Experience in marketing construction companies. Marketing management in construction. Subject of research: marketing activities of JSC "Luban plant of wall blocks"
Introduction
Marketing as a method of managing the activities of construction organizations and as a form of relations between these organizations and the customer-consumer is increasingly being used. Marketing methods have become an integral part of maintaining and increasing the competitiveness of an organization, both at the regional level and in the industry market. At the same time, the specificity of marketing activities here stems from the peculiarities of the process of creating construction products as commodity.
Marketing in construction has such an important feature that it is carried out on the basis of an increasingly complex development of the construction market, coverage of an exceptionally wide range of construction works and related (operational, commissioning, etc.) services related to capital construction. Only such a marketing model in construction can ensure the effective sale of construction products in the industry market.
Marketing research of any type of construction products includes the collection, processing and analysis of data on the market for construction products, the composition of market participants, and specific consumer requests. Based on the results of the study of the market situation, marketing decisions are developed and made. The specificity of research on the market for construction products is associated with the peculiarities of its promotion, primarily with a weak influence on the market of construction products by commercial intermediaries.
The target orientation of marketing research in construction is determined by the presence of individual problems, which, as a rule, are specific to each participant in the construction process. Therefore, marketing research in the field of construction differs mainly in the content of the marketing problems to be solved, and their results are assessed by the number of goals being implemented. From this point of view, research can be considered complete, where the objects of market research are goods, consumers, competitors. Experience shows that in the specific conditions of construction, continuous marketing research on a wide range of problems is not at all necessary.
Subject of research: marketing activities of CJSC "Vesna".
Object of research: products manufactured by CJSC "Vesna".
The main goal of the course work is to analyze the existing system of organizing marketing research in relation to the specialized conditions of the enterprise and to develop measures to improve it.
To achieve the goal, it is necessary to solve the following tasks:
1. Consider the theoretical aspects of construction products in the marketing system.
2. Assess the marketing aspects of the activities of CJSC "Vesna"
The theoretical basis of the research was the work of such authors as: Aleksunin, V.A., Akultsev A.M. Zaznoba K.E. Korobko V.I. Samochkin V.N. Fatkhutdinov, R.A. and others.
The methodological basis of the research was the methods of expert assessments, the method of STEP analysis, methods of analysis and synthesis, comparison and deduction, as well as analytical methods.
The structure consists of an introduction, three chapters, a conclusion, a list of references.
Section 1: Theoretical Foundations of Construction Products in the Marketing System
Features of construction products as a commodity
Product (service) - everything that can satisfy a need or need and is offered to the market in order to attract attention, purchase, use or consumption. These can be physical objects, persons, places, organizations, ideas 1.
Construction products in the marketing system can be considered as a product according to the concept of its content (project), a product in real performance (a finished object), a product in the form of construction services of a contractor, a product in the form of an accompaniment of construction products.
A product by design, from a marketing point of view, is the need to identify the needs of the consumer. You need to sell not the properties of the product, but the benefits from it. If a consumer buys a house, then he should see any benefit from purchasing this particular house.
The level of quality of performance, architectural, technological solutions characterizes construction products as a product in real performance.
The interests of the buyer can be supported by the provision of a loan, warranty service credit, warranty service of technological equipment, payment by installments, operational support, delivery by the manufacturer of building structures and materials. In this case, construction products are considered as goods accompanied by additional services. Construction products in marketing as a commodity represent everything that can satisfy a person's need for real estate.
Figure 1.1.1 - Construction products in the marketing system 2
The difference between construction products as a commodity in relation to all types of goods of mass and serial production requires a different approach to the study of market problems. In this case, the competition that is conducted between firms is considered, not for what is produced by construction, design, manufacturing enterprises, but for construction products (finished buildings and structures for housing and civil or industrial purposes, building structures and building materials), accompanied by additional services in the form of guarantees, consultations, financing, delivery features that are of interest to the consumer (ecologically clean zones, a prestigious area will allow for the same costs for the construction of the facility and its operation to extract higher incomes).
The features of construction products as a product include:
Immobility, stationarity, both during the period of its creation and during the entire period of operation;
The life cycle is long;
High capital intensity limits the range of potential buyers of real estate objects;
Requests of individual consumers are taken into account;
Limited competition in the real estate market;
Promotion of construction products is characterized by the following features:
Distribution and distribution channels are characterized by direct contacts between the producer and the consumer;
The sale of newly created products takes place on the sales market of objects, where it meets serious competition from the secondary real estate market;
May be a product of delayed consumption;
The development of the contract work market depends on the socio-economic development of the area;
The duration of product development requires substantiation of design decisions, clear financing, taking into account the time factor;
The life cycle of a product is limited to a single order;
Involvement of a large number of participants in the creation of construction products.
Based on the conditions for the classification of construction products in marketing activities in the construction sector, 3 directions can be distinguished:
marketing of investment projects;
marketing of manufacturers and suppliers of building materials and structures, technological equipment;
marketing of offers and services of a contractor construction and installation organization;
marketing of sales of finished construction products.
Fig. 1.1.2. Construction product groups 4
Market research, development of a strategy for the creation and sale of goods, methods of promotion and sales are carried out separately for each direction of marketing activities in the field of construction.
Construction products as a product are subdivided into:
Construction products for industrial purposes (industrial construction);
Construction products for social purposes (civil engineering).
Industrial construction products differ in:
Reproduction cycle (new construction, technical re-equipment, repairs);
Sources of funding (private, state (budget), other - public organizations);
The nature of settlements (for a fully commissioned object, by stages of construction, with an advance payment, payment in installments);
Industry affiliation (by branches of the national economy - industry, transport, trade, communications);
Degrees of readiness (construction projects, construction in progress, single objects, construction complexes).
The construction firm defines the goals that it seeks to achieve with a specific product. The most frequently defined goals that influence the development of the price 5:
Ensuring survival. There are many manufacturers on the market, fierce competition, customer needs change frequently. The firm is forced to lower prices until they cover the costs;
Maximizing current profit. The firm evaluates demand and costs for different price levels and chooses a price that will maximize the flow of current profits and cash and maximize cost recovery;
Conquering leadership in terms of market share. Seeking leadership in terms of market share, the construction company goes to the maximum possible price reduction in order to increase the market share;
Conquest of leadership in terms of product quality. A high price is set to cover all the costs of achieving high quality and R&D.
Features of the distribution of construction products
distribution;
commodity movement;
marketing communications.
Tactical distribution tasks:
securing old customers and attracting new ones;
organization of timely and high-quality execution of orders for construction products;
the fastest possible receipt of payment for the work performed and the products delivered to customers.
For construction products (housing), four levels of distribution channels can be distinguished:
Zero-level channel. Economic relations for the production and sale of finished products are formed between the construction organization and the customers directly. Having the necessary investments and knowing the market conditions for contracting works, the customer prefers to work with the contractor himself, avoiding intermediaries. The reason is that most properties are built to order, the investment risk is high, and consumer costs are individual.
The contract organization as an intermediary between the construction organization and the customer appears in two cases:
with budgetary financing of construction;
in the mass production of construction products.
The payer, in the context of a competitive distribution of the volume of contract work, performs the functions of commercial intermediation, since in fact it represents the interests of the customers for the construction organization and the interests of the contractor for the customers.
In the mass production of construction products (housing construction), the roles of customer and buyer may belong to different persons.
The local self-government body acts as a customer of communal housing, and individuals and legal entities act as buyers. In this case, the functions of the local government are similar to those of commercial intermediaries.
There are the following sales channels for construction products 7:
B) A sibling channel includes one intermediary. This can be a sales agent or broker.
C) The two-level channel, in addition to the named works, also includes an investment company. Unlike a specific organization, which mainly distributes budgetary funds, an investment company can accumulate investments from all sources, including, first of all, household savings. If such savings are accumulated for housing construction, then the investment company can direct them to finance contract work through contract organizations, which can more professionally judge the market conditions for contract work. At this level, the process of distribution of construction products takes the form in which households invest in investment funds, which, on a contractual basis, attract contract organizations to more efficiently allocate investments among construction companies. Then the construction products bought out by the investment company are sold to investors.
D) A three-level channel arises if another link appears in the considered chain - a realtor.
A realtor is an intermediary between the seller and the buyer of real estate. It complements the complex of a commercial intermediary in the construction products market, offering goods at retail (to individuals) or small wholesale (to organizations). The realtor can directly interact with construction organizations and customers, or deals with finished construction products, looking for buyers.
1.3 Pricing policy of construction products
Two price groups can be distinguished 8:
prices used in mass commodity production (construction products in the form of building materials and structures);
prices for construction products in the form of construction services.
wholesale prices of an enterprise (prices at which manufacturers of products sell them to consumers - enterprises, sales and wholesale bodies);
transfer price (serves commercial transactions between divisions of the same firm);
the exchange price of building materials and products is formed on the basis of the wholesale price of the enterprise, taking into account the exchange quotation, surcharges and discounts from it, depending on the characteristics of the goods, the distance from the place of delivery;
retail prices (prices at which goods are sold in various retail chains to the population, enterprises);
auction price (reflects the rare properties of goods and depends on the skill of the person holding the auction).
free carriage, departure station (the goods are handed over to the buyer at the place of production and he pays all the costs of transporting the products to the destination);
free vehicles, at the supplier's warehouse (the goods are loaded into the buyer's transport);
free carriage, destination station (freight charge is equal to the average amount of transport costs);
zonal prices (all customers located within the boundaries of this zone pay the same total price);
prices in relation to the basic point (the seller chooses one or another city as the basis and collects transportation costs from all customers, in the amount equal to the cost of delivery from this point, regardless of where the shipment comes from);
tariffs for the carriage of goods (the price of goods includes production costs and the cost of delivering goods to the buyer - distribution costs).
free prices (prices add up freely on the market);
regulated prices (formed under the influence of supply and demand, and the state influences them by directly limiting their growth or decrease, by regulating profitability. The size of the trade markup is 20-25%).
free (contractual) prices are formed on the basis of supply and demand for construction products, labor, materials, machinery and equipment. It is established by both the customer and the contractor on an equal basis when concluding a work contract (contract) for the performance of construction work. Prices can be open, which can be specified during construction, or firm (final). The free contractual price of the construction site, if contracted tenders (tenders) are held, is established by the tender committee after evaluating and comparing the proposals submitted by the contractors - bidders.
list price (cost of 1m2 of usable area), 1m2 of living area is determined for buildings under construction for housing and civil purposes, for which there are standard projects.
Consider the following pricing methods;
1. Method "average cost plus profit" - the margin on the property of the goods is determined. This method is simple and popular for a number of 11 reasons:
Sellers know more about costs than about demand;
The prices of many firms are similar, price competition is minimized;
This technique takes into account the interests of both buyers and sellers.
2. The method of perceived value of the goods. When calculating the price, the main factor is not considered the costs of the seller, but the customer's perception. Marketing determines what value ideas are in the minds of consumers about competitors' products. Consumers can be asked how much they are willing to pay for the same apartment, but in different areas of the city.
3. The method of setting prices based on the level of current prices. When setting a price, an enterprise is based on competitors' prices and pays less attention to indicators of its own costs or demand. It can charge a price above or below the price level of its main competitors. However, the price cannot be lower than the cost, otherwise the company will inflict financial damage on itself.
4. Method of trial sales. Test sales in selected markets quantify the volume of goods sold. With regard to construction products, trial sales mostly concern construction materials and products purchased for individual, non-commercial use.
5. Method of setting prices for new products. The highest price per consumer is set for a new product, this is the “skimming” price. With a decrease in demand, the price goes down.
In order to attract the maximum number of buyers and conquer the market, the company sets a lower price than the prices for similar products of competitors. This price is called the market entry price.
6. Method of setting prices with discounts:
Cash discounts;
Discounts for the quantity of purchased goods;
Seasonal discounts;
Functional discounts.
The purpose of all of these methods is to narrow the price range within which the final price of the product will be selected. The firm should pay attention not only to economic, but also to psychological factors of price, namely:
Many consumers look at price as an indicator of quality;
The price must be an odd number.
So, the firm sets the final price for the product, taking into account its most complete psychological perception, the compliance of the price policy practiced by the organization, perceived favorably by the sales staff, competitors, suppliers, and the state.
The dynamics of demand for construction products can be represented as follows 12:
falling demand (may be due to external and internal factors);
irregular demand (seasonal);
full demand.
The market operator needs to know how sensitive the demand is to price changes.
In the field of construction services, free contract prices are established, formed by the contractor and the customer, or during competitive contracting tenders, a competitive form of placing contracts.
The opportunities and challenges of pricing policy vary depending on the type of market. Companies in the construction industry need to have an orderly methodology for establishing original price on your goods. 
Rice. 1.4.3 Methodology for setting the initial price for construction products 13
Section 2. Marketing research on the example of CJSC "Vesna"
2.1 General characteristics of the marketing service of the enterprise, assessment of the marketing mission
CJSC "Vesna" is located at the address: Cheboksary, Grazhdanskaya st., 50 a. The purpose of the company is to make a profit. The society has civil rights and bears civil obligations necessary for the implementation of any activities not prohibited by federal laws.
The Company is a legal entity and owns separate property, which is recorded on its independent balance sheet. The company can, on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and defendant in court.
The mission of CJSC "Vesna" is the fullest satisfaction of consumers' needs with its products, works and services. According to the Charter, CJSC "Vesna" carries out the following main types of activities:
Production of a complete set of parts for large-panel housing construction;
Industrial and economic;
Construction;
Commercial (execution of sales and purchase transactions, purchasing activities, wholesale, retail, commission, commercial trade on the territory of the Russian Federation and abroad);
Financial and credit;
Provision of paid services to the population;
Production of building materials and consumer goods;
Foreign economic activity.
The main activity of the open joint-stock company CJSC "Vesna" is the manufacture of reinforced concrete structures for large-panel housing construction.
Currently CJSC "Vesna" produces and sells a wide range of building materials, both for multi-storey and low-rise construction.
The organizational structure of CJSC "Vesna" is shown in Figure 2.1.1.
General manager
Deputy Director for Commerce
Chief Engineer
Deputy Director for Finance
Production technology department
Sales department
Molding production
Financial department
Legal department
Concrete building workshop
Reinforcement shop
Accounting department
Administrative department
Repair and mechanical department
Human Resources Department
Electromechanical workshop
Transport and storage facilities
Fig. 2.1.1. Organizational structure of CJSC "Vesna"
Currently, the enterprise ZAO "Vesna" practically lacks the necessary marketing information. Marketing activities are chaotic, not properly planned and therefore not effective enough. The analysis of actions is not carried out and, accordingly, the problems, the reasons for the fall in sales and profit, and the constant decrease in market share are unclear. There is no information about the target audience, about the end consumer. The structural subdivisions of the enterprise work separately, practically without communicating with each other. There is also no feedback from the end user.
