Analysis of a specific enterprise marketing example. Marketing analysis of an enterprise's activities using the example of Dalsvyaz OJSC. Feasibility study of the project
Coursework on the topic of marketing analysis using the example of the enterprise OJSC "Condi"
2010
TABLE OF CONTENTS
Introduction
1 Theoretical and methodological foundations of product marketing……………….7
1.1 Marketing as a tool for increasing the efficiency of production and sales activities of an enterprise……………………………………………………7
1.2 Methodological aspects of the development of marketing at agricultural enterprises...14
1.3 Legal support for the marketing activities of an enterprise......26
1.4 Domestic and foreign experience and features of the development of product marketing………………………………………………………………………………………..28
2 Marketing analysis of the enterprise’s activities………………………34
2.1 Organizational and economic characteristics of the enterprise……….34
2.2 External situational analysis………………………………………….41
2.3 Internal situational analysis……………………………………48
2.3.1 Product range. Assessing the competitiveness of a product……48
2.3.2 Price level and pricing………………………………………………………56
2.3.3 Analysis of sales activities. Marketing communications system………………………………………………………………..57
2.4 SWOT analysis………………………………………………………………………………61
3 product marketing at the enterprise………………….…..67
3.1 Goals and strategies for product marketing…………………………………….673.2 Pricing strategy………………………………………………………...69
3.3Formation of a product strategy………………………………………………………...71
3.4 Proposals for product promotion…………………………………74
3.6 Assessment of project effectiveness…………………………………………………….77
Conclusion
Bibliography
INTRODUCTION
IN modern conditions development of the Russian economy, a marketing approach to solving problems of the quality of goods and services in the interests of the consumer is inevitably formed, which determines the development strategy Russian enterprises on domestic market to achieve stable production, supply, and sales. Marketing gives an enterprise a number of practice-tested recipes for reaching positive results economic activity. The marketing concept of quality management is a kind of guideline that allows you to lead a business towards its intended goal in the safest way.
In the current competitive environment, only an enterprise that creatively applies a marketing approach to its activities and is constantly looking for new ways to adapt to changing operating conditions can survive.
Currently, special marketing services are being created in the management structures of enterprises of various forms of ownership.
The main task of marketing management of product quality is to increase the level of competitiveness of the enterprise and strengthen its market position.
In a market economy, great attention is paid to the problems of quality management, which is due to the presence of a competitive environment. Because of this, only quality can attract consumers. .
Recent years have been marked by an unprecedented increase in attention to the problem of marketing quality assurance, because this is an indicator on the basis of which the consumer makes a decision: to buy or not to buy a product or service from a particular supplier. Therefore, quality is the most important factor in the success of an entrepreneur, at the same time representing a condition for survival and prosperity, since enterprises in a free market can only exist successfully if they are able to sell their products for a long time and at a profit.
Marketing management of product quality is not achieved through administrative methods. It is the result of a policy that combines the quality of such critical stages as design, technological equipment, processing, environmental protection and, of course, management quality.
Issues of marketing solutions to product quality problems are considered in the scientific works of famous Russian and foreign economists: Porter M., Robinson J., Tolkachev S. Anikiev S.N., Bergers D.F., Steinhoff D., Gasanov R.M. , Eleneva Yu.A., Korshunova E.D., P.L. Chebyshev, A.M. Lyapunov, I.G. Venetsky, A.M. Dlin, W.A. Shewhart, E. Deming, A. Feigenbaum . etc.
Their significance in the modern Russian economy determined the choice of the topic of this course work and its main goal: to study and analyze the marketing activities of the enterprise and propose measures to improve it.
The object of the study is the Closed Joint Stock Company "Condi". In accordance with this goal, the following tasks must be completed:
Give a general description of the enterprise;
Conduct marketing research analysis;
Analyze the organizational structure;
Describe and analyze the product, pricing, communication and sales policies of the enterprise;
Consider measures aimed at improving marketing activities
In the process of studying and processing materials, the following research methods were used: abstract-logical, monographic, economic-statistical, calculation-constructive, and basic analysis techniques were used.
The information basis of the work was made up of the reporting data of the enterprise JSC "Condi", special literature on the topic under study by domestic and foreign authors, federal regulations, balance sheets, statistical data, price lists.
1 THEORETICAL AND METHODOLOGICAL FOUNDATIONS OF PRODUCT MARKETING
1.1 Marketing as a tool for increasing the efficiency of production and sales activities of an enterprise
Marketing is a system of organization and management of production and sales activities enterprises, market research in order to create and satisfy demand for products and services and make a profit.
Experts put a double meaning into the term “marketing”: it is both one of the management functions and an integral concept of management in market conditions.
As a management function, marketing is no less important than any activity related to finance, production, scientific research, logistics, etc.
Marketing is the basis of any activity of any enterprise or firm. Marketing functions reflect different objects of their application (personnel, finance, construction, insurance, trade, production, investment, innovation, projects, information, knowledge, etc.), as well as various concepts reflecting the technological aspects of marketing itself as a method of management (methodological , organizational, instrumental, informational and legal, etc.).
Marketing activities are a set of activities focused on researching issues such as:
Analysis of the external (in relation to the enterprise) environment, which includes markets, sources of supply and much more. The analysis allows us to identify factors that promote or hinder commercial success. As a result of the analysis, a data bank is formed for making informed marketing decisions.
Analysis of consumers, both current (current, buying the company’s products) and potential (who still need to be convinced to become relevant). This analysis consists of studying the demographic, economic, geographical and other characteristics of people who have the right to make purchasing decisions, as well as their needs in the broad sense of this concept and the processes of purchasing both our and competing products.
Studying existing and planning future products, that is, developing concepts for creating new products and modernizing old ones, including their assortment and parametric series, packaging, etc. Outdated goods that do not provide a given profit are removed from production and export.
Planning of product distribution and sales, including the creation, if necessary, of appropriate distribution networks with warehouses and stores, as well as agent networks.
Providing demand generation and sales promotion through a combination of advertising, personal selling, prestigious non-profit events and various types of economic incentives aimed at buyers, agents and direct sellers.
Ensuring pricing policy, which consists of planning systems and price levels for exported goods, determining the “technology” for using prices, loan terms, discounts, etc.
Satisfying the technical and social standards of the country importing the goods of the enterprise, which means the obligation to ensure adequate levels of safety in the use of the product and environmental protection; compliance with moral and ethical rules; proper level of consumer properties of the product.
Management of marketing activities (marketing) as a system, i.e. planning, execution and control marketing program and individual responsibilities of each participant in the operation of the enterprise, assessment of risks and profits, and the effectiveness of marketing decisions.
To implement the above activities, it is necessary to take into account the large role of those on whom the effectiveness of the marketing strategy depends, namely marketing subjects, which include manufacturers and service organizations, wholesale and retail trade organizations, marketing specialists and various consumers. It is important to note that although responsibility for performing marketing functions can be delegated and distributed in various ways, in most cases they cannot be completely neglected; they must be performed by someone.
The marketing process begins with studying the buyer and identifying his needs, and ends with the purchase of goods by the buyer and the satisfaction of his identified needs.
The market in which marketing entities operate can be divided into a “seller’s market”, where the enterprise sells own products, and a “buyer’s market” in which it acquires the necessary production components. Thus, marketing is mainly beneficial to both sellers and buyers of goods.
There are five main approaches (concepts) on the basis of which organizations carry out their marketing activities:
Concept of production improvement;
Product improvement concept;
Concept of intensifying commercial efforts;
Marketing concept;
The concept of social and ethical marketing.
The use of each of them is mandatory and, first of all, raises the question of what should be the balance of interests of producers, consumers and society as a whole. Indeed, quite often these interests come into conflict with each other.
1. Production concept, or concept of production improvement. Enterprises that adhere to this concept have predominantly serial or large-scale production with high efficiency and low cost, and the sale of their goods is carried out through numerous trading enterprises. The main prerequisites for the existence of this concept of managing marketing activities include the following: a) most of the actual and potential consumers have low incomes; b) demand is equal to or slightly exceeds supply; c) there is a rapid reduction in high production costs (usually for new products), which leads to the conquest of a larger market share.
2. The main idea of the concept of product improvement is to orient consumers toward certain goods or services that are superior in technical characteristics and performance to their analogues and thereby bring more benefits to consumers. At the same time, manufacturers direct their efforts to improve the quality of their goods, despite higher costs, and, consequently, prices. The factors supporting the existence of such a marketing concept may include the following: a) inflation; b) monopolistic market restrictions; c) rapid obsolescence of goods.
3. The sales concept, or the concept of intensifying commercial efforts, assumes that consumers will buy the goods offered in sufficient quantities only if the company makes certain efforts to promote the goods and increase their sales.
It should be borne in mind that in practice, the implementation of the sales concept is associated with the imposition of a purchase, and the seller strives to conclude a deal at all costs, and satisfying the buyer’s needs is a secondary point. The sales concept can be effective for a long time, due to the following reasons: a) many buyers believe that they are able to protect their interests; b) buyers who are dissatisfied with their purchase will soon forget about their feelings of dissatisfaction and are unlikely to file a complaint with the society that protects their interests; c) there is always a sufficiently large number of potential buyers.
4. Marketing concept. This concept replaces the marketing concept and changes its content. The difference between the sales concept and the marketing concept is as follows: activities based on the sales concept begin with the product available to the company. In this case, the main task is to achieve the sales volume necessary to make a profit through various sales promotion activities. Activities based on the concept of marketing begin with identifying actual and potential customers and their needs. The firm plans and coordinates the development of specific programs to address identified needs.
The marketing concept is part of a policy known as “consumer sovereignty,” where decisions about what should be produced should be made not by the firm or the government, but by consumers.
5. The social and ethical concept of marketing, characteristic of the current stage of development of human civilization, is based on a new philosophy of entrepreneurship, focused on meeting the reasonable, healthy needs of the carriers of effective demand. Its goal is to ensure the long-term well-being of not only an individual enterprise, but also society as a whole.
The above concepts characterize the various periods and major social, economic and political changes that have occurred in developed countries in the past century. The dominant trend of the changes that have occurred is a shift in emphasis from production and goods to sales, as well as to the problems facing consumers and society as a whole.
For effective market activities and conducting targeted competition, a company needs marketing research.
The fundamental feature of marketing research, which distinguishes it from the collection and analysis of internal and external current information, is its targeted focus on solving a specific problem or set of marketing problems. This focus turns the collection and analysis of information into marketing research.
Thus, marketing research should be understood as a process of setting objectives, obtaining marketing information, planning and organizing its collection, analysis and reporting on the results, aimed at solving the marketing problem (set of problems) facing the company.
Marketing research conducted annually by firms varies both in scope and type. The most important factors The size and specialization of the company determine the scope of marketing research and its direction. Thus, according to foreign literature, medium-sized companies spend a much smaller share of their budget on marketing research (1.5%) than large ones (3.5%). Firms producing consumer goods also spend a larger share of their turnover on marketing research (0.08%) than firms producing industrial goods (0.04%). Small firms, regardless of their specialization, as a rule, do not spend significant funds on marketing research.
Conducting marketing research by domestic firms is now a rarity. The reasons for this lie, firstly, in the instability and unpredictability of the development of the economic and political situation in the country and, as a consequence, the focus of most firms on ensuring current profits, and, secondly, in the lack of positive experience in conducting such research and underestimation by domestic entrepreneurs their usefulness.
However, the results of surveys of various foreign firms (English and American) indicate a stable priority given by firms to certain types of research.
Current trends affecting the effectiveness of marketing research abroad include:
Increasing availability of commercial databases.
Increased use of new technology.
Deterioration of the image of surveys among buyers.
In our country, due to the narrow range of firms performing marketing research, these trends are not yet noticeable.
The concept of “marketing research” is much broader than the concept of “market research”, although the latter largely determines the key aspects of marketing activities as a whole. After all, the need, when organizing marketing activities, to proceed from the requirements of the market, consumers, and not from already manufactured products, determines the logic of the behavior of marketing research.
Market research involves finding out its state and development trends, which can help identify shortcomings in the current market situation and suggest opportunities and ways to improve it, but this, however, is only part of the problems that determine the content of marketing research as a whole. All marketing research is carried out in two aspects:
1. Assessment of certain marketing parameters for a given point in time.
1. Obtaining their forecast values As a rule, forecast estimates are used in developing both the goals and development strategy of the organization as a whole, and its marketing activities.
