The objectives of the marketing policy of the enterprise. Sales policy. Recruitment of sales personnel

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Sales Is a system of events that are carried out after products leave the gates of production workshops and sections.

Sale - it is mostly the final part of sales, personal communication between the seller and the buyer, aimed at making a profit from sales and requiring knowledge, skills and a certain level of trading competence.

Sales policy of the enterprise presupposes certain purposeful actions of the management, built on such principles, thanks to which effective, from a commercial point of view, measures are provided: transportation, warehousing, storage, refinement, packaging, promotion to wholesalers and retailers, pre-sale preparation, the actual sale of goods, after-sale service of goods ...

In the sales policy of the enterprise, an important place is occupied by the policy of organizing distribution channels, the purpose of which is to form an optimal sales network for effective sales of manufactured products, including the creation of our own distribution network of wholesale and retail stores, intermediate storage warehouses, service points, shopping and service centers and exhibition halls, determining the optimal routes of goods movement, organizing transportation, shipping and loading, solving logistics issues, supply systems, providing efficiency of product distribution, sales proper and much more.

Distribution (sales) channel Is a collection of organizations or individuals who take over and transfer ownership of a specific product or service on their way from producer to consumer.

Direct channels are associated with the movement of goods and services without the participation of intermediary organizations. Indirect channels are associated with the movement of goods and services through one or more independent intermediaries from the manufacturer to the consumer. Mixed channels combine the features of the first two distribution channels.

Distribution channels can also be characterized by the number of their constituent levels, that is, the number of intermediaries who perform this or that work to bring the product closer to the end customer. The length of the channel is determined by the number of intermediate levels it contains.

Zero channel consists of a manufacturer selling a product directly to consumers.

Sibling the channel includes one intermediary.

Two-level channel consists of two intermediaries.

Three-level channel includes three intermediaries.

There are more levels, but they are less common. From the point of view of manufacturers, the more levels a distribution channel has, the less control it has.

Sales of products in most cases is carried out through intermediaries.

Intermediaries, thanks to their contacts, experience and specialization, allow to ensure wide availability of goods and bring them to target markets.

Intermediary enterprises in the system of market relations can be divided into two groups: independent intermediary organizations and dependent.

Distributors of the regular type own or rent warehouse space and carry out full commercial and production activities within the competence of the mediator. Trade brokers do not have (they do not rent) warehouse space, they have a narrower profile of activities, they deal with the transportation and delivery of large-sized products.

1) Classification of independent intermediaries:

2) Classification of dependent intermediaries

The aspect of differences between intermediaries grows from broker to distributor (Table 40).

Key differences between intermediaries

Agents, brokers, salesmen, commission agents and consignees do not claim ownership of the goods, work for a commission or service payments.

Industrial agents replace the sales staff of large enterprises, sales agents - of small enterprises.

Purchasing offices - independent commercial enterprises, payment for their services is made at the rate of a certain percentage of annual sales.

Auction is a type of activity of sales organizations carried out in the markets of used equipment.

Jobber does not have a warehouse network and works with small consignments of goods, and with large ones, and "off the wheels", providing immediate reloading without intermediate storage.

The term “dealer” is the most polysemantic in practical use. In the broader sense of this word, it is any intermediary, in the most specific sense - an intermediary who works on his own behalf and at his own peril and risk. In Russian business practice, the term “dealer” is used in different ways and most often denotes the constancy of the link between the intermediary and one or another manufacturing company with very different functional and legal content of this connection.

In addition to the forms of marketing, there are such distribution systems as:

- Traditional distribution system - consists of an independent manufacturer, one or more wholesalers and one or several retailers (all participants in such a distribution system are independent and pursue the goal of maximizing profits each only in its own area of ​​the sales system);

- Vertical distribution system - a distribution channel system that acts as a whole and includes a manufacturer, one or more wholesalers, one or more retailers pursuing common goals and interests that are dependent on each other (for example, contractual);

- Horizontal distribution system - represents the union of two or more enterprises in the joint development of opening marketing opportunities in a specific market, using each other's opportunities, and complementing them by distributing the risk of developing a new market for two or more;

- Multichannel (mixed) distribution system - involves the use of both direct and indirect marketing methods, i.e. trade is organized through its own sales network, as well as through intermediaries.

Wholesale Is any activity for the sale of goods or services to those who purchase them for the purpose of resale or professional use.

Wholesale trade is not related to the sale to end consumers. Therefore, in wholesale trade the product may be sold several times, first regionally and then locally.

In the process of goods movement from manufacturers to consumers, the final link that closes the chain of economic ties is retail - activities for the sale of goods and services directly to end consumers for their personal non-commercial use. This is the final stage of the distribution channels.

Similar information.

Types of sales, signs of their classification. The role of intermediary organizations in the distribution of products. Goods movement. Organization of a sales service at the enterprise.

Sales policy

Introduction

The modern economy is characterized by the fact that the place of production and the place of consumption of the product do not coincide in time. In time, these processes also do not follow directly one after another. Elimination of the problems arising for this reason requires a lot of money. In some cases, these costs require up to 70% of the retail price of the consumer product.

The manufacturer should expand the tasks of distribution of manufactured products in a rational way. This gives him a certain chance to stand out in relation to competitors.

The sales system of goods is a key link in marketing and a kind of finishing complex in all the activities of the company in the creation, production and delivery of goods to the consumer. Actually, it is here that the consumer either recognizes or does not recognize all the efforts of the company as useful and necessary for himself and, accordingly, buys or does not buy its products and services.

Still, product sales must be viewed as a constituent element of the marketing mix. Other components of the marketing mix are product, price and promotion system. Before carrying out the direct distribution of products, it is necessary to make sure that the goods are of proper quality, at an acceptable price, and that work has been done in the field of measures to promote the goods.

There are several reasons for the role of distribution systems in the economy. One of them is necessity. Of course, when it comes to selling a unique, specialized production line, both the seller and the buyer can do well without a dedicated distribution system. But the world lives in an era of mass goods, and it is not very convenient to buy them at the gates of a factory or a company today.

The second reason is the struggle for consumer money. Living in abundance has led hundreds of millions of consumers around the world to believe that the convenience of purchasing is an essential part of a normal lifestyle. This means that the consumer requires a good familiarity with the product range; minimum time for purchasing goods; maximum convenience before, during and after purchase.

All these requirements can be met by comprehensively developing the sales network, bringing its end points closer to the consumer, creating maximum convenience for him at these points. And if the firm was able to do this, it (all other things being equal) attracted a buyer and achieved an advantage in the market struggle.

The next reason is rationalization production processes... Economists of the last century wrote about this role of the distribution network. Specifically, we are talking about the fact that there are a number of finishing operations of production, which are associated to a greater extent not with manufacturing, but with the preparation of goods for sale (sorting, packing, packaging). It is advisable to carry out all these operations already at the “plant - consumer” stage, that is, before transportation, in warehouses, in stores, in the pre-sale process; and sales as such substantially depend on the timeliness, quality and rationality of their implementation. Accordingly, the marketing system, to a certain extent, involves some (sometimes quite significant) "technological component". The above justifies this: the closer and closer the product comes into contact with the buyer, the more sense it makes for the marketing service to refine and prepare it for sale.

The fourth reason is the problem of the effectiveness of market behavior and the development of the firm. The most important thing in knowing and meeting the needs of consumers is to study their opinion about the firm's products, competing products, problems and prospects for the life and work of consumers. Who can do this most effectively and where? The answer of world practice is unambiguous: first of all, this can be done where the company is in direct contact with the consumer, that is, in the sales system. And this must be done by the personnel employed in this system.

As one of the most important conditions for the advancement of their employees up the administrative ladder, many firms call their work in the sales system, moreover, directly in the field of selling goods to the buyer.

The reasons given are enough to understand how important the distribution subsystem is in marketing and why, in the conditions of abundant markets, huge funds are spent on it.

In Russia, the sales system is at a transitional stage of development, which greatly complicates sales in the market of our country. It is usually characterized by the following features:

weak channel management;

incomplete fulfillment of obligations within the channel;

decisions are made on each transaction separately as a result of constant negotiations;

frequent violation of "contractual" obligations.

Chapter 1. Sales system at the enterprise

1.1. Sales policy of the company, its elements

Firms have alternatives in organizing the distribution of their product. At the same time, it is based on the fundamental orientation of satisfying the diverse needs of the end consumer (or on building such a distribution system that would be effective both for the company itself and for intermediaries) and the way of its existence, considered as a set of actions to maximize the approximation of the product to target group of consumers (or vice versa, attracting consumers to the firm's product). The choice of orientation and way of satisfying the needs of consumers is the essence of the firm's "policy" in the field of sales.

The sales policy of a manufacturer of products should be considered as a purposeful activity, principles and methods, the implementation of which is designed to organize the movement of the flow of goods to the end consumer. The main task is to create conditions for the transformation of needs potential buyer into real demand for a specific product. These conditions include elements of sales policy, distribution capitals (sales, distribution of goods) together with the functions they are endowed with.

The main elements of the marketing policy are as follows:

transportation of products - its physical movement from the manufacturer to the consumer;

product revision - selection, sorting, assembly of the finished product, etc., which increases the degree of availability and readiness of products for consumption;

storage of products - organizing the creation and maintenance of its necessary stocks;

contacts with consumers - actions for the physical transfer of goods, placing orders, organizing payment and settlement operations, legalizing the transfer of ownership of the goods, informing the consumer about the product and the company, as well as collecting information about the market.

1.2. Types of sales, signs of their classification

The positions occupied by firms in relation to sales have characteristics that allow to classify sales by types (table 1.1).

Table 1.1. Classification of sales types

Classification attribute	Sales types
1. On the organization of the sales system.	1.1. Direct - direct sale of the manufacturer's products to a specific consumer.
1.2. Indirect - the use of independent resellers in the distribution channel.
2. By the number of intermediaries.	2.1. Intensive - a large number of wholesalers and various intermediaries. Purpose: expansion of sales, bringing the product closer to the consumer.
	2.2. Selective - limiting the number of intermediaries. Goal: to achieve a large volume of sales while maintaining control over the sales capital.
2.3. Exceptional - a small (or single) number of intermediaries. Purpose: maintaining a prestigious image and control over the distribution channel.

Despite the fact that there are only two main classification features (the basis of the organization of the system and the number of intermediaries), the relationship between the manufacturer, resellers and end users can take on many types and forms. The most active role in these relations belongs to the manufacturing company, which, when choosing a sales system, first of all takes into account the risk factor of commodity movement, and also estimates sales costs and profits.

The direct sales system provides for the direct sale of products to the end consumer. Accordingly, they are connected by a direct sales channel. Its distinctive feature is the ability for the manufacturing company to control the path of the products to the end consumer, as well as the conditions for their sale. However, in this case, the company incurs significant non-production costs due to the need to create expensive inventory, and spends a large amount of resources on the function of direct delivery (sale) of the product to the end consumer, while incurring all the commercial risks of commodity movement. At the same time, from the position of the manufacturer, the advantage of this form of marketing is its right to the maximum amount of profit that can only be obtained from the sale of manufactured products (services). The commercial benefits of a direct distribution channel are enhanced by the ability to directly study the market for their products, maintain close relationships with consumers, conduct research to improve the quality of goods, influence the speed of sales in order to reduce the additional need for working capital.

Direct marketing is carried out using those belonging to the manufacturer:

regional sales branches with a staff of qualified specialists who know the local market, competitors, who are able to offer conditions for the sale of goods and services corresponding to the needs of consumers;

sales offices or services without creating stocks with the performance of the functions of concluding transactions "to order", studying the market, maintaining contacts with consumers;

special agencies with or without the right to conclude transactions, functional responsibilities which, among others, includes the demonstration of the goods to the client;

retail network (kiosks, shops, salons, etc.).

It also provides for the use of mass media and personal contacts of the owner of the manufacturing company with the end consumer.

The firm carries out commodity circulation through distribution channels (sales). A distribution channel is a system for delivering goods to points of sale. In the case when the system provides for the participation of resellers in the sale and the difference between the manufacturer and the end user is mediated, such a relationship between them is called an indirect channel. Such channels are built on the use of the experience of intermediaries and various forms of cooperation with the retail network. Here the firm shifts a significant part of sales costs and the corresponding share of risk to formally independent counterparties, reducing control over goods movement, and, as a result, yields to them part of the commercial benefit. There are also mixed channels that combine the features of the first two distribution channels.

When organizing an indirect distribution channel, there is a need to determine its length and width. The channel length is the number of channel levels, that is, single-function intermediaries, and the channel width is the number of intermediaries that are conventionally at the same level (Fig. 1.1, Fig. 1.2, Fig. 1.3).

In terms of the number of intermediaries at each level of the channels, sales can be either intense, selective or exclusive.

Obviously, as the goods move through the distribution channels with the participation of intermediaries, their physical movement may be accompanied by the transfer of owner's rights. In this case, the completeness of the rights to the goods transferred to the intermediary, the form of transfer, the degree of his responsibility and risk are different. Accordingly, intermediaries are typed, and channels with their participation acquire a complex structure.

Indirect channel of the first level.

Indirect channel of the second level.

Indirect channel of the third level.

Rice. 1.1 Example of length of distribution channels

Rice. 1.2 An example of a narrow distribution channel

Rice. 1.3 Example of a wide distribution channel

1.3. Role of intermediary organizations in product distribution

Intermediary wholesale enterprises in the system of market relations can be divided into two groups: independent intermediary organizations and dependent. Independent organizations for manufacturers and recipients of products are independent intermediary organizations that acquire ownership of materials and then sell them to consumers. Dependent intermediaries do not claim ownership of the goods, working for a commission on the services they perform. These include various sales agents, brokers, commission agents.

A group of independent wholesale intermediaries, in relation to the sale of industrial products, called distributors, is the most numerous and significant in the logistics system. For example, in the United States, this group accounts for about 80% of the weight of enterprises with 85% of warehouse space. There are two types of independent wholesale intermediaries:

distributors owning (or leasing) storage facilities;

distributors who do not have (do not rent) storage facilities.

The latter are sometimes referred to as trade brokers, who in developed countries account for about 20% of enterprises and about 10% of the turnover of independent intermediaries. These enterprises are distinguished by a narrower profile of activities. They usually deal with bulky goods, the transportation and transfer of which is very laborious.

Distributors with warehouses generally carry out the full commercial and production activities that fall within the purview of the intermediary. They are called regular type distributors. By purchasing a product at their own expense, they, like trade brokers, assume all the risk caused by changes in the market situation, damage, obsolescence, etc. Distributors also store goods, relieving their suppliers and customers of the need to maintain inventory. They solve the important task of transforming the industrial assortment of products into a commercial assortment in accordance with the production needs of consumers. They are engaged in transport operations, provide loans to consumers, carry out advertising activities and, in addition, provide consulting and information services.

Depending on the nature of the product specialization, there are multi-product distributors who do not have a strictly defined specialization and sell multi-product products, as well as distributors who strictly define their product group. The latter are classified, in turn, into different categories in accordance with the number of assortment items. Expansion of the assortment is seen as an important factor in increasing competitiveness.

