MINISTRY OF EDUCATION AND SCIENCE OF THE REPUBLIC OF BURYATIA

STATE BUDGETARY PROFESSIONAL EDUCATIONAL INSTITUTION "BURYAT REPUBLICAN TECHNIKUM OF FOOD AND PROCESSING INDUSTRY"

(GBPOU "BRTPiPP")

RESEARCH

on the topic: Analysis and improvement of the marketing activities of the Trading House "Nadezhda"

Performer: full-time student of group 551

Specialty: 38.02.04 "Commerce (by industry)"

Laletina Alexandra Evgenievna

moskaleva victoria ivanovna

Work supervisor: prep. O.S. Seletskaya

Ulan-Ude, 2017

Content

Introduction

1. Features of marketing activities at the enterprise

1.1 The essence and basic principles of marketing

1.2 Features of the marketing mix

1.3 Formation of competitive advantages

2.Analysis and improvement of marketing activities of the trading house "Nadezhda"

2.1 Analysis of financial and economic activities of the trading house "Nadezhda"

2.2 Analysis of marketing activitiestrading house "Nadezhda"

trading house "Nadezhda"

2.4 Competitiveness analysistrading house "Nadezhda"

3. Ways to Improve Marketing Activitiestrading house "Nadezhda"

Conclusion

List of sources used

Introduction

In a competitive environment, the main task of the enterprise management system is to ensure that the organization gains and maintains a preferred market share and to achieve the organization's superiority over competitors. In order to strengthen the competitiveness of the enterprise, it is necessary to actively use the marketing approach to solving managerial and production problems. It is the ratio of consumer demands and enterprise capabilities that should be the basis for developing the right directions, goals and strategies for entrepreneurial activity, as well as marketing programs and strategic plans at the highest level.

The relevance of the topic lies in the fact that in the conditions of acceleration and complication of the processes occurring in the market, an enterprise needs to develop qualitatively new methods of solving emerging management and other problems. The problem of the strategic success of the enterprise, the creation and retention of competitive advantages is one of the most urgent problems. Marketing is designed to help solve such problems. Managers and specialists should study its essence, main aspects and concepts, know well the organization of marketing activities, use the methods and techniques of this activity, and also use with maximum efficiency all the positive from what the market gives, smooth out its negative aspects. The efficiency of the enterprise in modern market conditions depends on how correctly the marketing system is built. Based on the foregoing, it can be argued that the chosen topic is very relevant and requires special study and attention.

It should be noted that one of the main directions of the development strategy of the enterprise in the city of Ulan-Ude is to meet the needs of high-quality products, a competitive enterprise that meets the range and effective demand of various segments of the population.

It is possible to achieve such a high level of development provided that an effective marketing service functions at the enterprises and a well-built strategic policy of the enterprise.

The purpose of this work is that it is necessary to analyze and improve the marketing activities of the enterprise TD "Nadezhda", to identify opportunities in the organization of marketing activities and to determine the ways of its improvement.

The object of the research is TD "Nadezhda" (Ulan-Ude), which produces and sells food products. The subject of the research is the organization of marketing activities at this enterprise.

1 Features of marketing activities at the enterprise

1.1 The essence and basic principles of marketing

Marketing(from the English market - "market") - this is the original unity of rigorous science and the ability to work effectively in the market.

MarketingIs a single complex for organizing the production and sale of goods (services), aimed at identifying and meeting the needs of a specific group of consumers in order to make a profit.

Naturally, it was all at a primitive level. And only in recent decades in the science of management a new trend has appeared, with clearly defined boundaries, functions, goals, methods, called "marketing". This term first appeared at the beginning of the twentieth century. in the USA, and after only 15 - 20 years it penetrated and began to be actively used and developed in many countries of the world.Marketing begins its development in the 1960s - 1970s, influenced by both external and internal factors:

a) an increased standard of living;

b) an increase in the part of disposable income;

c) improving the quality of services provided in the social sphere;

d) development of communication systems (people actively begin to travel, bringing with them not only new goods, but also new needs);

e) the desire to usefully spend their free time.

Marketing is a manufacturing philosophy that is constantly subject to market, political, economic and social influences. With the right "understanding of the environment", the ability to quickly respond to market changes, the ability to accept flexibility in solving strategic and tactical problems, marketing can become the foundation for the long-term and profitable activities of any company.

In the very essence of marketing, certain concepts are laid: need (need), request (demand), exchange of goods. The initial component of human nature is the need: the need for food, clothing, warmth, security, etc., that is, need is a human sense of scarcity. But a need that has taken on a specific form under the influence of the level of culture and personality of the individual is called a need.

The need, supported by purchasing power, is called demand. Demand is a variable quantity. It is influenced by factors such as price level, income level, fashion and many others.

Any deal takes place in the market. In modern society, the market is not necessarily a physical quantity (place).

From herethe role of marketing for the economyIs an increase in trade and market efficiency.

Basic principlesare:

1) achievement of the final justified result of the firm's activities;

2) taking possession of a certain market share in a long-term period;

3) effective sale of goods;

4) selection of an effective marketing strategy and pricing policy;

5) creation of goods of market novelty, allowing the company to be profitable;

6) constantly conduct market research in order to study the demand for further active adaptation to the requirements of potential buyers;

7) use an integrated approach to linking the goals set with the available resources and capabilities of the company;

8) the search for new ways of the company to improve the efficiency of the production line, the creative initiative of the staff to introduce innovations;

9) improving product quality;

10) cost reduction;

11) organize the supply of the company's products in such a volume, at such a place and time that would most suit the end consumer;

12) monitor the scientific and technological progress of society;

13) to achieve advantages in the fight against competitors.

So, the main goals of marketing are as follows:

1. Maximizationpossibly a high level of consumption - firms are trying to increase their sales, maximize profits using various methods and methods (they introduce fashion for their products, outline a sales growth strategy, etc.).

2. Maximizationcustomer satisfaction, that is, the purpose of marketing is to identify existing needs and offer the largest possible range of homogeneous goods. But since the level of consumer satisfaction is very difficult to measure, it is difficult to evaluate marketing activities in this area.

3. Maximizing choice.This goal follows and, as it were, is a continuation of the previous one. The difficulty in realizing this goal is not to create an abundance of brands and imaginary choice on the market. And some consumers, with an excess of certain product categories, feel anxiety and confusion.

4. Maximizing the quality of life.Many are inclined to believe that the availability of an assortment of goods favorably affects its quality, quantity, availability, cost, that is, the goods are "improved", and therefore, the consumer can satisfy his needs as much as possible, improve the quality of life. Proponents of this view admit that improving the quality of life is a noble goal, but at the same time this quality is difficult to measure, therefore contradictions sometimes arise.

Marketing tasks:

1) research, analysis, assessment of the needs of real and potential buyers;

2) marketing assistance in the development of a new product (service);

3) providing service maintenance;

4) marketing communications;

5) research, analysis, assessment and forecasting of the state of real and potential markets;

6) research of competitors' activities;

7) sales of goods (services);

8) the formation of an assortment policy;

9) formation and implementation of the company's pricing policy;

10) the formation of the strategy of the firm's behavior.

1.2 Features of the marketing mix

A marketing mix is ​​a set of tools (objects, processes, and functions) that marketers manipulate to best satisfy customers. Marketing mix refers to the variables controlled by marketing. The marketing mix usually includes the following elements:

Product (product, service);

Its price (in relation to competitors and market demand);

How the product reaches the consumer;

How the product is being promoted.

Marketing complex "7P" includes all elements of the marketing complex "4P" (product, price, place, promotion), as well as elements such as "people" - people, all those who are directly or indirectly involved in the marketing process, "process" - procedures, mechanisms and sequences of actions that provide marketing, "physicalevidence" - the environment, the environment in which the service is provided, the product is sold.

The marketing mix was first proposed in 1953 by Neil Borden in a presidential address to the American Marketing Association. Borden used the work of James Calliton, in which the marketer was described as a person who coordinates processes and combines various elements in the work. It was assumed that a varied combination of elements could lead to positive market performance. In 1960, McCarthy formulated a classification called "4P" and combines four elements (product, place, price, promotion)..

The marketing mix covers both commercial and non-commercial activities.

Development of a marketing mix.

Having made a decision regarding the positioning of its product, the firm is ready to proceed. to planning the details of the marketing mix, Marketing mix is ​​one of the basic concepts of the modern marketing system.

The four components of a marketing mix

A product is a set of "products and services" that a firm offers to a target market.

Price - the amount of money that consumers must pay to receive the product.

Distribution methods are all kinds of activities that make a product available to target consumers.

Incentive methods are all possible activities of a firm to disseminate information about the merits of its product and convince target consumers to buy it.

All decisions regarding the components of the marketing mix largely depend on the specific positioning of the product adopted by the company. A marketing mix is ​​a set of controllable marketing variables that a firm uses together to elicit the desired response from the target market.

The marketing mix consists of five main groups of activities:

1. A product is a set of products and services that a firm offers to a target market.

2. Price is the amount of money that consumers must pay to receive a product. The price charged by the firm must match the perceived value of the proposal, otherwise buyers will buy competitors' products.

3. Distribution is all sorts of activities through which a product will become available to target consumers. There are two types of activities: the distribution of goods and the process of goods movement.

4. Methods of incentives (communication policy) are all possible activities of a company to disseminate information about the achievement of its product and convince target consumers to buy it.

5. Implementation of marketing activities.

Conditions for the implementation of programs:

inflow of information;

establishment of strategic and tactical planning;

determine the structure of the organization of the marketing department;

control system.

External, internal and bilateral marketing complexes according to the traditional 4P concept have their own specific product categories, prices, distribution channels and product promotion.

The internal marketing complex describes the strategy of the company-personnel relationship. The complex of two-way marketing describes the strategy of the relationship "personnel-consumer".

Thus, the controlled parameters of the bilateral marketing complex are:

product - the process of providing a service and, as a result, its quality;

price - the degree of participation of the consumer in the process, as well as the real price of the service received by the firm;

the way of bringing the product to the consumer - the style of behavior chosen by the employee of the company to communicate with the consumer;

product promotion - information flows created and maintained by company employees.