2.2 Market research
The marketing strategy used by the company is illustrated by the product / market opportunity matrix - market development strategy.
For the production of ZAO Vesna products, rather large workshops with special equipment are needed. At the moment, in the city of Cheboksary, in addition to the workshops of CJSC "Vesna", there are no others that would meet the same requirements. It takes at least 8-10 years to build a similar enterprise and put it into operation.
Old market New market
| Item Item New old | Market development | Market penetration |
| Product development | Diversification |
Fig. 2.2.1. Opportunity matrix by product / market
The need for complete and reliable information about the market of competing products, plans and intentions of their manufacturers, led to the emergence of such an important marketing function as tracking competitors.
OJSC "Volgostalkonstruktsiya"
LLC "Gazobeton"
LLC "Gradstroy"
Table 2.2.1.
Market share of CJSC "Vesna" in the total market of competitors
| Competitor name | Location in Cheboksary | Market share that it owns (in%) | Name of production |
| OJSC "Volgostalkonstruktsiya" | Lapsarskiy proezd, 11 a | 20% | Reinforced concrete products |
| OOO Gazobeton. | Pirogova st., 14 | 10% | Reinforced concrete products |
| LLC "Gradstroy" | Promyshlennaya st., 61 a | 7% | Reinforced concrete products |
| CJSC "Vesna" | Grazhdanskaya st., 50 a | 8% | Reinforced concrete products |
| Rest of the market | 55% | Reinforced concrete products |
As can be seen from the table, the largest market share is occupied by OJSC “Volgostalkonstruktsiya”.
Recently, the importance of prices as a kind of core of the competitive struggle has decreased to a certain extent. What matters is the quality of the manufactured products, that is, the ability of the products to meet the requirements of the consumer; product innovations. Qualitatively new technologies are no less effective weapons of competition than lower prices or higher service efficiency.
CJSC "Vesna" is one of the companies operating in the civil construction market. The company occupies a stable position in the segment of federal and municipal orders of the civil construction market in Cheboksary.
Figure 2.2.2 shows the marketing policy of the enterprise CJSC "Vesna".
| High | Segment of state and municipal orders | | |
| Average | | | |
| Short | | Housing construction | Industrial engineering |
| Low | Average | High |
Production profitability
Aspirational policy;
- unwanted policy.
Fig. 2.2.2. Marketing policy of the enterprise CJSC "Vesna"
Thus, the company CJSC "Vesna" needs to move to more profitable segments of the construction market, namely to the segment of private orders.
2.3 Researching the marketing environment
The marketing environment is the active actors and factors that influence marketing opportunities and decisions.
The levels of competitiveness of enterprises can be determined by the formula:
,
Where ai is the weighting coefficient of competitiveness indicators characterizing their importance in overall assessment the competitiveness of these enterprises;
Assessment of the indicators of the competitiveness of the enterprise by an expert on the point system.
According to the results of the assessment, three of the most reputable construction companies in the city of Cheboksary received the following scores. Estimates in points ranging from 1 to 5 were established by experts on the basis of financial and management indicators. The expert commission of the enterprise also prioritized the parameters and set the corresponding weight factors on them, presented in table 2.3.1.
Table 2.3.1.
Analysis of the scoring of single indicators
| Indicators | Weight coefficient,% | OJSC "Volgostalkonstruktsiya" | CJSC "Vesna" | LLC "Gazobeton" |
|||
| Ball score | Weighted average estimate | Ball score | Weighted average estimate | Ball score | Weighted average estimate |
||
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
| Quality of management | 0,16 | 5 | 0,8 | 4 | 0,64 | 3 | 0,48 |
| Service quality | 0, | 4 | 0,6 | 5 | 0,75 | 3 | 0,45 |
| Financial condition | 0,18 | 4 | 0,72 | 3 | 0,54 | 3 | 0,54 |
Continuation of table. 2.3.1
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
| Resource usage | 0,16 | 5 | 0,8 | 4 | 0,64 | 3 | 0,48 |
| | 0,07 | 4 | 0,28 | 5 | 0,35 | 4 | 0,28 |
| Long-term capex | 0,06 | 4 | 0,24 | 3 | 0,18 | 3 | 0,18 |
| Ability to innovate | 0,10 | 4 | 0,4 | 4 | 0,4 | 4 | 0,4 |
| Service promotion | 0,12 | 5 | 0,6 | 3 | 0,36 | 4 | 0,48 |
| Total | 1,0 | 35 | 4,44 | 31 | 3,86 | 27 | 3,29 |
As you can see from Table 2.3.1, the most high level OJSC “Volgostalkonstruktsiya” achieved competitiveness - the overall point score was 35 points, and the weighted average was 4.44; the lowest level of competitiveness of LLC Gazobeton, the overall point score was 27 points, and the weighted average -3.29.
Table 2.3.2 presents an analysis of the profiles of CJSC "Vesna" and its competitors.
Analysis of the requirements profile makes it possible not only to objectively assess the potential of your enterprise for competition, but also to make specific decisions to defeat competitors, associated with using your strengths and eliminating the lag in terms of indicators by which our enterprise is inferior to competitors.
Table 2.3.2 shows that Viasna has a good position in terms of competitiveness, but there is a need to improve the quality of management, financial condition, rationally use resources, improve the strategy of promoting works and services, which will allow the company to find new customers and increase its market share.
Table 2.3.2
Assessment of strengths and weaknesses according to the main criteria
 Grade Criteria | 1 point. | 2 points. | 3 points. | 4 points. | 5 points. |
| Quality of management | | | |||
| Service quality |  | | |||
| Financial condition | | | |||
| Resource usage | | ||||
| Ability to attract talented people and work with staff | |  | | ||
| Long-term capex | | | |||
| Ability to innovate | | | | ||
| Service promotion |
OJSC "Volgostalkonstruktsiya"
CJSC "Vesna"
LLC "Gazobeton"
ZAO Viasna uses the cost plus method for pricing. Cost-based pricing methods involve calculating the selling price of products by adding a certain amount to the selling costs. The essence of the method based on the determination of total costs (the "cost plus" method) consists in summing the total costs (variable (direct) plus fixed (overhead) costs) and the profit that the firm expects to receive.
2.4 STEP analysis
To analyze the environmental factors influencing the development of the market, it is advisable to use the STEP analysis method. STEP is an abbreviation for the name of factors: social (S - social), technological (T - technological), economic (E - economic), political (P - political). This analysis technique helps to formulate a holistic, systemic picture of the external environment during a step-by-step movement from one class of factors to another.
Table 2.4.1.
Step analysis of CJSC "Vesna"
| Possibilities | Threats |
| 1 | 2 |
| Social factors | |
| - availability of highly qualified personnel in the market there; - raising the standard of living of the population; - the structure of expenses and incomes of the population; | - a decrease in the population both in the city of Cheboksary and in Russia as a whole; - changing consumer demands; - decrease in the number of economically active population; |
| Technological factors | |
| - development of competitive technologies; - availability of a source of funding for the acquisition of new technology; | – low speed updating and mastering new technologies; - high cost of new equipment and technologies; - weak governmental support in the field of research and development; |
| Economic forces | |
| - reduction of the refinancing rate to 7.75%; | - high inflation rate; |
Continuation of table 2.4.1
| 1 | 2 |
| –Increasing the volume of investments in the construction industry; - growth in the effective demand of the population; The increase in the level of GDP in the construction industry in the first quarter of 2012 contributed to an increase in the overall GDP indicator in Russia by 0.2%; | - high level of unemployment; - seasonality of work; - instability of exchange rates; - increase in prices for raw materials and components; |
| Political factors | |
| - transition from licensing of construction activities to a self-regulation system; - implementation of the federal target program "Housing"; - state regulation of competition; | - tightening of the legislation of the Russian Federation in the field of banking (mortgage lending, issuance of consumer loans); |
In Russia, the activities of self-regulatory organizations are regulated by Federal law No. 315-FZ. According to this law, self-regulatory organizations set their own standards and rules. professional activity, mandatory for all members of a self-regulatory organization, and controls their implementation, and also provides additional property liability of its members to consumers of the work (goods, services) performed and other persons.
Thus, the state, abolishing licensing and pushing construction organizations to merge into SROs, transfers part of its functions to control and regulate the construction market to the market participants themselves. Until now, the state has not coped with these functions in the best way. The licensing authority is not responsible for the subsequent actions of such firms, including for possible damage caused by the firm during construction work 14.
Federal target programs aimed at improving the living conditions of certain categories of citizens have a positive effect on the demand for products in the construction industry. Programs are implemented with the help of state housing certificates, subsidies, measures to fulfill obligations for compensation in the event of a child's birth for the purchase or construction of housing, measures to finance the completion of construction, reconstruction and modernization of facilities.
On the territory of Chelyabinsk, within the framework of the regional target program "Housing", the priority areas are: provision of land plots for the construction of economy-class housing, including low-rise ones, with engineering infrastructure; resettlement of citizens from emergency housing stock; support for the mortgage lending system; support for young families in purchasing housing; providing housing for veterans of the Great Patriotic War; fulfillment of state obligations to provide housing for certain categories of citizens established by federal legislation.
To be effective, a competitive system must be open and free, and its participants are comparable. As you know, unregulated monopoly is less attractive from the point of view of society than any form of competition. Therefore, the goals of antimonopoly activities of the state are not so much in the fight against monopoly as in maintaining effective competition to stimulate the economic efficiency of the national economy.
Reducing the refinancing rate to 7.7% has a positive effect on the volume of bank loans and investments.
Total investment in domestic market real estate increased in the third quarter of this year, compared with the same period last year, by 12% and amounted to $ 1.1 billion. Experts predict an increase in the investment market by the results of this year to $ 4 billion. Today the market is dominated by Russian investors (77%).
The population's effective demand for housing is gradually increasing due to the improvement of the general economic situation in the country.
The increase in the level of GDP in the construction industry in the 1st quarter of 2012 contributed to an increase in the overall GDP indicator in Russia by 0.2%.
The construction industry is highly dependent on the season of the year and weather conditions. As you know, in the cold season, the pace of construction slows down, which affects the timing of the construction of the facility as a whole.
The increase in the level of prices for raw materials and components negatively affects the cost and, as a result, the price of construction projects.
With an increase in income, most of the population prefers not to invest them in the bank in deposit accounts as before, but, for example, in foreign currency or in real estate.
A decline in the population negatively affects the construction industry, both from the labor force and from potential consumers.
The unemployment rate in the Bryansk region is 6.5%, while the unemployment rate in Russia is 6.3%.
The number of economically active population in comparison with 2008 decreased by 14.7% and is 53%.
Changes in consumer demands also have a negative effect on construction enterprises, since the enterprise cannot quickly enough adapt to the wishes of consumers, change its products.
The development of competitive technologies enables the enterprise to "keep pace with the times", that is, to apply new developments in construction to improve the quality of facilities under construction and reduce construction time, reduce the cost of production; allows the company to be competitive.
It takes quite a long time from the development of new technologies to their introduction in production, since they are first subjected to verification and experiments. Then the enterprise must be technically prepared to implement the new technology, which requires money and time. And only after that the company can fully use new technologies in its activities.
Section 3. Advertising slogan of the company
Rationalistic strategies emphasize the utilitarian value of the product, the practical benefits of using it.
According to the type of strategy, the advertising slogan of CJSC “Viasna” refers to the positioning strategy: Positioning designed for a specific audience by age, gender, etc. Target audience - construction firms and individuals, mostly men.
Emotional component: confidence, belonging to a successful, self-sufficient group of the population.
Behavioral component: An associative connection is built between the construction products of CJSC "Vesna" and positive emotions associated with the words Noble and Rodnoe.
In this case, the slogan should reflect not the specialization, but the mission, positioning in the market: “Quality. Reliability. Result."
Conclusion
Important characteristics of the construction market are:
long service life cycle.
stability of service delivery technologies.
the services offered are standard. The characteristic of the standard services meets the needs of the clients.
the cost for clients to switch from the services of one firm to the services of another firm is quite low.
there are a large number of customers with a serious force to lower prices.
Currently, the enterprise ZAO "Vesna" practically lacks the necessary marketing information. Marketing activities are chaotic, not properly planned and therefore not effective enough. The analysis of actions is not carried out and, accordingly, the problems, the reasons for the fall in sales and profit, and the constant decrease in market share are unclear. There is no information about the target audience, about the end consumer.
The first and most obvious competitors of the enterprise are enterprises - manufacturers of similar goods entering this market.
OJSC "Volgostalkonstruktsiya"
LLC "Gazobeton"
LLC "Gradstroy"
One of the disadvantages of organizing a sales system for CJSC "Vesna" products is the lack of a delivery system, customers use self-pickup, which is often not profitable.
Also, at the ZAO Vesna, there is no system of discounts, which today is one of the most powerful incentives for the sale of products.
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GRADUATE WORK
on the course "Fundamentals of Marketing"
"Development of the marketing of a construction company (for example, LLC" Rembytstroy ")"
Introduction
1. Marketing complex for a construction company
1.1 Marketing orientation of construction production
1.2 Formation of a marketing complex for a construction company
1.3 Marketing management of a construction company
2. Analysis of the marketing activities of a construction company
2.1 Analysis of sales activities
2.2 Analysis of marketing communications of a construction company
2.3 Analysis of the pricing policy of a construction company
3. Development of a competitive strategy for a construction company based on a marketing mix
3.1 Development of a commodity-price strategy for a construction company
3.2 Development of a strategy for the promotion of construction products
3.3 Development of a sales strategy for a construction company
Conclusion
Economic liberalization in Russia, combined with economic growth, contributed to the gradual transformation of the state-monopolized economy into a competitive market, the replacement of the commodity deficit by a shortage of funds, and the transformation of the problems of supplying a construction company into problems of selling construction works and services.
Marketing today forms the basis of entrepreneurial activity, being at the same time an increasingly widespread way of economic thinking, and an integral system of measures to study the market and actively influence consumer demand. Nowadays, for the majority of enterprises it becomes more and more obvious the need to substantiate long-term development goals. This largely determines the relevance of marketing planning in the modern economic formation, which is still in a transitional state.
The experience of marketing activities of domestic enterprises is very limited. Many enterprises are just starting to operate, and some are organizing marketing services. Based on the experience of Western countries, its own type of marketing is being formed in Russia.
Marketing planning is becoming one of the most important elements of the concept of enterprise management today. It is used to improve the efficiency of the management system existing in firms, allows to draw up more realistic production and sales programs, respond more quickly to changes in the market, and creates significant competitive advantages.
Various issues of marketing planning are considered in the works of both domestic and foreign scientists: Anikeev S.N., Kotler F., Khrutsky V.E. and others. At the same time, construction marketing is poorly studied abroad and is almost not described (with the exception of the work of Ivakin E.K. and Stakhanov V.N.) in the domestic literature, which determines the relevance of this thesis.