A manufacturer can sell products to distributors, who then independently market them directly to consumers. The choice of such a distribution channel will be effective only if:

the market is scattered and the volume of sales in each geographic area is insufficient to justify the costs of the direct distribution channel;

the number of wholesalers (intermediaries) usually exceeds the number of the manufacturer's regional base warehouses;

the product must be marketed to consumers in many industries, and effective coverage of all or most of them is possible when using wholesale independent intermediaries;

consumers prefer to purchase products in small batches, inconvenient for warehouse and transit processing;

the difference between the cost of manufacturing products and the selling price is too small to maintain your own sales organization engaged in direct distribution of goods.

The value of a wholesale intermediary for a manufacturer of products largely depends on how the consumers of industrial products relate to this intermediary, whether the intermediary is able to arrange the business in such a way that the consumers of the products turn to him. The implementation of this situation in practice depends on a number of objective factors. First, a wholesale reseller has the ability to deliver a product to a consumer faster than a manufacturer. Its warehouse is usually located closer to the customer's premises than the manufacturer's sales office. Secondly, the services of an intermediary allow the consumer to reduce the cost of logistics and the amount of processed accounting records... Thirdly, the intermediary can offer a price slightly lower than the manufacturer, who sets it without taking into account transportation and insurance, while the consumer must pay the transportation and insurance costs himself. Finally, it is much easier for the consumer to resolve a disputed misunderstanding with an intermediary than with a manufacturer.

These and other advantages of an intermediary give him the opportunity in many cases to successfully compete with the manufacturer, ensuring the self-supporting principles of his own activities.

Agents, brokers and commission agents, unlike commercial sales structures, who profit from the sale of their products, do not claim ownership of the goods, working for commissions or payments for services. The amount of remuneration paid by buyers of the services of agents and brokers depends on the volume and complexity of their transactions. Distributors of wholesale brokers and agents in developed countries account for about 9% of logistics enterprises and about 2% of warehouse space. Agents and brokers, without taking ownership, are more dependent on the manufacturer than independent wholesalers.

Dependent sales intermediaries are divided into industrial and sales agents. Industrial agents usually. They replace the sales apparatus of the enterprise, but unlike the employees of the sales service, they receive not a salary, but a commission, the amount of which is approximately 5-10% of the sales volume. While retaining formal independence, they are more dependent on the instructions of the supplier than other agents. Industrial agents have only an office. In exceptional cases, they can deal with the storage and material completion of the supplier's goods on the basis of a consignment agreement, which allows them to dispose of these goods without becoming their owners. Industrial agents typically work for multiple manufacturers and have exclusive marketing rights in a given territory. Therefore, they can avoid conflicts and have a fairly complete range of products. Large enterprises may have agents for each major product group. Manufacturer's agents have limited influence on the manufacturer's marketing program and price structure.

Sales agents deal with small industrial enterprises and are contractually responsible for marketing all of their products. In essence, they become the marketing arm of the manufacturer and are empowered to negotiate prices and other terms of sale. Sales agent offices are usually located in large sales centers in close proximity to customers.

Brokers bring consumers and product manufacturers together to complete a deal, they are well informed about market conditions, conditions of sale, credit hawkers, pricing, potential customers, and they have the art of negotiating. They do not provide loans, but they can provide storage and delivery of products. Brokers also do not acquire title to the goods and usually cannot complete a transaction without the manufacturer's formal approval. For intermediation between manufacturers and consumers of products, brokers receive a certain fee by agreement of the parties or in accordance with the rate established by the exchange committee.

Purchasing offices are independent commercial enterprises. Payment for their services is made at the rate of a certain percentage of annual sales. By the nature of their activities, purchasing offices are close to brokers: they provide their clients with information on price movements, information about potential partners, and conclude transactions at the direction of their clients.

Commission agents receive products from manufacturers on the basis of consignment, consisting in the instruction by one party (consignee) to the other party (consignee) to sell goods from the warehouse on its own behalf, but at the expense of the consignee, i.e. product owner. Commission agents have an office, as well as storage facilities for receiving, storing, processing and selling products. They sometimes offer credit, provide storage and delivery of products, and maintain sales personnel. Commission agents can negotiate prices with consumers, provided that prices do not fall below the minimum level specified by the manufacturer, and also act in an auction. They have the right to provide various additional services: market information, assistance in concluding contracts with transport companies, quality control of goods, etc.

Auctions are one of the activities of sales companies, carried out most often in the markets of used equipment. The operating costs of auctions in relation to sales are about 3%. In our country, the auction form of trade has favorable prospects, given that the volume of the used equipment market in our country is quite significant.

Chapter 2. Goods movement

2.1. Planning of goods movement

Goods movement in marketing is a system that ensures the delivery of goods to points of sale at exactly the right time and with the highest possible level of customer service. Foreign authors understand the planning of commodity circulation as a systematic decision-making in relation to the physical movement and transfer of ownership of a product or service from the manufacturer to the consumer, including transportation, storage and transactions.

The distribution of goods is a powerful tool to stimulate demand. A measure of the efficiency of the distribution system is the ratio of the firm's costs to its results. The main result that is achieved in the distribution system is the level of customer service. This quality indicator depends on many factors: the speed of execution and delivery of the order, the quality of the products supplied, the provision of various services to customers for the installation, repair and supply of spare parts. The quality indicators of service also include: ensuring a different batch of goods shipment at the request of the buyer; choice of a rational type of transport; maintenance of the optimal level of the mode of transport; maintaining the optimal level of stocks and creating normal conditions for storage and warehousing of goods; observance of the necessary, pre-agreed level of prices at which goods distribution services are rendered. None of the factors mentioned are decisive in themselves, but all of them, to one degree or another, affect the level of customer service.

The results of planning product distribution have a significant impact on the marketing programs of the company and making the right decisions on the choice of sales channels. This, in turn, affects the size of the firm's costs. An important feature of the planning of commodity circulation is the correct definition of the form of trade organization. In this case, you should choose the right channel for product distribution - direct or with the participation of an intermediary.

The advantage of direct delivery of products directly to consumers can be effective if the quantity supplied is large enough and the consumer market is concentrated in a limited region. At the same time, the products sold require special kind service or there must be a sufficient network of own warehouses in the sales markets.

Most of the goods are best sold through intermediaries. There are also certain criteria for choosing a distribution channel. First of all, the consumer market is not limited to the region, but is scattered throughout the territory; deliveries are carried out in small batches and with greater frequency.

In many cases, the choice of a distribution channel is the most important decision for a firm. The firm, which has assumed the functions of commodity distribution, must pay all the costs that arise. In addition, she fully receives all the income due from the delivery and sale of products. If independent (external) distribution channels are used, then the relative delivery costs can be reduced, but at the same time the profit will be reduced, since the corresponding sales organizations involved in the product distribution process receive their share of the profit. The total profit of the firm and, accordingly, the intermediaries may increase if an increase in the volume of sales of goods is achieved.

2.2. Channel management

When choosing a distribution channel, the main condition is its availability for the manufacturer. To achieve commercial success when using a particular distribution channel, you need to carefully analyze all financial issues. It is necessary to make a comparative description of the costs of the enterprise for possible distribution channels. These costs include: the cost of recruiting and training sales personnel; Administrative expenses; expenses for advertising and sales promotion, for organizing commodity circulation, including expenses for transportation, warehousing; the level of commission payments. It should be borne in mind that at the initial stage of the enterprise, sales costs increase, but they are not permanent.

A comparative assessment of the cost of individual distribution channels should also be linked to the prospects for growth in sales of goods. It is also important to note that the choice of a distribution channel is usually associated with the conclusion of long-term agreements between counterparties. The wrong choice of the distribution channel can cause the cancellation of legal agreements (contracts), which, naturally, will affect the performance of the enterprise and the intermediaries participating in this agreement.

After the channels of product distribution have been selected, the management of the enterprise faces whole line tasks for the successful management of these channels. The solution to each of them pursues a specific goal and is achieved by specific methods.

2.3. Organization and efficiency of the distribution system

The choice of distribution channels is an important stage of the work, however, since marketing involves the interpretation of all the activities of the company, it is necessary to plan and organize the system of promoting products from the manufacturer to the recipient accordingly.

The process of organizing goods circulation includes the following stages: choosing a storage location for stocks and a storage method, defining a system for moving goods, introducing an inventory management system, establishing an order processing procedure, and choosing ways to transport products. With an effective organization of product distribution, each of these stages is planned as an integral part of a well-balanced and logically constructed overall system. All elements of this system are interconnected, therefore, neglect of any of them can seriously disrupt the functioning of commodity circulation and negatively affect the prestige of the company.

The need to create storage facilities for products and materials is caused by objective reasons. The whole question is where to create storage and what capacity. The more warehouses are built, the faster the delivery of products to places of consumption is ensured, but at the same time, the costs of creating warehouses grow and vice versa. The decision on the number of storage points is made when comparing the one-time costs of creating storage places and the annual costs associated with delivering materials to consumers. Using the classical method of comparing options for a minimum of reduced costs, you can determine the number of warehouse locations.

The choice of points of placement of warehouses is carried out using the formula:

Pz = KEn + Is + Im min, where

Пз - the total reduced costs for each considered option for the construction of warehouses;

K - capital investments for the construction of storage facilities;

En - standard coefficient of efficiency of capital investments (En = 0.15);

Is, Im - annual costs associated with the maintenance of warehouses and the delivery of materials from warehouses to consumers.

Having made a calculation for each variant of the warehouse location, you can determine the most effective of them.

2.4. Wholesale and retail trade

In the process of commercial activity, each entrepreneur is faced with the problem of selling products.

Ensuring success is directly linked to a deep and comprehensive study of the market and market opportunities of the manufacturing product. Analysis of market conditions of management, development of ways and methods of introducing goods to the market and expanding the volume of its sales constitute a special direction in the company's activities.

There are two main ways of implementation: work to order and work for the free market.

Work to order. With this method, the company operates on a known market in advance. The release of products is carried out in accordance with the existing portfolio of orders, concluded contracts, contracts and preliminary agreements on the supply of manufactured products and the provision of services. Terms are agreed in advance, specifications goods, volumes of supplies of products, prices.

Work for the free market. With this method, the enterprise releases products on the free market without pre-established restrictions on the quantitative and qualitative characteristics of goods. The tasks of selling goods include searching for possible sales markets (given their geographic location), choosing specific forms of sale, and determining the acceptable price level.

In fact, each enterprise, depending on the profile and characteristics of the products it produces, focuses both on pre-orders and on work on the free market.

Products are sold to the free market through wholesale and retail trade.

2.4.1. Socio-economic essence of wholesale trade

Wholesale trade essentially covers the entire totality of commodity resources, which are both means of production and consumer goods.

Wholesale trade is a form of relations between enterprises, organizations, in which economic ties for the supply of products are formed by the parties independently. It influences the system of economic relations between regions, industries, determines the ways of movement of goods in the country, due to which the territorial division of labor is improved, proportionality is achieved in the development of regions. For a rational distribution of the trading environment, wholesale trade must have specific data on the current state and future changes in situations in regional and sectoral markets.

The main tasks of the wholesale trade are:

marketing research of the market, supply and demand for industrial and technical products and consumer goods;

placement of production of goods in the range, quantity and quality required by the consumer;

timely, complete and rhythmic provision of goods in wide range intermediary, retailers, consumers;

organization of storage of commodity stocks;

organization of systematic and rhythmic import and export of goods;

ensuring the priority of the consumer, strengthening his economic impact on the supplier, depending on the reliability of economic ties, the quality of the supplied products;

ensuring the stability of partnerships in economic relations, interconnection in all time categories (long-term, medium-term, current, operational);

organization of systematic delivery of goods from regions of production to the region of consumption;

widespread use of economic methods for regulating the entire system of relationships between suppliers, intermediaries, consumers;

reducing the total costs associated with the promotion of goods from manufacturers to consumers.

2.4.2. Organizational forms of wholesale trade

Wholesale trade connects almost all sectors of the economy, all enterprises and organizations engaged in material production and commodity circulation. It includes the stages of product promotion from manufacturers to retailers. There are the following forms of wholesale trade: direct communication between manufacturers and buyers; through intermediary organizations and enterprises; commercial contacts of market entities.

Direct ties in economic relations between manufacturers and buyers of goods are practiced during transit (carriage) deliveries of a batch of products.

Business ties for the supply of products can be short-term up to a year and long-term. The rapid change in the assortment of products, the high rate of renewal of its nomenclature, the one-time nature of consumption require short-term economic ties, but in most cases, long-term ties are more economically expedient.

Organization of direct long-term economic ties allows:

release the parties from the annual preparation of the supply contract (the contract is drawn up for several years);

periodically adjust the assortment and quarterly delivery times;

to work out the production technology of products and thereby improve its quality;

coordinate production schedules with interested enterprises;

reduce the time frame for submitting specifications;

to reduce document circulation in the sphere of circulation.

Wholesale trade through intermediary organizations and enterprises (wholesale stores and bases, small wholesalers and company stores, etc.) is appropriate for buyers who purchase products on a one-off basis or in volumes less than transit norms.

Commercial contacts of market entities are of several types.

So, at present, direct commodity exchange is very common - barter transactions. In this case, agreements are used for the supply of a specific type of goods from one enterprise to another, and vice versa.

Auction trade is becoming widespread, in which the seller uses the competition of buyers present at the sale in order to obtain the highest profit.

A significant role in the wholesale trade is played by the commodity exchange. Commodity exchanges they do not buy and sell goods as such, but contracts for their supply. In this case, the free purchase and sale of contracts is carried out (the buyer is free to choose the seller on his own, the seller - the buyer).

Wholesale trade fairs provide an opportunity to establish commercial contacts between the manufacturer and potential buyers. The wholesale purpose of fairs is to establish direct business contacts between market participants (product manufacturers, intermediaries, buyers) interested in the sale and purchase of a particular marketable products.

Selling a product is selling it for the purpose of converting goods into money and satisfying the needs of consumers. Selling a product is part of marketing, and its effectiveness depends on advertising work, market research and product assortment planning.

Manufacturers carry out direct wholesale operations of goods without the involvement of intermediaries. Direct sale of goods is currently very widespread.

The direct form of the sale of goods has a number of advantages. Firstly, with this form, the manufacturing enterprise can better study the market for its products, maintain close cooperation with the main consumers. Secondly, scientific research is carried out aimed at improving the quality of products. Third, direct wholesale of products speeds up the sales cycle and, therefore, the capital turnover, which increases the total amount of profit.

At the same time, the direct form of the sale of goods increases the costs of the manufacturer, since he is forced to create expensive stocks of goods, ensure their storage and sale to specific consumers. Therefore, only large competitive enterprises are able to independently sell their products.

Direct sales of industrial goods can be carried out through our own regional sales branches. With the help of these branches, the manufacturer has the ability to store products and control the process of their implementation. Regional sales branches become a means of direct influence on the market, while industrial enterprises (firms) receive part of the trade profit.

