction to market changes and actions of competitors. The performance by this group of the function of a "filter" and at the same time a "buffer" allows not only creating conditions for the stable operation of production, but also in a timely manner to form new goals and objectives based on the prospective requirements of the market.

The need to create "buffer" structures and market orientation of the general management scheme for automotive companies is due to the fact that in the presence of linear - functional structure management, combined with a subject (commodity) approach, it is impossible to organize a systematic receipt of information about the state and dynamics of the market, the purchasing behavior of consumers. The reason for this is the lack of well-established ties with the market environment in the general management schemes and the wrong orientation of subordination relations. The divisions directly involved in the promotion and sale of cars are part of a linear functional structure and report to one of its leaders (usually the deputy general director for economics), which narrows their capabilities, preventing them from fully tracking the life cycle of the product. Marketing of the same company requires the obligatory presence of a system feedback and control of market information, which is indicated in the recommendations for the use of GOST 40.9001-88 (ISO 9001-87), GOST 40.9002-88 (ISO 9002-87) and GOST 40.9003-88 (ISO 9003-87).

By virtue of the above, and it is required to move out of the main structure of the enterprise part of the marketing functions - primarily the sale of goods and the receipt consumer demand consumers, since it is this block of marketing procedures that allows you to correctly orient the entire process of creating goods.

Table 5

Table 6

External organizational framework

Production

Marketing

Rice. 10. circuit diagram redistribution of the functions of the "shell" company

In the 80s in Western countries appeared and began to spread new form economic activity: an organization (firm) transfers part of its business functions, primarily production, on a contract basis to third-party contractors; The "shell" company assumes the costs of the manufacturer associated with the formation of the range of manufactured goods, forms and methods of their implementation, finding target groups buyers, etc. - the so-called transaction costs.

In accordance with the principle of "taking the function out of organizational limits", "shell" (hollow) firms reserve only the general function of managing the entire process - from developing the idea of ​​a new product to selling it to the end consumer.

As practice shows, it is possible to successfully promote a product on the market under its own brand, not only having its own production base, but also sales, advertising, service departments, etc. For example, the American company Lewis Galob toys Inc. ”, only in 1981 - 1985 increased sales by 10 times. 115 employees directly worked in the company. Independent design and engineering firms developed toys for Galob, the production and packaging of which were outsourced to Hong Kong firms. The goods produced were imported into the US for sale through independent distributors. The very same company "Lewis Galob toys Inc." did not even deal with accounting operations, but sold incoming unpaid invoices factoring company, who was also in charge of the shell firm's credit policy. American firms engaged in the production of toys, shoes, clothing, sporting goods, are often "shell".

The removal of the traditional functions of a firm - a commodity producer beyond the intra-organizational framework has led to the fact that such a firm, being a manager, has several managers who coordinate the work of third-party contractors. Although there is a wide range of possible transitional forms that replace the traditional vertically integrated company, nevertheless, the emergence of "shell" firms has recently become a mass phenomenon. It is possible that such firms will become a typical form of business organization in the near future.

The first shell firms also appeared in Russia - for example, the City Sign company, which is engaged in the shoe business, is one of the most complex and dynamic, where fashion and, consequently, demand change every season.

City Sign overcomes these difficulties in the following way. In Italy, which is rightfully considered the legislator of shoe fashion, a design development is acquired, on the basis of which its own collection is created. At one of the small factories in Germany, Portugal, Brazil or Argentina, prototypes are ordered. After they are tested and adjusted to Russian specifics (for example, determining the most common women's shoe size in Russia), a batch of women's shoes is ordered at the same factory and sold through the City Sign dealer network and under its trademark.

The choice of factory is determined by changes in demand: high-quality leather shoes are preferable to be ordered in Germany, wicker shoes in Brazil, etc. Currently, City Sign cooperates with 25 factories in five countries around the world.

Nike Inc., the world leader in athletic footwear, has gradually outsourced its manufacturing operations to contractors in developing countries since its inception in 1964. Today, Nike is primarily a research, design and marketing firm, with the ability to invest most of the profits in R & D and advertising, and not in fixed assets.

"Shell" firms are also formed in the production of high-tech goods - for example, for Russian company R&K, using its technology, the Kvant plant (Zelenograd) assembles computers. A division of R&K collects information about components and obtains samples from their manufacturers for testing. Components are purchased through three purchasing offices in the US and Singapore.

In addition to the testing department, the company has a design department that develops engineering ideas in order to create computers with new characteristics. After the idea is translated into a model, the production specification is prepared, the production technology is worked out, and components are purchased, the final assembly is handed over to Kvant. The assembled batch of computers goes to R&K stores and is sold under the company's own brand.

R & K, as well as City Sign, Nike, Dovgan, saves on investments in production, being able to invest heavily in their brands and create an image for them. A brand (brand) is an effective way to minimize transaction costs.

Purchase of raw materials, materials, components

The cost of selling the manufactured product

Transaction costs

All work on market and consumer research, selection of target markets and buyers, determination of price levels, sales promotion, etc.

All preparatory work to find customers, develop delivery options, prepare contracts

Rice. eleven. Transaction costs in the structure of the total costs of the firm - commodity producer

Transaction costs are the costs of the firm associated with the implementation of transactions (transactions) through the market, which are carried out within the firm through administrative decisions. Such costs include all types of costs that precede the completion of specific transactions of the company with intermediaries and (or) directly with end consumers: the costs of market research, research of consumer purchasing preferences, development of product specifications with high consumer value, research of groups of potential buyers, their segmentation , access to specific customers, the formation of the optimal price level, advertising companies, sales promotion, etc.

By figurative expression famous American economist Oliver Williamson, "a market economy without transnational costs is physics without friction forces" .

Transaction costs approach zero if the business relationship between manufacturer and buyers, as well as between manufacturer and suppliers, is stable, prices and volumes are constant, the goods are the same. However, this is only theoretically possible. In reality, factors and conditions - supply and demand, market requirements, prices, supply volumes, quality characteristics of products - are subject to change.

All this forces the company to incur costs again and again, striving for the classical pricing mechanism. It should be noted that the author of the theory of transaction costs, the American economist Ronald Coase, called them the costs of using the price mechanism.

In other words, transaction costs are nothing more than the cost of a firm to adapt to changing market conditions primarily through the use of marketing tools.

graduate work

1.2 Fundamentals of marketing management

It is possible, especially at the beginning of the development of the concept of marketing, to confuse such completely different, but interrelated concepts as “marketing management” and “marketing management”. In order to avoid such confusion, it will not be superfluous to “dot all the j's and indicate what is marketing management and what is marketing management.

So, "marketing management", or "marketing management" is such a management that allows you to achieve the goals of the organization in obtaining the planned amount of profit due to its full focus on the consumer, on the ever more complete satisfaction of his needs and requirements.

The American Marketing Association, according to F. Kotler, understands marketing management as "the process of planning and implementing a pricing policy, promoting and distributing ideas, products and services, aimed at making exchanges that satisfy both individuals and organizations." Such activities of organizations are carried out in a certain environment, the elements of which interact with each other. In many of his books, Kotler uses the same scheme to explain the subjects interacting in the market, which, with some changes, is shown in Fig. 2.

Organizations in the structure of marketing management tasks should also provide for those that are aimed at meeting the needs of all market entities, except perhaps competitors (therefore, there are no connecting arrows between the enterprise and competitors). Suppliers, interacting with enterprises (manufacturers of products, services), should get their benefit and be satisfied with communication with them, as, indeed, the enterprises themselves should be satisfied with communication with suppliers. The same applies to intermediaries. Only with mutually beneficial relationships with these two groups of market entities can an enterprise achieve mutually beneficial relationships with end consumers, which, in fact, is the essence of marketing management. Market entities have to establish such mutually beneficial relations under constant, not always predictable, but almost always in the complete absence of any opportunities for a beneficial impact on it, pressure from various environmental circumstances, presented in Fig. dotted arrows.

Rice. 2 The system of interaction between market entities in the organization of marketing management at enterprises

The two categories -- marketing management and organizational cultures -- are closely related. Moreover, the dependence is such that marketing management also requires a marketing organizational culture. Foreign companies also did not immediately come to the idea of ​​marketing management.

The emphasis on the managerial aspect of marketing is a relatively new phenomenon... Until recently, marketing was seen not as a managerial activity... but rather as a combination of social and economic processes... Management approach to the study of marketing arose in the 50s and 60s. Its founders, including F. Kotler, define marketing management as a decision-making process based on analytical foundations borrowed from economics, psychology, sociology and statistics ... Gradually, marketing management is recognized as a function of business activity, which is the development a more traditional approach known as sales management, which focuses on product development and planning, pricing, promotion, and distribution.

The evolution of the views of foreign companies on the place and role of marketing in the structure of other management functions (or, in other words, other management objects) is well shown by Kotler in one of his books.

If we highlight such as marketing, production, finance, human resources as the main objects of management in enterprises, then the change in the attitude of the management of enterprises to marketing looks like this is shown in the figures below.

On fig. 7 and represents, in fact, marketing management. As we can see, the path to it could not be easy and short. Such a role of marketing is possible only with a marketing organizational culture, when each employee of the organization is fully aware that the overall success of the enterprise in the market depends, among other things, on his personal relationship with the end consumer, even if he does not have direct contacts. Dibb S., Simkin L. Practical guide on market segmentation / Per. from English. St. Petersburg: Peter, 2001.

F. Kotler constantly emphasizes that marketing management, since it is focused on creating and strengthening mutually beneficial relationships with the consumer, has nothing more than market demand management as its main goal. And since demand is a very dynamic category, i.e. is subject to rapid changes, the importance and significance of the conceptual approaches of marketing management for enterprises can hardly be overestimated. In practical terms, demand management involves constant marketing work with two groups of buyers - permanent and new.

Using strategies aimed at attracting new customers and making transactions with them, companies do everything possible to retain existing customers and maintain an ongoing relationship with them. Why is there such a focus on customer retention? In the old days, companies operated in an extensive economy, and the rapid development of markets made it possible to use the so-called leaky bucket approach in marketing. The expansion of markets meant the continuous emergence of a large number of new consumers. Companies were able to constantly replenish the marketing "bucket" with new customers, without worrying that the old ones leave the "bucket" through the "leaky bottom". Today, however, companies are facing new realities, both in the economy and in marketing. Demographic changes, slowing economic growth, more sophisticated methods of competition, excess production capacity in many sectors of the economy - all these factors lead to the fact that new customers are becoming less and less. Many companies are now vying for shares in declining or declining markets. Therefore, the cost of efforts to attract new customers increases. More specifically, it costs five times more to acquire a new customer than it does to retain a satisfied customer.

In order to retain a former customer, it is necessary to constantly ensure a high consumer value of the product (service) and its maximum satisfaction. This is not possible without marketing management. If the company's attitude to marketing corresponds to the one shown in Fig. 6 and 7, then we can talk about improvement, and if, as in Fig. 1, then only about the transition to the concept of marketing management (graphically depicted in Fig. 7 of the same digression).

Thus, marketing management is such a process of situation analysis, planning, implementation of plans and control, which is based on the principles of a mutually beneficial exchange for all participants, bringing, in addition to economic benefits, a sense of complete satisfaction to each of them. Marketing management is the highest form of marketing in general.

Marketing management, in contrast to marketing management, is a set of procedures and actions aimed at organizing marketing activities in an enterprise. Perhaps there would be no confusion between these concepts if instead of the term "marketing management" the term "management of marketing" was used. marketing activities". But as soon as the first of them took root, then it should be used.

The term “marketing management” is quite appropriate, although sometimes one can hear objections to its use, the essence of which is that marketing itself is one of many management concepts, and therefore cannot be an object of management. But since marketing consists of a set of interrelated tasks, procedures, etc., then there is something to manage in it, which means that “marketing management” is the same completely legitimate term as, for example, “production management”.

Marketing management usually includes such procedures as the development of marketing plans, the design and development of the structures of marketing departments, including the development (improvement) of documents regulating their activities, the preparation and planning of marketing research, and the coordination of actions of non-marketing departments in solving marketing problems. .

Of course, marketing management should include everything that leads to the coordinated activities of departments and individual employees of the enterprise's marketing services: orders, orders, instructions, etc.

In other words, marketing management is everything that is aimed at streamlining and coordinating actions, and not only actions, but also thoughts, ideas of employees of both marketing and non-marketing departments of enterprises that provide marketing management of their activities, i.e. . management that aims to achieve organizational goals by solving customer problems.

This traces the relationship between marketing management and marketing management. Establishing such a relationship is certainly not easy. But if the enterprise succeeds, success in the market is guaranteed to it. Establishing such a connection requires the use of certain methodological techniques by managers, many of which are still waiting to be developed, so this part is marked as a problem area.

It has already been mentioned above that marketing itself is a management function. A function in management should be understood as a set of interrelated tasks. And since several fairly independent blocks of interrelated tasks can be distinguished in the structure of marketing, that is, it is quite reasonable to talk about the functions of marketing itself.

On fig. 8 highlights three enlarged marketing functions. These include market research, production of goods in accordance with the results of this research and marketing.

