Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

2. Organization of marketing activities of the enterprise

2.1. Brief description of the enterprise JSC "LesCo"

The timber processing enterprise Open Joint Stock Company JSC "LesKo" is an independent organization formed as a result of contributions from private individuals.

Registered in the village of Malinovsky of the Soviet District, production began on May 1, 1994.

JSC "LesCo" operates on the basis of the charter of an open joint stock company. The main goal of the Company is to make a profit.

JSC "LesCo" carries out the following activities:

complex processing of wood, including the production of sawn timber, technological chips and other consumer goods;

sales of timber products;

trade and intermediary activities;

foreign economic activity;

construction and operation of industrial and social facilities;

other activities not prohibited by law Russian Federation.

The authorized capital of OAO Lesko is six million rubles.

The joint-stock company has put into circulation three thousand ordinary shares with a par value of two thousand rubles. All shares are fully paid.

The total payroll is 130 people.

The main activity of JSC "LesCo" is the processing of round wood, small-sized and low-grade into sawn timber for export and domestic use. Lumpy waste is used for the production of technological chips, which are sold for export.

In 2010, a program was adopted to increase volumes through the processing of low-grade and small-sized wood that is not sold in round form, as well as to increase the efficiency of sawn timber production due to their deeper processing - the production of dry sawn timber. This is due to the fact that currently manufactured products (raw lumber) are not competitive in the foreign market.

The domestic market is limited by reduced demand National economy. The Chinese market mainly receives raw sawn timber produced by enterprises of the region with Chinese capital. By producing and exporting lumber to China, they are ousting similar products from Russian manufacturers from the Chinese market.

As part of the implementation of the adopted program in 2010, workshop No. 2 was built for processing small-sized and low-grade wood, capable of processing wood with a diameter of 10-20 centimeters into lumber that is in demand in the Japanese market.

For 10 years, LesCo OJSC has been supplying products to the Japanese market through its partner, the Sumi company. IN Lately customer requirements are getting higher. This is due to the fact that the Japanese market is supplied with high-quality wood from other countries.

The main requirements for lumber today are:

wood moisture should not exceed 14 percent

wood must be processed in the longitudinal direction on four sides on a planer

Despite the fact that such wood is more expensive, an increasing number of buyers prefer it.

Achieving the goals of the enterprise and internal control is ensured by the implementation of tasks in which the interconnection and interaction of its various elements is required to achieve general or specific indicators (boundaries), by which one can judge the effectiveness of management and development of the organization from different angles. The main performance indicators of the enterprise can be characterized by the following points: raw materials sawn, p/m produced, including for export, wood chips produced, revenue from sales, cost of sales, profit from sales, balance sheet profit, net profit.

Table.2.1

Dynamics of the main indicators of the products manufactured by the timber processing enterprise JSC "LesKo"


Sawn raw materials

Produced p/m

including for export
Chips produced

Table 2.1 shows that the share of escort products is increasing, while the production of lumber as a whole is decreasing, due to an increase in the quality requirements for products.

From this we can conclude that the production of products is aimed at its quality, not quantity.

Table.2.2

Dynamics of financial results from sold products.

Course $ C.B

Revenue from products sold
Cost of products sold
Profit of sold products.

balance profit.

Net profit.

From the dynamics of the main indicators of manufactured products and financial results from the sale of products, it can be seen that the profit of Lesko OJSC depends on the export of sawn timber (all wood chips are exported), sawn timber is supplied to the domestic market in small batches.

Characteristics of distribution channels

The choice of a method of marketing products is an integral part of marketing planning in an enterprise and involves the interpretation of all the activities of the company, it is necessary to plan and organize the system of marketing products from the manufacturer to the recipient accordingly.

The process of organizing the distribution of goods includes the following steps

choice of stock storage location and storage method;

determination of the system of movement of goods;

introduction of a stock management system;

establishing an order processing procedure;

choice of means of transportation of products.

With the effective organization of the movement of goods, each of these stages is planned as an integral part of a well-balanced and logically constructed overall system.

Despite the fact that there are only two main classification features (the basis of the organization of the system and the number of intermediaries), the relationship between the manufacturer, resellers and end users can take on many types and forms.

The most active role in these relations belongs to the manufacturer, which, when choosing a sales system, first of all takes into account the risk factor of product distribution, and also evaluates the costs of sales and profit.

The positions occupied by firms in relation to sales have features that allow classifying sales by type (table 2.3).

The direct marketing system provides for the direct sale of products to the final consumer. Accordingly, they are connected by a direct distribution channel. Its distinguishing feature is the ability for the manufacturer to control the way the product passes to the final consumer, as well as the conditions for its implementation.

However, in this case, the company incurs significant non-production costs due to the need to create expensive inventory, and spends a large amount of resources on the function of directly bringing (selling) the goods to the end consumer, while assuming all the commercial risks of product distribution.

At the same time, from the position of the manufacturer, the advantage of this form of marketing is its right to the maximum amount of profit that can be earned from the sale of manufactured products (services).

Table 1.1.

Classification of sales types

Classification sign

ABSTRACT

Diploma work 97 p., 27 tables, 12 figures, 52 bibliography. source.

Key words: SALES STRATEGY, ENTERPRISE, INDUSTRY, SALES ACTIVITIES, DISTRIBUTION CHANNELS, TECHNICAL AND ECONOMIC INDICATORS, SALES OF PRODUCTS, XYZ ANALYSIS, PRODUCT RANGE, ECONOMIC EFFECT.

The object of the study isMechano-Foundry LLC.

The purpose of the study: based on the study of the theoretical aspects of the marketing strategy and analysis of the activities of LLC "MLZ" to develop measures to improve the marketing strategy and measures to improve the efficiency of the marketing activities of the enterprise.

Methods and approaches used in the course of the work. When analyzing the marketing policy of the enterprise, a study was made of the influence of factors of the external and internal environment (strategic analysis, PEST-analysis, SWOT -analysis, competitive analysis, method expert assessments and etc.). As the main criteria for the effectiveness of the proposed measures, profit and sales volume of a separate product group are considered.

Introduction 3

1 Theoretical basis formation of the marketing strategy of the enterprise 6

1.1 Essence and theoretical foundations of marketing 6

1.2 Sales strategies of the enterprise 16

1.3 Organization of activities of an enterprise operating in the field of repair services 28

2 Analysis of the effectiveness of the marketing strategy of MLZ LLC 37

2.1 Technical and economic characteristics of MLZ LLC 37

2.2 Analysis of the external and internal environment of MLZ LLC 43

2.3 Analysis of the effectiveness of the sales strategy of the enterprise 58

3.1 Development of mechanisms for the formation of the marketing strategy of MLZ LLC 70

3.2 Measures to change the sales structure of LLC MLZ products 7 5

3.3 Calculation and justification of the introduction of the production of new products 77

Conclusion 91

List of sources used 94

Applications 98

INTRODUCTION

Sales should be understood as a set of procedures for promoting finished products to the market (forming demand, receiving and processing orders, completing and preparing products for shipment to customers, loading products onto a vehicle and transporting them to a place of sale or destination) and organizing payments for it (establishing conditions and implementation of procedures for settlements with buyers for shipped products).

The main purpose of marketing is the realization of the economic interest of the manufacturer (obtaining entrepreneurial profit) on the basis of satisfying the effective demand of consumers.

Although marketing is the final stage of the economic activity of a commodity producer, in market conditions, marketing planning precedes the production stage and consists in studying the market situation and the production capabilities of the enterprise to produce demanded (promising) products and in drawing up sales plans, on the basis of which supply and production plans should be formed.

Optimization of the system of organization and control of sales is able to ensure the competitiveness of the enterprise in harsh market conditions.

Marketing strategy these are long- and medium-term decisions on the formation and change of marketing channels, as well as the processes of physical movement of goods in time and space in market conditions. The sales strategy, as in other elements of the marketing mix, is a kind of “fairway” in which the company will move in its quest to achieve its goals.

A marketing strategy is developed for different markets, different products (if the company produces not a single product, but several), stages of the product life cycle, and for other reasons. Formulation process

Work structure. The work consists of an introduction, three chapters, including eight paragraphs, a conclusion, a list of references and applications.

The introduction substantiates the relevance of the problem under consideration, defines the goal, objectives, subject and object of research, discloses its theoretical and information base, formulates scientific novelty, theoretical and practical significance,

In the first chapter the theoretical and methodological basis for the formation of the marketing strategy of the enterprise is studied.

In the second chapter the history of the development of the organization, the goals and subject of activity, the organizational structure are given, the analysis of the marketing activities of LLC "MLZ" is carried out.

In the third chapter the main directions for the development of the marketing policy of MLZ LLC were determined.

In custody the main conclusions are formulated and recommendations are given to improve the efficiency of marketing activities of MLZ LLC.

1 THEORETICAL FOUNDATIONS FOR FORMING THE SALES STRATEGY OF THE ENTERPRISE

1.1 ESSENCE AND THEORETICAL BASIS OF MARKETING

For most markets, the physical or psychological distance between the manufacturer and the end users is such that effective matching of supply and demand requires intermediaries.

The need for a distribution network is due to the fact that the manufacturer is not able to assume all the responsibilities and functions that follow from the requirements of free exchange in accordance with the expectations of potential consumers. Turning to intermediaries means for the enterprise the loss of control over certain elements of the commercialization process, therefore, for the enterprise, the choice of a distribution network, i.e. distribution channels, is a strategic decision that must be compatible not only with the expectations in the target segment, but also with own goals enterprises.

A distribution network can be defined as a structure formed by partners who participate in a process of competitive exchange in order to provide goods and services to individual consumers of production users. These partners are manufacturers, resellers and end users (consumers).

Sales is understood as transportation, warehousing, storage, refinement, promotion to wholesale and retail trade links, pre-sale preparation and sale of goods, i.e. sales is a system of all activities that are carried out after the release of products from the gates of the enterprise and culminate in the sale. Marketing is understood both in the narrow and in the broad sense of the word. Sales in the broadest sense of the word are all operations from the moment the goods leave the enterprise until the moment the purchased goods are transferred to the buyer. In a narrow sense, marketing is only the final operation, i.e. relationship between seller and buyer. Marketing of products in the enterprise is one of the aspects of the commercial activity of the enterprise. Sales is a means of achieving the goals of the enterprise and the final stage of identifying the tastes and preferences of customers. Sales of products for the enterprise is important for a number of reasons: sales volume determines other indicators of the enterprise (income, profit, profitability level); production and logistics depend on sales; in the process of marketing, the result of the enterprise's work is finally determined, aimed at expanding the volume of activities and maximizing profits.

The role of sales is as follows:

in the field of marketing, the final result of all the efforts of the enterprise aimed at developing production and maximizing profits is determined;
by adapting the distribution network to the needs of customers, creating maximum convenience for them before, during and after the purchase of goods, the manufacturer has a much better chance of winning in the competition;
the marketing network, as it were, continues the production process, taking upon itself the refinement of the goods, its preparation for sale (sorting, packing, packaging);
during the sale, it is more effective to identify and study the tastes and preferences of consumers.
marketing activity, being in a certain sense a continuation of production, not only preserves the created use value and value of the goods, but creates additional ones, thereby increasing its overall value;
marketing activities, being aimed at the commercial completion of the marketing and material completion of the production

due to their technological nature, they constitute the main content of warehouse and transport logistics.

So, marketing activity is the process of promoting the final (intermediate) products manufactured specific enterprises, to the market and its sale to consumer organizations (production goods) and individual consumers (consumer goods). Sales is a set of organizational, planned and operational management activities related to the supply, sale and promotion of products from the supplier to the consumer. .

Table 2 shows the classification of the principles of organizing the sales service at the enterprise, depending on the marketing factors.

Table 2 - Classification of the principles of organization of the sales service at the enterprise

Organizational principles	Sales factors	Structural construction
Functional principle	Limited range of finished products produced by the enterprise	Functional departments or groups
Product principle	A wide range of finished products manufactured by the enterprise	Departments by groups of finished products
Geographic principle	A variety of regions for the sale of finished products to consumers	Divisions by territorial division
By consumer	A limited number of consumers with a wide range of consumption of finished products	Departments by customer or customer group
Combined principle	A wide range of finished products and a significant number of consumers	Departments or groups organized along different lines

Principles used in construction organizational structure sales services of an enterprise are classified into the following forms of organization: functional organization; product principle (organization by product groups); geographic principle ( regional organization); principle of organization according to individual consumers or groups In practice, a number of combinations of the organizational principles shown in table 3 are possible, the so-called combined principle, which can be the result of a simple combination of several marketing schemes for finished products or the result of carefully thought-out decisions caused by an increase in the volume of production or expansion of its assortment, the emergence of new channels or markets.

As practice shows, the wider the range of products and the greater the volume of its production, the greater the number of consumers and the more diverse the range of products received by each consumer, the more difficult it is to organize the shipment of products to consumers and the more time it takes to record and control deliveries, the greater the volume of sales operations and procedures. and, consequently, the organizational structure of the sales department is more complex. A variety of delivery forms, an increase in small transit consumers, and the absence of sorting centers also lead to a complication of the organizational structure of the sales department.

1.2 SALES STRATEGIES OF THE ENTERPRISE

Sales strategy - long term planning, a methodology for organizing and managing sales, which allows you to successfully implement the philosophy of sales by a specific seller enterprise.

The classification of marketing strategies is shown in Figure 1.

Deep Market Penetration Strategyis to find ways for the firm to increase sales of its products in already developed markets with the help of more aggressive marketing. This strategy is effective when the market is still expanding or not yet saturated. The company seeks to expand the sale of existing products in existing markets through the intensification of product distribution, offensive promotion of products and the use of the most competitive prices. This increases sales: it attracts those who have not used the products of this company before, but

Also, the economic bureau is engaged in summing up the applications submitted to the supply department and the department of external orders from the departments of the shop and transferring them to these departments of the plant. The sales department maintains daily operational communication with all production shops of MLZ LLC that produce finished products, as well as communication with the departments: production - technical, planning and economic, department foreign economic relations, logistics department, main accounting department, financial department, transport and dispatching department (table 4).

Table 4 - Functions of the sales service in conjunction with the activities of the divisions of the enterprise LLC "MLZ" 2

Structural subdivision enterprises	Interaction of the sales service with the departments of the enterprise on specific issues
Technical department	Submits and receives inquiries about the technical feasibility of manufacturing the requested products.
Production Department	Provides information about orders not completed within the time specified in the contract. Gets production information.
Information Computing Center	Gets information about software and operation of computer technology.
Legal Department	Receives advice on legislation from experts in the legal department.
Contract department	Receives price information, on demand prepayment invoices, distribution information Money to order. Provides information necessary for concluding contracts, opening orders.
Financial department	Receives information about the receipt of funds to the current account. Provides data on planned cash receipts, data on accounts payable.
Information analytical department	Provides data necessary for the operation of the department. Receives information on competitors' prices, exhibitions, etc.
Economic department	Gets information about the price of products.

for the needs of OAO SinTZ, the degree of influence of this category is insignificant. At the next stage of the analysis, we will assess the impact of suppliers on the activities of MLZ LLC.