Sometimes manufacturing enterprises organize a warehouse for their products with the consumer. As a rule, this method of selling industrial products is widespread in developed countries in cases where the customer purchases products from the supplier for more than $ 100 thousand annually.

In addition to sales branches, manufacturers can sell their products through their own sales offices, which are usually located in production facilities and do not create stocks.

In the Russian Federation, direct wholesale of products is carried out through the sales departments of manufacturers and, very rarely, through wholesale sales bases created at manufacturing enterprises.

Individual enterprises sell goods through their retail network. Industrial enterprises (firms) acquire ownership of shops for several reasons. First, selling products through independent wholesalers is very expensive. Secondly, with the help of their own stores, industrial enterprises study the market, explore new forms of trade and Maintenance... Thirdly, owning a network of retail stores makes it extremely easy to form and use in practice a trial market to test and study the demand for new products.

In the direct form of selling goods, direct marketing (direct marketing) and telephone marketing are used. Direct marketing is direct work with clients, regular contacts of manufacturers with their clientele. Phone Marketing - Working with clients over the phone. Moreover, by phone, inquiries can be received not only about the goods and services of the company, but also about the subsequent maintenance.

2.4.4. Commercial form of indirect wholesale of goods

The commercial form of the wholesale of goods includes two ways of selling: through independent wholesale organizations; through agents and brokers.

The form of indirect wholesale of goods includes the following types (methods) of marketing or market coverage strategies: intensive; selective (selective); exclusive distribution and franchise; aimed; not targeted.

Intensive marketing means the inclusion of all possible sales intermediaries in the sales program, regardless of their form of activity. This type of marketing is practiced in Western countries for consumer goods, as well as branded branded goods. The advantage of this type is the presence of a very dense distribution network, and the disadvantage is the existence of a large number of small buyers and the difficult control over their solvency.

Selective (selective) marketing involves limiting the number of intermediaries depending on the possibilities of service, provision of spare parts, and the creation of repair shops. Most often, such marketing is used for expensive, prestigious goods.

Exclusive distribution and franchising is a way of a manufacturer reaching the market through only one trader (firm). The merchant is obliged not to sell products of a competing brand, to enforce the manufacturer's policy. Franchise - provides for a long-term contractual relationship between the manufacturer and the company (franchiser) that sells the product in a limited area.

Targeted marketing includes a set of marketing measures aimed at a specific group of consumers.

Non-targeted marketing contains marketing activities directed at all potential customers. This type of marketing requires a lot of advertising costs.

2.4.5. Retail trade in a market economy

In the process of goods movement from manufacturers to consumers, retail trade is the final link that closes the chain of economic ties. In retail trade, material resources are transferred from the sphere of circulation to the sphere of collective, individual, personal consumption, i.e. become the property of consumers. It does this by buying and selling, as consumers purchase the goods they need in exchange for their cash income. Here, starting opportunities are created for a new cycle of production and circulation, as the commodity turns into money.

Retail trade performs a number of functions:

examines the situation in the commodity market;

determines supply and demand for specific types of goods;

searches for goods required for retail;

carries out the selection of goods, their sorting when drawing up the required assortment;

carries out payment for goods received from suppliers;

conducts operations for acceptance, storage, labeling of goods, sets prices for them;

provides suppliers, consumers with freight forwarding, consulting, advertising, information and other services.

Retail trade, taking into account the specifics of customer service, is divided into stationary, mobile, mail order.

The stationary trade network is the most widespread, it includes both large modern, technically equipped stores, and stalls, tents, booths, vending machines. At the same time, a distinction is made between self-service stores, in which the buyer has free access to goods. A kind of stationary trade are also stores of the "store-warehouse" type.

Stores selling goods from catalogs are being created. Such trading is based on the preliminary selection of goods. Catalogs can be given out to potential customers who have visited a given store, or sent to them by mail. The buyer, having studied the catalogs, having selected the goods, sends the order indicating his details to the store by mail (or by teletype, telephone).

The organization of the sale of goods through vending machines has considerable potential. They are convenient in that they can work around the clock, without sales staff. Vending machines are installed inside the store or outside it (on the streets, train stations, cafes, hotel lobbies, etc.). The subject of trade is usually a certain range of consumer goods (drinks, chewing gum, cigarettes, etc.).

A mobile trading network contributes to the proximity of the goods to the buyer and their prompt service. This trade can be delivery with the use of automatic machines, trolleys, as well as delivery with the use of trays and other simple devices. A variation of this type of trade is direct selling at home.

The parcel trade is engaged in providing the population, enterprises, organizations with books, stationery, audio and video recordings, radio and television equipment, medicines.

In the structure of retail trade, an assortment characteristic is taken into account. Goods are usually grouped into appropriate groups (subgroups) on the basis of production origin or consumer purpose. In retail trade, various types of stores operate in this connection.

Specialized stores sell goods of one specific group (furniture, radio goods, electrical goods, etc.).

Highly specialized stores sell goods that are part of a product group (subgroup) ( men's clothing, work clothes, silk fabrics, etc.).

Combined stores carry out the sale of goods of several groups (subgroups), reflecting the common demand or satisfying the corresponding circle of consumers (motorcycle goods, cultural goods, books and posters, bakery and confectionery products, etc.).

Department stores sell products from many product groups in specialized sections.

Mixed shops sell products of various groups, both food and non-food, without forming specialized sections.

2.4.6. Composition and structure of retail trade

The indicator characterizing the volume and quality of retail trade is the turnover. Retail turnover is understood as the volume of sales of goods in monetary terms, it characterizes the final stage in the movement of products from the sphere of circulation to the sphere of consumption, states the public recognition of the value and use value of a part of the social product in the form of specific types of goods. Retail turnover reflects the proportions between production and consumption, supply and demand, sales and money circulation, volume and structure of the trade network, material and labor resources.

Retail turnover includes:

proceeds from the sale of goods in the retail trade network for cash and on credit;

vacation from catering establishments of own production and purchased goods;

proceeds from the sale of clothing, footwear, hats, linen from sewing workshops according to individual orders of consumers;

proceeds from the sale of printed materials (newspapers, magazines, books, posters) in the retail trade network and by subscription to the population, organizations, enterprises;

proceeds of workshops for dry cleaning and dyeing of clothes;

proceeds from the repair of clothing, footwear, hats, watches, television, video, radio equipment, furniture and other items made by consumer service enterprises;

proceeds from the repair and maintenance of cars, motorcycles, including the cost of spare parts, carried out by specialized enterprises;

proceeds from the sale of fuel and lubricants, spare parts, other car care products, motorcycles by gas stations;

proceeds from the sale of agricultural products, livestock and poultry directly by agricultural enterprises, subsidiary farms;

other proceeds (for cutting fabrics during the sale, delivery of goods to the house, from the sale of relevant goods by trading organizations to rental points, etc.).

The structure of retail turnover is subdivided into macrostructure, product group, product range, microstructure.

The macrostructure provides for a general, large division of goods (consumer goods and industrial and technical purposes, food and non-food).

The commodity group structure reflects the division of products by purpose, production origin (bakery products, fruits and vegetables, clothing, footwear, furniture, etc.)

The product-assortment structure takes into account the ratio of certain types of products included in a certain group (clothing: men's, women's, children's; furniture: for housing, offices, summer cottages, etc.).

The microstructure shows the specific weight of a particular product in the volume of sales of a given assortment (suits; coats; shoes: winter, summer, demi-season; furniture: for the living room, bedroom, kitchen; etc.).

The following factors influence the structure of retail trade:

socio-demographic, which take into account the ratio of urban and rural residents, workers, employees, collective farmers, men, women, children, adults and the elderly, etc .;

economic, determining the relationship between industrial and agricultural production, specialization of production, ensuring the qualifications of workers, the availability and condition of transport

communications, optimal sizes, location, material and technical base of the trade (distribution) network, geographical location of the region;

climatic conditions.

2.4.7. Direct marketing

Direct marketing is a type of retail. It is represented by in-store and non-store retail.

Stores - catalog showrooms - is a form of direct marketing based on catalog and discount principles to market a wide range of high-end branded goods sold at high mark-up stores in regular stores. Showroom stores produce catalogs with smaller seasonal editions. The catalog contains the list price of each item and its discounted price.

After studying the catalog and selecting the goods, the buyer by mail or by phone, telefax sends his order to the company, where it is registered. Depending on the conditions of the catalog, this is followed by either shipment of goods with subsequent payment, or prepayment with subsequent shipment.

Direct marketing is not in-store sales, in particular mail order. The sale of a product is carried out here by attracting buyers through advertisements in the media, after which consumers can order this or that product by mail.

Trade by catalogs and on the basis of newsletters, as well as TV and radio advertising, is classified as non-store, since it is not associated with the use of traditional shops... In the United States, this form of trade is called direct mail. It is increasingly used when organizing the sale of new products, clothing and even food products.

Telephone sales cover a wide range of sales transactions, from home renovation services to newspaper subscriptions. In addition, as noted earlier, sales through vending machines are fairly widespread.

The peculiarity of direct selling at home is that sales agents of various sales organizations and manufacturing enterprises sell products, delivering them to customers at home.

Chapter 3. Organization of the sales service at the enterprise

3.1. Organization of a sales network

The issues of organizing the sale of goods, in my opinion, are quite fully covered in the work of J.-J. Lamben. Here are the main points from this work.

For most markets, the physical and / or psychological distance between manufacturers and end users is such that effective supply and demand matching requires intermediaries. The need for a distribution network is due to the fact that the manufacturer is unable to assume all responsibilities and functions arising from the requirements of free exchange in accordance with the expectations of potential consumers. Turning to intermediaries means for firms the loss of control over certain elements of the commercialization process.

Therefore, for a firm, the choice of a distribution network (distribution channels) is a strategic decision that must be compatible not only with the expectations in the target segment, but also with its own goals. The sequence of solving problems by distribution channels is shown in Fig. 3.1.

A distribution network can be defined as a structure formed by partners participating in a competitive exchange process with the aim of providing goods and services at the disposal of individual consumers or industrial users. These partners are manufacturers, resellers and end users - buyers. Any distribution channel performs a certain set of functions necessary for the exchange.

Sales functions:

studying the results of market segmentation and advertising planning;

conclusion of contracts with consumers or intermediaries;

accounting and control over the implementation of contracts;

development of a plan for the shipment of goods to customers;

definition of distribution channels;

organization of reception, storage, packing, sorting and shipment of goods to customers;

information, resource and technical support for the sale of goods;

sales promotion;

customer feedback and regulation.

Rice. 3.1. Sequence of decisions by distribution channel

The fulfillment of the considered functions leads to the emergence of commercial distribution flows between the participants in the exchange process, directed in mutually opposite directions. There are five types of flows in the distribution channel:

the flow of property rights: the transfer of property rights to goods from one owner to another;

physical flow: the sequential physical movement of goods from the manufacturer through intermediaries to the final consumer;

order flow: orders from buyers and resellers and directed to manufacturers;

financial flow: various payments, invoices, commissions that move from the end user to the manufacturer and intermediaries;

flow of information: this flow spreads in two directions - information about the market moves towards the manufacturer, information about the offered goods at the initiative of the manufacturer and intermediaries is directed towards the market.

Thus, the presence of a distribution channel implies the distribution of functions and flows between participants in the exchange. The key question in networking is not whether these functions and flows should exist, but rather which member of the channel will perform them. You can observe a great variety in the distribution of functions, not only for different markets, but also within the same market.

The high level of costs constantly encourages enterprises to seek better marketing methods. At the same time, it is obvious that sales functions can be transferred, but they cannot be excluded. From the firm's point of view, the transfer of these functions to intermediaries is justified to the extent that, due to their specialization, they are able to perform them more efficiently and at lower costs than the manufacturer itself. The privileged position of marketers (distributors) in relation to manufacturers is due to five factors:

reduction in the number of contacts;

economies of scale;

reduction of functional inconsistency;

improvement of the assortment;

improved service.

Reducing the number of contacts is achieved by organizing trade through a wholesaler. Let's give an example: a product of this group is made by 3 manufacturers, and consumed by 5 consumers. There are two possible most simple schemes sales of goods:

without intermediaries, directly - each manufacturer is associated with each consumer; the number of links in such a scheme is equal to the product of the number of manufacturers by the number of consumers, i.e. 3 x 5 = 15;

through an intermediary - each manufacturer and each consumer is associated only with an intermediary; the number of links in such a scheme is equal to the sum of the number of manufacturers and the number of consumers, i.e. 3 +5 = 8. Such a sales scheme, also called centralized, is more effective, since it reduces the number of actions that ensure the coordination of supply and demand.

The economies of scale in sales operations are obtained by grouping the offers from many manufacturers. The intermediary is capable of performing certain functions to a greater extent than the individual manufacturer. For example, the costs of a sales representative of a wholesale firm may be spread over several manufacturers. As a result, the cost of performing the sales function is reduced compared to the option where each manufacturer must have its own sales staff.

Reduction of functional discrepancies between supplies and customers is also ensured by the sales organization through intermediaries. By purchasing large quantities of goods, ensuring their storage and dividing them into small batches, wholesalers and retailers enable manufacturers and consumers to deal with more convenient scales of supply. In the absence of intermediaries, the manufacturer had to produce goods in small batches in order to adapt to the volume of orders from individual buyers. In addition, he would be forced to build up large reserves. If one organization takes over two different kinds activities, such as production and sales, the optimal scales for which are different, it is forced to carry out at least one of these types on a scale that is greater or less than optimal. The consequence of this will be an increase in costs compared to the case when both actions are performed separately at their optimal level.

Improving the assortment of goods is one of the requirements of consumers. The assortment offered by the manufacturer is largely determined by the requirements for uniformity in production, the raw materials used, technological knowledge, etc., while the assortment of interest to the buyer is dictated by the consumption situation and the interchangeability of goods. Typically, consumers want a variety of products in small quantities, while manufacturers produce a limited selection of products in large quantities. Consequently, the role of intermediaries is to provide a variety of products so that buyers can purchase multiple products in a single transaction, saving time and effort. Similar savings are generated for the manufacturer. For example, a firm that specializes in a certain type of tool cannot open its own stores unless it starts offering a wide range of products commonly found in that type of store. Obviously, it is easier for a trader to secure this range by contacting several manufacturers, especially if they are competitors.

Improved customer service is ensured when the intermediary is engaged, since he is closer to the buyer, he knows better the local conditions and conditions of use of the goods. It is easier for the reseller to adapt to local conditions, provide better after-sales service and other services. However, this superiority of intermediaries is not unshakable. In a competitive environment, intermediaries constantly have to improve the quality of services and reduce costs.

3.1.1. Channel selection

The choice of the structure of the distribution channel comes down to resolving the issue of the distribution of responsibilities between the participants in the exchange process. From the point of view of the firm, the first step is to decide whether or not to delegate part of the sales function to someone, and if so, to what extent and under what conditions.

There are four classes of resellers that can be included in a distribution channel:

wholesalers;

retailers;

agents and brokers;

commercial service companies.