The main purpose of this work is to study the development of a complex of marketing planning, both theoretical aspects and in practice for a specific construction company.
Based on the goal in this work, the following tasks were set:
· Analyze the main elements that characterize the marketing orientation of the enterprise: the presence of a mission; SWOT analysis and analysis of the macroenvironment and microenvironment; developing a business portfolio based on these analyzes; segmentation of markets; development of product and pricing policies, promotion and distribution channels.
· Consider the process of marketing management and the procedure for developing a marketing plan at the enterprise.
· Describe the features of marketing in construction.
· Analyze sales activities, marketing communications and pricing policy of a particular company; describe ways to improve them.
The subject of this work is the marketing complex of the enterprise. The object of the study is the marketing complex of a particular construction company.
Methodological and theoretical basis studies are the works of domestic and foreign economists and marketers, regulations, guidance materials.
Conclusions and suggestions obtained in the course of this thesis will be used in the activities of a particular construction company.
Thesis consists of an introduction, three chapters and a conclusion. In the first chapter, the marketing complex of a construction company is considered theoretically. The second chapter analyzes the marketing activities of a particular construction company. In the third chapter, the results are summed up and proposals are made to improve the marketing mix of the enterprise. In conclusion, conclusions are drawn on the topic of the work.
1.1 Marketing orientation of construction production
It is not a secret for anyone that a change in economic formations leads, among other things, to a change in relations between various market participants. And this phenomenon takes place not only at the macroeconomic level, but also at the micro level. Under the influence of external forces, significant changes occur in the relationship between the enterprise and the state, the enterprise and competitors, the enterprise and consumers. In addition, relationships within the organization are also changing. Most of these transformations can be attributed and defined within the framework of the manufacturer-market system. In this case, the market is understood as the marketing definition of this concept: a set of consumers with certain needs and principles of behavior, that is, a well-defined category.
For more than ten years in Russia, there has been a transition from one form of management to another. This is expressed not only in a change in the official course of the national economy, but also in the form of changes in the relationship of the enterprise with the market.
Western experts identify four main stages of marketing development, which are reflected in the principles of goal setting and problem solving. All of the following approaches have been and are being used in real business, but the relevance of many of them has significantly decreased by now. Such "outdated" principles are applied only by enterprises operating in peculiar markets, which will be discussed below.
The first stage in the evolution of marketing was called production - the stage of development of an organization with a focus on production. The purpose of the existence of an enterprise at this stage of development is to constantly increase production volumes and reduce the cost of a product through economies of scale. (In this case, we omit the statement that the main goal of any commercial organization is profit. Since it (the goal) remains regardless of the adopted approach to marketing.)
Proponents of the production approach argue that only by lowering the price can you increase sales and satisfy the consumer. And since the price depends very much on the volume of production, then, therefore, the volume of production is the main factor in market satisfaction.
The second approach to marketing says that increasing satisfaction, and, consequently, increasing sales can be achieved only by improving the quality of products. This approach is called the product or product marketing concept. At this stage of development, the company is trying to improve the quality of its products, investing huge amounts of money in improving technologies and financing the development of new, higher quality products. Naturally, most often this happens at the expense of the price.
The third stage in the development of marketing is called the sales concept. In this case, the organization focuses on active promotion produced goods, while the emphasis is on selling the goods at any cost, even to the detriment of future relationships with customers. Proponents of this approach argue that a consumer will never purchase a product unless forced to do so.
In this case, it does not really matter what to sell, therefore, the dominant role in the organization, as in the previous two, is played by production units... This stage is associated with the construction of all kinds of sales networks, the development of agency trade (traveling sales), huge investments in advertising. Admirers of this approach say that sales make money.
And, finally, the fourth stage of marketing development is based on such principles as “the client is always right”, “you can only produce what is in demand on the market”, etc. This approach is called the "marketing concept" and says that only by studying the market needs and producing goods for customers, you can achieve high sales, and therefore profit. This concept is implemented through continuous research in order to determine consumer preferences, purchasing behavior, choice factors, methods and channels of influence, etc. The philosophy of this approach is that the organization must meet the needs of the customers.
The above stages of marketing development do not imply a mandatory and consistent transition from one concept to another. Currently, there are enterprises that build their activities both on one and on other approaches. But what is the difference between these systems? How to determine which system dominates the organization, and which should ideally exist? To do this, it is necessary to consider the signs of each of them.
The principle of building the first three systems is the dominance of production units over other services of the enterprise. The opinions of the production workers carry more weight, and all functional services work for them. Those goods are brought to the market that are profitable to produce from a technological point of view, and in the production of which there is already sufficient experience, and not those that are in demand. At the same time, difficulties in selling products completely fall on the shoulders of salespeople, who, in case of failure, are accused of incompetence. Of the marketing tools, only sales, advertising and, occasionally, after-sales service work. This marketing organization system is called production orientation. Typical, although not mandatory, features of such systems are:
· The top management of the enterprise consists of former production workers;
· v collegial bodies management and at public events "the main word" belongs to the head of the production department, Ch. technologist or engineer;
· The production department has the ability to "put pressure" on the director in order to lobby for certain interests;
· The marketing department does not exist or is engaged in finding clients and selling;
· The management of the marketing department (if it exists) is carried out by the head of the sales service or the commercial director;
The setting of selling prices takes place in planning department or accounting. The marketing (sales) department has practically no influence on their decisions;
· There is no flexible pricing mechanism;
· Employees of the sales department cannot make decisions on granting discounts.
In contrast to this provision, the marketing orientation of the company is not based on production indicators, but on market information, on the basis of which short term goals organizations, financial indicators are predicted and production volumes are determined. The price of products in this case is determined on the basis of market prices, the marketing strategy of the enterprise and the projected sales volumes. On the basis of these indicators, the effective and optimal production volumes are determined and decisions are made on various services of the enterprise.
With this approach, information flows are directly opposite to the direction of flows when using the first three concepts. So, first, information about the market is collected, processed and analyzed in the marketing service, and then the necessary indicators are transferred to other divisions of the enterprise. The indicators of such a system are:
· Setting (not necessarily approval) prices for products by the marketing service;
· Continuous improvement of products, renewal and expansion of the range;
· Investments in marketing research of the market;
Development of activities to attract potential clients and retention of existing ones;
· Work on the image of the enterprise;
· Subordination of the marketing service directly to the director of the organization.
To be competitive, an organization must choose the most effective marketing system for a given market and a given stage of development of the national economy. There are several basic rules for this. The production concept is the best solution if:
· Demand sharply exceeds supply;
· High production costs can be reduced by economies of scale;
· Price is the main factor of choice.
To introduce a commodity approach, the following conditions are required:
· Quality is the main factor of choice;
· High quality elasticity;
· Quality - a distinctive feature of a product from competitors' products;
· High-tech and high-precision goods.
The sales concept can be used when:
· The product is not in demand, but has a certain value for consumers (insurance services);
Needs to be implemented quickly stocks of goods when changing activities or liquidating an organization;
· The product is standard and the market is highly competitive.
The fourth approach is effectively implemented if:
· The market is competitive and dynamic;
· Consumers understand the product and are looking for the most optimal purchase option;
· New items often appear on the market;
· Absence or decrease in demand for the company's products with a steady demand for similar products of competitors.
Marketing philosophy, or integrated marketing, involves two levels of management of the marketing system.
The first level - external marketing consists in representing the interests of the enterprise in the market, attracting customers, creating a favorable image, i.e. demand management. The second level - internal marketing is to protect the interests of the consumer within the enterprise. In this case, we are talking about taking into account customer suggestions for improving products or improving the distribution system, as well as tracking market trends and consumer preferences. At this level, marketing services are a force that opposes production workers and economists.
The individual goal of any construction company is efficient, expedient activity, stable production, production and sale of construction products or services that provide a constant income and an appropriate level of quality of life for its employees.
The high-quality creation of a building system and its effective functioning entirely depend on how successfully, precisely, the goals of the organization for each stage of the life of the system were determined, predicted for a long period. The goals of any social organization, production system are determined on the basis of a thorough, systematic analysis of the environment external to the system under consideration.
The external environment of a construction enterprise is, as a rule, more complex, more multifactorial and more dynamic than the external environment of any other manufacturing enterprise, since the production process of creating construction products involves the largest number of participants in its sphere and differs in the maximum variety of natural conditions, in which it flows.
In the theories of organization and systems, any system is considered in close relationship with its environment. Consequently, construction marketing will correspond to its own marketing construction environment, which is at a specific point in time in a certain state and has its own specific development trends.
Taking into account all of the above, the marketing system of orientation of a construction enterprise in market conditions should be a comprehensive study of the external environment surrounding this enterprise, determination in it of its place and place of its construction products (construction services), consumer requirements for volume, quality, price of products and services. This is achieved through a comprehensive, comprehensive and systematic analysis of the market, forecasting demand, prices, creating new types of products and services, advertising, coordinating in-house planning, financing, etc.
The marketing system in construction is aimed primarily at determining the individual goal of organizing construction production. A deep understanding of the essence and nature of the organization of building systems is essential, a prerequisite reasonable use of the results of marketing research, which determine, in general, the efficiency and economy of the construction enterprise and construction production.
Today, marketing is a set of regulations, rules, recipes on rational ways of establishing a chain "producer - consumer", starting with the production of building goods and services needed by the consumer, skillfully supplying them to those markets where they will find demand and sale, and ending with the sale at a price that is acceptable to the buyer and profitable for the seller.
In conditions of fierce competition and rising costs, marketing becomes an indispensable condition for the survival of an economic entity. Interest in this activity is growing as an increasing number of enterprises, including those in the construction sector, realize that it is marketing that contributes to their more successful performance in the market.
Among the problems of the development of construction companies during the period of economic reform, the most urgent are the issues of increasing the efficiency of their activities, directly related to the satisfaction of consumer demand for construction products, works or services.
Marketing as a system of orientation for a construction company involves the analysis and improvement of all aspects of its activities: from the formation of a project idea and primary engineering and design and architectural developments, to the sale of construction products among end users. Already at the stage of creating an idea for a building system, it is possible to set the task of creating a marketing service capable of determining the goals of the organization, and searching for potential investors.
Thus, the system of orientation of construction enterprises in a market economy is a marketing tool that provides the opportunity to timely regulate the organizational structure of a construction enterprise, improve its internal and external relations, prevent negative impacts of risks and, ultimately, create necessary conditions for the optimal functioning of the construction system (construction company, construction industry).
Marketing activities need to start with planning.
Usually companies draw up annual, long-term and strategic plans:
· An annual plan is a short-term plan describing the current situation, company goals, strategy for the coming year, action program, budget and forms of control.
· The long-term plan describes the main factors and forces that will influence the organization over the next several years. It contains long-term goals, the main marketing strategies that will be used to achieve them, and identifies the resources needed. This long-term plan is updated annually with the aim of making adjustments in accordance with the changes that have occurred. Annual and long-term plans are related to the current activities of the company and help in its implementation.
· A strategic plan is created to help a company take advantage of opportunities in an ever-changing environment. That is, there is a process of establishing and maintaining a strategic alignment between the goals and capabilities of the company, on the one hand, and the changing market opportunities, on the other.
Strategic planning is the foundation for all other types of planning in the company. It starts with defining the global goals and mission of the company. More specific goals are then set. For this purpose is going full information O internal environment the organization, its competitors, the market situation and everything else that in one way or another may affect the work of the company. After the SWOT analysis, a detailed report on the strengths and weaknesses company, opportunities and threats that it will have to face. Senior management then decides what specific construction activities should be undertaken, what support should be provided to each of them. In turn, each business unit responsible for a particular type of activity must develop its own detailed marketing and other plans, in accordance with the general plan of the company. Thus, marketing planning is carried out at the levels of departments responsible for certain types of construction activities and markets. It facilitates strategic planning through detailed planning of various marketing situations.
The strategic plan includes several components: mission, strategic imperatives, strategic audit, SWOT analysis (analysis of strengths, weaknesses, opportunities and threats), analysis of the business portfolio, goals and strategies. This plan is supported by such plans and in turn supports them.
A mission statement defines the main purpose of the company. A clear mission statement acts as an “invisible hand” that guides the company's employees, allowing them to work independently and at the same time collectively to achieve the overall goals of the company.
Strategic audit consists of two main parts: internal and external audit.
External audit, or audit of the marketing environment, examines the macro environment and the environment of the company's tasks.
Internal audit examines all aspects of a construction company. It includes all major operations: procurement, construction, sales, marketing and after-sales services. In addition to the listed processes, the audit extends to the so-called supporting activities, on which the main activities of the company depend: the conclusion of procurement contracts, technology development, personnel management and the organization's infrastructure. All this is outside the scope of traditional marketing activities, but the marketing strategy depends on all of these components.
SWOT analysis allows you to identify the strengths and weaknesses of the company, opportunities and threats during a strategic audit. After the audit, a large amount of information of varying degrees of importance and reliability is accumulated. SWOT analysis clears this information and highlights the most important results of internal and external audit. A small number of pivot points allows the company to focus its attention on them.
Having formulated the mission of the company and the tasks facing it, the management must plan its business portfolio, that is, the set of types of construction activities that the company will be engaged in. A good business portfolio is one that optimally adapts the strengths and weaknesses of the company to the capabilities of the environment. The company should, firstly, analyze its existing business portfolio and decide on which areas of activity to direct more or less investment (or not at all), and, secondly, develop a growth strategy to include new areas of activity in the portfolio.
The strategic plan of the company determines the areas of activity that the company will develop, and the tasks associated with each of them. Then each area of activity should be planned in more detail. To achieve strategic goals, the main business units of the company must work harmoniously in all areas - in marketing, in financial policy, in accounting, in procurement, in production, in recruiting, etc.
The overall strategy of the company and its marketing strategy overlap in many ways. Marketing cares about the needs of the consumer and the company's ability to meet them; the same factors are determined by the mission and objectives of the company. In the strategic planning of the company, many concepts of marketing are used - market share, market development, growth; sometimes it is difficult to separate strategic planning from marketing. In practice, some companies call their strategic planning "strategic marketing planning".
Marketing needs to determine The best way achieving strategic goals for each division of the company. The goal of marketing managers is not always to drive growth in sales of construction services. Their goal may be to maintain existing sales while reducing advertising costs and promoting construction services in the market, or even reducing demand. In other words, the marketing function must maintain demand at the level specified in the strategic plans of senior management. The marketing department helps the company assess the potential of each business unit of the company, set goals for each of them and then successfully achieve their goals.
The strategic plan defines the general purpose and objectives of the company. Within each business unit, marketing helps to address common strategic objectives.