Rice. 8 Marketing Functions

This diagram shows four global marketing functions. The fourth is the function of management and control (actually, marketing management). The purpose of Fig. 8. consists in explaining the very nature of marketing, its content and no more. But since marketing itself needs to be managed, that does not require any special evidence. Zavgorodnyaya A.A., Yampolskaya D.O. Marketing planning. St. Petersburg: Peter, 2002.

Domestic enterprises had and still have a clearly defined production orientation. Obviously, at the beginning of the reform, some changes took place among their traditional buyers. The enterprises knew nothing about these changes and, which is typical for many enterprises at the beginning of reforms, they did not even try to find out. Created goods, services, and then wondered why no one buys? This is the main feature of industrial orientation. To avoid such situations at domestic enterprises, they can be offered to change their orientation from production to marketing.

For this you should:

· create a marketing department (service) with a clearly defined structure of functional tasks;

· to rethink and change the philosophy of production interaction between managers of different levels of enterprise management in accordance with the requirements of marketing orientation;

· conduct a thorough study of the market for its boundaries, needs, requirements, requests, consumer values, quality;

· to choose the concept of management of production and marketing of this product. Market research results may suggest it.

Perhaps the concept of improving production is quite suitable, then the efforts of managers, specialists and workers should be directed to improving technologies, reducing production costs and prices. If it's not just about prices (or not at all about prices), then the concept of product improvement or the concept of integrated marketing can obviously help. The latter, of course, is more reliable and better, but it will also require large expenditures for implementation. However, the results may be more tangible than with the concept of product improvement. As for the concept of socially ethical marketing, it is not suitable for every enterprise.

Thus, the problems of many domestic enterprises (naturally, not all) lie in the lack of effective and efficient marketing in their activities. The transfer of the enterprise management system from a production orientation to a marketing one, as required by a market economy, will certainly solve these problems completely, although not immediately. Positive examples of such a reorientation are quite convincingly demonstrated by some Russian enterprises.

Many people think that marketing is mainly about advertising and sales. However, this is not the case. And the management of Russian enterprises, when creating their own marketing services, needs to keep this in mind.

You can complete the disclosure of the conceptual and conceptual aspects of marketing management with the following conclusions:

Marketing is “a type of human activity aimed at meeting the needs and needs of people through exchange”, it is “foresight, management and satisfaction of demand for goods, services, organizations, people, territories and ideas through exchange”, it is the production of what people , of course, they will buy, and not an attempt to sell what the enterprise is capable of producing.

· The replacement of planned management mechanisms by market ones, carried out in the course of economic reform, unequivocally presupposes the creation and development of marketing services at Russian enterprises.

Marketing as a concept of enterprise management focused on mastering the market originated abroad, and, therefore, in the course of economic reform, it is necessary to convert it into a structure Russian mentality and infrastructure.

The functional area of ​​marketing consists of three major functional blocks:

1) market research;

2) production of products corresponding to the structure of requests;

The evolution of marketing concepts can be traced in the direction from improving production to production and marketing with the aim of simply increasing its volume and reducing costs to taking into account in the consumer properties of the product not only the needs and needs of people (“integrated marketing”), but also the requirements of society in general for the protection of the environment, moral and moral foundations.

The marketing concept of enterprise management is based on such basic working concepts as needs, requirements, requests, goods, customer value, satisfaction and quality, exchange and transaction, market. The needs of people exist objectively, they do not depend on their will and consciousness, and they are not created by people. Needs are subjective - they are created by people. The main function (purpose) of marketing is to know the true needs and - based on the latest achievements in science, technology, technology - to create new needs that satisfy the old needs at a higher consumer level. If the study of needs and requirements is necessary for marketers to improve (develop) the consumer properties of the product, then the study of requests allows you to plan (determine) production volumes. The study of goods contributes to the development of their consumer properties, exchange and transaction procedures, and increased sales efficiency. The orientation of the activities of enterprises to the needs of consumers is the essence of marketing management, which is based on marketing organizational cultures.

Table of contents

INTRODUCTION

CHAPTER 1. THEORETICAL AND PRACTICAL ASPECTS OF ERFOLG MARKETING MANAGEMENT

1.1 The concept and essence of marketing management in the enterprise

1.2 Fundamentals of marketing management

1.3 Methods for assessing the quality of marketing management systems in an enterprise

CHAPTER 2. RESEARCH OF THE MARKETING MANAGEMENT SYSTEM IN ERFOLG LLC

2.2 Analysis of the external and internal environment of the organization

2.3 Development and competition strategy at Erfolg LLC

2.4 Market analysis

2.5 Analysis of the personnel management system

2.6 Assessment of the state of marketing at Erfolg LLC

CHAPTER 3. DEVELOPMENT OF ACTION PLAN TO IMPROVE THE MARKETING MANAGEMENT SYSTEM IN ERFOLG LLC

3.1 Creation of a vocational training center as an element of improving the marketing management system.

3.2 Improving the quality of advertising as an element of improving the marketing management system

3.3 Cost-benefit analysis of proposed activities

CONCLUSION

LIST OF USED LITERATURE

INTRODUCTION

Relevance thesis topic "Marketing management at the enterprise in modern conditions" is due to the fact that the most important task strategic management is the establishment and maintenance of dynamic interaction of the organization with environment, designed to provide it with competitive advantages, which is achieved by providing the buyer with the company's product. Therefore, marketing objectively occupies the position of one of the leading functions of strategic management. For a number of organizations, depending on what goals they pursue and what strategies they implement, marketing is a key function that ensures their successful functioning. Moreover, with the transition to a management philosophy, according to which the company should be fully oriented in its activities to the needs of the client, and not try to produce products that are convenient for it, which they then try to sell to the client in any way.

Target thesis work - the study of the marketing management system at the enterprise, obtaining the necessary data and finding solutions to improve it.

To achieve the goal of the study, it seems appropriate to solve the following tasks:

Object of study– Erfolg LLC.

Subject of study- marketing management system.

Research methods: information bases were the works of foreign and domestic authors, reporting data of the enterprise, Internet resources.

The study of the topic of the work is presented in three chapters:

The first chapter presents the theoretical and practical aspects of the management system, which include concepts, the essence of the marketing management system, organizational characteristics and analysis of the internal and external environment of the organization under study, analysis of the organizational management structure, functional areas of marketing.

The second chapter analyzes the economic results production activities of the organization under study, marketing management system and personnel management system.

In the third chapter, according to the results of the study, measures are proposed to improve the marketing management system in the enterprise under study.

The differences between them are well represented in the monograph by P.S. Zavyalova and V.E. Demidov in the form of a table, reproduced with some minor changes and abbreviations (table 1.1).

Table 1.1

Differences in the activities of enterprises with marketing and production organizational cultures