A detailed description of intermediaries was discussed by me in the second chapter. The vertical channel structure is characterized by the number of levels separating the manufacturer from the end user (without intermediaries, with one or more intermediaries). From a manufacturer's point of view, the longer the channel, the more difficult it is to control.

The firm usually resorts to using multiple distribution channels, either in order to create a competitive situation, rivalry between traders, or in order to enter several segments with different buying habits. For example, Philips branded hardware is sold in discount markets, hypermarkets, large stores, novelty stores, and even retail stores owned by Philips itself. The Korean company "Samsung Electronics", selling its products on the Russian market through distributors and rapidly expanding dealer network, at the same time actively creates its own brand stores, warehouses and service centers for its products.

Table 3.1. Criteria for selecting a distribution channel

Considered characteristics		Indirect channel	Features and conditions for the implementation of the choice
	short
1. Characteristics buyers: Numerous				the principle of reducing the number of contacts plays an important role
high concentration				low costs per contact
large purchases
irregular purchases				increased costs with frequent and low costs
operational delivery				stock availability near the point of sale
2. Characteristics of goods:
consumable products				need for fast delivery
large volumes				minimization of transport operations
technically uncomplicated				low maintenance requirements
Non-standardized				the product must be tailored to specific needs
under launch				careful tracking of new goods is necessary
high value				contacting costs are quickly amortized
3. Characteristics of the company:
limited financial resources				sales costs proportional to sales
full assortment				the company can offer full service
good control desirable				minimization of the number of screens between the firm and its market
widely known				good reception from the sales system
broad coverage				sales must be intensive

*** Most preferred channel.

Various variants of competition can be observed in the distribution network:

between intermediaries of the same level of the distribution network;

interspecific horizontal competition, such as the competition between self-service and full-service;

vertical competition, i.e. competition between intermediaries of a higher and lower level, for example, retailers (in the structure of the distribution channel they occupy a position lower than wholesalers) can perform the functions of a wholesaler, and wholesalers - retailers;

competition among distribution channels in general, for example, traditional distribution network competes with direct mail.

The evolution of the distribution system that has taken place in recent decades has sharply intensified competition between intermediaries of all types. One of the manifestations of this competition was the development of vertical marketing systems, which have the following varieties:

integrated vertical marketing systems (VMS), uniting in one person the manufacturer of the goods and the distributor;

contractual IUDs, which in turn have the following varieties: voluntary goals under the auspices of a wholesaler; retailer cooperatives; franchise systems;

controlled naval forces, characterized by a non-contractual form of cooperation between the manufacturer and the distribution network.

The choice of a specific sales channel is primarily determined by the restrictions imposed by the target market, factors of customer behavior, characteristics of the product and the company, and other factors (Table 3.1.).

3.1.2. Choosing a market coverage strategy

When choosing an indirect distribution channel, the question arises of how many intermediaries are required to provide the level of market coverage that is necessary to solve the problem of market penetration.

There are three market coverage strategies:

an intensive sales strategy by using the maximum possible number of outlets and warehouses. This outreach strategy is appropriate for FMCG, commodities, and non-labor intensive services. Features: different profitability of goods by market; it is difficult to control the entire market; the brand image of a product is difficult to maintain. Example: Implementing chewing gum wherever possible;

Selective marketing strategy used for pre-selected products (when the buyer is marketing product markets by studying and comparing the quality indicators, price and other parameters of the goods). Features: the manufacturer deliberately limits the availability of goods in order to reduce distribution costs and to get more effective cooperation from intermediaries; low availability of goods leads to losses of potential buyers; orientation, most often, on a short indirect sales channel and independent performance of the functions of a wholesaler. Example: Pierre Cardin distributes its garments in carefully selected specialty stores and tries to be represented by the best of them;

exclusive distribution and franchise - a way for a manufacturer to reach the market through only one trader (firm). The merchant is obliged not to sell competing brands of the same product category, to enforce the manufacturer's policy. A franchise is a vertical contractual marketing system for the sale of consumer goods and services, which provides for a long-term contractual relationship between a manufacturer and a company (franchiser) that sells a product in a limited area. A franchise can be between a manufacturer and a retailer, between a manufacturer and a wholesaler, between a wholesaler and a retailer, between a service firm and a distributor (distributor). Example: Wee G. sells its vehicles through exclusive dealers, each such dealer has its own region, in which no other dealer has the right to offer the brand of V.A.G.

3.1.3. Choosing a communication strategy in the sales system

The cooperation of intermediaries is a key factor in the successful implementation of the company's marketing strategy. To achieve this, a firm can choose a communication strategy of pushing or pulling in, or a combination of both.

Push-in strategies are characterized by the fact that the main marketing efforts of manufacturers are directed to intermediaries in order to induce them to accept the brand of the company in their assortment, create the necessary stocks, and allocate it to goods. a good place v trading floor and encourage buyers to purchase the firm's products. Purpose: to achieve voluntary cooperation with an intermediary, offering him attractive conditions and promoting your product in any way possible. The push-in strategy implies a harmonious relationship with the resellers, and the manufacturer's sales representatives play a major role here. The main ways to motivate an intermediary: increase sales and maintain inventory levels; intensification of the work of the sales staff; growth of local activity to promote goods (local advertising, expansion of store space, promotion of goods by stores); improving customer service.

A push strategy is necessary to ensure interaction with those marketers, without which the firm cannot gain access to the market. The higher their bargaining power, the less choice the firm has. In markets with concentrated distribution, it is the intermediaries who determine the terms of cooperation. The risk of a communication strategy focused exclusively on intermediaries is that it makes the firm dependent on them in the absence of real control over the distribution system.

Only a company that has chosen a direct sales channel can do without intermediaries. But then it must take over the entire set of sales functions, which will entail higher costs.

However, advances in communication technology open up new opportunities for direct (interactive) marketing, which reduces the role of intermediaries.

A - the zone of effectiveness of a long channel for the sale of goods with an optimal number of intermediaries;

B - the efficiency zone of a short distribution channel with the least number of intermediaries.

Rice. 3.2. Performance zones for different types of product distribution channels

Retraction strategies concentrate all communication efforts on final demand, i.e. on the end user or consumer, bypassing intermediaries. Purpose: to create at the level of final demand a favorable attitude towards the product or brand, so that, ideally, the end user himself demanded this brand from the intermediary and thereby encouraged him to trade this brand. In contrast to the push strategy, the firm seeks to create forced collaboration on the part of intermediaries. Consumers play the role of a kind of pump: the brand is drawn into the distribution channel due to the final demand.

In practice, most firms use mixed strategies as an integration of the previous ones.

3.1.4. Sales promotion

One of the issues of organizing sales is the analysis of sales costs, the determination of trade margins, the development of measures to increase the profitability of sales of goods and the activities of the company as a whole. When analyzing sales costs, the costs of performing the following functions are considered: transport, assortment sale, storage, contacts, information, sales management, and other costs. It should be borne in mind that a long distribution channel is effective with small sales volumes, and a short channel - with significant ones. Specific zones of efficiency for different types of distribution channels are determined for specific products and markets, and the trend is shown in Fig. 3.2.

The solution to the issues of product sales promotion begins with calculating the costs of motivation using one of the following methods:

the method of calculating from cash or the capabilities of a commodity producer;

method of calculation as a percentage of the amount of sales;

a competitive parity or equilibrium method that reflects the collective wisdom of the industry;

method of calculation based on specific goals and objectives.

Motivation includes all types of marketing activities: developing a marketing concept, Information Support, market research, stimulating an increase in the competitiveness of goods, organizing the activities of all divisions of the company from the standpoint of marketing, advertising, commodity circulation, planning and control of marketing. Funds for motivation in each area can be divided into two parts: 1) to pay all expenses for solving this problem (for example, to pay for marketing research, advertising, etc.) and 2) for additional payment or bonuses to employees of any divisions of the company involved in the implementation of the marketing concept. For example, designers receive a salary and a bonus for completing their tasks, but if they still completed the work taking into account the requirements of the marketing concept, then they should be additionally incentivized for this. It is very difficult to carry out any work with a customer orientation, therefore the quality and intensity of work must be stimulated. The amount of the premium is determined on a differentiated basis. In addition to material incentives, moral incentives are also used. Among the areas of incentives, marketers emphasize the promotion of an object as an end result. Facility stimulation - the use of a variety of incentives designed to accelerate and / or enhance the market response. These include stimulation of consumers, trade areas, stimulation of the firm's own sales staff. Let us consider in more detail the methods of incentives in these areas.

Consumer stimulation is carried out using the following methods and techniques:

distribution of samples among consumers free of charge or for trial on the principle "at every door", by mail, distribution in a store, an attachment free of charge to another sample, to an advertising attachment, etc .;

coupons that entitle the consumer to negotiated savings when purchasing a specific product. They can be sent by mail, printed in newspapers, advertising attachments;

Reduced price packaging, when one packaging option is sold at a reduced price, for example, two packs at the same price, a toothbrush and free paste;

premiums are goods offered at a fairly low price or free of charge as a reward for purchasing another product. The prize can also be inside the package;

contests with a free prize giving out;

credit cards are a specific type of premium that consumers receive when they make a purchase and which they can exchange;

exposition and demonstration of goods at points of sale and other methods of incentives.

Stimulation of the trade sphere is carried out using the following methods: credits for the purchase, provision of goods for free, credits to dealers for the inclusion of goods in the nomenclature, conducting joint advertising, holding trade contests for dealers, issuing bonuses, etc.

Sales personnel are encouraged using the following methods: awards, contests, vendor conferences, travel packages, etc.

Regulation is the function of management to study changes in factors external environment influencing the efficiency of the firm's management system, and taking measures to bring the parameters of the management system to the requirements of the external environment.

The main factors of the external environment affecting the effectiveness of the functioning of the company's management system are the following:

the rate of scientific and technological progress in the field of the firm's activities;

new needs of consumers and their claims for manufactured goods;

market strategy of competitors;

state policy in the field of foreign economic activity;

price policy;

other factors of the market infrastructure, the macroenvironment of the firm and the infrastructure of the region.

The firm evaluates the effect of environmental factors in three areas:

changes that affect various aspects of the current activities of the firm;

factors that pose a threat to the current activities of the firm. Tracking the market strategy of competitors;

factors that represent additional opportunities to achieve the current and strategic goals of the firm.

The results of the analysis of the seven listed factors are entered after thorough justification in the business plan of the company and its market strategy. Thus, feedback is established in the control loop.

3.2. Organization of the sales department at the enterprise

For the organization of commercial activities for the sale of finished products at the enterprises, a sales service is created.

The main goals and functions of the sales department at the enterprise are shown in Fig. 3.3.

Rice. 3.3. Purposes and functions of the sales department

Organization of product sales is based on marketing research, which is the basis of all marketing activities. Such research in the field of sales is a study of the needs and demand for this product, a study of market capacity, determination of the company's share in the total volume of sales of products of a given assortment, analysis of the market situation, study of opportunities to enter a foreign market, study of the dynamics of sales, analysis of distribution channels, study customer opinions and consumer preferences.

Marketing research is the basis for the implementation of all elements of the company's activities in the field of sales management.

Let's determine what place is occupied by sales management in the marketing service of the enterprise for various types of its organization (according to S. Madjaro) (Fig. 3.4).

Organization "by function" means that both foreign markets and manufactured goods are considered in the form of certain homogeneities, provides for the creation of specialized departments, including sales management. Such a structure is advisable if the enterprise has few products and markets.

Organization "by type of goods" requires specific conditions of production, sales, service in connection with a variety of goods. It creates groups of workers dealing with "their" product. A functional sales service is created in relation to a specific product. This ensures that all aspects of marketing are properly considered. However, with such an organization, duplication of research and sales functions is possible, and weak ties between groups of the same department can lead to the fact that creative discoveries will not be disseminated just because they are "alien".

Organizing “by markets” requires specialized knowledge of product service for a specific industry or segment of customers from different industries. It distinguishes groups of workers involved in "their" group of consumers. For example, the company manufactures diesel engines for tractors, cars and ships. Each of the groups of consumers of these goods is so specific that this specificity must be taken into account when organizing sales, as well as in the entire scope of marketing activities.

Organization "by territories" allows you to take into account the specifics of the consumption of goods in each of the regions, the inhabitants of which are similar in demographic and cultural characteristics. It is considered beneficial when in each of the selected regions the range of goods is not very large, and the differences between their consumers are insignificant.

Marketing Director Market research: Sales management Service management	Marketing Director Market research Item Item Item Production and marketing planning Item Item Item Demand generation and sales promotion Item Item Item Sales management Item Item Item Service management Item Item Item	Marketing Director Market research Region Region Region Production and marketing planning Region Region Region Demand generation and sales promotion Region Region Region Sales management Region Region Region Service management Region Region Region	Marketing Director Market research Market Market Market Production and marketing planning Market Market Market Demand generation and sales promotion Market Market Market Sales management Market Market Market Service management Market Market Market
Organization "by function" (goods, markets, regions are not highlighted)	Organization "by goods" (markets and regions are not highlighted)	Organization "by region" (goods and markets are not highlighted)	Organization "by markets" (goods and regions are not highlighted)

Rice. 3.4. Different kinds the organization of the marketing service and the place in it of the sales service

The structure of the sales service in the enterprises should be in line with the marketing strategy. It depends on the level of concentration (scale) and specialization of production, the territorial location of the enterprise and the degree of economic independence of its divisions, on the characteristics of the products, in particular for industrial purposes, individual (short- or long-term) consumption, from the nature and conditions of the enterprise.

The structure of the sales service includes both management and production departments.

Management divisions include sales departments (groups, bureaus).

The sales department may include the following bureaus (groups, sectors): orders, demand studies, planning, commodity (operational), contractual claims, export, advertising, installation, commissioning and maintenance of supplied products, etc.

Production units include warehouses for finished products, workshops (sections) for picking, preserving and packaging finished products, manufacturing packaging containers, expeditions and shipment.

Distinguish between centralized and decentralized sales service. In a centralized form, the warehouse is administratively subordinate directly to the head of the sales department. In a decentralized form, the sales department is separated from finished goods warehouses (Figure 3.5).

For each specific enterprise, it is important to determine the boundaries of rational centralization of sales activities, establish a clear relationship between the sales service and all divisions (services, departments) of the enterprise, eliminate duplication of functions, and clearly delineate responsibilities within the sales service itself.

Sales planning includes: the study of external and internal conditions; defining goals; development of forecasts for market conditions and demand; preparation of forecasts for the sale of goods; drawing up plans for the supply of finished products; planning of optimal economic relations; selection of product distribution channels; planning additional services, foreign trade operations, advertising activities; drawing up an estimate of the costs of managing sales and distribution, planning profitability.

Sales organization includes: the organization of collecting information about demand; concluding business contracts with consumers for the supply of products; selection of forms and methods of product sales, methods of delivering it to the consumer; preparation of products for shipment to the consumer; technology of commodity circulation; organization of information and dispatch service, reporting; organization of trade communication, legal and claims work; organizing demand stimulation and advertising activities.