Figure 6 shows graphically the market share of the main competitors of MLZ LLC.

Figure 6 Market share of the main competitors of MLZ LLC 3

At the Mechano Foundry, a huge amount of consumables is needed in the production process, the main of which are: rolled metal, fluxes, brick (for molding in the foundry), hard alloy and high-alloy steels (for the tool shop), wood (for the model site). As of 07/01/2012, about 30 suppliers supply the necessary component materials to the LLC MLZ enterprise, the most significant are presented in Table 8.

Table 8 Analysis of MLZ LLC suppliers according to data for the first half of 2012 4

Main Suppliers	Purchase volume, thousand rubles	Specific weight, %
PromSNAB LLC	23965,2
OJSC "Bogdanovichevsky Refractories" Bogdanovich	30812,4
Tech-TRADE LLC, Yekaterinburg	27388,8
JSC "Kamensk-Stalkonstruktsiya"	10270,8
CJSC "Kataysky pumping plant", Kataysk	20541,6
LLC RMS "Mechanic", Yekaterinburg	10270,8
OAO SinTZ, Kamensk-Uralsky	6847,2
CJSC Oil Engineering Company, Yekaterinburg	20541,7
CJSC NPO "Ural Center for Technological Equipment", Chelyabinsk	13694,4
Promtekhoborudovaniye LLC, Dolmatovo	27388,2
Other providers	191721,1
Total	342360,0

Based on the results of the analysis, it can be concluded that the standardization of supply channels, the absence of a “single-supplier” and the importance of the company as a client in the eyes of suppliers indicate a slight influence on the part of suppliers. In addition, all suppliers of MLZ LLC are located in the Sverdlovsk region or neighboring regions. There are no major suppliers.

Figure 7 shows the purchase volumes of MLZ LLC from the main suppliers for the first half of 2012.

Figure 7 Volumes of purchases by MLZ LLC from the main suppliers for the first half of 2012 5

Great dependence on buyers (customers) endangers the efficiency of the enterprise. Commodity policy consists in the constant improvement of production and manufactured goods, and managers are also interested in marketing their products, i.e. The objective of the organization is to meet the needs and interests of the target markets, to provide the desired satisfaction in a more efficient way, while at the same time enhancing the well-being of the consumer and society as a whole.

Figure 9 The share of orders of OAO SinTZ for 2010-2012,% 6

At the next stage of the analysis, we will evaluate the renewal coefficient for the range of services of MLZ LLC (Table 15).

Table 15 - Calculation of the coefficient of renewal of the range of services for LLC "MLZ" for 2009 - 2010 7

Product group name	Number of nomenclatures (names of goods) by product group, pcs.		Assortment update rate	Off (+;-)
Product group name	2009	2010	Assortment update rate	Off (+;-)
			4=3/2	5=3-2
Hardfacing Services			1,09
Manufacture of lifting mechanisms			1,06
Forgings, casting			1,05
Heat treatment			1,09
Production of welded structures			1,04
Manufacturing of metal structures			1,05
metal cutting			1,01
Tool making			1,00
TOTAL			1,05

Category Y resources are characterized by known trends in determining the need for them (for example, seasonal fluctuations) and average possibilities for their forecasting. The value of the coefficient of variation is from 10 to 25%.

Category Z resource consumption is irregular, there are no trends, forecasting accuracy is low. The value of the coefficient of variation is over 25%. There are several varieties of XYZ - analysis, for example, analysis of planned data with actual data, which gives a more accurate % deviation from the forecast.

Very often XYZ-analysis is carried out in conjunction with ABC-analysis, allowing you to select more accurate groups, regarding their properties. The coefficient of variation is the ratio of the standard deviation to the arithmetic mean of the measured resource values. Calculated according to the formulas:

, (1)

, (2)

, (3)

where v - the coefficient of variation;

σ - standard deviation;

arithmetic mean;

I-th value of the statistical series;

n - the number of values in the static series.

We will distribute goods by groups X , Y and Z , based on the initial data presented in Table 17.

	Characteristic
	The goods are characterized by sales stability and therefore, there are rich sales forecasting opportunities. The coefficient of variation does not exceed 10%. Fluctuations in demand for goods are insignificant, demand is stable, which means that it is possible to make optimal stocks of these goods and use mathematical methods for forecasting demand and optimal stock.
	there are no fluctuations in demand for goods, as a result, it is impossible to create an average sales forecast. The coefficient of variation ranges from 10% to 25%. There is a deviation from the average sales value, but its size fluctuates within reasonable limits within 25%.
	goods, the consumption of which is irregular, there are no trends, the accuracy of the sales forecast is not high. The coefficient of variation exceeds 25% and may be greater than 100%. These may be goods brought in by order of customers or recently on sale.

Table 18 held XYZ - analysis according to the data on the sale of selected product nomenclatures for the six months.

Table 18 - Carrying out XYZ - analysis according to the sales data of selected product nomenclatures for the half year of 20129.

Product range								Standard deviation	The coefficient of variation, %
Product range	March.	Apr.	May.	Jun.	Jul.	August		Standard deviation	The coefficient of variation, %
Rollers	1250	1511	1420	1220	1320	1230	1325
Plates				1107	1173
wheels	1622	1721	1922	1723	1837	1703	1755
matrices
rolling stands
Casting		1100			1121	1200	1037
Mandrels pierced	1411	1501	1372	1423	1527	1720	1492

End of table 18

Product range	Revenue from the sale of marketable products, thousand rubles.						Average monthly sales, thousand rubles	Standard deviation	The coefficient of variation, %
Product range	Jul.	Aug.	Sept.	Oct.	Nov.	Dec.	Average monthly sales, thousand rubles	Standard deviation	The coefficient of variation, %
Stamps	1325	1413	1545	1727	1842	1927	1630
Pulleys
Punches
Tools				1104	1233	1415	1080
Insert Matrices
Welded structures
Shafts	1117	1271	1343	1424	1543	1645	1391
Break-in mandrels	2455	2565	2674	2725	2354	2452	2538
Caliber	1410	1597	1452	1567	1622	1724	1562
Total	9506	8256	6711	5124	6236	7266	7183	1409

Table 18 shows that some categories are in constant demand and the sale of their products can be predicted quite accurately. These headings include the following goods: rollers; wheels; matrices; piercing mandrels; rolling mandrels; calibers.

However, goods in such categories as pulleys, punches, rolling stands are sold irregularly. It is worth taking a closer look at these categories, perhaps the supply of goods included in them is carried out intermittently, or the irregularity of demand is the result of a promotion that stimulated short-term demand. Particular attention should also be paid to the products of the group X , especially if their contribution to the overall turnover or profit is small. Probably, the size of the delivery is fixed depending on the order, and the goods are sold with a zero balance until the next delivery. In this case, the demand for such a product should be further investigated. In order to form an effective product range, it is proposed to exclude unpromising product nomenclatures from production, and produce the most promising commodity items. In details this offer will be discussed in the third chapter of the thesis.

T reduction factor (discount) cash flow before the start of the project.

, (11)

where E is the norm or discount rate, fractions of units;

T serial number of the year, inflows and outflows of which are reduced to the initial year.

Let us determine the economic efficiency of the proposed proposals using the net present value method (hereinafter NPV). For basic calculations, it is necessary to calculate the reduction factor through the discount rate. For our project, the discount rate will be set at 18%. (7% rate of the Central Bank of the Russian Federation and 11% risk component). The data obtained are summarized in table 25.

Table 25 - Calculation of the reduction factor 10

Calculation step (year)	Reduction factor
	1,000
	0,847
	0,719
	0,608
	0,516

The increase in net income at step t depends on the increase in results and costs at this step or the increase in inflow and increase in cash outflow. Calculation of NPV from the strategy implementation activity is presented in Table 26. The table summarizes the data calculated using the formulas presented above (taking into account the reduction factor).

LIST OF USED SOURCES

Civil Code of the Russian Federation. Parts one, two, three [ Electronic resource]: [adopted by State. Duma 21 Oct. 1994: with latest revisions. and add.]. Access from the legal reference system “ConsultantPlus. VersionProf. - Access mode: http://www.consultant.ru
Tax Code of the Russian Federation[Text] (at 2 o'clock). M.: Os-89, 2010. 526 p.
About accounting [Electronic resource]: the federal law from 18.02.2006. No. 47-FZ. Access from the legal reference system “ConsultantPlus. VersionProf. - Access mode: http://www.consultant.ru
On Joint Stock Companies [Electronic resource]: Federal Law No. 208-FZ of December 26, 1995 Access from the legal reference system “ConsultantPlus. VersionProf. - Access mode: http://www.consultant.ru
Abryutina, M.S. Enterprise economy[Text] / M.S. Abryutina. M.: Delo i Service, 2007. 471 p.

6. Analysis of the financial and economic activities of the enterprise[Text] : studies. manual for universities / ed. N.P. Lyubushin. - M.: UNITI-DANA, 2007. 512s.

10. Bilan, S.K. Pipe market difficult growth [Text] // Vestnik TMK. -2011. -#1. - P.16-22.

Shchegortsev, V.A., Taran, V.A. Marketing[Text] . - M.: UNITI, 2010.- 443 p.
Administrative and management portal. - [Electronic resource].- Access mode: http://www.aup.ru/
Anti-crisis arsenal of the manager: a review of decision support tools [Electronic resource]. Access mode: http://www.atlantgroup.ru
Buryakovsky, V. V. Enterprise Finance[Electronic resource].Access mode: http://books.efaculty.kiev.ua
The concept of the analysis of economic activity, the history of its formation and development[Electronic resource]// Website "Conspectus of the Economist" - Access mode: http://konspekts.ru/ekonomika-2/analiz-xozyajstvennoj-deyatelnosti/

The package of marketing activities should contribute to the achievement of the goal, which is to increase production, increase existing market share, as well as the development of new products and new markets.

The main marketing strategy of JSC "Autoelectronics" is to protect its position in the market and increase the share of this market.

The need for this strategy stems from the fact that the automotive industry throughout the world is the most promising industry that has permanent markets with ever-increasing demand and brings profit, and sometimes super profits. In Russia, car production is even more promising, as automotive market is under development and is not filled as in the rest of the world. In this regard, today many enterprises are trying to penetrate this industry, which leads to increased competition in this market segment, both among domestic manufacturers and among foreign ones.

For the successful development of a marketing strategy and product sales, first of all, it is necessary to pay attention to the needs and desires of the consumer.

To do this, JSC "Autoelectronics" must set the following goals:

achieving a competitive price by reducing labor costs for each product (due to production automation);

Improving the quality of products;

implementation of the "just in time" principle, which consists in the implementation of deliveries just in time; including the organization of buffer warehouses for products at the main consumers;

focus on high tech; priority is given to the development of high-tech, science-intensive products and technologies for the creation of these products;

transition to the development of complex automotive systems with the maximum possible placement of their production at JSC Avtoelectronics.

Despite the successes achieved in the activities of JSC "Autoelectronics" it is necessary to make efforts in the field of increasing the competitiveness of its products.

To do this, the enterprise needs to introduce a more advanced quality system ISO 9001: 2000, to which foreign countries have already switched. The introduction of this quality system will make it possible to tighten control over the level of defectiveness of manufactured products. And taking into account the world level of РРm (the number of advertised products per one million produced) - up to 50 units, the supply contracts with AVTOVAZ JSC should be reviewed in the direction of reducing the РРm indicator for Autoelectronics OJSC to 100 units. According to the assessment of the quality service of OJSC "Autoelectronics" in December 2008, PPm amounted to 1373 pieces (due to the current ISO 9001 quality system).

A well-organized quality system is a reliable means of managing product quality in terms of reducing costs and increasing profits for an enterprise.

In order to fulfill the task just in time - Avtoelectronics OJSC has already assumed the obligation to compensate for all losses associated with the downtime of the conveyor of AVTOVAZ JSC due to untimely deliveries of components under contracts concluded from January 1, 2009.

At the enterprise, among the individual methods of promoting goods to the market, greater preference is given to advertising - the cheapest method is considered to be advertising through the media, the most expensive method is considered to be television advertising. The company considers it necessary to constantly carry out promotional activities on various levels- regional, regional, all-Russian. An advertising campaign should be carried out both in the media (press, radio, television), and through participation in exhibitions, seminars, conferences.

Further plans in the field of strengthening the business reputation of the enterprise are associated with the expansion of contacts at the level of Russian car factories. Today, with the fiercest competition in the market, this direction is especially important. Achieving a certain result here will allow the company to increase the number of consumers of its products, and hence the increase in sales, which will increase the company's profits.

The company will also carry out its advertising activities within the framework of visiting and participating in various automobile exhibitions, where the company will present its products. To do this, you can use advertising booklets, company catalogs, billboards, etc.

Despite the successes achieved, marketing service specialists constantly hold business meetings, negotiate, establish contacts with partners (consumers of products), which will help achieve excellent results of the enterprise.

The range of manufactured products is very large, there are also many products planned for release. Before deciding whether to launch a product into production, it turns out whether this product is necessary for the enterprise, for which marketing research is carried out. These studies are carried out by employees of the marketing department.

Market research activities at the enterprise are poorly conducted, there is no directory of "new consumers" with whom it is necessary to work. The production volumes of the enterprise are large, but it is possible to load production up to 100%, for this it is necessary: to develop the still undeveloped production areas, to analyze production capacity, to identify from the groups of planned products those that will bring the enterprise the greatest profit and will be in demand by the consumer. It is necessary to carry out work on sales channels to the secondary market - this work is carried out poorly at the enterprise, in order to improve this situation, the enterprise plans to search for dealers, or rather, the selection of candidates who can be dealers of the enterprise - to represent our products, our enterprise.

It should be noted that transportation costs around the plant are insignificant, because the main consumers themselves export products. It is also important that the shipment of products is mainly carried out directly to customers, i.e. without intermediaries. This is the main positive moment in the marketing policy of the enterprise.

There is no incentive for employees of the sales and sales department at the enterprise. For their best work, it is necessary that:

the salary of employees depended on the amount of revenue;

wages of workers depended on the volume of products sold.

To do this, the company plans to improve the system of remuneration and motivation of personnel: to put into effect the developed bonus system aimed at increasing the responsibility and interest of employees of JSC "Autoelectronics" in the results of their work, increasing the innovative activity of personnel, increasing labor efficiency, reducing costs. The goals of the implemented personnel motivation system are not only the recognition and reward of the contribution of each employee to the development of the enterprise, but also the formation of a team effective employees- professionals, i.e. qualified, enterprising, conscious employees interested in the final result of the enterprise's activity - profit maximization.