Comparison of the proposed approach with some models of marketing in the service sector.

1.3 Formation of competitive advantages

Competitive strategies are focused on creating a competitive advantage. Competitive advantage should be understood as an advantage over a competitor by offering great value to consumers. Greater value is when an organization offers a greater benefit or the same benefit to consumers of a product or service at a price lower than that of its competitors. There are three options for competitive advantage - in marketing, in costs, in a niche:

1) an advantage in marketing in the market as a whole. Marketing advantage is a competitive advantage in products or services that better meet the needs of customers than those of competing firms. Marketing advantage in the market means that certain properties of a given organization's product or service are preferable to the consumer over that of a competing organization. Typically, marketing advantage is based on product uniqueness;

2) cost advantage in the market as a whole. Cost advantage is a competitive advantage that is achieved through lower production and marketing costs than competitors' costs. This allows the company to lower prices or use the saved amount for advertising and distribution. An organization seeking a marketing advantage is generally more customer-focused than an organization seeking a cost advantage. This is because the superiority of a product or service requires greater consideration of the needs of customers. However, an organization seeking a cost advantage cannot completely ignore customer needs. If an organization is purely production-oriented and concerned only with cost-effectiveness at the expense of customer demand, any benefit derived from cost savings will be questionable;

3) niche advantage is based on either marketing leadership or cost leadership.

There are various ways to gain a competitive advantage with more preferred goods and services - brand, service, technology leadership, assortment:

1) if it is possible to achieve a strong brand reputation, then this will lead to ensuring the place of goods on store shelves, and consumers will be encouraged to purchase new products. The brand's reputation is based on product quality;

2) another way to gain a competitive advantage can be the provision of a better service due to the speed of delivery and quick response to customer requests;

3) one of the sources of competitive advantage can also be technological leadership, when the company is constantly one of the first to offer customers products with new characteristics;

4) a company that offers the most complete range of products on the market has a better chance of gaining customer recognition than a company that produces a fairly limited range. A full range of products plays an important role for institutional buyers, as they often need a variety of products in accordance with technical specifications..

Market attractiveness factors

There are three attractiveness factors to consider when identifying competitive advantage opportunities:

1) strengths and weaknesses of competitors in the market;

2) the company's ability to achieve advantages over competitors;

3) the degree of attractiveness of the market as an object for obtaining benefits.

A company's ability to take advantage of marketing opportunities and competitors' weaknesses is determined by the firm's strengths and weaknesses. To do this, use a marketing audit - a comprehensive analysis of the marketing operations and resources of the company. A marketing audit analyzes production, R&D, sales, distribution, product development, and resources for product promotion.

There are the following main types of competitive advantages according to the source of their occurrence:

1. Competitive advantages based on economic factors, determined by:

Favorable general economic state of the markets in which the company operates; stimulating government policy in the field of investment volumes, credit, tax and customs rates;

Objective factors that stimulate demand;

Scale effect, experience effect;

The economic potential of the enterprise, the ability to find and efficiently use funding sources.

2. Competitive advantages determined by the system of state institutions and administrative measures: laws, regulations, special privileges and other decisions of authorities and administration, restrictions on the part of state and municipal authorities in the issuance of patents and licenses, quotas, complicated procedure for registering enterprises, obstacles to diversion land plots, provision of production and office premises, etc.

Competitive advantages determined by the level of development of the market infrastructure.

3. Technical (technological) competitive advantages.

4. Competitive advantages derived from good awareness.

5. Competitive advantage based on geographic factors.

2 Analysis and improvement of the marketing activities of the trading house "Nadezhda"

2.1Analysis of financial and economic activities of the trading house "Nadezhda"

The organization was registered on September 21, 2011 by the registrar Interdistrict Inspectorate of the Federal Tax Service No. 9 in the Republic of Buryatia. The general director of the organization is Mikhail Aleksandrovich Alazhinov. The TDN Plus company is located at the legal address 670033, Republic of Buryatia, Ulan-Ude, Food Street, 10b. The main activity is “Retail trade in food, beverages and tobacco products in specialized stores”, 25 additional activities are registered. Type of ownership - private property, organizational and legal form of a limited liability company. Authorized capital - RUB 10,000 registration data:

OGRN: 1110327011167

INN: 0323358474

Checkpoint: n / a

OKATO: 81401368000

OKPO: 90040730

The display of goods is observed in accordance with the commodity neighborhood, acceptance of goods. The store has all the necessary equipment for the sale of food and non-food products - cash desks, refrigeration equipment, counters, showcases).

The organizational structure is shown in Figure 1.

Figure 1- Organizational structure of management

TD "Nadezhda" has sufficient experience in managing the trade process, the existing management structure of the enterprise ensures stable activity. TD "Nadezhda" carries out the following types of products:

Production from meat and meat semi-finished products and finished products;

Milk and dairy products production;

Confectionery;

Production of bread and bakery products.

Supply of goods such as: tea, coffee; marinades; canned foods (pineapples, apricots, strawberries, green peas); canned food: (saury, stew, sprat in tomato, herring in oil, sprats, pate, etc.); dairy butter, cheese, products (butter, cheese, sausage cheese, processed cheese, eggs, cottage cheese, kefir, milk powder, cream powder); condensed milk, jam (condensed milk, condensed cocoa, jam in buckets, jam in soft packaging, ice cream); snacks (chips, squid, amber fish, yellow striped whale, anchovies, roach, corn sticks, saliny pistachios, sweet peanuts - salted, vinegar); cereals, cereals (rice, buckwheat, semolina, millet, rolled oats, oatmeal, muesli sun, quick porridge, minute porridge, peas, barley, pasta, spaghetti); drinks (natural juices, cola, sprite, fanta, cold tea, mineral water, vodka, beer 0.5l, 1.5l, 2.5l, cognac, wine, champagne); tobacco products are different; vegetables, fruits (cucumbers, tomatoes, oranges, apples, tangerines, bananas, grapes, etc.); seasonings (black pepper, salt, weight sugar, raffinate, bay leaves, chili ketchup, mayonnaise, tomato paste, vegetable oils); dried fruits (prunes, dried apricots, raisins, dates, heavenly apples, dried bananas, a mixture of dried fruits, halva, kozinak (seeds, peanuts), etc.

TD "Nadezhda" is mainly focused on the production of dairy products - milk, cottage cheese, sour cream, yogurt, whey, curd snacks, etc., as well as semi-finished meat products - cutlets, cabbage rolls, poses, dumplings, manti, hedgehogs. Sausages - sausages, pork sausages, small sausages, smoked sausages, boiled sausages, p / c sausages, c / c sausages. Bakery products - pies, bread (1st grade, 2nd grade, tower), rolls, loaf, pie with filling, pizza. Confectionery - cakes, pastries, cookies.

The main activity of TH "Nadezhda" is the production of products from its own and imported semi-finished products. Produces and sells:

Production of meat and meat semi-finished products

Milk and dairy products production

Sausage production

Confectionery production;

Production of bread and bakery products.

To ensure the production of products, it uses two types of basic raw materials - meat and milk. TD "Nadezhda" allows to obtain finished products from raw materials. In this process, special equipment is involved that allows the production of these products and a room in which this manufactured product can be stored.

The volume of production and sales of products is presented in table 1.

Table 1 - indicators of production and sales of products

The change

(+, -), thousand rubles

Growth rate, %

Growth rate,%

Production volume, thousand rubles

1256,7

1675,3

418,6

133

33%

Sales volume, thousand rubles

1198,8

1456,4

257,6

121

21%

We find the change:

About pr. = 1675.3-1256.7 = 418.6 thousand rubles.

About real = 1456.4-1198.8 = 257.6 thousand rubles

T r.p. = 1675.3 / 1256.7 * 100% = 1.33%

T r.real. = 1456.4 / 1198.8 * 100% = 1.21%

T at. Vol.pr. = 133-100 = 33%

T at. Real volume = 121-100 = 21%

Change in production volume + 418.6 thousand rubles increased by 33% and sales volume + 257.6 thousand rubles increased by 21% in 2016 compared to 2015, this is due to an increase in demand for manufactured goods.

Table 2-Change in profit from sales

Change n \ n = 2100-1800 = 300 thousand rubles.

Change h \ n = 1762-1423 = 339 thousand rubles.

T \ r.p./p. = 2100/1800 * 100 = 116.7%

T / r.h / n = 1762/1423 * 100 = 123.8%

T / p.p ​​/ p = 116.7-100 = 16.7%

T / p.h / p. = 123.8-100 = 23.8%

Based on the data found, we can conclude that the net profit for 2016 increased by 300 tons compared to 2015, the growth rate was 116.7%, and the growth rate was 16.7%, due to an increase in production and sales of products and the emergence of regular customers.

Table 3- Change in turnover

Change in R / t = 51476040 - 46375884 = 5100156 rubles.

Change O / t = 4375345-3654765 = 720580 rubles.

Tr.R / t. = 51476040/46375884 * 100 = 110.9%

T.R. O / t = 4375345/3654765 * 100 = 119.9%

P / t.T / at. = 110.9-100 = 10.9%

O / t.T / at. = 119.9-100 = 19.9%

Based on the above tabular data, it turned out that retail turnover increased by 10.9% over the year and wholesale turnover by 19.9%, based on the data we can say that enterprises do not keep losses, but increase in turnover and try not to exceed the norm of commodity stocks by warehouses.

2.2 Analysis of marketing activities trading house "Nadezhda"

In the course of development, the trading house "Nadezhda" has formed two types of marketing department:

Marketing and Development Department.

Department of Foreign Economic Activity.

The marketing service is structured according to the product-market type. There are both individual product managers and market managers. Individual product managers plan revenue sales by product, obtain sales volume from market managers. Individual market managers are in turn responsible for developing profitable markets for the organization's existing and potential products. The merit of this marketing organization is that it gives managerial attention to each product and each market. However, this marketing management organization increases management costs, does not have sufficient organizational flexibility and generates conflicts.

The marketing and development department works with an emphasis on the domestic market, mainly with the aim of expanding sales and finding promising developments for serial production. The Department of Foreign Economic Activity is looking for promising products and contacts in the foreign market, and also monitors and accompanies the implementation of previously concluded agreements on foreign trade supplies.

