The concept of the purpose of the marketing service function. Marketing activity of the enterprise

named after K.E. Tsiolkovsky (MATI)

Department of Economics and Management

COURSE WORK

in the discipline "Marketing"

Student: Danilina D.R.

Group: 14 MEN-3DS-029

Checked by: Kondrasheva N. N.

Stupino 2011

INTRODUCTION
CHAPTER 1. THEORETICAL FOUNDATIONS OF THE FIRM’S MARKETING MANAGEMENT SYSTEMS........................................................... ...............................
1.1. Concept, goals, objectives, functions of marketing management ....................
1.2. Organizational structure of the marketing service ..............................................
1.3. Modern processes integration of marketing management into the overall management of the enterprise .........................
CHAPTER 2. SITUATION ANALYSIS .............................................................. .......
2.1. Situational task number 8 .............................................. ...............................
2.2. Answers on questions............................................... ...................
CHAPTER 3. PORTFOLIO ANALYSIS OF THE ORGANIZATION'S ACTIVITIES........................................................... .................
3.1. Construction of the BCG matrix .................................................... ......................
3.2. Construction of the McKinsey matrix .............................................. ................. 3.3. Analysis of the results................................................... ................................................
CONCLUSION................................................. ...............................................
LIST OF USED SOURCES AND LITERATURE

INTRODUCTION

Relevance of the topic. Marketing is one of the most important types of economic and social activities however, it is very often misunderstood. The purpose of marketing is to improve the quality of goods and services, improve the conditions for their purchase, which in turn will lead to an increase in the standard of living in the country, an increase in the quality of life.

In countries with developed market economy marketing is considered as the leading management function that determines the market and production strategies of the enterprise and is based on knowledge of consumer demand. Under these conditions, marketing is a system for organizing the activities of an enterprise, firm, corporation for the development, production and marketing of goods based on the study of consumer needs in order to obtain high profits.

The object of the research is marketing as a kind of activity.

The subject of the study is the features of the marketing activities of the company.

The purpose of the course work is to study the elements of the marketing activities of the enterprise.

To achieve the goal in term paper the following tasks are defined:

- to study the concepts, goals, functions of the marketing management system;

– conduct a situational analysis;

– to form the SHP of the enterprise.

The bibliography of the problem is reflected in the works of the following authors: Akulich M. L., Danko T. P., Zvyagintsev V. B., Kotler F.

CHAPTER 1. THEORETICAL FOUNDATIONS OF FIRM MARKETING MANAGEMENT SYSTEMS

Concept, goals, objectives, functions of marketing management

The essence and content of the concept of "marketing management" can only be disclosed in connection with an understanding of the processes of market formation in general, the market served by a specific group of firms, companies (sellers' market), the market serving specific buyers (buyers' market) that enter into real market relations and are their main subjects.

Marketing is the activity of a company in the formation of its positional - activity behavior in the market, based on expert - analytical (reflective) tracking of the processes of promotion and circulation of goods within the framework of a specific pricing policy under the influence of external and internal environment to achieve maximum possible outcomes. At the same time, the market situation develops under conditions of risk and uncertainty /1, p.192/.

Marketing management is a purposeful activity of a company to regulate its position in the market by planning, organizing, accounting, monitoring the execution of each phase of the positional and activity behavior of the company, taking into account the influence of the patterns of development of the market space, the competitive environment to achieve profitability and efficiency of the subject in the market.

Marketing is, first of all, not a subject of market study, but a look at the market, at the system of the company's market behavior.

The object of management is the expert-analytical and research activities firms in choosing a competitive position in the market, where it acts with its product, determining strategies for its promotion and distribution, choosing an advertising and pricing policy, etc., taking into account the totality of factors of external and internal environments.

The concept of "technology of marketing management" includes the whole set of expert-analytical, reflective and methodological tools for the analysis and detection of objective threats and complications of the company's competitive behavior in the market. This also includes the technology of making marketing decisions on planning, defining strategies, “capturing” more favorable economic zones, i.e. to promote the company to the market, to choose strategies for diversification, price orientation, technological development, etc., allowing the company to calculate and plan a specific marketing result.