An enterprise (or person) conducting marketing research independently or on order must obtain information:
1) what to sell and to whom, as well as how to sell and stimulate sales, which is crucial in a competitive environment.
The results of the study may predetermine changes in the company's goals.
1.2 Methodological aspects of marketing development in enterprises
Methodological aspects of marketing development in an enterprise are presented by classical economic theories development of market relations, developments of modern scientists on the problems of conducting scientific research Development of a marketing strategy is a complex process, one of the methods of formalization of which is modeling, which allows you to choose the best option for a strategic solution, avoiding the scattering of efforts and resources.
Marketing strategic matrix is a model of a firm’s choice of a specific strategy depending on specific market conditions and its own capabilities or other factors.
The matrix is formed according to two characteristics (factors) using a system of horizontal and vertical coordinates of the economic space, which express the quantitative or qualitative characteristics of the corresponding market parameters. Their intersection forms fields (quadrants, strategic sectors) that reflect the company’s position in the market. Matrices, as a rule, have a double name: by content and by the last name of the developer (company name).
Product – market model (Ansoff matrix)
The model is designed to generate strategies in a growing market. The starting point is the discrepancy between the actual and planned development of the enterprise. This means that the company's goals are not achievable using previous strategies; it is necessary to either adjust the goals or look for other strategic ways.
Product-Market Matrix
Model Market share - market growth (portfolio analysis, Boston Consulting Group (BCG) matrix)
The model is based on the concept life cycle product and the concept of the experience curve, justifies the product portfolio of a large firm. Different products have different market chances and risks. Portfolio analysis is one of the most commonly used strategic marketing tools today.
Theoretical basis of models portfolio analysis:
1) Experience curve. As production volume and experience increase, resource costs per unit of output decrease.
2) The concept of the product life cycle. The Portfolio concept is based on the fact that creating a successful brand always involves large investments and involves a lot of resources. If the brand is successful, then sales of the product reach a high level and are maintained without particularly large expenses. During this period, the product brings in significant income and frees up financial resources.
3) PIMS project - an empirical study of factors affecting the profitability of enterprises and the reaction of profitability to changes in the market situation.
The market growth – market share matrix has the form shown in Figure 3. 
Fig4. Growth-Market Share Matrix created by BCG
ADL Matrix
The matrix proposed by Arthur D. Little has an original approach to the problem of dynamic analysis. It has a more complex scheme. A. Lytle introduced different variables into it than in the BCG matrix: sector maturity and position in relation to competitors. The maturity of the sector reflects the stages of market change corresponding to the stages of life cycle. This makes it possible to analyze market development over time. Each stage corresponds to certain financial characteristics, specific forms competition, various shapes strategic behavior. When determining the position in relation to competitors, indicators of market share, indicators of competitiveness, and intensity of competition are used. 
Model Market attractiveness - competitive advantages (McKinsey and General Electric (GE) matrix)
As industry attractiveness factors, a special industry attractiveness index has been developed, determined on the basis of market size, market growth rates, industry profitability ratio, degree of competition, seasonality and cyclicality of demand, and cost structure in the industry.
Business sustainability is also assessed using a special index that reflects factors such as the company's relative market share, price competitiveness, product quality, customer and market knowledge, sales efficiency and location advantages.
The General Electric-McKinsey Matrix has three areas: strategic positions:
Winners area;
Losers area
T is the average area, which includes positions in which business profits are consistently generated, average business positions and questionable types of business.
The factors that determine the attractiveness of an industry and the position of a business in individual markets are different. Thus, the main criteria for attractiveness may be market size, growth rates, level of competition, and market sensitivity to price. The competitiveness of a business can be assessed using criteria such as market share controlled by the firm; the effectiveness of the marketing system, the level of costs, potential, etc. Therefore, when analyzing each market, it is necessary to identify the factors characterizing it and evaluate their level (low, medium or high).
invest to maintain your position and follow market developments;
invest in order to improve their position, moving along the matrix to the right, towards increasing competitiveness;
invest to recover a lost position. This strategy is difficult to implement if the market attractiveness is weak or average;
reduce the level of investment with the intention of “harvesting”, for example, by selling a business;
stop investing and exit a market (or market segment) with low attractiveness, where the enterprise cannot achieve a significant competitive advantage.
In addition to the Civil Code of the Russian Federation, the most important link in the system of sources legal regulation Marketing are other federal laws that can be typologized depending on the area of marketing:
Relations between subjects of marketing activities and consumers are regulated by the norms of the Law of the Russian Federation "On the Protection of Consumer Rights"
Sales issues - Federal laws of December 13, 1994 N 60-FZ "On the supply of products for federal state needs", dated October 29, 1998 N 164-FZ "On leasing"
Relations arising in the field of marketing product policy - Federal Law of December 27, 2002 N 184-FZ "On Technical Regulation", Law of the Russian Federation of September 23, 1992 N 3520-I "On trademarks, service marks and appellations of origin of goods"
Pricing - Federal Law of April 14, 1995 N 41-FZ "On state regulation of tariffs for electrical and thermal energy in the Russian Federation"
Competitive relations in the field of marketing - Law of the RSFSR of March 22, 1991 "On competition and restriction of monopolistic activities in commodity markets", Federal Laws of June 23, 1999 N 117-FZ "On the protection of competition in the financial services market", dated 17 August 1995 N 147-FZ "On Natural Monopolies"
Marketing research, receipt, use and dissemination of marketing information - Federal Law of February 20, 1995 N 24-FZ "On Information, Informatization and Information Protection", Laws of the Russian Federation of December 27, 1991 N 2124-I "On the Mass Media ", dated July 9, 1993 N 5351-I "On copyright and related rights", dated September 23, 1992 N 3523-I "On legal protection computer programs and databases", Patent Law of the Russian Federation of September 23, 1992 N 3517-I
Product promotion - Federal Law of July 18, 1995 N 108-FZ "On Advertising" legal support for marketing in various areas of activity, determined by the market area, type of product, type of consumer and area of entrepreneurship, is carried out: - Federal Law of April 22, 1996 . N 39-FZ "On the securities market", Law of the Russian Federation of February 20, 1992 N 2383-1 "On commodity exchanges and exchange trading" - marketing in the securities market and commodity exchanges, including marketing of trading and intermediary services in the exchange. activities;
Naturally, the rules governing marketing are contained not only in the Civil Code of the Russian Federation and other federal laws, but also in by-laws - decrees of the President of the Russian Federation, Government resolutions, acts of ministries and other federal bodies executive branch, which also play an important role in regulating marketing activities.
Among the by-laws that mediate marketing activities, in particular, are:
Decree of the President of the Russian Federation of February 28, 1995 N 221 “On measures to streamline state regulation of prices (tariffs)” and a similar Decree of the Government of the Russian Federation of March 7, 1995 N 239, which regulate pricing in marketing;
This legal framework allows you to quickly and effectively resolve issues of product sales, marketing issues and influence the economic results of the organization’s economic activities.
1.4 Domestic and foreign experience and features of product marketing development
The result of the transition to market relations, the liberalization of foreign economic activity and the expansion of foreign confectionery products into the Russian market was a decrease in the market share of domestic enterprises in the total volume of trade turnover of the country. Russian confectionery products, having clear advantages in functional and ergonomic properties, turned out to be uncompetitive in comparison with imports in terms of aesthetic design, and the confectionery industry was unable to withstand the aggressive advertising of importers, which negatively affected its economic situation.
In the conditions of the formation of a competitive environment, the saturation of the market with a variety of goods and the constant updating of the assortment, each domestic enterprise faces the problem of identifying its product and selecting from the many options for offering a product that can best satisfy the consumer’s needs.
P For all types of confectionery products, end consumers give their preference to products from domestic manufacturers.
Positions foreign manufacturers confectionery products are not very strong, with the only exception being the segment of chocolate bars. For this type of confectionery products, 15% of respondents said that they consume imported products produced in non-CIS countries.
Domestic confectionery manufacturers are leaders in two types: chocolate bars and candy sets. However, the gap from the closest competitor (products of various Russian manufacturers) is insignificant and does not exceed 5%. For all other types of confectionery products, the group of consumers who buy products only from Russian manufacturers turns out to be slightly larger compared to buyers characterized by a more selective taste (who prefer products exclusively from Moscow manufacturers).
The maximum number of consumers of products from neighboring countries turned out to be in the caramel segment (here the considered indicator is equal to 9%). Products from non-CIS countries turn out to be the most attractive in the segments of chocolate bars and chocolate bars (the share of consumers who prefer products from foreign manufacturers for these types of confectionery products turned out to be 15% and 8%, respectively).
A modern feature of the confectionery industry is that buyers are willing to pay almost as much for a package of flour confectionery products as for a kilogram of similar loose products
Buyers of flour confectionery products are willing to pay almost as much for a package of flour sweets as for 1 kilogram of loose products.
Thus, the average purchase price of a package of multi-layer cookies is only 11% lower than the average purchase price of 1 kg. similar loose cookies...
Diagram 1. Average purchase price of packaged and loose multi-layer cookies and cookies with fillings, consumer survey in large cities of the Russian Federation.
This means that consumers of flour confectionery products in many segments of this market are willing to pay almost the same amount for packaging (150-350 grams) as for a kilogram of loose products.
This critical feature of consumer price perception provides an excellent opportunity for the manufacturer. After all, from one kilogram of products you can make 3-5 or more packages, for each of which the buyer is willing to pay almost the same as for a kilogram of loose products.
And the weight of the package, if it is within reasonable limits, is not of particular importance to the buyer.
Feature two. People are looking less and less at price tags when buying flour confectionery products.
Thus, 44.8% of consumers do not pay attention to the price when buying cakes
Diagram 2. Preferences of consumers of flour confectionery products in large Russian cities by prices, cakes.
The production of confectionery products in Russia is 1 million 900 thousand tons per year. The range of these products meets the wide requirements of various age groups population. On average, the annual consumption of confectionery products per person is 12-14 kg, or 32-50 g/day, in terms of calorie content 150-180 kcal.
An important direction in the development of the confectionery industry is focused on solving the problem of implementation latest technologies, allowing for the production of competitive confectionery products, including special purpose, i.e. with special properties. Special purpose confectionery products are primarily intended for dietary and functional nutrition.
The creation of special-purpose confectionery products should be carried out on the basis of high-tech technologies, since only in this case is it possible to more fully demonstrate the functional properties of biologically active additives.
Today, the Russian confectionery market offers the buyer a variety of products in a variety of segments. At the same time, the number of types, brands and names of confectionery products has increased greatly over the past few years and continues to grow steadily, reaching a growth rate of 25-30% per year in some product categories. Already now we can safely say that in a number of indicators, in particular in terms of assortment content, the Russian confectionery market is close to the European one, but there are also significant differences. For example, if we consider the seasonality of the European market, the maximum decline there is 5-7%, while in Russia for some groups the decline in sales volumes reaches 30%.
2 MARKETING ANALYSIS OF THE ACTIVITIES OF CJSC "CONDI"
2.1 Organizational and economic characteristics of the enterprise
Ufa confectionery factory"Condi" is located in Ufa, Republic of Bashkortostan, Address: 450022, Ufa, st. Mendeleeva, 132
The Ufa confectionery factory "Kondi" was built in December 1976 with a design capacity of 25 thousand tons of confectionery products per year and was incorporated in 1994.
Today it is one of the leading enterprises in Russia. The factory's development strategy provides for constant improvement of product quality. On June 26, 2003, JSC "Condi" received the International Quality Certificate ISO - 9001.
Thirty-four years of experience and constant improvement of technological processes have ensured high productivity and quality of products, which is given special importance here.
JSC "Condi" is a modern enterprise in the confectionery industry. The structure of the enterprise includes 5 main production workshops: caramel, biscuit, candy retail, confectionery and manufacturing and 8 auxiliary production workshops: transport, mechanical, construction group, electrical workshop, heating workshop, compressor, cardboard and boiler room.
JSC "Condi" produces more than 300 types of confectionery products per year: caramel, cookies, waffles, chocolates and sets, Turkish delight, sherbet, marmalade, cakes and pastries.