The task of the marketing service is to keep a course on the consumer, constantly monitor the activities of competitors, determine their strengths and weaknesses, determine the directions for improving marketing activities, develop and achieve the implementation of plans and programs of marketing activities, bring marketing information to other divisions of the enterprise ... Negotiations with consumers have confirmed the need for products. Correct placement of advertising and advertising management in TD "Nadezhda" depends on the ability to assess its effectiveness. Most methods for measuring advertising are applied in nature and are applicable only to certain types of advertising.

The store is interested in finding out how low or high their advertising costs are. This means that the share of advertising revenue from spending serves the share of votes that the store casts through advertising.

The dynamics of product sales is of great importance for assessing the implementation of programs.

There is an increase in sales, it is necessary to start promoting the product to the market, develop a number of strategies, tactics and methods to generate sustainable demand and stimulate sales, develop a pricing policy that would be attractive for both the buyer and the seller, find reserves to increase the level of competitiveness The volume of sales, proceeds from sales, the amount of profit received also depends on the sales markets. Therefore, it is necessary to study the dynamics of the position of each type of product.

The vigorous activity of the enterprise in recent years has a stabilizing effect on the economy of the enterprise, nourishing production and development of new types of products with cash.

2.3 Analysis of marketing results trading house "Nadezhda"

The substantiation of the strategic course, tactics of behavior in a concretely evolving situation is of fundamental importance in ensuring the life of the enterprise TH "Nadezhda" in the conditions of retail trade. The well-being of an enterprise depends on many factors: the economic and political situation in the city, consumer demand for food products, the degree of “cruelty” of competition, the quality of the material and technical base, the qualifications of personnel, the level of organization and technology of food production.

The marketing activity of the enterprise TH "Nadezhda" is a short-term policy of the enterprise as a subject of a market economy, which consists in developing a specific course of its behavior based on an analysis of the external conditions of its functioning, an assessment of the internal capabilities of the enterprise, and a careful development of organizational and technical results. When developing a direction, the main task is to long-term coordination of the capabilities of the enterprise TH "Nadezhda" with the situation on the market in order to occupy an appropriate position in the market and solve the problems facing the enterprise.

The presence of a long-term program of their actions allows the heads of the enterprise TD "Nadezhda" to make systemic, targeted decisions in the field of operational activities (participation or non-participation in specific tenders, directions of diversification, production and credit policy, etc.).

The direction of marketing activities is determined by programs.

There are short-term and medium-term marketing programs at Trade House "Nadezhda".

Short-term programs are designed for one or two years and, therefore, practically do not affect the strategic goals of the enterprise, that is, those main goals that it must achieve. In other words, they are generally not able to influence the strategic goals of the organization of trade.

However, this does not mean that they should not be aligned with strategic objectives. In fact, it is short-term programs that are a means of achieving strategic goals.

Medium-term programs are programs that are designed for a period of two to five years, long-term - for a period of more than five years.

At the TD "Nadezhda" there is a marketing and sales department, which is subordinate to the director.

The marketing and sales department is headed by a director, who is appointed and dismissed by the head of the Nadezhda Trading House. He carries out:

Search and study of potential markets for profitable sales of products;

Reveals the dissatisfaction of demand in the studied market, as well as the possibilities of the enterprise TD "Nadezhda" to meet it;

Identifies the requirements, requests, wishes of consumers for quality, assortment, design and methods of selling the company's products;

Participates in the development of a strategy for market behavior. TH "Nadezhda" collects, studies, evaluates, analyzes and develops potential sales markets, opportunities and economic feasibility of entering these markets;

Deals with the collection and systematization of data on enterprises producing similar products, the behavior of competitors and their intentions in the studied markets; conducts a comparative analysis of the properties and quality of products of the Nadezhda Trading House and competing stores; organizes the study of consumer assessments, opinions, claims of consumers regarding the quality and range of the offered goods, their susceptibility to advertising;

Identification and accounting of unsatisfactory demand and demand for goods that the company can master;

To respect the commercial interests of the enterprise, not to allow the disclosure of information constituting a commercial or other secret of the enterprise protected by law.

The marketing system is fundamental for the economic, technical, production, commercial, organizational policy and activities of the Nadezhda Trading House, since the financial and economic condition of the entire enterprise depends practically on the sale of products. The concept of marketing is based on the definition of needs and real customer assessments of the range and quality of goods and recognizes the need to produce and sell to these needs and assessments, and better and more efficiently than competitors do.

The basis of the marketing system is a set of organizations that interact in the process of providing the necessary goods: suppliers of components, the public, financial circles, the press and advertising agencies, government organizations and legislatures, marketing intermediaries, the consumer.

Product quality management based on the marketing concept includes the following stages:

1. Market research and assessment of the enterprise's capabilities to meet its requirements ("situation analysis");

2. Development of the market behavior of an enterprise in a competitive environment of manufacturers of similar products;

3. Coordination of the activities of the divisions of the enterprise for the flexible adjustment of production and sales in accordance with constantly changing market conditions.

The task of marketing specialists is to develop a plan and strategy for the creation and sale of goods, monitor their implementation, monitor the results and make the necessary adjustments to the marketing program.

This task involves the following steps:

Development of long-term and annual marketing plans (including forecast of sales volume) for a specific product;

Study of the need for a product and the demand for it;

Collection of information about the attitude of consumers and trade workers to the product;

Continuous work to improve the product in order to meet the changing requirements of the consumer, contacts with developers and manufacturers of products, economic and other services;

Adjustment of the marketing plan, etc.

The main objectives of marketing activities are:

Search and study of the state of the markets for products, identification of consumers, the formation of the market policy of the enterprise;

Formation of a data bank for making informed marketing decisions;

Planning, participation in the implementation and control of the implementation of measures aimed at ensuring the effectiveness of the activities of the enterprise TD "Nadezhda" in the market;

Development of the necessary control actions.

The main functions of the marketing service are:

Determination of the market situation, the establishment of markets for products;

Assessment of the need for products similar to the products of the enterprise and the possibility of meeting this need for market segmentation and for each type of product;

Determination of the optimal range of products;

Determination of the market share for each type of product;

Determination of the reasons for the demand for all types of products;

Forecasting and determining market demand for the company's products;

Study of groups of buyers and their purchasing power;

Information about products promising for sales markets;

Search for information about competitors, methods of their work, technology development trends;

Preparation of reports on marketing work to the management of the enterprise.

2.4 Analysis of competitiveness trading house "Nadezhda"

In order to analyze the competitiveness of the Nadezhda trading house, a survey was conducted among the residents of the Oktyabrsky and Sovetsky districts. The questions concerned the recognition of the trading house among the population, and were also aimed at identifying shortcomings in the work of this store.

Questions:

№1. Do you know about the Nadezhda store?

№2. Do you know that TD implements its own production?

№3. Do you buy products at Nadezhda Trading House?

№4. What products do you purchase most often?

№6. Do you like the quality of the products?

№7. Are you satisfied with the prices in the store?

№8. Are you satisfied with the store staff service?

№9. What does not suit you in the Nadezhda Trading House?

The survey involved 120 people: 60 people each in the Oktyabrsky and Sovetsky districts, respectively.

Based on the data obtained, we can draw up diagrams that clearly reflect the results of the study, as well as draw conclusions and proposals for the further work of the Nadezhda Trading House.

Figure 2 - Do you know about the store "Nadezhda"

Thus, based on this diagram, we see that in the Sovetsky District there is an absolute (that is, one hundred percent) recognition of the Nadezhda trading house. No suggestions are required at this stage, as this is the highest result possible.

Figure 3-Do you know about the store "Nadezhda"

Based on this diagram, we can observe that in the Oktyabrsky district, 5 respondents out of 60 respondents answered the question about the knowledge of this store negatively, which amounted to 9% in numerical terms. Perhaps this deviation from one hundred percent is due to the fact that there are fewer outlets of the Nadezhda store in the Oktyabrsky district.

Figure 4- Did you know that TH "Nadezhda" sells goods of its own production

At this stage of the survey, we found that in the Sovetsky District, 32% of the respondents to the question of knowing how a store sells its own production answered negatively and 68% of respondents answered positively. We think that it would be rational to propose to TH "Nadezhda" to change the layout of goods in the store, moving the products of its own production to more prominent places or to the center of the hall in order to increase the concentration of buyers' attention on these goods.

Figure 5- Did you know that TH "Nadezhda" sells goods of its own production

At this stage of the survey, we found that in the Oktyabrsky district, 45% of the respondents answered negatively to the question about the knowledge of how a store sells its own production, and 55% of respondents answered positively. Compared to the survey in the Soviet district, there is a tendency to an increase in the number of respondents who do not know about the products of their own production. We think that it would be rational to offer the Nadezhda Trading House to increase the volume of advertising of its own production in this area of ​​the city, as well as to change the layout of goods in the store, moving the products of its own production to more prominent places or to the center of the hall in order to increase the concentration of customers' attention on these products.

Figure 6- Do you buy products in Nadezhda Trading House

On these diagrams, we observe that in the Oktyabrsky district this store is visited by fewer people than in the Sovetsky district, the difference is 18%. Most likely, as previously assumed, this discrepancy in the data appears due to the lack of retail outlets in the area.

Question number 4. What products do you most often purchase?

On this issue, in the Soviet district of Ulan-Ude, we found out that the greatest demand among consumers is used: bakery products, dairy products, products of our own production, alcoholic beverages and tobacco products, socially important goods, snacks, baked goods, confectionery, fruits, vegetables. There is also an impulse demand.

In the Oktyabrsky district of the city of Ulan-Ude, the situation is practically the same. The greatest demand among consumers is for: dairy products, household chemicals, bakery products, tea, alcoholic beverages and tobacco products, socially significant goods, breakfast cereals, semi-finished products, our own production, cereals, confectionery. Similarly with the Soviet region, there is an impulse demand.

After analyzing the answers of the respondents of the Sovetsky district of the city of Ulan-Ude, we found that consumers, for the most part, are absolutely satisfied with the completeness of the assortment, which is currently in the outlets of this district, but at the same time, we would like to see more dairy products, fruits in the assortment. , elite alcoholic beverages, products of our own production.