The starting point of marketing management is the formation of its goals. The goal of marketing management, as a rule, comes down to achieving the profitability and efficiency of the entity's activities in the market, implemented through a set of marketing activities that ensure the establishment, strengthening and maintenance of profitable exchanges of the company with target customers, contributing to the growth of sales volumes and an increase in market share.

The goals of marketing management are implemented through management functions - isolated types management activities/2, p.237/.

1. Analytical function of marketing

Should be held analytical work in order to choose from a variety of potential markets such that may be the most interesting and priority for the enterprise and its products, in which, with the least effort and cost, it is possible to achieve commercial success. The purpose of market research is to conduct the so-called ranking, i.e., building national regional markets and markets foreign countries in a certain order: first, second, third, etc., as the interests of the enterprise in these markets decrease, depending on the conditions for the sale of goods and services on them.

Marketing as an analytical function is shown in fig. 1.1.

Rice. 1.1. Marketing as an analytical function in the structure of the enterprise.

2. Production (creative) function of marketing

The conditionality and certainty of the need that the product (service) must satisfy leads the manufacturer of the product to the need for a comprehensive study of the intended sales markets, their ranking and segmentation of consumers. It is obvious that only such a product can meet the quality requirements, which already at the time of development (creation) is focused on specific consumers.

In Fig.1.2. marketing is presented as a service link in the sales process in the structure of the enterprise.

Rice. 1.2. Marketing as a serving link in the sales process in the structure of the enterprise.

3. Sales function (sales function)

The distribution system provides the enterprise (and the consumer) with the creation of such conditions that the product is where it is needed, at the time it is needed, in the quantities in which it is in demand, and of the same quality (meaning safety during transportation) that the consumer expects.

4. Command and control function

home managerial task management of the enterprise is to reduce the degree of uncertainty and risk in economic activity and to ensure the concentration of resources in the selected priority areas of development. Control is the final stage of the marketing management cycle, the final link in the process of making and implementing a decision. Control allows not only to identify, but also to prevent various deviations, errors and shortcomings, to find new reserves and opportunities for development, adaptation to changing conditions of the external and internal environment.

In Fig.1.3. marketing is presented as management in the structure of enterprise management.

Rice. 1.3. Marketing as management in the structure of enterprise management.

1.2. Organizational structure of the marketing service

vertical marketing system(Navy) is an integration various organizations who can run an independent business. An example of a corporate Navy would be oil companies With own network petrol stations and company stores Supplies and autocosmetics.

Horizontal integration is an integration in which a company with a stronger market position acquires ownership of a weaker, but attractive competitor in some way. An example is the purchase in December 2000 by the German concern Henkel the largest plant washing powders "Pemos" (Perm). As a result, the Germans became the absolute leaders in sales detergents in the Russian market, as Henkel's sales doubled in just one year.

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The organization of the marketing service at the enterprise involves the formation structural unit to manage all types of marketing activities.

The marketing service is endowed with certain powers, and certain responsibilities are assigned to it.

The tasks of the marketing service are:

• collection, processing and analysis of information about the market, demand for the company's products;
• preparation of data necessary for making decisions on efficient use production, financial, marketing and similar potential in accordance with market requirements;
• active influence on the formation of demand and sales promotion;
• adaptation of internal resources and capabilities of the company to the conditions external environment;
• formation market strategy firms;
• implementation of the concept of marketing.

TO marketing service functions relate:

