Organization of activities and control of the marketing service of the enterprise. Moscow State University of Printing Arts. The essence of the marketing activities of the enterprise
Ural Institute of Economics, Management and Law
Course work
On the topic: Control of marketing activities at the enterprise
Introduction
1. Marketing activities of the enterprise
1.1 The essence of the marketing activities of the enterprise
1.2 Relationship between planning, marketing organization and control system
2. The concept of marketing control at the enterprise
2.1 Concept, stages, goals and objectives of marketing control
2.2 Types of marketing control
2.3 Marketing analysis and audit
Conclusion
List of sources used
Introduction
In today's highly competitive market, marketing plays an important role in the activities of any company, because it allows you to establish the optimal relationship between the organization and the environment of which it is a part.
The marketing activity of the enterprise should be aimed at the long-term existence of the company, at its stability, strong and long-term relations with consumers or other market participants, increasing the competitiveness of the services and goods offered.
The ultimate goal of the functioning of marketing services is the subordination of all economic and commercial activities enterprises to the laws of the existence and development of the market. The activity of any enterprise is aimed at achieving its goals. These goals are the starting point in the development of marketing plans and programs, the implementation process of which should ensure accurate progress towards the intended milestones. The assessment of the degree of fulfillment of the intended goals and programs is provided with the help of a marketing control system.
When drawing up a marketing plan, it is difficult to foresee all the contingencies that may arise in the course of work. Therefore, control over the implementation of the planned marketing plan should become a mandatory aspect of the firm's work.
Controlling marketing activities is evaluating the results of the marketing plan and taking the necessary measures to adjust it, because if you miss the time when clarifications and changes can be made to the plan painlessly for the company, the consequences can be unpredictable. The stages of the marketing control process are aimed at the timely identification of all problems and deviations from normal progress towards the set goals, as well as the appropriate adjustment of the enterprise's activities so that the existing problems do not develop into a crisis
However, the control procedures that exist in many companies are clearly imperfect. Some firms are not clear enough about setting goals and defining performance measurement systems. Many do not have a clear idea of the profitability of their transactions, do not analyze their costs for warehousing and maintaining distribution channels. All this suggests the need to study such a problem as the control of marketing activities at the enterprise.
Currently, the world is undergoing constant changes in strategies and methods, so the problems of this study are still relevant and of scientific and practical interest.
In modern conditions, the presence of control of marketing activities at the enterprise is a prerequisite not only for effective operation and development, but also, often, a necessary condition for the survival of the company.
The scientific significance of this work lies in the optimization and streamlining of the existing scientific and methodological base for the studied problem.
The theoretical and methodological basis of the study was the work of the following foreign and domestic authors: M. Afanasyev, G. Bagiev, P. Zavyalov, E. Golubkov, G. Goldstein, T. Gregor, A. Zharov, A. Kovalev, V. Kevorkov, B. Clark, F. Kotler, E. Popov, V. Tomilova, etc. And also specialized websites were used in the work.
During the research on the topic "Control of marketing activities at the enterprise", the following research methods were used:
· Analysis of the existing source base on the issues under consideration (method of scientific analysis).
· Generalization and synthesis of points of view presented in the source base (method of scientific synthesis and generalization).
· Modeling on the basis of the obtained data of the author's vision in the disclosure of the set problems (modeling method).
Purpose of the study- study of the organization of control of marketing activities at the enterprise.
Object of study- the process of monitoring the marketing activities at the enterprise.
Subject of study- types of marketing control at the enterprise.
The stated goal determines research objectives:
1. To reveal the concepts of "marketing activities", "control of marketing activities".
2. Expand the marketing management process. Identify the relationship between planning, marketing organization and control system.
3. Identify the stages, goals and objectives of marketing control.
4. Describe the types of control of marketing activities.
The work consists of an introduction, main part, conclusion, bibliography and appendix.
1. Marketing activities of the enterprise
1.1 The essence of the marketing activities of the enterprise
Marketing is a system of organizing and managing the production and marketing activities of enterprises, market research in order to form and meet the demand for products and services and make a profit.
As a management function, marketing is no less important than any activity related to finance, manufacturing, research, logistics, etc.
As a management concept, marketing requires a company to view consumption as a “democratic” process in which consumers have the right to “vote” for the product they want with their money. This determines the success of the company and allows it to optimally meet the needs of the consumer.
Marketing is a complex, multifaceted and dynamic phenomenon. This explains the impossibility in one universal definition to give a complete description of marketing, adequate to its essence, principles and functions.
The basic principles follow from the essence of marketing. However, in the domestic and foreign literature under the "principles of marketing" are understood quite different things. Having considered the positions of various authors, comparing them, we highlight the following fundamental principles:
1. Careful consideration of the needs, state and dynamics of demand and market conditions when making economic decisions;
2. Creation of conditions for maximum adaptation of production to market requirements, to the structure of demand (and based not on immediate benefits, but from a long-term perspective);
3. Impact on the market, on the buyer using all available means, primarily advertising.
The emergence of marketing as a specific economic system, a method for solving production and market problems is “nothing more than a response of an economic unit to such processes as the complication of the problem of production and sale of goods due to the rapid expansion of their assortment, rapid renewal, an unprecedented increase in production opportunities, frequent shifts in the nature and structure of market demand, its market fluctuations, increasing competition in the market. "
Marketing is understood as a type of market activity in which the manufacturer uses a systematic approach and a program-targeted method for solving economic problems, and the market, its requirements and the nature of implementation are the criteria for the effectiveness of activities.
The main idea in any definition is customer orientation. At the same time, the task of marketing is not only to increase demand, but also to try to influence it so that it matches the supply.
The marketing activity of the company is aimed at establishing, reasonably enough, based on market demands, specific current and mainly long-term (strategic) goals, ways to achieve them and real sources of resources for economic activity; determine the range and quality of products, their priorities, the optimal structure of production and the desired profit. In other words, the manufacturer is called upon to produce such products that will find a sale, will bring profit. And for this it is necessary to study social and individual needs, market demands as a necessary condition and prerequisite for production. Therefore, the understanding is deepening that production begins not with exchange, but with consumption. This concept is embodied in marketing.
Marketing activity is a set of activities aimed at researching issues such as:
· Analysis of the external (in relation to the enterprise) environment, which includes markets, sources of supply and much more. The analysis identifies factors that contribute to or hinder commercial success. As a result of the analysis, a data bank is formed for making informed marketing decisions;
· Analysis of consumers, both actual (acting, buying the company's products) and potential (who still need to be convinced to become relevant). This analysis consists in the study of the demographic, economic, geographic and other characteristics of people who have the right to make a purchase decision, as well as their needs in the broadest sense of this concept and the processes of acquiring both ours and competing goods;
· Study of existing and planning of future goods, that is, the development of concepts for creating new goods or upgrading old ones, including their assortment and parametric series, packaging, etc. obsolete goods that do not give a given profit are removed from production and export;
· Planning of commodity circulation and sales, including the creation, if necessary, of appropriate sales networks with warehouses and shops, as well as agency networks;
· Ensuring the formation of demand and sales promotion (fosstice) through a combination of advertising, personal selling, prestigious non-commercial events ("public relations") and various kinds of economic incentives aimed at buyers, agents and direct sellers;
· Provision of a pricing policy, which consists in planning systems and price levels for exported goods, determining the "technology" of using prices, terms of credit, discounts, etc .;
· Meeting the technical and social norms of the country importing the goods of the enterprise, which means the obligation to ensure the proper levels of safety in the use of the goods and the protection of the environment; compliance with moral and ethical rules; the proper level of consumer properties of the product;
· Management of marketing activities (marketing) as a system, i.e. planning, implementation and control of the marketing program and individual responsibilities of each participant in the work of the enterprise, assessment of risks and profits, the effectiveness of marketing decisions.
For the implementation of the above activities, it is necessary to take into account the large role of those on whom, in essence, the effectiveness of the marketing strategy depends, namely, the subjects of marketing, which include manufacturers and service organizations, wholesale and retail trade organizations, marketing specialists and various consumers. It is important to note that although responsibility for performing marketing functions can be delegated and distributed different ways, they cannot be neglected in most cases, they must be performed by someone.
The marketing process begins with studying the buyer and identifying his needs, and ends with the purchase of the product by the buyer and meeting his identified needs.
The market in which the subjects of marketing operate can be divided into the "seller's market", where the company sells its own products, and the "buyer's market", where it purchases the required production components. Thus, marketing is mainly beneficial to both sellers and buyers of goods.
Communication and business conversation with actual and potential partners is the most important part of marketing.
Obviously, the type of marketing determines the way it is managed. Marketing management, as defined by F. Kotler, is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain profitable exchanges with target customers in order to achieve certain organizational objectives, such as making a profit, increasing sales , increase in market share, etc. ...
The practical implementation of marketing functions is associated with the marketing management process, which includes:
Analysis of the market opportunities of the enterprise;
Selection of target markets;
Development of a set of measures to enter the market;
Deeper penetration into the traditional market with an existing product (for example, by increasing the volume of production of goods);
Entering the traditional market with a new product;
Entering a new market with an existing product;
Entering a new market with a new product.
Marketing research is directly related to:
The production potential of the enterprise;
Flexibility and structure of production facilities;
Financial resources.
In the context of a centralized mechanism for managing the economy, the main part of forecasting and marketing research is carried out by state bodies.