Based on the results of the survey conducted in the Oktyabrsky district of Ulan-Ude, we also saw that consumers, for the most part, are absolutely satisfied with the completeness of the assortment that is currently in the outlets of this area, but at the same time we would like to see more fruits in the assortment , vegetables, dairy products, tobacco products.

Figure 7- Do you like product quality

From the analysis of this issue, one can see that in the Oktyabrsky district there is a higher level of discontent than in the Soviet district. For both cases, we propose to the management of TH "Nadezhda" to conduct an in-depth study to identify dissatisfaction with specific goods, and then change the method of production or storage conditions.

Figure 8- Are you satisfied with the prices in the store

According to the results of the survey, there is a high dissatisfaction with the established price level in the Soviet and Oktyabrsky districts of Ulan-Ude, which negatively affects the overall store traffic by potential consumers. In this case, as proposals, we can put forward a revision of the pricing policy in the Nadezhda Trading House, holding promotions with the establishment of discount prices for products, the establishment of "social" prices for certain categories of goods. Also, when following these recommendations, you should advertise reduced prices for goods in order to attract new customers and show the changes.

Figure 9- Are you satisfied with the staff service in the store

Dissatisfaction with personnel in the Sovetsky District of Ulan-Ude fluctuates within normal limits, since it is impossible to ensure complete satisfaction of consumers in one aspect or another. In the Oktyabrsky District, staff dissatisfaction shows a fairly high result, so we can also offer an in-depth study of consumer opinion on this matter to identify a specific retail outlet whose staff does not meet consumer requirements, as well as conduct a conversation with the staff asking for a more polite treatment of customers.

According to the results of a survey in the Sovetsky District, we found that the main dissatisfaction of consumers is service, high prices for socially significant goods, as well as non-compliance with sanitary standards.

In the Oktyabrsky district, consumers are not satisfied with: staff service, high prices, lack of a left-luggage office.

According to the survey data, we see a clear distribution of the ratings given by the consumers of the Sovetsky district to the Nadezhda trading house.

Most of the respondents rated the store with 5 points, which is undoubtedly an excellent result. Do not ignore the existing percentage of consumers who rated the store by 2 points, but their dissatisfaction is expressed in the data provided above and is removable.

Thus, the average rating for the store was 4.3 points.

Figure 11- Store analysis

In this diagram, we see the analyzed answers of the respondents of the Oktyabrsky district, expressed in a visual representation of the assessments given by the respondents to the Nadezhda store.

There is a slight preponderance of the maximum score of 5 points from the score of 4 points, which is demonstrated by the result of the analysis for the Oktyabrsky district provided above.

The average score for the store was 4.4 points, which is higher than the average score for the Soviet district.

3 Ways to improve the marketing activities of TH "Nadezhda"

The largest event in the development of the marketing of the Nadezhda trading house was the reorganization of the marketing service, which took place in 2012. The share of sales through the sales and commercial department / that is, products intended for the consumer market / in the total volume of proceeds from product sales has increased.

Thus, the influence of marketing services on the economic activities of the entire Trading House "Nadezhda" is increasing, it cannot be said that at the moment this influence is only positive. On the negative side, in the context of a drop in wholesale orders, the marketing service is not yet able to provide sufficient retail sales.

However, since marketing is still in the development stage, it is obvious that there is a real opportunity to eliminate the consequences of this lag in the medium term.

One of the main problems of the Trading House "Nadezhda" for the reorientation of the enterprise to retail products is that in order to receive the same amount of profit and pay off the same amount of overhead costs, it is necessary to increase the number of ways to sell products. And now the enterprise has enough opportunities and experience to do this. In addition, to increase the volume of sales, it is necessary to increase the rate of turnover.

A favorable factor is that the reduction in wholesale orders does not occur immediately, that is, the marketing services of the enterprise are thus given some time to understand the problems, reorient, reorganize the production and marketing activities of the enterprise.

Actual problems of improving marketing and the possibilities of their solution in the TH "Nadezhda":

It is necessary to try to apply the methods of world experience in the marketing system, and not only in the Russian one.

The system of organization of management and marketing of the trading house "Nadezhda" is characterized by a number of features that can be attributed to specific ones and must be solved collectively.

New economic research services have been created to search for information about sales markets.

Recently, the influence of the pricing system and price marketing has especially increased.

For effective marketing, it is necessary to control the results of marketing activities and the development of specific marketing activities.

The company currently has marketing services that assess the company's own capabilities, market research, presentation events, image formation, etc. At the same time, marketing management, in fact, is not centralized, therefore control over the effectiveness of marketing is also not centralized and is conducted subjectively, that is, the main performance criteria are not formed and depend on the current situation.

In addition, the influence of the current moment, which has arisen as a result of the development of trends that have arisen in the past, is also formed as a result of the priority of the sale of already produced goods, which was created yesterday in the absence of a priority of studying the market requirements. There is no marketing and there will not be, if a commodity producer strives for market success, only at the stage of marketing an already created product.

On the other hand, marketing services are acquiring more and more coordinating and controlling functions. Therefore, we can say that the question of whether the trading house "Nadezhda" will join the number of enterprises successfully operating in the market on the basis of the marketing concept is being resolved right now.

Therefore, the purpose of the marketing activities of TH "Nadezhda" is to increase sales, expand the market share, and increase profits.

To achieve this goal, the marketing department solves the following tasks:

Develop a marketing strategy;

Increase the competitiveness of the enterprise;

Generate demand, stimulate sales;

Control over the production of quality goods;

Conduct marketing research of the food market in Buryatia every six months.

Moreover, if you use the data of marketing research to determine competitive advantages, you can build a correct tactical plan for the development of the trading house "Nadezhda".

It is planned to activate sales based on the analysis of implementation and monitoring of the market of Buryatia and nearby regions, which practically becomes the basis for analytical conclusions.

The marketing plan is a managerial tool that allows coordination of actions of services. Based on the identified shortcomings, market research at the level of trends and in accordance with the planned development strategy, economic justification of the goals that the company sets for itself, an operational plan of the company's marketing activities has been drawn up, which defines the specific activities of the marketing department for the year.

Particular attention in the developed plan is paid to the work on the promotion of goods, namely, the conduct of advertising activities and the organization of public relations. The priority, organization and competent implementation of advertising and sales promotion activities will allow the company to significantly increase its own gross income, and the marketing department - to "justify" its own need and efficiency, and to cover the primary costs of its own formation and maintenance.

It should be noted that in order to maintain its position in the market, it is advisable for the Nadezhda trading house to:

Maintain a wide range of products offered;

Conduct a carefully considered pricing policy;

Choose the most optimal suppliers;

Apply all possible methods of generating and stimulating customer demand (promotions, tastings, discounts, sweepstakes, lotteries, etc.).

The proposed marketing activities will increase the turnover by about 50%. Consequently, when using the proposed ways to improve the marketing service, the Nadezhda trading house will receive a higher profit, and opportunities for further development., which is simply necessary in today's market conditions.

Conclusion

The modern development of a market economy is the need to develop qualitatively new methods for solving managerial problems. Marketing contributes to strategic success and the creation and maintenance of competitive advantage.

Managers and specialists must be familiar with the organization of marketing activities, apply the methods and techniques of this activity, and also benefit from all the positive that gives the market, align, smooth out its negative sides.

The basis for the management of the marketing activities of TH "Nadezhda" includes:

Marketing planning;

Organizational structure of marketing services of the enterprise;

Implementation of targeted marketing solutions;

Evaluation of their performance;

Control and adjustment.

During the analysis of the financial results of TH "Nadezhda" and the study of consumer preferences, it was found that:

TD "Nadezhda" is a dynamically developing enterprise; the volume of production increased by 33%, the volume of sales of products increased by 21%, the increase in profit from sales occurred by 16.7% and the turnover increased by 10.9%;

In connection with the sanctions applied to Russia, the demand for domestic products has increased, contributing to an increase in demand for the goods of Trading House Nadezhda, and hence an increase in profits;

3) TD "Nadezhda" is not the last in terms of the volume of products in the Republic of Buryatia, which is confirmed by the above study;

5) the degree of readiness of TD "Nadezhda" to implement the marketing strategy is average;

6) the market concept of managing the production and marketing and scientific and technical activities of the Nadezhda Trading House has not been determined;

7) TD "Nadezhda" takes an active part in the process of forming competitive advantages and image;

8) the specialized network of company stores is expanding

9) Attracting buyers through a wide range and stock of finished products and semi-finished products.

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Modern approaches to the formation of the marketing structure of the organization. Organizational structure of marketing management of LLC "MAAG-NN". Analysis of the main directions and problems of marketing activities of the enterprise, development of ways to improve it.

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The topic of this thesis is "Improving marketing activities at the enterprise" (for example, LLC "MAAG-NN"). The topic of the thesis is relevant for the company at the moment, since the improvement of marketing activities, taking into account the trends in its change in the context of the ongoing economic crisis, is a prerequisite for the effective implementation of enterprise management as a whole, ensuring the achievement of its goals.

The volume of the final qualifying work is 75 pages, including 6 annexes, 39 literature sources, 12 figures and 23 tables.

The objectives of the thesis:

The research object of this thesis is "MAAG-NN" LLC. The research methods used in the thesis are comparative-comparative, marketing research methods, SWOT analysis, the method of expert assessments.

Introduction

The degree of stability of the functioning of an enterprise is determined by the quality of the types of activities it performs: production, financial, investment, social and marketing. With the transition to market conditions, the formation of a volatile external competitive environment, the marketing activities of the enterprise are becoming increasingly important. The effectiveness of management decisions made in the framework of the marketing activities of an enterprise is largely determined by the results of its analysis and evaluation.

Marketing is the foundation for long-term and operational planning of the production and commercial activities of the enterprise, the preparation of export production programs, the organization of scientific, technical, technological, investment and production and sales work of the enterprise team, and marketing management is the most important element of the enterprise management system.