Marketing organizational culture	Industrial organizational culture
1. Top management comes first...
… buyer's needs	…manufacturer's needs
2. In the highest positions are ...
So, "marketing management", or "marketing management" is a management that allows you to achieve the goals of the organization in obtaining the intended amount of profit due to its full focus on the consumer, on the ever more complete satisfaction of his needs and requirements. The American Marketing Association, according to F. Kotler, understands marketing management as "the process of planning and implementing a pricing policy, promoting and distributing ideas, products and services, aimed at making exchanges that satisfy both individuals and organizations." Such activities of organizations are carried out in a certain environment, the elements of which interact with each other. In many of his books, Kotler uses the same scheme to explain the subjects interacting in the market, which, with some changes, is shown in Fig. 2. Organizations in the structure of marketing management tasks should also provide for those that are aimed at meeting the needs of all market entities, except perhaps competitors (therefore, there are no connecting arrows between the enterprise and competitors). Suppliers, interacting with enterprises (manufacturers of products, services), should get their benefit and be satisfied with communication with them, as, indeed, the enterprises themselves should be satisfied with communication with suppliers. The same applies to intermediaries. Only with mutually beneficial relationships with these two groups of market entities can an enterprise achieve mutually beneficial relationships with end consumers, which, in fact, is the essence of marketing management. Market entities have to establish such mutually beneficial relations under constant, not always predictable, but almost always in the complete absence of any opportunities for a beneficial impact on it, pressure from various environmental circumstances, presented in Fig. dotted arrows. Rice. 2 The system of interaction between market entities in the organization of marketing management at enterprises E(UV) = f (E(P), E(O), E(M), E(K)). (1.3) The effectiveness of demand management is represented by a function of the performance indicators of the main marketing functions of an industrial enterprise: product management (Ut), sales management (Usb), price management (Uc), communications management (Uk): E (US) \u003d f (E (U t), E (U sb), E (U c), E (U k)). (1.4) At the same time, B.A. Solovyov, having determined quite fully the structure of the marketing management system, did not unambiguously structure it and did not offer a methodology for evaluating its effectiveness. 2. Methodology for evaluating the effectiveness of the marketing management system industrial enterprise(according to Ponomarenko I. and Pokhabov V.) Based on the marketing efficiency factors proposed by B.A. Solovyov Ponomarenko I. and Pokhabov V. developed a methodology for evaluating the effectiveness of the marketing management system of an industrial enterprise during the transition to market relations. The meaningful meaning of each factor of the marketing management system is presented in table 1.2. The purpose of the proposed methodology is to determine the size of the gap between the current and desired level of development of the marketing management system. Let us consider in more detail each structural component of the marketing management system (table 1.2). Table 1.2 The system for evaluating the effectiveness of marketing management of an industrial enterprise during the transition to market relations 1. Efficiency of activity management 1.1. Market orientation of senior management 1.1.1. Orientation to the needs of consumers of top management; 1.1.2. level of education and degree of mobility of top management; 1.1.3. degree of risk acceptance by top management. 1.2. Market orientation of personnel 1.2.1. attitude towards marketing of non-marketing divisions; 1.2.2. willingness to change the team as a whole; 1.2.3. presence of "corporate spirit". End of table 1.2 1.3. Interaction between top management and staff 2.2.3. the qualitative composition of the marketing staff; 2.2.4. coordination of work in the marketing department; The presence of a portfolio of orders; If the value of the factor (indicator) is acceptable, then the factor receives the rating "+ 1", if the value of the factor is not acceptable, then it receives a negative rating"- 1", if the factor has an acceptable value, then it receives a zero score. In addition, each of the listed indicators for assessing the marketing potential has its own weight, whichreflects its significance (priority) in comparison with other indicators and is evaluated on a scale in fractions of one. The weighting of indicators of the scale of the market and competition can be 0.3; sales volume - 0.2; the presence of a portfolio of orders and advertising costs - 0.1 each. The weight of each indicator is determined by the product of its weight and the level of "desirability". The total value of the marketing potential is determined by the sum of the obtained values ​​of the indicators. In our opinion, the above methodology has a number of shortcomings that make it difficult to apply in enterprises. 1. The rating that is assigned to the indicators is relative, since it is difficult to unequivocally determine what the authors mean by “value acceptability”. 2. The factor assessment scale has only three values ​​(-1, 0, +1), which do not allow to accurately determine the level of the assessed indicator. 3. The weight of each indicator should be determined individually for each enterprise, depending on various factors of the macro- and microenvironment, such as the size of the company, the type of products produced, the structure of the assortment, sales markets, etc. 4. For a qualitative assessment of the marketing potential, the presence of five performance indicators is clearly not enough. Thus, the proposed method is most effective for express analysis of the state of marketing in an enterprise and subsequent comparison of its level with other enterprises. 5. Assessment of the marketing potential of the enterprise (according to Popov E.V.) The purpose of research Popova E.V. introduced into scientific circulation economic category marketing potential and filling it with specific functional content for possible practical application. To identify the specific content of the marketing potential, a problem-analytical approach was applied - a hierarchical structure of the components of the potential is presented. In this case, at various levels of presentation, this category integrates an increasing number of tools as the analyzed problems become more detailed. As a result, a certain pyramid is obtained, at the head of which is the actual potential of marketing, and at the base - techniques, models, algorithms and methods for setting up the marketing activities of the enterprise. In an enlarged plan, Popov E.V. considers the potential of marketing as the sum of methodological, human, material and information resources that provide marketing activities. Thus, the functional dependence of the marketing potential (P) is determined by the following formula: P = f1(PI, PII, PIII, PIV), (1.5) where PI is the potential of marketing tools (methodological); PII - the potential of marketing personnel (human resources); PIII - the potential of marketing material resources; PIV - the potential of marketing information resources of the enterprise. Value (1.5) determines the first, largest level of representation of the potential of marketing, conventionally called the resource level of potential. The second level - aspect - more detailed, can be represented by various aspects of the marked resources. So, the different sides of the potential of marketing tools are the potentials of analytical, production and communication. Thus, at the aspect level, the potential of marketing tools can be represented as a function: ПI = f21(Па, Пп, Пк), (1.6) where P a, P p, P k - analytical, production and communication potentials of marketing tools, respectively. At the same level, the potential of the staff is a function of the potentials staff qualifications(P q), staff experience (P op) and management structure(P us): PII \u003d f22 (P kv, P op, P us). (1.7) The potential of material resources, in turn, can be represented as a ratio: PIII = f23 (P in r, P fr), (1.8) where Pvr is the potential of material resources; Пfr – potential of financial resources. And, finally, at the aspect level, the potential of information resources should be presented in the form of a functional additive dependence on the potentials of system support (P co), application programs(P pp), work with databases (P bd) and external communication (P sun): P IV \u003d f24 (P co, P pp, P bd, P sun). (1.9) However, the aspect level of the marketing potential is quite large, since it combines only twelve components and cannot give an objective assessment of the applicability of economic tools by an enterprise. A more detailed, third, divisional level describes the content of the potentials of the second level, depending on the sections of the marketing apparatus. So, the classic sections (divisions) of the complex of marketing tools are: marketing research, marketing information systems, market segmentation, product development, pricing, sales and promotion (advertising, personal selling, the formation of public opinion, sales promotion) goods. The fourth level, methodical, represents the dependencies of the potentials of the third level on various methods of applying the marketing complex. For example, a marketing research capability may consist of marketing research planning, research concept development, desk, field and market research, research foreign markets, simulation studies. Formation potential public opinion, in turn, consists of the potential of product propaganda, lobbying, the formation of the company's image and corporate culture, constant and periodic work with the media. And, finally, the fifth level of marketing potential, concretizing, is formed by specific techniques, methods and algorithms developed in world and domestic economic theory and marketing practice. For example, desk research should include analysis of the microenvironment and macroenvironment of enterprises, field marketing research - surveys, observations, experiments, panel studies and expert assessments, market research - risk assessment, market capacity, product offerings and demand elasticity, as well as demand forecasting . Numerical assessment of the potentials at each level allows you to assess the marketing potential of the entire enterprise or group of enterprises. In our opinion, the proposed methodology for assessing marketing potential has an incomplete structure, namely, it does not define a specific range of indicators by which it is necessary to assess the state of marketing activity. In addition, it should be noted information overload, which can lead to difficulties in the practical use of this technique. 6. Evaluation of the marketing potential of an enterprise based on the use of cyclic, systemic (detailed) and diagnostic approaches (according to Barancheev V. and Strizhov S.) To assess the marketing potential, the authors propose to use cyclic, systemic (detailed) and diagnostic approaches. The marketing potential of the firm (φ ms) in the case cyclical review will represent a tuple (1.10) or union (1.11) of four components: φ ms =< φ н; φ пр; φ р; φ по; >, (1.10) φ ms = U(i=1;4) φ i, (1.11) Where φ n - the marketing potential of the enterprise in the R&D phase; φ pr - the marketing potential of the enterprise in the production phase; φ р - marketing potential of the enterprise in the implementation phase; φ by - the marketing potential of the enterprise in the consumption phase; φ i is the marketing potential of the enterprise in the i-th phase. The integral assessment of the marketing potential of an enterprise can be defined as the sum of the products of phase potentials and their specific weights (αi): φ ms = Σ (i =1;4) φ i x α i under the condition Σ (i =1;4) α i = 1. (1.12) Studies of the potential of marketing systems at a number of enterprises made it possible to draw up the following scheme of cyclic analysis: 1) a description of the life cycle of the enterprise (history and dynamics of development) and the establishment of the actual stage, that is, the stage at which the enterprise is currently located; 2) analysis of phases and stages of the life cycle of enterprise products; 3) research of marketing functions in each phase and at each stage; 4) analysis of the functions and results of the activities of marketing services by stages of the life cycle of demand, strategic areas of management; 5) analysis of the life cycle of technologies and methods used by the company to create products and provide services; 6) analysis life cycles goods in the strategic areas of the company; 7) establishment of an integral assessment of the potential of the marketing system of the enterprise; 8) development of proposals for the further development of the marketing system. The marketing potential of the firm in the case system view can be considered as a tuple (1.13) of private potentials that characterize the degree of readiness of marketing resources (φ res), the organizational mechanism of marketing (φ org) and the ability to achieve the required marketing results (φ res). In the tuple (1.14) in organizational mechanism marketing highlighted "hard" and "soft" elements (φ zheo and φ meo). Tuple (1.15) reveals the components of the organization's marketing potential at the elemental level: φ ms =< φ рес; φ орг; φ рез; >; (1.13) φ ms =< φ рес; φ жэо; φ мэо; φ рез; >; (1.14) φ ms =< φ к; φ б; φ и; φ ф; φ сп; φ т; φ с; φ уст; φ оп; φ цп; φ ур; φ э; φ ч; >. (1.15) At the last elemental level (1.15), the following detailed list of components is used: Φ to - potential, marketing personnel; φ b - the potential of the marketing material and technical base; φ and - marketing potential information base; φ f - the potential of the financial resource of marketing; φ cn - the potential of strategic marketing planning; φ t is the potential of the technology of processes and methods of marketing and marketing management; φ with - potential organizational structure marketing and marketing management; φ mouth - the potential of the managerial style and organizational behavior of the company's management and personnel (reactions to influences and situations) in the field of marketing; φ op - the potential of staff skills, the experience of the company's team in solving marketing problems; φ cp - the potential contained in the values, positions, concepts, traditions of the company shared by the marketing personnel (including all company personnel in the field of marketing values); φur is the potential that characterizes the company's ability to conduct certain marketing research, develop and implement the necessary marketing solutions, and provide the required marketing services; φ e - the potential that characterizes the company's ability to achieve certain economic results of marketing activities; φ h is the potential that characterizes the company's ability to achieve certain social results of marketing activities. The integral assessment of the marketing potential for the considered levels of activity of system analysis is defined similarly to expression (1.12) as the sum of the products of partial assessments of potentials and their specific weights (significance coefficients). Systematic analysis of the marketing function of the enterprise allows you to establish the procedure for analysis, the procedure for assessing the marketing potential. The authors of the methodology recommend the following scheme for its analysis and evaluation: 1) description of the problem of enterprise development; 2) formulation of a marketing problem included in the program for solving the problem; 3) description of the system model of the marketing function (discloses the internal, external environment, groups of factors influencing marketing activities); 4) the resource marketing potential is assessed in relation to the set innovation task; 5) the organizational marketing potential is assessed (including "hard" and "soft" elements); 6) the ability to achieve the desired results of marketing activities is assessed; 7) an integral assessment of the marketing potential of the company, its readiness to solve the task is established, formulated general conclusions by analysis; 8) the main directions of the enterprise preparation project are determined to achieve the required marketing potential, a task is drawn up for the development of an innovative marketing project. Diagnostic analysis and diagnostics of the state of the company are carried out according to a limited range of parameters accessible to both internal and external analysts. The mandatory conditions for a qualitative diagnostic analysis include: a) the use of knowledge of the system model and, in general, system analysis of the object under study; b) knowledge of the relationship of diagnostic parameters with other important parameters of the system in order to assess the state of the entire system, or its essential part, based on the state of the diagnostic parameter; c) information about the values ​​of the selected diagnostic parameters must be reliable, since when the parameters are limited, the risk of losses increases due to an inaccurate diagnosis of the system state. Carrying out diagnostic analysis requires certain skills and information base (first of all, it is necessary to monitor and dossier on each competitor, counterparty, intermediary). In a simplified form, the scheme of diagnostic analysis of the marketing potential of an enterprise is as follows: 1) maintaining a catalog of control actions on the marketing system; 2) maintaining a catalog of situations with the state of the external marketing environment of the enterprise; 3) maintaining a catalog of diagnostic parameters characterizing external manifestations marketing system; 4) maintaining a catalog of structural parameters that characterize the internal state of the marketing system; 5) establishing the relationship between the structural and diagnostic parameters of the marketing system of the enterprise; 6) observation of diagnostic parameters and processing of statistical data; 7) assessment of structural parameters; 8) assessment of the state of particular parameters of the marketing system and determination of the integral assessment of its potential; It is obvious that this concept is limited only to recommendations, it also does not define a specific range of indicators by which it is necessary to assess the state of marketing activities. Thus, the analysis of methods for evaluating the effectiveness of the marketing system of an industrial enterprise required the formulation of a scientific problem - to apply research and development on the theory of evaluating the effectiveness of the marketing of an economic entity to the maximum extent to improve it. commercial activities and increasing competitiveness. Chapter 2. RESEARCH OF THE MARKETING MANAGEMENT SYSTEM IN ERFOLG LLC 2.1 Organizational and economic characteristic LLC "Erfolg" Erfolg Limited Liability Company (hereinafter referred to as Erfolg LLC), was established in accordance with the Civil Code of the Russian Federation, the Law on Companies, and other regulations, approved by the founders in October 2004. The Society is a commercial organization, and its activities are aimed at meeting public needs and making a profit. The activities of the company, the rights and obligations of its founders are regulated by the Civil Code of the Russian Federation, the Law on Societies, other regulations governing the activities of legal entities, the Charter approved by the leaders. The formed company is a legal entity, the status of which is determined by the Charter of the company. The Company has separate property, has a current account and other bank accounts. The Company has a round seal with its name, service marks, other paraphernalia and exclusive rights to use them. The supreme governing body of this company is the general meeting of the participants of the company. Meetings of founders are regular and extraordinary. All members of the company have the right to attend the general meeting of members, take part in the discussion of agenda items and vote to make decisions. Management of the current activities of the company is carried out by the director - the sole executive body of the company. The director of the company is accountable to the general meeting of participants. The director of the company is elected general meeting members for 5 years. Figure 9 shows the organizational structure of the meat processing plant. Rice. 9 Organizational structure of the meat processing plant The audit of the financial and economic activities of the company is carried out on the basis of the results for the year, or at any time at the initiative of the director. The activities of Erfolg LLC are terminated on the basis of and in accordance with the Civil Code of the Russian Federation, the Law "On Insolvency (Bankruptcy) of Enterprises", by decision of the company's participants, in other cases and on the conditions provided for by law. The property remaining after satisfaction of the creditors' claims is transferred to the participants who have real or liability rights to this property in relation to Erfolg LLC. The optimal range of products manufactured by Erfolg LLC is 60 items. The product range is the most diverse. The enterprise produces wieners, sausages - 8 items, boiled sausages - 15 items, semi-smoked sausages - 10 items, boiled-smoked sausages - 4 items, ham sausages - 3 items, smoked products - 14 items. In addition to the production of mass types of sausages, the company produces semi-finished products - 6 items. The purchase of raw materials (meat) takes place both from individuals and from collective farms at a price: pork - 80 rubles, beef - 65 - 70 rubles. (as of February 1, 2006) Today, one of the main tasks of the meat processing plant is to expand the sales market for finished products, expand the range of finished products and maintain quality at high level. In terms of the quality of its products, Erfolg LLC has become one of the leaders in the meat industry. Table 2.1 The main economic indicators of the activity of Erfolg LLC in dynamics. No. p / p

ACADEMY IM. N.V. VERESHCHAGINA

Faculty of Economics

Department of Production Management

Graduation project

“Improvement of the marketing management system in LLC “Xxx”

Diploma Supervisor,

Art. teacher

Dairy

Introduction

2. Organizational and economic characteristics of LLC "Xxx"

2.1 General economic characteristics of LLC "Xxx"

2.2 Economic retrospective of LLC "Xxx"

2.3 The current state of the enterprise management system

3. Characteristics of the marketing management system of LLC "Xxx"

3.1 Marketing functions performed in the enterprise

3.2 Methods of marketing analysis used in the enterprise

4. Improving the marketing management system in LLC "Xxx"

4.1 Improving the structure of the commercial department

4.3 Improving the methods used at the enterprise

4.4 Calculation of the effectiveness of project implementation

Conclusions and offers

keeping

With all the variety of forms of entrepreneurship, there are key provisions that apply in almost all areas of commercial activity and for different firms, but are necessary in order to prepare in a timely manner and circumvent potential difficulties and dangers, thereby reducing the risk in achieving your goals. One of these provisions is the need for effective (scientific) management, both of the organization as a whole and of any structural unit, in particular marketing.

In practice business communication somehow it is not customary to say: “Do you have scientific management or not?”. Obviously, in this case we meet with questions of ethics. It is now necessary to discuss the topic of management rationality. Gradually, the idea of ​​the need to move to a new management practice should penetrate into the public consciousness, which is possible only with the help of science.

The primary task of any organization will be to build an effective management system, and since at the moment the most modern areas of management imply the need to pay great attention to the external environment and the place or main purpose of the enterprise, it becomes necessary to establish communication between the organization and various community groups through marketing. Therefore, the fate of the entire enterprise depends on how effectively the marketing management system is organized.

The purpose of this work is to study the existing marketing management system of "Xxx" LLC and develop proposals for its improvement.

To achieve the goal of the study, we set the following tasks (they can be grouped into four groups):

study of the theoretical foundations of building a marketing management system in an enterprise;

analysis of the organizational and economic characteristics of the enterprise under study;

Characteristics of the modern marketing management system;

· introduction of a number of specific proposals to improve the marketing management system at LLC "Xxx".

The object of this study is the company "Xxx" LLC, which is engaged in the production of industrial packaging, namely, steel barrels and polycarbonate bottles.

The subject of the study is the marketing management system at the enterprise under study.

