Marketing moves for the sale of upholstered furniture. Marketing strategy of a furniture factory on the example of the furniture industry

1. Furniture market as a market for durable goods

2. Matrix of marketing strategy of a furniture factory

3. Trade infrastructure of furniture enterprises

4. Assortment matrix of a furniture company

5. Advertising and sales promotion of a furniture company

6. Conditions for implementing the strategy

Conclusion

Marketing moves for the sale of upholstered furniture. Marketing strategy of a furniture factory on the example of the furniture industry

1. Furniture market as a market for durable goods

2. Matrix of marketing strategy of a furniture factory

3. Trade infrastructure of furniture enterprises

4. Assortment matrix of a furniture company

5. Advertising and sales promotion of a furniture company

6. Conditions for implementing the strategy

Conclusion

Analysis of the results of the study of consumers of furniture "Dauria"

Analysis of the results of the study of consumers of furniture "Dauria"

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At the moment, in Russia, the development of markets for durable goods is moving to a new level, when competition intensifies and more efforts are needed to maintain their market positions.

As practice shows, few Russian regional companies, manufacturers and sellers of durable goods, constantly use methods of marketing analysis and conduct comprehensive marketing research. Thus, allowing transnational companies to easily enter the market. The latter have long appreciated the great market potential of Russia and use all the variety of integrated marketing research to analyze the market and achieve their goals.

Most of the Russian regional manufacturers of durable goods are faced with the problem of marketing their goods. Demand in many market segments is close to saturation, it is necessary to search for new market niches and develop new product models that will allow them to successfully occupy them. So, due to high competition, regional furniture companies are increasingly focusing on households with medium and high incomes, which, in turn, have a significant impact on the formation of the furniture market. The main reason for this is the increase in the level of consumption and the increased awareness of households about the current market situation.

In order to survive in the current market conditions, each regional company operating in the durable goods markets needs to solve many research issues in the transition from sales to marketing orientation, in particular, customer research, the formation of a consumer portrait, determination of consumer preferences, optimization of the assortment, market segmentation. , analysis of the effectiveness of marketing activities. But the main issue that is often omitted in the flow of operational tasks, the development of the company and the retention of its position in the market is the development and implementation of a methodology for comprehensive market research, marketing analysis and long-term planning of production and sales activities.

However, at the present time it can be stated that current trends in the management of regional companies operating in the durable goods markets in many regions Russian Federation(RF), confirm the lack of a popular practice of management methodology for the study of regional markets and planning the marketing activities of these companies.

One of the main tasks of the marketing department in a manufacturing company is to develop a marketing strategy. However, many regional Russian companies after 15 years of market reforms, there is still not enough experience systems approach to the analysis of markets for durable goods, the development of a marketing strategy. The furniture market remains one of the most opaque markets for durable goods.

Let's define the meaning of the basic terms that are used below. Furniture - mobile or built-in products for the equipment of residential and public premises, garden and park and other areas of human occupation.

The range of furniture produced is formed on the basis of the layout of the premises, their purpose and the content of labor and household processes, the quantitative and professional composition of people in the premises.

According to GOST 20400, furniture is classified according to the following criteria: operational, functional, constructive and technological, according to materials, and according to the nature of production.

By functional purpose, furniture can be segmented as follows: household furniture, furniture for hotels, office furniture, furniture for shops, restaurants. Household furniture is divided by functional purpose into living room / living room furniture, bedroom furniture, kitchen furniture, dining area furniture, upholstered furniture, hallway furniture, children's room furniture, home office, bathroom furniture.

By the furniture market, we mean an industry that is a collection of manufacturing companies, furniture selling companies and end buyers of furniture and the structure of furniture sale and purchase relations between them.

The main characteristics of durable goods on the example of the furniture market:

Complex production cycle and high technology impact. Most of the TDPs have a complex production technology and, accordingly, a fairly high retail price. So, average cost one-time purchase of furniture different estimates is about 15-20 thousand rubles and the cost of furniture takes from 7 to 10% of the family budget, and the retail price of a serial wardrobe 2 meters long varies from 7 to 20 thousand rubles, depending on the configuration and materials used.
Long period of launching new models on the market. For example, large furniture manufacturers have an average time to market new program serial production is 7 to 15 months. The activities to bring the program to the market include:
- preliminary study of demand by the marketing department (OM),
- development terms of reference OM,
- development of a technical proposal, technical design, working documentation by the R&D department,
- making prototypes in production,
- testing and fine-tuning of prototypes of OM, sales department (EP), R&D department,
- survey of potential consumers of OM and OP,
- introduction of adjustments to the working documentation by the R&D department,
- production of a trial batch in production,
- development of an advertising proposal for wholesale and retail companies OM,
- distribution of proposals and registration of OP applications,
- distribution of a trial batch by the logistics department,
- receiving and processing feedback on the OM series of furniture,
- finalization of working documentation by the R&D department,
- launch of the serial furniture program into mass production.
  Since the launch of production and the launch of new TPEs on the market and the period of their use takes a long time, planning, forecasting the core needs and demand for TPP in the medium and long term is of particular importance.
High quality requirements. The consumer chooses TDP on the basis of how long the given product can satisfy his needs with the proper level of quality. Based on this, the majority of furniture manufacturers decide on the identification of an acceptable level of quality and the use of high-quality fittings and components designed for a certain number of years of use. For example, many furniture manufacturers develop a promotional strategy using an explanation of the level of quality and durability of their products as the main idea.
The need for warranty and post-warranty service. The customer's total purchase and operating costs are the sum of the retail price and lifecycle maintenance costs. In this aspect, maintenance costs for the entire service life of the furniture are not significant, but can reach up to 20-25% of its original cost. In particular, Kaliningrad consumers are changing the facades of cabinetry and upholstery of upholstered furniture, making constructive changes in kitchen furniture. Separately, it is worth mentioning the cost of assembling furniture, which can range from 5 to 10% of the original cost.
Market competition for new and second-hand goods. The market of TPP implies, in addition to the existence of a market for new goods, the presence of a market for supported TPP, used. And the competition between them can be very intense, depending on the type of TDP. In this connection, the majority of manufacturers are faced with a significant problem of identifying the optimal service life of manufactured TPEs and creating an after-sales service infrastructure. For example, some small furniture manufacturers focus on service development and offer services for the repair and restoration of furniture, replacement of upholstery or facades. In particular, the share of services for the repair and restoration of furniture in the volume structure personal services in 2003 it was 1.9%.
Long period of consumer choice and purchase. TDP refers to pre-selected goods with, as a rule, a lack of complete and accessible information about the expected characteristics of a future purchase, which the consumer compares in terms of convenience, quality, price and design. A consumer's choice of furniture lasts from 2 to 4 weeks (and in some cases it is postponed for several months until the next exhibition) and up to 10 models are included in his comparison table, which are compared according to 10-15 characteristics. The main compared characteristics: price, appearance, colors, ease of use, build quality, quality of materials, ease of maintenance, discounts, durability.
Obsolescence of durable goods. In addition to physical wear and tear TDP, obsolescence is of particular importance. TDPs currently produced and sold affect the value of goods sold in the past. Some large operators of the world furniture market (Ikea, Nolte, Natuzzi, Rolf Benz, etc.) stimulate market development through aggressive advertising policies and introduce the concept of fashion trends in furniture, which allows them to practice a constant change of their collections.

Taking into account the above characteristics and marketing research, it is possible to propose a variant of the marketing strategy for the development of a regional furniture factory that produces cabinet and upholstered furniture and is engaged in wholesale and retail sales in the regions of the Russian Federation. Elements of a marketing strategy include distribution, assortment, advertising and sales promotion (see Table 1) and are categorized by purpose, achievement criteria, historical benchmarks, and required implementation activities. The main goal of the factory: to carry out intensive expansion into the regions of the Russian Federation at the time of the general growth of the furniture market, to take a leading position in the regional markets of the constituent entities of the Russian Federation in the next 3 years.