Enterprises, especially large ones, that participate in these studies, concretize the obtained data, considering them as auxiliary.
1.2 Relationship between planning, marketing organization and control system
The marketing management process is a two-way process, the basis of which is the relationship between the subject and the object of the labor market. In the process of control, the control body receives information about the state of the controlled object. This information is perceived by the governing body, and on its basis a management decision is developed. Based on the latter, a control action is carried out on the control object to transfer it to the required state.
An integral property of control, without which the purposeful behavior of the system is impossible, is the continuous circulation of information between the system as a whole, its subsystems and the external environment. Subsystems and regulators form a closed system through which circulate three streams of information: information-analyzing, information-command, analytical-command... The operation of these streams is designed to minimize the costs and losses of marketing activities in the labor market.
An information and analytical communication channel is a channel for collecting primary information about the current and prospective need for labor, about the current and future need for labor of able-bodied citizens of society, about the state of efficiency and development trends of the management facility, the accumulation of this information and its processing into a convenient form. for use by decision makers.
The information-command communication channel is a channel for communicating the decisions made, as well as any other type of secondary information obtained as a result of processing the primary data in the information-analyzing subsystem, to the executor.
An analytical and command communication channel is a channel for accumulating information, fixing target control programs, finding the optimal solution.
The relationship between planning, marketing organization and control system.
2. The concept of marketing control at the enterprise
2.1 Concept, stages, goals and objectives of marketing control
The activity of any enterprise is aimed at achieving its goals. These goals are the starting point in the development of marketing plans and programs, the implementation process of which should ensure accurate progress towards the intended milestones. The assessment of the degree of fulfillment of the intended goals and programs is provided with the help of a marketing control system.
Marketing control- the process of measuring and evaluating the results of the implementation of marketing plans, the implementation of corrective actions to ensure the achievement of marketing goals. Control concludes the marketing management cycle and simultaneously initiates a new marketing planning cycle. This identification of the strengths and weaknesses of marketing activities, analysis of the level of implementation of marketing plans are necessary for the correct choice of goals and strategies for marketing activities for the next planning period.
Areas of marketing control are shown in Figure 3.
Areas (objects) of marketing control and its types
Marketing control structure
Depending on the tasks set, the enterprise distinguishes:
1. control over the implementation of a long-term marketing strategy;
2. control of tactical short-term (annual) marketing plans;
3. operational control over the implementation of marketing plans.
If control of the first type is possible for the entire enterprise as a whole, then control of the second and third types is for structural units and divisions.
The control process usually takes place in four stages:
1. establishment of planned values and standards (goals and norms);
2. finding out the real values of indicators;
3. comparison;
4. analysis of the comparison results.
Distinguish between verbal, quantitative, qualitative, universal and specific control indicators.
Verbal (descriptive) indicators are used, as a rule, in describing the long-term goals of an enterprise or phenomena that are difficult to quantify (for example, creating a positive image of a product among consumers).
Quantitative indicators are used most often and are divided into absolute, relative and index.
Qualitative indicators are used when quantitative characteristics are not applied at all (for example, when characterizing consumers, their habits, preferences).
Universal indicators are used not only to control marketing, but also for general analysis of the enterprise. These include indicators of production, sales, profits, costs, income, losses, productivity, etc.
Specific indicators are used to characterize specific marketing activities (for example, an indicator of the cost of conducting a marketing campaign or the cost of one questionnaire in a consumer survey).
The main tasks of marketing control are :
1. a clear definition of the number and type of indicators, depending on the level of their use;
2. quantitative expression of indicators;
3. obtaining the most simple verbal and quantitative indicators, creating a methodology, determining the degree of their implementation;
4. use of a unified methodological base for calculating planned and actual indicators;
5. using a set of indicators to assess the implementation of the marketing plan and its effectiveness.
When exercising the control function, certain regulations should be used, standards that reflect the expected level of the assessed characteristics - for example, a decrease in the number of customer complaints for the year by 20%, an increase in the number of new customers by 10% over the same period, a non-excess in marketing costs of the figures marketing budget.
Based on the results of the control, adjustments are made to marketing activities. For example, if the sales volume is lower than expected, you need to determine what caused this and what should be done to correct the situation. If the sales volume is higher than expected, then you should determine what caused this. It may be necessary to raise the price of the product. This will inevitably lead to some decrease in sales volume, but it may provide higher profits.
Controlling marketing means comparing norms and realities.
The stages of the marketing control process are aimed at the timely identification of all problems and deviations from the normal progress towards the set goals, as well as at the appropriate adjustment of the enterprise's activities so that the existing problems do not develop into a crisis.
2.2 Types of marketing control
There are four types of marketing control of marketing activities according to Philip Kotler:
Table 1 - Types of marketing control
| Types of control | Main responsibility | Control objectives | Content |
| 1. Control of annual plans | Senior and Intermediate Leadership | Check if the planned results have been achieved | Analysis of sales volume. Market share analysis. Analysis of the ratio of sales to costs. The financial analysis. Analysis of opinions of consumers and other market participants |
| 2. Control of profitability | Marketing activity controller | Check where the company is making and losing money | Determination of profitability in the context of products, territories, consumers, distribution channels, etc. |
| 3. Monitoring efficiency | Heads of line and staff services. Marketing activity controller | Evaluate and improve the effectiveness of marketing activities | Analysis of the effectiveness of salesmen, advertising, trade promotion, distribution |
| 4. Strategic control | Senior management, marketing auditors | Check if the company is making the best use of its opportunities in relation to markets, products and distribution channels | Analysis of the effectiveness of marketing activities, audit control of marketing activities |
The marketing control system involves the implementation certain types control designed to monitor and evaluate the effectiveness of the enterprise, identify all deficiencies and take appropriate measures.
Most often in modern marketing there are 3 types of control:
1. control over the implementation of annual plans and analysis of sales opportunities;
2. control of profitability and analysis of marketing costs;
3. strategic control and marketing audit.
Depending on the system of internal management, the size of the firm and its financial potential, control may include one, two, or all three of these types. Of course, the greatest efficiency is provided by the simultaneous use of exactly three types of control.
Control of annual plans- assessment and adjustment of the level of fulfillment of annual targets in terms of sales volume, profit and other indicators in the context of individual markets and products. Since it is in the annual marketing plan in these sections, as a rule, individual directions and indicators of marketing activities are worked out in detail, information on the level of their implementation is of great interest to the management of the organization. Marketing activities involve significant costs. Evaluation of their reasonableness and effectiveness is also carried out under the control of annual marketing plans. Further, with this type of control, an analysis is made of the correctness of the assumptions regarding the external environment of marketing, laid down in the annual marketing plan.
The purpose of monitoring the implementation of annual plans is to make sure whether the company has actually reached the indicators of gross income, profitability and other target parameters planned for a specific year. This type of control includes four stages.
First, management should put in the annual plan benchmarks broken down by months and / or quarters. Secondly, it is necessary to organize measurements of the indicators of the firm's market activity. For this, the tools of the company's financial, accounting and management reporting are used. Thirdly, it is necessary to identify the reasons for the discrepancy between the planned and real indicators activities. Fourth, the management of the company must take measures to adjust the activities of the company and close the gap between the goals and the results achieved.
Particular attention should be paid to the techniques and methods of monitoring the implementation of plans.
Sales analysis consists in measuring and evaluating the actual volume of sales of different products in different sales markets in relation to the goals set in this area. The source of information can be marketing reports from sales departments or accounting data.
Market share analysis aims to clarify the position in the market in relation to competitors. A company's sales volume is not a measure of how well it is performing relative to its competitors. To determine the effectiveness of activities, it is necessary to monitor the state of the market share that the firm has. If it increases, then the company is ahead of competitors, if it decreases, then the company is performing worse than its competitors. However, when making such conclusions, it is necessary to consider the following:
The assumption that the external environment affects all companies in the same way is often wrong. Thus, the crisis of last year caused a general recession in the economy, but this affected the activities of various companies in different ways. Some companies quickly coped with the consequences of the crisis and continue to operate successfully in the market, while others still cannot reach the pre-crisis level.
The assumption that a company's performance should be compared with the average performance of other firms may also be wrong. The activity of the company should be compared only with the activity of its closest competitors.
Sometimes a decrease in market share is deliberately initiated in order to increase profits. For example, management may refuse to sell unprofitable products or cooperate with certain groups of consumers and thereby increase the company's revenue.
Market share can change for many other reasons, and not all of its changes have marketing value.
The reasons for the change in market share need to be clearly identified. The following reasons for this change are possible: the company has lost some of its customers (less market penetration); the company's customers began to purchase fewer products from it (decreased customer loyalty); company prices are higher than competitors' prices (increasing the clarity of customers in the price), etc.
The sources of this information may be data from the state statistical reporting, market research data and other sources of commercial information.
Analysis of the relationship between marketing costs and sales allows an organization to assess the effectiveness of marketing costs and determine their most acceptable value. Typically, this analysis is carried out in relation to individual components of marketing costs, i.e. the values and dynamics of such ratios as: advertising costs to sales volume, marketing research costs to sales volume, sales promotion costs to sales volume, sales force costs to sales volume are studied.
The tool for this type of control is the analysis of the relationship between marketing costs and sales. Moreover, it is desirable to obtain similar data from the main competitors. The main internal sources are marketing reports, while external sources are commercial intelligence and audit of competitors' advertising and marketing spending.