At each stage of work, methods are applied that are most relevant to the tasks of the corresponding stage. At the stage of collecting and analyzing information, a search for methods of analysis is used, both in printed sources of information and on the Internet. Particular attention is paid to the quality of the collected information. Analysis of the production and economic activities of the enterprise and financial analysis is carried out in accordance with the methods given in the AHD at the enterprise. Analysis of the management organization is carried out in accordance with the methodology proposed by G.N. Thrush. The work uses analytical, monographic, abstract-logical and computational-constructive research methods.

Section 1 discusses the theoretical foundations for building a marketing management system in an enterprise. In sections 2 and 3, organizational and economic evaluation the activities of LLC "Xxx" in general and the marketing service in particular. Section 4 develops and substantiates measures to improve marketing management systems in an enterprise.

The sources of information used financial statements for 2000 - 2004, management and regulatory documents of LLC "Xxx". To study the state of the problem, the literature of domestic and foreign authors was used.

1. Theoretical foundations for building a marketing management system

1.1 The essence and necessity of the management process

Essence is the main thing that determines the very existence of an object, it expresses the universal, necessary, relatively stable, internal connections inherent in this object and uniting its various aspects. The essence reveals the unity in the diversity of the properties of the object.

Management is an objective need of any human activity. There are various definitions of this category, due to different paradigms and approaches in understanding this phenomenon. The most accurate in scientific terms and productive in practice is the paradigm that considers a person with his interests, values, and attitudes at the center of all processes. Thanks to management, both conscious individual and coordinated collective activity arise.

Much has been said about the essence of the management process, and first of all, as a human activity. For example, in this form: "Management is a targeted impact on teams of people for the systematic organization and coordination of their activities in the production process." Or: "Management is a purposeful information impact of one system on another, with the aim of changing its behavior in a certain direction." P. Drucker defines management as follows: “Management is a special kind of activity that turns an unorganized crowd into an effective, purposeful and productive group.

Management arose and developed as a need for coordination of actions in order to obtain the intended result of human activity. IN individual activities- this is the coordination of their own actions, which each person carries out, striving to obtain a certain result. This is an impact on oneself, one's activity, requiring certain volitional efforts and foreseeing the desired result. Coordination involves the selection of necessary actions, their combination, sequencing, adjustment, etc.

The development of human consciousness has led to the understanding that joint activities can achieve results that cannot be achieved individually. But joint activities complicate the processes of consistency. Here comes into play a variety of needs and interests, natures and characters, values ​​and attitudes.

Management, therefore, is a necessary and objective element of any human activity and reflects his need. The reality of predicting the result, the clarity and consistency of the work of people, the interest of everyone in the overall result depends on it. It determines the quality of the result, the time it takes to get it, the cost of effort, compliance with needs.

Rice. 1.1. Dialectics of entropy and ectropy of the system.

The objective necessity of production management becomes clear from the dialectics of entropy and ectropy of the system: if entropy “wins”, the system will collapse and will not achieve its goals as a whole; if "life" in the system is well managed, and ectropy "wins" the entropy of the system, everything will be fine - there will be an order that will ensure the achievement of the goals of the system.

In this work, we will adhere to the definition of G. N. Drozd, who understands the management process as the coordination and coordination of people's activities in joint work to achieve the goal set for the enterprise (organization). The process of production management is carried out by the manager. Moreover, in this case, the term “manager” should not be understood only as the first head of the enterprise, the management process is carried out by the chief accountant, the head of the commercial department, and the head of the production and technical department, i.e. persons who are subordinate to them. Let's call the activity of the manager in the implementation of the production management process in production system- leadership. A leader is a person in whose formal and informal subordination there are people of the same organization. A subordinate is the person of the organization who is obliged to carry out the instructions of the head in accordance with the rights granted to him.

It should be noted that subordination in its content may be different in various organizations, but in principle it always has two components: formal and informal subordination. Each leader determines for himself, coordinating his actions with the law, how to combine both in dealing with a subordinate. There are two types of formal dependencies:

• Administrative (legal), determined by the legislation of the Russian Federation. The Civil Code of the Russian Federation, the Labor Code, the Charter of the enterprise, etc. determine the status of the head and employees of the enterprise, their powers, duties and responsibilities in connection with membership in the labor collective.
• Material, determined by the amount of remuneration for work, which is set for the employee by the head in accordance with his labor contribution (the result obtained). In private enterprises, this is a particularly effective lever of influence on a subordinate.

In addition, under certain circumstances, there may be informal (subjective) dependencies between the subordinate and the manager:

• Moral dependence - is determined by a sense of pride in one's team and, in this regard, a duty to its members and the leader for the common cause. This form of dependence is manifested under the condition of high cohesion of the team, whose members are connected with each other not only industrial relations but also at other levels of relationships. With low cohesion of the team, psychological incompatibility of its members, the form of dependence does not manifest itself.
• Intellectual - determined by the authority of the leader among subordinates. In the absence of authority, the form of dependence does not appear.

Rice. 1.2. Management relations "Head - subordinate"

From this it follows that in order to carry out the management process, the manager can have either only 2 or up to 4 channels of influence on the subordinate, the choice of which will depend on the specific situation. For a confident solution of managerial tasks, the leader must have the maximum number of opportunities to influence the subordinate. And for this he must solve the following tasks:

1. To form a good psychological climate in the team subordinate to him.

1. Have authority among your subordinates.

The solution of these 2 tasks creates a prerequisite for the effective achievement of the goals facing the leader and his team.

Describing the essence of the management process, it should be said that the nature of this process is informational. The leader, coordinating and coordinating the activities of subordinates, influences them informationally - directly or indirectly. Directly - by an administrative act (order, order), psychologically; indirectly - the economic and socio-psychological environment.

The content and set of actions and functions carried out in the management process depend on the type of organization (business, administrative, public, military, etc.), on the size of the organization, on the scope of its activities, on the level in the management hierarchy (for example, the head of the commercial department - the first functional level), from a function within the organization (in our case, these are marketing functions) and from many other factors. However, despite all the diversity, as A. Fayol drew attention to this back in 1916, all management processes in an organization are characterized by the presence of homogeneous types of activities. You can group all types of management activities into four main management functions: 1) planning, which consists in choosing goals and an action plan to achieve them; 2) the organization through which the distribution of tasks between individual units or employees and the establishment of interaction between them; 3) leadership, consisting in motivating performers to carry out planned actions and achieve goals; 4) control, which consists in correlating the actual results achieved with those that were planned.

Although there are various approaches to the allocation of managerial functions, we will focus on the four listed above, because. their use in the framework of our study is most appropriate.

1.2 The mechanism for building a management system in an enterprise

Building a management system at an enterprise is one of the most important tasks of top management. It is the first leader who must decide on changes to the existing management system. At the same time, the participation of functional managers is mandatory, who, within the framework of their competence, make proposals for improving the structure of the entire organization, and are also directly involved in organizing the work of their functional unit (organization of management).

A large number of factors influence the construction of the management apparatus:

• Industry affiliation of the enterprise,
• Organizational and legal form,
• production dimensions,
• territorial location,
• level of specialization,
• The severity of the competition
• Leadership qualifications,
• Staff qualification level,
• The level of labor mechanization,

and many others.

The construction of the control apparatus is carried out in a certain methodological sequence:

1. Clarification of the goals and objectives of the functioning of the enterprise in the near future.

2. Development of the organizational structure of the enterprise.

3.Development of the management structure.

4.Development of Regulations on divisions and services of the enterprise and instructions on the job responsibilities of managers and specialists.

5. Organization of labor of employees of the management apparatus.

6. The staffing of the enterprise and the estimate of administrative and management costs.

7.Formation of the control apparatus.

Clarification of the goals and objectives of the enterprise in the near future is necessary so that in a few months you do not have to repeat all the work again and excite the personnel of the enterprise. Possible changes in production must be immediately foreseen in the development in order to make minimal changes when they appear.

The organizational structure is the composition of independent and separate subdivisions and enterprise services. The structure is developed by a combined method (calculations + logical method). First, based on the production program and the conditions of the enterprise, the number of primary labor collectives main production. Then a decision is made on the number of steps in the structure. With a large number of brigades, links and production sites, they can be combined into workshops (on a technological basis), or departments (on a territorial basis).

Then the need for auxiliary units that ensure the operation of the main production is determined (car garage, repair shop, loading area, etc.).

Lastly, a minimum but sufficient number of management services (accounting, marketing, personnel department, etc.) is determined. The main question in building the organizational structure: "The purpose of this unit in the enterprise."

The management structure is the composition and subordination of the employees of the management apparatus (by position). There are two types of subordination in the management structure: linear and functional. A subordinate should have only one line manager. Functional managers are responsible for the performance of narrow functions for the enterprise as a whole, therefore they have the right to interfere, within their competence, in the activities of other departments. This subordination is indicated by a dotted line.

It should be especially noted that management and organizational structures are not created as an end in themselves, but to find answers to five basic questions:

1) the appointment of each unit and service;

2) how many divisions and services to have;

3) how many employees to have in the management apparatus;

4) appointment of each position;

5) subordination (linear and functional).

When building structures, one should be guided by the following principles:

1) the goals and conditions of the enterprise's activities determine the type of structures, and not vice versa;

2) adjustment of structures is a permanent task of the enterprise management;

3) development of structures - an individual task for each enterprise;

4) the actual number of managerial personnel by position is determined when building structures, and not according to typical staffing standards.

For the practical implementation of the developed structures, it is necessary to have Regulations on subdivisions and services and Instructions on job responsibilities.

A regulation is a legal document that defines and regulates the activities of a unit (service). This document consists of 4 sections:

1. Appointment.

4.Order of functioning and interaction with other services.

Instructions on job responsibilities are developed for each employee of the management apparatus. It is a legal document that defines and regulates the activities official. The document includes 4 sections:

1. General Provisions. (It indicates the status of the position, the procedure for hiring and dismissal, subordination according to the management structure, what guides their work, what the applicant for the position should know and be able to do, special requirements).

2. Responsibilities.

4. Responsibility.

The development of Job Descriptions should be carried out from top to bottom in the management structure.

The organization of labor of employees of the administrative apparatus is designed to facilitate the work of the manager, free him from routine work and make this work highly effective. The following areas are considered:

• Division and cooperation of labor.
• Workplace organization.
• Regulation of labor.
• Working conditions.
• Mode of work and rest.
• Mechanization of managerial work.
• Technique of personal work.

The staffing table of an enterprise is a document that establishes the composition of the employees of the management apparatus by position, their number, official salaries, personal allowances. The staff list is approved by the head of the enterprise.

The estimate of administrative and management expenses includes the following items:

• Management staff salaries.
• Payroll charges.
• Travel and travel.
• Communication services, postage and office expenses.
• Maintenance of passenger vehicles.
• Representative expenses.
• Other expenses.

This completes the design part of the management organization. Next comes the implementation of the project: the selection and placement of personnel.

1.3 Marketing as the most important function in the activities of a modern enterprise

A modern commercial enterprise cannot exist and, moreover, develop in the absence of marketing functions. These functions can be assigned either to a marketer (one person), if it is a small enterprise, or to a marketing department or service.

Marketing is understood as such a system of intra-company management, which is aimed at studying and taking into account the demand and requirements of the market for a more reasonable orientation of the production activities of enterprises towards the production of competitive types of products in predetermined volumes and meeting certain technical and economic characteristics. At the same time, it is calculated that the implementation of the planned assortment structure can provide the company with the highest profits or a strong position in the market.

The philosophy of marketing is as follows: the manufacturer must produce such products, which are pre-arranged for sale, and the company receives the intended level of profitability and mass profits.

The marketing activity of the company is aimed at ensuring that, based on market reserves, it is reasonably reasonable to establish specific current and mainly long-term goals, ways to achieve them and real sources of resources for economic activity; determine the range and quality of products, its priorities, the optimal structure of production and the desired profit.

In other words, the manufacturer is called upon to produce such products that will find a market and make a profit. And for this it is necessary to study social and individual needs, market demands as a necessary condition and prerequisite for production. Therefore, there is a growing understanding of what production does not begin with exchange, but with consumption. This concept has found its embodiment in marketing.

It is a comprehensive study of demand, needs and their consideration in order to more correctly orient production that constitute the main purpose of marketing activities in the production process management system.

Modern marketing focuses on the orientation of production activities, the definition of the structural policy of the company, taking into account specific market demand. An important feature of marketing certain system intra-company management lies in the fact that it is based on decision-making based on multivariate economic calculations and is focused on creating organizational, economic and legal conditions for the effective functioning and development of enterprises.

In the 50-60s. In the 20th century, as soon as marketing began to emerge, it was called "management in action." Thus, marketing can act as a subject of management, and at the same time, it has its own principles, functions, structures, regulatory support.

• Orientation of business to consumer needs. This principle involves extensive scientific, practical, research and analytical work, in-depth study of the market, market environment and consumer motivation.
• An important principle of marketing is segmentation and identification of the target market. The essence of the principle is that an enterprise or firm must identify a group of consumers that are distinguished by the homogeneous nature of consumer preferences and the same type of reaction to marketing influences. The main goal is to achieve an advantage over competing firms and increase the efficiency of their activities.
• Adaptation and flexible response of production and marketing to the requirements of active and potential demand. The principle assumes the mobility of managing the production and marketing activities of the company, depending on changing market conditions and the specific needs of the consumer.
• Innovation. This principle implies continuous improvement, modification of products, the development of more advanced technology and a new direction of research and design work.
• The principle of strategic planning. It involves the construction of production and sales marketing programs.