Marketing strategy focuses on target buyers. The company selects the market, divides it into segments, selects the most promising from them and focuses on serving and satisfying these segments. She develops a marketing complex, which consists of components under her control: goods (in our case, construction services), price, sales and promotion of goods. To compile and put into action the optimal marketing mix, the company analyzes marketing information, planning marketing, organizing a marketing service and marketing control... Through these actions, the company monitors the marketing environment and adapts to its changes.
The development of a marketing plan for a construction company is described on the basis of F. Kotler's methodology. The technique is a full-fledged practical guide for drawing up marketing plans and deserves detailed coverage in the theoretical part of the thesis. According to this technique, a detailed marketing plan should contain the following sections: an overview of the marketing plan, current market conditions, threats and opportunities (SWOT analysis), tasks and problems, marketing strategies and marketing mix, action programs, budgets and control procedures.
The marketing plan should start with a summary that briefly describes the goals and proposals for their implementation. F. Kotler in his work gives the following example.
“The marketing plan for 1999 aims to achieve a significant increase in sales and profits over the previous year. Estimated sales volume of $ 240 million, target profit is 20% of sales volume. We believe that this growth can be achieved by reducing production costs, increasing the level of competitiveness and improving distribution methods. Net income from operating activities will amount to $ 25 million, which is 25% higher than last year. To achieve these goals, $ 4.8 million or 2% of the planned sales volume will need to be allocated to sales promotion. Advertising spend should be $ 7.2 million, or 3% of planned sales ... "
An overview of the marketing plan helps senior management understand the key points of the plan. The overview should be followed by a table of contents.
To characterize the current state of the market, a construction company must conduct a marketing audit. Marketing audit is a systematic comprehensive study of the activities, the environment of the goals and strategies of the company in order to identify the problems and opportunities of the company. The marketing audit consists of the following sections:
· Audit of the marketing environment (macro and micro environment).
The factors of the construction marketing macroenvironment can be grouped into the following groups: demographic, economic, political, environmental, scientific and technical, and factors of the cultural environment.
The influence of demographic factors on construction marketing is multifaceted, for example:
1) population growth in a favorable economic environment stimulates an increase in demand for housing construction;
2) a change in the sex and age structure of the population significantly affects the shifts in the construction of objects of social and cultural significance;
3) a decrease in the number of members of an average family can, other things being equal, lead to a deformation of demand for construction products, etc.
The most radical impact on the marketing of construction is exerted by the economic environment, which includes: the general state of the economic environment; the level of business activity in general and in the investment sphere in particular; the degree of economic liberalization and government interference in the activities of construction organizations; openness of the economy to foreign investors and the possibility of international exchange; employment of the population and the level of savings of farms, economic policy of the state, etc.
The political environment of construction marketing is not much different from the political environment of entrepreneurship in general. In all respects, political stability is especially important for construction, since entrepreneurial investments are most often of a long-term nature.
The influence of environmental factors on construction marketing is difficult to overestimate, since no large investment project is complete without an environmental impact assessment.
Marketing in construction adopts the factors of scientific and technological progress that contribute to an increase in the quality of life of the population.
From the factors of the cultural environment in the marketing of domestic construction, it can be noted that the rather rapid urbanization of Russian society has led to the erasure of national traditions and the emergence of many typical buildings and even the so-called "twin cities".
The main drivers of the marketing microenvironment are: customers, suppliers, subcontractors, competitors, commercial intermediaries. In a market economy, a construction organization has a sufficient degree of freedom in choosing the elements of the marketing microenvironment. But this freedom should not be exaggerated, since the resources of society are always limited, and therefore the freedom of choice is also limited. The choice of the customer, for example, may be limited by the existing specialization of the construction organization, the inevitable localization of construction, etc. Similar restrictions apply to the choice of suppliers, subcontractors and commercial intermediaries. As for competitors, they are usually not chosen, except when entering new markets. The construction organization to some extent can influence competitors, entering into a fight or collusion with them.
· Audit of marketing strategy: company goals, marketing objectives, budget.
· Audit of the marketing organization: the structure of the marketing service, the functional effectiveness of the service, the consistency of actions.
· Audit of marketing systems: information, planning, control, development of new products.
· Audit of marketing effectiveness: profit and cost.
· Audit of marketing functions: construction services, pricing policy, promotion and distribution channels, sales services.
The SWOT analysis section is based on the results of the marketing audit. This is a short list of the key success factors, strengths and weaknesses compared to the competition.
To conduct a competitive analysis of the industry, it is necessary to unambiguously identify all entrepreneurs who can be attributed to the circle of real or potential competitors. The study of the latter is of particular importance in the face of rapid market expansion, high profitability and relatively easy market access and should focus on the following areas:
· Possible strategies of competitors;
· The current position of competitors;
· financial opportunities;
· Entrepreneurial philosophy and culture;
· Goals of competitors.
Research into the activities of competing firms is carried out in three stages:
· Identification of current and potential competitors;
· Analysis of performance indicators, goals and strategies of competitors;
· Identifying the strengths and weaknesses of competitors.
The analysis of competition in the market is carried out within the framework of common system collection and processing of information operating in the company. Identification of existing and potential competitors is carried out, as a rule, on the basis of one of the approaches: the first is associated with an assessment of the needs, satisfied in the market by the main competing firms; the second focuses on the classification of competitors in accordance with the types of market strategy they apply.
In the first approach, competing firms are grouped according to the type of needs that their products satisfy, and the following main groups of competitors are distinguished:
· Firms focused on satisfying the entire range of demands made by the consumer for construction services;
· Firms specializing in meeting the specific needs of individual market segments;
· Firms planning to enter the market;
The method for identifying competitors based on groupings by the type of strategy is based on grouping in accordance with the key aspects of their orientation in production and marketing activities:
· Strategy in the field of market expansion;
· Strategy in the field of pricing policy and quality policy;
· Technology strategy.
Such studies allow us to identify the most dangerous potential competitors, which most often include:
· Firms prone to market expansion, which operate in geographically adjacent markets;
· Firms following a production diversification strategy and operating in a given or related area;
· Large firms-subcontractors;
Small firms that, as a result of acquisitions a large company, become strong competitors in the market.
A SWOT analysis includes the following elements:
· Identification of changes in the structure of consumer preferences (opportunities opening up in the market);
· Assessment of the expected actions of competitors to use these opportunities (threats);
· Defining the goals and strategy of the firm to respond to emerging opportunities and threats;
Study of the strengths and weaknesses of competitors, in relation to the firm, in the most important aspects economic activity(organization of production, management, sales, etc.), collection of relevant information.
After conducting a SWOT analysis, the firm identifies the tasks and problems that need to be solved in the implementation of the marketing plan. Objectives should be formulated in terms of goals that the company would like to achieve during the period under review. (For example, increase the market share to 15% if the current market share is 10%).
Next, a marketing strategy is drawn up, used to achieve the set goals. A marketing strategy is a logical framework for marketing activities through which a company hopes to fulfill its marketing objectives. It consists of separate strategies for target markets, positioning and marketing mix. The marketing strategy should clarify the market segments on which the company plans to focus its efforts.
When conducting segmentation, it is important to keep in mind that, in general, the meaning of segmentation is not simply to single out groups of consumers (in one way or another) as such, but to find the target market segment for which the product is in this place, at this time and in the given conditions is the best fit. This will allow the management of the enterprise or firm to pay attention to the specific needs and demands of consumers and to build a marketing strategy accordingly.
Potential buyers of consumer products can be grouped according to geographic, demographic, psychographic and behavioral characteristics.
· Geographic (definition of target groups based on geographic characteristics);
Potential consumers of the product are grouped by region of residence and (or) by the number of inhabitants in the settlement. The place of residence of this target group is determined (regions or republics within the Russian Federation, districts and cities of regional subordination, city districts, etc.). For most construction organizations, the market segment is limited to the region, rarely spreading across the country. On the regional market, municipal, regional and federal construction can be distinguished.
· Demographic (definition of target groups by demographic characteristics);
Consumers are grouped by age group, income level, professional composition, educational level and / or religious beliefs. It is especially important to take this into account when specializing a construction organization in the construction of housing and social and cultural facilities.
· Psychographic (definition of target groups based on psychographic characteristics);
It is possible to group consumers according to the following criteria: lifestyle, social stratum, personal qualities. This feature is most significant when segmenting the housing market, social and cultural facilities.
· Behavioral (definition of target groups based on behavioral characteristics);
Segmentation is possible by the nature of the purchase, the attitude of consumers to the status of a regular customer, the search for benefits from the purchase, the willingness to purchase, the need for the product, loyalty to the product and / or the perception of the product.
The main sales markets for construction companies are the markets of organized consumers. End-user and organized marketers typically use the same variables to segment their markets. Buyers in the organized consumer market can be segmented by geography, by the nature of the benefits sought, by user status, by intensity of consumption, by degree of commitment, degree of readiness to perceive the product and attitude towards the product. In addition, marketers in the organized consumer market use some additional variables. These include demographic characteristics, technological characteristics, procurement approaches, situational factors and individual characteristics. Let's take a closer look at the variables used to segment organized consumer markets:
· Demographic characteristics: industry, company size, location.
· Technological variables: technology, user or non-user status (active, moderate, weak, non-user), user capabilities (high volume of services required, low volume of services).
Procurement organization system: procurement organization (centralized, decentralized), priority structure, existing relationships (established relationships, new relationships), general procurement policy (regular procurement, leasing, competitive bidding, procurement under government orders), procurement criteria (service , quality, price).
· Situational factors: urgency, requests for goods (work on all or on certain requests), size of the order (small, medium, large).
· Individual characteristics: similarities or differences between buyer and seller, attitude to risk, commitment or non-commitment to suppliers.
Target groups can be defined both by one and by several criteria.
When defining target groups, it is necessary to answer the following questions:
· Are there several different types of customer descriptions? What is the size of each target group? Can you formulate your consumer profile (s)?
· After a product is purchased, who influences its customers? The extent of this influence? How can you describe these people?
· Does the target group represent approximately 50 percent of the total market capacity, or will it have to target a narrower segment?
· Is it possible to define one narrow focused profile of the target customer? What is this profile?
· Is the target market stable or has a tendency to shrink?
· What challenges and opportunities can be identified when analyzing target groups?
After segmentation and definition of target groups, it is necessary to determine separate strategies for all components of the marketing complex: product, price, promotion methods, distribution methods. Consider these components:
The product is a construction product manufactured for sale. The product itself, as an element of the marketing mix, is considered according to those stages of maturity: product by design, product in real performance, product with reinforcement. In this case, the following characteristics can be distinguished:
· mounting;
· quality;
· design;
· Ecology;
· Location;
· Architecture;
· after-sales service;
· guarantees.
In this case, the product by design is to protect consumers from the negative impact of the environment, the product in real design is a convenient location for housing and beautiful architecture, goods with reinforcement are a turnkey delivery of a construction project, a long-term guarantee of normal operation, financial support of the buyer during the acquisition process. ...
The product policy of a construction organization should be based on the following principles:
· Focus on material or origin of goods: the wider the variety of building materials, the wider the range of possibilities of the construction organization;
· Orientation to a certain price level, based on the purchasing power of consumers;
· Focus on a range of problems, in accordance with the needs of consumers.
· Focus on the area of knowledge: technically complex objects are only within the power of construction companies employing highly qualified specialists.
Strategically, the product policy of a construction organization should be based on the concept of the product's life cycle. The life cycle of a product includes the following phases: product development period, market entry, sales growth, maturity, saturation, recession and exit from the market. For most properties, the life cycle is measured in decades. The high capital intensity of construction projects requires a significant intensification of marketing efforts at the early stages of the life cycle.
The formation of the company's product policy includes:
· Determination of current and future needs of buyers, analysis of the ways of using these products and peculiarities of purchasing behavior in the respective markets.
· Evaluation of existing analogues of competitors in the same areas.
· Critical assessment of the products manufactured by the enterprise from the point of view of buyers.
· Deciding which products should be added to the assortment and which ones should be excluded from it; whether it is necessary to diversify products at the expense of other areas of production of the enterprise.
· Consideration of proposals on the creation of new products, improvement of existing ones, as well as on new methods and areas of application of goods.
· Development of specifications for new or improved products in accordance with the requirements of buyers.
· Explore the possibilities of producing new or improved products, including issues of prices, costs and profitability.
· Carrying out product tests, taking into account potential needs, in order to determine their acceptability in terms of key indicators.
· Development of special recommendations for the production units of the enterprise regarding the requirements of consumers in accordance with the results of the tests carried out, confirming the acceptability of the characteristics of the product or predetermining their changes.
· Evaluation and revision of the entire range.
Price is the amount of money buyers have to pay to receive the item. This group of variables includes:
· Price according to the price list;
· Discounts;
· Term of payment;
· loan conditions.
The main competitive advantages in the construction services market are prices, as well as the firm's reputation for quality of work. The indicator for assessing the competitiveness of a construction company should be built, first of all, taking into account the price of the offered service.
· Place and role of price in marketing strategy; price is the main element of the marketing mix and is often the main criterion for evaluating the effectiveness of marketing efforts;
· Methods of price calculation; the choice of pricing methods determines the degree of realism of prices, and hence the validity of the chosen marketing strategy;
· The place of the construction organization in the price war;
· Pricing policy for new products;
· The life cycle of the goods produced;
· The level of demand for the product; since the price can be considered as an agreement between the seller and the buyer, then in a free market, the buyer's opinion, expressed by effective demand, is often decisive;
· Production costs as the lower price limit;
· A system for providing goods and customer service; Usually this method is quite productive when the consumer receives the goods with reinforcement, i.e. a system for ensuring the goods in the process of their use;
· Costs of purchasing goods;
· The level of the base price; deviations from the base price should be due not so much to the price claims of the construction organization, but rather to the competitiveness of construction products;
· The presence of restrictions on the setting of prices; when the market for construction products is monopolized, the state is forced to impose restrictions on the price claims of builders by setting price caps, profitability standards and other restraints.
The following stages of the formation of a pricing policy for construction organizations can be distinguished:
· Setting pricing goals;
The various goals of pricing can be summarized in three groups: 1) ensuring the survival of the enterprise in the market, which is achieved through the price coverage of all production costs; 2) maximization of current profit, when, along with covering production costs, the price allows you to create the maximum possible profit; 3) obtaining competitive advantages to expand sales markets and increase sales.
· Formation of a pricing policy;
The pricing policy is formed as a way to achieve the chosen goal. It provides for a coordinated set of actions, including: identifying the target market, analyzing the brand image, analyzing other elements of the marketing strategy, determining the general pricing policy, developing a pricing strategy and setting specific prices.