The results of this analysis should be evaluated in terms of financial activities the organization as a whole. This is necessary in order to understand how and where the organization receives money. The financial analysis is carried out to identify the factors that determine the return on investment. Enhancement this indicator is usually carried out in two directions:
1. By increasing profits by increasing sales and / or reducing costs.
2. By increasing capital turnover, which is achieved by increasing sales or reducing assets (inventories, fixed assets, the number of unpaid invoices, etc.).
Thus, the role of marketing factors in ensuring the financial well-being of the organization is revealed.
The favorable picture obtained from the previous three steps can be significantly corrected by observing customer attitudes. The main tools used at this stage of control are market research, customer complaints and suggestions system, customer panels and customer surveys.
The controls described above are primarily of a financial nature. However, many of the valuation systems used by the company are more qualitative than quantitative. One of these systems, reflecting the "health" of the company and allowing to warn of impending danger is consumer opinion analysis and other market participants, which is based on observing changes in attitudes towards the organization of its customers, dealers and other participants in marketing processes. For this, surveys, interviews are conducted, oral and written complaints are recorded and analyzed. This analysis allows the management of the organization to take the necessary measures in advance.
Customer assessment involves an analysis based on the following indicators: the number of new customers; the number of unsatisfied buyers; the number of lost customers; target market awareness; target market preferences, etc.
For each of these indicators, certain standards must be established, and when the current values go beyond these limits, the company management must respond.
Corrective actions taken in the course of marketing control are usually tactical in nature. However, it should be remembered that many strategic decisions at first look like current or temporary. Before taking any corrective action, an attempt should be made to plan the results of the planned activities. For this, methods of statistical accounting and economic modeling are used.
Profitability control and cost analysis involves monitoring the profitability of the marketing activities of the company as a whole and in relation to specific products, assortment groups, target markets and segments, distribution channels, advertising media, commercial personnel, etc.
Analysis of the ratio "marketing costs - sales volume" allows you to avoid significant cost overruns in achieving marketing goals.
Identifying marketing costs, distributed across its elements and functions, is not an easy task and is usually done in three stages:
1) study of financial statements, comparison of proceeds from sales and gross profit with current items of expenditure;
2) recalculation of expenses by marketing functions: marketing research expenses, marketing planning, management and control, advertising, personal sales, storage, transportation, etc. marketing costs. The value of this kind of analysis is the ability to link current costs to specific types of marketing activities;
3) a breakdown of marketing costs by function in relation to individual products, methods and forms of sale, markets (segments), distribution channels, etc. In the numerator of the compiled table, functional items of expenditure for marketing purposes are indicated, and in the denominator - individual goods, markets, specific groups of buyers, etc.
To assess the effectiveness and analyze marketing costs, firms sometimes use the rate of return on invested capital (often referring to working capital):
The indicator "sales volume" is given in the formula for a better understanding of the sources of profit.
The purpose of these calculations is to determine how efficiently the firm is using the available resources. Based on the above formula, it can be assumed that there are several ways to increase the rate of return:
1. Increase in sales.
2. An increase in net profit (for example, as a result of the abandonment of unprofitable activities, price increases or cost reductions).
3. Reduced capital investment (due to reduced inventory).
In addition, financial indicators and similar calculations help to assess the state of affairs in the company and plan further activities.
If the company operates in several regions of the country, then it is necessary to have an accurate idea of the income and expenses associated with activities in each of them. The indicator of gross profit or sales volume as an indicator of profitability in this case is very unreliable, since the company's costs in the regions may be different. And upon detailed analysis, sometimes it turns out that high costs negate high sales and gross margins. It is also advisable to draw up a report and analyze the profit and loss for each marketing object (different customer groups, product movement channels, etc.).
The data obtained allow us to conclude that it is advisable for a company to work in a certain territory with a particular group of customers, using specific sales channels. But even if the results of the profitability analysis turn out to be disappointing, you should not immediately abandon the use of, for example, any distribution channel. Perhaps the reasons for the financial loss lie precisely in the lack of attention from the company and the lack of systematic work in this direction. Before taking the appropriate steps, there are a number of questions that need to be answered:
Will customers switch to other distribution channels if some of them have to be abandoned?
What determines the importance of distribution channels from the customer's point of view?
Is the marketing strategy developed for each sales channel optimal?
Based on the responses received, marketing management can begin evaluating options for further action, for example:
If shipping costs are high enough, you can set a special (higher) price for small orders;
Conduct a training course for managers to stimulate sales;
Avoid some costs (for example, reduce the number of phone calls, stop looking for new customers and focus on proven partners);
Refuse not from the channel as such (for example, dealers or sales representatives), but only from the "bottlenecks", etc.
Such information allows you to decide whether to expand, reduce or completely curtail the sale of certain products, the conduct of one or another marketing activity.
Thus, the control of results is aimed at establishing the coincidence or inconsistency of the main planned indicators with the actual results achieved in terms of economic (sales, market share) and non-economic (consumer attitude) criteria. Control can be directed both at the marketing complex as a whole, and at its individual constituent elements.
Typically, monitoring the effectiveness of marketing is carried out in the context of individual elements of the marketing mix.
1. Evaluation of the efficiency of the sales staff
Sales managers should evaluate the performance of managers, based, for example, on the following average indicators:
Number of phone calls (with an offer to conclude a deal) per employee;
Time of one telephone contact;
Income per call;
Costs per call;
Visitor reception costs;
The number of new buyers for a certain period;
Lost customers in the same period;
The cost of maintaining sales personnel (as a percentage of sales), etc.
For example, if it is found that managers spend too much time on ordering, then it is advisable to delegate this function to less qualified operators; If the number of lost customers exceeds the number of new ones, it is necessary to reorient employees to work with proven customers.
Many people think that it is almost impossible to estimate the result of advertising costs. However, the big picture can be drawn by analyzing the following indicators:
The cost of attracting thousands of target consumers using this advertising medium (GRP indicator);
The percentage of the audience who noticed, watched or read most of the ad message;
Clients' opinion on the content and effectiveness of advertising;
3. Evaluation of the effectiveness of sales promotion
To assess the effectiveness of sales promotion activities, you need to record the costs of each such event and assess its impact on the level of sales. The following indicators should be monitored:
Percentage of sales made as part of a sales promotion event;
The amount of sales promotion costs for each ruble (dollar) from sales, etc.
A. Direct marketing: Shows how many customers are involved in direct marketing activities.
B. Contacts: Shows how many effective contacts were identified from those customers for whom direct marketing actions were taken.
C. Meetings and / or visits: Indicates how many meetings and / or visits have been made since contact.
D. Negotiation: Indicates how many negotiations were held based on meetings and / or visits.
E. Offers: shows how many proposals were put forward during negotiations.
F. results: Indicates the results (both positive and negative) for the proposals put forward.
G. conclusions: examines the actions of receiving and serving customers in the bank, which led to the purchase of products.
Contact efficiency = B / A (in%)
Engagement efficiency = C / B (in%)
Conversation efficiency = D / C (in%)
Efficiency of negotiations = E / D (in%)
· efficiency general action= G / A (in%)
4. Evaluation of distribution efficiency
A company should always strive to reduce its distribution costs. Indeed, one of the main problems is that if a company's sales volume rises sharply, the efficiency of distribution of goods decreases sharply. For example, a firm may not be able to meet target delivery dates. Naturally, this negatively affects her reputation, and in the end, the volume of sales decreases. To avoid this, the company's management needs to identify bottlenecks in a timely manner and invest sufficient funds in measures to improve distribution efficiency (think about improving the location of warehouses, transportation methods, etc.).
is a relatively regular, periodic or episodic audit of the marketing activities of a company, which, according to F. Kotler's definition, means “... a comprehensive, systematic, impartial and regular study of the marketing environment of a company (or organizational unit), its tasks, strategies and operational activities with the aim of identifying emerging problems and opening opportunities and issuing recommendations on an action plan to improve the marketing activities of this firm. "
Management levels and control systems. Strategic choice at the functional, SZH (strategic area of management) and corporate levels naturally determines the structure of management and control systems.
A. Functional level... At this level, control systems are characterized by vertical differentiation. Horizontal differentiation is less suitable, since it is about the implementation of one control function, and this provides tight control. At the same time, bureaucratic and exit controls are used to reduce costs. Standardization is very important for the control of inputs, outputs, human resources. Rules and budgets must control production and personnel. In general, in production, the main task of control at the functional level is to reduce costs.
In the field of R&D ( research and development work ) the company is primarily interested in creating technological differentiators and developing new products. Monitoring in this area is quite difficult, as it is difficult to keep track of what people are doing. It is usually carried out in the form of self-monitoring or by small groups of collaborators.
Marketing, like R&D, is characterized by flat management structures where it is difficult to track employee performance. However, exit control and bureaucratic control are used here.
The types of control depending on the functions are shown in table. 3.
Table 3 - Types of management and control structures for the main functions of the firm
The choice of the control system depends on the strategy used (Table 4) and the stage life cycle industry (Table 5).
Table 4 - Use of control systems for different strategies
| Strategy | Price Leadership | Differentiation | Focusing |
| Appropriate control system | Linear functional, product, divisional | Product, divisional, matrix | Linear-functional |
Exit control |
High usage (e.g. cost control) | Some uses (e.g. quality control) | Some uses (e.g. cost and quality) |
| Bureaucratic control | Some uses (e.g. budgets, standardization) | Large use (e.g. rules, budgets) | Some uses (like budgets) |
| Control by the team | Low usage (e.g. by quality or cycle) | High use (e.g. norms and culture) |
Simple management structures with little differentiation in price leadership lead to relatively simple forms of cost control of the firm.