The relevance of the topic of the thesis is due to the following. The importance and prospects of the marketing approach to management is determined by its organizing and coordinating role associated with the unification of individual types of enterprise activities into a single technological process aimed at satisfying consumers, gaining a certain position in the market and obtaining benefits from such activities. At the same time, the improvement of marketing activities, taking into account the tendencies of its change in the conditions of the ongoing economic crisis, is a prerequisite for the effective implementation of enterprise management as a whole, ensuring the achievement of its goals. Thus, marketing is a system of organizing and managing all aspects of the business activity of an enterprise - from the idea of ​​creating a new product, using appropriate production technologies, to delivering goods to the buyer and service. At the same time, the market (consumer) and its requirements, as well as the choice of optimal solutions in the field of sales, pricing policy, and communication policy in an unstable economic situation, are taken as the starting point of this activity and the completion of its cycle.

The topic of this thesis is "Improving marketing activities at the enterprise" (for example, LLC "MAAG-NN").

The purpose of the thesis is to study the organization of marketing activities of LLC "MAAG-NN" development of ways to improve it.

The objectives of the thesis:

consider the theoretical foundations of managing the marketing activities of an enterprise;

to analyze the organization and evaluate the effectiveness of marketing activities of LLC MAAG-NN;

develop practical proposals for improving the marketing activities of LLC "MAAG-NN", as well as recommendations for the selection and implementation of the marketing strategy of the enterprise;

to assess the economic efficiency of the developed proposals.

The research object of this thesis is "MAAG-NN" LLC. The subject of research is the system of marketing activities of the enterprise.

The research methods used in the thesis are comparative-comparative, marketing research methods, SWOT analysis, the method of expert assessments.

The degree of elaboration of the problem in the literature. A large number of studies and publications of Russian and foreign scientists and specialists are devoted to aspects of marketing activities. The fundamentals of marketing were developed by such scientists as F. Kotler, I. Ansoff, D. Evans, J.-J. Lamben, L. Galloway, E. Sunday and others. The development of the theory and practice of marketing is devoted to the works of Russian and foreign scientists F. Webster, G.L. Bagieva, O. Yu. Yuldasheva, E.P. Golubkova, E.V. Popova, E.S. Shusterman, N.V. Maslova, B.C. Ismagilova, A.M. Stepanova, A.P. Pinkova, A.B. Guseva, I.S. Vazhenina and others.

The structure of the thesis includes an introduction, three chapters, and a conclusion. The first chapter examines the theoretical foundations of managing the marketing activities of an enterprise. The second chapter analyzes the organization and effectiveness of marketing activities of LLC MAAG-NN. In the third chapter, proposals were developed to improve the marketing activities of LLC "MAAG-NN" and recommendations for the selection and implementation of the marketing strategy of the enterprise. In addition, an assessment of the economic efficiency of the developed proposals was carried out.

Chapter 1. Theoretical foundations of marketing activities in the enterprise

management marketing structure organizational

1.1 Essence, goals and objectives of marketing activities

The modern marketing concept can be schematically shown in Figure 1. It includes three main tasks, the research and development of which form the basis for the successful sale of products:

consumer orientation (his needs, requests, tastes, etc.);

an approach to marketing as a corporate business, the success of which depends on all functional units and requires their structural and organizational cooperation;

focus on profit as the end result of all production activities, which determines the specific sales tactics.

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The interpretation of marketing as a market concept of management is a system of organizing and managing the production and sales and trade activities of enterprises, firms, focused on market requirements, the real needs of buyers in goods and services.

A deep and comprehensive knowledge of the market is the basis for obtaining and growing income (profit). For these purposes, a system of direct and feedback links between the developer (manufacturer) and the market is used, designed to ensure the maximum possible coordination of the developer's research and production activities with the market situation and to reduce the elements of uncertainty in the marketing of products.

The role of marketing in enterprise management is determined by the history of entrepreneurship development, when at a certain stage of development of the concepts of entrepreneurial activity in the sequence - the concept of production improvement, the concept of product improvement, the concept of intensifying commercial efforts - the next concept of entrepreneurial activity is replaced by the concept of marketing, which has since been understood as a modern concept entrepreneurship.

The market category was partly present in pre-marketing concepts of entrepreneurial activity, but in order to be called marketing, an enterprise must be oriented towards achieving its goals solely as a result of satisfying the needs of consumers. The essence of marketing is especially clearly manifested when comparing it with the concept of intensifying commercial efforts (Table 1). Today, many Russian companies are still under the directive control of a manager who is simultaneously an owner, a manager, and a marketer. All decisions are made only by him, while employees have a very small degree of freedom of action.

The second type of companies is intermediate, that is, there is a clear delineation of responsibilities between departments, there are top managers, but they all report directly to the CEO and do not interact with each other.

Table 1. Pre-marketing and marketing concepts of business organization

In a marketing-oriented company, all services have the maximum degree of freedom of action, but also great responsibility, their work is assessed only by intermediate and final results. In such companies, marketing is usually delegated a lot of authority.

1.2 The main directions of marketing activities

The main principle (goal) of marketing, which determines its essence, is to produce only what will certainly be sold, and not to try to sell what the company was able to produce.

To implement this principle, you need to know the functions of marketing. Based on the fundamental methodology of marketing as a market concept of management and sales, we will try to find a universal approach to the definition and description of marketing functions, to bring them into a logically consistent system. This approach consists in identifying four blocks of complex functions and a number of subfunctions in each of them. Let's consider the named functions and sub-functions in more detail (Table 2).

Table 2. Marketing functions of an industrial enterprise

The analytical function of marketing, which is sometimes called research, is the foundation of all marketing activities of the enterprise. And this is understandable, since without a deep knowledge of the state and prospects of the development of the external environment, without analyzing the internal environment of the enterprise, it is practically impossible to engage in economic and commercial activities, to manage purposefully the enterprise itself and to change the controlled factors of the external environment in the interests of the enterprise.

The production function of marketing includes three subfunctions:

organization of production of new goods (goods of market novelty);

organization of material and technical supply;

management of the quality and competitiveness of finished products.

The sales function of marketing involves the implementation of the directions laid down in the plans:

product policy (production of a certain range of products, development of new products, implementation of after-sales service for goods, equipment renewal, etc.);

pricing policy;

sales policy (creation of sales channels, determination of the moment of entering the market, provision of a product distribution system, etc.);

communication policy (implementation of measures to promote goods to the market: conducting advertising campaigns, providing intermediaries and consumers with appropriate benefits and discounts, stimulating their own employees involved in product sales, participating in exhibitions and fairs, etc .;

personnel policy (recruitment, training and retraining of personnel, implementation of measures to motivate employees, etc.).

Management and control function. The control function of marketing is carried out in the process of implementing marketing programs, that is, throughout the entire marketing work, while the assessment of the effectiveness of marketing work makes it possible, in the course of implementation, to make certain, justified amendments and adjustments to marketing activities in order to achieve the set goals, which in turn also contributes to an overall increase in the effectiveness of marketing and production activities. In addition, in the process of implementing the control function, a decision is made about which of the options for the developed marketing program will be implemented, which in turn is related to which of the options for forecasting the development of the external and internal environment has been implemented.

Table 3. Marketing functions and activities performed

In a number of marketing textbooks, the listed marketing functions in a simplified form are summarized in blocks, which we have deciphered according to the types of market actions performed (Table 3).

Any activity, entrepreneurial or marketing, is carried out with the aim of achieving a certain result. The main goal of the enterprise is, as you know, making a profit and solving social problems through the timely and profitable sale of the manufactured goods. To achieve this goal, an enterprise has to establish and realize its competitive advantages, produce competitive products and define its niche in the market, a specific group of consumers.

Table 4. The main goals of the enterprise

The goals of marketing activities are closely related to the goals of the company and contribute to the achievement of the latter. The main goals of the company include: conquering the market; profitability, financial stability; provision of social factors of production; creation and strengthening of positions in the market and the prestige of the company (tab. 4).

Marketing goals have a certain hierarchy and structure, which, in general, can include economic and psychographic goals. The first group of goals is closely related to the general goals of the enterprise (profit, profitability, reliability, etc.), and the second group is focused on achieving the result of the impact of marketing activities on the mentality and purchasing behavior of the consumer, that is, motivation, formation of ideas and assessment of the customer's image when willingness to make a purchase, which allows you to determine the likelihood of purchasing a product.

The main attention should be paid to the development of a set of goals at the lower level in the hierarchy, which include goals related to pricing policy, product, distribution and communication policies, i.e., ensuring conditions for achieving the goals of the marketing mix. In this regard, marketing goals characterize the achievement of results in the field of marketing activities that can be achieved using the marketing mix toolkit.

Professor E.P. Golubkov proposes the following structure of marketing goals.

The general goal is to ensure the development goals of the company by pursuing an effective marketing policy; the goal for individual goods and markets is to obtain a certain profit (share of sales) in a certain market when selling a certain product; the purpose of the individual elements of the marketing mix for the relevant product and market - product, price, product promotion, bringing the product to the consumer.

Ideally, the goal of marketing should be to ensure the optimal speed of matching supply and demand, that is, such a speed at which the most favorable rates of emergence of ideas, their implementation into a product, its production, distribution, sale and turnover with minimal costs at all stages would be combined. promotion of goods from manufacturer to consumer, taking into account the timely satisfaction of consumer demand.

Analysis of marketing goals allows you to formulate the main tasks to achieve them.

There are, as a rule, three interrelated sets of marketing tasks:

tasks related to activities in the market, i.e. related to demand regulation;

tasks related to the sphere of the enterprise or firm;

tasks related to the environment and public education.

Marketing tasks are formed within the hierarchy of goals, time and type of demand in close coordination with the goals of the organization or firm. Based on the conjuncture of demand, the marketing tasks related to the market can be as follows (Table 5).

The sphere of an enterprise or a firm includes marketing tasks related to the coordination and integration of the interests of an enterprise policy, focused on achieving the goals of the firm, defined by the marketing concept.

These marketing tasks include the coordination of research and development strategies, the production and storage of goods, as well as sales and financing activities. In addition, this also includes the tasks of coordinating the use of marketing tools in the internal sales organization system at the enterprise.

Table 5. Marketing objectives

The tasks of marketing at this level are organizational tasks related to the integration of marketing in the formulation of the main directions of enterprise policy, that is, tasks related to the institutionalization of marketing in the organizational structure of the enterprise.