Control and coordination of the work of the sales service personnel presupposes: assessment of the compliance of the implementation of sales functions with the marketing research program; analysis of the actions of the sales service, as well as the developed measures to coordinate sales activities and increase their efficiency; monitoring and evaluating the effectiveness of sales promotion and promotional activities; tactical control; control over the supply of products, the implementation of foreign trade operations, compliance with contractual obligations, the timeliness of payment of invoices; adjustment of the production program in accordance with the orders received; presentation of claims to consumers for breach of contractual obligations and late payment of bills.

The initial stage of sales planning (like others in the system marketing activities enterprise) is the study of external and internal conditions for the functioning of the enterprise. Depending on changes in external conditions, it becomes necessary to adjust the internal ones.

The existing problems associated with the sale of products are identified, goals are set, the achievement of which will contribute to their solution. Such goals can be: achievement of a certain amount of income, sales volume, sales market share and wholesale turnover in terms of assortment; establishment of optimal economic ties; improving the efficiency of sales personnel; optimization of stocks of finished products; the effectiveness of additional services provided to the consumer; rationalization of commodity circulation; increasing the effectiveness of claims work; selection of optimal sales channels; minimization of transportation costs; optimization of all types of sales costs; increasing the profitability of foreign trade transactions of the enterprise; strengthening the effectiveness of the advertising policy of the enterprise; stimulating customer demand.

The list of goals can be different both in different enterprises and in different periods in the same enterprise.

The significance of the listed problems and goals of sales activities, and, consequently, the depth of research will depend on the conditions in which the enterprise operates - the manufacturer's market or the consumer's market. Moreover, in both cases, new problems may appear, the solution of which will require the formation of new goals. Thus, the list of problems and goals can be expanded depending on the specific state of the internal and external environment of the enterprise.

In this regard, in the practice of both commercial and all economic activities of an enterprise, a particularly important problem is the development and use of forecasts of demand and market conditions. The main thing is that these forecasts become the basis for the development of strategic business decisions of the enterprise. And for this, it is necessary not only to anticipate quantitative and structural-qualitative changes in demand and market conditions in the future, but also to prevent them by shaping needs, making marketing efforts to prevent problem situations in the market.

Development of forecasts of demand and market conditions is the basis for preparing forecasts of product sales, which form the basis for all commercial operations during the forecast period and drawing up current plans for sales and revenues.

After identifying the problems and specific goals, the ways, stages and sequence of actions for their achievement are outlined, i.e. a plan (program) of the sales service is being developed. The inclusion of specific sections in the plan is determined by the goals set.

The prerogative in solving these issues belongs to the enterprise itself, which can use both a formalized and a flexible planning system.

The formalized planning system is based on a clear division of the levels and sections of planning with rigidly determined planning periods, with strict adherence to the sequence of planning operations.

With a flexible planning system, there is no rigid binding of the decision-making time to the planning period; it becomes possible for individual divisions of the sales service to more efficiently manage sales activities.

The flexibility of sales planning depends on the status of the company in the market and the scope of its activities.

Enterprises operating in markets with an established circle of consumers, a structure of demand and competition, i.e. in the so-called "mature" markets, as a rule, they use relatively formalized planning systems with rigidly determined planning periods, distribution of planning functions and a system for developing a plan.

Enterprises, the specificity of whose fields of activity consists in the presence of several independent market segments with uncertain fluctuations in the volume and structure of demand, a high degree of risk during operations, aggressive and dynamically growing competitors, more often focus on flexible sales management using "target" plans and scenarios developed as potentially dangerous situations arise or new sales prospects appear.

The planning function of sales activities includes the development of delivery plans for finished products.

In the process of developing product sales plans, the total volume of supplies of finished products as a whole for the enterprise and for each consumer is determined in the planned year and quarterly with distribution by months:

Vp = He + PR - PRs - Zp,

where Vп is the total volume of product supplies; He is the balance of finished products in the warehouse at the beginning of the planned year; ПР - the amount of products produced in the planning period; PRs - the amount of products used for their own needs; 3p - standard carryover stock (balance) at the end of the planning period.

To determine the balance of finished products in the warehouse at the beginning of the planned year, the planned volume of production of marketable products for the period between this date and the beginning of the planned year is added to the actual balance for a certain nearest date and the volume of delivery planned for this period of time is subtracted. With the onset of the planned year, the balances are specified.

The normative carry-over stock at the end of the planning period is calculated using appropriate methods (for example, a statistical method, using optimization models, Wilson's model, etc.).

On the basis of annual, quarterly and monthly delivery plans in accordance with contracts, the sales department draws up nomenclature and schedule schedules for the delivery of finished products.

In these plans, the total supply volumes are deciphered by types, brands, types, sizes of products, delivery times and specific consumers.

With a wide range of products and a large number of consumers, two types of assortment delivery plans are being developed: 1) a delivery plan for a specific type of manufactured products in the range to all consumers and 2) to each consumer of the entire ordered range of products.

These plans allow the company to control the progress of delivery of specific products in the context of each specific consumer. They are used for operational planning production and marketing activities.

The organization of sales should be carried out in accordance with the entire range of market and production factors of the enterprise. Without this accounting, the sales system comes into conflict with the settings of the marketing strategy.

It is in the sales system that the result of all marketing activities is concentrated. Therefore, even a well-designed and correctly calculated marketing strategy can fail if the sales system is not up to the task.

In the context of market relations, when organizing sales, exceptional importance is attached to an individual approach to consumer enterprises, the importance of personal contacts with consumers, and the specialization of sales personnel in the sale of certain types of products (especially technically complex ones).

The marketing of means of production differs from the marketing of consumer goods and is characterized by a relatively small number of knowledgeable consumers, close relationships between producers and consumers, direct form of the transaction, and pricing with a fixed rate of return. In this case, one cannot expect to gain a corresponding market share without visiting regular customers, who usually have a lot of knowledge about the product and its use.

Sales of products can be carried out by enterprises in three main ways: through their own sales network; through a system of independent or dependent agents, jobbers, distributors and brokers.

Its own sales network is focused exclusively on selling the products of its enterprise in accordance with the implemented strategy. And thus, the company directly controls the implementation of its strategy in the market. In addition, such a distribution system allows the company to maintain direct contact with the consumers of the products.

At the current stage of marketing development, it is advisable to use your own sales network, rather than the services of agents or distributors. Their employees can be better controlled and, if necessary, they can be reinforced or redirected to other areas of production with better prospects. In-house sales staff are generally lower in costs and higher in efficiency.

At the same time, the organization of its own sales network seems to be advisable if there is a sufficient volume of sales in the market. When serving narrow market segments and individual non-regular customers, using your own sales force is impractical. The enterprise, as a rule, combines this marketing method with sales through intermediaries: distributors, jobbers, agents and brokers.

The sales system through independent intermediaries in certain situations has its advantages, for example, when introducing the company's products to new sales markets, when its own sales system has not yet been created. In some cases, the use of an independent distribution network is also necessary in the main market, if this network is represented by strong competing enterprises due to good development market, close contacts with consumers or because of their financial strength.

Establishing relationships with independent sales organizations can help drive out rival firms that do business with the same agents on less favorable terms from the market.

The use of independent intermediaries is of particular importance in cases where the enterprise is interested in providing the consumer with related services that it is not able to provide on its own, while sales firms are engaged in the provision of such services.

Large enterprises tend to seek to transform an independent distribution system into a distribution system through financially dependent intermediaries, especially in the markets of primary importance to the enterprise.

Weighing the feasibility of the cost of financial subordination of the sales organization, for example, through participation in promotions, etc., the company compares the benefits of such an event with the benefits and costs of creating its own sales network.

Promotion of finished products to the consumer is ensured by the search for the optimal option for all elements of commodity circulation, taking into account the requirements of consumers.

Each element of the distribution of goods takes its place in its overall system (Fig. 3.6). Based on this provision, it is necessary to develop several options for the system of goods circulation, differing in the mode of transport, routes of transportation, etc. in order to choose the optimal one.

The effectiveness of the promotion of finished products is also determined by the effectiveness of the inventory management of finished products, which can be carried out on the basis of a "fixed order size" or "fixed interval".

The essence of the organization of sales on the basis of "fixed order size" is that by agreement between the manufacturing enterprise and the consumer (or other recipient of the product), a fixed quantity of ordered products is set, and the order time is a variable. Then the transportation costs are optimized. The "point of order" will be the moment when the stock of finished products in the warehouse reaches a predetermined value. With this method, the balance of finished products in the warehouse is regularly monitored.

The essence of sales organization based on a "fixed interval" is that orders must be fulfilled regularly, at a predetermined interval of time, but the number of items may be different each time. The maximum size of stocks of finished goods in the warehouse in this case should provide the consumer during a fixed interval and include a constantly renewable guarantee stock. By the time a fixed time interval expires, the quantity of products sold is established and a new required quantity is produced.

In the context of the implementation of direct economic ties between manufacturers (suppliers) of products and wholesale enterprises or other consumers, the organization of legal and claims work is of particular importance. This function should be performed by highly qualified lawyers who are familiar with all the regulatory materials that govern the relationship between suppliers and buyers.

Sales activities presuppose the presence of: trade communication of the enterprise, i.e. transmission trade information from one consumer to another. Trade communication should include all forms of influence, ensure the targeted transfer of commercial information to interested parties. Its goal is to convey information about a product through all channels of its promotion in order to form a favorable attitude towards the enterprise 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 success of the enterprise depends on the preparedness of the sales staff, the formation of which is difficult and expensive. Our “salesmen” need to learn how to sell in market conditions. The salesperson (traveling salesman) must be able to create a situation in which the client himself would like to conduct a conversation.

There are a number of key points to consider when preparing negotiations with a client:

make an appointment in advance, set the time of negotiations, determine the interests and needs of the client;

be able to make assumptions, substantiate the advantages of the product, the benefits of the client, inspire confidence in the enterprise and in the transaction, induce to buy products and conclude a transaction.

An important condition for successful negotiations is that the seller has the necessary documentation (brochures, catalogs, brochures, etc.), which must be prepared in such a way as to instantly attract the attention of the client and interest him in the transaction. Their quality reflects the culture of the enterprise, so it must be prepared by professionals. Important criteria for this are:

decoration;

information about the product and its areas of application;

information about the company.

The salesman must not only know how to sell, but also have faith in the business and its product. Without a strong belief in the need for these three ingredients of success, the salesperson will not be able to convince the customer. Conviction breeds enthusiasm, which in turn makes success possible.

3.3. Sales personnel

3.3.1. Recruitment of sales personnel

The sales representative is one of the important employees of his firm. He deals with well-trained, informed, responsible people in client firms. Each salesperson can bring their firm orders worth hundreds of thousands and even millions of dollars a year. Therefore, it is advisable to spend large sums of money on its preparation. The average cost of training a salesperson is over $ 10,000. Given the length and high cost of training, you should be very careful when selecting candidates so that time and money are not wasted.

The selection of candidates for any job begins with a statement of the requirements and an introduction to the responsibilities. Of course, the specific tasks of the sales representative follow from the nature of the business of his company, however, some requirements are common to most employees involved in personal sale industrial goods.

A salesperson for industrial goods must have initiative and internal discipline to fulfill the responsibilities before him, since he himself has to develop a program of action for himself and carry it out. He must know his range of products well, be able to communicate and easily absorb the information received. It is also important that he understands the production problems of consumers and the possibilities of using the goods or services of his firm to solve them. He must continuously collect information and accumulate ideas useful to his clientele, regardless of the possibility of obtaining commercial effect in exchange for this information, as well as constantly be interested in new types of services for his clients.

Perseverance is a necessary quality of the industrial sales representative. These products are rarely sold on the first try. When selling expensive equipment, you need to be ready to make a whole series of visits to a potential buyer. If the purchase is important to the buyer, the approval of several responsible employees must be obtained. All this often takes time, and in many cases the winner is the one who continues his work with persistence and tact, even when the case seems to be lost.

One of the most important features an industrial seller is adaptability, the ability to make contacts and deal correctly with employees of various levels. He should be friendly, attentive and tactful by nature, not forget about the interests of his clientele and always try to be helpful. This behavior binds the buyers of the consumer to it, and it is usually very difficult for competitors to breach the relationship.

An industrial salesperson certainly needs to be honest. The presentation of product data should be based on facts. If he promises that his firm will fulfill a certain job or meet the stated delivery time, this promise must be kept. Misleading the sludge by omission erodes consumer confidence just as quickly as outright lies.

Suppliers of industrial companies prefer to deal with polite, orderly people who take pride in their work, product and company.

3.3.2. Sales Representative Training

The relative small number of consumers and the large size of the average industrial trade make proper training for sales representatives a particularly important grandfather. At the same time, the relatively small sales force and the importance to the supplier of each contract awarded preclude many of the training methods used by consumer goods firms. You cannot entrust a future specialist with independent contacts with customers until he receives certain knowledge and masters sales skills.

The training of a specialist can be carried out on-the-job (formal training method, or classroom method) and on-the-job. If the sales force is small, off-site training is impractical. Large firms with a large sales force can use this training method to restore the technical knowledge of new employees, drawing their attention to certain issues that are relevant to their sales activities. Some firms base such sessions on case studies of their business practices.

Firms for which the on-the-job training method is not suitable use the one-to-one training method. The future specialist undergoes training, performing sequential operations in the sales department or other departments, where he can receive information that will be useful to him in practical work. He is entrusted with the processing of orders, business correspondence and responses to inquiries, the shipment of finished products. He will probably spend some time at one of the firm's branches. A machine or heavy equipment firm may include installation and maintenance issues in its preparation.

Subjects Learned in Preparation Code

Most of the subjects studied in the training process of the sales representative give him the following information:

1. Firm. Its policies, its methods of doing business, especially those that are essential to serving its future clientele.

2. Product. What it is made of, its technical characteristics, role and place in the company's product range, areas of application, strengths and weaknesses in comparison with competitors' products.

3. Clientele. He must know the clientele that he has to serve, what kind of firms they are, on what conditions they prefer to make purchases, their methods of doing business, the possibilities of their most effective service. This phase of training can start at the head office, but the trainee will gain the basic knowledge through on-the-spot training. You can only get to know the client by meeting and working with him.

4. Sales technology. The trainee will receive most of the information on this subject in real working conditions. Some large industrial suppliers have dedicated mentors to train their salespeople.

3.3.3. Professional development of experienced sales personnel

Most industrial suppliers find it advisable to organize training sessions to improve the skills of their sales staff. These sessions can be conducted in the form of individual work with sales representatives in their area of ​​activity, where a responsible employee of the main office travels for this. While effective, this method is very expensive and time-consuming. Another method is seminars on sales problems at the head office or in one of the branches of the company. It is generally a good idea to limit the number of participants to 6-8 salespeople to ensure that everyone is personally involved in the discussion. At the same time, a significant part of the training will take place in the form of experience exchange. The leader describes the situation, and he or one of the participants begins to play the role of a prospective buyer. In the course of the lessons, by trial and error, the forces of all those present jointly develop the best way actions in this situation.

Conclusion

In my work, I tried to cover the whole range of measures and methods aimed at organizing an effective sales system at an industrial enterprise, as well as planning product distribution, managing distribution channels. The main forms of wholesale and retail trade and the principles of recruiting personnel for the sales department were also considered.