In differentiation, the task of the control system is also to protect the distinctive advantages. For this reason, bureaucratic and collective oversight is of great importance. In companies using a focus strategy, control is based on a trade-off between cost control and differentiation. Usually these are relatively small companies, and control by the team is of particular importance.
Table 5 - Stages of the SZH life cycle and types of control
At the inception stage, taking into account the small size and simple management structure, it is sufficient to control personnel within small working groups.
At the stage of growth with the development of management structures, the company needs to develop low-price competence or in the search for future benefits of differentiation, and control must be sufficiently flexible (mainly from the side of the team).
At the stage of slowing growth, the price leader must use exit control and bureaucratic control, and the differentiator must pay attention and control from the team.
At the stage of maturity, products should be standardized and their range expanded. For the price leader, the main goal of control is to reduce costs. The differentiator must strive to develop distinctive advantages. Accordingly, bureaucratic control and control by the collective are of particular importance.
In decline, control should track the costs of leaving the SBA and the overall costs of changing strategies. It is essential that such a system should be cheap.
The strategic control system includes four main elements.
1. Establishment of those indicators by which the assessment of the implementation of the strategy will be carried out. Usually, these indicators are directly related to the strategy that the organization is implementing. It is believed that there are several well-defined groups of indicators by which the state of the organization is recorded. These groups of indicators are:
Performance indicators;
Human resource utilization indicators;
Indicators characterizing the state of the external environment;
Indicators characterizing intra-organizational processes.
The choice of indicators for strategic control is in itself a task of strategic importance, since the assessment of the success of the strategy implementation will depend on it. When choosing indicators for strategic control, management should prioritize them in order to be able to draw an unambiguous conclusion in the event that some indicators indicate that there are problems in the implementation of the chosen strategy, while others say that everything is going well.
In addition, when setting the indicators for strategic control, management should establish the subordination of time preferences. The chain of command should reflect the overall strategic attitude of the organization to the long-term and short-term view of performance.
Also, when establishing indicators of strategic control, it is important to reflect in the structure of these indicators the structure of interests of individual groups of influence.
2. The second element of the strategic control system is the creation of a system for measuring and tracking the state of control parameters. This is a very difficult task, as in many cases it is not so easy to measure them. For example, serious difficulties arise when measuring the integral, synergistic effect. It often happens that the result of certain activities can be measured quite easily, and the addition of these results is no longer measurable.
There are four possible approaches to building measurement and tracking systems. The first system is a control system based on the market performance of the firm. It can measure the prices of the firm's products, the prices of the firm's shares, and the return on invested capital. The measurement is carried out in the market comparison of the state of these parameters. The second approach is to measure and track the exit status of various parts of the organization. In this case, goals are set for individual divisions (structural units) of the organization, and after that it is assessed how they perform the tasks assigned to them. The third approach is the so-called bureaucratic approach to control. In the case of this approach, it is thoroughly described how to work, what actions to perform, etc. That is, detailed procedures and rules of conduct and actions are established. With this approach, not what is received is tracked and monitored, but how well established procedures and rules are being followed. The basis of the bureaucratic approach is standardization. The fourth approach to measuring and tracking the state of the organization's parameters is based on establishing the norms of the system of values in the organization. In this case, control turns into self-control, when the participants in the activity in the process of its implementation control their work and their results from the standpoint of the interests of the organization.
3. The third element of the control system is the comparison of the real state of the control parameters with their desired state. When conducting this comparison managers can face three situations: the real state is higher (better) than the desired one, the real state corresponds to the desired one, and, finally, the real state is worse than the desired one.
4. The final element is evaluating the comparison result and making a decision on the adjustment. If the actual state corresponds to the desired one, the decision is usually made that nothing needs to be changed. In the case when the actual state of the control parameter is better than the desired one, it is possible to increase the desired value of the control parameter, but only on the condition that this does not contradict the goals of the organization. When the real state of the control parameter is lower than its desired state, it is necessary to identify the cause of this deviation and, if necessary, to make adjustments in the behavior of the organization. This adjustment can relate to both the means of achieving the goals and the goals themselves.
The adjustment is carried out according to the following scheme. First of all, the control parameters are being revised. For this, it is understood how the selected control parameters and the desired state defined for them correspond to the established goals of the organization and the chosen strategy. If a contradiction is found, then the parameters are adjusted. If the control parameters do not contradict the goals and strategies, then the revision of the goals begins. To do this, the management compares the selected goals with the current state of the environment in which the organization must operate. It may happen that changing conditions makes it impossible to achieve the set goals. In this case, they must be corrected. But if the environment allows the organization to continue to move towards its goals, then the adjustment process should be transferred to the level of the firm's strategy.
Revision of a strategy involves an understanding of whether changes in the environment have led to the fact that the implementation of the chosen strategy in the future becomes difficult, or the strategy will no longer be able to lead the organization to its goals. If so, strategies should be reviewed. If not, then the reasons for the unsatisfactory work of the organization should be sought in its structure or in the information support system, or in the functional systems for supporting the organization's activities. It may turn out that everything is fine in these areas too. Then the reason for the unsuccessful work of the organization must be sought at the level of individual operations and processes. In this case, the adjustment should affect how employees perform their work, and should be aimed at improving motivation systems, improving the qualifications of employees, improving the organization of work, etc. ...
Conducting strategic control is very important for the organization, moreover, improperly organized control work can create difficulties in the organization's work and even harm it. Possible negative manifestations of the functioning of the control system include the following:
The substitution of the organization's goals with control parameters as a result of the fact that employees begin to orient their activities to those indicators by which they are controlled;
Excessive control over the activities of departments and employees;
Overloading managers with information coming from the control system.
The management of the organization should have a clear position regarding the role and place of the control system so that it can effectively cope with the solution of only those tasks that correspond to the overall objectives of strategic management.
1. The growing dynamism of changes in the firm's environment, increased competition, increased threats and opportunities for doing business, globalization and internationalization of economic processes and a number of other factors led to the transition to strategic management. Strategic management, carried out by the top management of the organization, involves the establishment of a dynamic interaction of the organization with the external environment in order to find and use opportunities that allow the organization to survive in the long term in a tough competition.
2. Means of implementation of strategic management are the strategies of the firm's behavior. Strategies are formed based on the mission and goals of the organization, based on an analysis of the environment, the potential of the company, the dynamics of the life of the product and a number of other factors. Defining and choosing a strategy is a complex multi-step process that uses portfolio analysis as one of the main tools. The implementation of the strategy presupposes the creation of conditions for its implementation.
3. To implement the chosen strategy, the organization must conduct necessary changes... The two main areas of strategic change in an organization are changes in the organizational structure of the firm and its organizational culture.
4. Monitoring the implementation of the strategy involves fixing whether the chosen strategy will lead to the achievement of the set goals, and making recommendations for adjusting the strategy in accordance with the prevailing conditions.
Market dynamics, structural changes in the economy, new social guidelines, for example, to improve the quality of life, socio-ethical standards for the production and consumption of goods, environmental aspects - all these and many other critical factors for the enterprise can lead (and in real life already lead ) to abandon previously set goals, change the development model, significantly adjust previously adopted plans, strategies and programs. Each enterprise should periodically assess its approach to marketing activities and its compliance with the changing conditions of the external environment. F. Kotler calls this type of control a marketing audit: “A marketing audit is a comprehensive, systematic, impartial and regular study of the marketing environment of a company (or its organizational unit), its tasks, strategies and operational and commercial activities in order to identify emerging problems and emerging opportunities. to develop recommendations for improving the marketing activities of the company. " The purpose of a marketing audit, therefore, should be to identify existing problems in the organization of marketing activities and develop appropriate measures to overcome them.
As part of the marketing audit, a detailed analysis of the planning information base is carried out, control of goals and strategies, marketing activities, organizational processes and structures.
Allocate four character traits marketing audit:
The breadth of coverage of marketing indicators (it is necessary to consider not only "pain points", but also all the main directions of the company's marketing, since such an extensive research, as a rule, turns out to be more effective in revealing the true sources of problems);
Consistency (audit implies an orderly study of the macro- and micromarketing environment, its goals and strategies, individual events);
Independence (the best audit is usually the one conducted by independent specialist consultants);
Frequency (usually, marketing audits are only resorted to after sales decline or other problems arise; however, companies are in crisis, partly because they did not investigate their marketing state in time).
A marketing audit begins with a meeting of the head of the company with the auditor and the development of an agreement on the objectives of the study, coverage, depth, data sources, reporting form and timing. Compiled detailed plan: who to interview, what questions to ask, when and where to meet, etc. The basic rule of marketing audit: you cannot rely on the data and opinions of company managers alone. Both customers and suppliers should be interviewed.
An enterprise can carry out a marketing audit both on its own (internal audit) and by engaging for this work independent experts(external audit). Both methods have advantages and disadvantages.
When conducting audits on its own, the company can solve all the problems associated with this work quickly and efficiently. In addition, an internal marketing audit is significantly cheaper than an external one. For auditors - employees of the enterprise, all official information, including confidential information, can be accessed without restriction. Internal auditors do not need to delve into specific issues of organization of production and sales of the company's products - they are professionally aware of these issues.