Despite the presence of fierce competition in the confectionery market, Kondi maintains its leading position and continues to develop dynamically.
The company's strategy is aimed at modernizing production facilities and introducing new technologies in order to increase the competitiveness of its products.
Today, production volumes amount to 700-800 tons of floury “confectionery” per month. Its share in the Bashkir market was estimated last year at 35%. In 2003, the factory acquired a strategic investor in the person of the Siberian Bread Corporation, which bought a 75.3% stake in Condi. OJSC Siberian Bread Corporation (SHC) is the owner of 12 bread factories, the largest of which are located in Novosibirsk and Ufa. Together with the Canadian Fiera Foods, it owns an enterprise for the production of frozen semi-finished products from Voskhod-Baker dough. SCC's turnover is approaching 3 billion rubles.
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Marketing opportunities of an enterprise: concept, essence... |
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Methods for assessing the effectiveness of an enterprise’s marketing activities………………………………………………………... |
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Analysis of the marketing capabilities of the enterprise Ragtime LLC…………………………………………………………... |
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Organizational and economic characteristics of the enterprise……. |
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Analysis of the internal marketing capabilities of the enterprise....... |
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Analysis of external marketing opportunities of the enterprise...... |
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Improving marketing at the enterprise…………………. |
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Assessing the effectiveness of an enterprise’s marketing activities…………………………………………………………... |
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Modeling the marketing activities of an enterprise……… |
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Ways to improve the marketing activities of an enterprise………………………………………………………………………………… |
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INTRODUCTION
The company's fortune depends on how successfully it is able to respond to various external influences. When analyzing the external situation, it is necessary to identify the most significant factors for a specific period of time. The interconnected consideration of these factors with the company’s marketing capabilities allows us to solve emerging problems. When solving different levels of problems, it is also necessary to clearly understand whether critical factors can be controlled by the company. Whether they are internal or external, amenable to change by the company's efforts, or are they external events that the company is unable to influence. One of the most common methods that comprehensively evaluate internal and external factors influencing the development of a company can be called SWOT analysis.
Every company must be able to identify emerging market opportunities. No firm can rely on its current products and markets forever. Many firms will confirm that the majority of their current sales and profits come from products that just five years ago they either did not produce at all or did not sell.
The relevance of the chosen research topic is determined by the fact that the starting point of marketing activities is the analysis of market opportunities, the purpose of which is to identify the attractiveness of the opportunity opening up in the market for the company.
If the result of market opportunities is positive, the market is segmented to identify consumer groups and needs. The company makes a decision on choosing a market segment, studies the positioning of competitors' products, estimates the volume of demand and decides on the position of its product.
Marketing as a philosophy of modern business is a way of thinking, the starting point of which is the demand for goods. Any decisions made at all levels are subject to his satisfaction. In accordance with the concept of marketing, all activities of an enterprise must be carried out with constant consideration of the state of the market, its capabilities and must be based on accurate knowledge of the needs and requirements of potential buyers, their assessment and taking into account possible changes in the future. To produce not what and not in the quantities that can be produced, but what the buyer needs - this is the credo of an enterprise that focuses on marketing as the philosophy of its activities.
The experience of foreign companies convincingly demonstrates that success in the market depends not so much on the production and financial capabilities of the company, but on the use of the marketing capabilities of the enterprise.
The purpose of the course work is to study the analysis of the marketing capabilities of an enterprise using the example of Ragtime LLC, to develop measures to improve the marketing activities of Ragtime LLC in accordance with its capabilities.
Coursework objectives:
consider the concept and essence of marketing opportunities;
study methods for analyzing the marketing capabilities of enterprises;
study methods for assessing the effectiveness of marketing activities;
analyze the marketing capabilities of Ragtime LLC;
evaluate the effectiveness of marketing activities of Ragtime LLC;
develop measures to improve the marketing activities of the enterprise.
1. Theoretical and methodological aspects of analyzing the marketing capabilities of an enterprise.
1.1. Marketing capabilities of an enterprise: concept, essence
The process of marketing activities begins with an analysis of the market opportunities of the enterprise. This problem is solved by conducting a complex of marketing research. Their result is specific recommendations for determining the prospects for the enterprise’s activities and the most attractive areas for capital investment. Based on a comparison of the identified market opportunities with the goals and resources of the enterprise, its marketing capabilities are identified.
Determining the marketing capabilities of an enterprise allows you to select the most promising target markets. This approach allows you not to scatter marketing efforts, working on the entire market, but to concentrate them on meeting the needs of selected groups of customers, whom the company is able to serve and this is beneficial for it.
Any company must learn to discover market opportunities by researching competitors' products, collecting information in the press, visiting exhibitions, etc. One of the effective techniques in this work is drawing up a matrix of opportunities by product and market (Figure 1.1).
Opportunity matrix by product and market
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Existing Products |
New products |
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Existing |
Market penetration strategy |
New product development strategy |
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New markets |
Strategy for finding new markets |
Diversification strategy |
Rice. 1.1 Opportunity matrix by product and market
Using the matrix, the following product sales opportunities are developed:
Deeper penetration of an existing product into the market, lowering the list price of products, increasing advertising costs, etc.;
Expanding the boundaries of the existing product market by studying and developing demographic markets, organizational markets, and geographic markets;
Development of new types of goods in existing markets (modification of existing goods, release of new brands, etc.);
Diversification (switching new products to new markets).
Studying suppliers, intermediaries, competitors and surrounding conditions allows us to determine the firm's capabilities to achieve its marketing goals. Based on an analysis of production, finance, equipment, personnel and other resources, the company finds out what resources it has available, which it needs to purchase and at what price, and whether production can provide the proper quantity and quality of goods. Studying the capabilities of an enterprise is aimed at revealing its potential, strengths and weaknesses of its activities. The areas of activity and functions in which the enterprise has achievements and those that need improvement in terms of market indicators are identified.
Essentially, the study of an enterprise's capabilities comes down to a comparative analysis of the enterprise's potential and existing and future market needs. The analysis is usually carried out based on the reporting materials of the enterprise itself and additional sources of information: statistical samples, business references, reports of scientific organizations, professional, commercial, government publications.
It is advisable to analyze the potential of an enterprise in the following sections:
Production.
A. Volume, structure, pace of production.
B. The product range of the enterprise, the degree of renewal, the breadth and depth of the assortment.
C. Availability of raw materials and materials, level of reserves, speed of their use.
D. Available equipment stock and the degree of its use. Reserve capacities. Technological novelty.
E. Location of production and availability of infrastructure.
F. Ecology of production.
Distribution and sales of products
A. Transportation of products. Transport possibilities and cost estimation.
B. Inventory storage. Inventory level, placement and circulation speed. Availability and capacity of warehouses and storage facilities.
C. Possibility of finishing, packaging and packing of goods.
D. Sale. By individual goods, sales territories, cost, types of buyers, intermediaries and distribution channels.
Organizational structure and management
A. Organization and management system.
B. Quantitative and professional composition of employees.
C. Labor costs, labor turnover, labor productivity.
D. Management level.
E. Company culture.
Marketing
A. Research of the market, product, sales channels.
C. Innovations.
D. Communications and information.
E. Marketing budget and its execution.
Analysis marketing opportunities (1)
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Thesis >> MarketingSpecific product positioning. Work on analysis marketing opportunities, selection of target markets, development... the enterprise evaluates its possibilities
The essence of marketing analysis, the relationship between goods and prices, methods of promoting goods on the market. Analysis of marketing management effectiveness. Calculation of indicators characterizing the profitability of commercial activities and the competitiveness of the enterprise.
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CONTENT
1 Organization of marketing at the enterprise
1.1 Theoretical features of organizational structures of marketing activities
1.2 Concept, essence of strategy. Enterprise strategic planning
1.3 Main types of organizational structures of the marketing service
1.4 Marketing research as a key component of marketing activities
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3 Recommendations for improving the marketing strategy of Kessy Services
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Conclusion
List of sources used
11/17/2009/abstract
The main subjects of the company's microenvironment. Analysis of the marketing activities of the enterprise. The impact of political events on a firm's marketing environment. The main factors that make up the macroenvironment of an enterprise. Features of product distribution planning.
At the enterprise under study there is no marketing department as such, and all its responsibilities are performed by a marketing specialist. It should also be noted that he is mainly involved in the implementation of the marketing program, which is provided to him by the marketing department located at the headquarters of the Perekrestok supermarket chain in Moscow. The main task of a marketer is the timely implementation of planned events and promotions and the creation of favorable conditions for their implementation. The company itself does not conduct any marketing research, which is sporadic and ordered from third parties. The vast majority of research at the enterprise under study is desk research, and in particular, classical document analysis. That is, the marketer, together with category managers, study reporting documents in order to identify the most popular products, as well as problematic products. Also, a marketer from Moscow receives samples of advertising products, which must be displayed in trading floor. He is obliged to reproduce it and monitor the correctness and timeliness of its placement. At the end of the reporting period, the marketer is required to send reporting documentation on the work he has done to the central office.
Based on the data obtained during direct observation and survey of buyers in the sales area and information received from employees of the enterprise under study, we can draw a conclusion about the main categories of buyers, data on which are presented in Appendix 9. The main category of buyers are people aged 20 to 25, behind her is a group of 25 to 30 year olds. These two groups give a total of 51%, that is, it can be argued that the main group of buyers of the enterprise under study are young people aged 20 to 30 years.
The main competitors are other large grocery stores and supermarkets in the city, in particular, the Pushkinsky grocery store, the Flagman grocery store, the Ocean grocery store, the Pelican grocery store, and the Harmony hypermarket. The main competitor is the Flagman grocery store, located in close proximity to the enterprise under study. A more visual representation of the market shares of competitors in Krasnodar is presented in Appendix 10, obtained from documents of the enterprise under study, which show that the shares of all the most significant supermarkets in the city are approximately the same. This is explained by the fact that they are located at a distance from each other that evenly distributes the number of buyers between them. However, each of the competitors does not stop there, but strives to expand its sphere of influence and increase the number of buyers, so competition in this market segment is strong.
Table 6 - Information array for calculating the IC of Perekrestok Firm LLC
According to Table 6, we calculate the IC for the enterprise under study and all its competitors:
1. Supermarket "Flagman": 0.6*7+0.3*8+0.2*6+0.1*9=8.7
2. Supermarket “Perekrestok”: 0.6*7+0.3*8+0.2*6+0.1*9=8.7
3. Grocery store “Pushkinsky”: 0.6*6+0.3*9+0.2*5+0.1*8=8.1
4. Grocery store "Ocean": 0.6*6+0.3*8+0.2*5+0.1*7=7.7
5. Hypermarket "Harmony": 0.6*7+0.3*9+0.2*8+0.1*9=9.4
Let's calculate the competitiveness of the product of this enterprise in comparison with the strongest competitor: = 0.92
Table 6 provides data for calculating the integral indicator of competitiveness of the enterprise under study and its main competitors. The table shows that the Perekrestok supermarket ranks second in terms of competitiveness, but the Flagman supermarket has exactly the same indicators, which indicates intense competition; these data are also confirmed by the fact that these competitors have the same market share.
During the internship, a number of conclusions were made. The organization being studied is a market challenger. It is also necessary to note that on the market retail sales food products there is no clearly defined market leader - as a result, all competitors are market contenders to one degree or another, ahead and or behind each other. Thus, we can conclude that competition in this market is quite intense. The appearance of substitute goods on the market cannot radically affect the state of affairs on the market, since all competing enterprises sell approximately the same goods, and the appearance of a substitute product can change the situation only for a while, until others begin to sell the same goods enterprises. The emergence of new competitors may cause a change in the current market situation, but only if the emergence of a new competitor is properly thought out and implemented. Otherwise, there is no hope for a favorable outcome. One of the key points in competition is the relationship and interdependence of the enterprise and its suppliers. The more dependent a business is on suppliers, the more difficult and costly it will be to discontinue their services. The enterprise under study has a large number of suppliers even of the same products. This provides greater guarantees of no interruptions in the supply of goods than in the case of a single supplier. This also makes it possible to find the most suitable supplier with the most favorable delivery conditions. The enterprise we are studying operates in an imperfectly competitive market. We can also conclude that there are all three types of competition on the market - functional, since competing enterprises sell goods that satisfy the same needs (the need for drinking can be satisfied with juice, nectar, plain water, syrup, beer, etc.) ; specific, since in the market there is competition between different goods that satisfy the same need (beer of different brands); substantive, since competing enterprises sell identical goods (products that are in particularly high demand). In competition in the market, non-price policies dominate, since the reserve reserve for price reductions among competing sellers is either exhausted or on the verge of exhaustion. This state of affairs is typical for the modern market, since in most cases the buyer focuses on the price of the product, and then on everything else. Therefore, the enterprise under study rarely resorts to price reductions as a method of competition, but mainly uses non-price methods. The strongest weapon non-price competition There has always been advertising, today its role has increased many times over. With the help of advertising, the enterprise under study not only conveys to buyers information about the consumer properties of its products, but also builds trust in its product, pricing, and sales policies. No elements of illegal competition were found during the internship.