Table 1.
Marketing strategy matrix

Objective Assessment Benchmarks Activities

Distribution	Growth in the number of new stores (in%)	Number and area of stores opened in the next 3 years	> 90 stores at the end of the 1st year (area 20,000 sq.m.) > 250 stores at the end of the 3rd year (50,000 sq. M.)	Development of coverage formats. Selection of regions for the development of a retail network
	Growth in the number of new stores (in%)	Average number of days for full coverage of one region	> < 30 дней для 1-го года < 20 дней для 3-го года	Development and standardization network graphics regional outreach action project
	Improving sales efficiency	Trade turnover per sq.m.	> RUB 10,000 at the end of the 1st year > RUB 15,000 Y at the end of the 3rd year	Developing a merchandising plan
Assortment policy	Increase in the number of successful new furniture series on the market	Average number of episodes per year	> 3 episodes based on the results of the first year > 4 episodes based on the results of the 3rd year	Development of a plan for the introduction of new series on the market
		Share of the new series in the factory's turnover (in%)	> 2% at the end of the 1st year > 3% at the end of the 3rd year	Development of a plan for promoting a new series on the market
		Share of satisfied customers with a new series (%)	> 70% at the end of the 1st year> 85% at the end of the 3rd year	Development of a feedback system and customer loyalty program
Advertising and sales promotion	Raising the level of fame of the factory	Share of population who know the factory and its products (in%)	< 30 % для 1-го года < 70 % для 3-го года	Developing an effective media plan
	Factory brand loyalty growth	The share of people who are inclined to make a purchase among those who know the factory (in%)	< 20 % для 1-го года < 40 % для 3-го года	Development of advertising messages with detuning from competitors' products
	Factory brand loyalty growth	Change in turnover in the city (in%)	> 10% at the end of the 1st year > 20% at the end of the 2nd year	Raising and standardizing the level of service in stores

Analysis of the activities of the largest manufacturers (furniture factories "Shatura", "Katyusha", "Skhodnya mebel", "Stolplit") shows that the development of distribution is one of the key factors for the success of development in the furniture market. For an optimal presence on the Russian furniture market at the level of a leader, it is necessary to implement a program for creating a trade infrastructure that meets the requirement - 1 sq. M. sales area of the manufacturer's assortment per 1,000 population. Average turnover from 1 sq.m. should initially be 10 thousand rubles. Thus, it is possible to become a leader due to the trade coverage of the regions of the Russian Federation.

The lower limit on turnover allows you to gradually and systematically create new retail space in new cities of the constituent entities of the Russian Federation, to obtain the necessary sales from them and to carry out further promotion in the furniture market. Depending on the level of the quality of life in the city, it is possible to offer coefficients of requirements for an increase in areas or turnover from them. The coefficients are calculated based on the data on the retail trade turnover, the level of construction, investments in fixed assets, and the average prices of 1 sq. M. residential real estate.

If the factory does not have the financial capacity to develop its own retail space and stores, or if products are already presented in the region with the help of a trading partner, then negotiations are underway with him to increase the area on conditions favorable to them and the factory. In particular, if a trading partner does not have the desire or ability to develop the infrastructure, the factory stores are opened, or new trading partners are being looked for.

The development of the trading network should be carried out in clearly defined formats for target audience, the level of competition and the specifics of regions and cities. Each format presupposes its own brand of consumer experience.

The practice of developing trade of manufacturers in Russia shows the feasibility of separating cities and urban population on the regional market as the main potential segment of the furniture market. The prerequisites for this are the existence of higher income levels among the urban population as compared to the rural population, and the development of trade infrastructure. Three types of cities should be distinguished according to the population size criterion - cities with a population of more than 800 thousand people - the “large” category, cities with a population of 450 to 800 thousand - the “medium” category and from 450 to 200 thousand - the “small” category. In order to cover the entire solvent population interested in furniture in each of them, it is possible to develop several formats at once, depending on competition and current sales.

Offered furniture trade formats:

"Mebel-dom" - furniture trading house(independently or jointly with loyal trading partners) with an area of about 1500-2000 sq.m. Filling them with 5-10 sets of different styles and designs of furniture 3-4 mid-price ranges for each type of furniture (bedrooms, living rooms, etc.). The assortment presented: 30-40% of the manufacturing factory, the rest - 20% of the furniture of the countries of Eastern Europe, 20-30% - Russian furniture from competing factories and 10-20% - local regional manufacturers. Recommended opening in large and medium-sized cities. Coverage density: 1 store per 400 thousand population. The main difference from the existing large furniture centers with fuzzy positioning and chaotic assortment offer: the organization of the optimal assortment and pricing, designed for the middle class, convenient arrangement of sets in the sales area by type of furniture. Initial advertising budget is 2% of the planned turnover.
"Furniture-Practitioner" is a medium format company store. Area - 200-250 sq.m. The trade assortment is represented by 4-5 furniture sets in the form of filling in 3 typical medium-sized apartments. Demonstration blocks of the available assortment are attached separately different types facades and colors, in particular, wardrobes, beds, dressers. This format is considered as the main one. Also suitable for a shop for franchising in the case of partnerships trade relations. Opening in all categories of cities, depending on the level of competition and the current situation. Estimated coverage density: 1 store per 200 thousand population.
"Furniture Club". Format for the segment with above average income. Area - 350-450 sq.m. The assortment in the price range is mostly above average. Accommodation in the form of filling 2-3 large-sized apartments - 90-120 sq.m. Opening in large and medium-sized cities. Coverage: 1 store per 400 thousand population.
Furniture Stock is a discounted furniture store. Sale of stale assortments in other stores.
"Promotional furniture" - small salon for use in retail construction networks, in the form of exhibiting 1 set of furniture with a specific price offer and quarterly rotation of sets.