• 1. Comprehensive market research.
• 2. Formation of the product policy of the enterprise.
• 3. Determination of the pricing policy of the enterprise.
• 4. Creation of distribution channels and choice of means and methods of selling goods.
• 5. Development of communication links between the enterprise and the market.
• 1. Comprehensive market research includes:
  • research and analysis of the main market indicators (capacity, conjuncture, competitive environment, etc.);
  • demand development forecasts (long- and short-term);
  • development of short, medium and long-term marketing strategies;
  • study of factors that determine the structure and dynamics of consumer demand, market conditions;
  • study of demand for the company's products and development of short-, medium- and long-term demand forecasts;
  • study of consumers (attitude towards a product, company, behavioral motives, preferences, etc.);
  • studying the activities of competitors (marketing policy, strengths and weak sides and so on.);
  • market segmentation, analysis of segment parameters, positioning, etc.;
  • definition of "key success factors" and development of a complex of marketing efforts (marketing mix);
  • development of strategic and operational plans, analysis and control in target markets.
• 2. Formation of the product policy of the enterprise suggests:
  • study of consumer properties of manufactured products and consumer requirements imposed on them;
  • development of product lines and assortment of goods;
  • assessment of the state and increase in the level of competitiveness of goods;
  • preparation of proposals for the development of new products;
  • development of brand policy, packaging, after-sales service and etc.
• 3. Determination of the pricing policy of the enterprise covers:
  • the choice of price orientation for own costs, the state of demand, the competitive environment;
  • choice of pricing methods;
  • development of a system of incentive prices.
• 4. Creation of distribution channels and selection of means and methods for selling goods includes:
  • formation of distribution channels;
  • selection of resellers;
  • analysis and forecast of the volume and structure of sales;
  • development of forms and methods for the sale of goods (direct sales, personal selling, sales using information technologies etc.).
• 5. Development of communication links between the enterprise and the market means:
  • preparation of marketing justifications for advertising campaigns, "PR-campaigns";
  • definition of the purposes of advertising;
  • development of methods, rules and means of advertising;
  • determination of methods for stimulating the sale of goods;
  • participation in prestigious non-commercial events (“publicity”);
  • holding exhibitions, presentations, demonstrations;
  • encouragement of buyers;
  • incentives for sales staff and salespeople;
  • formation of a positive image of the enterprise.

The rights of the marketing department are respected by its chief. The head of the marketing department has the right to:

• Require the divisions of the enterprise to submit the materials necessary for the implementation of work that is within the competence of the department.
• Make proposals that take into account the requirements of consumers for the development and implementation of new products in the range of products sold, improving the quality and competitiveness of the services provided.
• Determine the main activities of the department, establish a range of issues related to the duties of employees, the nature of the work, their responsibility, approve job descriptions for department employees.
• Make proposals for bonuses to employees in accordance with the existing remuneration systems at the enterprise.
• Apply in accordance with labor law disciplinary action on employees of the department for violation of labor and production discipline.
• Involve, in accordance with the established procedure, specialists from research institutions and educational institutions, as well as employees of the enterprise to conduct research on the study of market conditions, needs and effective demand, advertising, maintenance and repair.
• Organize exhibitions-fairs for the sale of their products in conditions wholesale trade.

The organizational structure of the marketing service in an enterprise can be defined as the structure of the organization on the basis of which marketing is managed, i.e. - this is a set of services, departments, divisions, which include employees involved in a particular marketing activity.

The marketing structure is critical to successful implementation marketing concepts. There is no universal scheme for organizing marketing. Marketing departments can be created on different bases. They are usually part of commercial sphere enterprise activities. But in enterprises that produce specific products, these departments sometimes become an element of the technical sphere. Each firm creates a marketing department in such a way that it will best contribute to the achievement of marketing goals: identifying unsatisfied customer demand, expanding markets geographically, finding new market segments, increasing profits, etc.

However, marketing structures significantly depend on the size of the enterprise's resources, the specifics of the products manufactured and the markets in which they are sold, and on the existing structure of enterprise management. The real unification of the marketing activities of enterprises is most often carried out by function or by product. The organizational structure of the marketing service can have one of the following orientations:

Functions;

Markets and buyers;

Regions;

Structure functional type is appropriate for enterprises with a small number of goods and markets. In this case, markets and manufactured goods are considered as homogeneous, for which specialized departments are created. A marketing service organized by function can be represented as a diagram.

In addition to these divisions, departments can be created in the marketing service: marketing planning, product distribution management, new products. The functional organization of marketing is based on the division of labor according to established and newly emerging functions, on the specialization of workers.

Rice. 1.

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

For enterprises that produce a large number of diverse products that require specific conditions for production and marketing, it is advisable to organize marketing according to commodity principle.

This structure has a number of advantages. The product manager coordinates the entire marketing mix for that product and responds more quickly to market problems. Such a marketing structure is more expensive than a functional one, since more labor costs are required due to an increase in the number of employees. Therefore, the organization of the marketing service according to the commodity principle is extended only to large enterprises, where the volume of sales of each product is sufficient to justify the inevitable duplication of work.