Consumers of goods sold on the market behave adequately to the current situation. Due to the fact that competition in the retail market for food and related products is very intense, customers can make a purchase in one or another store they like. If the consumer is not satisfied with something in this store, then he can easily purchase a similar product from a competitor. If the buyer is shortchanged, cheated or otherwise deceived, then the buyer loses confidence in this store and purchases goods from competitors, even if it is not entirely profitable for him. We can conclude that the market in which the enterprise under study operates is a buyer's market.
Pricing policy is a system of principles and methods for managing the activities of setting prices in the process of achieving the goals of the enterprise. Pricing policy is an important means of competition. The pricing policy of the enterprise under study is determined by the desire to reduce the number of intermediate links between the manufacturer and the Perekrestok supermarket chain. This is especially important for the formation of a unified assortment in all Perekrestok supermarkets, no matter where they are located. In most cases, the price preferences of suppliers serving metropolitan networks are very different from the working conditions offered by suppliers in the regions. The Perekrestok company is interested in suppliers who can offer the same conditions for the supply of goods throughout Russia. It cannot be said with certainty that the enterprise focuses, when forming its pricing policy, mainly on the demand and capabilities of potential buyers or mainly on competitive conditions. It would be more correct to say that it pays equal attention to both the first and second approaches. Since it operates in an oligopolistic market, where the price policy is oriented towards the level of large competitors, it is necessary to take into account both the demand for a given product and the prices set for this product by competitors. For example, by coincidence, a sharp increase in demand for table salt began, accordingly, its cost can be increased, this will be typical for an approach focused on the demand and capabilities of buyers, but if competitors leave prices at the same level, then buyers will naturally purchase the product from them, and the efforts of the enterprise will be in vain; to avoid this, it is necessary to focus on competitors.
At this enterprise, cost-based pricing prevails. The head office calculates and sends the planned revenue, the achievement of which the enterprise must ensure - this is a sign of calculating the price based on a break-even analysis and ensuring the target profit. The commercial director develops coefficients by which it is necessary to multiply the initial cost of the goods received for each category manager - this is a sign of calculating prices using the “average costs plus profit” method. Pricing strategy is a set of decisions and activities in the field of pricing, which characterizes the line of price behavior throughout the product life cycle. The company under study is dominated by the strategy of strong market penetration, the strategy of setting prices within the product range, as well as all three strategies belonging to the group of price adjustment strategies.
Table 7 - Price map of the enterprise's goods by city district as of May 12, 2008.
|
Enterprise |
Supermarket "Perekrestok" |
Grocery store "Ocean" |
Grocery store "Pushkinsky" |
Grocery store "Pelican" |
Supermarket "Triumph" |
Grocery store "Privoz" |
Grocery store "Flagman" |
|
Mayonnaise “Calve” 250 ml. |
|||||||
|
Drink "Coca-Cola" 2 l. |
|||||||
|
Granulated sugar 800 gr. |
|||||||
|
Fish fillet |
|||||||
|
Bread for toasting; bakery No. 5 |
|||||||
|
White bread; molded |
|||||||
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Special caviar made from zucchini; reinforced concrete 360g. JSC "CRIMEAN Cannery" |
|||||||
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Pasteurized milk 2.5% fat. 1 l. Dairy plant "Gelendzhik" |
|||||||
|
Average price of goods |
From Table 7 it can be seen that the price difference for the presented products is small - from 0.1 kopecks for tin bread, since prices for this type products are set by the state, and the enterprise cannot change it much, up to 7 rubles for fish fillets. In general, the prices of the enterprise under study and the prices of competitors do not differ much, since enterprises of this profile have the goal of making a profit not by maximizing the difference between the purchase price and the selling price, but by maximizing the volume of sales of goods. The price may change by several percent, but taking into account the volume of sales, the difference can be very noticeable. This enterprise and competing enterprises often resort to supplies from the same supplier, which makes prices even more similar. If we take into account the average price of the goods in question, we can see that this enterprise occupies 3 out of 5 possible places, that is, it cannot be said that it is among the market leaders in the retail sale of food and related products, but it is also not true that the enterprise is located among the laggards. We can safely say that this company is in the middle of the competitive table.
If we consider the sales system, we can safely say that the enterprise has direct sales - direct sales of the seller’s products to a specific consumer.
Delivery of goods is carried out on the basis of concluded agreements with suppliers. Upon receipt of the goods and verification of its compliance with the information stated in the accompanying documents, it is moved to the warehouse. Here it is necessary to note several disadvantages in the work of a warehouse. The fact is that the warehouse space does not meet the needs of the enterprise, that is, all the goods received cannot be placed on shelves, so some of the goods have to be kept in places not intended for them. This creates difficulties when moving around the territory of the enterprise, and also makes it difficult to find the right product. Also, the warehouse does not have a clear system for arranging goods on the warehouse shelves, that is, storekeepers unload products at their own discretion, which creates difficulties for sales consultants when searching for them. As soon as the stock in the warehouse reaches the lower limit of the required stock, the next batch is automatically ordered. Due to the fact that the enterprise operates in the field of trade, there are no distribution channels as such.
Sales activities presuppose the presence of trade communications of the enterprise, i.e. transfer of trade information from one consumer to another. Trade communication should include all forms of influence and ensure targeted transfer of commercial information to interested parties. Its goal is to transmit information about the product through all channels of its promotion to form a favorable attitude towards the company that produces it.
Trade communication is carried out through:
Demonstration of the product to trade representatives, intermediaries, trade and purchasing organizations, consumer enterprises and other interested parties;
Conferences (trade, scientific and practical, etc.), fairs;
Commercial correspondence and newsletters;
The sales promotion program at the enterprise under study includes:
1. Monthly promotion “Super Price” with printing;
2. Comprehensive program “With “Crossroads” around the world”;
3. Promotions from suppliers;
4. Joint promotions with suppliers;
5. Seasonal promotions.
Monthly promotion “Super price” with printing provides the following advertising support:
1. Catalog.
Release schedule: 4 editions per year (March, May, September, December).
Design principles: collage photography of goods, special design on the first page of the publication. Priorities in placing subcategories: subcategories of impulse demand, alcohol, confectionery, gifts.
2. Original edition.
Release schedule: 5 editions per year (February, April, July, October, November).
Design principles: modular grid, on the first page of the publication there is a special design image of the product “SHOCK PRICE”.
3. Special price tags at points of sale (A6 format)
4. Posters at the entrance and at points of sale.
6. Expanded display of promoted products.
The list of products participating in the “Super Price” promotion is fundamentally divided into sections:
1. “new items” - goods recently introduced by the manufacturer to the product market and introduced into the enterprise’s assortment;
2. “with the best price” - (most participants). Price setting occurs with a joint reduction in supplier supply prices and enterprise markups, based on ongoing monitoring of prices for participating goods.
3. “shock price” - products with the lowest possible prices (2-3 positions), advertising of which should be given on the front page of the publication, usually participants in seasonal promotions. General pricing algorithm: minimum price - minus 10-20%.
The total number of items participating in the publication is 80-150 units.
Comprehensive program “With “Crossroads” Around the World!”
Thematic promotions, accompanied by monthly drawings of trips to various parts of the world.
The goal is to increase the average check and increase sales of products from suppliers participating in the promotion by involving customers in the game.
Supplier promotions.
Includes: tastings, consultations, sampling, lotteries, gifts for purchase, interviewing, organization of prize distribution centers. The promotions are aimed at stimulating sales and increasing customer loyalty to the Perekrestok supermarket.
Joint promotions with suppliers.
One or two complementary suppliers are involved. Based on the results of the ongoing actions, the following were recognized as the most interesting in this group of actions:
1. sampling (issuing samples, including issuing samples at checkouts to all customers, regardless of the product set of the purchase, with a purchase amount of 100-250 rubles, depending on the sample);
2. win-win instant lotteries;
3. gifts for purchase.
Seasonal promotions.
There are two types of seasonal promotions:
1. Promotions dedicated to the holidays - on themed products that are sometimes not represented in the standard assortment (for example, Christmas tree balls on New Year's or paint for eggs on Easter), as well as, in preparation for mass holidays, on the expensive segment of the product group and subgroup .
At the enterprise under study, there are the following seasonal promotions dedicated to the holidays - “Christmas”, “February 14”, “February 23”, “March 8”, “Easter”, “May 1”, “May 9”, “Children’s Day”, “Last call”, “Hello, school!”, “November 7”, “New Year”;
2. Promotions directly related to the season of the year - the emphasis is placed taking into account the specifics of selling goods in supermarkets in different seasons of the year and market competition.
In addition to the above means of promoting goods and increasing demand for them, the company actively places advertising on billboards(6*3) in different parts of the city. Advertising is also actively used on the most listened to radio stations in the city - “Europe+”, “Russian Radio”, “Dynamite-FM”.
Among the most striking actions related to public relations, we can note the organization of the distribution of prizes on the territory of the enterprise under study and the holding of competitions with the participation of regional television company"STS".
Today, the importance of management functions, which allows a company to survive in competition in the long term, has increased sharply in recent decades. Acceleration of changes in the environment, the emergence of new demands and changes in consumer position, increased competition for resources, internationalization and globalization of business, the emergence of new unexpected business opportunities opened up by the achievements of science and technology, the development of information networks that make possible the lightning-fast dissemination and receipt of information, wide the availability of modern technologies, the changing role of human resources, as well as a number of other reasons have led to a sharp increase in the importance of management.
Currently, the focus of any company's trading activities has become more diverse and complex due to the huge variety of goods and customer desires. In a market economy, as we know, those firms survive whose products, work and services are sold. Given this circumstance, marketing activities become a guideline, the foundation on which the production process in the company is built.
The functioning of any company is an activity based on marketing. Marketing activities concern pricing, warehousing, packaging, branding, sales force management, credit, transportation, social responsibility, location selection retail outlets, consumer research, trade rules, advertising, market research, etc.
Thus, the most important part of enterprise management is the organization of the enterprise’s marketing activities.
In order to develop a marketing strategy for a particular company, it is necessary to analyze its internal and external environment, understand the company’s mission, formulate the main goals and objectives, and draw up a strategic plan for the enterprise’s marketing activities.
Currently marketing planning takes its place among the functions of management. Along with formal, quantitative methods, marketing planning uses a creative, intuitive approach. While not a universal way to achieve success in business, it at the same time creates the basis for the successful operation of a company. These circumstances confirm the relevance of the chosen topic.
The object of research in this work is the company LLC SF "Contact Plus".
The subject of the study is the process of strategic planning of an enterprise's marketing activities.
The purpose of this course work is to analyze the marketing activities of an enterprise and its improvement.
To achieve the goal, it is necessary to solve the following scientific problems:
1. Study the essence and content of the organization’s marketing activities.
2. Perform an analysis of the marketing activities of LLC SF "Contact Plus".
3. Determine ways to improve the marketing activities of LLC SF "Contact Plus".
The research is based on general scientific methods of cognition: generalization and systematization of theoretical data; comparison, analysis, synthesis, study and processing of empirical data; building scientific hypotheses; modeling of research findings, their classification.