Its functions are focused on the implementation of marketing principles:

• full, thorough, constant consideration of the requirements of market demand and consumer requests, their requirements for quality, technical and economic parameters, novelty, product design;

• making sound decisions, the effectiveness of which is determined by the final result of the enterprise;
• development of a marketing policy based on the determination of the most profitable distribution channels, a product distribution system, after-sales technical service organization, a sales promotion system and the formation of consumer needs.

The implementation of these functions involves the establishment of feedback from the market in order to adjust the calculations within the framework of marketing programs, on the basis of which decisions are made at the appropriate levels of management.

The marketing program is the core of marketing. It forms the basis of production planning for each product in each business unit of the company.

Considering the foregoing, it is quite legitimate to consider marketing as a function of intra-company management, the purpose of which is to ensure the activities of the company on the basis of a comprehensive, in-depth study and careful consideration of market demand, the needs and requirements of specific consumers for the product, so that it becomes really possible to obtain the highest final results. : maximum sales, which in turn will lead to maximum and sustainable profits.

1.4 Marketing management system: structure, methods, tools, purpose

In the structure of a commercial organization, you can often find a marketing department, this is due to the objective necessity of the current state of business. Now it is necessary to pay great attention to the issues of market research, the search for buyers, suppliers, the study of product demand, and this is the task of the marketing service. And the fate of the entire enterprise depends on how competently the work of the marketing service is organized, and how well it interacts with other departments of the enterprise, on how effective the technology, methods and means of marketing are.

Therefore, marketing management at the enterprise should be built taking into account the most advanced achievements of domestic and foreign science, as well as our own production experience.

Marketing as an object of management can be considered in two aspects:

• Marketing as a division of the enterprise, the work of which must be organized and managed.
• Marketing as the most important function modern organization. “Sell not what we can produce, but produce what we can sell.”

In the first case, it is necessary to structure and regulate the activities of employees of the marketing service, to determine the functions, rights, and responsibilities of each employee of this unit, for the most coordinated work of the service. Consider in detail the structure of the marketing service itself. According to P. Dixon, a typical organizational structure of a marketing-oriented company will look like this (Fig. 1.3).

As for marketing as a function of a modern organization, here, for the most rational performance of this function, it is necessary to consider it as a system with a certain content. According to the methodology of our study, we will consider a system of marketing activities, including technology, methods and means of marketing.

Marketing technology includes the following steps: (1) marketing audit (analysis of market opportunities, measurements of demand volumes, system marketing information, marketing environment), (2) marketing planning (market segmentation, new products, pricing policy, marketing mix development), (3) marketing organization, (4) operational management of marketing activities (motivation, control, regulation, communication).

Rice. 1.3. Organizational structure of the firm focused on marketing

The system of organizing the marketing service on a geographical basis, presented by F. Kotler, is as follows (Fig. 1.4)

Rice. 1.4. The structure of the marketing service on a geographical basis

Marketing methods can be divided into several groups:

• methods of marketing audit and planning;
• methods of promotion and distribution .

Among the methods of marketing audit and planning, one can single out a summary survey, sampling, SWOT analysis, matrix analyzes of BKG, GE, comparative analysis competitive position of the company on key success factors (benchmarking).

Among the methods of promotion and distribution, the most important are sales through their own outlets, organization of wholesale sales, sales through the network sales representatives, advertising, sales promotion (the use of a variety of incentives designed to accelerate or enhance the response of the market).

Marketing means are physical objects and objects used for marketing activities. Among them are questionnaires, brochures, brochures, packaging, labeling, etc.

2. Organizational and economic characteristics of LLC "Xxx"

2.1 General economic characteristics of LLC "Xxx"

Limited Liability Company "Xxx" previously referred to as "Van Leer Vologda" is a joint venture between Holland and Russia. Van Leer Vologda Limited Liability Company was established in the city of Vologda in 1998, located at 38 Mayakovsky Street. In November 2003, Van Leer Vologda LLC changed its name to Xxx LLC. The change in the name of the company did not affect the change in the rest of the details of the company.

The enterprise has an organizational and legal form - a limited liability company, the form of ownership is private. Members of a limited liability company for its obligations are not liable with their personal property, but bear the risk of losses within the value of the contribution made. The constituent documents of the company are the constituent agreement signed by its founders and the charter approved by them. The founding documents of the limited liability company "Xxx" contain the name of the legal entity, its location, the procedure for managing activities, conditions on the size and authorized capital of the company, on the amount, composition, timing and procedure for making their contributions, on the responsibility of participants for violation of obligations to make contributions, on the composition and competence of the management bodies of the company and the procedure for making decisions by them.

XXX is the only enterprise in the European part of the Russian Federation that produces steel barrels with a capacity of 216.5 liters (55 gallons) that meet European standards. An analogue of this enterprise is a plant located in the Urals - the city of Beloyarsk.

The barrel is designed for transportation and storage of paint and varnish products, petroleum products, chemicals, edible vegetable oils and other substances that do not actively affect steel.

The barrel is available in two types:

• Type 1 - with non-removable bottom with two G2 and G3/4 mouths.
• Type 2 - with removable top bottom, gasket and clamping hoop with a lock.

The products have a certificate of conformity and a license for the right to use the mark of conformity of packaging with the requirements of the UN recommendation on the transport of dangerous goods.

Additional stiffening ribs are applied to the barrels, which makes it possible to increase the rigidity of the barrels, with an outer diameter along the corrugations of 585 mm.

According to the requirements of consumers, the color of the paintwork is selected. The company "Xxx" can produce a two-color barrel with a company logo at the request of the client.

The company ships products by rail or road.

In addition to the production of barrels, since November 2000, “Xxx” has launched a line for the production of bottles.

Russian company XXX became the world's largest manufacturer of polycarbonate containers. Currently, its production capacity is sufficient to meet the annual demand in excess of 1.5 million bottles. Naturally, such a volume is still unbearable for the Russian market of delivery services itself. drinking water. The company faced the question of finding additional distribution channels for its products.

One of the directions may be the expansion of the range of products offered. Until recently, this list was also not limited to one type of product: 19 and 13 liter bottles were offered in versions with a handle and without a handle, and some companies continued to order 11 liter square bottles. Already at present, the company's lines are loaded with a decree on the production of bottles according to individual layouts. So, for several months now, cylinders with an oblique handle geometry have been supplied to the Nestle Water Coolers plant in Domodedovo - the same one that is used by the world concern all over the world.

The decision to diversify products and the technological capabilities of production also made it possible to start pilot production of bottles with a threaded neck. So far, these will be 11 liter square cylinders. They will be available in large supermarkets in Moscow, St. Petersburg, Samara and other big cities. These bottles, according to the commercial workers of Xxx, are primarily of interest to ordinary people who go on weekends to their suburban areas. So the products should replace the 10 liter polyethylene canisters currently used by summer residents who do not yet have sufficient funds to use the services of bottled companies, but already understand the harm to the health of tap water. These people, of course, are not comfortable with the smell of plastic containers, which can also be transferred to water, so replacing it with a neutral polycarbonate analogue, and even more resistant, will probably become a joy for people.

At present, Xxx LLC supplies bottles of various sizes and shapes to more than 200 customers in the CIS, covering more than 70% of this market. Among the buyers are the largest bottled companies in Russia, Ukraine, Kazakhstan and Belarus, such as Nestle (Moscow), Royal Water (Moscow), Chistaya Voda (Kiev), Ecology of the Urals (Ekaterinburg), Polyustrovo (St. Petersburg) and many others. others

A distinctive feature of bottles produced from high-quality raw materials supplied by Bayer and Mitsubishi concerns is their strength, durability and ease of maintenance (only the technology of this company allows the production of bottles with an integrated handle). In the near future, the markets for bottled water will continue to develop steadily, and for the end consumer, the purchase of a bottle of water will be as natural as the purchase of bread.

2.2 Economic retrospective of XXX LLC

The main economic indicators of the company "Xxx" are presented in table 2.1.

Table 2.1

The main performance indicators of LLC "Xxx" for 2000-2004.

Indicators						Growth rates 2004 to 2000
Marketable products in comparable prices, thousand rubles
Revenue from sales of products, thousand rubles
Average annual cost fixed assets, thousand rubles
Production cost, thousand rubles
Profit from sales, thousand rubles
Profitability of production, %
Purchase of raw materials: Steel, thousand tons
Polycarbonate, thousand tons
Average annual number, total people
Manadgement Department
production workers
Revenue per person, thousand rubles
Return on sales, %

From table 2.1, we can draw the following conclusions that LLC "Xxx" occupies stable position in the market, namely, constantly increasing the volume of marketable products: from 2000 to 2004, marketable products increased by 111,902.23 thousand rubles, or by 37.25%, which is associated with a constant increase in demand for manufactured products.

An increase in marketable output leads to an increase in the need for the purchase of raw materials, by 20.86% steel and 39.17% polycarbonate, and there is also a need to increase the labor force by 25.56%.

In general, LLC "Xxx" is a stable and promising enterprise, since the data given in Table 2.1 have a positive upward trend.

Having grouped the sales volume data for the last 5 years into an analytical table, we see the following dynamics in the development of sales of finished products by product groups.

We will be using the following products:

1. Polycarbonate bottles.

2. Rolling steel barrels with corrugations on the body:

• Metal thickness, mm 1.0* 1.0* 1.0 (BZ-1)
• Metal thickness, mm 1.2* 1.0* 1.2 (BZ-2)
• Metal thickness, mm 1.2* 1.2* 1.2 (BZ-3)

Table 2.2

Sales volume with division into product groups

Product groups	Sales volume, pcs.					Ratio of 2004 to 2000%
Polycarbonate bottles
19 l. round with handle 13 l. round without handle 11 l. square with handle
Steel barrels
BZ-1 BZ-2 BZ-3

Describing the above indicators, it is necessary to outline the following stages of economic efficiency assessment:

• Determination of commodity groups of manufactured products, in volumes, the implementation of which has a growth trend.
• Determination of commodity groups of manufactured products, in volumes, the sale of which is observed to decline.
• Determination of commodity groups of products, in volumes, the implementation of which is observed uneven performance.
• Analyzing growth trends, maintaining the same positions or reducing sales volumes by product groups, it is necessary to analyze (identify) the reasons for the growth or decline in the implementation of each group.
• Based on the indicators, identified trends and analysis of the causes, it is possible to make forecasts and outline the main points for further development.

For the greatest clarity of the dynamics of development of sales volumes, we will build a graph (Fig. 2.1).

Rice. 2.1 Dynamics of product sales for 2000 - 2004

As can be seen from the sales volume chart for the period under study, growth is observed in all commodity groups, but in the BZ-2 group in 2003 there is a decline, but already in 2004 there was an upward trend.

The leader in terms of volume growth is the commodity group of 13-liter, 11-liter square bottles, the growth rates of which amounted to 156.08 and 147.11%, respectively, slightly behind BZ-3 (143.68%). Studying the reasons for this phenomenon, it can be noted that the main factors that caused the growth are: the demand for this type of product among consumers and the timely reaction of production, which managed to catch this trend and produce the required product.

Gross profit data for 2004, shown in Table 2.3, makes it possible to determine which product groups are the most profitable.

Table 2.3

Economic indicators of LLC "Xxx" in 2004 by product groups

Name	Sales volume, pcs.	Sales proceeds, thousand rubles	Full cost, thousand rubles	Gross profit, thousand roubles.
1. Bottles 19 liters, round
2. Bottles 13 liters, round
3. 11 liter bottles, square

Most clearly, these tabular data are presented in the form of a diagram (Fig. 2.2).

Figure 2.2 Volume of product sales in 2004 in physical terms

As you can see, the largest volume of sales is observed in the product group of polycarbonate bottles: 19 liter bottles, followed by 13 liter round bottles, 11 liter square bottles are a little behind. The lowest performance in the group of steel barrels.

On fig. 2.3 graphically presents data on sales proceeds for each group of goods. As you can see, most of the revenue belongs to steel barrels, this is due to their high price.

Rice. 2.4. Structure of proceeds from product sales in 2004

From this diagram it can be seen that steel barrels have the highest cost, and bottles bring the most profit. At the same time, bottles have the largest share of profit in revenue, therefore, for the enterprise, the development of a system for promoting bottles to the market is the top priority. By increasing the volume of sales of bottles LLC "Xxx" can earn additional income, which should subsequently be invested in the most promising product groups or in new business areas.

Return on sales in 2004 amounted to 16.3%, which indicates the profitability of this production.

Analysis of the liquidity of LLC "Xxx" (table 2.3) showed that the company for 2004 is liquid and solvent, since the absolute liquidity indicator is 0.33, which indicates that the company can at any time repay 33% of all existing liabilities for cash account. In general, the company's liquidity ratio and solvency ratio increased in 2004, their values ​​are above the norm.