The system of motivation of employees of JSC "Autoelectronics" is implemented in the following areas:

improvement of labor organization;

development and implementation of a personnel assessment system, which involves the assessment of the individual contribution of each employee to the development of the enterprise, as the basis of an objective remuneration system;

improvement of the personnel management system, incl. recruitment procedures, induction systems and career management;

implementation of programs aimed at achieving and maintaining a high level of innovative activity of personnel, increasing labor efficiency;

development and implementation of programs aimed at improving the quality of work, in accordance with the requirements new system quality;

material encouragement of high individual and group achievements;

widespread use of forms and methods of non-material incentives;

development and implementation of measures aimed at increasing the interest of employees of JSC "Autoelectronics" in long-term skilled work, including the creation of a system social assistance employees of the enterprise, as well as those employees who went on a well-deserved rest.

All these activities, each in its own way, have a beneficial effect on the financial policy and financial results of the enterprise. For example, the development of new products, along with an increase in the market share of already manufactured products, will allow the enterprise to increase the volume of commercial output by 15-25% annually. The expected effect (increase in the number of sales) from promotional activities is 13% annually. The development of undeveloped production areas will allow loading production by approximately 42%. The introduction of an improved quality system will allow the company to save about 250 thousand rubles.

All of the above activities aimed at improving the product marketing system, which in turn is aimed at the main goal of the enterprise: profit maximization, as well as a number of others, will soon find their application at Autoelectronics OJSC.

Introduction

With the transition to market relations, more and more important role plays marketing policy, work on market research, product quality improvement, sales management, that is, what constitutes the essence of the content of the concept of marketing.

It is known that the most successful in the market are those manufacturers who are engaged in product marketing, which have significantly expanded their activities beyond purchase and sale. Their responsibilities include overseeing production processes, and for non-production stages, including advertising.

It is in marketing programs that measures are taken to improve the product and its range, to study buyers, competitors and competition, to ensure pricing policy formation of demand, promotion of sales and advertising, optimization of distribution channels and sales organization, expansion of the range of services provided, as well as their improvement.

At present, it is the consumer with all the numerous shades of his requests that attracts the attention of commodity producers. Successful marketing of products is the ultimate and main goal of an enterprise of any form of ownership, which is why the proposed topic of work is relevant.

The main and determining factor in the well-being of the company is the market, or rather the buyer. Ultimately, the entire activity of the firm finds its concentrated expression in his position.

When forming a marketing policy, the manufacturer faces problems related to the choice of channels for the sale of products, and their improvement, the formation of prices for goods, and the study of the competitive environment. In order to maximize the satisfaction of demand for manufactured products, the manufacturer needs an optimal scheme for delivering products to the consumer.

The purpose of the final qualifying work is to improve the organization of marketing activities trade organization.

To achieve this goal, it is necessary to solve the following tasks:

to study the theoretical foundations of the organization of marketing activities in modern conditions;

explore the methodology for determining the channels for the sale of goods;

determine the functions and methods of marketing;

reveal the organizational and economic activities of the enterprise;

analyze the marketing activities of the enterprise, having previously disclosed its organizational and economic characteristics;

to study the methods of marketing policy of the organization;

identify areas for improving the marketing activities of the organization and determine the effectiveness of the proposed activities.

The object of the study is Stik LLC, Blagoveshchensk.

The subject of the final qualification work is the sales activity of Stik LLC.

When writing the work, the methods of comparative analysis, the economic-statistical method, the balance method, observations and questionnaires were used.

The main sources of information are annual reports for 2007-2009, statistical reports on trading activities, reports on the sale of goods, financial plans, technological maps, documents used in the activities of the enterprise, reference books and literary publications on marketing.

1. Theoretical foundations of the organization of marketing of goods in market conditions

1.1 The role of the marketing activities of the enterprise

In the process of marketing activities, the problem of sales is solved already at the stage of developing the company's policy. The selection of the most effective system, channels and methods of distribution in relation to specific markets. This means that the production of products from the very beginning focuses on specific forms and methods of marketing, the most favorable conditions. Therefore, the development of a marketing policy is aimed at determining the optimal directions and means necessary to ensure the greatest efficiency of the process of selling goods, which involves a reasonable choice. organizational forms and methods of marketing activities focused on achieving the intended end results.

In countries with developed market economies, the share of marketing commercial operations of industrial firms is constantly growing. Industrial firms that have established a well-functioning sales apparatus have a great competitive advantage.

The development and justification of a marketing policy involves the solution of the following issues in relation to a particular product:

Choice of channels and methods of sale, method and time of entering the market;

The choice of a marketing system and the determination of the necessary financial costs;

Determination of the system of distribution of goods and the cost of delivery of goods;

Definition of forms and methods of sales promotion.

According to Gerchikova I.N. when developing a marketing policy, specific methods of working with consumers are analyzed and developed, and the most effective means recommended for implementing the marketing policy are identified.

These include:

skills and preferences of end users regarding the nature of distribution: wholesale, retail, mail order;

fame and reputation of the company, the attitude of consumers to the trademark of the company;

availability of connections and contacts with potential buyers;

forms of attracting the attention of a potential buyer to a new product;

evaluation by buyers of a new product and analysis of customer feedback on its technical and economic indicators and other characteristics.

When forming a marketing policy, it is of great importance to address the issue of improving the methods of working with end users. In this case, the main role is given to the assessment of the costs of implementation. technical means customer service (receiving orders), computer technology for accounting for goods received at warehouses and sold to consumers through a retail network or directly from a warehouse.

resellers, especially large firms, have their own sales network - dealers; have their own material and technical base - warehouses, shops, showrooms, workshops for maintenance and repair; equipped computer technology, for constant accounting, and control over the quantity of products sold through stores, over the availability of spare parts in warehouses. They have the ability to deliver the right spare part to the dealer at any point in a matter of hours.

When choosing reseller the following questions need to be studied:

The scope of services provided by the intermediary to the manufacturer;

The relationship of the intermediary to the brand of the manufacturer;

The possibility of increasing sales with the help of an intermediary;

Expenses necessary to maintain the intermediary;

Location of the intermediary in relation to customers;

The extent to which the intermediary's practice conforms to the manufacturer's requirements;

Participation of an intermediary in sales promotion activities;

The financial position of the intermediary;

Forms of management of an intermediary firm;

The amount of expenses in connection with the use of an intermediary;

The attitude of the intermediary to the activities of a competitor;

Regularity of payment of invoices by an intermediary;

The volume of information provided by the intermediary about the market;

Availability of complaints from end users about the work of an intermediary;

The effectiveness of transactions carried out through an intermediary.

When selling industrial goods, it is possible to send a written offer to a potential buyer, enter into negotiations or consider a specific seller’s offer (offer), as well as establish personal contacts at the exhibition, in the showroom.

When selling consumer goods, this is, first of all, the choice of the most suitable and reliable reseller.

The right choice of a way to enter the market largely depends on the following factors: experience in the market; availability of business relations with counterparties in the market; availability of suitable intermediaries or other trading partners in the market; fame and reputation of the company in the market; availability of infrastructure in the market and its features.

The development of a marketing policy is preceded by an analysis of the effectiveness of the existing marketing system, both as a whole and by its individual elements, the compliance of the marketing policy pursued by the company with specific market conditions.

The analysis of the sales system involves identifying the effectiveness of each element of this system, evaluating the activities of the sales apparatus. Distribution cost analysis provides for a comparison of actual sales costs for each distribution channel and type of expenses with plan indicators in order to detect unreasonable expenses, eliminate losses arising in the process of product distribution, and increase the profitability of a functioning sales system. It is not so much the quantitative indicators of sales by product and by region that are analyzed, but the whole complex of factors influencing the size of sales: the organization of the sales network, the effectiveness of advertising and other means of sales promotion, the correct choice of the market, time and methods of entering the market.

When choosing channels and methods of distribution, first of all, the role of each channel in the overall program of the production department, its effectiveness, the size of distribution costs, the system for locating warehouse and other service premises, as well as pricing features are revealed.

The justification for the effectiveness of marketing activities is the multivariate calculation of distribution costs and the choice on its basis of the optimal option for the main areas of marketing activities in the market or its segment.

V. A. Goremykin points out that it is expedient for a manufacturing enterprise to evaluate the possibilities of selling its products. The result of this assessment is the development of a sound and realistic marketing policy and the choice of a marketing system that covers the most significant aspects of the market, including pricing policy, sales promotion and promotion activities, distribution and delivery systems.

The organization of the distribution system includes everything that happens to the product in the period of time from the moment of its production to the beginning of consumption.

The distribution system ensures the creation of such conditions under which the goods will be where they are needed, at the time when they are needed, in the quantities in which they are in demand, and of the quality (meaning safety during transportation) that the consumer. In addition to transport and forwarding services, this includes the organization of optimal storage facilities and the creation of a distribution network, both wholesale and retail.

The sales system implies the presence in the structure of the company of such divisions that are directly involved in the sale of products on the market, both external and internal. The functions and scope of authority of such units are different.

Own sales system - subsidiaries and branches abroad and in their own country: production and marketing; marketing abroad; export in their country.

Representatives of the firm are leaders abroad and in their own country; foreign universal representatives, permanent and temporary; traveling salesmen in the domestic market; sales offices, agencies in their own country and abroad; sales offices, retail outlets.

Joint marketing activities - joint marketing firms; joint marketing agreements; participation in sales associations and associations.

The creation of own sales companies in the foreign target market is due to the following advantages: the ability to maintain product prices at a higher level and quickly adapt them to existing demand; savings on the costs of promoting goods to the market, on transportation costs and advertising; ensuring the rapid and effective dissemination of information on new products; providing quality after-sales Maintenance; using the experience of management and marketing activities accumulated in the parent company, which conducts training and retraining of managers and administrators, as well as ordinary employees.

The parent company provides its own dealers with a fairly wide range of services and financial support, in particular, in organizing and holding product demonstrations in showrooms, at exhibitions and fairs, and in organizing permanent exhibitions of samples of products sold by the dealer. Financial support is provided to dealers through the provision of loans, price discounts, subsidies, funds for advertising and promotion in the target market.

Joint ventures, carrying out sales operations, are created when it is necessary to take into account the specific conditions of a particular country - national legislation prohibiting the creation of firms wholly owned by foreign capital; when direct contacts with buyers are hindered by existing trade rules (for example, the mandatory use of tenders in import operations); when the market is divided between large firms or is difficult to access.

The sales apparatus of other firms is used on the basis of agreements on the sale of products through the sales system of the corresponding firm.

The choice of a marketing system depends on the size of the necessary financial costs, their feasibility and effectiveness, which is determined by comparing alternative options and making appropriate calculations.

Overseas production and marketing branches and subsidiaries allow large firms to more thoroughly study the markets, customer demand, take into account their tastes and needs, more actively generate demand, and better carry out maintenance. At the same time, the creation of one's own foreign base requires large investments, the payback of which must be known in advance.

The choice of a distribution system involves finding the cheapest and most convenient option for delivering goods to the buyer, taking into account the conditions of transportation, warehousing and storage of goods in transit, loading and unloading from Vehicle, reliability in terms of maintaining the quality indicators of the goods.

The term "goods movement" is used in the management activities of firms and means an integrated approach to the implementation of transport, storage, insurance operations and related paperwork.

Merchandising can have a significant impact on the size and structure of costs, especially overheads. Thus, the costs associated with the organization of the movement of goods such as metals, chemicals, fertilizers, some petroleum products can be up to 25% of export earnings, in Food Industry- up to 30%. Significantly affect the amount of profit received by the cost of moving machinery and equipment.

Distribution costs in a distribution system may include the following costs:

For the transportation of goods (transportation costs), calculated as paid transport tariffs;

For the transportation of goods from the enterprise to the point of transportation (to vehicles or to a warehouse);

For the transportation of goods from vehicles to the buyer's warehouse;

For loading the goods at the sender, unloading at the recipient and possible reloading along the way (stevedoring costs);

For storage of goods in the process of transportation, repacking, re-sorting;

For the supply and maintenance of goods in warehouses until they are sold (at auctions, from consignment warehouses);

For packaging, labeling, paperwork, insurance of goods in transit;

For payment of cargo dues in ports and border stations, payment of taxes, administrative expenses, etc.

In cases where the seller considers it inappropriate to engage in the process of commodity circulation himself, he entrusts it to a transport and forwarding company and pays her the appropriate remuneration.

The choice of a distribution system requires careful consideration in terms of costs and the achievement of an optimal result with comparable indicators. The most important factors are minimizing the costs of product distribution, determining the level of service and the duration of delivery of goods to the target market and to a specific buyer.

The most effective means of sales promotion in the target market are advertising of the product, use of the trademark, and maintenance of the products sold.

Determining the effectiveness of advertising activities involves analyzing the structure of advertising costs, both in general and by individual elements: for advertising campaigns, for the use of specific advertising media, for the production of advertising materials and their distribution.

The organization of advertising activities includes: the choice of the most effective advertising media for a given product and market; conducting targeted advertising campaigns; room in periodicals carefully crafted advertisements, open and indirect advertising, customer reviews about the product; use for advertising purposes of specialized newspapers and magazines, directories, scientific journals; organizing promotional events for journalists, scientists, medical workers about new products - equipment, achievements in the field of science and technology; use of a trademark for promotional purposes.

The effectiveness of advertising activities is determined by analyzing the following indicators: advertising costs per thousand potential buyers for each medium and type of advertising; the percentage of buyers who paid attention to advertising and bought the product; the popularity of the company's products as a result of advertising activities. Determining the effectiveness of advertising also involves finding out to what extent advertising promotes sales. This is done using the ratio of the cost of promotional activities to the results achieved with its help (increase in sales). Such an analysis contributes to the correct choice of advertising media and the timing of its implementation, as well as more reasonable planning of financial costs for advertising when developing a marketing program. The organization of the maintenance system plays a paramount role in determining the marketing policy of the company, since the position of the company in the market depends on its functioning. A good organization of maintenance attracts buyers more than the high technical and economic characteristics of the goods when it is impossible to quickly and efficiently repair.

Effective customer service involves high level warranty maintenance and repair; providing customers with services, long-term guarantees and free services.

Grade financial resources necessary for the organization of a correct and efficient system of customer service, involves the calculation of the costs of creating and equipping service stations, spare parts warehouses, repair shops with modern computer technology, providing qualified personnel for mobile workshops that provide services at the place of operation of the goods, and other costs that taken into account when developing a marketing program.

Among the most important methods of sales promotion, it is also necessary to include the system of formation of consumer demand and their needs. This system involves establishing personal contacts with consumers at points of sale, at business meetings, presentations, symposiums, exhibitions and fairs, targeted distribution of catalogs and brochures of the company, display and demonstration of goods. First of all, machinery and equipment in operation with the expectation of specialists and company managers, provision of goods for temporary free use to potential consumers, sale of goods on credit and with payment by installments.

A large diversified company needs multichannel system sales, which has its own characteristics in each target market. But such a system is being created consistently, step by step.

At the initial stage, when sporadic export deliveries are carried out, there is no need to create a specialized apparatus, they are handled by the sales department of the production department. As the volume of exports increases, it becomes necessary either to create an export department or to use independent export firms located in the country.