As marketing moves from the instrumental phase to the phase of the general concept, which unites all the functions associated with the entry of the enterprise to the market, the responsibility of the head of the marketing department changes qualitatively. He becomes responsible for the market goals of the enterprise and their achievement. And the one who is responsible for the goals must inevitably be responsible for all the elements that lead to their achievement.

1.3 Modern approaches to the formation of the marketing structure of the organization

The purpose of the marketing department is to ensure sustainable sales of the company's goods, services and profit in the planned market segments. The specific goals and functions of the enterprise marketing department are shown in Figure 2.

The main objects of interests of managers and specialists of marketing departments can be:

assessment of the tendency of changes in the forces and factors of the external environment, the behavior of buyers, competitors, suppliers, etc .;

development of goals and strategies for the marketing activities of the enterprise;

optimization of the hierarchical links of marketing management at the enterprise or levels of marketing decision-making and responsibility for their implementation;

optimization of horizontal marketing links by management levels that perform functional marketing activities (department marketers, sales agents, distributors, etc.).

Rice. 2. Objectives and functions of the marketing department of the enterprise

Note that the function of marketing at the enterprise allows you to raise the interests of certain types of activities and makes it possible, having adapted to the requirements of the market, to ensure the effective operation of the enterprise as a whole.

There is no doubt about the validity of the statement that marketing is an integrating function in making management decisions.

A block diagram showing the relationship between types of marketing activities and information flows, including feedbacks between them, can be used to generalize and concretize what has been said about the content of marketing (Fig. 3). This diagram reflects the approach to marketing as a cybernetic feedback control system.

It is the result of applying the concept of interaction and a systematic approach to the formation of a model of interaction between the marketing service and the enterprise. A special issue is the organization of relationships between the marketing department and other divisions of the firm.

Rice. 3. Model of interaction of marketing with the enterprise

Much here depends on how the structure of the enterprise as a whole meets the principles of marketing. If the structure of an enterprise is focused on production (and this is still very common), then most of its departments, structural units are interested not in the implementation of marketing goals, but only in the utmost minimization of production costs. The marketing service in market conditions is the most important link in enterprise management, which, together with production, financial, trade and sales, technological, personnel and other activities, creates a single integrated process aimed at meeting market demands and making a profit on this basis.

Therefore, a marketing service is created at the enterprise, first of all, to ensure flexible adaptation of the enterprise to the changing market situation and the requirements of consumers in the market. This makes it possible to raise the interests of the market over the interests of individual types of activities of the enterprise and makes it possible to ensure effective activities in general. The basic principles of creating a marketing service can be summarized as follows (Fig. 4). The guiding principle of the organization of the service is the slogan “Marketing for the company, not the company for marketing”. This means that the service must constantly develop and adapt to the goals, objectives and characteristics of the firm's functioning, providing it with effective conditions for market activity to the maximum extent.

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Rice. 4. Principles of creating a marketing service

As a rule, the activity of the marketing department itself is based on the following fundamental principles:

scientific, i.e. compliance with the requirements of the theory of marketing and management in the implementation of marketing policy at the enterprise;

endowment of the marketing department with the necessary rights, including the right to coordinate in order to integrate all economic activities of the enterprise for the implementation of market goals;

orientation of the marketing department towards end users;

mobility, i.e. mandatory implementation of the decisions taken;

flexibility, i.e. the ability to quickly change tactics and
marketing strategy in accordance with changes in the market
situations;

the persistence of the marketing department, i.e. active
carrying out the planned marketing activities and plans, bringing the negotiations to the end;

performing discipline, i.e. the obligation to fulfill the intended marketing program on time.

It should be borne in mind that in modern conditions, any progressive firm very often rebuilds its organizational structure, and in this regard, K. Matsushita even has the following remark: “If a firm does not rebuild and does not change its structure at least once a year, its position the market will be very difficult. " But this is one side of the matter. The other is related to the state and development of the market itself, and the organizational structure of the marketing service should, of course, respond to these variables.

Thus, it turns out that the organization of marketing in a company should become a kind of synthesis of market requirements, on the one hand, and the development of the company itself, on the other. And all this is solely with one purpose - to ensure the most efficient functioning of the company in the market.

The marketing structure is critical to a successful marketing concept. There is no one-size-fits-all scheme for organizing marketing. Marketing departments can be created on different foundations. They are usually part of the commercial area of ​​the enterprise. However, in enterprises producing specific products, these departments sometimes become part of the technical sphere. Each firm creates a marketing department in such a way that it best contributes to the achievement of marketing goals (identifying unmet customer demand, geographic expansion of markets, finding new market segments, increasing profits, etc.).

At the same time, marketing structures largely depend on the size of the firm's resources, the specifics of the products and markets in which they are sold, on the existing enterprise management structure.

Elements in the marketing organization are usually divided into structural and functional. Structural subsystems cover:

the scope of exchange (commercial transactions);

market channels (organizations, enterprises and institutions through which goods pass and which help to carry out exchange operations);

market environment (competitors);

internal organization of marketing (study and forecasting of demand and product supply, making marketing decisions and monitoring their implementation).

As a large block of tasks, the internal organization of marketing is included in the structural subsystem, but it is itself functional.

The organizational structure of the firm is divided into four large blocks of specialized marketing units.

Implementation operations, whose functions include the preparation and organization of staff work, forecasting and planning the volume and structure of sales, distribution, storage and transportation, as well as statistical accounting and analysis.

Market research, which includes reference library, information and research services.

Assortment planning, which is concerned with defining assortment, prices, packaging, and maintenance requirements.

Despite the very large number of options, the real combination of marketing activities of enterprises is most often carried out by function or by product.

The general organizational structure of the marketing service can be of the following types:

functional;

commodity;

regional (geographic);

market.

In most cases, in practice, the so-called combined organizational structures are used, which simultaneously use two or more signs of the division of labor:

by function and product;

by function and market;

by goods and markets.

Structures like this allow an organization to better adapt to multifactorial situations. True, this means a transition from relatively “flat” to “higher”, and, consequently, to more complex structures.

The matrix organizational structure of the marketing service requires special attention. The modern world is changing rapidly. In an effort to comply with it, firms are increasingly forming, preferring flexible structures, abandoning strict hierarchy, introducing temporary structures (for a certain period, for a specific task, project). The most common structure of this kind is matrix.

In general, when building organizational structures, it is important to observe the basic principles used by modern market-oriented firms:

1) balance of responsibility and rights;

2) unity, clarity of setting, accessibility and clarity of financial and market, marketing goals throughout the structure;

3) simplicity of the structure, including the lack of links and clarity of construction and management;

4) an effective system of communication with other departments, including feedback;

5) coordination of responsibility - at the highest level of company management;

6) flexibility, adaptability of the structure in accordance with the dynamics of the market and the strategy of the company.

Thus, the management of marketing activities can be represented as the analysis, planning, implementation and control of the execution of relevant programs aimed at creating, maintaining and expanding profitable relationships between the enterprise and the target customer (target group) to achieve its goals. The organization of marketing management is associated with the development of a specific marketing strategy (strategies) aimed at achieving the goals of the enterprise. The sales function of marketing involves the implementation of the directions laid down in the plans: product policy; pricing policy; sales policy; communication policy.

1.4 Analysis of the features, structure and trends of the footwear market in Russia

Since the research object of this thesis is MAAG-NN LLC, which is one of the most promising and dynamically developing enterprises in the footwear industry, it is important to analyze the main aspects of consumer preferences in the Russian footwear market, which are taken into account by both manufacturers and and sellers. In this section, a study has been carried out, including the consumption of footwear, the characteristics of the main suppliers of footwear to the Russian market, the structure and growth trends of this market, and an analysis of retail chains is presented.

Today footwear is one of the most competitive, but also the most purchased goods, which is why it is very important to outline the principles and measures of success in its sale. Any, even a relatively small, distinctive feature can bring a very significant result, which determines the study of this topic. Interestingly, buyers are very careful in choosing and checking the brand of shoes, rather than, for example, clothing. Most likely, this is due to the fact that low-quality shoes will be completely unusable and will not pay for themselves, while second-rate clothes can pay for themselves. Thus, the quality of shoes and trust in a particular brand are very important when choosing shoes, and therefore are also important for the manufacturer and the seller.

Again, clothes and shoes are not only functional items that every person absolutely needs to feel comfortable, but also a mirror of their social status. A certain style of clothing helps to determine the social status or success of a person, which thus makes it necessary to dress specifically in order to fit a certain stratum of the population. This creates a kind of stratification of the market into goods of various categories, which are clearly separated and worn by a certain niche of the social structure. This also applies to shoes.

Today, 13.5 billion shoes are produced annually in the world. In 2015, this figure is predicted to increase to 15.5 billion. Interestingly, of this huge number, only 1.2 billion pairs of shoes are produced in Europe, despite that a very significant part of which is high-quality footwear. At the same time, 75% is produced in Western Europe, and 25% in Eastern Europe. On average, 1.9 pairs of shoes are bought in the world per person per year. At the same time, depending on the region, the number of couples varies significantly and can show the relative wealth of citizens. In the USA it is equal to 6.5 pairs of shoes, and, for example, in Southeast Asia it is 0.7. In Russia, this figure is 1.35. In Soviet times, this indicator was 3.2, which indicates the availability and prosperity of citizens at a time that is significantly inferior at the moment.

At the moment, footwear suppliers to Russia consist of China, Turkey and Italy. China supplies about 80% of all footwear on the market, Turkey 9% and Italy only 2%. Interestingly, this is due to the movement of Italian footwear production to other countries. The study shows that this is due to constant globalization and the transfer of the means of production to other places. In addition to these countries, Vietnam and Ukraine also supply a lot of footwear.

Due to the fact that Italian footwear has been extremely successful in terms of fashion and popularity, it is the third largest footwear manufacturer in the world. At the same time, Russia has only 0.3% of world production (zero in comparison with the titanium industry).