The information and methodological base of the course work consists of educational materials and monographs of domestic and foreign economists on the problems of marketing, strategic management, economics, strategic planning, such as I. Anof, I.A. Blank, O.S. Vikhansky, F. Kotler, R.A. Fatkhudinov, A.N. Romanov, I.V. Semenov, E.A. Utkin et al., methodological and practical information posted on Internet sites; statistical and financial materials characterizing the activities of LLC SF "Contact Plus".
The structure of the course work includes: introduction, 3 chapters, conclusion, list of used sources and literature.
The introduction substantiates the relevance of the topic, defines the subject and object of the study, formulates the purpose and objectives of the work, gives brief description methodological and information base.
The first chapter of the work analyzes the theoretical foundations of the organization's marketing strategy and ways to improve it.
In the second chapter, an analysis of the production and economic activities of LLC SF "Contact Plus" was carried out, an assessment was made of the financial condition of the organization and a marketing analysis of the enterprise was carried out.
In the third chapter, the project was developed practical recommendations on improving the marketing activities of the enterprise under study, given business case project recommendations.
In conclusion, the main results of the work done are summarized, conclusions and proposals are formulated.
Chapter 1. The essence and content of the organization’s marketing activities
1.1 The place and role of marketing in the activities of the enterprise
The most important task of management is to establish and maintain the dynamic interaction of the organization with its environment, designed to provide it with competitive advantages, which is achieved by providing the buyer with the company's product. Marketing “is the whole business presented as it looks from the point of view of the final result, i.e. from the point of view of customers.
Thus, marketing plays a special role in strategic management, significantly beyond the scope of product sales and demand research.
The strategy under consideration will act as a goal for the marketing service, and the means of its implementation defined in the strategy will be marketing strategies.
In order to choose a marketing strategy, in this particular case, the marketing service needs to conduct appropriate market research, which should help answer the following questions:
why some customers buy the company's product, while others do not buy it, while buying a competitor's product;
how customers use the company’s product, what they like and don’t like about it;
what additional actions can attract attention to the company’s product;
which customer groups do not consume this product at all and why, etc.
After answering these questions, the marketing service will be able to make a proposal for a marketing mix, which will serve as a means of executing marketing strategies.
The marketing service provides the planning service with the necessary information, which forms the basis for developing goals for internal divisions. These goals are developed by the marketing service into marketing plans, which are implemented by the relevant departments of the marketing service.
For the purpose of conducting a survey to develop a marketing strategy for an enterprise, it is recommended to examine the functional activities of marketing an enterprise during the process of strategic planning.
This analysis covers all processes associated with planning production and sales of products and includes the following: product strategy; pricing strategy; product promotion strategy on the market; selection of sales markets and product distribution systems.
When examining marketing processes, the following objects of analysis are identified: market share and competitiveness of the company's products; variety of assortment and quality of products; market demographic statistics (identifying the impact of demographic changes, age or gender structure on changing needs); after-sales and pre-sales services to the public; efficiency of sales, advertising and promotion of goods; profit from various goods and services; concentration of sales on a few products or a few customers; efficiency of channels for collecting market information; life cycle of the company's products and the possibility of expanding sales; distribution channels: quantity, coverage, control; image and reputation of goods; pricing policy, flexibility in setting prices; the ability to serve markets that our competitors cannot serve; whether products are subject to seasonal fluctuations in demand, and to what extent.
Summarizing the above, we can conclude that marketing plays a special and extremely important role in strategic management. Permeating all its processes, marketing makes it possible for the company to focus on consumer needs and thereby ensures a more flexible and adaptive inclusion of the company in the environment. At the same time, the transition to strategic management served as a powerful impetus for the development of marketing and a change in its role in the company. It was strategic management that brought marketing to the forefront, significantly increasing its importance and qualitatively changing its role in business.
1.2 The concept and essence of the enterprise’s marketing activities
Marketing activity strategies represent a set of strategic priorities of a company used to achieve its main goals of market activity. Thus, the choice of strategy must be approached carefully, since in the future it will even limit the activities of management.
Marketing activities are classified according to various signs: depending on the state of the market (new, existing) and product (new, existing); in relation to competitors; depending on the company's position in the market.
Let's consider each sign separately:
The choice of a specific competition strategy is carried out taking into account a number of factors, the main of which are: key conditions (factors) of success for the product market in question; strengths and weaknesses of the enterprise and its main competitors in relation to key success factors; strategic potential of the enterprise and opportunities for expanding resources
Strategies that determine marketing activities depending on the state of the market and product are the most general. The market is divided into 2 parts - existing, that is, which has already attracted a sufficient number of users and is developed in a given territory, and new, that is, either it does not exist in a given territory, or no one knows about it yet. The product/service is divided similarly - an existing product/service that consumers know about, a new one that does not exist or is not known about.
The matrix looks like this - see Figure 1.1
1. Market penetration: This does not require much innovation, since the market is already quite developed and the product is well known to everyone, companies can choose a follower strategy. This strategy is used by new companies or companies expanding their field of activity.
Fig.1.1 Anzoff matrix
2. The market development strategy is aimed at attracting new users. This can be achieved by expanding the territory of product introduction (strategy geographical expansion) or attracting new groups of consumers within the already developed territory (strategy creating new markets). Another variation of this strategy is finding new ways to use a product or convincing consumers to buy a given product in large quantities.
3. The development of a little-known product or the development of a new product is a risky strategy, but if successful it will bring huge profits, since your product will be unique in this market. It is also important that your product is fundamentally new and that consumers need it.
4. The diversification strategy is associated with the expansion of the company’s activities, and the most common strategy is when an organization produces or sells a new product that is fundamentally different from its previous products, and, therefore, released into a new market for it.
The second sign by which strategies differ is the company’s attitude towards competitors.
The basis competitive strategy make up competitive advantages enterprises in this product market.
The main goal of this strategy is to create and maintain the competitive advantages of the enterprise.
There are several areas for achieving competitive advantage, or business strategies, but the most common are: cost leadership; product differentiation; focusing (concentration);
1. A cost leadership strategy that involves reducing the total costs of producing goods or services.
2. A broad differentiation strategy aimed at giving products specific features that distinguish them from the products of competing companies, which helps attract a large number of buyers
3. A best-cost strategy that enables customers to get more value for their money through a combination of low costs and broad product differentiation. The challenge is to ensure optimal costs and prices relative to manufacturers of products with similar features and quality.
4. A focused or low-cost market niche strategy targets a narrow segment of customers where the firm outperforms its competitors due to lower production costs.
5. A focused strategy, or a market niche strategy based on product differentiation, aims to provide representatives of a selected segment with goods or services that best suit their tastes and requirements.
Thus, M. Porter identifies three key general strategies: cost leadership, differentiation and focus. Let's consider each of them sequentially (Fig. 1.2).
1. Cost leadership. When implementing this strategy, the goal is to achieve cost leadership in its industry through a set of functional measures aimed at solving this particular problem. As a strategy, it involves tight control of costs and overheads, minimizing expenditure in areas such as research and development, advertising, etc.
Low costs give an organization a good chance in its industry even if there is stiff competition. A cost leadership strategy often creates a strong basis for competition in an industry where intense competition in other forms is already established.
Fig. 1.2 Basic options for strategy according to M. Porter.
2. Differentiation. This strategy involves differentiating an organization's product or service from those offered by competitors in the industry. As Porter shows, the differentiation approach can take many forms, including image, brand, technology, distinctiveness, special customer services, and the like. Differentiation requires significant research and development as well as sustainable marketing. In addition, buyers should give their liking to the product as something unique. The potential risk of this strategy is changes in the market or the release of analogues initiated by competitors, which will destroy the competitive advantage gained by the company.
3. Focusing. The objective of this strategy is to concentrate on a specific group of consumers, market segment or geographically isolated market. The idea is to serve a specific target well rather than the industry as a whole. The expectation is that the organization will thus be able to serve a narrow target group better than its competitors. This position provides protection from all competitive forces. Focus can also be combined with cost leadership or product/service customization.
Analyzing the competitive environment and determining the organization's position in it involves determining the complexity and dynamism of the competitive environment. Universal methods Such analysis is M. Porter's five forces model and competitor cost analysis.
The five forces model involves conducting a structural analysis based on determining the intensity of competition and studying the threat of market penetration by potential competitors, the power of buyers, the power of suppliers, and the threat of substitutes for a product or service.
Analyzing competitors' costs comes down to finding out strategic factors, cost managers, actual cost analysis and modeling of competitors' costs.
To gain a competitive advantage, a company can use three general competitive strategies: cost leadership (the goal is to achieve cost leadership in a specific area through a set of measures to control them), individualization (it is intended to differentiate the organization's product or service from the products or services of competitors in given area), focusing (task - focusing on a specific group, market segment or geographic region).
Firstly, in practice there are significantly more factors influencing the choice of a company’s behavior strategy: improving product quality; price reduction; cost reduction; increasing the graduation program; improving the quality of product service; reduction of operating costs; development of a new market, etc.
Secondly, the choice of a company's strategy is determined not only by a focus on changing one factor and the choice of only one of the listed strategies, but by a dynamic combination of many factors in strategy formation. Can't a company simultaneously improve the quality of goods, reduce unit costs, improve the quality of service, develop new markets, and increase the production program? All of these factors can be involved simultaneously. Everything is determined by the competitiveness of the company's personnel and the availability of funds.
To analyze the strategic position in the market, the Shell/DPM model is used - a multifactor model for analyzing the strategic positions of specific businesses (Fig. 1.3).
Business industry prospects
Business competitiveness 0
Fig.1.3 Shell/DPM model
The horizontal axis is a multifactorial assessment of the competitive status of a particular business. The vertical axis is an integral multifactorial measurement of the attractiveness of an industry.
Variable data of the company's strategic position in the market are analyzed (Tables 1.1, 1.1):
Variables for strategic analysis (X-axis)
Variables for strategic analysis (Y-axis)
Depending on the company's position in the market, leaders, challengers, followers and companies operating in a niche are distinguished. In accordance with the position, the company’s strategy is chosen:
The leader owns a larger share of the market for a particular product, strives to expand the market as a whole and its segment, find new consumers, reduce prices by reducing costs, etc.
The challenger aggressively attacks the leader and other competitors on the front, using all possible and impossible strategies and attacks, wages a price war, reduces production costs, expands the product range, develops new products, improves distribution channels, increases the level of services or launches a brilliant advertising campaign.
Followers include companies that strive to maintain their market share and avoid all pitfalls, while imitating a specific “alien” strategy. However, followers can also pursue strategies aimed at maintaining and increasing the market segment. There are 4 follower strategies: imitator, double, imitator or opportunist.
A company operating in a niche serves small market segments and does not pose much competition to large firms. Their peculiarity is their specialization in a specific product/service. Despite the fact that recently large companies have begun to pay attention to this strategy:
End user specialization. For example, a law firm specializes in criminal, civil or industrial cases.
Vertical specialization. For example, a company concentrates its efforts on the production of certain metals or metal products.
Specialization depending on the size and importance of clients. The company focuses its efforts on serving small, medium or large clients.
Geographical specialization. The company sells goods/services in a specific area or region.
Product specialization. The company produces only a certain product or its own single product line.
Specialization in personalized service consumers.
Specialization in a certain ratio of quality and price. The company produces either high-quality or low-cost products.
Service Specialization. The firm offers one or more unique services that are not provided by its competitors.
Specialization in distribution channels. The company specializes in developing a single distribution channel.
It is worth noting that by operating in two or more niches, a company increases its chances of survival in an atmosphere of fierce competition.
The SWOT method used to analyze the environment. Along with methods for studying threats, opportunities, strengths and weaknesses of an organization, the method of profiling an organization can be used to analyze the environment. This method is convenient to use to profile separately the macroenvironment, the immediate environment and the internal environment. Using the environmental profiling method, it is possible to assess the relative importance of individual environmental factors for the organization.
The organization studies the environment to ensure its successful progress towards its goals, therefore, after the analysis of the internal and external environment is completed, the company determines the main guidelines for its activities.
As the first factor shows, each organization has its own set of critical points. It depends on the size of the organization, the nature of its activities, its chosen goals, geographical, historical and other features.
When analyzing the internal environment, it is necessary to identify what strengths and weaknesses the individual structural divisions of the company and the company as a whole have.