At the second stage, when a stable entry into the foreign target market is planned, it becomes necessary to select an independent reseller based on the goals and strategy developed for this market. Perhaps the use of several intermediaries of different categories at the same time.

Subsequently, a reseller who has proven himself in the best way may be granted the exclusive right to sell products in the territory assigned to him. After establishing well-established stable relations, it is possible to introduce a representative to the board of the intermediary firm, and then acquire a controlling stake in the intermediary firm and include it in the manufacturer's sales system as a branch or subsidiary.

1.2 Choice of distribution and distribution channel

Merchandise planning is the systematic, informed decision making regarding the physical movement and transfer of ownership of a product or service from producer to consumer, including transportation, storage, and transactions.

The functions of commodity circulation (distribution) are carried out through channels, which include all organizations associated with the movement and exchange of goods and services that are participants in distribution channels or intermediaries.

The decision to choose a distribution channel is one of the most important decisions to be made by the management of an enterprise, since the characteristics of the chosen channel significantly affect all other marketing decisions. In terms of its importance, the distribution system of goods is comparable to such important internal factors as production, research, and the level of technical support.

Moreover, it is a significant part of the entire policy adopted in the company, the foundation for building all long-term relationships.

For creating good relations with channel members, it takes a long time. When they are already formed, it is quite difficult for a new enterprise to maneuver, and it is easier for an old one to organize the sale of new goods. The choice of channels also affects costs and profits. An enterprise that takes on all the functions must pay for them: accordingly, it receives all the income.

An enterprise that uses independent (external) channels can reduce the relative costs of product distribution; however, it also has a lower relative profit, since the relevant sales organizations must receive their share. In this case, the total profit can increase if the sales enterprises help to increase sales beyond what the enterprise itself can achieve.

A distribution channel is a set of individuals and legal entities that assume ownership of goods or services along their route from producer to consumer.

Distribution channel members perform following features:

Research(gathering information for planning and improving the exchange);

Sales promotion (creation and dissemination of information about the product);

Establishing contacts (establishing and maintaining communication with existing and potential buyers);

Adaptation of goods to the requirements of the buyer (sorting, installation, packaging);

Negotiating (agreeing on prices and other conditions for the implementation of an active transfer of property);

Organization of commodity circulation (transportation and warehousing);

Financing (search and use of funds to cover the costs of the channel);

Acceptance of risk (acceptance of consequences and responsibility for the functioning of the channel).

There are two main types of distribution:

Direct distribution channels are associated with the movement of goods and services from the producer to the consumer without the use of independent intermediaries. They are most commonly used by businesses that want to control their entire marketing program, seek close contact with consumers, and have limited target markets.

Indirect distribution channels are associated with the movement of goods and services from the producer to an independent participant in the distribution of goods, and then to the consumer. They usually attract companies that, in order to increase their markets and sales, are willing to give up many sales functions and expenses. Due to the fact that indirect channels involve independent participants, it is necessary to develop overall plan marketing and distribution of responsibilities. Under contractual agreements, all conditions relating to the movement of goods, prices, etc., are clearly stipulated for each participant in writing. For example, a manufacturer and a retailer may sign a contract specifying lead times, size discounts, commissions, payment terms, promotional and handling support, and display case labelling. With a controlled channel, the dominant enterprise in the processes of product distribution, the leader, plans a marketing program and distributes responsibility. Depending on the balance of power, the leader may be a manufacturer, wholesaler, or retail store. Distribution channels are characterized by the number of channel levels.

Channel level - any intermediary that does some work to bring the product and ownership of it closer to the final recipient.

Four levels of distribution channels are distinguished and applied in practice.

The zero-level channel consists of the firm that produces the goods and the direct consumer. In this case, the following methods of direct sale are used: peddling, mail order, trade through its own retail network. A single-level channel includes one intermediary, in the consumer market this is usually a retailer.

Two-level channel - includes two intermediaries, a wholesaler and a retailer. Three-level channel - three intermediaries, i.e. wholesaler, wholesaler and retailer. The firm chooses for itself the length of the channel, depending on market conditions.

The strongest is the zero-level channel, called the marketing channel, which consists of a manufacturer selling a product directly to the consumer. Direct marketing without intermediaries is optimal if the product requires a complex after-sales service, is not subject to additional processing in the warehouse, if the consumer is concentrated in one or two regions, the difference between production costs and the market price is sufficient to ensure high costs for direct marketing, if the price is not is subject to frequent changes, so the use of a large number of market experts is not necessary.

Although the direct marketing channel is the simplest, it is not necessarily the cheapest. In the case of a sufficiently diverse range of products, a large number markets, economic feasibility dictates the study of more complex types of distribution channels.

From the manufacturer's point of view, the longer the channel, the more difficult it is to control its functioning. In a corrupt economy, intermediate links in the regulatory system can serve as a source of profit through higher prices for consumers, without creating any value for them. It is impossible to effectively manage the distribution channel without the selection and motivation of intermediaries. The main goal of management is to achieve a long-term partnership - such that all participants in the channel can make a profit. Periodically, individual participants should be assessed, checking their compliance with certain requirements.

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

A comparative assessment of the cost of individual distribution channels should also be linked to the prospects for growth in the volume of sales of goods. It is also important to note that the choice of a distribution channel is usually associated with the conclusion of long-term agreements between counterparties. The wrong choice of distribution channel can lead to the cancellation of legal agreements, which, of course, will affect the results of the enterprise and the intermediaries participating in this agreement. Commercial relations the manufacturer with intermediaries are fixed by a contract, which stipulates the responsibility and obligations of the parties in the event of losses, unclear fulfillment of contractual obligations, the amount of commission and bonus deductions, etc. The conclusion of a contract with an intermediary serves as a legal basis for resolving disputes and disagreements. The contract usually includes a clause prohibiting the intermediary from making any changes to the product without the written consent of the manufacturer. To guarantee the uninterrupted sale of products, as a rule, a clause is introduced obliging the intermediary, immediately after signing the contract, to purchase a certain number of products and spare parts in order to create a warehouse stock. The contract must clearly and precisely stipulate the procedure for terminating it. In world practice, the following reasons are considered valid and to a certain extent justifying the actions of the initiator of termination of the contract: gross violation by any party from the articles of the contract, the bankruptcy of one of the partners or its self-liquidation, frequent violation payment terms. When preparing a draft contract with an intermediary, it is advisable to familiarize yourself with the agreements already concluded, with the practice of their preparation at other enterprises, to analyze their advantages and disadvantages, and the reasons for disagreements between the parties.

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

Intermediaries occupy an intermediate position between manufacturers and consumers of products and do not always go into close contact with suppliers, preferring to communicate with consumers. The reason for the conflicts that sometimes arise between suppliers and intermediaries is the conviction of the latter that they do not receive sufficient assistance from suppliers in training personnel, organizing promotional materials, etc. Intermediaries, in particular wholesalers, want manufacturers to sell goods to them, and not through them, since in the latter case, the manufacturer does not consider intermediaries as consumers whose needs must be studied and satisfied. Selling through wholesalers means that the manufacturer pays the main attention to end users, and the needs of intermediary organizations are not of great importance to him. When organizing work with intermediaries, such issues need to be analyzed and taken into account. This will help create good relationships between manufacturers and intermediary organizations.

1.3 Functions and methods of marketing

Within the framework of the national economic division of labor, the sales sector assumes certain functions.

Procurement - functions. The marketing sector, by changing agricultural raw materials in form, in space and in time, makes them ready for consumption. Changes in form come as a result of processing, standardization and packaging of goods; changes in space - a consequence of the spatial separation of producers and consumers; changes in time - due to the gap between the moment of purchase of an agricultural product and the moment of sale of goods ready for consumption. The time difference is especially pronounced in seasonal agricultural products and products that can be stored for more than a year.

Exchange functions. The marketing sector can reduce costs for both the producer and the consumer by providing information about products and prices, for example through informational advertising and product standardization. The functions of exchange will be fulfilled only if the goods at any time and in all places of sale can satisfy consumer demand. This requires the formation of an appropriate product range.

When implementing the exchange function, the value of general business costs should tend to a minimum, which means minimizing total costs exchange of goods, which must be borne by producers, trade and consumers.

Functions to reduce transaction costs. The sales sector is faced with the task of helping to reduce the cost of finding a market partner. The producer of a certain agricultural product may incur high transaction costs if he himself must look for the final consumer. The inclusion of the marketing sector in the distribution chain (for example, the creation of marketing organizations) makes it easier for the agricultural producer to sell products.

The following factors influence the reduction of transaction costs. Availability of information markets. The ability to quickly and cheaply obtain information with other equal conditions is determined by the presence of communication systems in the national and international economy. If a country has a poor telephone network, trade develops slowly and inefficiently. Application modern systems transfer of information helps to reduce transaction costs.

The possibility of free movement in the economic space. When trading between countries and regions, transaction costs depend on the duration of travel and the ability to travel when necessary. Travel may be necessary to inspect goods or establish business relations. With the formation of the internal market, transport costs are reduced and trade is developing.

Developed legislation. If the legal system is not sufficiently developed, the risk that arises in the process of exchange increases. As a result, transactions between business entities do not always lead to satisfactory results.

Choice of marketing routes. If processors of agricultural products are not able to obtain the required amount of homogeneous raw materials of the desired quality and at the desired time, then the exchange of products through the market can occur at high transaction costs. In these cases, processing enterprises seek to conclude contracts with producers of agricultural products for its supply. Agricultural producers are also interested in such forms of vertical integration.

If we are talking about homogeneous (homogeneous) products, the properties of which can be described using standards, transaction costs will be low: in this case, it is easier for the seller to change the trading partner without high costs. The influence of consumer demand is less significant here than in relation to inhomogeneous (heterogeneous) goods, in which the change of trading partner may be associated with increased risk and costs.

Risk insurance and limited capital mobility. As a rule, trade ensures the purchase of goods at one point in time, and its sale at a later date. Since at the time of its purchase, the selling prices are unknown, the acquisition of goods is associated with a certain risk. At the same time, capital is tied up. Consequently, the sales sector takes on the functions of risk insurance and limiting capital mobility.

The development of the production and marketing sphere is impossible without further ecologization of the agro-industrial complex, which makes it possible to improve the use of agricultural raw materials, eliminate their losses, and improve product quality. The development of marketing infrastructure (roads, storage facilities, etc.) and processing industries (food and light) is important for stabilizing the environmental situation and solving the food problem.

At present, losses due to the backlog in the development of infrastructure and processing industry make up 20-30%. This means that part of the natural resources of the agro-industrial complex, in demand for the production of lost products, is used irrationally. Losses have to be compensated by expanding agricultural production and, consequently, putting into operation more and more new natural resources or increasing the pressure on existing ones. Due to the elimination of losses of agricultural products, the use of reserves, it is possible to release significant amounts of natural resources without reducing the consumption fund (up to 30-40% of all agricultural land used).

The resource-saving way of developing the agro-industrial complex based on the development of infrastructure and the processing industry is the most effective in the short term due to the deteriorating situation in agriculture.

In essence, the formation of a rational production and marketing sphere of the agro-industrial complex is an alternative option for solving environmental problems in agriculture. First, the environmental compensation costs required to eliminate environmental damage from certain activities in the agro-industrial complex (external effects) in the "raw material-saving" investment option are minimal. Capital investments in improving the process of bringing agricultural products to the consumer are practically environmentally friendly. Secondly, the complete utilization and integrated use of agricultural raw materials based on low-waste and waste-free technologies in the processing industry prevent pollution. environment. Thirdly, the elimination of losses of agricultural products will lead to the fact that there will be no need to build up the material and technical base of agricultural production, increase the gross yield of products, which will reduce the burden on agroecosystems. Fourth, capital investments in the production and marketing sector pay off faster than in other areas of the agro-industrial complex.

This direction provides for a deep restructuring of the agro-industrial complex, in which there will be a decrease in the share Agriculture in fixed assets, the number of employees, the final products of the agro-industrial complex and the growth of these indicators in the infrastructure and processing industry. In order to save land and water resources greater use should be made of such alternative options for increasing final consumption.

In order for the released product to find its grateful buyer, who is ready to “lay out” money for the purchase, the manufacturer can use several marketing methods.

Direct or immediate sales allows you to establish direct contacts with buyers without resorting to the services of independent intermediaries.

Direct marketing is widespread in the market of means of production. Direct sales are typical for oil, coal, machine tool companies that supply the main types of raw materials for the manufacturing industry. Direct marketing allows you to maintain full control over the conduct of trading operations, better study the market of your goods, establish long-term relationships with major consumers, and conduct scientific research with consumers to improve product quality. However, it is unlikely that saving money on paying for intermediary services and direct contact with the consumer can replace the high professional level of the same intermediary in the sales and commercial areas.

Less often, direct marketing is used in the consumer goods market. Firms prefer to use the services of independent intermediaries, and invest in their core business, which brings higher returns.

Indirect marketing is a method of marketing in which producers of goods use the services of various kinds of independent intermediaries.

Already well-known intermediaries take on a significant part of the sales functions, in addition, they purchase raw materials and materials necessary for production for manufacturers, research the market and consumer needs, establish direct contact with consumers, implement a policy of stimulating the promotion of goods to the consumer, advertising and exhibition events .

We will show the possible forms of work of the manufacturing enterprise with intermediaries.

Extensive sales - placement and sale of goods at any enterprises of resellers who are ready and able to do this.

Currently, technologically simple, small and inexpensive products of mass demand are distributed in this way. In this case, the manufacturer releases its products in large batches and makes them available to many consumers at once through a very dense distribution network.

Exclusive distribution - the choice of one reseller in a given region, who will sell the manufacturer's products.

This intermediary, as a rule, is granted the exclusive right to sell goods in a given region.

Selective (selective) marketing - the choice of a limited number of intermediaries, depending on their nature, clientele, capabilities for servicing and repairing products, and the level of staff training.

This method used when goods require special maintenance, provision of spare parts, establishment of repair shops or specially trained service personnel.

This method is beneficial when selling expensive, prestigious products that are more sensible to sell in an appropriate environment.

In marketing, a distinction is made between simple and complex marketing systems.

A simple system - the distribution chain consists of two links - the producer and the consumer.

Recently, there has been a steady desire on the part of industrial firms to get closer to their consumers. This leads to the creation and expansion of a network of own stores and the rejection of the services of an independent intermediary. The sales office is created as part of the manufacturer. Individual manufacturers sell their products through their own retail network. This is how they act oil companies, selling fuel on "branded" petrol stations; brewing companies that own beer bars; manufacturers of clothing, footwear, and some electrical household goods.

Complex system - the distribution system consists of the manufacturer's own sales branches and subsidiaries, independent sales intermediaries, wholesalers and retailers.

This type of complex marketing system, such as a dual channel system, has become widespread. In this case, the manufacturer in the same market uses two independent or interconnected distribution channels.