· Development of pricing strategies;
The pricing strategy for the production of traditional goods is mainly reduced to gaining competitive advantages in terms of product quality or in establishing deeper price differentiation. F. Kotler considers nine pricing strategies:
Table 1.1
Matrix of pricing strategies in the "price-quality" system
· Implementation of pricing strategies;
The implementation of a pricing strategy relies primarily on the selection and use of pricing methods. There are the following pricing methods: 1) costly, the price is set as the sum of all costs and the desired profit; 2) market-based, the price is set based on the perceived value of the goods; 3) competitive, when the price is the result of a compromise between the price claims of the construction organization and the purchasing power of the consumer.
· Price adjustment.
Distribution methods involve the actions of a company to make a product available to targeted consumers. When determining the methods of distribution of goods, the following are studied:
· sales channels;
· Market coverage;
· Location;
Distribution channels are most often distinguished by levels, i.e. by the number of commercial intermediaries between the producer and the consumer. There are four distribution channels for construction products: realtors, an investment company, a contract organization, and customers.
In recent years, the most common distribution channel for construction products has been the zero-level channel, when economic relations develop directly between customers and construction organizations. Having the necessary investments and knowing the conjuncture of the construction work market, the customer prefers to work with contractors himself, avoiding intermediaries.
A contract organization as an intermediary between a construction organization and a customer appears in two cases: budget financing of construction or mass production of construction products.
The second tier distribution channel also includes an investment company. Unlike a contract organization, which mainly distributes budgetary funds, an investment company can accumulate savings from all sources, including household deposits.
The third-level distribution channel occurs when a realtor appears, who is an intermediary between the seller and the buyer of real estate. In principle, he can directly interact with construction organizations and customers, but more often he deals with ready-made construction products.
A company's overall marketing communications program, called a promotion package, is a specific combination of advertising, personal selling, sales promotion, and public relations. All of these tools are used by companies to achieve advertising and marketing goals. Below are definitions of the four main means of promotion.
· Personal sale - the presentation of goods to one or more potential customers, carried out in the process of direct communication and with the aim of selling and establishing long-term relationships with these customers.
· Sales promotion - one-time incentive measures that encourage the purchase of certain goods and services. In construction - discounts, sales, sale of real estate on credit, etc.
· Public relations - building relationships between the company and various contact audiences by creating a beneficial reputation for the company, a positive "corporate image" on the one hand, and eliminating or preventing unwanted rumors, gossip and actions on the other. Nowadays, not a single large investment project can be implemented without taking into account the opinion of the population and public institutions. With a sharp reduction in budget funding for capital construction, one cannot do without lobbying representatives of the legislative and executive power at all levels of government.
At the same time, the concept of communications is not limited only to these promotion tools. The external design of the product, its price, general appearance - all this is a way of transmitting information to the buyer. Thus, although the product promotion complex is central to the company's marketing communications program, other components of the entire marketing mix (product, price and distribution) should not be neglected to achieve optimal results.
The most common form for construction products is personal sale. This is due to: firstly, the specifics of construction products, where real estate objects prevail; secondly, the peculiarities of the production of construction products (as a rule, to order); thirdly, a system of payments for completed construction work (significant savings are required); fourth, the composition of buyers (usually a group of professionals).
The main points of the sales policy of the enterprise are as follows:
· Formation of a sales strategy and development of sales plans;
· Selection of sales channels and establishment of contacts with customers.
Within the framework of construction marketing, the following types of sales policy are distinguished: 1) personal sales; 2) association of producers of complementary goods; 3) an association of producers with a common clientele; 4) the creation of manufacturers' associations; 5) concession. Highlight here sales policy on the basis of the creation of associations of construction organizations. This type of sales activity is especially beneficial for small and medium-sized construction organizations. For example, in Rostov-on-Don, there is an Association of Don Builders. There are the following main types of sales management organization: 1) functional; 2) regional; 3) commodity.
The remaining sections of the marketing plan (action programs, budgets and control procedures) will be discussed in the next paragraph.
According to V. Khrutsky, the development of an integrated marketing plan is carried out in three stages:
· Preparatory (determination of the content, purpose and format of the plan, the circle of responsible executors and their preparation);
· Development of individual activities of the plan (collection and processing of the necessary information based on the results of marketing research, identification of problems, goals and objectives of the plan, ways of solving problems);
Consolidation of individual activities (drawing up general plan for a construction company and submitting it for approval to the company's management).
The procedure for developing an integrated marketing plan is regulated by the Regulation on the marketing plan of the enterprise.
Table 1.2
Organization of work on drawing up a marketing plan
What is being developed and implemented |
Expected Result |
Order to create a group for marketing |
It is necessary to determine the circle of persons responsible for conducting marketing research, systematizing marketing assessments, developing organizational and technical documents for introducing marketing into the management decision-making system |
What is being developed and implemented |
Expected Result |
| Marketing research format | Creation of a unified methodological basis for marketing research; searching, collecting, analyzing and displaying marketing information |
| Formulating Marketing Problems | It is necessary to determine the most important problems of the marketing complex of the enterprise, to identify its target segments |
| Marketing strategy | Allows you to effectively solve the problems of the enterprise in the field of marketing |
| Recommendations for marketing research | Allows you to systematize marketing assessments, collect, process and analyze information in the field of marketing in all divisions and services of the company, at all levels of management |
Plan format marketing |
Allows you to determine the form of a uniform presentation by structural units of activities in the field of marketing in accordance with the assessments and results of marketing research |
At the first stage, the structural divisions are determined, which should participate in the preparation and implementation of the marketing plan. Responsible managers or specialists are allocated in each of the divisions, and a working group is formed, headed by the head of the market research service.
In the process of forming a working group, special attention should be paid to the distribution of functions when drawing up a marketing plan between representatives of various structural units enterprises. For the group, 2-3 representatives of each structural unit are selected. The total number of the group is 8-12 people. The distribution of powers in the group is approximately as follows:
Table 1.3
Approximate distribution of authority and responsibility among the members of the working group for the preparation of the marketing plan
| Structural subdivision | The nature of the expertise |
responsibility |
| Top management | Approval of marketing goals; determination of prices; general leadership | Determination of promising directions; formation of the company's pricing policy; coordination of work |
| Linear production units (brigades) | Product manufacturing; performance assessment | Product development; quality of customer service; product analysis |
| Sales department; commercial service | Collection and processing of orders; the formation of a sales network; advertising | Consumer analysis; analysis of product promotion; distribution channels |
| Technological service | Product design; technology development | Product development; determination of comparative competitive advantages |
| Financial service | Financial planning | Development of budget and implementation costs |
In the second stage, the members of the working group get acquainted with the results of the market research conducted by the market research service (it brings the results marketing research for the upcoming planning period to individual structural divisions), with the main goals of the construction company and its development strategy for the coming period, determine the list of problems to be solved by means of marketing, formulate the goals and objectives of the plan (taking into account the overall goals and strategy of the enterprise), outline the ways solutions of the problems facing the enterprise (in accordance with the capabilities of each department). A set of activities for each structural unit is presented in a unified form (in the format of a marketing plan). A marketing plan is developed according to a unified methodology in structural divisions and for the enterprise as a whole.
At the third stage, all the materials of the working group in accordance with the regulations (i.e. by a certain predetermined date) are submitted to the market research service for their subsequent consolidation into a single integrated marketing plan of the enterprise. The market research service examines the measures developed by other departments, if necessary, makes adjustments (for this, a certain mechanism should be provided for resolving a possible conflict of interests of various departments), clarifies the responsible executors and submits the final version of the plan for approval to the management of the enterprise.
The actual action plan is drawn up in the form of a table, the lines of which indicate the target segments and marketing complexes (product, price, promotion, distribution) for each of these segments. For each of the elements of the marketing complex, a list of measures is drawn up, both general and measures for individual structural divisions (construction and installation departments, teams). The columns of this table also indicate the periods for the execution of these activities, the responsible executors and the necessary resources (funds).
Action plans allow you to formulate a marketing budget to support these actions, calculated on the basis of projected income and expenses.
There are four most common methods for calculating the overall budget: cash, sales percent, competitive parity, and goals and objectives.
· Cash-based method - the allocation of the amount of money by the company for the implementation of marketing activities that it, in its opinion, can afford.
Unfortunately, this method of calculation completely ignores the impact of marketing activities on sales and therefore leads to inflated or underestimated costs.
· Method of calculation as a percentage of the amount of sales - the calculation of the budget in a certain percentage of the current or projected revenue, or as a percentage of the price of the product.
Compared to the previous one, this method has several advantages. It is easy to use and displays the relationship between costs, sales value of goods and the amount of profit per unit of goods. But this method has many disadvantages. He views sales as a prerequisite for promotion, not as a result. The budget is determined based on available funds, not on the prospects for business development. This method does not allow for unplanned costs, in some cases necessary to revive trade. The choice of a specific percentage is arbitrary and not justified by any objective considerations other than past experience of the firm or similar costs of competing firms.
· Method of competitive parity - allocation to the budget of marketing activities of the amount corresponding to the costs of competitors.
There are two reasons to support this method. First, competitor costs reflect the views of most companies in the industry. Secondly, it is believed that the same level of costs helps to avoid fierce competition in the field of promotion. But none of these arguments can be considered convincing. There is not the slightest reason to believe that competitors are better able to estimate the required cost of the company than the company itself. There is also no evidence that competitive parity budgets impede intense competition.
· Method of calculation based on goals and objectives - budget calculation based, firstly, on the formulation of specific goals; secondly, from the definition of the tasks to be performed to achieve these goals; third, from the assessment of the costs of these tasks.
This is the most difficult method in practical terms. The main advantage of this method is that it requires management to clearly articulate communication goals, how to achieve them, and budget for alternative communication programs.
For a real solution to the existing problems of the enterprise, it is also necessary to implement the planned measures and monitor their implementation.
Since there are many unforeseen circumstances in the process of implementing marketing plans, the marketing department must constantly monitor the implementation of marketing activities. Marketing control is an assessment of the results of the implementation of marketing strategies and plans and the implementation of corrective actions to achieve the set goals. It is divided into four stages, listed below.
· Formulation of goals. (What are we aiming to achieve?)
· Measuring performance. (What's really going on?)
· Analysis of performance results. (Why is this happening?)
· Corrective actions. (What should be done?)
Operational control includes comparing the current performance with the planned plan and, if necessary, corrective actions. The purpose of operational control is to make sure that the company is achieving the level of sales, profit and other goals set by the plan. It also includes determining the profitability of various products, territories, markets and distribution channels. Strategic control consists in determining whether the company's main strategies are in line with its capabilities. Marketing strategies and programs quickly become outdated, so every company should periodically rethink its approach to the market. The main tool for such strategic control is marketing audit, in addition, it provides the input data for the development of an action plan to improve the effectiveness of the company's marketing. Sometimes it is carried out by independent auditors.
Many managers believe that “getting the job done right” (implementation) is as important or even more important than “doing the right job” (strategy).
Implementing marketing plans and strategies requires coordinated work at all levels of the marketing organization. Marketing implementation requires the daily decisions and actions of thousands of people inside and outside the company. Marketing managers make decisions about target segments, brand use, packaging, pricing, promotion and distribution methods. They work with others in the company to provide support for their products and programs. They discuss product design with the technology department, production and inventory management with the production department, and finance and cash flow issues with the financial department. They also work with people outside the company, in particular with advertising agencies, in terms of planning. advertising campaigns and with the media, seeking public support. Sales managers motivate businesses retail advertise the company's products, provide them with enough space on the shelves, use the company's promotional materials.
Successful implementation depends on several key points. First, it requires an action program that coordinates the work of all performers and all the activities of the company as a whole. Secondly, the formal organizational structure of the company plays an important role in the implementation of the marketing strategy. While researching thriving companies, marketers Peters and Waterman found that these companies were striving for a simple, flexible structure that allowed them to quickly adapt to changing conditions. Their structure, moreover, tended to be more informal; examples include the MBWA style of management at Hewlett-Packard, the clubs at 3M initiating small group impacts, the new equalization culture of Nokia. However, the structures used in such companies do not always fit other firms; Many of the mentioned successful companies were faced with the need to restructure their structure as the market position and strategy changed.
Decision-making and company reward systems are effective levers through which planning, budgeting, remuneration and other activities are carried out; they also influence marketing implementation. For example, if a company rewards managers for interim results, they have no incentive to work on long-term goals. Companies that recognize this reward their employees for more than just sales. For example, Xerox rewards its employees for customer satisfaction. Effective implementation also requires careful planning of human resources. At all levels, the company must fill its structure and systems with people with the necessary qualifications, motivation and personal qualities. In recent years, many companies have found that long-term human resource planning can provide a significant competitive advantage.
Finally, marketing strategies must align with the overall culture of the company to be successful. The culture of the company is the system of values and beliefs shared by the employees of the organization, the collective consciousness and the mentality of the company. Marketing strategies that do not fit the culture of the company are difficult to implement. Because a company's culture is difficult to change, companies generally choose to develop strategies that are in line with their current culture rather than trying to change their style and culture every time to fit new strategies.
Generally successful implementation marketing depends on how well a company uses the combination of all five elements - the program of action, organizational structure, decision-making and reward systems, human resources and company culture - as part of a single program that supports its strategy.
V. Khrutsky believes that the following main problems arise when developing marketing plans at our enterprises:
· Lack of sufficient data for marketing research.
The factors limiting the use of planning in domestic conditions include an excessively high degree of uncertainty in the Russian market due to ongoing global changes in all spheres of public life: economic, political, social, spiritual, etc. (the unpredictability of such changes reduces the scale and horizons of planning).
· Lack of adequate support from senior management.
Only when the top management of the enterprise understands the importance of market research and the need to develop a marketing plan, can all relevant departments of the enterprise be compelled to participate in the preparation and implementation of the marketing plan.
· Insufficient training of specialists of the marketing service and especially of other structural divisions of the enterprise.
The lack of training of the relevant specialists prevents not only from collecting the necessary data, but also to systematize the marketing information that many divisions of the enterprise already have, to provide it in a form that allows you to really develop a system of measures in this area. It is therefore very important that the enterprise has a solid methodological basis for conducting market research.
· The functions of sales and market research are not separated.
Very often the market research service of an enterprise is part of the sales department. Insufficient status of the market research service leads to the fact that it does not have the ability to carry out the functions of monitoring and evaluating the implementation of the activities of the marketing plan.
The company Remstroybyt LLC (Donetsk, Rostov region) was founded in 1994. At the moment the company is the leading company in the city of Donetsk in the field of construction, repair and construction works. LLC "Remstroybyt" (hereinafter "Remstroybyt") carries out the following types of construction work:
· Installation of metal structures and fittings.
· Construction of monolithic concrete structures.
· Arrangement of reinforced concrete structures.
· Pile works.
· Installation of prefabricated concrete structures.
· Installation of precast concrete structures.
· Masonry from stone, brick, blocks.