Rice. 2. Organizational structure of the product-oriented marketing service

Product-specific marketing has recently become more important because in developed market countries, product differentiation has become one of the main factors. competition. In this regard, the activity of the product manager is important. The range of his duties in different firms is not the same, depending on the specific conditions of the enterprises.

For enterprises selling their products in different markets, where there are unequal product preferences, and products require specific services, it is advisable to organize marketing by markets. The market can be an industry or a segment of homogeneous buyers. The main markets are assigned to the market managers, the latter cooperate with the specialists of the functional divisions in the development of plans for various areas of functional activity. Each market must have its own marketing strategy.

Rice. 3. Organizational structure of the marketing service with a focus on markets and customers

At enterprises that produce products purchased by many regions, in each of which it is advisable to take into account the specifics of the consumption of these products, marketing structures can be organized according to regions. When organizing marketing on a regional basis, sales agents can live within the serviced territory and work with minimal time and cost for traveling. Such a marketing structure is found in large decentralized firms (especially international ones) with vast markets, which are sometimes delimited into separate zones and areas. The disadvantage of such a marketing structure, as well as structures focused on products and markets, is duplication of work, as well as problems of coordination of activities.

Influenced by rapid changes in consumer demand, high rates scientific and technological progress, growth in scale and complexity of production, as well as other factors, the nature and direction of the goals of the enterprise, the ways to achieve them are changing. Because of this, marketing structures must have a certain flexibility and adaptability.

Rice. 4. Organizational structure of the marketing service with a focus on regions

Marketing structures can only be considered flexible if they are able to change their organizational forms when changing the strategy of the enterprise. Organizational restructuring can be quick and without reducing the efficiency of the enterprise, if the ability to change is inherent in the structure itself. In order for marketing structures to be flexible, enterprises must constantly have current information about the internal state of affairs and the external environment, which is represented by demographic, economic, natural, technical, political and cultural factors.

Organizational structures can be of two types: "rigid" (mechanistic); "soft" (organismic). A rigid structure has the following features: the terms of reference of employees are clearly defined by the contract; increased centralization and specialization of power; the employee is not obliged to perform work not provided for by the position; there are many formal instructions. Such organizational structures effective in a stable environment. In a changing environment, "soft" structures are more appropriate. They are less specialized in comparison with rigid ones, decentralization of powers prevails in them. The scope of duties of employees is defined approximately, and the employee is obliged to perform any work related to the main one. The content of the work is constantly changing, and the management is waiting for suggestions from the performers to improve the work. There are few formal instructions in "soft" structures, and relations between employees are better. The "softness" of the organizational structure provides a favorable climate for innovation and promotes new ideas.

Of considerable importance for achieving the set marketing goals is the creation of internal organizational units in the company's marketing service. Here, as a rule, the following structural units are organized:

• 1) Market research department, including: information research group: product demand research group; group Maintenance market research.
• 2) Department for managing the product range, including groups for: managing the range of old products; assortment management new products.
• 3) Sales Department, containing subdivisions for operational and marketing work.
• 4) Demand generation and sales promotion department: advertising groups; sales promotion.
• 5) Service department. It is created only at enterprises producing complex equipment, machines.

The main tasks and functions of the marketing service units at the enterprise are:

Tasks of the department of market conditions, demand and advertising of products: development of short-term, medium-term and long-term marketing strategy; study of factors that determine the structure and dynamics of consumer demand for the company's products, market conditions; study of consumer properties of manufactured products and requirements imposed on it by consumers; orientation of developers and production to meet the requirements of consumers for products; organization of advertising and promotion of sales of products.