A modern firm manages a complex system of marketing communications (communication). It maintains communications with its intermediaries, consumers and various contact audiences.

The complex of marketing communications consists of four main means of influence:

Sales promotions are short-term incentives to encourage the purchase or sale of a product or service;

Propaganda is a non-personal and unpaid form of stimulating demand for goods or services by disseminating important information about them in printed sources and the media;

Personal selling - verbal presentation of goods during a conversation with one or more buyers for the purpose of making sales.

Let us consider in more detail the main components of the stimulation complex.

Advertising is carried out through paid means of disseminating information, indicating sources of funding. Significant funds are spent on it, and it is a fairly cost-effective way to disseminate information.

There are three types of advertising: informative - carries information about a new product, price changes, description of services, performs the functions of creating and maintaining a favorable image of the enterprise; exhortation is used to change the perception of the buyer in relation to the goods of the enterprise, to demonstrate the advantages of goods and services over competitors, to convince the consumer to make a purchase without delay; reminiscent - used to keep the product in the memory of the buyer, a reminder of its exceptional properties, price, place and time of sale.

Choice advertising medium depends on the nature of the advertised product, the amount of allocations for advertising, the goals of advertising, the scale of the advertising company, the range of potential consumers, and the technical capabilities of advertising production.

The ever-increasing importance of advertising, its influence on the market situation, should serve as the basis for a serious and professional attitude of firms to their advertising activities. In the marketing mix, advertising activities are usually complemented by sales promotion activities.

Sales promotion - the use of means of influence on buyers or intermediaries in order to change their preferences in favor of the goods and services of the enterprise. These include: stimulating consumers, stimulating the sphere of trade (trading activities), stimulating their own sales staff (sellers).

The solution of stimulation problems is achieved using a variety of means:

distribution of samples - the offer of goods to the consumer free of charge or for testing.

coupons - certificates giving the consumer the right to the agreed savings when buying a specific product

premium - a product that is offered at a fairly low price or free of charge as an incentive for the purchase of another product.

credit coupons - a specific type of premium that consumers receive when making a purchase and which they can then exchange for goods at special exchange offices.

expositions with demonstrations of goods at points of sale.

professional meetings and exhibitions.

contests, lotteries.

In the system of marketing communications, participation in exhibitions and fairs, which promote the promotion of goods and services on the market and increase their sales by up to 10%, is now particularly widespread.

An exhibition is a display whose main purpose is to educate the public by demonstrating the means at the disposal of mankind to meet the needs, as well as to progress in one or more areas of activity.

A fair is an exhibition of samples, which, regardless of its name, in accordance with the customs of the country in which it is held, is a large market for consumer goods and equipment, operates on a fixed date, for a limited period of time, in the same place and at which exhibitors are allowed to submit samples of their products for conclusion trade deals on a national and international scale.

It is difficult to draw a dividing line between exhibitions and fairs. Perhaps the only difference between the fairs is that they are held periodically at the same time, in the same places. Participation in exhibitions and fairs enables the manufacturer to strengthen the position of their products in the eyes of potential clients by explaining their qualitative features, to demonstrate their products in action, to provide the buyer with the opportunity to work independently and verify the merits of the goods, to improve the image of the company, to find new customers, to stimulate demand from regular customers, to establish useful contacts in the business world, including with competitors, find objective information about the market, conclude profitable deals, etc.

Sales promotion, extended to customers, is to offer him a tangible commercial benefit, which can lead to a significant increase in demand.

Stimulation in relation to various merchants is aimed at improving their work on the sale of goods. Incentive designed for business partners and sales agents should encourage the latter to recommend goods to intermediaries and directly to buyers, who often show hesitation, to revive the places of trade, to intensify trade.

Sales promotion is becoming the most active form of communication policy, especially when combined with advertising. Most often, sales promotion tools are used when a company sells goods that practically do not differ from competitors' goods, and the buyer is not very sensitive to the brand of goods.

Propaganda is an unpaid stimulation of demand for a product, service and firm by disseminating important information about them in all media. Propaganda is an integral part of the firm's activities in organizing public opinion. In this area, the company solves the following tasks: ensuring favorable publicity, shaping the image of the company, counteracting unfavorable rumors and actions. A similar goal is pursued by the enterprise in the implementation of sponsorship activities.

Sponsorship is the act of giving money to a company. individuals or organizations involved in sports, culture, health, education, etc.

Personal selling is direct interaction with one or more potential buyers.

This activity is carried out by traveling salesmen or simply sales agents. Their work includes: identifying and evaluating potential buyers, preliminary preparation for the visit, approaching the client and demonstrating the product, overcoming objections, closing the deal.

In conclusion, it should be emphasized that in a particular situation, certain forms of marketing communications can play a different role. At the same time, only their use in the aggregate makes it possible to obtain highest score.

2. Evaluation of sales activity of STIK LLC

.1 Organizational and legal characteristics of Stik LLC

With the development of a market economy, cooperatives, firms, and small enterprises began to appear. Free from the centralized way of managing, they had to work in new rigid economic conditions. Not everyone has stood up to the competition. Time tested for stamina, the most hardworking, energetic, purposeful remained. One of such enterprises is - the staff of the firm "STIK", CEO, which is Storozhkova Natalya Sergeevna.

Storozhkova N.S. works on the basis of the certificate of a private entrepreneur No. 15893 RP dated December 15, 1998, issued by the Administration of the city of Blagoveshchensk. The main legislative act regulating the entrepreneurial activity of citizens ( individuals), is the Civil Code of the Russian Federation.

Enterprise PBOYuL Storozhkova N.S. engaged in the sale of food products. The company strives to provide and meet the needs of the population of the Amur Region and the Far East Region in a wide range of high-quality food products, making a profit and providing employees with jobs.

The main efforts are being made to create a powerful commodity distribution network, including: its own retail network, a small wholesale system and a large wholesale system.

The objectives of the enterprise are to expand the market for goods and services, as well as profit.

The main areas of activity at present are:

Trade and purchasing activities;

implementation of wholesale, small wholesale, retail trade, opening of shops;

provision of buildings and premises for rent;

commercial activity.

All of the above activities are carried out in accordance with the current legislation of the Russian Federation. The main contracts for the supply of food products are drawn up at PBOYuL Storozhkova N.S., she is also the consignee of the goods, after which the food products are distributed between the divisions of the entrepreneur himself: the trading department, the delivery department, small wholesale trade, and retail stores of the individual entrepreneur Storozhkova N.S., located in the city of Blagoveshchensk.

The main activity of the enterprise is wholesale and retail trade in a wide range of food products:

confectionery;

Tea coffee;

oil and fat products;

fruit and vegetable, meat, fish conservation;

juices and drinks;

The company has its own production and warehouse base, developed trading network, established relationships with the largest food suppliers in the region, as well as customers throughout the Amur region. The enterprise is located in the city of Blagoveshchensk - the administrative center of the Amur region, at the address: st. Textile, 47 building 4. It has its own production and warehouse base, 7 wholesale warehouses with a total area of 5000 sq.m., 3 retail stores, a department for delivering goods to retail stores in the city and across the territory of the Amur Region. Sales representatives of the company work with the majority of stores in the city (350 stores) and the region (200 stores). On this moment Fifteen vehicles operate within the city and in satellite cities in the Amur Region. At the same time, sales representatives serve wholesale depots and small wholesale markets of the city.

To date, at the enterprise Storozhkova N.S. there is a tendency to increase the number of sales representatives and expand activities within the region and in satellite cities.

The main work of the company for the sale of goods in the region is on the sale of goods from wholesale warehouses. Sale of goods sales representatives accounts for 40% of the total food sales. Stable prices, regularity of deliveries, flexible system of discounts - this is an attraction regular customers. Some of them work under contracts. Clients are provided with one-time and cumulative discounts. In addition, the company offers customers: deferred payment, free shipping goods, advertising support.

There is a good market reputation. Established business cooperation with many suppliers and buyers.

The mission of the enterprise is to provide and meet the needs of the population of Blagoveshchensk in a wide range of high-quality food products, make a profit and provide employees with jobs.

The plans and prospects of the company can be formulated as follows:

Increase in market share;

conquering new markets;

creation of a powerful commodity distribution network, including its own retail network, a small wholesale system and a large wholesale system;

full satisfaction of customer requests;

opening of an automated supermarket.

It should be noted that the main goal at this stage of development is to increase competitiveness. In addition, tactical objectives can be defined as:

Receiving a profit;

constant analysis of consumers, market conditions, competitors;

expanding the range of products offered;

reduction of company costs;

gaining competitive advantages;

sales growth;

improvement of the level of organization of trade and technological processes.

2.2 Economic characteristic activities of Stik LLC

In order to get an idea of the scale of activities of LLC "Stik", the features of its activities, it is necessary to analyze the main indicators of the enterprise's activities (table 1). Indicators presented and calculated based on data financial reporting.

Table 1 - Key indicators of the size of LLC "Stik" for 2007-2009

Indicator 2007 2008 2009 Ratio of 2009 to 2007, in %1 Cost of marketable products, thousand rubles 248353282822263611106.12 Average annual value of fixed assets, thousand rubles working capital, thousand rubles 455806281746297101.54 Average number of employees, persons 768484110.55

During the analyzed period, commodity output increased by 6.1% compared to 2007.

The average annual cost of fixed assets increased by 2.1% in 2009 and amounted to 57,276 thousand rubles compared to 2007.

The average annual balance of working capital increased slightly by 1.5%, average headcount of employees of the enterprise increased by 10.5% in 2009 compared to 2007.

Thus, Stik LLC is a small enterprise.

The number of employees increased by 8 people and in 2009 amounted to 84 employees.

The value of energy capacities also increased by 6 hp. and in 2009 amounted to 1032 thousand rubles.

The network of stores "Stik" has a well-established range of products, the choice of which is determined by the needs of consumers.

The structure of the main groups of goods is shown in Figures 1,2 and 3.

Figure 1 - Structure of trade in 2007

According to Figure 1, the largest share in the company's turnover in 2007 was occupied by meat and fish food products, and the smallest 0.1% was sugar.

Figure 2 - Structure of trade turnover in 2008

According to Figure 2, the largest share in the turnover of products in 2008 is occupied by meat and fish products - 33.0%, as in 2007, and the smallest by 1.0% is sugar and milk and sour-milk products.

Figure 3 - Structure of trade turnover in 2009

In the structure of trade turnover in 2009, the largest share is occupied by meat and fish products - 20.0%, and the smallest - 4.0% by other groups of goods.

It can be seen from the figures that highest income LLC "Stik" receives from the sale of meat and fish products, and the smallest from the sale of other types of goods. The structure of trade has changed over the past three years. Thus, in two years the range of goods has expanded, and by 2009 the shares of the turnover of all goods are distributed almost evenly.

Let us analyze the composition and structure of the fixed assets of LLC "Stik" using the indicators presented in Table 2.

Table 2 - Composition and structure of fixed assets

Fixed assets 2007 2008 2009 Deviation from 2009 to 2007 Growth rate % thous. rub.% Industrial fixed assets51185100.055607100.057276100.060910111.90a) buildings3741273.093892770.004058370.863171-2.23108.48b) structures871217.02812414.6182 4014.39-472-2.6394.58c) equipment18423.6048728 ,7647088.2228664.62255.60d) machines 32196.2936846.6337456.545260.25116.34 active part (item 1c + item 1d) 50619.89855615.39845314.7633924.87167.02

As shown in the table, for the period 2007-2009. the availability and composition of fixed assets has changed significantly. Throughout the study period, there is an increase in fixed assets.

Equipment is growing at the fastest pace, their value has increased by 2.5 times, as a result, the value of the active part has increased by 67.02% and in 2009 amounted to 8453 thousand rubles. Also, the cost of machines and buildings increased by 16.34% and 8.48%, respectively. .

In 2009, the value of fixed assets amounted to 57276 thousand rubles, of which the active part is 8453 thousand rubles.

The largest share in the total volume of fixed assets is occupied by buildings. Their share compared with 2007 decreased by 2.23% and in 2009 amounted to 70.86%.

The share of the active part of fixed assets increased slightly - by 4.87%.

The coefficients reflecting the efficiency of the use of fixed assets are presented in table 3.

Table 3 - Analysis of the efficiency of the use of fixed assets of OOO "Stik"

Indicator 2007 2008 2009 Change from 2009 to 2007 absolute growth rate, %1. The average annual cost of fixed assets, thousand rubles 5118555607572766091111.902. Average annual number of employees, persons 7684848110.533. Sales proceeds, thousand rubles 24835328282226361115258106.144. Net profit, thousand rubles 459562211999-259643.505. Capital productivity, rub. (Item 3 / Item 1)4,855,094.60-0.2594.856. Capital intensity, rub. (clause 1 / clause 3) 0.210.200.220.01104.767. Capital return, rub. (clause 4 / clause 1) 0.090.110.03-0.0633.33

The efficiency of the use of fixed assets decreased due to the fact that the average annual cost of fixed assets increased by 11.9%, while revenue increased by 6.14%. In 2009, for 1 rub. fixed assets accounted for 4.6 rubles. revenue, which is 0.25 rubles. lower than it was in 2007. Accordingly, the capital intensity of production increased by 4.76%.

If in 2007 21 kopecks of fixed assets were spent per 1 rub.

revenue, then in 2009 it is 1 kopeck more. There was also a decrease in the profitability of funds. In 2007, for 1 rub. fixed assets accounted for 9 kopecks net profit, and in 2009 it was 6 kopecks or 66.67% less. Thus, we can say about the decrease in the efficiency of the use of fixed assets in the enterprise.

The labor resources of a commercial enterprise are an important economic reserve.

Let's consider the composition and structure of labor resources for the three reporting years of Stik LLC.

Table 4 - Composition and structure of labor resources

Indicator 2007 2008 2009 Ratio 2009 to 2007 people% of totalpeople% of totalpeople% of totalabsolute, people% of total-managers68.3367.7067.41098.32-specialists1012.501011.541214.813130.95-employees3850.04553.854451.856114.62-workers2229, 172326 ,912225.93098.25 Average annual population, total 7610084100841008110.53

As can be seen from the table, labor resources include workers, managers, specialists and employees.

During the study period, the average annual number of employees increased by 8 people and in 2009 amounted to 84 people.

The increase in the number is associated with an increase in employees by 6 employees (their number in 2009 was 44 people) and an increase in the number of specialists by 2 employees (their number in 2009 was 12 employees). The number of managers and workers throughout the study period remains unchanged. Analysis of the efficiency of the use of labor resources is presented in table 5

Table 5 - Analysis of the effectiveness of the use of labor resources

Indicator 2007 2008 2009 Change from 2009 to 2007 Absolute (+,-) growth rate, % Average number of employees, persons 7684848110.53 Sales proceeds, thousand rubles ./pers.3267 ,803366.933138.23-129.5796.03

It follows from the calculations that labor productivity decreased by 129.57 thousand rubles per employee and in 2009 amounted to 3138.23 thousand rubles. The decrease in labor productivity is associated with the outstripping growth rate of the average number of employees over the growth rate of sales proceeds, respectively, the labor intensity increased by 3.23%.