Thus, the analysis carried out in strategic planning is aimed at identifying threats and opportunities that may arise in the external environment in relation to the company, the strengths and weaknesses that the company has. It is to solve this problem that certain methods of environmental analysis have been developed and are used in strategic planning.
Thus, the main task of an enterprise is to choose a strategy that would provide protection from the action of competitive forces and (or) make it possible to use them for its own purposes. Of the five factors of competition in an industry, as a rule, one factor dominates, which becomes decisive when developing a competitive strategy for an enterprise.
The interaction of rival enterprises has the following features:
competition is carried out with more or less constant persistence for the best market position;
the strategies of competing enterprises are very diverse;
each manufacturer strives to choose such competitive strategy, which is difficult to copy or upset;
the actions of rival enterprises lead to the creation of new conditions for the supply and demand of goods.
One way to reduce the pressure of intra-industry competition is to take advantage of the comparative advantages that a firm has.
One of the variants of the comparative advantage method was proposed by the Russian economist A. Yudanov.
The possibility of new competitors entering an industry depends on the so-called barriers to entry into the industry.
Barriers to entry into an industry are obstacles that must be overcome to establish a business and successfully compete in the industry. Barriers to entry into the industry may include:
customer loyalty to the brand;
the need to create new system distribution channels;
economies of scale;
transition costs (one-time costs associated, for example, with changing
supplier, retraining of personnel, development of a new product);
government policies aimed at protecting the industry through requirement;
licensing, restriction of access to sources of raw materials;
substitute goods. Competition can be exacerbated by the emergence of products that effectively satisfy the same needs, but in a slightly different way;
economic capabilities of suppliers, which represent a real market force if the goods supplied to them constitute a significant part of the costs of industry products, are critical to the production process and (or) significantly affect the quality of the industry product. Suppliers can influence the industry by using their ability to raise prices or reduce the quality of goods or services provided.
The economic power of buyers is determined by their ability to impose transaction terms on sellers.
Buyer power depends on:
cohesion and concentration of the consumer group;
the degree of importance of products for buyers;
range of its application;
degree of product homogeneity;
level of consumer awareness.
The value of the Five Forces of Competition model is that it helps determine the structure and extent of competition in a particular industry.
Thus, marketing strategic analysis is “a means of converting the database obtained from environmental analysis into an organization’s marketing strategy.”
Marketing strategy is about identifying suitable products, services and the markets to which they can be offered.
Chapter 2 Analysis of marketing activities of LLC SF "Contact Plus"
2.1 General characteristics of the enterprise
The company considered in the work, LLC SF "Contact Plus", is engaged in capital construction of public utility facilities, construction and roofing work, repair and finishing of premises, installation of housing communication systems.
The company was founded in 1998.
The activities of the enterprise, its rights and obligations are regulated by the law on entrepreneurial activity. The enterprise is managed in accordance with its Charter. The enterprise is a legal entity, enjoys the rights and fulfills the responsibilities associated with its activities, has an independent balance sheet, a current bank account, an official seal with its name and forms. In order to ensure its activities, it can open budget and current accounts in banks.
The objectives of the enterprise are:
provision of housing and communal services (construction, repairs);
pursuing a unified policy for the integrated development of housing and communal services, its operation, current and major repairs, reconstruction, ensuring its sustainable, environmentally safe functioning;
implementation of legal, organizational and methodological support for reform in the housing and communal services;
analysis of the general economic situation in the industry, the results of the work of contracting enterprises, development and implementation of measures to improve their activities;
implementation of an optimal tariff policy in conditions market economy taking into account the provision of social protection of the population in the field of housing and communal services;
control over the use, maintenance and repair of the housing stock, regardless of its ownership, in terms of ensuring the protection of the rights and legitimate interests of citizens and the state;
performing customer functions for capital construction of public utility facilities.
 |
Block diagram enterprise is presented in Figure 2.1:
Fig. 2.1 Management structure of LLC SF "Contact Plus"
Based on this scheme, LLC SF "Contact Plus" is headed by a general director, he manages the enterprise and organizes its activities on the principles of unity of command. The director represents the enterprise in all institutions and organizations, manages the property of the enterprise, concludes contracts, issues orders for the enterprise, in accordance with labor legislation hires and dismisses employees, applies incentive measures and imposes penalties on employees of the enterprise, opens bank accounts for the enterprise.
Deputy gene. director manages the work of the technical services of the enterprise, is responsible for the implementation of the plan, the release of high-quality products (services), the use the latest technology and technology. Deputy gene. The director is headed by the production council of the enterprise, which is an advisory body. Departments subordinate to him:
construction and installation;
commercial
The tasks of the construction and installation department include issues of improving construction services, developing new types of construction services, introducing the latest achievements of science and technology, mechanization and automation of processes, compliance with established technology, etc.
Also deputy gene. The director also heads the commercial department, which deals with the promotion of the company’s construction services in the market of the city and region.
The chief accountant manages the work on planning and economic stimulation at the enterprise, increasing labor productivity, identifying and using production reserves, improving the organization of production, labor and wages, organizing intra-company cost accounting, etc. The economic planning department develops annual and quarterly plans of the enterprise, monitors their implementation , determines ways to eliminate shortcomings, organizes and improves planning, develops standards for the formation of economic incentive funds, and maintains operational statistical records.
Accounting keeps track of the company's funds and business transactions with material and monetary resources, establishes the results of the financial and economic activities of the enterprise, etc.
The company as a whole has 113 permanent employees. The organization's personnel are divided into departments. A structural analysis of the divisions showed that the management of the enterprise and divisions employs 14 people, there are 26 specialists, and the rest of the employees (73 people) are workers. The company also widely uses the practice of hiring seasonal workers (up to 50-100 people per season, depending on the size of the facilities under construction).
The company maintains its accounting records according to normal mode accounting and reporting. Accordingly, all accounting is carried out by the organization in compliance with all standards and legislation of the Russian Federation regarding accounting of organizations.
Let's analyze the financial condition of the enterprise for 2008 and 2007 (table 2.1 and 2.2 of the work):
Balance sheet of the enterprise for 2008 and 2007 / thousand rubles.
| ASSETS | Code page | 2007 | 2008 |
| 1 | 2 | end of the year | end of the year |
| I. NON-CURRENT ASSETS | |||
| Intangible assets | 110 | ||
| Fixed assets | 120 | 433 | 390 |
| TOTAL for section I | 190 | 433 | 390 |
| II. CURRENT ASSETS | |||
| Reserves | 210 | 19 766 | 21 306 |
| including: | |||
| 100 | 316 | ||
| 255 | 412 | ||
| 19 391 | 20 563 | ||
| deferred expenses | 20 | 15 | |
| 240 | 18 005 | 28 400 | |
| 17 024 | 26 191 | ||
| Short-term financial investments | 250 | ||
| Cash | 260 | 3 585 | 4 447 |
| Others current assets | 270 | 299 | 115 |
| TOTAL for section II | 290 | 41 655 | 54 268 |
| BALANCE | 300 | 42 088 | 54 658 |
| PASSIVE | Code page | 2007 | 2008 |
| 1 | 2 | end of the year | end of the year |
| III. CAPITAL AND RESERVES | |||
| Authorized capital | 410 | 16 | 16 |
| Retained earnings (uncovered loss) | 470 | 27 908 | 34 804 |
| TOTAL for section III | 490 | 27 924 | 34 820 |
| IV. LONG-TERM LIABILITIES | |||
| TOTAL for section IV | 590 | 0 | 0 |
| V. SHORT-TERM LIABILITIES | |||
| Loans and credits | 610 | 4 991 | 2 000 |
| Accounts payable | 620 | 9 173 | 17 838 |
| including: | |||
| suppliers and contractors | 8415 | 16300 | |
| debt to the organization's personnel | 605 | 554 | |
| debt to the government off-budget funds | 66 | 193 | |
| debt on taxes and fees | 87 | 791 | |
| TOTAL for Section V | 690 | 14 164 | 19 838 |
| BALANCE | 700 | 42 088 | 54 658 |
Profit and loss statement of the enterprise for 2008 and 2007 / thousand rubles.
| Indicator name | Code page | 2008 | 2007 |
| 1 | 2 | 3 | 4 |
| Income and expenses from ordinary activities | |||
| Revenue (net) from the sale of goods, products, works, services (less VAT, excise taxes and similar mandatory payments) | 303 072 | 262 081 | |
| Cost of goods, products, works, services sold | 264 050 | 231 727 | |
| Gross profit | 39 022 | 30 354 | |
| Business expenses | 30 279 | 26 982 | |
| Administrative expenses | |||
| Profit (loss) from sales | 8 743 | 3 372 | |
| Other income and expenses | |||
| Interest receivable | |||
| Interest payable | 190 | 765 | |
| Income from participation in other organizations | |||
| Other operating income | 37 | 535 | |
| Other operating expenses | 385 | 495 | |
| Non-operating income | |||
| Non-operating expenses | |||
| Profit (loss) before tax | 8 205 | 2 647 | |
| Deferred tax assets | |||
| Deferred tax liabilities | |||
| Current income tax | 1 309 | 638 | |
| Net profit (loss) of the reporting period | 6 896 | 2 009 |
Based on these indicators of the enterprise, Table 2.3 shows the structure of the organization’s property and the sources of its formation:
Organization's property structure
| ASSETS | Code page | 2007 | 2008 | Index growth rate% |
|
| 1 | 2 | end of the year | end of the year | ||
| I. NON-CURRENT ASSETS | |||||
| Fixed assets | 120 | 433 | 390 | -43,00 | 90,07 |
| TOTAL for section I | 190 | 433 | 390 | -43,00 | 90,07 |
| II. CURRENT ASSETS | |||||
| Reserves | 210 | 19 766 | 21 306 | 1540,00 | 107,79 |
| including: | |||||
| raw materials, supplies and other similar assets | 100 | 316 | 216,00 | 316,00 | |
| costs in work in progress | 255 | 412 | 157,00 | 161,57 | |
| finished products and goods for resale | 19 391 | 20 563 | 1172,00 | 106,04 | |
| deferred expenses | 20 | 15 | -5,00 | 75,00 | |
| Accounts receivable (payments for which are expected within 12 months after the reporting date) | 240 | 18 005 | 28 400 | 10395,00 | 157,73 |
| including buyers and customers | 17 024 | 26 191 | 9167,00 | 153,85 | |
| Cash | 260 | 3 585 | 4 447 | 862,00 | 124,04 |
| Other current assets | 270 | 299 | 115 | -184,00 | 38,46 |
| TOTAL for section II | 290 | 41 655 | 54 268 | 12613,00 | 130,28 |
| BALANCE | 300 | 42 088 | 54 658 | 12570,00 | 129,87 |
The organization's assets on the last day of the analyzed period (December 31, 2008) are characterized by a large share (99.3%) of current assets and a small percentage of immobilized funds. The organization's assets in 2008 increased by 12,570 thousand rubles. (by 29.9%). Noting the increase in assets, it is necessary to take into account that equity capital increased to a lesser extent - by 24.7%. Lagging increase equity relative to the overall change in assets should be considered as a negative factor.
The growth in the value of the organization’s assets is associated, first of all, with the growth of the following balance sheet asset positions (the share of changes in this item in the total amount of all positively changed items is indicated in parentheses):
Accounts receivable (payments for which are expected within 12 months after the reporting date) - 10,395 thousand rubles. (81.2%)
Inventories: finished products and goods for resale - 1172 thousand rubles. (9.2%)
Cash - 862 thousand rubles. (6.7%)
At the same time, in the balance sheet liabilities the largest increase is observed in the following lines:
Accounts payable: suppliers and contractors - 7885 thousand rubles. (50.5%)
Retained earnings (uncovered loss) - 6896 thousand rubles. (44.2%)
Among the negatively changed balance sheet items, one can highlight “Other current assets” in the asset and “Loans and credits” in the liability (-184 thousand rubles and - 2991 thousand rubles, respectively).
From the “Profit and Loss Statement” it follows that for 2008 the organization received a profit from sales in the amount of 8,743 thousand rubles, which is 2.9% of revenue. Compared to the same period last year, profit increased by 5,370 thousand rubles, or 159.2%.