To accomplish these tasks, the following functions: analysis and forecasting of the main market-forming factors of potential markets for the products manufactured by the enterprise; analysis of commercial and economic factors, including financial position potential buyers, the real effective demand for manufactured products and the ratio of supply and demand for specific types products; study of supply volumes, technical level and quality of competing products, their advantages and disadvantages in comparison with the products of this enterprise; availability of new sales markets and new consumers of products manufactured by the enterprise; study of consumer properties of manufactured products and collection of information on customer satisfaction; preparation of proposals for attracting third parties specialized organizations to solve marketing problems, study the demand for products, advertising; analysis of the competitiveness of the enterprise's products, comparison of its consumer properties, prices, production costs with similar indicators of competing products manufactured by other enterprises; definition specific gravity products of the main competitors in the total sales volume in this market; studying the level of branded repair and maintenance and their impact on product sales; organization feedback with consumers, studying the opinions of consumers and their proposals for improving products, engaging commercial intermediaries and independent consultants for this; analysis of claims and their impact on product sales; organization and development of an advertising strategy for each product and a plan for conducting promotional activities; determining the capabilities of central and regional advertising agents and developing proposals for involving them in advertising the company's products; organization of participation of the enterprise in central and regional industry exhibitions, fairs, exhibitions and sales; Preparation required documents and materials; analysis of the activities of advertising, its impact on the sale of products, consumer awareness of the company's products; determining the effectiveness of advertising; development of proposals for improving the organization of advertising; methodological guidance of the dealer service in the field of sales, organization and training of dealers and their provision with all necessary documentation and promotional materials for the sale of products; wholesale organization analysis, sales network; participation, together with economic, design and technological departments, in determining the cost of new products and developing measures to reduce the cost of manufactured products; identify possible economic effect from consumers and the amount of profit of the enterprise from the sale of new and manufactured products.

Tasks of the sales department: timely preparation and conclusion of contracts for the supply of finished products; ensuring the implementation of plans for the supply of products on time and according to the nomenclature in accordance with the concluded contracts; control over the supply of products by structural units; security proper accounting acceptance and reporting on the shipment of products.

Sales Functions: ensuring successful commercial activities sales enterprises; preparation and conclusion of contracts with buyers for the supply of manufactured products; participation together with the relevant services of the enterprise in the formation of nomenclature plans for the production and delivery of finished products to ensure deliveries on time and according to the nomenclature; drawing up annual, quarterly and monthly plans for the supply of products in accordance with the concluded contracts; participation in the study of demand for manufactured products; carrying out measures to eliminate unreasonable expenses for the sale of products; organization of wholesale trade in products; organization of proper storage of finished products, their sorting, assembly, conservation, packaging and shipment to consumers; planning and organization of shipment of finished products; preparation of data on the total quantity of supplied products according to the nomenclature provided for by the concluded contracts; regulation of relationships with consumers, correspondence and reception of buyers on the supply of products and settlements with them; drawing up applications for necessary materials for the implementation of sales functions; participation in the consideration and satisfaction of justified complaints about the shipped finished products; drawing up applications for the supply of railway trains, containers and vehicles for a month, quarter, year; correct application normative acts on the supply of products; preparation of operational and statistical reporting on the fulfillment of deliveries under government orders, contractual obligations and their timely submission with an explanatory note.

Tasks of the product maintenance department: firm service of let out production; organization of support bases for the operation and repair of manufactured products; organization of work on additional assembly, adjustment, running-in, pre-sales service and delivery of assembled products to consumers; organization of work on the introduction of advanced technologies for the repair and restoration of components and parts; calculation of the need for the reserve fund of spare parts, its creation and replenishment; organization information support on the introduction and use of new technology.

Functions: organization and management of the work of support bases and strong points for product warranty service; organization of on-site technical assistance in warranty service and repair of equipment that failed during the warranty period; organizing business trips for teams to repair equipment, equipping them with the materials necessary for repair; collection of primary information about failures, malfunctions and shortcomings in the operation of manufactured products; participation in the consideration of complaints; development of proposals for improving the warranty service and warranty repair together with other departments, as well as measures to improve the quality and reliability of products; analysis and preparation of reporting data on the causes of equipment failures; control of consumption and accounting for the availability of spare parts in the reserve fund and at strong points in accordance with established standards; development of proposals for technically sound planning and production of spare parts, participation in the development and approval of the range of spare parts manufactured by the enterprise; presentation of claims to consumers in case of violation by them of the rules of operation and maintenance of the purchased products; operational accounting and detection of shortage of spare parts for warranty service; Ensuring timely dispatch of spare parts to strong points.