The Russian market is growing at a rate of 16% per year, which is currently expressed in $ 17 billion. The National Footwear Union also estimated the total volume of the Russian footwear market, which amounted to about 450 million pairs. The main manufacturers of footwear in Russia are: Unicel, Ralph Ringer, Yegoryevsk-footwear, Moscow Order of the Red Banner of Labor, shoe factory "Parizhskaya Kommuna", "Bris-Bosphorus", "Parity", shoe factory Spartak, Factory of molded footwear, Pskov-polymer , Vakhrushi-litobuv, production company "Lel", Kukmorsk felting and felt plant, "Westfalika M", "StepTrade", "Ryazanvest", "Belvest", Footwear factory "Step", Kaluga shoe factory "Kalita", "Donobuv" , Tula shoe factory "TOFA", etc. Note that domestic footwear production increased by an additional 14%, but, nevertheless, is insignificant in the market.

The Russian footwear market is divided roughly as follows:

1) system players, which make up about 30% of the market;

2) companies engaged in the import and sale of cheap products, which account for about 60%;

3) expensive boutiques, which are at around 5%;

4) the remaining 5% are shoe factories.

Traditionally, the production and competitiveness of footwear on the Russian market is assessed as follows: for men, women and only then for children. Thus, we see that beautiful and aesthetic footwear (for women) and functional, comfortable footwear for children needs additional attention.

Historically, the Russian footwear market began its formation around the mid-90s, when Italian, Spanish and German manufacturers saw the potential and began to finance supplies or production. At that time, almost any product labeled "Made in Italy" was in great demand, and there was no brand knowledge at all.

Besides the fact that there was no brand definition, the consumer defined all Italian footwear as one big category.

As a result of the default, Western importers left the country, and their niche was immediately taken by Chinese suppliers. The Chinese were engaged in the supply of a huge amount of non-brand goods. These very goods were provided to all categories of the population, and it was completely impossible to define anything, due to the absence of any brand linkage. The end of the 90s marked the formation of the Russian footwear industry, but not everything went smoothly. They lacked experience, equipment, and the demand existed mainly only for the low price category. Thus, despite the beginning of the formation of the modern Russian footwear industry, the brands did not have good ground to consolidate their positions.

Gradually, a worldview began to form in Moscow and St. Petersburg, which implied shoes as part of an obligatory image element. Thus began a slow shift towards quality and the creation of targeted brand stores that began to diligently serve the middle class and upper class. This made it possible to create a fundamentally new direction in the development of the footwear industry, namely to focus more on quality and brand formation.

Today, about 260 large and medium-sized enterprises operate on the domestic market, but even this significant number accounts for only about 20% of all production in Russia. Volume and demand are growing annually, increasing by about 25-30%. Nevertheless, Russian footwear quality standards exceed many imports and have significant potential to win their niche and conquer the buyer.

That is why Russian entrepreneurs have a huge potential to build this industry and gain a significant competitive advantage if they take the initiative. From year to year, the number of retail chains, factories and demand is growing, which means that the market is developing as usual, and any investment now can pay off very soon. Stores are being transformed into specialized points of sale for certain brands, and the focus is on the consumer.

Now there are 5 main price categories, between which the price variation is quite large. So, in the low price segment a pair of shoes costs less than 1,000 rubles, in the luxury segment - more than 7,500 rubles. Currently, the majority of shoe purchases are in the mid - low and medium - medium price segments, which are targeted by the majority of Russian manufacturers. The buyer now confidently maneuvers between brands, able to assess quality, price and other characteristics, and is also familiar with the brands. Most customers want to buy shoes for one season, but they are quite fashionable and not very expensive. Consumers pay great attention to the brand and the country of origin.

Thus, we can conclude that at present the quality of life of the middle and upper classes is developing comprehensively, more and more attention is paid to the quality of goods. The market is not yet saturated, because it is growing from year to year and the presence of domestic enterprises on the market is still insignificant.

Analysis of existing competitors in the footwear market in Russia. The research agency has compiled a rating of the largest shoe chains by segment. As of September 2014, the leader in the number of stores in the lower price segment is Tsentrobuv (1200 stores), in the mid-price segment - Obuv Rossii (253 stores), in the upper price segment - CarloPazolini (165 stores). If we take the shoe market as a whole, then the TOP-5 largest shoe chains in Russia include Tsentrobuv, Unicel, Kari, Belwest, Obuv Rossii. The main prospects of the footwear market are associated with the growth of large footwear chains and their expansion into the regions, the strengthening of consolidation processes, the development of new sales channels, including Internet - trade. At the same time, shoe chains are actively investing in the development of brands and improving collections, attracting foreign designers to cooperation, introducing new loyalty programs and expanding the range of services for buyers (for example, selling shoes by installments).

Assessing the state of the footwear market, it is premature to talk about its oversaturation.

Even strong players may well be squeezed out by new retail chains and manufacturers pursuing an active marketing policy. Among the factors contributing to the development of the market, it is worth noting an increase in the welfare of the population, an increase in spending on non-food products, and an increase in the size of the middle class.

Chapter 2. Analysis of the organization of marketing activities in LLC "MAAG-NN"

2.1 General organizational and economic characteristics of the enterprise

The Nizhny Novgorod footwear factory LLC "MAAG-NN" is one of the most promising and dynamically developing enterprises in the footwear industry. The enterprise, established in 2001, is equipped with the latest modern equipment of Italian and German production and uses the most advanced technologies. The footwear of the stitching-injection method of fastening, which is produced by the company, meets the highest requirements for quality and protective properties.

The main purpose of creating LLC "MAAG-NN" is to meet the needs of the population, enterprises and organizations in footwear manufactured by the company, as well as to carry out entrepreneurial activities in order to generate profit on the invested capital.

The subject matter of the worker to carry LLC "MAAG-NN" are:

production of food and non-food products;

wholesale and retail sale of food and non-food products;

trade in consumer goods and industrial and technical purposes;

organization of public catering.

purchase of securities and performance of transactions with them;

the acquisition of real estate and the implementation of transactions with it;

investment (including in the securities market) and intermediary activities;

production, processing, storage and sale of agricultural products.

sale of motor vehicles and spare parts for them;

organization of paid parking, storage and parking of motor vehicles;

provision of transport services to individuals and legal entities;

repair and maintenance of motor vehicles;

educational activities;

consulting activities, as well as the provision of legal services.

appraisal activities, as well as conducting economic, financial and marketing analysis;

dealer activity;

foreign economic activity;

other types of activities not prohibited by applicable law.

The organizational and legal form of the organization is a limited liability company. Production in kind is presented in the following table 6.

Table 6

The volume of commercial products of LLC "MAAG-NN" in 2014-2015

Product names			Growth rate,%
	number, t. pairs	amount, million rubles	number, t. pairs	amount, million rubles	number of pairs
1. Shoes for women
2. Men's shoes
3. Children's shoes

In 2014, 289.998 thousand pairs of shoes were produced, of which the share of women's shoes was 50.3%, men's - 17.9%, children - 31.8%. In 2015, 295,388 pairs of shoes were produced, of which the share of women's shoes was 56.7%, men's - 19.5%, children - 23.8%.

Rice. 5. The number of pairs of shoes produced in 2014-2015.

Rice. 6. Structure of produced pairs of shoes in 2014

In 2014, 368,987 thousand pairs of shoes were shipped for the amount of 381.59 million rubles excluding VAT, including footwear produced by MAAG-NN for the amount of 308.5 million rubles. without VAT.

In 2016, it is planned to produce 188 thousand pairs of shoes, 30 thousand pairs of men's shoes (which is 16% of the total), 114 thousand pairs of women's shoes (this is 60% of the total) and 44 thousand pairs of children's shoes (this is 24 % of the total).

Rice. 7. Structure of produced pairs of shoes in 2015

As you can see, there has been a structural shift towards an increase in women's footwear (from 50 to 58%) and a decrease in the share of men's footwear production (from 26% to 23%).

The collection "Spring - Summer" will be produced in October - December 128 thousand pairs of shoes, the rest of the year will be produced collection "Autumn - Winter" 194 thousand pairs.

The main indicators of the company for the reporting year 2015 (Appendix 1-2) are presented in Table 7 and Figures 8 and 9.

Table 7

Main performance indicators of LLC MAAG-NN in 2014-2015

Rice. 8. Indicators of revenue and cost of LLC "MAAG-NN"

Table 7 shows that revenue from the sale of goods and services in 2015 amounted to 394 million rubles (-5.8% to the level of 2014), while gross profit amounted to 92.5 million rubles (+ 3.2%) ...

Rice. 9. Profit indicators of LLC "MAAG-NN"

Profit from sales amounted to 0.3 million rubles against 1.2 million rubles. in 2014 (-72.2%).

The financial result is a profit of 0.5 million rubles, which is 78.6% less than in 2014.

The organizational structure of the management of LLC "MAAG-NN" is built according to the linear-functional principle (Appendix 3).

This type of organizational structure provides such a division of managerial labor, in which the linear management links are called upon to command, and the functional ones - to advise, help in the development of specific issues and the preparation of appropriate decisions, programs, plans.

Structural advantages:

release of line managers from solving many issues related to planning financial calculations, material and technical support, sales market, etc .;

building relationships "leader - subordinate" on the hierarchical ladder, in which each employee is subordinate to only one leader.

At the same time, the disadvantages inherent in linear-functional structures:

fast, difficult to control fragmentation and increase in the number of functional services;

the difficulty of adapting to innovations;

In general, the organizational structure of the enterprise corresponds to its goals, concept and mission.

In 2015, significant attention of heads of production services and specialists was paid to the issues of improving the organization of workplaces in certain areas of production and the interaction of services in solving technical issues.

In the shoe assembly shop, an experimental section was created for the production of finished shoes using the "Rink" method (Japanese module), with the help of which the possibility of combining 2-3 technological operations by one operator, improving the controllability of areas, and increasing the aesthetic appearance of shoes was studied. All work was carried out using a non-pipeline method, i.e. the transfer of components (blanks for the top, pads, insoles, etc.) from one worker to another was carried out using special trolleys with a ring system of equipment arrangement.

This method of labor organization allowed working in small batches, accelerating the turnover of the pads and reducing their quantity, shortening the time interval between "order" and "delivery", as well as improving the quality of manufactured shoes.

Work continued to improve business processes. The regulation “Introduction of a new collection of footwear into mass production” has been completely revised.

