Improving the marketing activities of the mining company. Improving marketing activities at the enterprise (for example, "maag-nn" LLC). The role and place of marketing in the production and economic activities of the enterprise in modern e

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

Marketing is primarily practical discipline, which arose, developed and constantly improved as a result economic activity enterprises in the market. In conditions 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, upon completion of which it is necessary to present your products to the market in such a way as to attract sustained attention of the consumer 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 good knowledge modern methods management within the framework of the socio-ethical orientation of the marketing activity of the enterprise, it is impossible for the enterprise to exist for a long time in the market.

general characteristics cafe Pizza Parmesan. Analysis of the marketing activities of the Pizza Parmesan cafe. The object of the research is the activities of the marketing service of the Pizza Parmesan cafe. The subject of the research is the planning of marketing activities in the Pizza Parmesan cafe.

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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 necessary condition effective implementation of enterprise management as a whole, ensuring the achievement of its goals.

Exhaust volume qualification work is 75 pages, including 6 appendices, 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. Efficiency management decisions, taken in the framework of the marketing activities of the enterprise, is largely determined by the results of its analysis and evaluation.

Marketing is the foundation for a long-term and operational planning production and commercial activities of the enterprise, drawing up export production programs, organizing scientific and technical, technological, investment and production and marketing work of the enterprise team, and marketing management - essential element enterprise management systems.

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 activities of the enterprise into a single technological process aimed at satisfying consumers, gaining a certain position in the market and receiving 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 his requirements, as well as the choice of optimal solutions in the field of sales, pricing policy, are taken as the starting point of this activity and the completion of its cycle. communication policy in an unstable economic situation.

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 concept of marketing can be schematically shown in Figure 1. It includes three main tasks, the research and development of which form the basis successful implementation 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;

profit orientation as the end result of the entire production activities that defines the specific sales tactics.

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The interpretation of marketing as a market management concept is a system of organization and management of production and distribution and trading activities enterprises, firms, focused on the requirements of the market, 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 due to the history of the development of entrepreneurship, when at a certain stage in the development of concepts entrepreneurial activity in sequence - the concept of improving production, the concept of improving the product, 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 of 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). There are still many Russian companies are under the directive control of a leader who is both the owner and the manager and the marketer. All decisions are made only by him, while employees have a very small degree of freedom of action.

The second type of company is intermediate, that is, there is a clear delineation of responsibilities between departments, there are top managers, but they all report directly to 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 for the development of the external environment, without analyzing the internal environment of the enterprise, it is almost impossible to engage in economic and commercial activities, purposefully manage the enterprise itself and 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 on the market: carrying out advertising campaigns, providing intermediaries and consumers with appropriate benefits and discounts, encouraging their own employees involved in marketing products, 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 sustainability; security social factors 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 lowest 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; goal for individual products and markets _ to obtain a certain profit (share of sales) in a certain market when selling a specific 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 system of the organization of sales 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 functions associated with entering 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 the levels of making marketing decisions 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

It should be noted that the marketing function at the enterprise allows to raise the interests of certain types of activity and makes it possible, having adapted to the market requirements, to provide effective operation 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 the application of 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. Marketing service in market conditions- this is the most important link in enterprise management, which, together with production, financial, trade and sales, technological, personnel and other types of activities, creates a single integrated process aimed at meeting market demands and making a profit on this basis.

Therefore, the marketing service is created at the enterprise, first of all, to ensure the 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 to 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 carry out the intended marketing program in deadlines.

It should be borne in mind that in modern conditions any progressive company very often rebuilds its organizational structure, and in this regard, K. Matsushita even has the following remark: "If the company does not rebuild and does not change its structure at least once a year, its position in 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 such thing as a marketing organization universal scheme... 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 an element of technical sphere... Each firm creates a marketing department in such a way that it will best contribute 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. Modern world changing rapidly. In an effort to comply with it, firms are increasingly forming, preferring flexible structures, abandoning strict hierarchies, 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 - on the highest level 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 implementation 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 the footwear and trust in a particular brand are very important when choosing footwear, and therefore are also important for the manufacturer and the seller.

Again, clothes and shoes are not only functional items that are absolutely necessary for every person to feel comfortable, but they are 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. 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 South-East Asia 0.7. In Russia, this figure is 1.35. In Soviet times this indicator was equal to 3.2, which indicates the availability and prosperity of citizens at that time, which 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 footwear manufacturers in Russia are: Unichel, Ralph Ringer, Yegoryevsk-obuv, Moscow Order of the Red Banner of Labor shoe factory"Paris Commune", "Bris-Bosphorus", "Parity", shoe factory Spartak, Factory of molded footwear, Pskov-polymer, Vakhrushi-litobuv, manufacturing firm Lel, Kukmor felting and felt plant, Westfalika M, StepTrade, Ryazanvest, Belvest, Step footwear factory, Kaluga shoe factory Kalita, Donobuv, Tula footwear factory TOFA and others. 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 on domestic market about 260 large and medium-sized enterprises operate, but even such a significant number is 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, a consumer-oriented focus is being made.

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, Unichel, 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 ones. retail chains and manufacturers with 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. Established in 2001, the enterprise is equipped with the latest modern equipment Italian and German production and uses the most advanced technology. 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;

rendering transport services individuals and legal entities;

repair and Maintenance 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 organization is a society with limited liability... Production in kind is presented in the following table 6.

Table 6

Volume marketable products 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 manufactured 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's activities for the reporting year 2015 (Appendix 1-2) are presented in Table 7 and Figures 8 and 9.

Table 7

Key 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 based on 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 "manager - 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 was studied, improving the controllability of areas, and increasing the aesthetic appearance of shoes. 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 pads and reducing their number, 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 activities structural units enterprises 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 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 chief power engineer department, 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, Artistic and Design Department, Foreign Economic Relations Department
Competition analysis	turnover / market share; quality of management.	Marketing Department, Branded Trade Department, Artistic and Design Department, Foreign Economic Relations Department
Buyer structure	the number of buyers; types / sizes of buyers; features specific to 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, Brand 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 department and wages, 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, transport shop, department of material and technical supply
	capital and capital structure; funding potential; working capital;

Improving the marketing activities of the mining company. Improving marketing activities at the enterprise (for example, "maag-nn" LLC). The role and place of marketing in the production and economic activities of the enterprise in modern e

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Introduction

Chapter 1. Theoretical foundations of marketing activities in the enterprise

management marketing structure organizational

1.1 Essence, goals and objectives of marketing activities

1.2 The main directions of marketing activities

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

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

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

2.1 General organizational and economic characteristics of the enterprise

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

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