We will present the assessment of financial activity using the indicators in table 6.

Table 6 - Analysis of financial activity in LLC "Stik" Thousand rubles

Indicator 2007 2008 2009 Change in 2009 to 2007 absolute, (+,-) growth rate, % Proceeds from the sale of goods, thousand rubles 24835328282226361115258106.14 Cost of goods sold, thousand rubles 766109.32 Gross profit, thousand rubles 14895164548387-650856.31 Selling expenses, thousand rubles 495445312758-219655.67 Profit from sales, thousand rubles 9941119235629-431256.62 Balance of other income and expenses, thousand rubles 56Profit before taxation, thous. RUB666685843613-305354.20

In general, the financial activity of the enterprise tends to decrease. Only in 2008 was there a positive trend in profit indicators. During the study period, the proceeds from the sale of goods increased by 15258 thousand rubles, the cost increased by 21766 thousand rubles. Due to the fact that the growth rate of revenue is lower than the growth rate of cost, gross profit tends to decrease. For 2007-2009 it decreased by 6508 thousand rubles or by 43.69% and in 2009 amounted to 8387 thousand rubles. Commercial expenses also decreased - by 2196 thousand rubles or by 44.33%. Accordingly, the profit from sales also has a negative trend. If in 2007 this value was 9941 thousand rubles, then in 2009 it decreased by 43.38% and amounted to 5629 thousand rubles.

Profit before tax in 2009 decreased by 45.8% and amounted to 3613 thousand rubles. Net profit in 2009 amounted to 1999 thousand rubles, which is 2596 thousand rubles or 56.5% lower than in 2007.

Profitability indicators more fully than profit characterize the final results of management, because their value reflects the ratio of the effect to the invested capital or consumed resources. They are used to evaluate the activities of the enterprise and as a tool in investment policy and pricing. We calculate the main indicators of profitability, which we summarize in table 7.

Table 7 - Profitability indicators of Stik LLC in percent

Indicator 2007 2008 2009 Deviations 2008 to 2007 2009 to 20081234561 Profitability of rendered services4,264,482,210.22-2,272 Profitability of sales4,04,222,140.22-2,083 Net profitability1,852,20.76 0.35-1.44 Table 74 continued Economic profitability4.575.121.950.55-3.175 Return on equity9,0911,273,592.18-7,686 Return on permanent capital6,829,233,092.41-6.14 Analysis of the profitability of LLC "Stik" activities revealed the presence of positive indicators with a downward trend in the reporting period.

The return on sales indicator shows the share of net profit in the company's sales volume. In 2009, this indicator decreased by 2 times compared to the previous year and amounted to 2.14 rubles. However, the positive point is that the indicator has a non-negative value.

The return on equity ratio allows you to determine the efficiency of capital use, shows how many monetary units of net profit each unit invested by the company's owners earned.

This indicator at the enterprise under consideration has the greatest value compared to other indicators, but there is also a downward trend (in 2009 compared to 2008 it decreased three times). For 1 rub. own capital in 2008 was received 11.27 rubles. profits, and in 2009 - only 3.59 kopecks. This indicates a low efficiency of the use of own capital.

It should be noted that the dynamics of all indicators in 2009 has a negative sign, so the return on equity and the return on permanent capital decreased the most - by 7.68% and 6.14%, respectively.

Such a drop in indicators is associated with a reduction in the organization's net profit in 2009 by 4222 thousand rubles. in comparison with 2008, which is associated with an increase in the cost of the enterprise for production.

2.3 Organization of marketing activities of OOO "Stik"

The supply and marketing activities of Stik LLC are carried out by the trading department, the organizational structure of which is shown in Figure 4.

Having considered the organizational structure of the trade department, which has retained its structure since 2004, when LLC "Stik" sold fewer goods, and the department's work system satisfied modern requirements market of that period, we can conclude that the existing organizational structure of the sales department needs to be improved for the following reasons:

The sales manager is engaged in providing the shops of the plant with its products and controls the completeness of its assortment. Every day, he accepts applications from store managers for the supply of products of the relevant types, controls the shelf life of products supplied to stores.

The responsibilities of the sales manager include working with wholesalers: solving problems related to non-compliance with contractual obligations on one or both sides. Wholesalers are interested in both product quality and shelf life.

Sometimes there are conflicts when receiving products from the warehouse. It is not profitable for storekeepers to keep products with an expiring shelf life and they try to “shove them out”, regardless of the fact that they will stay on the road for some time until they reach the consumer. Such conflicts are resolved through the sales manager. The employees of the finished goods warehouse are subordinate to him, therefore, the sales manager himself has the right to impose various penalties for such an attitude towards the buyer.

From production, finished products go to the finished product warehouse, from where they are released to customers and transported to the shops of the plant.

Storekeepers carry out the acceptance of products from production, release to buyers and forwarders of the enterprise, keep records of the quantity of all types, monitor the shelf life.

Registration of documents for receiving products from the warehouse begins in the control room. The control room employees maintain contact with the finished product warehouse. Employees of the control room, based on these data, write out products to customers. Applications for products from buyers are accepted by dispatchers in advance. Applications are submitted in writing to the warehouse of finished products. If the quantity of any type of product is not enough to fulfill requests, warehouse workers transfer it to production, so that they, in turn, orient themselves in the priority of release a certain kind products.

Such extracts of products in the control room, buyers draw up an invoice in the machine and accounting bureau, which is led by a senior operator.

If the buyer transfers money to the settlement account of the enterprise, then the operator draws up an invoice immediately for presentation to storekeepers. If the buyer takes the products for cash, then a receipt note is attached to the invoice. With these documents, the buyer goes to the cashier for payment, then to the accounting department, where they register and certify the invoice with a signature and seal, and only after that, the invoice is presented to the storekeepers to receive the products.

Supply agents, daily, at the very beginning of the day, accept applications from stores for the supply of necessary goods. Applications are executed promptly, as the continuity of the trading process of Stik LLC depends on it. Ensuring the trading process and its continuity is one of the main tasks of supply chain employees. To perform this task, supply agents are required to keep a careful record of goods in stock, accounting for the production needs for each type of goods (consumption rates for goods for each sort and size). Purchasing agents control not only the timeliness of the delivery of goods, but also their quality. Every year the range of goods sold is expanding. The task of supply workers is also the purchase of goods of appropriate quality and at the lowest cost, in order to save money allocated by the enterprise for supply.

The tasks of sales promotion of Stik LLC follow from the tasks of product marketing. Specific incentive objectives will vary depending on the type of target market. Among the tasks of stimulating consumers are encouraging more intensive use of the product, buying it in larger packaging, encouraging people who do not use the product to try it, attracting those who buy competitors' brands to it. For retailers, these are encouraging them to add a new product to their assortment, maintaining a higher level of inventory of a product and related products, undermining incentives taken by competitors, building brand loyalty among retailers, and penetrating new retailers with their product. outlets. As for in-house salespeople, these are rewards for maintaining a new product or new model, encouragement for them to have a high number of customer visits, and encouragement for efforts to raise the level of out-of-season sales.

The main incentives for LLC "Stik" will be combined in accordance with the object of influence (table 8).

Table 8 - Basic incentives

Sales apparatus Intermediary Consumer Target premium: Contests; Games.Coupon for sale at a discount; discounts; Sale at reduced prices; Contests; Games. Coupons for sale at a discount; Sale at reduced prices: Samples of goods; Additional quantity of goods Packing, for further use; Product testing, tasting, awards, contests, lotteries

Solving the problems of sales promotion in LLC "Sbyt" is achieved using a variety of different means. At the same time, the developer of the plan takes into account the type of market, and specific tasks in the field of sales promotion, and the current market situation, and the profitability of each of the means used.

The choice of incentives depends on the goals set. All funds can be combined into three large groups:

Price promotion (sale at reduced prices, preferential coupons that give the right to a discount);

Offers in kind (bonuses, product samples);

Active offer (buyer contests, games, lotteries).

The classification of sales markets is possible according to various criteria, but it must be taken into account that with any approach to the classification of markets, the boundaries between them are conditional. The classification features of the sales market of LLC "Stik" are presented in table 9.

Table 9 - Classification of market types

Classification signTypes of markets1. Territorial coverage1.1. regional market: Blagoveshchensk 2. Market mechanism of state influence 2.1. Market with the participation of the state3. Type of competition 3.1. Market of monopolistic competition: many firms selling similar products, influence is limited by the possibility of substitution, products are differentiated for market segments, difficult entry and exit for large firms. The ratio of supply and demand4.1. Buyer's Market. The buyer has a wide choice of various kinds goods, its limitations are connected only to its desires, because There are many sellers in the market offering the products he needs. His preference is given to one or another product, depending on price, quality and service. This is characterized by an excess of supply over demand. Degree of maturity of market relations5.1. developed markets. The presence of the majority of firms engaged in similar activities for many years. 6. Compliance with market legislation6.1. Legal market 7. The period of use of the goods 7.1. Market of medium-term goods 8. Material specificity of the product 8.1 Food products 9. Type of consumption Consumer market: people with an average income level, regardless of social status.

The analysis carried out helps to identify markets for the products of Stik LLC. For our company, this is a wholesale and retail food market.

The sales market is limited to the city of Blagoveshchensk, buyers are the population. A compromise with smaller competitors is achieved through the sale of goods at large wholesale prices, which allows increasing turnover.

Partners - large wholesale suppliers food products associated with long-term business connections and in the future it is possible to plan for their orders in terms of quantity and assortment.

Difficulties in organizing a grocery business faced by Stik LLC:

a wide assortment list of small goods in terms of its production and sale is among the labor-intensive products.

high level of competition;

there is insufficient working capital to maintain a wide range of goods.

At the same time, the lack of a range of products leads to the loss of customers.

low solvency of the population of Blagoveshchensk.

Business benefits:

a wide range of consumers;

constant demand for products;

due to the popularity of the business, there is no need for aggressive advertising.

Advantages of Stik LLC over competitors:

The presence of a small wholesale store. Buyers who purchase goods in excess of 1000 rubles are offered wholesale prices for goods;

There is a delivery system. At the same time, delivery within the city is carried out free of charge, subject to an order for an amount of at least 1000 rubles;

Possibility of making an application by phone;

Realization of goods under contracts with a deferred payment for 2 weeks;

A compromise with smaller competitors is achieved through the sale of goods at large wholesale prices, which allows increasing turnover. Discounts are provided for regular partners.

With the existing range of products and volumes of their sales for LLC "Stik": direct marketing allows you to maintain control over the conduct of trade operations, better explore the market for your products, establish long-term relationships with major consumers.

Stik LLC uses the following areas of the sales promotion system:

providing a discount for a large volume of purchased goods;

use of coupons in various printed publications;

The task of promoting the goods of LLC "Stik" is to form knowledge about the enterprise and a benevolent attitude towards it among potential users, to consolidate consumer preferences among regular customers, and then the conviction to make a purchase from LLC "Stik" and, finally, to push consumers to make a purchase, for example , with a price discount. Stik LLC needs to create a prestigious image of its enterprise, which should help increase its competitiveness.

When setting prices for goods sold, Stik LLC should be guided, first of all, by its goals.

Such goals at the present stage are obtaining a certain amount of profit and strengthening leadership in terms of market share.

For segmentation of the consumer goods market, the main features will be: socio-demographic, consumer status.

For a complete description of the marketing activities of LLC "Stik" it is necessary to analyze the costs of marketing products.

Highlight net amount marketing costs from the total amount of costs is currently not possible due to the lack of their accounting, therefore, we will analyze the costs of trading LLC "Stik", the data will be summarized in table 10.

Table 10 - Characteristics of the costs of trading activities of LLC "Stik" for 2007-2009, in thousand rubles.

Cost items 2007 2008 2009 Expenses for railway and road transportation349.6257.1263.8 Expenses for the maintenance of buildings1236.81045.31156.3 29.41103 ,9Storage expenses9,46,17.8Expenses on payment for the use of a bank loan840,325,427.8Expenses on advertising9,219,122.4Expenses on labor protection18,217,918.6Expenses on packaging01,21.4Other expenses125,21910,51090.0Total6294.2 4912.04019 .3

Table 12 shows that general level expenses in 2008-2009 decreased. Thus, in 2009, costs decreased by 21.9% compared to 2007, and in 2009 by 18.7% compared to 2009. In general, in 2009 compared to 2008. costs decreased by 36.14%.

To assess the effectiveness of marketing activities, we analyze the ratio of profit from product sales (sales service profit) to the total profit of the enterprise. We summarize the data in table 11.

Table 11 - Evaluation of the effectiveness of sales activities of LLC "Stik" for 2007-2009

Indicator 2007 2008 20092. The number of sales service employees, persons 4553. Gross proceeds from product sales, thousand rubles 611253045285. The volume of profit of the sales service per employee (p. 1: p. 2) 23224.526116.226142.46. Sales growth rate, % -140.5100.17. Sales profitability, % (p. 4: p. 3) 0.61.93.4

According to the table, we can talk about the effectiveness of the marketing activities of the trading department: the profitability of sales during the period under review increased from 0.6% to 3.4%. At the same time, the growth rate of sales in 2009 compared to 2008 was only 100.1% against 140.5% in 2008 compared to 2007.

Thus, after analyzing the marketing activities of LLC "Stik", we can draw the following conclusions about the existing shortcomings:

Having considered the organizational structure of the trade department, which has retained its structure since 2004, when Stik LLC produced fewer products, and the department’s work system met the modern requirements of the market of that period, we came to the conclusion that the existing organizational structure of the trade department needs to be improved in for the following reasons:

no clear distinction official duties between employees of the sales department;

irrationality of building an organizational structure - three levels of management in the structure of one department do not meet modern management requirements, and therefore require improvement.

Thus, the transition to new activities requires a revision of the organization of the sales department, which will be presented in the third part of the work.

3. Improving the marketing activities of OOO "Stik"

.1 Optimization of the management of the sales activities of Stik LLC

The functional area of sales is the most significant for the enterprise. The receipt of funds from the market ensures sales. The lion's share of the interactions of the enterprise with the market are closed on sales. In sales, all the problems that have arisen in strategies, management, and the organizational structure of the sales service are identified.

To distribute enterprise products own production one or another structure of the sales department is used, which is necessarily based on the market through sellers, sales agents, managers who directly interact with buyers.

This interaction is a primary subject for sales optimization.

As a rule, it is most expedient to reach large customers directly by the enterprise through sales agents. This method allows you to get big profits by eliminating unnecessary links. In addition, large buyers normally prefer to work directly with the supplier.

Average buyers are served by agents or dealers, depending on the specifics of the enterprise.

The most progressive way to cover the market with the help of agents is currently considered to be territorial division.

The sales development logic of a manufacturing or large-scale wholesale trade enterprise provides for the coverage of large buyers first, then medium ones, and finally small ones.