The disadvantage of internal audit is that not in all cases an objective and impartial assessment of the state of affairs at the enterprise is possible. Employees are adapted to the internal environment and may not pay attention to individual, even significant, deficiencies in marketing activities.
Involvement of third-party organizations or professional consultants in the audit allows to overcome this lack of internal audit and, in addition, provides the enterprise with a deeper study of problems, access to objective and impartial results of a survey of marketing activities and the development of effective recommendations for its improvement.
The services of external marketing auditors can cost an enterprise much more expensive than an internal audit, but give much more chances to improve all production and commercial activities, reduce the risk of various undesirable situations in the internal and external environment of the enterprise.
External audit of marketing, as a rule, is distinguished by an integrated approach of expert analysts to develop a more perfect and updated marketing strategy, to create conditions for strengthening the company's position in the market.
The decision to conduct a marketing audit on its own or with the help of third-party experts in each specific case depends on the size of the enterprise, the qualifications of personnel, the complexity of control tasks and other factors. The marketing audit process is shown in Fig. 6..
Figure 6 - Marketing audit process
Conducting strategic control and the resulting revision (revision) of the marketing strategy, in contrast to the other two types of marketing control, is an extraordinary measure, and often an emergency, which is used mainly in cases where:
1) the previously adopted strategy (strategies) and the tasks determined by it are morally outdated and do not correspond to the new conditions of the external environment;
2) significantly, and in a relatively short time, the market positions of the company's main competitors have increased, their aggressiveness has increased, the efficiency of forms and methods of their work has increased;
3) the firm has suffered a significant defeat in the market: its sales have sharply decreased, some markets have been lost, the assortment contains ineffective goods of low demand, many traditional buyers of the firm's goods are increasingly refusing to purchase them. In this case, a general audit of the entire activities of the company is required, a revision of its marketing policy and practice, a restructuring of the organizational structure, a regrouping of the reduced forces and means, as well as the solution of a number of other serious problems. However, such an audit is necessarily preceded by a comprehensive analysis and identification of specific reasons that caused the defeat of the company in the market;
4) the technical, production, sales potential of the company has significantly increased, new competitive advantages have been formed. All this will require revising the firm's strategy, reforming its organizational and management structures, formulating new, more difficult tasks and goals that reflect the increased potential of the firm.
For the audit, a questionnaire and an audit form are being developed. The revision structure can be different. For example, the following typical plan:
I. Revision of the marketing environment:
· Revision of the macroenvironment (demographic, economic, natural, scientific and technical, political, legal factors and factors of cultural development);
Revision of the microenvironment (buyers, competitors, sales intermediaries, suppliers, advertising and marketing organizations, contact audiences).
II. Revision of the marketing strategy (program of the firm's activities, objectives and goals of marketing, its strategic directions).
III. Revision of the organization of the marketing service (formal structure, functional efficiency, interaction efficiency).
IV. Revision of marketing systems (marketing information systems, marketing planning, marketing control, new product development).
V. Revision of marketing performance (profitability and cost effectiveness).
Vi. Revision of the functional components of marketing - marketing complex (product, price, sales policy, advertising and sales promotion, personnel policy).
Marketer Koehler offers an improved system of marketing audit - auditing, which focuses not so much on quantitative as on qualitative indicators of the firm's work and includes quality control of the information received, quality control of strategic directions and targets, as well as control of the effectiveness of marketing leverage on the market.
The concept, developed by German economists Nischlag, Dichtel and Hershten, also defines two areas of marketing control: results-based marketing control and marketing audit, which involves constant monitoring and analysis of the qualitative aspects of the firm's activities.
This system includes control:
The main hypotheses and forecasts about the patterns and structures of the development of the marketing macro- and microenvironment;
The goals and strategic directions of the firm's activities, their adequacy to market requirements and the capabilities of the firm itself;
The effectiveness of the company's marketing activities, marketing mix and marketing budget;
Organization (organizational structures of the firm and the rules for their construction), as well as the system and effectiveness of methods for obtaining marketing information.
2.3 Marketing Analysis and audit
Strategic analysis and audit covers the collection of critical information about the company's activities. This information includes information used in developing specific goals and business strategies. The 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 the company's activities. It includes all the main operations that are carried out in the process of movement of goods and services through organizations: logistics, manufacturing, shipping, sales, marketing and after-sales services. In addition to the listed processes, the audit extends to the so-called supporting activities of the company, on which the main activities of the company depend: the conclusion of procurement contracts, technology development, personnel management and the organization's infrastructure. All of this is outside the scope of traditional marketing activities, but the marketing strategy depends on all of these components.
Study financial statements is the main point for understanding the current position of the company and the specifics of its development. The statement of results of economic activity and the balance sheet of the company are the two main financial documents of the company. The balance sheet shows the assets and liabilities of the company, equity as of a certain date. The income statement (sometimes called the profit and loss statement or the company's income statement) is more important from a marketing point of view. It shows the level of sales, the cost of producing and selling goods for a certain period of time. By comparing these reports from time to time over different periods, a firm can notice positive and negative trends and take appropriate action.
SWOT analysis is a powerful methodological tool that allows you to carry out a full audit of the marketing and other activities of a company. It allows you to identify the strengths and weaknesses of the organization, opportunities and threats (strengths, weaknesses, opportunitiesandthreats) when conducting a strategic audit. After the audit, a large amount of information of varying degrees of importance and reliability is accumulated. A SWOT analysis cleans up this information and highlights the most important internal and external audit findings. A small number of pivot points allows the company to focus its attention on them.
A SWOT analysis is structurally divided into the following 4 parts: opportunities; threats; strengths of the company; weaknesses of the company.
When drafting the Opportunities and Threats section, the marketing manager must identify the main threats and opportunities that lie ahead for the company. The purpose of this section is to try to anticipate in advance the events that may have an impact on the company's activities. The manager should list all the threats and opportunities that he can only imagine. When considering the sources of opportunities and threats, all factors of the company's macroenvironment should be taken into account: the political and legal environment; demographic environment; economic environment; socio-cultural environment; technological and natural environment.
Not all threats require the same attention or concern - company managers need to assess the likelihood of each threat and the potential danger it poses. Therefore, the leader must focus on the most probable and dangerous threats and prepare a plan to neutralize them in advance.
Opportunities arise when environmental trends favor the use of strengths organizations. Firm managers should evaluate each opportunity for its potential attractiveness and likelihood of success. Companies are rarely presented with ideal opportunities that are precisely aligned with their goals and resources. Seizing opportunities comes with risk. In assessing opportunities, managers must decide whether the expected benefit justifies the potential risk. Depending on the strengths of the company, the same development trend can be both a threat and an opportunity for a company.
Strengths and weaknesses in a SWOT analysis do not at all imply a listing of all the features of the company, but only those that relate to the key factors of success. Too long a list leads to confusion and vagueness and distracts from what is really important. The company's strengths and weaknesses are relative, not absolute, definitions. It is good to be strong at something, but if the competitors are stronger at it, it will become a weakness of the company.
Having formulated the company's mission and the front-line tasks, management must plan its business portfolio - a set of activities and products 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 products or areas in the portfolio. activities.
An analysis of the company's business portfolio should help managers assess the company's field of activity. The company should strive to invest in more profitable areas of its activity and reduce unprofitable ones. The first step of a management team in analyzing a business portfolio is to identify the key areas of activity that determine the company's mission. They can be called strategic business elements.
The strategic element of business (SEB) is the direction of the company's activities, which has its own missions and objectives, the activities of which can be planned independently of other areas. SEB can be a division of a company, a product group, or even a separate product or brand.
In the next step in analyzing a business portfolio, management must assess the attractiveness of the various EBSs and decide what support each deserves. In some companies, this happens informally in the course of work. The management examines the totality of activities and products of the company and, guided by common sense, decides how much each SEB should bring and receive. Other companies use formal methods for portfolio planning.
Formal methods can be said to be more precise and thorough. Among the most famous and successful methods for analyzing a business portfolio using formal methods are the following:
· Method of the Boston Consulting Group (BCG);
· Method of General Electric (GE).
The BCG method is based on the principle of growth / market share matrix analysis. This is a portfolio planning method that evaluates a company's SEB in terms of the growth rate of their market and the relative market share of those items.
GeneralElectric has proposed a comprehensive business portfolio planning method called the Matrix strategic planning business. In the GE method, in addition to market growth rates, other factors are taken into account as factors of the attractiveness of the industry. A special complex of industry attractiveness has been developed, determined on the basis of market size, market growth rates, profitability ratio in the industry, degree of competition, seasonality and cyclicality of demand, and cost structure in the industry. All these factors, quantified, make up the industry attractiveness index.
The GE method also uses a special index to assess business sustainability. The Business Sustainability Index measures factors such as a company's relative market share, price competitiveness, product quality, customer and market knowledge, sales efficiency and location advantages. These factors are quantified and combined into a Business Sustainability Index, which measures sustainability as high, medium or low.
BCG, GE and other matrix methods are revolutionizing the strategic planning process. However, these methods have significant limitations. Their application takes a lot of effort, time and money. It can be difficult for management to define the boundaries of the SEBs and quantify their market share and growth rates. In addition, these methods focus on the classification of current areas of activity, but are of little help in planning future activities. Formal planning and analysis methods can also lead a company to strive to grow primarily by increasing its market share or by entering more attractive new markets. In doing so, many companies are involved in new, fast-growing business areas that they do not know how to manage. A number of companies are abandoning formal methods in favor of other, more flexible ones, but most of the firms remain staunch supporters of strategic planning.