The following directions have undergone significant changes:

on the execution and movement of documents accompanying the implementation work;

according to the order of experimental work between the participating services and departments in this chain (work schedules and movement of cut, blanks, components, provision of fittings, threads in each introduced model; trained workers to perform key technological operations);

by stages of "Implementation" (medium size, cut cut): in 58 models from 123 collection "Spring-Summer-2016" a mixed form of introduction is applied, i.e. excluded the stage of experimental work "Cutting cut", with the development of criteria - "needed", "not needed".

As a result of improving this business process, production has reached the level of timely planned provision with all shoe materials, as well as the level of complete readiness for the technical, technological and organizational release of new models in the collection.

2.2 Organizational structure of marketing management of LLC "MAAG-NN"

The company's marketing activities include:

marketing research;

assortment, price, sales and communication policy.

In LLC "MAAG-NN", the marketing department was established in 2012. The department was created on a functional basis. The structure of the marketing department is shown in Figure 10.

Head of the Marketing Department

Posted on http://www.allbest.ru/

Rice. 10. The structure of the marketing department in LLC "MAAG-NN"

The marketing department is engaged in the organization of sales and promotion of products of the company "MAAG-NN".

The objectives of the marketing department are to develop recommendations for the formation of the production and sales policy of the enterprise on the basis of ongoing studies of the internal and external environment and to coordinate the activities of the structural divisions of the enterprise to ensure its implementation. The main tasks of the marketing department of LLC "MAAG-NN" are:

study of markets, assessment of their conjuncture, general and specific trends and opportunities;

monitoring the competitive environment and position of the enterprise in the market;

study of the factors that determine the interest or lack of interest of consumers in the products of LLC "MAAG-NN";

Let's consider the functions of employees of the marketing service of LLC MAAG-NN (Appendix 5).

Consider the qualifications of marketing workers. To do this, consider the level of education, work experience and the number of years in this position (Appendix 6).

Thus, we can conclude that the most inexperienced in the marketing service is a marketer-analyst who has worked for only a year, has only a secondary specialized education and has not taken any advanced courses. The work of the company's marketing service is based on the wide use of information about consumers, competitors, intermediaries, and other market participants.

But the implementation of marketing functions is impossible without the participation in this process of almost all divisions of the company. This interaction occurs at the level of information flows, including feedbacks between them. The structure of marketing information for the analysis of the enterprise, market and environment of LLC MAAG-NN is presented in Table 8.

Table 8. Information structure for the analysis of the enterprise, market and environment of LLC "MAAG-NN"

	Scroll	Information Provider
Information for environmental analysis
Technological environment	production technology; technology (properties) of the product; product innovation; substitute technologies.	main and auxiliary workshops, service of the department of the chief power engineer, laboratories, technical department, production department, production preparation department
Economic environment	growth of national income; change in the exchange rate; inflation trends; investment trends; expected changes in market conditions; development of special sectors.
Socio-demographic environment	population growth; structure of the population.	marketing department
Political and legal environment	global political changes; national political changes; regional political changes; economic and political development; socio-political development.	Marketing Department, Foreign Economic Relations Department
Quantitative market data	market volume; market growth; market share; stability of demand.
Qualitative market data	structure of need; purchase motives.	marketing department, branded trade department, art and design department, foreign economic relations department
Competition analysis	turnover / market share; quality of management.	marketing department, branded trade department, art and design department, foreign economic relations department
Buyer structure	the number of buyers; types / sizes of buyers; features inherent in individual regions.	marketing department, branded trade department, art and design department, department, foreign economic relations
Industry structure	number of sellers; type of sellers; the nature of the competition.	marketing department
Distribution structure	geographic; through sales channels.	marketing department, branded trade department, foreign economic relations department
Information for enterprise analysis
General moments in the development of the enterprise	growth in turnover; increase in cash flow; profit growth; change in costs.	accounting, computing center, labor and wages department, economic planning department, financial department
Marketing	the result of work in the market; breadth of assortment; assortment depth; quality of goods; quality of additional work; price policy; conditions for the sale (e.g. discounts); conditions of payment; market activity; sales promotion; trade marks; goodwill.	Marketing Department, Customer Service Department, Transportation Department, Procurement Department
	capital and capital structure; funding potential; working capital;

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A.K. Nesterov Analysis and improvement of the marketing activities of the enterprise // Encyclopedia of the Nesterovs

Practical aspects of analyzing and developing directions for improving the marketing activities of an enterprise operating in a dynamic market. This article discusses possible directions for improving marketing activities at an enterprise operating in the market of cellular services, using the example of the "SARLINK" network of communication salons.

Marketing activities as a tool for enterprise development and management decision-making

Marketing is predominantly a practical discipline that has arisen, developed and constantly improved as a result of the economic activities of enterprises in the market. In a market economy, the main advantage may be the possession of information about consumers, both existing and potential, competitors, counterparties, various intermediaries, etc. It is also necessary to learn from the successful experience of companies operating in this market. This will largely help to avoid negative aspects in the activities of the enterprise.

The modern marketing concept is that all types of enterprise activities are based on knowledge of consumer demand and its changes in the future. Marketing activity is very multifaceted: it begins with the embodiment of the wishes of the consumer in a specific product or service, the organization of its production, after which it is necessary to present your products to the market in such a way as to attract the consumer's sustained attention to it, which requires a guarantee of high quality service.

It is especially important to improve marketing activities for businesses operating in fast-growing markets. What consumers needed yesterday will no longer be relevant tomorrow. Therefore, for all companies operating in dynamic markets, it is necessary to constantly conduct marketing research to identify the directions in which they should develop, where to put the most efforts, what to invest in to expand their activities and how to build their policies to attract new consumers. In conditions of almost complete saturation of the market, a tough competitive environment and intensified competition, there is an urgent need for continuous improvement of marketing activities.

Marketing is more than just promoting products and services to the market. Now we need to focus on the production of goods and services that consumers really need. Marketing is a two-way process that is based on the relationship between production forces and the consumer. Therefore, modern market activity requires managers and specialists of enterprises to make decisions based on interaction with consumers and identifying and identifying needs. Without a good knowledge of modern management methods within the framework of the socio-ethical orientation of the marketing activities of the enterprise, the long and successful existence of the enterprise in the market is impossible.

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Factors affecting marketing activities

Definition 1

Marketing activities in a general sense should be understood as the activities of the company and its services aimed at solving practical problems in the field of marketing. Its main goal is to increase commercial efficiency based on meeting market needs through exchange mechanisms.

Marketing activities and their results are influenced by a wide variety of factors. In this case, factors are understood as phenomena, causes, conditions and elements of the general marketing environment that have a direct or indirect impact on the mechanisms, forms and content of marketing activities. In general, they are presented in Figure 1. Let's consider them in more detail.

Figure 1. Factors of the marketing activity of an economic entity. Author24 - online exchange of student papers

Conventionally, the entire set of factors of the marketing environment by the source of their occurrence and attitude to the company can be divided into two large groups - external and internal factors.

External factors of the marketing environment are formed outside the economic entity, in the macro- and microenvironment. Thus, they can be represented by factors of the far and near external environment. The factors of the macroenvironment include the political and legal environment, economic situation, demographic situation, socio-cultural and physical-technological environment. Microenvironmental factors are represented by the subjects of the external market environment - consumers, suppliers, competitors, marketing intermediaries and society as a whole.

Internal factors of the marketing environment are formed within the organization and, in essence, are a reflection of its resource and organizational potential of an economic entity and the practical embodiment of its marketing system. The basic components of the internal marketing environment include an element of the marketing mix (4P - product, price, promotion and sales), as well as internal systems of marketing planning, organization, implementation and control. Among other things, this group of factors also includes the marketing information systems themselves.

The factors of the internal environment of marketing and its external microenvironment have a direct impact on the marketing activities of the company and the possibilities of its implementation. Macro marketing factors of the external environment, being not subject to managerial influences and control by the organization, indirectly (indirectly) affect the activities of the company in the field of marketing.

One way or another, all these factors can both contribute to the development of the marketing activities of the enterprise, and hinder it. In accordance with this, by the nature of their influence, they are divided into positive and negative. In addition, all of them can be either controlled by the business or controlled by the firm. Their effective use and management is the key to improving marketing activities. Let's consider the mechanism of its development in more detail.

General mechanism for improving marketing activities

Improving marketing activities is considered one of the main challenges facing any business. It is based, first of all, on a comprehensive analysis of the market, external and internal marketing environment. Based on the results of its implementation, the strengths and weaknesses of marketing, opportunities and threats of its development are determined.

Based on the identification of the most significant factors of marketing activities, an appropriate marketing strategy is formed, the result of which should be an increase in the efficiency and effectiveness of marketing activities, that is, its qualitative improvement. Its formation is based on the beneficial use of the factors and capabilities of the external environment along with strengthening the internal potential in order to counteract the influence of negative factors of the marketing environment.

The marketing strategy is subsequently detailed and concretized through a system of planning and implementation of specific measures aimed at improving the marketing activities of the enterprise. An important stage in improving marketing activities is monitoring the implementation of the developed set of measures and assessing their effectiveness.

To date, in the scientific literature, it is customary to distinguish two main directions for improving the marketing activities of an economic entity:

• strategic development;
• tactical development.

The strategic direction of improving the marketing activity of an economic entity is based on a change in the general approach to marketing management. Tactical development implies the need to redistribute the functions of the marketing services of the enterprise and modify their structure.

The main activities that contribute to improving the marketing activities of an economic entity are:

• correct construction of the organizational structure of marketing management and its improvement, if necessary;
• clear goal setting, distribution of rights, duties, tasks and responsibilities in the marketing management system;
• selection of marketing specialists with the necessary knowledge, qualifications and practical skills;
• ensuring effective interaction of marketing services with other services and departments of the enterprise;
• creating conditions for the effective work of employees of the marketing service of an economic entity, etc.

Thus, we can say that the basis for improving marketing activities is the development of marketing strategies and tactics that meet the realities of the market and the internal capabilities of the organization itself, on the one hand, and the implementation of organizational and managerial measures aimed at improving the efficiency of the marketing services system enterprises - on the other hand.