The structure of the enterprise is evolving, first focusing on the creation of an agent network, and then - a dealer network and a network of its own branches.

The interaction of an agent, a dealer and its own branch is competitive in nature, since their activities are aimed at the same territory. sales products distribution optimization

Therefore, it should be organized especially carefully, being reflected in the management structure of sales.

Improving the management of sales activities is currently possible in two directions: improving the system of marketing goods, namely the management of the sales department, and expanding sales markets.

This is necessary primarily due to the start of vigorous activity of competitors, which forces LLC Stik, despite the increase in sales in previous periods, to quickly respond to changes external environment.

In accordance with the indicated directions for improving sales, we will present the specific measures developed for Stik LLC.

Based on the results of the work of the enterprise, it is proposed to expand the marketing activities of the enterprise in the Far East region in the cities of Zeya, Zavitinsk and Chita.

This solution was adopted based on the results of a study of the sales markets of Stik LLC.

The first step in improving the marketing activities of the enterprise should be the improvement of the organizational structure of the sales department.

Since the volumes of production and sales are increasing, and, as was revealed in the second part of the work, the existing structure of the sales department needs to be improved, we will develop the organizational structure of the sales department of Stik LLC (Figure 5).

Let's give a justification for the need to introduce staff units of the sales department (see table 12).

Table 12 - Benefits of introducing staff units

Name of the staff unitMain tasks and benefitsOffice managerImproving the level of customer service aimed at increasing the quantity of purchased goods at a higher price.Retail outlets manager meeting the needs of a larger number of buyers, which will avoid losing some of the potential profits. Wholesale Account Manager This person must find the best approach to institutions, create a base of enterprises, and offer the right product at the right time. The result of the work will be an increase in the number of repeat purchases, as a result of which the revenue will increase. Cashier Dispatcher Answer phone calls from customers, informing them about the availability of goods on sale; calculate buyers in the wholesale trading floor. Manager for work with regions On the basis of ongoing market research, organize your own sales network of the enterprise, ensuring uninterrupted supply of products in the right quantity and at the right time. Marketer Conduct market research and analysis, marketing and sociological research by order of the head of the sales department .Head of the sales departmentCoordination of the work of the employees of the sales department; Based on the analysis of sales, plan such requests for production, the quantity of which is successfully sold according to demand.

For the competent and efficient work of the sales department, job responsibilities were developed for each manager in order to specify their work. Thus, the ability to control the actions of each employee of the department is enhanced.

Since the existing sales department of Stik LLC does not have a clearly developed strategy, as part of the course work we will develop the following strategic directions for the marketing activities of the sales department:

study of possible markets for products in the Far East.

This research should be carried out by a marketer. The study should be carried out through the analysis of newspapers of the Far East region, Internet resources, special literature, statistical collections. Thus, a special archive would be created to study the situation on the ice cream market in the Far East. The weekly additions to the archive will make it a practical guide for guiding the sales department in developing a long-term marketing strategy;

supplier analysis.

The participation of Stik LLC as a manufacturer in various fairs and exhibitions allows establishing contacts with new suppliers. Positive past experience with existing suppliers reinforces old relationships. The work of regional representatives gives its result in the form of reliable and decent suppliers. Supplier selection criteria: quality level, delivery terms, past business relationships, offer price, cost reduction opportunities.

This is very important, as the sales department will conclude a supply contract with the supplier under its own responsibility.

) analysis of competitors - once a week to collect information on prices, assortment and advertising activities of competitors in the Amur region. Analyze monthly marketing policy competitors in terms of pricing, product range and advertising strategy. Possession of complete reliable information about the activities of competitors will allow you to most accurately and successfully plan the overall marketing strategy of the enterprise and maintain the position of a leader in the market of the Amur Region;

the sales department will be responsible for the pricing of goods LLC "Stik" Pricing should be carried out on the basis of an analysis of competitors, profitability of goods, turnover of funds, etc.

The general directions of the marketing policy of the sales department of Stik LLC for the next six months are:

increase in sales volumes, and consequently, profits from the sale of goods;
holding image events to attract more customers and strengthen existing relationships;

So, to ensure the normal operation of the department, you need to purchase the following equipment (see table 13):

Table 13 - Costs for the formation of the sales department

Name Amount, rub. One-time costs: Furniture (tables, chairs) Office equipment: 2 computers xerox fax Office repair (10x6 m) 24500 40000 10000 6000 7000 5000

So, the cost of forming a sales department will be 87,500 rubles. Monthly wage personnel and transport rental will amount to 125,000 rubles. But these costs are fully recouped, as evidenced by the calculation below.

3.2 Improving the channels for the sale of goods

Due to the fact that at present OOO "Stik" is expanding the range of goods sold, the need to expand the sales department is relevant. To determine the effectiveness of investments in new labor resources, it is possible to calculate the forecasted market capacity and potential income.

Let us calculate the possible market capacity for the sale of goods in the cities of Zeya, Zavitinsk and Chita.

Information on the population in these regions is presented in Table 14.

Table 14 - Population in potential branch cities of LLC "Stik"

CityPopulation, thousand people Including single people, thousand people Including families, thousand * the average number of people in a family is 3.5 people.

The activities of Stik LLC in the sale of goods in the selected regions will be directed to the entire market, satisfying the needs of as many buyers as possible.

Potential consumers are all segments of the population, regardless of gender, age, income level or marital status. They will make purchases regularly and often to meet their needs.

Suppose that, on average, family purchases goods for 146,000 (400 rubles x 365) rubles, and singles 54,750 rubles. Thus, we obtain the potential market capacity (see Table 15).

Table 15 - Calculation of the potential market capacity in potential cities - branches of OOO "Stik" in thousands of rubles

CityPotential market capacityZeya1436Zavitinsk961.48Chita16022.15Total18,419.63

It follows from the calculations that when selling goods in the cities of Zeya, Zavitinsk and Chita, the potential market capacity as a whole increased by 18,419.63 thousand rubles.

Thus, the potential income of Stik LLC necessitates the expansion of the sales department and the expansion of channels for the sale of goods.

4. Life safety

.1 Workplace safety

4.1.1 Analysis of the organization of work on labor protection

The overall responsibility for the state of working conditions and labor protection in Stik LLC rests with the employer. The heads of production departments have the following functional responsibilities for labor protection:

determination of lists of professions and works for which preliminary and periodic medical examination;

determination of the list of heavy work, which prohibits the use of labor of women of childbearing age and persons under the age of 21 years;

familiarization of the employee with the conditions and labor protection at the workplace, with the possible risk of damage to health, with official duties, including labor protection requirements, with benefits and compensations for working conditions;

determination of the list of professions and positions of employees exempted from primary briefing at the workplace, the list of works for which additional (increased) labor safety requirements are imposed;

conducting safety briefings;

familiarization of managers and specialists with the state of working conditions at the facility, protective equipment, injuries, regulations and job responsibilities for labor protection;

development and provision of employees with instructions on labor protection and production instructions;

development of lists of jobs and professions for which personal protective equipment should be issued, and control over the correctness of their application;

organization of first aid to the victim and his delivery to a medical facility;

notification of an accident to specified addresses;

development of measures to prevent accidents, improve and improve working conditions, bring jobs in line with the requirements of labor standards and rules;

certification of workplaces;

equipping production facilities, equipment and workplaces with collective protective equipment and organizing their efficient operation;

organization of control over the level of harmful and dangerous production factors;

providing workers with sanitary facilities and devices based on the specifics of production.

Functional responsibilities of the heads of enterprise services:

HR Department:

organization of a preliminary medical examination upon admission to work;

determination of the product allocation subject to periodic medical examinations;

professional selection of working individual specialties;

determination of the list of heavy work with harmful or dangerous working conditions;

familiarization of applicants with benefits and compensations for working conditions.

Supply Department:

providing divisions of the enterprise with means of protection, control and signaling.

Accounting:

payment to the employee of compensation for harm caused by a labor injury;

implementation of compulsory insurance of employees against temporary disability due to illness, as well as against accidents at work and occupational diseases.

Department of the chief power engineer:

ensuring the safety of electrical networks and electrical installations.

Distribution functional duties on labor protection among the management team was supported by the issuance of an order for the enterprise.

4.1.2 Analysis of the level and causes of injuries and morbidity

To study the level of labor safety, we analyze the level and causes of accidents and the organization of work on labor protection.

Calculate injury rates. The frequency coefficient shows the frequency of injuries and is calculated using the following formula:

where N is the number of accidents per year,

P - the average number of employees.

Next, the injury severity coefficient is calculated by the formula:

where D is the total number of working days lost as a result of accidents. The loss factor is determined by:

Injury rates are shown in Table 16.

Table 16 - Indicators of the level of injuries in LLC "Stik"

Indicator 2007 2008 2009 Average for 3 years Number of accidents 3122 Days of disability due to injuries, days 1273618.3 Payments for temporary disability associated with injuries, rub. 545560610571.67 Days of disability associated with morbidity, days 84.67 Payouts for temporary disability related to the incidence, rub. 5455560610571.67 Average number of employees, people 7684848480.33 funds of labor protection funds, thousand rubles 81769283 of the frequency of accidents, KCh39,4713,1623,8125.48 orders of the severity of injuries, KT4 7189,67 ordering loss working days, Кn157.8983.33391.30210.84

On average, for three years, payments for temporary disability for 1 day accounted for 571.67 rubles. The cost of funds for labor protection amounted to 83 thousand rubles a year. The accident rate was the highest in 2007, averaging 25.5 accidents per 1,000 employees. Injury severity in 2009 increased by 14 days compared to 2007 and increased by 11 days compared to 2008. 2008 saw the highest rate of lost workdays. On average, it was 210.84 days per 1,000 employees.

Thus, based on the data in the table, we can talk about a decrease in injuries.

To prevent accidents at the enterprise, it is necessary to identify the causes of their occurrence, to take into account all the shortcomings and take measures.

Table 17 - Causes of accidents at the enterprise

Causes 2007 2008 2009 Total Violation of safety requirements in the operation of vehicles - 11 Unsatisfactory content and shortcomings in the organization of workplaces 1-12 Violation of labor and production discipline 21-3 Total 3126

Thus, in order to reduce accidents, it is necessary to strengthen control over compliance with labor discipline, employ workers only in accordance with their work qualifications, and improve the reliability of machinery and equipment. In total, 6 accidents were recorded during the period from 2007 to 2009.

4.1.3 Calculation of the economic consequences of injuries and morbidity

Let's define economic consequences from injury and disease.

The total losses of the enterprise associated with injuries and morbidity (Ps) for the analyzed period are determined by:

where is the sum of losses associated with injuries;

The amount of losses associated with morbidity.

The sum of losses () associated with the consequences of injuries is equal to:

where SLT is the cost of treatment associated with the consequences of injuries, rub.;

SNT - the amount of tax shortfall associated with the consequences of injuries, rub.;

SBT - the amount of payments for sick leave associated with the consequences of injuries, rub.;

SVT - the cost of gross output lost due to injuries, rub.;

CPT - the cost of investigations of accidents at work, rub.

The cost of treatment associated with the consequences of injuries (SLT) is determined by:

DNT - the number of days of disability associated with injuries, days.

The amount of lost tax SN is determined by the formula:

The amount of payments for temporary disability (sick leaves) (SB) associated with the consequences of injuries:

The value of gross output lost due to injuries and diseases (GBT):

The cost of investigating accidents at work

where DR is the number of days of investigation of one accident at work (three days are taken), days;

NHC - the number of accidents at work for the reporting period;

NChK - the number of members of the commission for the investigation of accidents at work, people. (at least three people).

Losses from diseases resulting from unsatisfactory working conditions are determined by:

where SLZ is the cost of treatment associated with morbidity, rubles;

SNZ - the amount of tax lost due to morbidity, rub.;

SBZ - the amount of sick leave payments associated with morbidity, rubles;

SVT - the cost of gross output lost due to the incidence of workers, rub.

Illness-related treatment costs (CCO) are determined by:

where SP is the average cost of one visit to a medical institution, rub.

DNZ - the number of days of disability associated with morbidity, days.

The amount of the under-received morbidity-related tax (SAT) is determined by the formula:

where SZ is the average daily wage of employees, rubles;

NESN - single social tax rate, %;

NT - percentage of deductions for social insurance from industrial accidents and occupational diseases, %.

The amount of payments for temporary disability (sick leaves) (SB) associated with morbidity:

where SB - payments for one day for temporary disability of the employee, rub.

The value of gross output lost due to morbidity (SVZ):

where SVG is the cost of all gross output for the year, rubles;

P - the average number of employees at the enterprise, people;

D - the number of working days per year, days.

Cost savings is determined by the formula:

where PS1, PS2 - total losses from injuries and morbidity for the analyzed years, respectively, rub.

Let's define the cost of funds indicator:

where Zn - the cost of nomenclature measures for labor protection, rub.

Zd - the cost of official measures for labor protection, rub.

Fo - annual average OPF cost, rub.

4.2 Life safety in emergency situations

An emergency situation is a situation in a certain territory that has developed as a result of an accident, a natural hazard, a catastrophe, a natural or other disaster that may or have caused human casualties, damage to human health or the environment, significant material losses and violation of people's living conditions. .

The planetary scale of the development of science and technology has sharpened attention to all earthly problems. Now you can count more than a dozen so-called global problems: environmental protection, energy, information and a number of others. And there is an equally global problem in this series - this is the problem of fires on the ground. The role of fire in the history of human development cannot be overestimated. Mastery of fire, combustion processes created human civilization. However, the dialectics of the development of mankind is such that in many and for various reasons the fire went out and goes out of human control, becomes uncontrollable and turns into a formidable enemy - a fire that brings people huge losses and misfortunes.

Often, the causes of fires at national economy facilities are violations by workers and employees of elementary fire safety requirements. In order to avoid such phenomena, Stik LLC has established the following procedure, in which each newly hired person, before starting to perform his duties, undergoes a fire-fighting briefing, i.e. gets acquainted with the rules and instructions in force at the enterprise, as well as with the available means of calling fire assistance and extinguishing fires. The head issues an order that determines the place, procedure and time for the fire safety briefing of newly hired employees, and also appoints the person who conducts the briefing. Personal responsibility for ensuring fire safety rests with the head of the enterprise. Responsible for the fire safety of individual premises is determined by the head of the household. The housekeeping order defines the duties of a fire brigade from among the employees of the enterprise.

Fire extinguishers in the premises are installed in accessible places, a box with sand is installed near the building. All electrical equipment is grounded, the premises are equipped with fire alarms. Entrances, passages to the building and access to fire equipment are always free, and in winter they are cleared of snow and ice.