Exploring theoretical basis organization of sales at an industrial enterprise, we can draw some conclusions and summarize.

First, when creating or improving a sales department in an enterprise, several issues should be resolved regarding the choice of sales channels, market coverage strategy, communication strategy and methods of sales promotion. All organizational decisions on the sales policy of the company should be made only after a deep analysis of the existing situation and should be aimed at performing specific tasks of the company, such as maximizing profits or winning the largest market share.

Secondly, the sales system of the enterprise cannot be separated from the marketing complex, despite the fact that different departments are assigned to the marketing service and the sales service in the organizational structure of the enterprise. The sales organization process makes full use of marketing tools, while sales are one of the most important functions of marketing.

Third, to create effective department sales or marketing for Russian enterprises it is necessary to know the experience of other enterprises and know the methods both in Russia and in the West. The main methods were described in this work, the experience of other enterprises can be learned from numerous publications both on the Internet, and in the press, and in specialized literature. But, despite the above conditions, if there is no leader who would control and "push" everything, the business is initially doomed to failure.

Bibliography

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Bolt G. J. A practical guide to sales management. - M .: Economics, 1991.

Vinogradova S.N. Organization and technology of trade. - Minsk: Higher school, 1994.

Goremykin V.A., Bogomolov A.Yu. Planning entrepreneurial activity enterprises. - M .: Infra-M, 1997.

Dixon P. Marketing Management. - M .: Binom, 1998.

Dubrovsky V. Zh., Chaikin B. I. Economics and enterprise (firm) management: Textbook. - Yekaterinburg, 1998.

Kozhekin G.Ya., Sinitsa L.M. Organization of production. - Minsk: IP Ecoperspektiva, 1998.

Kotler F. Fundamentals of Marketing. - M .: Progress, 1992.

Lambin J.J. Strategic marketing. European perspective - SPb .: Perspective, 1996.

McDonald M. Strategic marketing planning. - SPb .: PiterKom, 2000.

Naumov V.N. Sales Marketing / Under the scientific editorship of Professor G.L. Bagiev: Textbook. - SPb .: Publishing house of SPbGUEF, 1999.

Osipova L.V., Sinyaeva I.M. Business fundamentals: Workshop. - M .: Binom, 1997.

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Goldstein G.Ya., Kataev A.V. Marketing solutions for the distribution of goods and services. /marketing/goldkat/8.shtml

Course work

on the topic:

"Sales policy of the enterprise"

Introduction

Sales should be understood as a set of procedures for promoting finished products to the market and organizing payments for them. The main purpose of sales is to realize the economic interest of the manufacturer, i.e. making a profit on the basis of satisfying the effective demand of consumers. The whole set of actions for sales management forms the sales policy of the organization.

The relevance of the chosen topic lies in the fact that the work of all manufacturing organizations in modern economic conditions is based on fundamentally new principles, which is most clearly manifested in the sale of finished products. In conditions of fierce competition, the main task of the sales management system is to conquer and maintain a preferred market share by the organization and maintain superiority over competitors in the selected segment. Although sales are the final stage of the economic activity of a commodity producer, in market conditions, sales planning precedes the production stage and consists in studying the market conditions and the enterprise's capabilities to produce in demand (promising) products, as well as in drawing up sales plans, on the basis of which supply plans should be formed and production. A well-built system of organization and control of sales is able to ensure the competitiveness of the company.

The main problem in the study area is that in the presence of fierce competition, the main task of the sales policy of an enterprise is to ensure the organization's conquest and preservation of a preferred market share and to achieve superiority over competitors. Sales policy should be viewed from a fundamentally different angle - through the prism of market supply and demand. To survive in market conditions, domestic producers must produce what is sold, and not sell what they produce.

The purpose of the course work: on the basis of studying the theoretical aspects of sales policy and studying the system of sales of products in LLC "BoDoMil" to develop recommendations for improving the sales policy at the enterprise.

In accordance with this, the following tasks were identified:

consider the concept of sales policy;

study the structure of sales management;

determine the criteria for choosing a distribution channel and its functions and costs associated with the choice of a distribution channel;

give a brief description of BoDoMil LLC;

analyze the organization of sales management at BoDoMil LLC;

The object of research in this work is BoDoMil LLC.

The subject of the research is the economic relations arising in the process of sales activities of organizations and the formation of sales policies.

The hypothesis of the study is that increasing the efficiency of sales activities is an opportunity to increase the company's profits by optimizing and eliminating difficult places in the company's sales policy.

1. Theoretical aspects of product sales

.1 Concept of Sales Policy

The marketing policy of an organization (enterprise) in the broadest sense should be understood as a set of marketing marketing strategies (market coverage strategies, product positioning, etc.) selected by its management and a set of measures (decisions and actions) to form the range of products and pricing generating demand and stimulating sales (advertising, customer service, commercial lending, discounts), concluding contracts for the sale (supply) of goods, commodity circulation, transportation, collection of accounts receivable, organizational, logistical and other aspects of sales.

It is advisable to focus the sales policy of the enterprise on:

obtaining entrepreneurial profit in the current period, as well as ensuring guarantees of its receipt in the future;

maximum satisfaction of the effective demand of consumers;

long-term market stability of the organization, the competitiveness of its products;

creation of a positive image of the organization in the market and its recognition by the public.

A sales policy formulated on the basis of sales goals and objectives must correspond to the business concept of the organization (what the organization is, how it is stronger than competitors, what is its desired place in the market, etc.), as well as the accepted course of action (benchmarks). Sales policy depends on the internal and external conditions for the functioning of the enterprise (organization), and its development requires a detailed analysis of them, as well as the capabilities of the organization. The market provides a specific manufacturer with different sales opportunities and at the same time imposes certain restrictions on his activities. A manufacturer interested in the effectiveness of marketing his products must know the real state of affairs in the market and, on this basis, make informed decisions on the sale of goods. Sales policy is built on the basis of an orderly analysis of needs and requests, perceptions and preferences inherent in the consumers of the organization's products. The needs and demands of buyers are constantly changing. Thus, an effective sales policy should be aimed at constant updating of the assortment and increasing the variety of services offered to customers (warranty service, consultations on operation, user training, etc.).

Within the framework of these views, the organization must restructure its activities faster and more efficiently than competitors, taking into account the interests associated with the preservation and improvement of the well-being of both the organization itself and consumers, society. The sales policy of the organization should serve as the basis for the development of its supply, production and technology, innovation and financial policy.

The formation of a sales policy is based on the use of an element of the marketing mix “bringing the product to the consumer”, which characterizes the organization's activities aimed at making the product available to target consumers.

The main content of the marketing mix element “bringing the product to the consumer” is the choice of the optimal scheme for delivering the product from the manufacturer to the consumer, its physical embodiment, called physical distribution or commodity movement (organization of transportation, storage, handling of goods), as well as after-sales (service) customer service. In these areas, a certain sales policy is formed, which includes both strategic and tactical sales decisions. Strategic decisions include the following:

Determining through which channels and in what proportions the products should be marketed (sold).

Determination, if appropriate, of the forms of integration of participants in the process of commodity circulation.

The choice of methods of conducting sales.

Formation of a logistics marketing system.

Tactical marketing decisions made often or regularly depending on changes in external and (or) internal conditions include the following:

Adaptation of sales channels to the current conditions of the external environment and the capabilities of the organization.

Optimization (if the market is a manufacturer's market) the number of buyers (customers).

Implementation of operational sales activities.

.2 Sales management structure

The main tasks in the development of a sales policy are the choice of a distribution channel for a product (sales channel) and a decision on a sales strategy.

Distribution channel refers to the number of organizations or individuals involved in the process of making products available for use or consumption by individual consumers or individual organizations; it is the path along which goods move from producer to consumer. Distribution channel participants perform the following functions: collect and distribute marketing information; stimulate sales; establish contacts; adjust the product to the requirements of consumers (sorting, assembling, packaging); negotiate; transport and store goods; finance the operation of the channel; take the risk for the functioning of the channel.

Distribution channels can be characterized by the number of channel levels. Channel level - any intermediary who performs certain work to bring the product and ownership of it closer to the end customer. The number of independent layers determines the length of the distribution channel. The simplest is the direct sales channel, which consists of a manufacturer selling a product directly to a consumer.

The choice of a distribution channel is associated with the question of the method of distribution - through intermediaries (indirect sales), without intermediaries (direct sales). The distribution channel is, in essence, the path of movement of the goods from the producer to the consumer. Throughout this journey, traders or individuals take over (or transfer) ownership of a product prior to selling it to a consumer.

So, the zero-level channel consists of a producer and a consumer, i.e. it is a direct marketing method, without intermediaries. This channel is advisable with a small market share, and is also used for industrial goods (delivery on preliminary orders). Direct sales are made through branded stores, mail-order, peddling, and other direct selling methods. However, in certain situations, distribution of goods without intermediaries is impractical or impossible. Resellers are necessary when a company offers a wide range of products, with a large market coverage, sales of goods in new markets, for example, when introducing a new product to new market and old goods to a new market.

Resellers, in addition to direct sales, help to conclude trade transactions; choose the range of products produced that best meets the needs of consumers; organize the accumulation, sorting and storage of products in places most beneficial to consumers; can provide Financial services, educate consumers to effectively use the purchased products, thus reducing the costs of producers; to provide the necessary information, in particular, on the assessment by consumers of previously purchased products. Resellers are closer to the market than manufacturers and can provide them with information on changing consumer demands and competition conditions.

For sales through resellers (indirect sales), the following distribution channels can be selected:

a single-level channel consisting of three participants - manufacturer, retailer, buyer;

a two-tier channel that includes a manufacturer, a wholesaler, a retailer, a buyer;

three-tier channel - manufacturer, large wholesaler, small wholesaler, retailer, buyer.

From the consumer's point of view, channels provide benefits in form, time, place of purchase and transfer of ownership. The creation of the convenience of form means the transformation of raw materials into precisely those final goods and services that are in demand from buyers. Convenience of time and place of purchase of goods implies that goods are made available at a convenient time for consumers and are sold in convenient places. The benefit in terms of transfer of ownership is that channels mediate the transfer of ownership of a product from producers to consumers.

Firms with a wide range of products usually use several types of distribution channels.

Trading through commercial intermediaries has a number of advantages. First of all, it is more profitable for the manufacturer to focus the investment in its core business, and the reseller:

has trained sales staff;

helps to reduce the number of contacts between the manufacturer and the consumer;

renders technical support offering after-sales service;

purchasing goods in large quantities, reduces transport costs;

provides financial support to the manufacturer, because payment for the goods occurs upon delivery, not sale.

But, despite its advantages, the complexity of the distribution channel always entails an increase in the final price of products sold to the consumer.

The effectiveness of a distribution channel largely depends on interaction with intermediaries, which can be called the basis of sales management. An important point in the philosophy of interaction of channel participants can be considered the understanding by the manufacturer of the product of the expectations of the target consumers of the reseller.

“A wholesale or retail intermediary (depending on the type of distribution channel), in essence, is the final consumer for the manufacturer, since he has no contact with the target market buyer. The joint efforts of the manufacturer and the intermediary to create advantages over competitors, the achievement of a synergistic effect of coordinated strategies determine the greatest efficiency of the distribution channel. However, to a large extent, the influence on resellers is hampered by the fact that the manufacturer loses ownership of the goods after its delivery to the reseller.

But you can choose intermediaries, motivate their work, assess and monitor their activities.

Table 1.1. Reseller selection criteria

Strategic Consideration Tactical Consideration Ø Expansion plans. Ø Resource opportunities. Ø Managerial competence. Ø Market coverage. Ø Desire to enter into partnerships. Ø Loyalty relationship. Ø Knowledge of the local market. Ø Availability of retail space and equipment. Ø Convenient location for consumers. Ø Product knowledge. Ø Realistic terms of payment and crediting. Ø Professionalism of sales staff. Ø Service level.

For the selection of certain specific participants in the distribution channel, a distribution audit is possible. A comparative assessment of the work of intermediaries is carried out according to such criteria as:

the ability to promptly deliver goods, quickly complete tasks;

order fulfillment ratio (the ratio of the number of promptly completed and deferred orders);

the ability to "push" the product;

maintaining inventory;

features of the nomenclature (assortment) with which the intermediary deals;

the qualifications of the sales agents of the intermediary;

creditworthiness, etc.

Optimizing the number of resellers involves choosing a sales strategy. There are three types of strategies:

1. Intensive distribution;
2. Exceptional distribution;
3. Selective distribution.

The choice of a strategy option depends on the characteristics of the product, the volume and sales goals, the company's market strategy, product positioning, competitors' practices, the desired degree of manufacturer's control over the work of an intermediary, etc.

Distribution is a strategy for marketing FMCG products to a wide range of customers.

Exclusive distribution is organized as the distribution of new products, which are positioned as exclusive high-value models. To accomplish this task, manufacturers limit the number of resellers, giving them the exclusive right to sell their product.

Selective allocation involves optimizing the number of resellers in such a way as to provide the required market coverage while at the same time controlling the work of the wholesaler or retailer.

Generally, the shorter and more exclusive the channel, the more control the manufacturer has over it. However, very often the management of the channel is in the hands of an intermediary rather than the manufacturer itself.

The concept of total distribution costs assumes that its channels should be designed in order to minimize costs, provided that other indicators are identical. That is, if the use of a system of wholesale and retail intermediaries, all other things being equal, is cheaper than direct marketing of a product, then this particular system should be preferred. However, when designing a specific channel, it is also important to consider it in terms of sales volumes, profits, the level of customer service required to successfully promote a product, and its impact on the overall marketing mix.

One reason that you need to be careful when choosing a channel strategy is that strategies usually involve long term duties firms to pursue certain policies. For example, long-term lease of premises for Retail Stores and long-term arrangements with wholesalers limit the flexibility of the organization. In general, the more uncertain the marketing environment, the less convenient channels that require long-term commitment are.

.3 Criteria for selecting a distribution channel and its function. Costs associated with choosing a distribution channel

The best is the distribution channel that provides: execution of all functions of the commercialization process; their performance is better than competitors; lower relative costs compared to other channels. At the same time, the choice of a specific sales channel is determined by a number of factors and parameters of the product itself, consumer behavior, market conditions, etc. The set of such criteria can be quite large, some of them are presented in the table.

Table 1.2. Criteria for selecting a distribution channel

Considered characteristics Characteristic value Recommended channels at a given characteristic value Direct channel Indirect channel Short Long Market characteristics Size Large *** Length Large *** Availability Low *** Concentration High *** Customer characteristics Purchase amount Large *** Purchase frequency Low *** Product characteristics Preservation and weight Low *** Large *** Standardization Low ** Life cycle stage Launching to market *** Seriality High *** Value High *** Company characteristics Financial resources Small *** Assortment Large *** Popularity Large *** Operational scale Large *** Characteristics of resellers Availability High *** Cost of acquisition High ** * Service Level High ***

The role of the distribution channel is to move goods from the manufacturer to the customers. The channel bridges the gaps in time, place and ownership that separate goods and services from those who would like to use them. The participants in the distribution channel perform several very important functions:

Informational: collection and dissemination of information about existing and potential customers, competitors and other participants and factors of the marketing environment.