Table 2.3

Liquidity indicators of the activities of LLC "Xxx"

Indicators
1. Absolute liquidity ratio
2. Intermediate coverage ratio
3. Total coverage ratio
4. Overall solvency ratio

LLC "Xxx" is financially independent, since the coefficient of independence (autonomy) is 0.8 and financially stable, since the coefficient financial stability not below the norm and equal to 0.8. The maneuverability coefficient is above the permissible standard and at the end of 2004 was 0.7. Own working capital provides inventories (table 2.4).

Table 2.4

Sustainability indicators financial condition LLC "Xxx"

Indicators
1. Autonomy coefficient
2. Financial stability ratio
3. The ratio of borrowed and own funds
4. The coefficient of maneuverability of own funds
5. The coefficient of security of material stocks with own working capital

Changes in indicators characterizing business activity are generally positive. Turnover ratios current assets, accounts receivable increased by 0.4 and 0.2 and amounted to 3.4 and 5.8 turnovers per year, respectively, at the end of 2004. The turnover ratio of accounts payable increased and amounted to 59 turnovers per year at the end of 2004. There was an increase in commercial credit provided both by the enterprise itself and for it. If in 2000 there were 7.6 rubles per 1 ruble of accounts payable, in 2004 it was 9.8 rubles (Table 2.5).

Table 2.5

Indicators of business activity of LLC "Xxx"

Indicators						2004 deviation from 2000
1. Business activity ratio
2. Return on assets of non-current assets
3. Turnover ratio of current assets
4. Accounts receivable turnover ratio
5. Period of repayment of receivables
6. Accounts payable turnover ratio
7. The ratio of receivables and payables
8. Return on sales, %

In general, LLC “Xxx” is a liquid, financially independent, profitable enterprise.

2.3 The current state of the control system.

In 2004, the staffing table fixed 113 personnel. units, of which 19 units. have higher education, 87 - secondary vocational education, 7 - secondary. The structure of personnel in the context of the education received is shown in fig. 2.5.

Rice. 2.5. Educational structure personnel in 2004

It should immediately be said that this structure is based on actual relationships, and it is not documented.

The management structure of LLC "Xxx" has linear-functional connections (Appendix 2). The heads of each functional department are subordinate to the general director.

The production and technical department is headed by the technical director. He is subordinate to the head of production, who monitors not only the production process, but also the condition and operation of the equipment, as well as an engineer for labor protection and the environment, who monitors safety in production.

The accounting department is headed by the chief accountant, who is subordinate to her deputy, an economist and a programmer.

As you can see, the busiest is the commercial department, which is headed by the head of the commercial department. The department has to perform not only marketing functions, but also solve legal issues, because The company does not have a lawyer. Legal issues are dealt with by the sales manager and legal matters, whose job description is given in Appendix 4. The work of the commercial department is discussed in more detail in the next section.

As for the secretary, in addition to the main activity, she has been delegated dispatching functions, as well as functions for working with personnel.

Regarding the regulation of work, it should be said that there are standard job descriptions in Xxx LLC, however, these documents do not reflect all the specifics of the enterprise’s activities and the features of internal communications, which is why at some points there are difficulties in coordinating actions. There are no appendices about subdivisions in OOO Xxx. Work on the creation and modification of these regulatory documents under the actual environmental conditions will need to be carried out in the very near future.

3. Characteristics of the marketing management system in LLC "Xxx"

3.1 Marketing functions performed in the enterprise

As mentioned earlier, the marketing department is not singled out as a separate functional unit in Xxx LLC. All marketing functions at the enterprise are performed by the commercial department. To date, the management structure of the commercial department is as follows.

Rice. 3.1. Modern management structure of the commercial department.

The main task of the head of the commercial department is the logistics of production, storage and marketing of products. In his work, he is guided by the legislation of the Russian Federation, internal orders, orders of the enterprise management, regulatory and methodological materials for supply and marketing activities; job description (Appendix 3). The head of the commercial department is subordinate to the specialists of the commercial department, the transport section, and the warehouse. The head of the commercial department plans, organizes, coordinates and controls the activities of the department, transport section and warehouse for the most efficient use of enterprise resources. In addition, he must constantly study the prospects for demand for manufactured products, find sales markets, conduct marketing research, and also must provide the legal manager of the enterprise with lists of debtors, the collection of debts from which must be carried out through the Arbitration Court.

The sales and legal manager belongs to the category of specialists of the enterprise, has a higher legal education. In its activities, it is guided by the legislation of the Russian Federation; internal orders, orders of the enterprise management; job description. Its tasks include marketing the company's products; ensuring and protecting the legal interests of the enterprise. Should study the prospects for demand for the products manufactured by the enterprise; find markets, conduct market research; take measures to expand the economic independence of the enterprise; timely conclusion of contracts with suppliers and consumers, expansion of economic ties; organize, with the participation of structural divisions of the enterprise, work on the timely and legal conclusion of business contracts; accounting for the fulfillment of contractual obligations, the application of economic measures of influence in case of non-fulfillment of obligations; conduct claim work.

The sales manager also belongs to the category of specialists of the enterprise, has a higher education. Its tasks include the logistics of production; storage and marketing of manufactured products. Must participate in the economic and financial activities of the enterprise in the field of logistics, procurement and storage of raw materials, marketing of products under supply contracts, transport services; promote efficient use material and financial resources; reduce their losses, accelerate the turnover of working capital; take measures to expand the economic independence of the enterprise, timely conclusion of contracts with suppliers and consumers, expansion of economic ties; constantly study the prospects of demand, conduct market research, ensure and control the work of the enterprise with the railway service.

The sales and customs clearance manager belongs to the category of specialists of the enterprise, has a higher education. His tasks are the same as those of the previous specialist, plus the fact that he must ensure direct interaction with the Vologda customs service for customs clearance of goods arriving at the enterprise, as well as for customs clearance of exported goods.

The supply engineer belongs to the category of specialists of the enterprise, has a higher education. Its tasks include the logistics of production; determine the needs of the missing material resources coming to the address of the enterprise. Must determine, with the participation of the technical director and the head of the rolling barrel workshop, the need for missing material resources on a contractual basis with supply and marketing organizations, commercial structures and producers, place orders to cover the need for resources of goods and components and ensure their production; solve the work of loading and unloading operations while providing the enterprise with materials; conduct marketing research; organize work on the use and sale of scrap metal and business waste; organize the work of the warehouse; create conditions for proper storage and preservation of material resources and finished products; take measures to maximize the equipment of the warehouse service with the necessary mechanisms and devices; constantly maintain contact with forwarding enterprises in order to provide transport in required quantity for the delivery of the company's products; interact with railway services; be responsible for the safety of wagons during loading and unloading and maneuvering operations, for cleaning wagons and bringing them into transport position; to carry out direct interaction with the Vologda customs service for customs clearance of goods arriving at the address of the enterprise; carry out continuous work to reduce accounts receivable.

It should be noted that positive moment is that the above functions of employees of the commercial department are enshrined in job descriptions (Appendix 3.4).

3.2 Methods of marketing analysis used in the enterprise

In this section of the work, it is necessary to consider the marketing techniques that are used in the enterprise to develop marketing strategy, is benchmarking and SWOT analysis.

In 2004, "Xxx" conducted benchmarking. The main task was to compare the company's position on key factors in comparison with the main competitor. The main competitor was BiPol, a manufacturer of steel barrels. The commercial department identified the following key success factors (KSF): price, quality, advertising, service, brand. The analysis was based on an expert assessment of a group that included the general director, representatives of the commercial department, the head of production, and the foreman of the barrel production workshop.

It should be noted here that the price is a quantitative characteristic, therefore, this factor was assessed by a group of experts by comparing the price levels for the competitor's barrels and the price level for the barrels of LLC "Xxx". The remaining factors (quality, advertising, service, brand) were considered based on perceived value against an accepted benchmark (the maximum strength rating of each factor is 12).

Table 3.1

Assessment of the competitive position of LLC “Xxx” in comparison with “BiPol” on key success factors

The overall strength rating of "Xxx" was higher than "BiPol", with such key factors as advertising and brand more than others exceeding the competitor. At this point in time, LLC “Xxx” should pay attention to the difference in price levels with the same quality of barrels, otherwise customers will gradually start leaving for a competitor.

For a detailed study of the activities of the company, a SWOT analysis was applied, that is, an assessment and analysis of the external and internal environment of the company. The specialists of the commercial department determined a system of factors that determine the strategic situation of the company. These factors were broken down into strengths and weaknesses of the enterprise (internal factors), opportunities and threats (external factors), and the following picture was obtained.

Strengths of the company.

1. Qualitative characteristics of products. Particularly high competitiveness in terms of the quality of polycarbonate bottles. These bottles are environmentally friendly, reusable, designed to preserve the taste of drinking water. In these light and airtight bottles, water can be stored for more than a year without losing its qualities. This container is characterized by high strength, low weight, attractive appearance, is resilient and unbreakable, which allows it to be used where the use of glass bottles is prohibited by safety regulations. After manufacturing, each bottle is individually checked for transparency, tightness, vertical load resistance, weight. In addition, in accordance with GOST, filled bottles are tested for impact strength by the throwing method.

Regarding steel drums, it should be said that for over 125 years XXX Corporation has been rightfully proud of their production, the quality of which meets the highest requirements of the chemical, petrochemical, metallurgical, paint and varnish and food industries.

2. Technological advantages - the high quality of the production process is ensured by new European equipment, carried out using the latest technologies, the use of positive foreign experience in the production process, the high quality of the raw materials used. Raw materials for the manufacture of bottles are purchased only from leading chemical concerns. The technological cycle of manufacturing the barrel does not make any changes to the purity of the metal. They are involved in the production process with a high quality of professional training, and their qualifications are improved annually at the expense of the enterprise.

3.Trends to reduce production costs due to changes technological process(this section is within reasonable limits, as the company seeks to increase competitiveness by improving quality characteristics).

4. Improving and strengthening relationships with suppliers, striving for stability and long-term, since it is relationships with suppliers that form a reliable high-quality raw material base, and thus directly affect the quality of products and the continuity of the production process, and as a result, increase the business reputation of the company in the eyes of consumers and economic efficiency.

5. The desire to attract buyers with the help of a system of discounts. The system of discounts and a clear pricing policy allows you to "bind" buyers. Particular attention should be paid to the issues of setting the price level and a flexible system of discounts for bottles, because. this product is the most cost-effective (this statement is confirmed by us in section 2.2). The price of bottles depends on several factors, including the volume of supplies (single and total on a quarterly and annual basis), long-term and constancy of cooperation, strict fulfillment of mutual financial and other obligations, etc.

Basic, i.e. maximum, the next price level is currently offered.

Table 3.2

Basic price level for bottles based on a one-time supply volume

At the same time, it should be noted that in percentage terms, large buyers of bottles (2000-3000 pieces) receive the maximum discount when buying 13 liter bottles, which is 2.7% (for 19 liters - 2.1%, for 11 liters - 2.2%). This is an incentive for buyers to increase the volume of a single supply of 13 liter bottles, and therefore allows you to increase the volume of sales of this, not the best-selling commodity item (see Fig. 2.2).

In addition, Xxx LLC introduces options to reduce the costs of a bona fide buyer: payment by installments, exchange of rejected bottles for new ones at a ratio of 12:1, etc.

6. Establishing comfortable relationships, showing interest in the opinions of customers, working with complaints and suggestions.

7.Own production areas make it possible to talk about a high rate of stability of the enterprise. This is a significant factor, as it is reflected in such indicators as the cost of production and the stability of production, that is, a high level of business reputation of the enterprise in the face of buyers.

Weaknesses of the company.

1. Remoteness from consumers, as well as from the supplier of polycarbonate. (This material is supplied from the Czech Republic).
2. Problems with the supply of water for the technological needs of the enterprise, this problem exists, first of all, due to the insufficient quality of the work of the local water utility, with sufficient high prices for the services provided, the supplier enterprise often, without warning, for an unlimited time, stops the supply of water, explaining this by the unsatisfactory condition of the water supply networks, or provides consumers with poor-quality water at a pressure that does not correspond to the normative indicators established by law.
3. Great dependence on the steel supplier, since Severstal is the only supplier of cold rolled metal used in the production of barrels (the share of metal in products is over 65%).
4. Low salary.

Possibilities.

1. Expansion of production by increasing the output of existing products, a preliminary analysis of the market showed that in terms of existing types of products, the consumer is ready to purchase more at existing prices set by the enterprise.
2. People's lifestyle, namely: "in the next 5-10 years, bottled water markets will continue to develop, and for the end consumer, the purchase of a bottle of water will be as natural as the purchase of bread" (Journal "Water and Water Technologies" No. 4 , 2004).

Life is constantly moving forward, and what seemed understandable and familiar yesterday, today looks completely different. The end of the 20th century brought with it a number of new concepts that changed many of our views on the surrounding reality, including the methods of product packaging.

1. Conditions of constant inflation.
2. Increase in prices for raw materials used in production (Appendix 6).

The situation in the studied market and the actions taken by the management allow us to draw the following conclusions:

• the market has actually developed, the company has been working on it for eight years;
• competition in the market develops only about the production of steel barrels;
• The production process is carried out on high-tech equipment using high-quality raw materials.

Thus, it seems appropriate to use a product development strategy that will allow maintaining the achieved level of market share and maintaining the interest of regular customers in the company's products, as well as gaining new adherents of the manufactured goods.