Compared to the previous period, in the current period both sales revenue and expenses for ordinary activities increased (by 40,991 and 35,621 thousand rubles, respectively). Moreover, in percentage terms, the change in revenue (+15.6%) outpaces the change in expenses (+13.8%)
When studying expenses for ordinary activities, it should be noted that the organization, as last year, did not use the opportunity to take into account general business expenses as semi-fixed expenses, including them monthly in the cost of production (work performed, services provided). Therefore, the indicator “Administrative expenses” for the reporting period is missing in Form No. 2.
Loss from other operations during the period under review amounted to 538 thousand rubles, which is 187 thousand rubles. (25.8%) is less than the loss for the same period last year. At the same time, the amount of loss from other operations is 6.2% of the absolute value of profit from sales for the analyzed period.
The enterprise owns, uses and disposes of the property assigned to it within the limits established by the Agreement on Assignment of Property, with the rights of full economic management.
2.2 Marketing analysis of the enterprise
An analysis of the company’s external environment showed that more than 60 organizations carry out construction, construction and repair work in the city. Based on the results of housing commissioning, the largest shares of the commercial residential real estate construction market are held by Housing Initiative LLC, Horizont LLC, Klyuch housing cooperative, Alfa-Invest LLC, VKZhBI 2 CJSC, Housing Fund LLC, Skif- LLC build" and others. However, the share of none of these companies exceeds 15%.
Based on the results of the analysis of the market for newly constructed residential real estate in Barnaul, no economic entities dominating the market were identified; the market for the construction of commercial residential real estate in the city of Barnaul is competitive.
During the market analysis, a significant difference in the cost of 1 sq. m was revealed. m. of housing construction, presented by construction companies. First of all, this is due to the development area, the status of the house (elite, serial), construction material (brick, panel, monolith). The price equally depends on this.
The city market is characterized by a shortage of available land plots that can be used for housing construction. Infill development cannot meet the needs for housing construction. One way out in this situation may be to develop programs to move industrial enterprises outside of cities and improve transport accessibility of the region. The resettlement of low-rise buildings and the construction of high-rise buildings is one of the main reserves of urban space for housing construction.
An analysis of the competitive environment showed that Contact Plus SF has a very significant number of competitors, this is due to the fact that the business that he chose became very popular several years ago. Therefore, to achieve your goals, you need to choose the right pricing policy and determine the type of customers you will target.
An assessment of a company's strengths and weaknesses, external opportunities and threats is usually called SWOT analysis (from the English words strength, weakness, opportunity and threat). Sometimes there is a synonym - SVU.
Let's analyze the strengths and weaknesses of the Contact Plus SF (Table 2.4).
Potential external opportunities and threats to the enterprise
To identify opportunities and threats, it is necessary to analyze the external environment.
As a result of the macroenvironment analysis, the following opportunities and threats were identified (Table 2.4):
Potential internal strengths and weaknesses
Based on the company’s weaknesses and strengths, as well as identified opportunities and threats, we will draw up a SWOT analysis matrix (Table 2.5):
Analysis of the table data shows that Contact Plus SF has a fairly large market share in the city market, as well as positive financial management, which allows it to take full advantage of its strengths and enter distant markets of the region and even Siberia. Therefore, the strategy innovative development companies should be aimed at implementing innovative technologies into the construction process, which will allow the company to further strengthen its position.
Enterprise SWOT analysis matrix
Possibilities: 1. Entering the regional markets. 2. Business reputation and high image of the company. 3. Opportunity to participate in government tenders and quotations. |
Threats: 1. Market saturation. 3. Increase in inflation rates. 4. Economic crisis. 5. Increased competition. |
|
Strengths: 1. High quality of services offered 3. Use of advanced technologies in work. 4. Flexible pricing policy of the organization |
"Strength and Opportunity" 1. Expanding the range of types of services 2. Entering new markets. 3. Increase in sales volumes. 4. Mastering a new share of the market. |
"Power and Threats" 1. Increase in the number of clients in the previous market segment. 3. Constant innovation |
Weaknesses: 1. Not strong enough organizational structure enterprises. 2. Lack of inventory management system. 2. Increase in distribution costs. 4. Insufficient mobility in the development of the enterprise, lack of management strategy. |
"Weakness and Opportunity" 1. Study of the control system. 2. Development of a functional diagram for the warehouse department. 3. Redistribution of functions. 4. Development of a management strategy. |
"Weaknesses and Threats" 1. Technical update through equipment modernization. 2. Reducing energy consumption in the warehouse through the use of energy-saving resources. 3. Revision of pricing policy. 4. Introduction of innovations in construction technologies. |
Carrying out these activities will allow us to achieve a more sustainable financial situation, gain additional competitive advantages and win larger market shares.
Let's determine the scale of the company's business (Table 2.6):
Business scale of SF "Contact Plus"
| Answers to questions: | |
| Business scale: | The scale of business in the cities of Barnaul and Novoaltaysk |
| Stakeholder contact: | For its purposes, a company can use the following stakeholders: suppliers, consumers, corporate clients, authorities, employees. |
| Interconnectedness | The interconnectedness of business types is, first of all, the relationship with the energy and fuel industries and with the business of producing building materials and tools. |
| Zoom Tool | Entering new markets, obtaining additional capital and new potential customers and cooperation with regions of the country. |
| Strategic issues | The most important strategic issue is to consider the possibility of improving the construction process and introducing new technologies. |
| Strategic challenges | Speaking about promoting their services, it can be noted that the company mainly uses an image strategy for advertising services, paying great attention to quality and functionality. |
To analyze the goals of an organization, it is necessary to answer two questions: What does the organization want to achieve in the market? and What does the organization want from its stakeholders? An analysis of the organization's purpose is presented in Table 6:
Analysis of the organization's purpose
| The name of the aspect under consideration. | Answers to questions: |
| Strategic Perspective: | Most of all, the company should continue to develop its business and intensively expand its sales market, while applying new types of advertising strategies. |
| Types of business: | There is no point in expanding the company's activity |
| Position | The company strives to strengthen its position in the industry |
| Products | The company strives to strengthen its image as a company of high quality construction services |
| Differentiation | The company strives to differentiate the pricing policy of its services |
| Employees | The company constantly monitors the quality of service provided by its staff |
| Authorities | The company's management is in contact with authorities, participating in government tenders and quotations. |
| Consumers | The company strives to win new consumers by expanding the functionality of its services |
| Society | The company strives to improve the corporate culture of the enterprise, based on openness, trust and cooperation. |
To analyze the strategic position in the market, the Shell/DPM model is used - a multifactor model for analyzing the strategic positions of specific businesses (Fig. 2.2).
Based on the analysis, we can conclude that today the company’s position is at the growth strategy stage. The construction industry is still attractive today, and the company occupies a strong position in it. Although the company is not one of the leaders, it occupies a strong and stable position in a business that is at a mature age in its life cycle. The market is moderately growing or stable with good profit margins and without the presence of any other strong competitor. In this regard, the enterprise must try to maintain its position; position can provide the necessary financial resources for self-financing and also give additional money that can be invested in other promising areas of business.
When analyzing the overall development strategy of the enterprise, the Anzoff matrix was used.
For the company SF "Contact Plus" the most suitable and safest strategy is deep penetration into the existing market, however, given the fierce competition and the company's vulnerability to it, it is necessary to consider an alternative - that is, a strategy for developing goods (services), that is, offering new ones to the same market innovative types of construction services.
The most appropriate strategy for a company is to focus on differentiation. A firm must focus on becoming the best in its niche market, either by focusing on product differentiation or by offering competitive and flexible pricing in that segment.
Marketing management at an enterprise occurs as follows:
Advantages of the organization over competitors:
own production base (repair shops, warehouses);
own fleet of construction machines and mechanisms;
Some specialized work is carried out by subordinate organizations (plumbing, ventilation work, laying external communication networks).
The company has a marketing mix system. The main components of the marketing mix are: product (in this case, finished construction projects), price, distribution channels and promotion or stimulation of the product (that is, advertising policy, which is poorly developed in this organization).
Construction products turn into goods only on the market, i.e. in the process of commodity exchange. LLC SF "Contact Plus" has certain marketing efforts to promote construction products on the market, which include distribution, product distribution, and marketing communications. For a given enterprise, the choice of product distribution channels, i.e. distribution and distribution of construction products is one of the most important functions of marketing.
We can talk about the strategic and tactical tasks of distributing construction products in LLC SF "Contact Plus". Strategically, the distribution of construction products depends on the distribution productive forces across the territory of the country, which, in turn, themselves determine the need, and therefore the production and sale of construction products. Therefore, in broad terms, the task of LLC SF "Contact Plus" is to determine the forecast for the location of productive forces for the future.
Tactical distribution objectives are as follows:
securing old customers and attracting new ones;
organizing timely and high-quality execution of orders for construction products;
Receiving payment as quickly as possible for work performed and products delivered to customers.
Distribution channels in enterprises are distinguished by levels, i.e. by the number of commercial intermediaries between producers and consumers. For construction products, four levels of distribution channels can be distinguished.
In recent years, the most common channel for the distribution of construction products is the zero-level channel, when economic relations for the production and sale of finished products develop between the construction organization and customers directly. Having the necessary investments and knowing the market conditions contract work, the customer prefers to work with the contractor himself, avoiding intermediaries. However, this is understandable, since most real estate properties are built only to order, the investment risk is quite high, and consumer needs are purely individual.
A contract organization as an intermediary between a construction organization and a customer appears in at least two cases: with budgetary financing of construction; in mass production of construction products. When budget financing of construction, sometimes the functions of the customer and the payer are distributed between different bodies. The payer, in the conditions of competitive distribution of volumes of contract work, involuntarily performs the functions of commercial intermediation, since he actually represents the interests of the customers for the construction organization and the interests of the contractor for the customers. In relation to the mass production of construction products, the roles of the customer and the customer may belong to different individuals. Thus, often the local government body acts as the customer for communal housing, and individuals and legal entities act as buyers. It is obvious that in this case the functions of the local government are very similar to the functions of commercial intermediaries.
The second-level distribution channel, in addition to the above-mentioned works, also includes an investment company. Unlike a contract organization, which distributes primarily budget funds, an investment company can accumulate investments from all sources, including primarily household savings. If such savings are accumulated for housing construction, then the investment company can use them to finance contracting work through contract organizations, which are often more professional in judging the conditions of the contracting market. At this level, the process of distribution of construction products takes the form in which households invest in investment funds, which, on a contractual basis, attract contract organizations for more effective placement investments among construction organizations. Further purchased by an investment company construction products distributed among investors.
The third-level distribution channel arises when another link appears in the considered chain - a realtor. A realtor is an intermediary between the seller and buyer of real estate. This circuit does not provide for this chain.
Promotion or stimulation of products in the organization is not sufficiently developed. This is one of the main significant disadvantages of the organization. Advertising policy is not developed.
The company prefers exhibition activities, publishing advertising articles in the media of the city and region, and is published in construction catalogs and special construction publications. In addition, the enterprise promotions practically no longer carried out.
Chapter 3. Ways to improve the marketing strategy of SF "Contact Plus"
3.1 Project to improve the organization’s marketing activities
The project to improve the organization’s marketing activities provides for the implementation of the following developed marketing strategies:
1. Public relations strategy - PR campaigns:
This strategy involves, first of all, the creation and distribution of printed advertising and information materials. Types of publications practiced and planned for the future: catalogues, prospectuses, booklets, leaflets, posters (using modern technologies for demonstration at exhibitions and seminars), roll posters.
creation of a product catalog of the company, containing a complete description of all models according to a single standard;
Visual advertising in the form of slide presentations demonstrating overview information of the company and products will be used much more actively.
Information in the form of computerized screen forms (slides) is increasingly used at exhibitions, seminars, round tables, meetings, and during visits of delegations from other companies.
2. Sales strategy:
Planning of resources for the development and operation of the sales network was carried out at the rate of 5-7% of the actual sales volume of the company's products and services made in the previous year. In accordance with this principle, the budget of the company’s sales network is formed.
Possible factors that may negatively affect the sales of products (goods and services):
Common negative factors that may affect product sales volumes are:
increased competition from existing market participants, including through their introduction to the market of new, innovative and attractively priced building materials and technologies;
the entry of new strong competitors into the market;
failures in logistics of supply and distribution of products;
a sudden unpredictable drop in the market.