Managing marketing functions is difficult enough, even if the marketer has to deal only with controlled variables of the marketing mix. The reality is much more complicated. The company operates in a complex marketing environment, which also consists of uncontrollable factors that the company has to put up with. The environment, on the one hand, provides opportunities, and on the other, it is fraught with threats. The company must carefully and continuously analyze the environment in order to avoid threats and realize opportunities in time. Appendix A lists all the marketing audit issues that should be in the constant focus of the company's marketing department.
Marketing audit is not a one-time event, but a constant and continuous process that provides information about the state of all elements of the marketing system in the enterprise and about the markets.
Conclusion
Having studied and analyzed the literature on the research problem, we came to the following conclusions:
1. Marketing is a system of organization and management of production and sales activities of enterprises, market research in order to form and meet the demand for products and services and make a profit.
2. The marketing activity of the company is aimed at establishing, reasonably enough, based on market demands, specific current and mainly long-term (strategic) goals, ways to achieve them and real sources of resources for economic activity; determine the range and quality of products, their priorities, the optimal structure of production and the desired profit.
3. Control of marketing activities is an assessment of the results of the marketing plan and taking the necessary measures to adjust it, because if you miss the time when clarifications and changes can be made to the plan painlessly for the company, the consequences can be unpredictable. The main objectives of marketing control are: a clear definition of the number and type of indicators, depending on the level of their use; quantitative expression of indicators; obtaining the most simple verbal and quantitative indicators, creating a methodology, determining the degree of their implementation; use of a unified methodological base for calculating planned and actual indicators; using a set of indicators to assess the implementation of the marketing plan and its effectiveness.
4. There are 4 types of control: control of annual plans; control of profitability; efficiency control; strategic control. Control of annual plans - assessment and adjustment of the level of fulfillment of annual targets in terms of sales volume, profit and other indicators in the context of individual markets and products. Profitability control - assessment and implementation of corrective actions in order to ensure the profitability of various products, territories, consumer groups, channels distribution, activities in different markets. Performance monitoring allows you to evaluate and improve the efficiency of spending and analysis of marketing costs in the following areas: sales personnel, advertising, sales promotion, distribution. Strategic control and marketing audit is a comprehensive, systematic, impartial and regular study of the marketing environment of a firm (enterprise), its objectives, strategies and operational activities in order to identify emerging problems and opportunities and provide recommendations on an action plan to improve the marketing activities of this firm. Strategic analysis and audit covers the collection of critical information about the company's activities. This information includes information used in developing specific goals and business strategies. The audit consists of two main parts: internal and external audit. Marketing audit is not a one-time event, but a constant and continuous process that provides information about the state of all elements of the marketing system in the enterprise and about the markets.
Studying and solving problems related to the control of marketing activities is one of the most important tasks in the marketing activities of an enterprise. Since, identifying the strengths and weaknesses of marketing activities, analyzing the level of implementation of marketing plans are necessary for the correct choice of goals and strategies for marketing activities for the next planning period. When drawing up a marketing plan, it is difficult to foresee all the contingencies that may arise in the course of work. Therefore, control over the implementation of the planned marketing plan should become a mandatory aspect of the enterprise.
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Marketing control (control in marketing) is a systematic observation of the elements of production, commercial and marketing activities of the company, the marketing environment.
Controlling in Marketing Is a comprehensive systematic assessment of all aspects of the company's marketing activities. The purpose of marketing control is to improve the marketing performance of the firm.
Marketing control task- detection of emerging opportunities and emerging deviations when comparing actual performance and planned results. Thus, control in marketing is a mechanism for launching management, bringing the actual performance indicators to the planned ones, which allows the company to restore the movement to the intended goal.
The basic principle of marketing control- efficiency, which means "constantly keep under control".
Marketing control mechanism is based on the following principles:
- Influence- marketing control is obliged to actively influence those who hinder progress, and seek constant renewal of all activities of the company, especially in the field of marketing;
- Timeliness- marketing controlling serves for early identification of new opportunities and risks of the company;
- Filtration- controlling should be a barrier, a filter, preventing the implementation of ideas and solutions if they do not correspond to the values of marketing;
- Documenting- controlling provides for the systematization and recording of information in writing.
Marketing control parameters. To organize marketing control, it is necessary to determine both the controlled parameters themselves and to establish objective qualitative and quantitative indicators of these parameters, with which real results should be compared.
Timing control... You need to set time intervals to monitor marketing performance during which these comparisons will be made.
Marketing control system standards are controlled qualitative, quantitative marketing indicators and time intervals in which, in fact, control is carried out. The standards of the marketing control system also include the permissible accuracy of control measurements.
Objects of marketing control:
- Marketing plan... Control is exercised over the implementation of marketing plans. The purpose of the control is to ensure that the results obtained have been achieved. Control methods - analysis of sales opportunities; market share; the ratio of "marketing costs / sales"; monitoring the attitude of customers.
- Profitability control. The purpose of the control is to find out the sources of income and expenses. Control methods - profitability by goods, territories, market segments, trade channels, order volumes.
- Strategic control... The purpose of monitoring is to determine whether marketing opportunities are being used as effectively as possible and how effectively.
- Control of organizational processes... The purpose of the control of organizational processes is to check the organization of marketing and its relationship with other areas of the enterprise. The purpose of control is to detect weaknesses, inappropriate organizational rules and eliminate these errors.
Marketing audit Is an audit, revealing weaknesses in the marketing concept. Both organizational and functional issues are subject to audit. The order of revision is usually the same as for the control of results: setting the standard, ascertaining the real state, comparison and analysis (but the order may be different).
Organization of marketing control. When organizing marketing control, it is necessary to determine who should control marketing - the marketing department or another department of the enterprise (for example, the company's management) and whether the creation of an independent organizational unit is required to perform control tasks.
The organization of marketing control depends on the size of the enterprise, the qualifications of personnel, the complexity of control tasks and other factors. The decision to carry out control on its own or with the help of outside experts can only be made taking into account the situation.
To the benefits of control with the involvement of third-party organizations include: objectivity, impartiality, great knowledge and experience, overcoming problems with time and staff.
To the benefits internal control marketing include knowledge of production problems, keeping secrets, ease of communication.
When implementing marketing plans in real life, there are many different deviations from the developed plans and programs. Therefore, the marketing department needs to constantly monitor the progress of the implementation of the measures laid down in the plan. As the saying goes, each plan is only as good as control over its implementation.
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Implementation of the marketing concept in the enterprise of the printing industry requires the creation of an appropriate marketing service. Currently, without such a service that provides marketing research to study the prospects for demand, consumer requirements for the publication and its properties, trends in these requirements under the influence of various factors, it is difficult for manufacturers to survive in the competition. The ultimate goal of the functioning of marketing services is the subordination of all economic and commercial activities of the enterprise to the laws of the existence and development of the market. Both manufacturers and consumers of printed materials are interested in this.
Marketing services in enterprises have gone through several stages in their development, ranging from ordinary sales departments to special marketing departments.
But not all of them fully meet the requirements for a modern organization of a marketing service. First of all, it depends on the role that is assigned to marketing in the enterprise. For the real implementation of marketing in an enterprise, it is not enough to create an appropriate service on it. The main thing is what is the status of this service, what role is assigned to it. The famous American management specialist P. Drucker noted: “It is necessary to put a marketing specialist at the beginning, not at the end production cycle and integrate marketing into every phase of the business ... Marketing must have an impact on design, release planning, economic analysis, as well as distribution, sales and service delivery by product. " Consequently, it is possible to say that an enterprise has reached the modern level of marketing only when marketing has become the basis of its activities. In fig.
the diagram of the change in the role of marketing in the enterprise is presented, which clearly shows how marketing, being one of the functions carried out by the enterprise, has gradually turned into its core.All problems associated with the consumers of the offered goods fall into the field of vision of the marketing service. Therefore, it is quite natural to recognize for the marketing department the function of coordination (integration) of all activities of the enterprise. In order for it to set the tone for production, it is necessary to make its status the highest among other divisions. This is the key to the real marketing orientation of the enterprise.
If the marketing department has the same status as other parts of the enterprise, contradictions are inevitable. Such contradictions may arise: when developing a product (the developer is interested in the most simple and economical publication that may be unpopular on the market); during the production of the publication (the production manager is interested in reducing the production costs of the publication, which can worsen its quality and consumer properties); at financial assessment results (employees of the finance department strive to make a profit from each operation, while the company sometimes has to invest significant funds to conquer the market); on a consumer loan (the consumer credit manager tries to avoid large debt on loans, sets more stringent credit conditions, while the marketing manager devotes a lot of effort to expanding the number of buyers), etc.
For these reasons, other departments often reject the concept of marketing on the grounds that it increases costs, complicates financial problems, etc., although it has already been recognized that the lack of effective marketing is a common cause of a company's financial weakness.
There are various ways to ensure the highest status of the marketing department in the enterprise. You can, for example, subordinate the marketing department directly to the director of the enterprise or to his first deputy - the marketing director. The latter should be a good economist, marketing-oriented (i.e., having a marketing mindset), an innovator, with a broad outlook and a non-standard approach to solving the problems facing the enterprise.