To implement these formats, it is necessary to work together several departments at once with transparent internal information, to fulfill the set goals and objectives according to the marketing strategy matrix, and to finance the project for the creation and development of formats. In particular, it is recommended to expand the marketing and sales department, organize positions responsible for their format, and form a furniture purchasing department.

It is advisable to divide the produced assortment depending on the style and design of furniture and the level of income of potential buyers and the proposed distribution formats. The assortment matrix offers:

Divide the design direction of classic and modern. Form two price ranges: middle and middle-upper.
Main specialization: furniture for bedrooms and living rooms. Upholstered and kitchen furniture is seen as supporting segments of these areas.
It is proposed to form the directions of furniture for children's and bathrooms by means of supplies from other factories.

Sizes, specific colors and internal content in stores, and recommended retail prices are formed based on the preferences of the population in specific regions of the Russian Federation after preliminary research directly in the regions. The main reason for refusing to use a single pricing and merchandising policy is the lack of flexibility, since there is a large discrepancy in the standard of living and consumer preferences in the constituent entities of the Russian Federation.

table 2
Assortment matrix of the factory

Share of this direction in the total household furniture market *,% Recommendations on quantity Color range Materials Design Number of items in a series

Living rooms (furniture for living rooms)	29	7	Beech, walnut, cherry		Classical	6
Upholstered furniture	24	6	Light brown, white, gray shades	Leather, fabric	Modern, continental	4
Kitchen furniture	16	6	Beech, walnut, oak	MDF, laminated chipboard	Classical	12
Bedroom furniture	15	6	Beech, walnut, white	Veneer. Chipboard, chipboard, solid wood	Classic, modern	8
Furniture for dining areas	5	2	Beech, walnut, maple	Veneer. Chipboard, chipboard, solid wood	Classic, modern	7
Hallways	3	2	Beech, walnut, cherry	Chipboard	Classic, modern	4
Children's furniture	3	0
Home office	3	2	Oak, walnut	Veneer. Chipboard, chipboard	Classical	7
Bathroom furniture	2	0

*Cm. research report: Home furniture market. M .: Express-review. 2005. 134 p.

The general mechanism for choosing furniture by the consumer can be represented in the form of a decision algorithm, which consists of the following stages:

Lack of need (the consumer has no need for furniture, and he is indifferent to external information). The period of the stage can be from 1 to 30-40 years, depending on the category and type of furniture and the economic activity of the consumer.
Search and the process of accumulating a household budget item for the purchase of furniture (a potential consumer is faced with the problem of choosing furniture, is open to external information and searches). Stage period: from 1 week to several years.
Making a purchase decision (comparing options available on the market, assessing their quality, communicating with the seller). Average period: several days.
Installation, assembly of furniture (delivery, self-installation or communication with craftsmen). Average period: 1 day.
Operation (use of furniture, perception of quality). Depending on the category of furniture and the social level of the consumer: from 1 to 30-40 years.

As you can see from the above stages, the buying process is complex and time-consuming. Based on this, depending on the period of use of the TPA and the frequency of demand and the seasonality of sales, an advertising campaign should be implemented with a media placement scheme of the “awareness” type, typical for products with a long acquisition cycle and a long decision-making time in the off-season. And in the pre-season period, use the "seasonal advance" scheme. In addition to the advertising campaign in the media, it is necessary to carry out:

Development of a full-fledged package of advertising materials for placement and distribution in stores.
Consistent training for sales consultants. It is they who largely influence the buying decision. For this, it is necessary to develop a training seminar on sales. A project team of trainers (from the R&D, sales and marketing departments) is created inside the factory, which conducts seminars several times a quarter, teaches new sales techniques, and informs about the competitive features of new series.
Organization of the competition " the best seller within the network "and" the best seller among trading partners "(you can conduct a competition and the" best trading partner "). As a rule, such competitions motivate sales consultants who are not interested in selling specific products of the factory.
Cross-marketing with interior-themed stores, for example, lighting, textiles, plumbing, wallpaper (in connection with the purchase of furniture during renovation, construction, the selection of these products and the purchase takes place in many ways in parallel with the purchase of furniture).
Cooperation with design bureaus and interior salons. Organization of seminars on the use of factory furniture in different interiors.
Organization of promoters in large furniture centers and construction networks, in places of congestion of competitors' retail space.
Semi-annual rotation of assortment in the city (covering retail space in the city with all assortment and shifting it to shops).
Organization of an online store that reflects the quality of the entire assortment of the factory, with a description of all characteristics that are compared in the process of purchase by the buyer, and works for all regions and cities of the Russian Federation, where there are own stores.