Promotion: Developing and distributing information to attract buyers.

Negotiating: reaching agreement on price and other issues to ensure the transfer of ownership or disposal of the goods.

Ordering: concluding agreements with other channel members for the purchase of goods from the manufacturer.

Funding: Seeking and allocating funds to cover the costs of different levels channel.

Risk Acceptance: Taking responsibility for the functioning of the channel.

Possession of goods: consistent storage and movement of the products themselves, starting from the manufacturer's warehouse and ending with the end consumer.

Payments: transfer of the buyer's money through the seller's accounts through banks and other financial institutions.

Marking: the transfer of ownership from one natural or legal person to another.

An important element in a distribution strategy is the study of the costs associated with building a distribution channel. At the same time, costs arise at all stages of the design of the sales channel in various forms. It will be most convenient to classify costs into direct, indirect and opportunity costs. This, in turn, makes it possible to have a clearer understanding of the costs associated with building a sales channel at each of its stages, which is most significant from a practical point of view.

Table 1.3. Company costs associated with building a sales channel

Stages of marketing organization Direct costs (monetary) Indirect costs (time) Opportunity costs (informational) 1. Market research costs of market research; searching for information about the market; losses associated with incomplete information; 2. Choosing a partner for business trips, negotiations, correspondence, etc.; collecting information about potential partners and choosing a partner; losses associated with incomplete information; 3. Conclusion of a contract payment for the services of lawyers, coordination with the state authorities, etc.; choice of form of marketing, costs of specification and protection of property rights; losses from poor specification and protection of property rights; 4. Control over the distribution channel; reporting on sales in the market; control of the distribution partner, the costs of interaction and prevention of opportunism; losses associated with the distortion of information by the partner and the loss of control 5. Customer feedback Costs of research on consumer behavior, etc.; intangible costs of obtaining information about the consumer Loss associated with incomplete information

In this case, it is necessary to take into account the value of the aggregate level of costs: the higher the costs, the greater the control over sales channel from the creator of the channel; conversely, the lower the costs, the less control over the channel.

Both indirect and opportunity costs can be translated into monetary value. This can be done by calculating the value of the losses incurred or the amount of unsold goods as a result of the costs incurred.

Consider the relationship of all three types of costs.

For successful implementation distribution strategy, the enterprise needs to spend a large amount of resources on direct and indirect costs, in which case the share of opportunity costs in the total cost will decrease. Inverse relationship: if few resources are allocated for direct and indirect costs, then the share of opportunity costs will be very large.

It is also necessary to take into account the content of opportunity costs and the consequences of their increase. Opportunity costs may contain lost benefits by the enterprise, which are incomparably higher than the costs of direct and indirect costs. For example, it may be the lack of information about the demand a specific product firm on the market, and the product is removed from production at that moment.

At the same time, it is impossible to reduce opportunity costs without increasing direct and indirect costs. But a decrease in opportunity costs may well be reflected in positive dynamics in the share of direct and indirect costs.

An increase in the share of indirect costs causes an increase in direct costs, since indirect costs, in addition to time costs, also require money. The simplest example is market research. But if opportunity costs cause losses in the aggregate, then indirect costs increase direct costs within one stage. If at any stage there were no indirect costs at all or they were small, then within this stage there will be low direct costs, but there will be very high opportunity costs. As a result, when trying to neutralize the negative consequences, you will have to spend much more money on direct and indirect costs for the next one, since each next stage implies the most complete implementation of the tasks of the previous stage. But this increase will be caused not by the absence of indirect costs at the previous stage, but by the presence of a large share of opportunity costs on it.

Consider now direct costs. A simple increase in funds devoted to direct costs can, under certain conditions, reduce indirect costs, sometimes even to a minimum. But this does not mean at all a decrease in the share of opportunity costs. On the contrary, the opportunity cost can rise enormously. Let's turn to the same market research. An enterprise can buy a ready-made marketing research of the market, thus increasing direct costs and reducing indirect ones. But research may not meet the needs of the enterprise.

First, the research might have been done a year or two ago, but management bought it anyway. In this case, the money was wasted, since the situation has changed dramatically in 2 years. As a result, the indirect costs are minimal, but the alternative ones are simply enormous, the tasks of the stage have not been achieved, at the next stage the enterprise will begin to incur even greater losses associated with inaccurate information. Second, the research was intended for purposes other than those needed by the firm. The result will be the same.

A feature of direct costs is that their enterprise begins to bear in the first place. Then there are indirect costs. Their peculiarity is that they can never be equal to zero, since the implementation of any stage takes time. The stage is completed by opportunity costs, they seem to mean the result of the stage of building the channel. And the higher the opportunity costs, the worse the result of the implementation of the stage as a whole, and vice versa. But they are revealed much later and are more difficult to account for.

2. Analysis of sales policy at BoDoMil LLC

.1 Brief description of LLC "BoDoMil"

LLC "BoDoMil" was created in the form of a limited liability partnership in 1992. The founders were individuals. In 1998 it was transformed into a limited liability company in accordance with the Law on Entrepreneurial Activity. In 2002, it was re-registered.

The organizational and legal form of the enterprise is a limited liability company. The company is a legal entity for Russian legislation: owns a separate property and is responsible for its obligations with this property, can, on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and defendant in court.

The constituent documents are the Articles of Association and the Memorandum of Association. The authorized capital is fully formed in accordance with the Charter. The company's activities are carried out on the basis of the company's Charter. Everything required licenses to carry out entrepreneurial activities, the company has. In the next 3 years, the company has no licenses that will expire.

The form of ownership is private.

The company is an independent business unit operating on the basis of full cost accounting, self-financing and self-sufficiency.

The purpose of BoDoMil LLC activities is fixed in the Charter: the main purpose of the Company is to combine economic interests, material, labor, intellectual and financial resources for the implementation of economic, that is, profit-oriented activities, with the exception of those prohibited by the legislation of the Russian Federation.

The main activity is the production of consumer goods made of plastic and metal alloys (insulators, washbasins, disposable dishes, bathroom sets, etc.), the production of rubber products (products for agricultural machinery - bushings, oil seals, gaskets, etc.) ), production of stamps for various organizations. The company also carries out one-time orders for the production of goods from plastics, metal alloys, rubber products and metal.

The company has separate property, has an independent balance sheet, current and credit accounts (if necessary) in banking institutions, a seal with its name. The company in its activities is guided by the Charter and current legislation. The number of employees is 76 people, of which 34 people are workers of the main production, 18 people are auxiliary workers, 24 people are managers and management personnel.

BoDoMil LLC has the following distinctive features:

full cycle production, from idea to finished product;

management of the company's activities for the development, production and marketing of products based on market research and customer needs;

sale of any volume of products;

warranty service.

Perennial successful experience work and a wide production program contribute to the annual increase in production volumes.

"An organizational structure formed as a result of design is understood as an ordered set of interconnected units." The organizational structure of the enterprise is given in Appendix 1. In accordance with it, we will consider the responsibilities of the company's divisions.

The director of an enterprise is an employee who works on the basis of labor contract... The director's duties include representing the interests of BoDoMil LLC, concluding contracts, labor agreements, open settlement accounts in banks, manage the organization's funds, approve staffs and job descriptions, issue orders and give instructions that are binding on all employees.

The accounting department organizes the accounting of the organization's economic and financial activities and controls the economical use of material, labor and financial resources, the safety of the organization's property. As well as the calculation and calculation of wages for employees of the enterprise.

The personnel department is working to provide the enterprise with personnel of workers and employees of the required professions, specialties and qualifications. Accepts workers on hiring, dismissal, transfer. Controls the placement and correct use of employees in the divisions of the enterprise. Organizes the timely registration of the admission, transfer and dismissal of employees in accordance with the current labor legislation and orders of the head of the enterprise.

Marketing department conducts marketing research market, consumers, competitors and suppliers, prepares marketing plans for the upcoming periods, prepares reports on sales, settlements with customers, reports on the state of affairs in the industry, etc.

The finance department is responsible for the development and implementation of the firm's financial policy using various financial instruments; develops methods for the implementation of financial policy; makes decisions on financial matters; organizes information support by drawing up and analyzing the financial statements of the company; evaluates investment projects and forms an investment portfolio; evaluates capital costs; carries out financial planning and control; is responsible for the organization of the apparatus for managing the financial and economic activities of the company.

The transport service is responsible for the transport services of the company. Also, the functions of the transport department include the delivery of goods to the customer's address and organization unloading works in place. The transport service has at its disposal a fleet of vehicles of various carrying capacities. The service is directly subordinate general director but management of the transportation schedule and operational management assigned to the commercial director.

The company's lawyer is responsible for the legal competent drafting documents in the company, resolves controversial issues related to the company's performance of its obligations, represents the organization in court.

The warehouse manager is responsible for storage material values belonging to the organization and organizes handling operations in the warehouse. Warehouses of Elite CJSC are equipped with warehouse equipment and machinery that facilitate the work of warehouse personnel.

The technical director ensures the rational organization of production, quality, reliability and durability of products in accordance with state standards, specifications, norms and requirements of technical aesthetics. Carries out management and organization of design and estimate work for each production site. Does not allow the production of products without drawings, specifications and other technological documentation for all products supplied by the company.

The heads of production sites are in charge of the production and economic activities of their sites. Ensure the execution of tasks on time, the effective use of fixed and circulating assets. They carry out work to improve the organization of production, their technology, mechanization and automation of work processes, as well as to increase labor productivity and profitability of production, reduce the labor intensity and cost of operations performed.

The economic director is responsible for organizing management accounting in the company, evaluates economic efficiency and the feasibility of business processes, ensures the development of reference books, regulations and planning of economic indicators of the company's economic activities, also works with banks, fiscal authorities, negotiates and business correspondence at any level. Also, the functions of the economic director include organizing the work of the planning and economic department, the sales department and the purchasing department.

Planning and economic department for CJSC "Elite" as manufacturing enterprise is a very important structural unit. The planning and economic department prepares projects for annual, quarterly and long-term plans, ensures the delivery of the indicators of plans, cost estimates by sources of financing to all divisions of the company, develops technical and economic standards for material, labor costs, etc. The economic planning department is responsible for conducting economic analysis economic activities of the enterprise and the timely development of measures for the efficient use of financial resources, reducing the cost of services, increasing profitability.

In particular, the planning and economic department monitors the correctness of the application set prices for finished products, participates in the development of measures to strengthen the regime of saving materials, reduce losses and non-productive costs, eliminate unprofitableness of certain types of activities, and improve pricing. His functions also include control over the observance of staff discipline, the expenditure of the wage fund, the correctness of establishing the names of professions and positions, and the rating of work in accordance with qualification handbooks, as well as compliance with work and rest regimes and labor legislation.

The sales department is responsible for the work of the enterprise with customers as a whole, provides services to customers within the terms established by contracts. The sales department regulates the work on the concluded contracts, monitors the status of the package of orders. The sales manager prepares orders for bonuses and fines for the sales staff and presents them to the director of economics. The responsibilities of sales managers include working with clients, receiving and registering orders. They provide the bulk of the sales in the company.

The purchasing department is responsible for organizing the procurement of raw materials, materials, semi-finished products for production and further processing. In addition, the purchasing department is responsible for the supply of finished products for the purpose of their further resale. Also, the procurement department is responsible for providing CJSC "Elite" with all the necessary materials, such as stationery.

2.2 Organization of sales management at BoDoMil LLC

In fact, there are three options for organizing sales at the enterprise: the company itself is engaged in the sale of its products, involves third-party organizations for this, or a combination of both of these systems.

BoDoMil LLC uses the third option, ie has an end consumer (retail stores) and creates a dealer network in the regions of the country, linking this type of marketing with the expansion of the territory on which the company's products are sold.

Sales organization consists of the following elements: order processing, cargo handling, warehouse organization, inventory management and transportation. Work at every stage from the moment of receipt to the moment of delivery of the goods to the customer is carried out as quickly as possible and in such a way that it is convenient for the customer, while the delivery of goods is guaranteed within 48 hours, the constant availability of the entire range of goods in the warehouse is ensured, etc.

One of the most important points of the sales policy of the enterprise is the creation of a dealer network, while it deals with a fairly narrow circle of organizations interested in selling products.

At the time the company entered the market, good dealers worked in the expensive segment, selling products of foreign manufacturers, and had the opportunity to set a 100% margin, but they were responsible for all the costs of delivery, customs duties, etc. LLC "BoDoMil" was able to offer them similar conditions, but naturally without additional costs. The main thing in this system is that the company has complete control over the entire price chain up to retail. In the event of a discrepancy, for example, the price turns out to be lower, the company imposes sanctions on the guilty dealers: deprives of discounts, introduces a ban on the order of especially popular goods for several weeks. As a result, prices return to the proper level. According to the specialists of the sales department, a decrease in prices may entail a chain reaction of a decrease in profits for all participants in the chain - from retail to the manufacturer. Having lost the dealer premium, dealers can deprive the manufacturer of their loyalty and thereby destroy the dealer network. In addition, a decrease in retail prices may cause consumers to suspect whether quality products are really produced by OOO BoDoMil.

It should be noted that the company is not limited to the simple sale of products, but carries out quite a lot of work to promote the goods. To this end, the sales department is also involved in such functions as:

Ensuring quality service(monitoring the implementation warranty service, organization of after-sales service, acceptance and processing of complaints) - this type of service mainly applies to the stamps produced;

Preparation of information - the basis of this work is the organization of feedback with intermediaries and the preparation of data for the marketing department;

Administrative support for sales activities - this includes such types as joint control of accounts receivable with the financial department, providing organizational support to dealerships, processing paper flows.

In conditions market economy it is clearly understood that producing a product, even if it is of the highest quality, is not enough for it to gain recognition among buyers. The buyer needs to be interested in his product and present the product “on a white silver platter with a blue border”, and the buyer would only have to count money from his wallet. Only then will the success of both the product and the entire enterprise be guaranteed.

Improvement of the sales system is a continuous process of substantiation and implementation of the most rational forms, methods, methods and ways of its creation (restructuring) and development; rationalization of its individual parties, control and identification of "bottlenecks" on the basis of continuous assessment of the compliance of the control system with the internal and external conditions of the organization's functioning.

Within the framework of improving the planning and sales system of products for implementation at BoDoMil LLC, a set of measures is proposed to improve the sales system:

1.

2.

.

.

.CRM system implementation.

Improving control in planning sales

In market conditions of management, a necessary prerequisite for the survival of a commercial organization is the conquest and preservation of its preferred market share, which is what the optimization of sales planning is aimed at. Let us consider an approach to control mechanisms for sales planning, allowing to minimize the risk of an organization leaving the market as a result of incorrect sales planning in the modern Russian economic conditions.