Particular attention should be paid to bottles, because:

1. According to experts, bottled water markets will continue to develop in the near future (Journal "Water and Water Technologies" No. 4, 2004);
2. in connection with this, companies engaged in bottling water will need more containers (high-quality and environmentally friendly);
3. LLC "Xxx" has underutilized production facilities (this was mentioned in section 2.1).

4. Improving the marketing management system

The main ways to improve the marketing management system in LLC "Xxx" can be divided into three major blocks. The first block affects the improvement of the structure of the commercial department, the second - the improvement of the personnel management system of the commercial department, the third - the improvement of methods of marketing audit and planning.

4.1 Improving the structure of the commercial department

As noted earlier, the company does not have marketing service, all marketing functions are performed by the commercial department. It does not go unnoticed that in its structure we do not see such a position as a marketer, who would be entrusted with all marketing work including planning.

The commercial department consists of three managers (sales manager, sales and customs clearance manager, sales and legal affairs manager), as well as a procurement engineer. All of them are subordinate to the head of the commercial department. The marketing functions enshrined in the job description of everyone, including the head of the commercial department himself, duplicate each other (Appendix 3.4). All of the above persons should study the prospects for demand for the products manufactured by the enterprise, find sales markets, and conduct marketing research. But in addition to this, everyone must perform other duties, in accordance with their position. The sales and legal manager should primarily deal with legal issues, namely:

• Organize work on the timely and legal conclusion of business contracts;
• Keep records of the fulfillment of contractual obligations, the application of economic measures of influence in case of non-fulfillment of obligations;

• Conduct litigation work.

In other words, this person should be given mainly legal duties.

The sales and customs clearance manager is primarily engaged in ensuring the work of the enterprise with the railway service, ensuring direct interaction with the Vologda customs service for customs clearance of goods arriving at the enterprise, as well as for customs clearance of exported goods.

The supply engineer must deal specifically with the material and technical support of production, determine the needs of the missing material resources, etc. Marketing research should generally be excluded from his duties.

Regarding the head of the commercial department, one can say that he should make marketing decisions on the basis of already conducted research, and not conduct them himself; the search for markets is also not his responsibility.

It should be noted that in order to effectively organize marketing, an enterprise must have current information about the state of the market, have the necessary flexibility, and the ability to adapt to changing environmental conditions.

It is especially important to focus not just on reducing costs, but to interest structural divisions in achieving marketing goal and to achieve a clear coordination of the activities of all departments of the enterprise based on marketing.

Currently, there are various approaches to determining the size of a particular service.

We adhere to the following point of view: if the company is small, then all responsibilities can be assigned to one person, but if the company is large, then several marketing specialists can work on it.

Since Xxx LLC is a small enterprise, the responsibility for marketing activities can be assigned to one person. In our opinion, it is advisable to assign these duties to a sales manager, who, in turn, will be a marketer. We offer the following job description:

Marketing Job Description Draft:

1. General provisions.

1.1. The marketer belongs to the category of specialists of the enterprise, is accepted and dismissed by the general director.

1. The marketer reports directly to the head of the commercial department of the enterprise.
2. Persons with a higher economic education and at least three years of experience in selling products are appointed to the position of a marketer.
3. The marketer manages the marketing activities of the enterprise.
4. A marketer organizes work in accordance with his main task: market research, search for customers and suppliers.
5. In his activities, he is guided by the legislation of the Russian Federation, internal orders, orders of the management of the enterprise, this job description.

2. Job responsibilities.

The marketer must:

1. Make proposals to the heads of production departments on the need for production changes in connection with changes in market conditions.
2. Constantly study the prospects for demand for the products manufactured by the enterprise, find sales markets, conduct marketing research.
3. Based on marketing research, conduct marketing analysis.
4. Have information on market conditions knows the advantages and disadvantages of its competitors, knows the characteristics of its products, its strengths and weak sides.
5. Develop discount and incentive systems for clients, develop advertising brochures, etc.
6. Systematically improve skills.
7. Carries out orders, orders of the director.
8. Determine the channels for the sale of products, ensure the most profitable and timely sale of the company's products
9. For the period of temporary absence of the sales and customs clearance manager, ensure direct interaction with the Vologda customs service for customs clearance of goods arriving at the address of the enterprise.

Marketer in the right:

1. Dispose of the products entrusted to him for sale.
2. Participate in the development of the main indicators of the financial program.
3. Make proposals, prepare and submit contracts with buyers of products for signature to the director.
4. Represent the interests of the enterprise in third-party organizations within its competence.

4. Responsibility.

The Marketer is responsible for:

1. Incorrect development of an enterprise development strategy.
2. Late reporting.
3. Violation of the current legislation.
4. Violation of discipline.
5. A candidate for the position of a marketer must be able to use computer technology, communication and communications.
6. A candidate for the position of marketer must be able to maintain the required documentation.

The structure of the commercial department will take the following form:

Rice. 4.1. Management structure of the commercial department.

POSITION

about the commercial department of LLC "Xxx"

PURPOSE: the commercial department is an independent structural subdivision of the enterprise and contributes to the implementation of the optimal, in terms of profit, acceleration of the movement of material resources and goods inside and outside the enterprise.

1. Provide economic and financial activities of the enterprise in the field of material and technical supply, marketing of products.

2. Contribute to the efficient use of material and financial resources, reduce their losses, accelerate the turnover of working capital

3. Constantly study the prospects for demand for the products manufactured by the enterprise, find sales markets, conduct marketing research.

4. Preparation and conclusion of contracts with suppliers and buyers.

5. Coordination with suppliers and buyers of changes in the terms of contracts.

6. Search for each type of raw materials and materials of two or more suppliers in order to eliminate dependence on one supplier and minimize losses from disruptions in the supply of raw materials, as well as lower prices for these products.

7. Proper storage and safety of material resources and finished products.

Head of commercial department - 1

Sales and legal manager - 1

Marketer - 1

Sales and customs clearance manager - 1

INTERACTION:

All divisions of the enterprise provide the commercial department with the information necessary for its work, and are guided in their work by the recommendations of the commercial department.

RESPONSIBILITY:

The head of the commercial department is responsible for the proper and timely performance of the functions of the department. Chief Responsibility

4.2 Improving the personnel management system of the commercial department

The second block - improving the personnel management system of the commercial department - generally involves the implementation of specific activities aimed at:

1. Development of a personnel motivation system (primary survey, identification of demotivators, development of methods for overcoming factors that negatively affect a positive attitude towards work, introduction of a feedback system to track changes after ongoing measures to stimulate employees). This will provide an opportunity to know the qualities of each employee as a person and what determines his behavior.
2. Improving the methods of setting goals and bringing them to all employees of the company, that is, building a systematic approach to developing and channels for achieving goals by:

• Involvement of key employees in the formation of goals (preliminary survey of proposals and systematization of tasks to achieve the goal);

• Specification of the overall goal by setting tasks for each unit (based on the proposals made);

• Announcement of goals and specific tasks for their achievement at regular meetings of the team.

1. Consolidation of activity planning methods and reporting systems at each level of management with the development of standard reporting forms;
2. Development and introduction of a system for periodic evaluation of the activities of key management personnel and marketing employees (comparison of planned actions with the results of work at least once a quarter);
3. Further work on concretizing job descriptions, which should meet the actual working conditions of each position of the commercial department and include proposed measures to improve this system.

For the effective implementation of the planned ways to improve the marketing management system, it is necessary to identify a specific person responsible for holding each event, clearly formulate the goal for him, why this event is needed, and set certain deadlines.

4.3 Improving the methods used in the enterprise

As for the third block, in our opinion, the methods used in marketing audit and planning require some modernization in order to more objectively, comprehensively and clearly reflect the company's situation in the market, and the ability of the enterprise to quickly respond to the actions of competitors.

When conducting benchmarking, the main disadvantage is the comparison of the enterprise with only one competitor, however, it should be noted that there are other manufacturers of steel barrels (for example, Lakokraska OJSC, Yaroslavl Region; Metalist CJSC, Kostroma Region; Ryazan Oil Refinery OJSC) , albeit smaller than BiPol, but they also think about their development, so they also need to be included in this comparative analysis. Also, for the objectivity of the expert assessment, it is necessary to include an independent consultant (consultants) in the group.

For greater clarity, the obtained data can be displayed graphically. For example, the results of benchmarking in 2004 can be visualized as follows:

Rice. 4.2. Graph of the comparative assessment of the competitive position of LLC "Xxx" by key success factors.

Such a representation also makes it possible to assess how proportionally developed the components of the potential (KFU) are and due to what factors the aggregate competitive potential of the enterprise should be equalized.

Regarding the modification of SWOT - analysis, we can say the following: in order to develop an enterprise strategy, it is necessary to correlate the strengths and weaknesses of Xxx LLC with its opportunities and threats. SWOT analysis is performed in three stages.

I stage of the SWOT-analysis - identification of a system of specific factors that determine the market and industry position of the enterprise.

Macro-environment factors (social, political, legal):

• Changes in exchange rates.
• Energy prices.
• government stability.
• Transport legislation.
• Customs legislation.
• People's lifestyle.

Factors of the immediate environment:

• Industry growth rates.
• Competitive fight.
• Labor market.
• Regular customers.
• Stable work of suppliers.
• Stable operation of the railway.

Factors of the internal environment:

1) Frame cut

• Staff professionalism.
• Wage level.
• Improving the qualifications of personnel.

2) Organizational cut

• Optimized internal information links.
• Provision with all necessary controls.
• Nice office decor.
• Efficient accounting system.
• The need for double standard accounting.

3) Commercial cut

• Constant market research.
• Established sales channels.
• Strong market participant.
• Established relationships with contractors.
• Gradual business development.
• Railway dependence tariffs and prices for energy resources.
• Promotion policy.

4) Financial cut

• Financial control.
• Payment of taxes.
• The possibility of obtaining a loan.
• Sales analysis.

5) Managerial cut

• Management efficiency.
• Flexibility of management.
• Consistency and manufacturability of management.

6) Organizational culture

• high moral culture.
• Clear norms and values ​​of the organization.
• The authority of the leader.
• High professional requirements.

II stage of the SWOT-analysis.

Opportunities and Threats of Xxx LLC

Possibilities

Expansion of production by increasing the output of existing products, a preliminary analysis of the market showed that in terms of existing types of products, the consumer is ready to purchase more at existing prices set by the enterprise. Expansion of the existing product range is a priority. Formation corporate identity, image, recognition, and in the future, as a leading goal, brand building, active cooperation with professional enterprises in this field. Work with the study of consumer preferences and revision of the existing positions of the enterprise in the market. The lifestyle of people, namely: “in the near future, the markets for bottled water will continue to develop, and for the end consumer, the purchase of a bottle of water will be as natural as the purchase of bread” (Water and Water Technologies magazine No. 4, 2004 ). Life is constantly moving forward, and what seemed understandable and familiar yesterday, today looks completely different. The end of the 20th century brought with it a number of new concepts that changed many of our views on the surrounding reality, including the methods of product packaging.

Conditions of constant inflation. Increase in prices for raw materials used in production (appendix). Cost increase utilities, given the schedule of the enterprise, the cost of electricity is high. Increase in the cost of transport services (road and rail transport).

Strengths and weaknesses of LLC "Xxx"

Strengths

Weak sides

Qualitative characteristics of products. Technological advantages - the high quality of the production process is ensured by new European equipment, carried out using the latest technologies, using positive foreign experience in the production process, high quality of the raw materials used. Trends to reduce production costs due to changes in the technological process. Improving and strengthening relationships with suppliers, striving for stability and long-term. The desire to attract customers with the help of a system of discounts. Establishing comfortable relationships, showing interest in the opinions of customers, working with complaints and suggestions. Own production areas make it possible to talk about a high indicator of the stability of the enterprise.

The presence of the main competitor in the production of steel barrels, which has a very strong competitive position in terms of product quality and pricing policy. Remoteness from consumers, as well as from the supplier of polycarbonate Problems with the supply of water for the technological needs of the enterprise. Strong dependence on the steel supplier, as Severstal is the only supplier of cold rolled steel used in the production of barrels. High production costs. Low salary.

Stage III SWOT - analysis.

Weak sides

1/A /B /C /D /E /F

More pairs of factors are in the field B/Sl (22), which means that the external environment generally favors the development of the company, and its internal potential does not allow using all these opportunities. Therefore, the pairs of factors of this quadrant will determine the development strategy of the enterprise. LLC "Xxx" should turn weaknesses into strengths at the expense of available opportunities. It is possible to overcome the weaknesses of the enterprise through corporate identity, image, as well as through the expansion of the range and production.

18 pairs of factors are concentrated in the U/C field. The main problems in this case are related to the conditions of constant inflation, accelerating growth in prices for electricity, raw materials used in production and for transport services. The task of Xxx LLC here will be to translate threats into opportunities, but the enterprise cannot significantly influence the above factors, therefore, threats should be mitigated and try to avoid them. This can be done due to such factors of the internal environment as: cost reduction due to technological advantages and product quality (reducing the proportion of defects).