· Installation of asbestos-cement, gypsum concrete, wood concrete lightweight concrete polymer products.
· Arrangement of bases and foundations.
· Acting as a general contractor.
· Execution of construction and installation works for buildings and structures of I and II levels of responsibility.
1. Preparation of the construction site.
2. Earthworks:
Layout of areas;
Soil development;
Strengthening and compaction of soils;
Installation of drainages, stone structures.
3. Special work in soil:
Underwater technical works (underwater concreting);
Piling works (all types of piles), including bored and cut-through piles, driving and extracting sheet piles;
Installation of anti-seepage curtains, soil consolidation.
4. Erection of load-bearing and enclosing structures of buildings and structures with a height of more than 40 meters during the construction of bridges and overpasses, up to 40 meters in height during the construction of other structures:
Installation of metal structures and installation of fittings;
Construction of cast-in-place concrete structures;
Reinforced concrete construction;
Installation of precast concrete structures;
Stone, brick and block masonry;
Installation of wooden structures and products.
5. Works on the arrangement of external engineering networks and equipment:
Arrangement of wells, platforms, heads, trays;
Installation of power transmission line supports, industrial and urban transport lines;
Laying of power supply networks up to 35 kV;
Installation of valves;
Installation of sanitary equipment;
Laying of heating networks with a coolant temperature of up to 115 degrees. WITH;
Laying of water supply networks;
Sewer network laying.
6. Work on the arrangement of internal engineering systems:
Ventilation and air conditioning systems;
Laying of internal power supply networks up to 1000 V;
Laying of internal heating networks with a coolant temperature of up to 115 degrees Celsius;
Laying of internal water supply networks;
Laying of internal sewerage networks;
Installation of sanitary appliances;
Internal lighting device.
7. Works on protection of structures and equipment:
Waterproofing of building structures;
Anti-corrosion protection of building structures;
Electrochemical protection of metal structures.
8. Finishing work.
9. Installation of technological equipment:
Lifting and transporting equipment;
Weighing equipment;
Compressor machines, pumps and fans;
Technological metal structures;
Electrical installations;
Boiler plants and auxiliary equipment.
10. Quality control of construction and installation works (including quality control of welded joints by ultrasonic inspection).
11. Transport construction:
Construction of small artificial structures on roads and engineering protection structures;
Construction of roads.
12. Geodetic works at the construction site:
Creation of a geodetic base for construction;
Breakdown of intra-site, except for mainline, linear structures or their parts, temporary buildings (structures);
Creation of an internal alignment network of a building (structure);
Geodetic control of the accuracy of geometric parameters of buildings (structures) and executive surveys with the preparation of executive geodetic documentation;
Geodetic measurements of deformations of foundations, structures of buildings (structures) and their parts.
· Engineering services.
1. Design, technological and construction engineering.
2. Intermediary works and services in construction.
The Remstroybyt enterprise employs over 100 people. The annual turnover of the enterprise under the general contract in 2003 amounted to 400 million rubles, while the company practically does not resort to the services of subcontractors, who carry out only a small part of the finishing work.
The production base of the enterprise includes:
· Reinforcement shop for the manufacture of reinforcing cages;
· A steaming chamber for the manufacture of prefabricated concrete and reinforced concrete structures;
Mechanical and repair shop;
· Carpentry shop;
· Production laboratory;
Remstroybyt has a modern fleet of construction machinery and specialized equipment, which includes:
· Equipment for earthworks (2 excavators, 2 bulldozers, 7 loaders);
· Equipment for driving piles and sheet piles by shock, hydraulic and vibration methods;
· Specialized equipment for automatic and semi-automatic welding of metal structures;
· Power plants EDS-100, PES-10;
· Car lift AGP-2204;
· Crawler crane with lifting capacity up to 50 tons;
· 2 stone cutting machines;
· Small road machinery (2 vibrating plates and 1 seam cutter);
· 4 concrete mixer trucks;
· Concrete pump;
· 3 dump trucks;
· 1 truck crane;
· 5 different specialized vehicles.
One of the basic principles of the Remstroybyt enterprise is the existence of a developed system social guarantees for employees of the enterprise. The company has a system of social benefits: medical care, transportation costs of employees are paid. At all sites, in the office, at production base free hot meals for employees were organized. The firm is building its own housing for its employees. The employees of the enterprise and their families are provided with vouchers for rest and treatment; the company has its own recreation center on the Black Sea.
The sales department of the Remstroybyt enterprise was founded in 1998. The department has two sales managers who report directly commercial director enterprises. In this paper, it is supposed to show the feasibility of introducing the position of a marketer and education of the marketing and sales department into the staffing table of the enterprise, which will be headed by the commercial director of the enterprise.
The sales market for the company's construction services can be segmented by geography (Donetsk, Donetsk region, nearby cities: Kamensk, Gukovo, Zverevo) and by technological principle (industrial construction, civil construction).
At the moment, we can also note the receipt of contracts for construction work through a competitive bidding system. Let's highlight the following changes in the structure of procurement of construction services government agencies:
· Increase in the number of members of the "purchasing center" - the decision on the purchase is made by a commission created by the local Department of Construction and Housing and Utilities;
· The increasing role of the chief specialists of local administrations (for example, chief architects), who, as a rule, are appointed by experts to the procurement (tender) commissions and play an important role in making the final decision;
· An increase in the size and cost of construction contracts;
· Aggravation of the competition;
Transition from the system personal sales sales agents to the team trading system;
For the distribution of construction products, Remstroybyt uses zero-level channels, that is, it works directly with customers.
Let's consider the organization of work of the sales department of the enterprise "Remstroybyt" in more detail.
Every three months, at a meeting in which the commercial director and department managers take part, a plan for the sales department for the next quarter is developed.
This meeting also reviews the department's performance over the past quarter. When summarizing the activities of the marketing and sales department of the enterprise, the following issues are discussed:
· Comparison of the number of construction works in the current and past time periods;
Analysis of enterprise clients
· Analysis of the conditions of sales of construction services of the enterprise;
· Analysis of the size of discounts provided to customers; ratio of different sizes of discounts;
· Qualitative and quantitative characteristics of managers' activities;
· Fulfillment or non-fulfillment of individual points of the department's activity plan in the last quarter, reasons for non-fulfillment;
Sales managers select and analyze various advertising options, the final decision is made by the commercial director. This topic will be discussed in more detail in the next section.
Direct sales activities of sales managers can be divided into two parts:
1. "Passive" sales - work with clients who have contacted the firm. Potential buyers contact the company by phone or visit the office in person. The job of managers can be as follows:
· Consulting clients on the cost of various types of construction work;
· Familiarization of clients with the conditions of construction work, demonstration of catalogs and brochures;
· Informing potential buyers of housing stock with prices for housing in houses being built by Remstroybyt;
· Invoicing potential clients;
2. "Active" sales - search and attraction of new customers. Active sales also take place, both by telephone and in person. It includes the following steps:
· Search for potential customers using the phone (telemarketing), directories, mass media, by polling existing customers;
· Visiting potential clients with distribution of price lists, brochures and catalogs;
· Participation in construction exhibitions;
The structure of the sales service of the enterprise is complex: the territorial structure prevails, but there is also a customer orientation (see below). The first sales manager is fully responsible for "active" and "passive" sales in the local market (Donetsk, Donetsk region), the second - for "active" and "passive" sales in the nearby territory (Gukovo, Zverevo, St. Kamensk). The managers of the enterprise are also trying to work on the territory of Ukraine (for example, Krasnodon), but due to customs barriers, various rules for licensing and certification of construction works and services; at the moment it is difficult to carry out such sales activities.
If one of the managers is absent from the workplace for a long time (illness, business trip, etc.), another manager replaces him. In "passive" marketing, the question of which sales manager will work with a potential buyer is decided on the basis of the "who answered the phone" principle. "Active" marketing is carried out according to the principle of customer orientation: the one who finds him works with the client. (The latter introduces some confusion in the work and reporting of managers, since a situation arises when, for example, a client from Donetsk comes to the office and the manager, "leading" the nearby territories, agrees on the work.)
Sales managers also monitor the payment of invoices issued to customers and, once funds are received in the company's current account, control and coordinate the construction process. (This is done by the manager who worked with this client).
The commercial director organizes, plans and controls the work of the sales department. In addition, he is involved in organizing the participation of the enterprise in competitive bidding (tenders). The Commercial Director collects information on the conduct of competitive tenders, organizes the preparation of documentation for tenders, and directly participates in competitive tenders.
Upon receipt of information about the upcoming competitive tender, sales managers transfer it to the commercial director for making a decision on participation or non-participation in this tender. In preparation for participation and directly participating in the competitive bidding, sales managers help the commercial director in preparing documentation and resolving current issues.
The remuneration system for managers of the Remstroybyt enterprise - salary + bonus. The salaries of sales managers are established according to the staffing table of the enterprise. Bonuses are paid based on the results of transactions of a specific manager. Managers, like all employees of the company, are provided with a "full social package": they are provided with vacations, sick leave, etc.
Planning the marketing activities of the enterprise for the next three months includes the following:
· Identification of a circle of potential customers and development of an action plan in this market (the executor is a sales manager working with the local market);
· Determination of the area of competence and area of responsibility of managers when carrying out various sales activities;
· Determination of the timing of various marketing activities;
· Determination of the terms of sales in the period under review and the amount of discounts provided to customers;
· Coordination of the activities of managers and commercial director when participating in various competitive tenders.
Unfortunately, the preparation of sales forecasts at the enterprise is not practiced, although when developing an action plan for the marketing and sales department, to some extent, the state of the internal and external environment of the company is taken into account, namely:
· Economic situation in the country and the Rostov region;
· Changes in the legislation of the Russian Federation;
· Activities of competitors.
Monthly managers of "Remstroybyt" provide the director with a report on the work done. The report lists sales activities carried out by managers in the past month (report on completed work), as well as sales of the manager for the month (report on contracts). Based on these reports, a comparison is made between the planned and completed scope of work and some adjustments to the quarterly sales plan are made. Monthly progress reports are the director's main source of information on the activities of sales managers. In addition, the director monitors the work of managers, its quantitative and qualitative assessment with the help of personal observations and the organization of "feedback" (communication with clients).
Based on the data below, it is possible to identify a trend towards an increase in the volume of construction work and services provided by the enterprise (see Fig. 2.1).
Rice. 2.1 Gross profit of Remstroybyt LLC under general contracts in 2002-2003
In fig. 2.1 shows the seasonality in the demand for construction work. The main peak of work falls on the period from March to October.
In fig. 2.2 and fig. 2.3 shows the ratio in the structure of works of LLC "Remstroybyt" of industrial and civil construction in 2002-2003.
Figure 2.2 Gross profit of Remstroybyt LLC under general contracts in industrial and civil construction in 2002
Figure 2.3 Gross profit of Remstroybyt LLC under general contracts in industrial and civil construction in 2003
Based on Fig. 2.2 and Fig. 2.3, the following patterns can be identified. Firstly, in winter, civil construction takes a large share in the construction contracts of the enterprise. Secondly, the increase in turnover is primarily due to industrial construction, which is associated with the current economic growth, the emergence of new enterprises and the expansion of the areas of activity of existing ones.
As noted in the previous chapter, a company's overall marketing communications program involves a combination of advertising, personal sales, sales promotion, and public relations. Let's consider them in order, in relation to the enterprise "Remstroybyt".
When determining the budget for the promotion of construction work and services at the enterprise, the method of calculating from cash is used. As noted above, this calculation method ignores the impact of promotional activities on sales.
· Participation in specialized exhibitions;
When selecting and analyzing various advertising options, the job responsibilities of managers include the following:
· Viewing specialized press, postal advertisements in order to select options for participation in construction exhibitions;
· Consideration of the selected options: analysis of the expected attendance of the exhibition and the number of companies that will participate in the exhibition; whether competitors are going to participate in the exhibition or not, etc.
· Analysis of specialized directories, magazines and newspapers in order to select advertising options according to the following parameters: circulation, distribution regions, distribution methods, correlation with the target advertising audience, the cost of advertising depending on its type and size, the cost of reaching 1000 people of the target advertising audience.
· Analysis of possible options for outdoor advertising.
Finally, the question of the choice of exhibitions in which the company will participate; options and methods of postal and outdoor advertising; the types and methods of advertising in the press are decided by the director. He also decides on a specific performer and coordinator of this advertising option. (For example, he can entrust the development of an advertising module for a building guide to an advertising agency, and assign one of the managers to coordinate and control this process).
Let's take a closer look at the work of managers in the preparation and holding of specialized exhibitions of construction equipment. This work consists of the following:
· Inviting potential customers by phone to the company's stand;
· Organization and control of the design of the company's stand at the exhibition;
· Work at the exhibition stand: demonstration of equipment, collection of information about organizations that are interested in the enterprise;
· Sales work based on the results of the exhibition.
Below is table 2.1, which analyzes the costs of the company "Remstroybyt" for various promotional activities, as well as their return and payback.
Table 2.1
The table shows that the most profitable of all types of advertising is outdoor advertising, the most unprofitable at the moment is participation in construction exhibitions.
The main method of stimulating the sales of the company is to provide discounts depending on the volume of work, as well as discounts regular customers... The enterprise does not carry out any significant work on organizing and building public relations.
The pricing policy unites and consolidates all marketing decisions of a construction organization.
The price list of the enterprise for all types of construction work is given below (see table 2.2).
Table 2.2
Price list of LLC "Remstroybyt" of the cost of design work as of 03/01/2004 (data of internal statistics of the enterprise)
Table 2.3
Price list of Remstroybyt LLC of the cost of erecting a "box" of a building with materials as of 03/01/2004 (data of internal statistics of the enterprise)
Remstroybyt carries out construction and installation work only on the basis of a detailed design.
Table 2.4
Price list of Remstroybyt LLC of the cost of repair and finishing works as of 03/01/2004 (data of internal statistics of the enterprise)
The company performs repair work only on the basis of a design project.
Table 2.5
Price list of Remstroybyt LLC of the cost of electrical work as of 03/01/2004 (data of internal statistics of the enterprise)
The commissioning of the object is included in the cost of electrical work.
When concluding contracts with customers, the company uses a policy of contract prices with turnkey construction. At the same time, warranty service is provided for all types of repair and construction work.
When working with customers, the enterprise practices two options, depending on whether the customer has a project to perform work or not. In the first case, based on the project, the client is provided with a commercial proposal for the production of work. If a contract is concluded with a company, detailed estimates and a work schedule are attached to the contract. In the second option, Remstroybyt offers the customer to conclude a contract for the design work. If, after the end of the design work, the client concludes a contract for the production of construction and installation works, then as an incentive for the customer, 50% of the cost of the working project is credited to the construction account.