Possible actions of the company to reduce the influence of such factors:
The company’s actions to reduce the influence of factors that may affect the sale of its products (works, services) should be as follows:
in constant monitoring of the market and competitors; regular updating of the model line;
offering the market products of European quality, including an increase in the engineering component associated with the creation of modern effective accounting and management systems
satisfaction of end consumers, clients and partners;
increasing the share of direct marketing;
development of management systems for all aspects of operating activities;
Product promotion strategy:
The company needs to promote the product from several directions:
promote products among end consumers, both individuals and legal companies;
inform about the benefits of your products;
maintaining the image of an innovative company,
The Internet provides new opportunities for advertising products and brands that were not possible with older technologies.
participation in Internet exhibitions;
creation of an information portal with the aim of developing this sector and improving service and presentation of information;
distributing information about products on related sites and organizing joint advertising projects with partners.
Objectives of the company:
introduction of new technologies for the development and presentation of information on the Internet;
creation of a virtual gallery of the company’s products with a detailed description and advantages of each;
participation in Internet exhibitions related to the company’s field of activity;
customer information support;
studying user navigation routes in order to analyze the importance and accessibility of certain information on the site;
expansion of information about the company's products;
development of the site's news service and division into several specialized channels;
creation of a “forum” to support the company’s projects and services.
Participation in regional specialized exhibitions of high prestige and authority, distinguished by a good level of organization, in order to strengthen the company’s position in the regions.
Taking into account the possible adjustment of the plan towards an increase in the number of exhibitions, the following events are included in it.
in various directories of product manufacturers, telephone directories, business directories.
Particular attention should be paid to posting articles of a special technical nature or social orientation (for example, about the advantages of working in a company), since a number of media outlets are ready to provide significant discounts when publishing such materials.
In addition, this will allow information about the company’s activities to be addressed not only to consumers, but also to potential managers of the company.
Souvenir (gift) advertising - a very effective way to consolidate the company’s image among partners and consumers. It is used in conjunction with other product promotion activities, complementing and enhancing the impact on customers, being the carrier of a simple advertising message.
The following will be used as souvenir advertising: souvenirs with branded symbols; serial souvenir products with engraving or branded stickers; branded representative folders, etc.; branded calendars of all varieties, notebooks, greeting cards.
Recently, there have been negative trends in the construction market caused by the crisis in global financial markets.
It is necessary to take into account that the increase in crisis phenomena in the economy can directly affect the activities of the enterprise. The development of these negative trends may lead to a refusal to implement planned investment programs due to a possible reduction in lending volumes by the banking sector, a decrease in production volumes due to a reduction in demand for products. As a result, this can lead to a significant decrease in all financial and economic indicators and a reduction in the company’s activities.
It is necessary to improve the risk management process, identify them in a timely manner, register them and create a basis for making management decisions aimed at reducing the overall risk profile.
3.2 Feasibility study of the project
We will conduct an assessment analysis of the proposed project.
To implement a new marketing strategy, the company will have to resort to additional funding. We will calculate the costs and assess their payback and the effectiveness of the project.
The decision on the acceptability of a project is based on determining its economic effect.
The economic effect is the final result of activities associated with the use of new (modernized) equipment, technology and organization of labor and production.
The annual economic effect (Eg) is the difference between the benefits of the project and the costs of its implementation and operation.
E g = R g - Z g = ∆P - S tek - E n ∙ ∆K, (1)
E g - annual economic effect of the project;
R g - result (benefits or income from the project);
Z g - costs or expenses for the project;
∆P - additional profit from the implementation of the event;
Сtek - current costs of implementing the event;
∆К - initial capital investment for the implementation of the event;
E n - standard coefficient economic efficiency capital investments (accepted E n = 0.15).
Revenues consist of all payments for products produced under the project and services provided. This includes cash sales for which cash has already been received and sales for which payments have not yet been received but the buyers are in debt.
Sales revenues are planned by multiplying the projected sales volume of the project's products by market or controlled prices.
Other income includes subsidies and other income (for example, rent for the use of project property), which, together with sales income, provide the full amount of current income. The proceeds also include proceeds from the sale of project assets.
Costs (expenses) equal all payments for goods and services used to produce the project's products and are divided into two groups: initial capital investments for the implementation of project activities and ongoing costs.
Z g = ∆K + C flow (2)
The initial investment (∆K) is the investment required to implement the project. For example, in this case, these are the costs of merging banks, purchasing equipment, software, etc. They also include the cost of replacing or upgrading assets that have worn out during the course of the project's economic activities, as well as the cost of major repairs to maintain the project's assets in working order during the period of analysis.
Table 3.1 presents the initial capital expenditures spent by banks to implement project activities.
Calculation of initial investment
Thus, the initial investment amounted to 190,000 rubles.
2. Let us calculate further average annual current investments for the sale of the product (Table 3.2).
The annual operating costs (Stack) include wages for labor, materials and fuel, rent, payments for utilities, general and administrative services, taxes, as well as payments for other goods or services necessary for the production of the project's products. The company bears current expenses, including costs for maintenance and current repairs, every year, starting from the first day the project is put into operation. Operating expenses are paid from the general income of the enterprise. Operating (current) expenses include outstanding debt for services provided to the project.
Average annual current investments for strategy implementation
| Cost item for the reporting year | Amount / rub. |
| TV advertising; | 25000 |
| Radio advertising; | 5000 |
| Participation in exhibitions, presentations; | 150000 |
| Catalog publication, | 5000 |
| Publishing representative materials in the printing house; | 15000 |
| Outdoor advertising; | 50000 |
| Souvenir products; | 15000 |
| PR - articles about the company's products and services; | 15000 |
| Advertising in the media, catalogs - placement of advertising and information about the company and the services offered in catalogs, directories and other media | 10000 |
| Modular advertising in print media | 20000 |
| Publication of the annual report for the year | 1500 |
| TOTAL | 311500 |
Thus, the annual operating costs are 311,500 rubles.
Monthly costs will be: RUB 25,958.
3. Let's calculate the planned net profit of the project:
The expected planned income from the implementation of project activities (∆P) will be:
The number of sales from the implementation of a new marketing strategy should increase by approximately 20%.
The average monthly net profit from sales of the company's services today is 640,000 rubles.
An increase in the level of sales will raise this amount to 768,000 rubles.
In total, the additional monthly profit from implementing the marketing strategy will be 128,000 rubles.
Total total annual additional income will be: 1,536,000 rubles.
Thus, the annual economic effect of the proposed activities is:
E g. = ∆P - S tek - E n ∙ ∆K= 1536000 - 311500 - 0.15 * 190000 = 1,196,000 rubles.
Table 3.3 shows the calculation of the planned net profit and profitability of the project:
Calculation of planned net profit and project profitability
To calculate the efficiency indicators of an investment project, it is necessary to calculate cash receipts (Ct) by months of project implementation, i.e. cash flows from the implementation of project activities (see table 3.3).
Cash flows from the implementation of project activities
| Month | Monetary Flow (receipts) (C) |
Net profit (cumulative total), rub. |
| 01 | C 1 | -190 000 |
| 02 | C 2 | -116 458 |
| 03 | C 3 | -42 917 |
| 04 | C 4 | 30 625 |
| 05 | C 5 | 104 167 |
| 06 | C 6 | 177 708 |
| 07 | C 7 | 251 250 |
| 08 | From 8 | 324 792 |
| 09 | From 9 | 398 333 |
| 10 | From 10 | 471 875 |
| 11 | From 11 | 545 417 |
| 12 | From 12 | 618 958 |
Let's calculate the project performance indicators:
When calculating performance indicators, cash flows are discounted.
This takes into account changes in the value of money over time.
The discount rate is a parameter that allows you to compare a project with alternative investment opportunities. Bank deposits or investments in government securities are usually considered as such an alternative.
In the case of discounting, the indicator is net present value (NPV) (NPV - NetPresentValue).
The NPV indicator represents the absolute value of income from the implementation of a project, taking into account the expected change in the value of money.
It is calculated by the formula:
(3)
where I o is the amount of initial investment (initial investment);
C- cash flow from the sale of investments at time t;
t - calculation step (year);
T - project duration (years);
i is the discount rate.
We take the discount rate equal to 14%. Let's calculate NPV for 8 months.
NPV = - 190000+ - 116458/0.74+ - 42917/0.64+30625/0.55+104167/0.47 + 177708/0.40+251250/0.35+324792/0.30+398333 /0.26+471875/0.22+ 545417/0.19 + 618958/0.16 = 12437008.42
Thus, NPV for 12 months. > 0, the project is effective.
The profitability index is defined as the ratio of normalized inflows (NPVt) to normalized outflows (Кк) for the analyzed months
(4)
Decision rule:
if PI>1, then the project is effective;
if PI<1, то проект неэффективен;
if PI=1, then this is a boundary and the project requires improvement.
PI = 12437008.42/4.28/501500 = 5.8 > 0, therefore, the project is effective.
Let's calculate the payback period of the project.
The payback period is equal to:
Volume of initial investment / Net profit
190000/606416 = 0,3
Payback period in months (Q):
0.32*12 = 4 months - from the moment of implementation of the strategy.
Table 3.4 presents a comparison of the basic performance indicators of the enterprise for 2008 and the design version.
Investment project performance indicators
| Indicator | Basic version 2008 | Design option (+20%) |
| 1. Sales revenue, rub. | 7 680 000 | 9 216 000 |
| 2. Cost of services, rub. | 5 400 000 | 6 000 000 |
| 3. Gross profit, rub. | 2 280 000 | 3 216 000 |
| 4. Net profit, rub. | 1 550 400 | 2 186 880 |
| 5. Profitability of sales of services,% | 20,19% | 24% |
| 6. Annual economic effect (E g), rub. | - | 1 196 000 |
| 7. Project implementation period, months. | - | 2,5 |
| 8. Payback period of the investment project (PB), months. | - | 4 |
| 9. Net present value (NPV) (for 12 months), rub. | - | 12437008,42 |
| 10. Profitability Index (PI) | - | 5,8 |
Based on the data in the table, the following conclusions can be drawn. As a result of the project, sales revenue, net profit and profitability of sales of the enterprise LLC SF "Contact Plus" increased. The table also shows that the financial performance indicators NPV > 0 and PI > 1.
All this indicates the feasibility of this project.
Conclusion
Thus, the organization of an enterprise’s marketing activities and its implementation are the most important parts of the organization’s management.
The organization of marketing activities depends on the situation in which the enterprise is located.
The organization of marketing activities is associated with a decision regarding one of the following three aspects of the organization’s functioning:
1) termination of a certain business;
2) continuation of a certain business;
3) transition to a certain business. At the same time, the company develops a strategy in the following areas:
1) leadership in minimizing production costs;
2) specialization in product production;
3) fixation of a certain market segment.
Developing marketing activities involves understanding current activities and analyzing the product portfolio. The choice is made based on an analysis of the external and internal environment of the enterprise.
In the course work, using the example of the company LLC SF "Contact Plus", an analysis of the development of the enterprise was carried out.
A financial analysis of the company showed that it is generally developing well, but there is an imbalance of equity and borrowed funds in favor of the latter, and as a result, the company’s liquidity indicators are low.
From the analysis of the company’s marketing activities, it was concluded that the company occupies a strong position and has a fairly large number of regular customers, its employees are well aware of the market situation and the products with which they work, in addition, the company has its own office and warehouse premises, located advantageously from a territorial point of view, as well as modern software. Among the weaknesses were not sufficiently competitive prices, as well as low corporate culture. The company has the ability to enter new regional markets However, its market position is subject to threats from strong competitors, an unstable economic situation, as well as consumer demand for products that fluctuates over time.
Thus, during the study, the existing marketing activities of LLC SF "Contact Plus" were analyzed in detail, during which some shortcomings were identified.
Based on this, in Chapter 3 of the work, a draft of recommendations for improving the organization’s marketing activities was proposed.
During the development of the enterprise project, all the above factors were taken into account.
For the proposed implementations, a calculation of economic efficiency was carried out, which showed that the income from the proposed actions exceeded the costs of their implementation, therefore, the feasibility of their implementation was confirmed.
Thus, the assigned scientific tasks were solved and the main goal of the work was achieved.
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