The primary duty of every worker is to save lives in case of fire. In the event of a fire, the head of Stik LLC is obliged to:

immediately report a fire to the nearest fire department, give an alarm to the local voluntary fire brigade;

take all measures depending on him to evacuate workers and employees from the premises. Evacuation must begin from the premises where the fire occurred, as well as from premises that are at risk of spreading the fire; at the same time, immediately start extinguishing the fire on their own and with the available fire extinguishing equipment;

To meet the fire brigade, it is necessary to select a person from the personnel of the enterprise, who must clearly inform the head of the arrived fire brigade about whether all people have been evacuated from a burning or smoky building, and in which rooms there are still people.

To ensure a clear, organized movement of people during evacuation and avoid panic, the company has developed an evacuation plan from the building in case of fire.

5. Nature conservation

Nature protection is a general designation of measures (technological, economic, biotechnical, administrative and legal, international, educational, etc.) that ensure the possibility of preserving natural resource and environment-reproducing functions, the gene pool, as well as the conservation of non-renewable natural resources. Nature protection is closely connected with nature management. The important principles of nature conservation are; prevention, complexity, ubiquity, territorial differentiation and scientific validity.

The main tasks of nature conservation are the rational use of natural resources, the protection of nature from pollution, and the conservation of biological diversity.

The problem of environmental protection is very relevant. After all, the used share of non-renewable natural resources (for example, some minerals) becomes comparable to their total reserves on the planet. The same can be said about renewable resources - fresh water, forests and others. Nature is a source of resources for human economic activity. And at the same time, the natural is its environment with such vital components that provide for the physiological needs of a person, such as solar energy, atmospheric air, water, flora and fauna. The human impact on the natural environment is increasing.

The most important task environmental protection at the present stage - to reveal cause-and-effect relationships in the interaction of human society and nature. An even more difficult task is to find measures to eliminate the cause or adverse effects human activity.

The system of nature protection in Russia includes four groups of legal measures:

Legal regulation relations on the use, conservation and renewal of natural resources.

Organization of education and training of personnel, financing and material and technical support of environmental protection activities.

State and public control over the fulfillment of environmental protection requirements.

Legal responsibility of offenders.

Environmental relations in the Russian Federation are regulated by the Law of the Russian Federation "On Environmental Protection", developed in accordance with it by legislative acts of the Russian Federation and territorial units within the Russian Federation. In accordance with environmental legislation, the object of legal protection is the natural environment - an objective reality that exists outside of a person and regardless of his consciousness, serving as a habitat, condition and means of his existence. Important principles of environmental protection are:

the priority of protecting human life and health, ensuring favorable environmental conditions for life, work and recreation of the population;

scientifically substantiated combination of environmental and economic interests of society, providing real guarantees of human rights to a favorable environment for life;

compliance with the requirements of environmental legislation, the irreversibility of liability for their violation;

rational use of natural resources, taking into account the laws of nature, the potential of the natural environment, the need for the reproduction of natural resources;

publicity in work and close connection with public organizations and the population in solving environmental problems;

international cooperation in environmental protection.

Consider the state of the environment on the example of Stik LLC.

The most significant factor in changing the atmosphere inside the enterprise and in nearby areas is the oversaturation of these areas with motor vehicles. Freight vehicles at the enterprise carry out loading and unloading operations almost throughout the day. Consequently, the negative impact of transport emissions on the ecological situation increases. Automobile transport refers to the main sources of environmental pollution. The exhaust gases of automobile engines contain about two hundred substances, most of which are toxic. In the emissions of carburetor engines, the main share of harmful products falls on carbon monoxide, hydrocarbons and nitrogen oxide, in emissions of diesel engines - on nitrogen oxide and soot.

Old tires can serve as a raw material for production crumb rubber and regenerate - a plastic material that partially replaces rubber in various rubber products, including new tires. A lot of useful building and technical materials are obtained from crumbs and bitumen. A ton of recycled tire product saves 400 kg of synthetic rubber. You can dispose of old car tires using a Finnish installation. The plant cuts them into small pieces and forms granules, which are used in the construction of roads and sports fields.

The same applies to the disposal of fluorescent lamps: it is forbidden to take them to a landfill for environmental reasons. In Russia, installations have been developed for the disposal of fluorescent lamps, which make it possible to extract mercury from them. Currently, fundamentally new fluorescent lamps are being produced, which differ from those previously produced in that they contain 5 times less mercury. New lamps have become environmentally friendly and safe, and their performance has improved.

Attention should also be paid to how the problem of garbage disposal is solved: despite the fact that garbage is thrown into the established containers, it is necessary to sort it for recycling. This problem it is necessary to decide not at the enterprise level, since waste processing is an expensive and environmentally hazardous production.

Green spaces are an integral part of a set of measures to protect and transform the environment. When creating protective green areas, it is recommended to plant trees and shrubs that are resistant to pollution and allow increasing the productivity of photosynthesis: birch, poplar, conifers. At the same time, evergreen conifers absorb carbon dioxide and release oxygen into the atmosphere for most of the year, unlike hardwoods.

In Stik LLC, for environmental purposes, it is necessary to:

Plan environmental protection measures in an inseparable complex with other main indicators of the economic development of the enterprise;

Maintain machinery and equipment in good condition and use them for their intended purpose;

Do not set fire to garbage, sort it out, take it out of the territory of the enterprise;

Maintain financial records of ongoing environmental activities;

Determine the effectiveness of spending money on nature protection from the standpoint of economic development;

Management should take a more strict approach to violations of environmental protection measures.

Thus, the solution of environmental problems is possible only with the interaction of Nature and Society, which is possible only with a wide range of measures to protect the environment.

Conclusion

Sales activities have their own characteristics in each country. So, for example, in Italy, the northern regions with a highly developed industrial production. Basically, the organization of sales activities in Italy, as well as in other Western countries, focuses on the use of various distribution channels with the involvement of specialized services and sales agents. For sales organization industrial equipment, commodities and semi-finished products, firms in other countries are encouraged to use the services of brokers, wholesalers and independent agents.

However, it should be noted that purely national traditions exist and are maintained in marketing organization. Thus, the most advantageous form of marketing for a foreign supplier in Italy is the conclusion of an agreement with an Italian marketing company, which provides for the sale of goods on behalf of the latter. In this case, the Italian side assumes certain sales obligations, expressed in the private distribution of risk between the exporting company and the sales company. The advantage of such trade is a significant reduction in various taxes and financial fees. Characteristic distribution on the Italian market - the implementation, in a fairly pure form, of the direct act of purchasing goods, when large institutions or sales firms purchase products through their sales agents in the country of origin.

The mechanisms of marketing activities are constantly changing depending on the prevailing external conditions. It should be expected that in the next 15 years the process of structural transformations in the field of marketing activities will continue in the Western market. This is, firstly, the centralization of distribution systems, which will increase the reliability of supplies while reducing the level of stocks at enterprises and at the same time provide access to markets for small suppliers; secondly, the concentration of volumes of orders for the supply of products for most goods; thirdly, the actions of suppliers to combine sales promotion of their products with advertising of a trade enterprise; fourth, development information support all participants in economic contracts for the supply of goods.

As a result of the work done, the role of the sales service at the enterprise, the impact of sales on indicators, and sales methods were considered using the example of Stik LLC.

After analyzing the marketing activities of LLC "Stik", the following conclusions were drawn about the existing shortcomings.

Market research has shown that the competitive environment is characterized by its passivity, large trading companies have divided the market, found their segments and do not take active steps to promote the product, fearing unnecessary costs and rising prices for products. Demand is not stimulated, but it has reserves, and with active stimulation, it can recoup the costs associated with promoting the product. In general, the situation can be characterized as waiting: the merchant hopes that some firm will take on the role of a leader in pricing and promotion of goods and take the risk of possible losses, and everyone else will follow.

Demand in the product market is notable for its heterogeneity, it is weakly elastic for assortment groups from the main products and highly elastic for assortment groups of prestigious products.

The ability of a firm to respond constructively to a crisis depends on the nature of the business. If the business turns out to be unprofitable, it means that there was no management main element- product strategy. So, often company executives have no idea what product in their market niche can be useful to the consumer to such an extent that he will pay for it under any conditions. One entrepreneur shared his method for solving this problem: “I keep in mind a list of fifty potential products and evaluate them from time to time in relation to a particular situation.

But regardless of the specific mechanism for developing a product strategy, the result is the same: during a crisis, a company will certainly find a way out if it finds itself with a useful product at the time of the crisis. If a firm can develop a product line based on customer needs, and not just on the basis of speculative transactions, it can stay afloat and even make a profit.

Having considered the organizational structure of the trading department, which has retained its structure since 2004, when Stik LLC was implementing less goods, and the system of work of the department met the modern requirements of the market of that period, we came to the conclusion that the existing organizational structure of the sales department needs to be improved for the following reasons:

lack of a clear delineation of job responsibilities between employees of the sales department;

irrationality of building an organizational structure - three levels of management in the structure of one department do not meet modern management requirements, and therefore require improvement.

In a market economy, sales become inextricably linked with marketing. When planning the production of products, the enterprise, first of all, needs to assess the demand and needs of potential consumers for specific products. In addition, in order to increase the sales volume of products, the enterprise should effectively apply the entire marketing mix, which includes, in addition to the marketing policy, product, pricing and communication policies.

Thus, the transition to new activities requires a review of the organization of the sales department.

Based on the results of 2009, the management of Stik LLC decided to expand the sales activities of the enterprise in the Far East region, specifically in Zeya, Zavitinsk and Chita. This decision was made based on the results of market research by specialists of the sales department of Stik LLC.

The first step in optimizing sales activities was the improvement of the organizational structure of the sales department.

Since the existing sales department of Stik LLC does not have a clearly developed strategy, as part of the course work, strategic directions for the marketing activities of the sales department were developed, the main ones are:

increase in sales volumes, and consequently, profits from the sale of products of Stik LLC;
expanding the company's sales network - entering the market of the Far East;
conducting research in the field of sales of manufactured products and collecting information on customer satisfaction with them.

Bibliography

1. Abryutina M.S. Economic analysis trading activity: Textbook. - M.: Publishing house "Delo i Service", 2007. - 356 p.

Aksaeva I. Formation of the agro-food market // Economics of agriculture in Russia. - 2005. - No. 5. - S. 15.

3. Altukhov A. Functioning of the country's grain market // Economics of agriculture in Russia. - 2008. - No. 10. - P.69.

Alimov I.I., Ilyin V.G. civil defense at the objects of agricultural production.-M.: Kolos, 1999. - 412 p.

Analysis of the financial and economic activity of the enterprise: A manual for universities / Under the editorship of prof. Lyubashina N.P. - M.: UNITI-DANA, 2009. - 654 p.

Analysis of the economic activity of the enterprise: 5th ed. / Ed. G.V. Savitsky. - Minsk: "New Edition", 2007. - 688 p.

Anichin V. The content of the criterion economic efficiency// Economics of agriculture in Russia. - 2007.-№7.- P.28

Bannikov A.V. Nature Conservation [Text] / A.V. Bannikov. - M.: Agropromizdat, 2005. - 328 p.

Belyakov G.I. Labor protection [Text] / G.I. Belyakov. - M.: Agropromizdat, 2004. - 389 p.

10. Life safety: Textbook [Text] / E.A. Arustamov - M.: ed. House "Dashkov and company", 2005. - 678 p.

11.Borhunov P., Nazarenko A. Calculation of intervention purchase prices for grain // Agricultural Economics of Russia. - 2009. - No. 7. - p.20

12. Burtsev V.V. Improving the sales management system for the company's products // Marketing in Russia and abroad. - 2004. - No. 6. - With. 17-25.

13. An important factor in effective agricultural production // Economics of agriculture in Russia. - 2007. - No. 6. - pp. 10-13

14. Gulyaeva T. Ilyina I. Evaluation of the relationship between economic indicators and production efficiency // APK: Economics and Management. -2007. -№12.- P.62-67

Demyanov N.S. Overview of the grain market // Economics of agricultural and processing enterprises. - 2005. - No. 1.- S. 55-57.

Kovalenko N.Ya. Economics of agriculture [Text] / N.Ya. Kovalenko. - M.: EKMOS, 2008.- 448 p.

Kovanov S.I. Economic performance of agricultural enterprises [Text] / S.I. Kovanov [i dr.]. - M.; Agropromizdat, 2007. - 158s.

18. Kryuchkov V.G. grain farms, territorial organization and production efficiency [Text] / V.G. Kovanov [i dr.]. - M.; MTU, 2004

19. Mazmanova B.G. Methodological issues of sales forecasting. // Marketing in Russia and abroad. - 2003. - No. 3. - With. 17-20.

Mazmanova B.G. Stimulation of sales staff. // Marketing in Russia and abroad. - 2003. - No. 4. - With. 42-43.

22. Marketing in the agro-industrial complex [Text] / G.P. Abramova [i dr.]. - M.: Kolos, 2008.

23. Matveev A.M., Medvedeva T.N. Directions for the development of the grain market // Economics of agricultural and processing enterprises. - 2004. - No. 4. - S. 37-39

24. Moiseeva N. S. Knysheva L. M. Marketing activity as a factor in the competitiveness of the company / N. S. Moiseeva, L. M. Knysheva // Marketing. - 2003. - No. 6. - With. 25-28.

25. Nikitishin V.I. "Agrochemical foundations for the effective use of fertilizers in intensive farming" [Text] / V.I. Nikitishin.- M.: Ed. "The science". 2004. - S. 66

26. Novikov Yu.V. Ecology, environment and man: Proc. manual for universities, secondary schools and colleges. - 2nd ed., corrected and added / Yu.B.

Stepanovskikh A.S. Environmental protection: Textbook for universities [Text] / A.S. Stepanovsky. - M: UNITI-DANA, 2000. - 559 p.

Suvorov S. Commercial activity in the food market in the conditions of reforming the Russian economy // International Agricultural Journal. - 2005. No. 6. S. 22-27.

Popov N.A. Economics of agriculture [Text] / N.A. Popov. - M.: Business and service, 2008. - 368 p.

Protasov V.F. Ecology, health and environmental protection in Russia: Educational and reference guide.-2nd from d.-M. - Finance and statistics, 2005. - 212 p.

Savitskaya G.V. Analysis of the economic activity of the enterprise [Text] / G.V. Savitskaya. - M: INFRA -M, 2007. - 336 p.

Farming system of the Amur region / A. Ya. Ala [et al.] - Blagoveshchensk: IPK "Priamure", 2003. - 120 p.

Status and measures to increase production and stabilize the grain market // Economics of agriculture in Russia. -2009. - No. 9. - P.9

Shelepa A., Food supply of the Far East // APK: Economics and management. - 2004. - S.16-20.

Economics and organization of the activity of a trading enterprise: Textbook / Ed. ed. A.N. Solomatina. - M.: INFRA-M.2008. - 465 p.

Yakovlev V.B., Kornev G.N. Analysis of production efficiency - M.; Rosagropromizdat, 2008 - 220 p.

Send a request with a topic right now to find out about the possibility of receiving a consultation.

Analysis and improvement of marketing activities of the organization. Development of measures to improve the marketing policy and organization of distribution on the pr - term paper