Tasks of the Bureau of Forecasting and Marketing Planning: development of forecasts of market conditions, effective demand, prospects for the development of the enterprise, the range of products planned for production, and prices; development of a marketing strategy; development of recommendations for the formation production capacity and production plan.

Functions: study of the needs of buyers; timely determination of whether the products take into account the requirements of consumers for its reliability and quality, price level, delivery conditions, organization of after-sales technical, service, and other requirements; study data on stocks, as well as on the receipt and portfolio of orders for products and develop based on this forecast of production capacities; identification of the main trends in the development of production (technical level, technology, duration of the manufacturing cycle, production cost structure, etc.) and analysis of demand based on the study of domestic consumption, exports and imports; selection and systematization in special corporate dossiers of materials covering the activities of competing firms, partners and intermediary firms according to the profile of the enterprise; drawing up balances of supply and demand for the coming period; development, based on the analysis of the system of factors for the formation of the market situation, forecasts for the situation and market capacity, effective demand, production, export and import of products; development and submission to the management of the enterprise of proposals for the creation of a fundamentally new product designed to meet the requirements of new market segments, etc.; determination together with the department of the chief designer specifications And economic indicators new products; participation in testing new products; determination of the competitiveness of new products; analysis of the effectiveness of branded services, marketing, advertising and development of proposals for their improvement; analysis of production and sales volumes, marketing, advertising and corporate services at similar enterprises in the country and abroad and the development of proposals for the use of best practices.

Tasks of the Bureau for Market and Demand Research: study of the factors that determine the structure and dynamics of consumer demand for the company's products (market research); study of demand for the company's products and development of forecasts for the need for manufactured products; determination of the competitiveness of the enterprise's products; study of consumer properties of manufactured products and consumer requirements imposed on them; orientation of developers and production to meet the requirements of consumers for products.

Functions: development of plans for studying market conditions, needs, effective demand for manufactured products; analysis and forecasting of the main conjuncture-forming factors of potential sales markets for the products manufactured by the enterprise; accumulation and systematization of information on the volume of supply, technological level and quality of competing products, their advantages and disadvantages in comparison with the products of this enterprise; study of new sales markets and new consumers of products manufactured by the enterprise; determination of the dynamics of the values ​​of economic factors affecting the demand potential in this market; study of the structure, composition and organization of the sales network serving the sales markets for the company's products; analysis of the organization of technical (warranty) service and its impact on the sale of products. organization of feedback with consumers; analysis of claims and their impact on product sales; development of proposals for changing the characteristics, design and production technology of manufactured and new products in order to improve consumer properties, taking into account the opinions of users and the achievements of world experience; participation together with economic, design, technological departments in determining the cost of new products and developing measures to reduce the cost of products, identifying the possible economic effect and the amount of profit of the enterprise from the sale of new and manufactured products; participation in the analysis of the effectiveness of advertising and its impact on the sale of products and the development of recommendations for improving advertising; development based on the study of demand recommendations for the conclusion of contracts for manufactured products, taking into account the requirements of the consumer; preparation of reports, information and analytical materials on market conditions and demand for the company's products.

Tasks of the advertising bureau: determination of the most effective directions for advertising, taking into account the characteristics of products and market conditions; organization of all necessary types of product advertising and the formation of trust and respect for the manufacturer.

Functions: determination, together with specialists in the study of demand and sales of advertising objects and market segments in which it is necessary to advertise products; selection and application of the most effective methods of advertising, taking into account the characteristics of the advertised products, as well as the characteristics of the market; development and submission for approval of plans for carrying out promotional activities and plans for conducting advertising campaigns for individual products; determination, together with the specialists of the department of the chief designer, of the characteristics and economic indicators of the advertised products and the identification of the most important features of the products for advertising; organization of participation of the enterprise in central and regional industry exhibitions, fairs, exhibitions and sales; preparation of necessary documents and materials; development of proposals for the formation corporate identity, organization of advertising with the help of branded products (posters, booklets, posters, express information); advertising registration of documents for the operation and repair of products; preparation of contracts with advertising agencies and other advertising organizations; preparation of cost estimates for advertising activities and monitoring its compliance; analysis of the effectiveness of advertising, its impact on the sale of products, consumer awareness of the company's products.