Remstroybyt sets prices for its products, using the cost plus markup method as its main method. How the cost is determined is shown in Fig. 2.4:
Figure 2.4 The structure of the cost of contract work performed by Remstroybyt LLC in 2003, in percent
Since Remstroybyt is the largest construction company in the market of the city of Donetsk and the surrounding area, the company, when determining its pricing strategy, uses the premium mark-up method, in which the buyer is willing to pay a higher price to ensure competitive advantages.
3.1 Development of a commodity-price strategy for a construction company
Before developing the product-price policy of the Remstroybyt enterprise, let us analyze the products offered to the market by the company's competitors. To do this, we will segment the sales markets according to the geographical principle, highlighting: 1) Donetsk and Donetsk region; 2) nearby cities: Gukovo, Zverevo, Kamensk.
The enterprise "Remstroybyt" offers a full range of construction works and services with the delivery of turnkey construction projects, while being engaged in both industrial and civil construction. The figures below show the company's share in the considered sales markets.
Figure 3.1 Market of construction works and services in Donetsk and Donetsk region (as of January 1, 2004)
Figure 3.2 Market of construction works and services in Gukovo, Zverevo, Kamensk (as of January 1, 2004)
Figures 3.1 and 3.2 show that Remstroybyt occupies a leading position in both markets. The analysis showed that the enterprise "Donetskstroy", adhering to lower prices in its activities, compared to "Remstroybyt", loses to the latter in terms of the assortment list of proposed construction works. As for the Stroitel (Kamensk) and Dorozhnik (Gukovo) firms, their prices for construction work are much higher than those of Remstroybyt, while Dorozhnik is mainly engaged in road works. , and the Stroitel company carries out mainly industrial construction.
Since Remstroybyt covers almost all types of construction activities, it is necessary to develop adjacent markets. The development of "related" industries, for example, sales of road-building equipment, seems promising; taking into account the absence in the considered market segments of enterprises that are engaged in activities of this kind (all purchases of special equipment by construction organizations are carried out from Rostov firms). At the same time, Remstroybyt will be able to sell road-building equipment at competitive prices through long-term partnerships with its suppliers, who provide them with good discounts for purchased equipment.
In the area of pricing, the company adheres to the goals of obtaining a competitive advantage. Enterprise "Remstroybyt" adheres to the strategy of premium mark-ups, i.e. offers the construction market high-quality and expensive products, setting prices based on the perceived market value of the product. To ensure success in the competition with other construction companies, it seems inappropriate to reduce the prices for the work and services provided, since the company operates with a relatively low profitability (about 30-35%). It seems more reasonable to approach this problem "from the other end" and increase the profitability of the enterprise by reducing the cost of construction work and services provided. For this, it is necessary to develop the practice of purchasing construction equipment on lease.
Leasing is a word of English origin, derived from the verb lease - to take and lease property for temporary use.
Leasing is understood as property relations in which one organization (user-lessee) turns to another (leasing company) with a request to purchase necessary equipment and transfer it to her for use.
Leasing is a type of investment activity aimed at investing temporarily free or borrowed funds, when, under a financial lease (leasing) agreement, the lessor (lessor) undertakes to acquire ownership of the property stipulated by the agreement from a certain seller and provide this property to the lessee (lessee) for a fee in temporary use for business purposes.
The object of leasing can be any movable and immovable property, which, according to the current classification, belongs to fixed assets, except for land plots and other natural objects, as well as objects prohibited for free circulation on the market.
The property leased out, during the entire term of the lease agreement, is the property of the lessor, with the exception of property acquired at the expense of budgetary funds.
The conditions for placing the leased property on the balance sheet of the lessor or lessee shall be determined by agreement between the parties to the leasing agreement.
The lease agreement may provide for the right to buy out the leased property by the lessee upon expiration or before the expiration of the term of the agreement.
The lessor has the right to use the leased property as collateral, unless otherwise provided by the lease agreement.
The lessor, purchasing property for the lessee, must notify the seller that this property is intended to be leased (leased) to a certain person. From the moment of delivery of the leased property of the lessee, the right to present claims to the seller in relation to the quality, completeness, delivery time of the property and other cases of improper performance of the sale and purchase agreement concluded between the seller and the lessee is transferred to him.
Unless otherwise provided by the lease agreement, the lessor shall not be liable to the lessee for the seller's fulfillment of the requirements arising from the sale and purchase agreement, unless the responsibility for choosing the seller lies with the lessor. In the latter case, the lessee has the right, at his choice, to present the claims arising from the sales contract, both directly to the seller of the property and to the lessor.
The leasing market is characterized by a variety of forms of leasing, models of leasing contracts and legal regulations governing leasing operations.
When distinguishing types of leasing, one proceeds, first of all, from the signs of their classification, which characterize: attitude towards the leased property; type of financing for the leasing operation; type of leased property; the composition of the participants in the leasing transaction; the type of property being leased; the degree of recoupment of the leased property; market sector where leasing operations are carried out; attitude to tax, customs and depreciation benefits and preferences; the procedure for lease payments.
Almost any object of the active part of fixed assets can be leased, if it is not destroyed in production cycle... Depending on the nature of the object of leasing, a distinction is made between leasing of movable property (machine-technical leasing) and leasing of real estate. In construction, movable leasing objects can be:
· Vehicles (trucks and cars, panel trucks, truck cranes, pneumatic-wheeled cranes, mobile power plants and compressors, helicopters, etc.);
Construction equipment (earthmoving machines - excavators, bulldozers, scrapers, motor graders; lifting and transporting machines - tower cranes, crawler cranes, hydraulic lifts, construction lifts, loaders, etc.);
· Mixing machines and means of small mechanization (concrete mixers and mortar mixers, concrete pumps, belt conveyors, welding units, etc.);
· Mechanized tools (tools with an electric drive and a pneumatic drive - drilling machines, grinders, rammers, jackhammers, etc.);
· Mobile plants (crushed stone, mortar-concrete, etc.);
· Computer facilities;
· Other construction equipment, mechanisms and devices.
The objects of real estate leasing are buildings and structures for industrial purposes. Currently in Russia, real estate lease has become widespread. However, its specific forms do not have full identity (according to the terms of transactions, the distribution of responsibility between the parties, the amount of rights they acquire and other parameters) with real estate leasing, which has become widespread abroad.
As a rule, three entities are involved in a leasing transaction: the lessor, the lessee and the equipment seller, i.e. provider.
A lessor in construction may be:
· Management of mechanization, mobile mechanized enterprises and others, the charter of which provides for this type of activity;
· A financial leasing company, created specifically for the implementation of leasing operations, the main and in fact the only function, which is the payment of property, i.e. financing of the transaction;
· A specialized leasing company, which, in addition to providing financial support for the transaction, undertakes a range of non-financial services: maintenance and repair of property, replacement of worn-out parts, advice on its use, etc .;
· Any firm or enterprise for which leasing is a non-core business, but not prohibited by the charter, and which have financial sources for carrying out leasing operations.
The lessee can be any legal entity, regardless of the form of ownership: state and municipal unitary enterprises(organizations), cooperatives, business partnerships or society.
Any legal entity can also be a supplier of property: property manufacturer, supply and sales organization, trade organization, etc.
The scheme of a leasing transaction is as follows: a future lessee, who needs certain types of property, independently selects a supplier who has this property. Due to the lack of his own funds and access to borrowed funds for the acquisition of property in ownership, he turns to the future lessor, who has the necessary funds, with a request for his participation in the transaction. This participation of the lessor is expressed in the purchase of property from the supplier by him and its subsequent transfer to the lessee for temporary use on the terms specified in the leasing agreement.
Depending on economic conditions, the number of participants in the transaction may expand or contract. In addition to the three parties listed above, in some cases, brokerage leasing firms can participate in the transaction, which are not directly involved in the provision of property, but act as intermediaries between the supplier, the lessor and the lessee. Abroad, with large multi-million dollar transactions, the number of participants can increase to 6-7, including brokerage firms, trust corporations, financing institutions, etc.
The number of participants in the transaction is reduced in operating leasing if the supplier and the lessor are the same person, for example, the management of mechanization, which acts as a leasing company. In such cases, leasing issues are handled by subsidiaries or branches within the manufacturing enterprises of the marketing management service.
When distinguishing types of leasing, one proceeds from the classification criteria: the composition of the participants in the transaction, the type of property leased out, the degree of its recoupment, the terms of depreciation and the relation to tax and depreciation benefits, the volume of services, the market sector where the transactions are carried out, the nature of the lease payments.
1. Depending on the composition of the participants in the transaction in the construction industry, there are:
a. direct leasing;
b. leaseback, taking into account the current situation on the construction services market, it can be assumed that this type of leasing is most suitable for the tasks of small construction companies, since it allows them to flexibly and quickly solve their problems;
c. indirect leasing.
2. The type of property is distinguished:
a. movable leasing (machine and technical leasing);
b. leasing of real estate.
In the construction industry, leasing of previously used property is possible. The leased object in this situation is transferred for use not at the initial, but at the estimated cost.
Turning to this type of leasing is beneficial for both the investor and the user. The supplier enterprise (mechanization department), independently or through a leasing company, leases already used, but at the moment, idle machinery and equipment (property). Thus, it compensates for its losses from forced downtime... Having stipulated in the lease agreement the period when he may need the property, the supplier enterprise will receive it back and will be able to operate it again.
A construction organization acting as a general contractor in this type of leasing can attract a relatively low cost of property, which makes it possible to carry out work on its own.
3. According to the degree of recoupment of the property, there are:
a. leasing with full payback;
b. leasing with incomplete payback.
4. Depending on the conditions of depreciation, there are:
a. leasing with full amortization;
b. leasing with incomplete amortization.
5. In terms of the volume of servicing of the leased property, the following are distinguished:
a. net leasing;
b. full service leasing;
c. leasing with a partial set of services.
At present, the infrastructure of the leasing services market has not yet developed in construction in the Russian Federation, and there are practically no leasing companies that would be able to provide proper maintenance of leasing objects.
6. Depending on the sector of the construction market where leasing operations are carried out, there are:
a. domestic leasing;
b. external (international) leasing.
External leasing, in turn, is subdivided into export and import leasing.
7. In relation to tax and depreciation benefits, there are:
a. fictitious leasing, if the transaction is speculative in nature and is concluded solely for the purpose of extracting the greatest profit by obtaining unjustified tax and depreciation benefits;
b. valid leasing, if the above purpose is not the main and decisive one during the transaction.
8. By the nature of the lease payments are distinguished:
a. leasing with cash payment, if all payments are made in cash;
b. leasing with compensation payment, when payments in construction are made in the form of providing the lessor with residential premises (apartments), office premises or in the form of a counter service;
c. leasing with a mixed payment, when the forms of payment listed in the first two cases are combined.
The leasing process is divided into three stages. At the first stage, a number of documents are prepared:
1. the application received by the lessor from the future lessee;
2. analysis of the lessee's solvency and the effectiveness of the leasing project;
3. a purchase order sent to the supplier by the lessor;
4. a loan agreement concluded by a leasing construction company with a bank on the provision of a loan for leasing transactions.
At the second stage, a leasing transaction is concluded in two-tripartite agreements. The leasing procedures carried out at this stage are formalized in the following documents:
1. the contract of purchase and sale of the leased object;
2. the act of acceptance of the leased object into operation;
3. leasing agreement;
4. contract for the maintenance of the leased property;
5. contract for insurance of the leased object.
The third stage of the leasing process is the period of use of the leased object. At this stage, leasing operations are reflected in accounting and reporting: the lease payments are paid to the lessor, and after the expiration of the lease term, relations for the further use of the property are formalized.
Remstroybyt should develop its leasing programs based on the above recommendations. It is preferable to look for a lessor in the city of Rostov-on-Don, among the large Rostov banks that carry out leasing operations (for example, Alfa-Bank).
Alfa-Bank's subsidiary, LLC Alfa-Bank-Leasing, purchases fixed assets at the request of customers with subsequent leasing.
Basic leasing conditions:
Term - from 1.5 to 5 years
· Cost of leased equipment - from USD 500,000
Basic requirements for the lessee:
· The lessee company must have sufficient business experience in the industry in which the leased equipment is used (at least 2 years).
· The company's activity should be breakeven for the last 4 quarters.
· The company should not have arrears in payments to the budget and extra-budgetary funds.
· The company must pay an advance payment of at least 20% of the value of the leased property at its own expense.
The Remstroybyt enterprise meets all of the above requirements.
The strategy for promoting the company's construction works and services is identical for both geographic market segments. The analysis of the channels for promoting the products of the "Remstroybyt" enterprise was carried out in paragraph 2.2
Consider ways to improve the strategy for promoting construction products by types of mass communications: advertising, sales promotion, public relations.
In the field of advertising, the Remstroybyt enterprise can be offered, since outdoor advertising is the type of advertising with the greatest return for the enterprise, to place billboards not only in the city of Donetsk, as at the moment, but also in the cities of Kamensk, Gukovo, Zverevo. Mailing lists, as practice shows, give first of all returns in the field of industrial construction, while the materials sent out should have good quality. At the moment, from advertising in mass media "Remtstroybyt" advertises exclusively in the press of Donetsk. It is necessary to study the issues of advertising placement in the media of nearby cities, including on television.
In the field of sales promotion, in addition to discounts for regular customers, it is proposed to conduct mortgage lending for buyers of housing stock, concluding an agreement for this purpose with one of the Rostov banks, which has a similar mortgage program.
The company does not use such type of advertising as PR, i.e. creation of a positive image of the enterprise. To strengthen public relations, it is necessary to publish articles in the local press with a detailed story about the company and, in particular, about its social policy.
It is also necessary to revise the system of spending on the promotion of goods. It seems expedient to switch from the method of calculating from cash to the method of calculating as a percentage of the amount of sales. Compared to the previous one, this method has several advantages. It is easy to use and displays the relationship between costs, sales value of goods and the amount of profit per unit of goods. Since the profit of the enterprise in 2003 was about 120 million rubles, it is possible, taking into account the advantageous position of the enterprise in comparison with competitors, to set a budget for promotion for 2004 in the amount of 5% of the profit or 6 million rubles.
At the moment, the company is implementing a personal sales strategy with a regional management organization and offering both markets, highlighted in paragraph 3.1, a full range of construction works and services. Such an organization of sales activities, together with the professionalism of the sales department employees, allows to competently implement the sales strategies of the Remstroybyt enterprise.
To improve the efficiency of the sales department of the "Remstroybyt" enterprise, in our opinion, it is necessary to take the following actions.
It is necessary to develop a job description for marketing and sales managers, which includes a list of job responsibilities of managers, as well as quantitative and qualitative assessments of their activities. The development of a job description will help to minimize the execution of work by managers that is not related to their specialty and profession; will facilitate the assessment of the work of managers, both by the commercial director and by the managers themselves.