Depending on the scale of the enterprise, its features, products, sales markets, any other scheme can be adopted that can provide the marketing service with the highest status.
The effectiveness of the marketing concept implementation largely depends on the organizational structure of the marketing service. It can have many build options. There is no one size fits all scheme. Marketing departments can be created on different foundations. They are usually part of the commercial area of the enterprise. However, in factories producing specific products, these elements sometimes become an element technical sphere... The print business must establish a marketing department to best facilitate the achievement of marketing objectives (identifying unmet customer demand, geographic market expansion, finding new market segments, increasing profits, etc.).
At the same time, marketing structures largely depend on the size of the enterprise's resources, the specifics of the products and markets in which they are sold, on the existing enterprise management structure. The main options for the organizational structures of the marketing department at the enterprise can be:
functional;
commodity;
market;
mixed (commodity-market).
The functional organization of the marketing service assumes that the responsibility for the performance of each functional task is assigned to an individual or group of people.
A functional organization is appropriate for enterprises with a small number of publications and markets. In this case, the markets and the publications produced are regarded as homogeneous, for which specialized divisions are created. In addition to the above, other divisions can be created: marketing planning, product management, new publications, etc. The functional organization of marketing is based on the division of labor according to established and newly emerging functions, on the specialization of workers. With a small range of products, a functional marketing organization has high agility due to ease of management. However, with the expansion of the range of products, production flexibility decreases, since the period of reaction to changes in external conditions increases. Functional structure marketing is characterized by weak flexibility of the strategy, since it focuses on achieving the current effect, and not on the introduction of innovations. This kind of marketing structure is not conducive to dynamism and innovation. In general, such a structure is an effective form of organization only in the case of sustainable production of a limited range of publications. Its users can be small businesses offering a limited number of titles sold in a limited number of markets. This structure can be applied by large enterprises producing publications that are unique in their technical characteristics. The functional marketing structure is the basic one for all other forms of organization of the marketing service.
For enterprises that issue a large number of various publications requiring specific conditions of production and sale, it is advisable to organize a commodity marketing service.
At the same time, each type of publication has its own manager with a subdivision of employees who perform all the functional tasks of marketing.Marketing of a specific product has recently become of great importance because in countries with a developed market, product differentiation is becoming one of the main factors of competition. In this regard, the activity of the product marketing manager is important. His responsibilities in different enterprises are not the same. Consider the main functions of a publication marketing manager at a print industry enterprise:
drawing up a plan and budget for the marketing of your publication;
forecasting possible changes in the publication market;
collecting information and studying the activities of competitors;
coordination of the activities of all divisions of the enterprise that affect the marketing of a particular publication;
control of prices and the use of funds provided by the marketing budget;
introduction of a new edition and discontinuation of the old one.
The commodity organization of the marketing service is much more expensive than the functional one. This is due to the increase in labor costs due to the increase in the number of employees. Therefore, it is only common in large enterprises, where the volume of sales of each product is sufficient to justify the inevitable duplication of work. A similar marketing structure in developed countries exists in large decentralized companies, where each branch specializes in the release of a specific product.
For an enterprise in the printing industry that sells its publications in different markets where there are different purchasing preferences, a market organization of the marketing service is advisable.
The introduction of the position of market manager puts customer needs at the center of attention. The main markets are assigned to market managers, the latter collaborate with specialists from functional units to develop plans for various areas of functional activity. Each market must have its own marketing strategy.
To determine the limitations of the commodity and market organization, large enterprises can use the commodity market organization of the marketing service. It involves a combination of product and market approaches using the matrix principle: product managers are responsible for planning the sales and sales revenue of their publications, and market managers are responsible for developing profitable markets for existing and potential publications.
Such organizational structure appropriate for a wide range of publications and a large number of markets in which the company operates.It should be borne in mind that there is no ideal organizational structure for a marketing service that would be suitable for all conditions. Each of the above forms of organization of the marketing service has both advantages and disadvantages (Table 9.1).
Table 9.1
Strengths and weaknesses of the organizational structures of the marketing service
Strengths Weaknesses Functional organization
Ease of Management
An unambiguous description of the scope of duties of each employee
The possibility of functional specialization of marketers as a factor in the growth of their professional qualifications
Competition between individual participants as an incentive to increase work efficiencyDecrease in the quality of work with the expansion of the range of publications
Lack of a mechanism for searching for non-traditional types and activities of the enterprise
Competition between individual functional participants, "parochialism", the struggle for private interest, and not for the general interest of the enterpriseCommodity organization
Complete book marketing
The ability to study the specifics of needs and main consumers for each publicationThe wide range of responsibilities of one employee makes it difficult to grow qualifications
The presence of many overlapping (in a functional sense) divisionsMarket organization
Better coordination of services when going to market
Ability to develop a comprehensive go-to-market program
More reliable market forecast, taking into account its specificsComplex structure
Low degree of specialization in the work of departments
Duplicate functions
Poor knowledge of the product nomenclature
Lack of flexibilityCommodity market organization
Better go-to-market organization
Ability to develop a comprehensive go-to-market program
More reliable market forecast, taking into account its specifics
Sufficient knowledge of the publicationThe highest cost of maintaining the service
Possibility of conflict in case of ambiguous solution of issues on the same market by different services (intersection of marketing results)The considered variants of organizational structures for building a marketing service are rather simplified, not taking into account the possibilities of creating numerous hybrid structures. In general, the choice of an organizational structure that is most effective for a specific type of activity is a job that requires skill, patience and sober thinking. When choosing them, it should be borne in mind that schemes that look beautiful on paper are by no means a guarantee of efficiency in practice.
When organizing the marketing structure of an enterprise, it is necessary to comply with the following basic principles of its construction.
Principle 1... Simplicity of the marketing structure. How simpler structure, other things being equal, the more mobile it is to manage and the higher the chances of success.
Principle 2. An efficient system links between departments. This ensures clear communication and feedback.
Principle 3... The lack of links in the marketing structure. The fewer the number of links the structure is characterized, the more efficient is the transfer of information both from top to bottom and from bottom to top.
Principle 4... Flexibility and adaptability. Under the influence of a rapid change in consumer demand, high rates of scientific and technological progress, an increase in the scale and complexity of production, as well as other factors, the nature and direction of the goals of the enterprise, the ways of achieving them, change.
Therefore, marketing structures can only be considered flexible if they are able to change their organizational forms when the enterprise strategy changes. Organizational restructuring can be quick and without reducing the efficiency of the enterprise, if the ability to change is inherent in the structure itself. In order for marketing structures to be flexible, enterprises must constantly have current information about the internal state of affairs and the external environment, which is represented by demographic, economic, natural, technical, political and cultural factors.
Of no small importance for achieving the set marketing goals is the creation of internal organizational units in the marketing service of the enterprise. Here, as a rule, the following structural divisions are organized:
maintenance (service);
planning and forecasting marketing.
Depending on the specific conditions, smaller subdivisions may be created within the specified divisions. So, a department for market research may include: an information research group (bureau), a group (bureau) for demand research, a group (bureau) for maintenance market research, etc. Often, an advertising department (bureau) is allocated as an independent unit in the structure of the marketing service, and a service department is created only at enterprises that produce complex technical goods, machinery and equipment.
The correct choice of the organizational structure of the marketing service is only a prerequisite for its effective work. It is necessary to staff this service with highly qualified specialists, correctly distribute responsibilities between them, endow them with appropriate rights, and create favorable conditions for work.
Managers and leading specialists of marketing services must meet the general requirements for management personnel (competence, the ability to manage oneself, problem solving skills, the ability to train subordinates, the ability to form and develop labor collective and etc.). In addition, they must meet a number of specific requirements, determined by the characteristics of the work in the field of marketing. These requirements include:
consistency of knowledge, great erudition and outlook;
high analytical skills;
the ability to predict the situation and make effective decisions;
sociability;
diplomacy, ability to extinguish conflicts.
According to experts, three quarters of marketing problems lie in the field of psychology. Therefore, on a personal level, a marketing specialist must have such characteristic features as punctuality, broad-mindedness, and high culture.
The activity of any enterprise is aimed at achieving its goals. These goals are the starting point in the development of marketing plans and programs, the implementation process of which should ensure accurate progress towards the intended milestones. The assessment of the degree of fulfillment of the intended goals and programs is provided with the help of a marketing control system.
Marketing control - continuous, systematic and impartial examination and assessment of the situation and processes in the field of marketing. In essence, it means comparing norms and realities. The control process usually takes place in four stages:
setting targets and standards (goals and norms);
finding out the real values of indicators;
comparison;
analysis of comparison results.
The stages of the marketing control process are aimed at the timely identification of all problems and deviations from the normal progress towards the set goals, as well as at the appropriate adjustment of the enterprise's activities so that the existing problems do not develop into a crisis. Its specific tasks and goals may be:
determining the degree of achievement of the goal (analysis of deviations);
finding out opportunities for improvement (feedback);
verification of how the adaptability of the enterprise to changes in environmental conditions corresponds to the required one.
Marketing control system
involves the implementation of certain types of control designed to monitor and assess the effectiveness of the enterprise, identify all the shortcomings and take appropriate measures.Monitoring the results is aimed at establishing the coincidence or inconsistency of the main planned indicators with the actual results achieved in terms of economic (sales, market share) and non-economic (consumer attitude) criteria. Control can be directed both at the marketing complex as a whole, and at its individual constituent elements.