Sales planning in an organization should be handled not only by the planning and economic department, but also by a specialized division of the sales department. The development of draft plans for sales (shipments) by type of product should be carried out by the economic bureau of the sales department when organizing and monitoring this activity by the heads of the department, who should be entrusted with all responsibility for the results of implementing the plans. The main criterion for the optimality of sales planning in market conditions is the accounting and correlation of control parameters in sales planning, namely:

the maximum possible sales volume, determined on the basis of market research and an assessment of the resources and potentials of the organization;

optimal from the point of view of maximizing profits in accordance with the capabilities of the organization, the volume of production, ensuring the equality of marginal income and marginal costs;

optimal production programs for products;

linking sales plans with production plans, including with operational and calendar schedules for the release of finished products, to ensure the fulfillment of sales and shipment plans in a timely manner and nomenclature, as well as to form and link indicators of the organization's financial plans.

When planning sales, control should also be carried out for mutual influences, complementarities or substitutions of types of products for their sales volumes. It should also be noted the expediency of combining rigid (basic guidelines in long-term planning) and flexible (adjusting short and medium-term sales plans as the goals and conditions of the organization's functioning change) planning systems, as well as a combination of general and auxiliary sales plans in the context of market segments and sales geography ... In addition, a system of operational control over the implementation of sales plans should be developed: procedures for the preparation, analysis and control of daily reports on the implementation of sales plans;

The head of the sales department must agree on the draft annual and quarterly sales plans with the chief technologist, the head of the procurement department, the head of the financial department and with the deputy director for commercial issues and draft ten-day sales plans - with the deputy director for commercial issues, as well as with the head of the finance department and the deputy director for production.

When drawing up sales plans, it is necessary to control their linkage with production plans, including with operational schedules for the release of finished products, in order to ensure the fulfillment of sales and shipment plans on time and in accordance with the established nomenclature, as well as for the formation and linking of indicators of the financial plans of the organization.

Improving control over the implementation of sales plans

It is advisable to carry out procedures for operational control of the progress of implementation of sales plans in an industrial organization according to the following scheme.

Employees of the sales department, carrying out the primary control of the progress of implementation of sales plans, prepare and daily according to the established procedure submit to the head of the sales department reports on the implementation of sales plans for the day and for reporting periods: ten days, months, quarters, years, as well as daily reports on the implementation of operational shipment schedules by shipment types.

Shipping reports should indicate planned and actual data by type of shipment, type of transportation; by the time spent on the implementation of loading and unloading operations, direct transportation and return run of vehicles. The reports are submitted in the prescribed form, i.e. are systematically built and approved forms of internal reporting in accordance with the established procedure. The forms contain planned and actual data on the established subjects of reporting objects. For example, the reporting object is sales or sales volumes, reporting items are sales by types of products, regions, customer groups, etc.

In the sales department, a person responsible for sales management is appointed, whose duties include:

analysis of received reports;

establish the reasons for deviations, identify the culprits and, within the limits of their competence, eliminate the causes of deviations;

on a daily basis to transmit information about the progress of implementation of sales plans to the head of the sales department;

Prepare and, in accordance with the established procedure, submit to the head of the sales department reports on non-promptly eliminated deviations that arose during the sale of products, with the attachment of the necessary supporting documents, indicating the reasons for the deviations, their culprits and the measures taken to eliminate them.

Thus, by the method primary reporting effective operational control of product sales is carried out.

Assigning a risk group to a buyer and setting parameters for a commercial loan

In this case, we mean the provision of a commercial loan of the "open account" form, i.e. repayment of the buyer's receivables in parts - at intervals stipulated by the contract, or upon the expiration of a certain period after the shipment of individual consignments of products.

In order to control various aspects of relationships with counterparties under commercial contracts, in particular, under contracts for the supply of products on terms of commercial lending to customers, and to prevent deterioration of the organization's performance due to their wrong choice, it is advisable for each buyer to assign a risk category. The ranking of buyers by risk categories: high, medium, low - is done by the head of the sales department.

Ranking by risk categories is necessary to assess the need for analysis of reliability and financial condition, to make a decision on the provision of a commercial loan to specific buyers, and lending parameters are determined by the risk category. After reliability analysis and financial sustainability the buyer may be assigned a different risk category.

In order to prevent the deterioration of the financial condition of the organization due to the growth of overdue receivables, it is advisable for each buyer in accordance with the risk category of his order to set the parameters of a commercial loan, i.e. a certain limit on the amount of receivables and the deadline for commercial lending. It is advisable to entrust the establishment of lending parameters to the heads of sales and financial services.

Formation of a database of buyers

The structure of the customer database should be developed by one of the heads of the sales department, for example, the deputy head of the sales department for sales management. The information form for each client includes:

all the details of the customer;

data on officials affecting purchases;

date and results of preliminary negotiations;

data based on the results of reliability analysis;

data on all contracts concluded with the customer and their actual performance;

data on overdue receivables (calls, notifications, personal visits, etc.);

data on the frequency of conclusion and terms of contracts, on the fulfillment of obligations by the customer and other data on aspects of the relationship between the organization and the customer.

The database should be regularly updated with new customer information.

Such a database serves to control buyers for their reliability and financial stability, their compliance with contractual discipline, to control the fulfillment of contractual obligations of BoDoMil LLC. The order of limited access to documents, materials and files forming the database must be ensured, and their safety must be ensured.

CRM system implementation

CRM stands for Customer Relationship Management, or customer relationship management. It is a business organization strategy in which the relationship with the client is placed at the center of the firm's activities, since it is the customers that constitute its main asset. The main goal of a CRM strategy is to identify the most "profitable" customers, learn how to work with them effectively, prevent them from leaving for a competitor, and thus increase the company's income. CRM is a management approach or model that places the customer at the center of a company's business processes and methods. CRM is modern approach, which includes strategic planning, marketing methods, organizational and technical tools - a whole set of tools aimed at building such internal and external relationships that increase the productivity and profit of the company. is the company's approach to understanding customer behavior and using this understanding to increase the level of retention and satisfaction of its most profitable customers, while reducing costs and increasing the efficiency of customer interaction. And information technology CRM-systems - allow you to form a single picture of the client and his needs for all services of the company, ensuring uniform and well-coordinated work with the client on the part of the company.

In a highly competitive environment, when some companies aggressively try to match the prices and characteristics of the products of others, buyers often get the opportunity to choose among the mass of competing products. And if the products and prices are close, then the attitude of the sellers towards customers is increasingly becoming a decisive factor influencing the choice of which company to deal with. CRM is a personalized interaction, to a large extent technological, brought to the level of corporate regulations, based primarily on systematized information received from customers and on the desire to form a “long-term”, loyal customer base.

The implementation of the CRM system at BoDoMil LLC is a logical continuation of the formation of the customer database, since the information collected during the formation of the database will serve as the basis for the creation of the information base of the CRM program. There are many CRM software solutions. Taking into account individual requirements, you can order a unique program for your company, but it will cost more. For implementation at BoDoMil LLC it is proposed to use software package Alent CRM 4i.

To implement the program, you must purchase workstation supporting 10 workplaces, while the cost of Alent CRM 4i is only 18,600 rubles.

Alent CRM 4i users will be the director of BoDoMil LLC, deputy for commercial issues, marketing department (3 workplaces) and sales department employees. To fully perform the functions of the program, integration with 1C-Enterprise will be performed, which is provided for by the technical capabilities of the program, while the workplace will not be involved, since the accounting department will receive the necessary information using 1C to exchange data with Alent CRM 4i. Thus, 10 jobs will be distributed as follows:

Director - 1 workplace.

Deputy for commercial issues - 1 workplace.

Marketing department - 3 workplaces.

Sales department employees - 5 jobs.

Consider the results of the implementation of the Alent CRM 4i system, which, if properly implemented, brings the following positive results for the sales system of the enterprise.

Facilitate customer search

A single database of potential customers Alent CRM 4i, scheduling contacts and tracking their results will increase the productivity of finding new customers for your company.

Customer retention

Full accounting of contact persons, dates, events, interactions, details, contracts, transactions for each client will allow you to make high-quality and timely decisions to retain a client and stimulate the purchase of your goods and services.

Increased sales efficiency

Improving the quality of customer service

Full accounting of customer information, scheduling and reminder services will ensure high quality customer service.

Conclusion

The first chapter of the course work covered theoretical aspects concerning sales policy and organization of sales activities at the enterprise.

The inability to manage sales in modern economic conditions gives rise to a chain: overcrowded warehouses, non-payments, lack of working capital for the purchase of raw materials, stopping production. A detailed and documented sales policy becomes an effective tool for current and subsequent control over the sales activities of an organization and its position in the market. Reasonable formation and effective control of the organization's sales activities, optimization of sales planning procedures, control over the implementation of sales plans, commercial lending systems and customer control procedures will significantly improve sales activities. Russian organizations in the face of tougher competition.

In the second chapter of the course work, an analysis of the studied enterprise was carried out, its general characteristics and considered the existing system of planning and sales of products at the enterprise. Also, in the second chapter of the course work, recommendations were developed for improving and increasing the efficiency of the sales policy in BoDoMil LLC.

The concept of "improvement" in a broad sense is a natural, qualitative change of an object aimed at improving its condition and giving it new properties necessary for a more complete correspondence with the goals of its functioning and the surrounding conditions.

In each individual organization, it is possible to rationalize the sales system in its own way based on the internal and external conditions and the degree of its development (efficiency).

At the same time, it is precisely the comprehensive improvement of the sales system that is important, and not the partial implementation of innovative solutions that are successfully applied by other enterprises on the “like others” principle. Not always "like others" is good "for us." Therefore, something can be useful, and something harmful. Moreover, you cannot blindly copy solutions Western companies without correlating them with Russian reality.

To improve the sales policy at BoDoMil LLC, a set of measures was proposed:

.Improving control when planning sales;

.Improving control over the implementation of sales plans;

.Assigning a risk group to a buyer and setting parameters for a commercial loan;

.Formation of a database of buyers;

.CRM system implementation.

As a result of a comprehensive optimization of the sales system, BoDoMil LLC will be able to successfully develop in a dynamically changing market environment and firmly establish itself in the market among competing enterprises.

sales company policy

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The modern economy is characterized by the fact that the place of production and the place of consumption of the product do not coincide in time. In time, these processes also do not follow directly one after another. Elimination of the problems arising for this reason requires a lot of money. In some cases, these costs require up to 70% of the retail price of the consumer product.

The manufacturer should expand the tasks of distribution of manufactured products in a rational way. This gives him a certain chance to stand out in relation to competitors.

The sales system of goods is a key link in marketing and a kind of finishing complex in all the activities of the company in the creation, production and delivery of goods to the consumer. Actually, it is here that the consumer either recognizes or does not recognize all the efforts of the company as useful and necessary for himself and, accordingly, buys or does not buy its products and services.

Still, product sales must be viewed as a constituent element of the marketing mix. Other components of the marketing mix are product, price and promotion system. Before carrying out the direct distribution of products, it is necessary to make sure that the product is proper quality, at a reasonable price, and work has been done in the area of ​​promotion measures.

There are several reasons for the role of distribution systems in the economy. One of them is necessity. Of course, when it comes to selling a unique, specialized production line, both the seller and the buyer can do well without a dedicated distribution system. But the world lives in an era of mass goods, and it is not very convenient to buy them at the gates of a factory or a company today.

The second reason is the struggle for consumer money. Living in abundance has led hundreds of millions of consumers around the world to believe that the convenience of purchasing is an essential part of a normal lifestyle. This means that the consumer requires a good familiarity with the product range; minimum time for purchasing goods; maximum convenience before, during and after purchase.

All these requirements can be met by comprehensively developing the sales network, bringing its end points closer to the consumer, creating maximum convenience for him at these points. And if the firm was able to do this, it (all other things being equal) attracted a buyer and achieved an advantage in the market struggle.

The next reason is the rationalization of production processes. Economists of the last century wrote about this role of the distribution network. Specifically, we are talking about the fact that there are a number of finishing operations of production, which are associated to a greater extent not with manufacturing, but with the preparation of goods for sale (sorting, packing, packaging). It is advisable to carry out all these operations already at the “plant - consumer” stage, that is, before transportation, in warehouses, in stores, in the pre-sale process; and sales as such substantially depend on the timeliness, quality and rationality of their implementation. Accordingly, the marketing system, to a certain extent, involves some (sometimes quite significant) "technological component". The above justifies this: the closer and closer the product comes into contact with the buyer, the more sense it makes for the marketing service to refine and prepare it for sale.

The fourth reason is the problem of the effectiveness of market behavior and the development of the firm. The most important thing in knowing and meeting the needs of consumers is to study their opinion about the firm's products, competing products, problems and prospects for the life and work of consumers. Who can do this most effectively and where? The answer of world practice is unambiguous: first of all, this can be done where the company is in direct contact with the consumer, that is, in the sales system. And this must be done by the personnel employed in this system.

As one of the most important conditions for the advancement of their employees up the administrative ladder, many firms call their work in the sales system, moreover, directly in the field of selling goods to the buyer.

The reasons given are enough to understand how important the distribution subsystem is in marketing and why, in the conditions of abundant markets, huge funds are spent on it.

In Russia, the sales system is at a transitional stage of development, which greatly complicates sales in the market of our country. It is usually characterized by the following features:

weak channel management;

incomplete fulfillment of obligations within the channel;

decisions are made on each transaction separately as a result of constant negotiations;

frequent violation of "contractual" obligations.

Firms have alternatives in organizing the distribution of their product. At the same time, it is based on the fundamental orientation of satisfying the diverse needs of the end consumer (or on building such a distribution system that would be effective both for the company itself and for intermediaries) and the way of its existence, considered as a set of actions to maximize the approximation of the product to target group of consumers (or vice versa, attracting consumers to the firm's product). The choice of orientation and way of satisfying the needs of consumers is the essence of the firm's "policy" in the field of sales.

The sales policy of a manufacturer of products should be considered as a purposeful activity, principles and methods, the implementation of which is designed to organize the movement of the flow of goods to the end consumer. The main task is to create conditions for converting the needs of a potential buyer into real demand for a specific product. These conditions include elements of sales policy, distribution capitals (sales, distribution of goods) together with the functions they are endowed with.

The main elements of the marketing policy are as follows:

transportation of products - its physical movement from the manufacturer to the consumer;

product revision - selection, sorting, assembly of the finished product, etc., which increases the degree of availability and readiness of products for consumption;

storage of products - organizing the creation and maintenance of its necessary stocks;

contacts with consumers - actions for the physical transfer of goods, placing orders, organizing payment and settlement operations, legalizing the transfer of ownership of the goods, informing the consumer about the product and the company, as well as collecting information about the market.

The positions occupied by firms in relation to sales have characteristics that allow to classify sales by types (table 1.1).

Table 1.1. Classification of sales types

1.2. Indirect - the use of independent resellers in the distribution channel.

2. By the number of intermediaries.

2.1. Intensive - a large number of wholesalers and various intermediaries.

Purpose: expansion of sales, bringing the product closer to the consumer.

2.2. Selective - limiting the number of intermediaries.

Goal: to achieve a large volume of sales while maintaining control over the sales capital.

Manufacturer