There are 15 couples concentrated in the U/S field, which have a destructive effect on the organization. These pairs have developed objectively, and they are inherent in any manufacturing plant in market conditions.

As a result of the conducted SWOT analysis, the following conclusions can be drawn:

• More pairs of factors are in the field B/Sl (22), so these pairs will determine the development strategy of the enterprise.
• Priority areas are associated with the formation of a corporate identity and the expansion of production by increasing the output of existing products, as well as expanding the existing product range.
• LLC "Xxx" cannot significantly affect the threats of the external environment, so it is necessary to mitigate the impact of threats. This can be done due to such factors of the internal environment as: cost reduction due to technological advantages and product quality.

4.4 Calculation of the effectiveness of project implementation

One of the main directions for improving the marketing management system at Xxx LLC is the introduction of the position of a marketer who will search for new customers (customers), conduct marketing research, market analysis of the enterprise, develop discount and incentive systems for customers.

Considering that the person performing marketing functions already exists at the enterprise, that is, his workplace has already been organized, we only make a number of changes to his duties and endow him with additional functions, adjusting the job description of the sales manager, the enterprise incurs the following additional costs (table 4.1 ).

Table 4.1

Enterprise costs for the introduction and operation of a marketer

Necessary costs	Amount, rub.
Surcharge to wages
Workplace refurbishment: development of additional modules for existing software stationery
Training costs
Telephone costs
Transport, travel expenses
Unexpected expenses

*These costs are taken as existing in 2004 per 1 employee of the administrative apparatus.

With the advent of an experienced marketer at the enterprise, there will be an increase in sales volumes, new buyers of products will appear, the number of concluded contracts will increase, which, in turn, will lead to an increase in revenue. The marketer may propose the following action plan to promote the products of LLC "Xxx":

Currently, the production capacity of the enterprise is enough to cover the annual demand, which exceeds 1.5 million bottles. Naturally, such a volume is still unbearable for the Russian market of services for the delivery of drinking water, so the work of a marketer as a whole is aimed at finding new distribution channels.

The proposed activities of the promotion program aimed at the wholesale buyer, in particular the support of the site, will bring success to any company. The presence of a corporate website indicates the stability of the company. The Web site is a powerful marketing tool, providing complete statistics of visits and the possibility of "feedback" with the client.

It is very important to make constant updates, to improve the quality characteristics of the site. It is necessary to take into account the wishes of wholesalers in the field of website design. It should be remembered that the site itself, without further work and maintenance, does not bring sufficient dividends, since it will not be possible to find it on the Internet. It is necessary to use the ability to search by keywords, for example, “industrial packaging for liquid products”, place links on large industrial and exhibition sites.

Constant information and advertising support of "Xxx" LLC on the Internet will attract many potential partners and customers from among the users of the "global computer network”, the number of which is rapidly increasing in the world. One of the main advantages of the Internet is the absence of any boundaries in the way of dissemination of information. The cost of creating a Web site and monthly maintenance today is comparable to the cost of one advertisement in a monthly prestigious magazine. The difference is that the audience of the magazine is limited by its circulation and periodicity of publication, while the representation of the company on the Internet is permanent, regularly updated (up-to-date).

Website Maintenance Goals:

• Increasing the capitalization of LLC "Xxx".
• Formation of the image of "Xxx" LLC in the industrial packaging market.
• Using the site as a marketing research tool.

Website tasks:

• Increasing the volume of sales of LLC "Xxx" products.
• Increasing customer awareness.
• Search for new clients, including abroad.
• Using the site as one of the tools for promoting products.
• Using the site as one of the tools for advertising products.
• Bringing to consumers the features of the products of LLC "Xxx" in relation to other manufacturers of containers.
• Informing existing and potential partners about the prospects for the development of the enterprise, the pricing policy of the enterprise, changes in cooperation, changes in the product range.
• Formation of a favorable image of "Xxx" LLC in the eyes of customers.
• To be a tool in marketing research.
• To be a tool in establishing feedback between LLC "Xxx" and buyers.

Due to the fact that participation in exhibitions is planned for 2005, it will be expedient to produce various printed information products (catalogues in English and Russian, leaflets, booklets, brochures, calendars). With the help of these products, the awareness of customers will increase, and as a result, the company's sales volumes will increase.

In order to raise the awareness of wholesale buyers, as well as to promote the company's products, it would be advisable to create a catalog of products of LLC "Xxx". The catalog of a working nature should contain photographs of technological lines and products in order to represent the standard sizes of products and the conditions in which these products are produced. The optimal number of printed catalogs is 200 copies for a number of reasons:

• as the number of catalogs increases, the price per catalog decreases;
• this is a working material that will be distributed at the inter-regional exhibition in Moscow.

The approximate cost of the catalog (200 copies) is 16,000 rubles.

Along with the creation of a catalog, the creation of leaflets and booklets will also be appropriate for several reasons. Firstly, leaflets can contain more than detailed information for each type of product, give a more detailed description, schemes, indicate the nuances of production for each of the areas of production. Also, leaflets and booklets are an integral means of informing buyers at exhibitions. The approximate cost of 500 leaflets and booklets is 6500 rubles.

• Participation in the exhibition "Water and Water Technologies 2005", Moscow, the estimated cost is 36,000 rubles.
• Creation and maintenance of a Web site - 114,000 rubles.
• Production of leaflets, booklets, advertising literature - 22500 rubles.
• Sending samples of manufactured products - 10,000 rubles.

According to preliminary forecasts, the conclusion of additional agreements may lead LLC "Xxx" to revenue growth of at least 13% per year, as sales will increase.

Based on the data in Table 4.2. you can calculate the projected profit through the strength of the operating leverage. The action of the operating (production, economic) leverage is manifested in the fact that any change in sales revenue always generates a stronger change in profit.

To determine the strength of the impact of operating leverage, the ratio of gross margin (result from sales after recovering variable costs) to profit is used. Gross margin is the difference between sales revenue and variable costs.

Table 4.2

Data for determining the strength of the impact of the operating lever

ΔP = ΔV * The force of the operating lever, where

ΔP - change in profit, ΔB - change in revenue.

Operating Leverage = Gross Margin/Profit.

Gross Margin = Revenue - variable costs.

Gross margin = 413495.4 - 231960.97 = 181534.43 thousand rubles.

Operating lever force = 181534.43/67285 = 2.7.

ΔP = 13% * 2.7 = 35.1%

Thus, we got that the profit with the growth of revenue by 13% will increase by 35.1% and will amount to 90902.03 thousand rubles.

Taking into account the costs incurred for the modernization of the commercial department and for the promotion of products, the profit will be: 90902.03 - (89.8 + 182.5) = 90629.73 thousand rubles.

The cost of the event will be justified within a year.

We do not evaluate the result of improving the personnel management system of the commercial department in terms of cost, since the approbation of measures is just beginning.

The division of powers between the employees of the commercial department leads to the absence of duplication of functions, which will significantly speed up the efficiency of marketing management.

Also, in order to more objectively, comprehensively and clearly reflect the situation of the company in the market, the possibility of a quick reaction of the enterprise to the actions of competitors, the marketer needs to take into account in marketing analysis proposed by us modernization of the methods used by him.

Conclusions and offers

Based on the results of the study, the following conclusions can be drawn.

1. The management process is the process of coordinating and coordinating the activities of people in joint work to achieve the goal set for the enterprise (organization).
2. A leader is a person in whose formal and informal subordination are people of the same organization.
3. A subordinate is the person of the organization who is obliged to carry out the instructions of the head in accordance with the rights granted to him.
4. Describing the essence of the management process, it should be said that the nature of this process is informational. The head, coordinating and coordinating the activities of subordinates, influences them informationally - directly or indirectly.
5. The organization of management is understood as the activity of the leader, aimed at building a management apparatus capable of solving the tasks facing the team in a dynamically changing environment.
6. The management structure is the composition and subordination of the employees of the management apparatus (by position).
7. Now it is necessary to pay great attention to the issues of market research, the search for buyers, suppliers, the study of product demand, and this is the task of the marketing service. And the fate of the entire enterprise depends on how competently the work of the marketing service is organized, and how well it interacts with other departments of the enterprise, on how effective the technology, methods and means of marketing are.
8. Marketing management at the enterprise should be built taking into account the most advanced achievements of domestic and foreign science, as well as experience.
9. Marketing technology includes marketing audit, marketing planning, marketing organization, operational management of marketing activities (motivation, control, regulation, communication).
10. Xxx LLC is the only enterprise in the European part of the Russian Federation that produces steel rolling barrels with a capacity of 216.5 liters that meet European standards.
11. The Russian company "Xxx" has become the world's largest manufacturer of polycarbonate containers.
12. At present, the bottled water markets will continue to develop steadily, and for the end consumer, the purchase of a bottle of water will be as natural as the purchase of bread.
13. LLC "Xxx" occupies a stable position in the market, constantly increasing the volume of marketable products. In general, "Xxx" is a sustainable and promising enterprise.
14. The company has a cost-pricing policy.
15. Analysis of the liquidity of LLC "Xxx" showed that the company for 2004 is liquid and solvent.
16. The management structure of LLC "Xxx" has a linear - functional relationship. The heads of each structural unit are in line with the General Director.
17. The enterprise has standard job descriptions, however, these documents do not reflect all the specifics of the enterprise's activities and the features of internal communications, which is why at some points there are difficulties in coordinating actions.
18. Currently, the production capacity of the enterprise is enough to cover the annual demand, which exceeds 1.5 million bottles. Naturally, such a volume is still unbearable for the Russian market of services for the delivery of drinking water. The company faced the question of finding additional distribution channels for its products.
19. In LLC "Xxx" the marketing department is not allocated as a functional unit. All marketing functions at the enterprise are performed by the commercial department.
20. In the practice of marketing analysis, LLC "Xxx" uses SWOT - analysis and benchmarking.

We have developed the following proposals for improving the marketing management system.

1. Introduce the position of a marketer, namely: by adjusting official duties sales manager appoint him as a marketer.
2. Implement the job description developed for him.
3. The personnel management system of the commercial department needs a number of measures to improve motivation, planning and reporting.
4. It is necessary to modernize the methods used in marketing analysis in order to more objectively, comprehensively and clearly reflect the company's situation in the market. In particular, we have proposed modifications of benchmarking and SWOT analysis.
5. After evaluating the effectiveness of the project, we found out that the costs of carrying out activities to introduce the position of a marketer, provided that he professional work justified as soon as possible.

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Introduction 2

1 THEORETICAL PART 4

1.1 Essence, goals, objectives of marketing activities. 4

1.2 The value and role of the marketing service in the enterprise 11

2 ANALYTICAL PART 16

2.1 Evaluation of the effectiveness of the management system in the marketing department 16

2.2 Analysis of the functions of the marketing department 22

2.3 Organizational structure of department 27 management

2.4 Diagnosis of the control system 32

2.4.1 Structural mechanism for setting department 32

2.4.2 Department 42 Administrative Setting Mechanism

2.4.3 Department Setting Information Mechanism 52

2.5 Analysis of problem identification and acceptance processes management decisions..59

3 DESIGN PART 62

3.1 Structural definition of the control system 62

3.2 Designing the organizational structure of management by the method of clustering 64

3.3 Designing a system of information flows and communication interaction of employees 80

3.4 Designing a management decision-making system 82

3.5 Evaluation of the effectiveness of the implemented measure 85

Conclusion 87

References 89

Introduction

One of the cardinal requirements dictated by the market economy is the need to produce products of such a quantity and quality that can be used by consumers. Without its implementation, the main goal of any entrepreneur is practically unattainable - to maximize profits. It provides for the rational use of ever-decreasing resources. Failure to comply with this requirement makes it very problematic to include the Russian economy in the international division of labor.

The set of processes during which the interests of producers and consumers are harmonized is called marketing.

In our time, the issues of the functioning of the system of planning and enterprise management based on marketing are relatively poorly represented. The case, as a rule, is limited to a description of the organizational structure of enterprise management, occasionally - the functional responsibilities of employees of the marketing service and the relationship of marketing with other services of the enterprise.

Improvement of the management system will be carried out on the basis of:

• constructive definition of the management system of the marketing department;
• rational composition of functions (based on building a tree of goals, compiling a matrix of paired comparisons, determining the coefficients of the relative importance of goals);
• building an organizational management structure (using the clustering method);
• systems of information flows and communication interaction of employees;
• management decision-making systems.

aim term paper is the development and consolidation of knowledge and skills in the management of the organization.

In the process of implementing this course project, the following main tasks are solved:

1. analysis of the selected department, namely:

• organizational structure,
• control system diagnostics,
• functions and their complexity,
• evaluation of the efficiency of the department;

1. proposals for measures to improve the management structure and the implementation of their design calculations.

The object of the study is the marketing department of an industrial enterprise.

The subject of the study is aspects of the organization of marketing activities at this enterprise, marketing functions performed by the employees of the department.

This course project includes three chapters. The first chapter deals with the theoretical foundations of the concept of marketing and the marketing department, its role in the organization, functions and tools. The second chapter is devoted to the analysis of department management, identifying problematic issues. In the third, there is a consideration of areas for improving the management of the marketing department based on a rational composition of functions, building an organizational management structure, etc.