Market dynamics, structural changes in the economy, new social guidelines, for example, to improve the quality of life, socio-ethical standards for the production and consumption of goods, environmental aspects - all these and many other critical factors for the enterprise can lead (and in real life already lead ) to abandon previously set goals, change the development model, significantly adjust previously adopted plans, strategies and programs. Each enterprise should periodically assess its approach to marketing activities and its compliance with the changing conditions of the external environment. F. Kotler calls this type of control a marketing audit: “A marketing audit is a comprehensive, systematic, impartial and regular study of the marketing environment of a company (or its organizational unit), its tasks, strategies and operational and commercial activities in order to identify emerging problems and emerging opportunities. to develop recommendations for improving the marketing activities of the company. " The purpose of a marketing audit, therefore, should be to identify existing problems in the organization of marketing activities and develop appropriate measures to overcome them.
As part of the marketing audit, a detailed analysis of the planning information base is carried out, control of goals and strategies, marketing activities, organizational processes and structures.
An enterprise can conduct a marketing audit both on its own (internal audit) and by engaging independent experts for this work (external audit). Both methods have advantages and disadvantages.
When conducting audits on its own, the company can solve all the problems associated with this work quickly and efficiently. In addition, an internal marketing audit is significantly cheaper than an external one. For auditors - employees of the enterprise, all official information, including confidential information, can be accessed without restriction. Internal auditors do not need to delve into specific issues of organization of production and sales of the company's products - they are professionally aware of these issues.
The disadvantage of internal audit is that not in all cases an objective and impartial assessment of the state of affairs at the enterprise is possible. Employees are adapted to the internal environment and may not pay attention to individual, even significant, deficiencies in marketing activities (the effect of the so-called "factory blindness").
Involving third-party organizations or professional consultants in the audit allows you to overcome this lack of internal audit and, in addition, provides the enterprise with a deeper study of problems, access to objective and impartial results of a survey of marketing activities and the development of effective recommendations for its improvement Services of external marketing auditors can cost the enterprise much more expensive than internal audit, but give much more chances to improve all production and commercial activities, reduce the risk of various undesirable situations in the internal and external environment of the enterprise. External audit of marketing, as a rule, is distinguished by an integrated approach of expert analysts to develop a more perfect and updated marketing strategy, to create conditions for strengthening the company's position in the market.
The decision to conduct a marketing audit on its own or with the help of third-party experts in each specific case depends on the size of the enterprise, the qualifications of personnel, the complexity of control tasks and other factors.
Marketing as a function of an enterprise, as a sphere of management, requires a certain organization for its effective implementation. The organization of marketing activities is no less important than the level of strategic marketing thinking of the owners and top managers of the company. Brilliant ideas, qualified personnel do not yield results if the business is not properly organized. The high individual level of Brazilian footballers is consistently recognized, but the Brazilian national team does not often win the World Cup. Experts say that the team is not always well organized.
Effective marketing requires proper organization of marketing activities. This section discusses the organizational structure of marketing at enterprises, the issues of monitoring the effectiveness of marketing processes.
Organization of marketing at the enterprise
The main issues of marketing organization in the enterprise can be identified as follows:
Definition of a set of marketing functions, their content;
Distribution of marketing functions among structural units and personnel of the organization, fixing them in the relevant job descriptions;
Definition of functional links between employees who implement marketing functions;
Creation of a system of interaction of specialists who are responsible for marketing with other specialists of the company, ensuring the coordination of marketing and other functional areas of the company (between functional links).
In practice, the deployment (building) of the organizational structure of the company occurs from top to bottom. That is, first, the structure of the upper management level is determined, and then the organizational structure at the lower levels is built step by step. Moreover, this process is creative, individualized, this leads to the fact that each enterprise has its own characteristics of organizational structure.
The position of the first head in the executive bodies of the enterprise can have the following variants of names: director, general director, chairman of the board, and the like. The first manager, as a rule, has deputies (or directors for directions) from production, financial, marketing (commercial), general and other issues. Some of them carry out general marketing management at the enterprise (options: deputy for marketing, deputy for commercial issues, deputy for development, first deputy).
Each of the deputies directly supervises certain structural functional divisions of the company (at this level they may have such variants of common names: services, departments, departments, departments, etc.). Depending, for example, on the size of the enterprise, the scale of its activities, the views of top management, a special marketing unit is not created. So, for example, if we are talking about a small enterprise, then it is unlikely that there is a special marketing service (department) on it. It is customary for large and medium-sized enterprises to have a special marketing unit in the management structure. Note that the absence of a marketing department does not mean that no one is engaged in marketing activities at the enterprise. Any enterprise operating in a competitive market space is doomed to engage in marketing. Therefore, the absence of a special marketing unit indicates that the marketing functions are not concentrated, that is, they are distributed in a certain way between managers, divisions of the enterprise.
The main ways of organizational structure of the marketing service of the enterprise are:
1) functional organizational structure;
2) commodity (product) organizational structure;
3) market organizational structure;
4) matrix organizational structure.
Functional model of building marketing
service provides for the functional structuring of the marketing division, that is, the allocation of subfunctions. In fig. 11.1 presents one of the possible options for the functional structure of the marketing service.
Rice. 11.1.
Looking at fig. 11.1 (and the subsequent figures in this section), the following should be taken into account: a) the diagram is simplified, in particular, deputies of the head, other possible departments are not represented on it; b) within each department (and not just the marketing department, as shown in the figure), there may also be their own subdivisions.
The functional management model is considered simple in terms of administrative structure. The specialization of the marketing staff allows us to constantly improve their respective knowledge and skills. It is clear that a person who is constantly engaged in, say, PR-actions, has a chance to become a high-level PR-manager. The situation is different when a person is simultaneously engaged in both PR-actions and advertising, sales promotion, marketing research.
The general coordination of the company's marketing activities in the functional model, making strategic marketing decisions is carried out by the first head or his deputy in charge of marketing activities.
The functional model does not provide for the personification of the responsibility of market results for specific products (product lines) of the company. Each structural unit in the marketing service is tied to a specific function (and at the same time to the entire set of goods), and not to a specific product (market) direction of the company. That is, the results of the activities of each individual employee (their groups) do not have a specific market expression, but is a market success or failure of the entire marketing service as a whole.
It is believed that the functional model of building marketing management is the most appropriate for those companies that have a limited range of marketable products.
The commodity (product) model of building marketing management provides for a certain combination of functional and commodity specialization of employees. In fig. 11.2 presents a typical scheme of such an organization of marketing management. It is widely used in situations where a company sells various products using common distribution channels.
Product managers (brands, product categories) are responsible for market results for certain specific products. There is a personification of responsibility, can be considered as one of the incentives to achieve efficiency. In addition, information about a specific market, advantages and disadvantages of "their" products, market trends and the like is concentrated at the level of product managers. That is, managers in this model "approach" a specific market, to consumers.
Rice. 11.2.
Commodity specialization in the construction of marketing management can lead to a limitation of the potential for effective self-assessment of their products, their actions, and market trends. Dominates own, "inner" look, and this is not enough - you need a look "from the outside". In addition, the personification of responsibility for market results, on the one hand, is, indeed, an incentive. But, on the other hand, it creates the temptation to focus managers' attention on current results - the attention to the issues of strategic analysis, its depth, to fundamental innovative solutions decreases, and, on the contrary, the interest in the use of short-term measures, such as, for example, sales promotion, is growing.
The market model of marketing management provides for a focus on the behavioral features of various consumer groups (market segments). The segment criterion can be type, regional location, income, age of consumers, etc. For example, it is well known that in many markets there are simultaneously two groups (types) of consumers - organizations and households. They are different by consumers, will require different marketing approaches. It is the presence of important features in the market behavior of various segments that determines the advisability of using the market (segment) model of marketing management. In fig. 11.3 shows a typical scheme for constructing such a control.
Marketing executives need to know their consumer groups well. The model potentially brings managers closer to consumers; it is on the latter that the attention of the management divisions of the company is focused. The manager of a certain market direction simultaneously manages individual products (lines, brands), which creates the prerequisites for coordinating activities in the context of the needs of the relevant groups of consumers, including joint marketing activities - communication, sales promotion, etc.
The matrix organizational model assumes a combination of functional and product approaches. That is, it can be considered a hybrid - functional-commodity model.
Rice. 11.3.
In fig. 11.4 presents one of the possible options for building marketing management by functional-commodity (matrix) attribute. But on the whole, it reflects the fundamental aspects of such a model.
Rice. 11.4.
Vertically, there is a functional control action on the processes, horizontally - specialized commodity. Horizontal management assumes the presence of groups of people responsible for certain products (brands, product categories etc.). They need to interact with "functional" marketers — advertising, marketing, marketing research, and the like. The CMO must ensure that coordination is appropriate. The main advantage of this model lies in the combination of two "specializations" - functional and product, in combination of two views on the situation - "internal" (specialists who are responsible for a specific product line) and "external" (marketing and functional specialists). "Front" plus "headquarters" can create the prerequisites for effective management. At the same time, in such a model there is a "bifurcation" of responsibility, the importance of the factor of effective coordination of activities increases, with a large number of selected product lines, the load directly on the head of the marketing service increases.
So, having analyzed the main, most common methods (models) of organizing marketing activities at enterprises, we note: each separately taken company is "its own world", its own vision of the "correct" ("most adapted") marketing management, therefore general schemes acquire a certain specificity, local management flavor.
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