It seems expedient to relieve the sales department managers from activities not related to direct sales by introducing in the sales department the position of a marketing manager subordinate to the commercial director of the Remstroybyt enterprise.
The job responsibilities of a marketing manager can be roughly as follows:
· Visiting specialized construction exhibitions (mainly in Rostov-on-Don) with distribution of advertising materials and collection of various information about competitors;
· Collection of information about the competitors of the enterprise;
· Analysis and consideration of possible new directions of the enterprise's activity;
· Development of the marketing plan of the enterprise for the nearest time period with its transfer to the commercial director for approval;
· Analyzed the main elements that characterize the marketing orientation of the enterprise: the presence of a mission; SWOT analysis and analysis of the macroenvironment and microenvironment; developing a business portfolio based on these analyzes; segmentation of markets; development of product and pricing policies, promotion and distribution channels.
· Considered the process of marketing management and the procedure for developing a marketing plan at the enterprise.
· The features of marketing in construction are highlighted.
· Analyzed sales activities, marketing communications and pricing policy of a particular company.
In the course of writing the thesis, the tasks were completed, the goals were achieved in connection with which the author of the work made the following conclusions:
With regard to construction, a detailed interpretation of the principles of marketing suggests that it is necessary:
· Comprehensively study the state and dynamics of demand for construction products at all stages of their life cycle;
· To provide a high degree of adaptability of construction production to market requirements, which contributes to a sufficiently full utilization of production capacities and a real market orientation of production;
· Actively influence the effective demand of buyers, forming a progressive structure of consumption of construction products;
· Involve in the achievement of marketing goals both workers of the construction organization and subcontractors (subcontractors), developing a creative approach to solving consumer problems;
· Expand the range of services provided to consumers, constantly improve the quality of service, thereby conquering more and more new segments of the market for construction products; has a special value in the eyes of consumers comprehensive service that in construction is tantamount to the delivery of a turnkey facility and the organization of after-sales service;
· To form an integral management system of marketing construction as a process, including scientific development, design, construction, service;
· Timely update the range of construction products and services, focusing on meeting the highest demands of consumers;
· Correctly highlight the "centers of gravity" in marketing costs, when the costs provide a breakthrough to the market, the conquest and expansion of market segments; in other words, it is necessary to concentrate marketing efforts on the so-called "points of growth" that determine the place of the construction organization in the market;
· To strive to conquer the market of construction products not by mechanically increasing production, but by improving the quality of construction and reliability of service;
· To achieve competitive advantages in compliance with the principles of fair competition with a focus on the highest consumer demands;
· When solving tactical problems, do not forget about the achievement of strategic marketing goals;
· Not to ignore the requirements of distribution channels and goods movement, to pursue a balanced policy in the field of commercial intermediation.
Marketing activities need to start with planning. Usually companies make annual, long-term and strategic plans. Strategic planning is the foundation for all other types of planning in the company. It starts with defining the global goals and mission of the company. More specific goals are then set. For this, complete information is collected about the internal environment of the organization, its competitors, the market situation and everything else that can somehow affect the work of the company. After conducting a SWOT analysis, a detailed report is prepared on the strengths and weaknesses of the company, the opportunities and threats that it will have to face. Senior management then decides what specific construction activities should be undertaken, what support should be provided to each of them. In turn, each department responsible for a particular type of activity must develop its own detailed marketing and other plans, conduct market segmentation, outline channels for promoting and distributing products, develop a product, price and sales policy in accordance with the company's overall plan.
There are four most common methods for calculating your marketing budget as a whole: from cash, as a percentage of sales, competitive parity, and based on goals and objectives.
In the course of the work, the following ways of optimizing the marketing policy of a construction company were proposed: to introduce a leasing and mortgage program at the company; increase allocations for outdoor advertising; publish a number of articles in the local press with a detailed story about the company and, in particular, about its social policy; go to the calculation of the marketing budget depending on the volume of sales; organize the sale of construction equipment; introduce a marketing manager to the staff of the enterprise.
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17. Khrutskiy V.E., Korneeva I.V. Modern Marketing - A Handbook for Market Research: A Study Guide. - M .: Finance and Statistics, 1999.
According to V. Khrutsky, the development of an integrated marketing plan is carried out in three stages:
· Preparatory (determination of the content, purpose and format of the plan, the circle of responsible executors and their preparation);
· Development of individual activities of the plan (collection and processing of the necessary information based on the results of marketing research, identification of problems, goals and objectives of the plan, ways of solving problems);
· Consolidation of individual activities (drawing up a general plan for a construction company and submitting it for approval to the company's management).
The procedure for developing an integrated marketing plan is regulated by the Regulation on the marketing plan of the enterprise.
Table 1.2
Organization of work on drawing up a marketing plan
|
What is being developed and implemented |
Expected Result |
|
Order to create a group for marketing |
It is necessary to determine the circle of persons responsible for conducting marketing research, systematizing marketing assessments, developing organizational and technical documents for introducing marketing into the management decision-making system |
|
What is being developed and implemented |
Expected Result |
|
Marketing research format |
Creation of a unified methodological basis for marketing research; searching, collecting, analyzing and displaying marketing information |
|
Formulating Marketing Problems |
It is necessary to determine the most important problems of the marketing complex of the enterprise, to identify its target segments |
|
Marketing strategy |
Allows you to effectively solve the problems of the enterprise in the field of marketing |
|
Allows you to systematize marketing assessments, collect, process and analyze information in the field of marketing in all divisions and services of the company, at all levels of management |
|
|
Plan format marketing |
Allows you to determine the form of a uniform presentation by structural units of activities in the field of marketing in accordance with the assessments and results of marketing research |
At the first stage, the structural divisions are determined, which should participate in the preparation and implementation of the marketing plan. Responsible managers or specialists are allocated in each of the divisions, and a working group is formed, headed by the head of the market research service.
In the process of forming a working group, special attention should be paid to the distribution of functions when drawing up a marketing plan between representatives of various structural divisions of the enterprise. For the group, 2-3 representatives of each structural unit are selected. The total number of the group is 8-12 people. The distribution of powers in the group is approximately as follows:
Table 1.3
Approximate distribution of authority and responsibility among the members of the working group for the preparation of the marketing plan
|
Structural subdivision |
The nature of the expertise |
responsibility |
|
Top management |
Approval of marketing goals; determination of prices; general leadership |
Determination of promising directions; formation of the company's pricing policy; coordination of work |
|
Linear production units (brigades) |
Product manufacturing; performance assessment |
Product development; quality of customer service; product analysis |
|
Sales department; commercial service |
Collection and processing of orders; the formation of a sales network; advertising |
Consumer analysis; analysis of product promotion; distribution channels |
|
Technological service |
Product design; technology development |
Product development; determination of comparative competitive advantages |
|
Financial service |
Financial planning |
Development of budget and implementation costs |
At the second stage, the members of the working group get acquainted with the results of market research conducted by the market research service (it brings the results of marketing research for the upcoming planning period to individual structural units), with the main goals of the construction company and its development strategy for the coming period, determine the list of problems that it is necessary to solve by means of marketing, formulate the goals and objectives of the plan (taking into account the general goals and strategy of the enterprise), outline ways to solve the problems facing the enterprise (in accordance with the capabilities of each division). A set of activities for each structural unit is presented in a unified form (in the format of a marketing plan). A marketing plan is developed according to a unified methodology in structural divisions and for the enterprise as a whole.
At the third stage, all the materials of the working group in accordance with the regulations (i.e. by a certain predetermined date) are submitted to the market research service for their subsequent consolidation into a single integrated marketing plan of the enterprise. The market research service examines the measures developed by other departments, if necessary, makes adjustments (for this, a certain mechanism should be provided for resolving a possible conflict of interests of various departments), clarifies the responsible executors and submits the final version of the plan for approval to the management of the enterprise.
The actual action plan is drawn up in the form of a table, the lines of which indicate the target segments and marketing complexes (product, price, promotion, distribution) for each of these segments. For each of the elements of the marketing complex, a list of measures is drawn up, both general and measures for individual structural divisions (construction and installation departments, teams). The columns of this table also indicate the periods for the execution of these activities, the responsible executors and the necessary resources (funds).
Action plans allow you to formulate a marketing budget to support these actions, calculated on the basis of projected income and expenses.
There are four most common methods for calculating the overall budget: cash, sales percent, competitive parity, and goals and objectives.
· Cash-based method - the allocation by the company of such an amount for the implementation of marketing activities that it, in its opinion, can afford.
Unfortunately, this method of calculation completely ignores the impact of marketing activities on sales and therefore leads to inflated or underestimated costs.
· Method of calculation as a percentage of the amount of sales - the calculation of the budget in a certain percentage of the current or projected revenue, or as a percentage of the price of the product.
Compared to the previous one, this method has several advantages. It is easy to use and displays the relationship between costs, sales value of goods and the amount of profit per unit of goods. But this method has many disadvantages. He views sales as a prerequisite for promotion, not as a result. The budget is determined based on available funds, not on the prospects for business development. This method does not allow for unplanned costs, in some cases necessary to revive trade. The choice of a specific percentage is arbitrary and not justified by any objective considerations other than past experience of the firm or similar costs of competing firms.
· Method of competitive parity - allocation to the budget of marketing activities of the amount corresponding to the costs of competitors.
There are two reasons to support this method. First, competitor costs reflect the views of most companies in the industry. Secondly, it is believed that the same level of costs helps to avoid fierce competition in the field of promotion. But none of these arguments can be considered convincing. There is not the slightest reason to believe that competitors are better able to estimate the required cost of the company than the company itself. There is also no evidence that competitive parity budgets impede intense competition.
· Method of calculation based on goals and objectives - budget calculation based, firstly, on the formulation of specific goals; secondly, from the definition of the tasks to be performed to achieve these goals; third, from the assessment of the costs of these tasks.
This is the most difficult method in practical terms. The main advantage of this method is that it requires management to clearly articulate communication goals, how to achieve them, and budget for alternative communication programs.
For a real solution to the existing problems of the enterprise, it is also necessary to implement the planned measures and monitor their implementation.
Since there are many unforeseen circumstances in the process of implementing marketing plans, the marketing department must constantly monitor the implementation of marketing activities. Marketing control is an assessment of the results of the implementation of marketing strategies and plans and the implementation of corrective actions to achieve the set goals. It is divided into four stages, listed below.
· Formulation of goals. (What are we aiming to achieve?)
· Measuring performance. (What's really going on?)
· Analysis of performance results. (Why is this happening?)
· Corrective actions. (What should be done?)
Operational control includes comparing the current performance with the planned plan and, if necessary, corrective actions. The purpose of operational control is to make sure that the company is achieving the level of sales, profit and other goals set by the plan. It also includes determining the profitability of various products, territories, markets and distribution channels. Strategic control consists in determining whether the company's main strategies are in line with its capabilities. Marketing strategies and programs quickly become outdated, so every company should periodically rethink its approach to the market. The main tool for such strategic control is marketing audit, in addition, it provides the input data for the development of an action plan to improve the effectiveness of the company's marketing. Sometimes it is carried out by independent auditors.
Many managers believe that “getting the job done right” (implementation) is as important or even more important than “doing the right job” (strategy).
Implementing marketing plans and strategies requires coordinated work at all levels of the marketing organization. Marketing implementation requires the daily decisions and actions of thousands of people inside and outside the company. Marketing managers make decisions about target segments, brand use, packaging, pricing, promotion and distribution methods. They work with others in the company to provide support for their products and programs. They discuss product design with the technology department, production and inventory management with the production department, and finance and cash flow issues with the financial department. They also work with people outside the company, such as advertising agencies, to plan advertising campaigns and with the media to gain public support. Sales managers encourage retailers to advertise the company's products, provide them with adequate shelf space, and use company promotional materials.
Successful implementation depends on several key points. First, it requires an action program that coordinates the work of all performers and all the activities of the company as a whole. Secondly, the formal organizational structure of the company plays an important role in the implementation of the marketing strategy. While researching thriving companies, marketers Peters and Waterman found that these companies were striving for a simple, flexible structure that allowed them to quickly adapt to changing conditions. Their structure, moreover, tended to be more informal; examples include the MBWA style of management at Hewlett-Packard, the clubs at 3M initiating small group impacts, the new equalization culture of Nokia. However, the structures used in such companies do not always fit other firms; Many of the mentioned successful companies were faced with the need to restructure their structure as the market position and strategy changed.
Decision-making and company reward systems are effective levers through which planning, budgeting, remuneration and other activities are carried out; they also influence marketing implementation. For example, if a company rewards managers for interim results, they have no incentive to work on long-term goals. Companies that recognize this reward their employees for more than just sales. For example, Xerox rewards its employees for customer satisfaction. Effective implementation also requires careful planning of human resources. At all levels, the company must fill its structure and systems with people with the necessary qualifications, motivation and personal qualities. In recent years, many companies have found that long-term human resource planning can provide a significant competitive advantage.
Finally, marketing strategies must align with the overall culture of the company to be successful. The culture of the company is the system of values and beliefs shared by the employees of the organization, the collective consciousness and the mentality of the company. Marketing strategies that do not fit the culture of the company are difficult to implement. Because a company's culture is difficult to change, companies generally choose to develop strategies that are in line with their current culture rather than trying to change their style and culture every time to fit new strategies.
In general, successful marketing depends on how well a company uses the combination of all five elements - action program, organizational structure, decision and reward system, human resources and company culture - as part of a single program that supports its strategy.
V. Khrutsky believes that the following main problems arise when developing marketing plans at our enterprises:
· Lack of sufficient data for marketing research.
The factors limiting the use of planning in domestic conditions include an excessively high degree of uncertainty in the Russian market due to ongoing global changes in all spheres of public life: economic, political, social, spiritual, etc. (the unpredictability of such changes reduces the scale and horizons of planning).
· Lack of adequate support from senior management.
Only when the top management of the enterprise understands the importance of market research and the need to develop a marketing plan, can all relevant departments of the enterprise be compelled to participate in the preparation and implementation of the marketing plan.
· Insufficient training of specialists of the marketing service and especially of other structural divisions of the enterprise.
The lack of training of the relevant specialists prevents not only from collecting the necessary data, but also to systematize the marketing information that many divisions of the enterprise already have, to provide it in a form that allows you to really develop a system of measures in this area. It is therefore very important that the enterprise has a solid methodological basis for conducting market research.
· The functions of sales and market research are not separated.
Very often the market research service of an enterprise is part of the sales department. Insufficient status of the market research service leads to the fact that it does not have the ability to carry out the functions of monitoring and evaluating the implementation of the activities of the marketing plan.
The essence and content of the marketing activities of the enterprise. Principles and methods of developing marketing activities, the place and role of marketing in the activities of the enterprise. Marketing analysis of the enterprise, ways to improve the marketing strategy.
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