As a rule, in the course of the implementation of strategies, a large number of barriers arise, associated with both the human and commercial values of the established business. For the successful implementation of the elements of the marketing strategy, the following conditions must be met:

Compliance with the strategy of the board of directors of the factory and its general director and leadership of changes during its implementation. The implementation of the strategy involves significant changes in the organization of production and commercial processes at the factory. The participation and initiative of the leadership allows us to overcome the barriers that arise in the course of the implementation of the strategy.
Awareness of the strategy and community of factory employees in its implementation. Complexity in the implementation of the strategy is carried out by training and raising awareness of factory employees, including the formation of systems of indicators of the processes being performed, so that departments, workshops and individual managers perform mutually agreed activities. Consistency with the marketing strategy must be observed at all levels of the customer value chain.
Formulation of a strategy in the form of a set of operational tasks. In order to implement the strategy into the activities of the factory, it is necessary to divide the main marketing activities into operational tasks using auxiliary tools such as working sequential diagrams of internal processes, systems of benchmarks and indicators. Using these tools allows you to view the implementation of a marketing strategy in the form of daily operational tasks.
Stability and consistency of activities. Use employee surveys and benchmarks as feedback to monitor the performance of operational tasks.

Improving living standards in Russia presupposes the development of durable goods markets. Companies operating in these markets face high competition from both regional manufacturers and foreign manufacturers represented by regional trade organizations. One of the main options to fight competition is to develop and implement a marketing strategy taking into account the specifics of the functioning of durable goods. It is she who will make it possible to understand where the company is currently located and what development paths it has.

The presentation of the strategy in the form of matrix elements allows you to clearly understand the factors of success in the market. And appropriate benchmarks and evaluation criteria help to adhere to its implementation.

The main result of the work is to define the characteristics of markets for durable goods and to develop elements of the marketing strategy matrix using the example of the furniture market. The proposed version of the matrix and the considered elements of the marketing strategy can also be used when developing a marketing strategy in other markets for durable goods, for example, in the markets household appliances and lighting fixtures.

Literature

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V.A. Posmygaev Dynamics and capacity of the furniture market // Marketing and marketing research in Russia. 2002. No. 1. S. 64 - 68.
Malhotra N.K. Marketing research. A practical guide. M .: Williams, 2003.960 p.
Ansoff I. New corporate strategy. SPb .: Peter Kom, 1999.416 p.
Shafranov V.V. Research and forecasting of the furniture market // Marketing. 2006. No. 4. S. 38-48.
Ackoff R.L. Planning for the future of the corporation. Moscow: Sirin, 2002.256 p.
Bartashevich A. A. Fundamentals of furniture design. Minsk: Vyscha school, 1997.343 p.
Swan P.L. Durability of Consumption Goods // American Economic Review. 1970. V. 60. P. 884-894.
Akerlof G.A. The Market for Lemons: Quality Uncertainty and the Market Mechanism // Quaterly J. Economics. 1970. V. 84. P. 488-500.
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Brown M.G. Balanced Scorecard: On the Route of Implementation. M .: Alpina Business Books, 2005.226 p.
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Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

In 2008, every fourth respondent believed that the range of furniture in Blagoveshchensk was wide. Two times less respondents believed that the assortment is narrow.

In 2009, it was noted that furniture in the city is good, but at the same time expensive and has a narrow range (Table 1).

Table 1. Analysis of the opinion of respondents about furniture in Blagoveshchensk

In 2008, every fourth respondent planned to purchase furniture for the living room and kitchen.

In 2009, the main preferences have not changed. The share of those wishing to purchase a computer desk increased by 3% and the demand for furniture for a nursery and a bedroom decreased by 6 and 3%, respectively (Table 2).

Table 2. Types of furniture planned for purchase

In 2008, every third respondent was going to buy new furniture due to the deterioration of the old, every fourth in connection with changes in living conditions or renovation of furniture after renovation of the apartment.

In 2009, the proportion of respondents purchasing new furniture after apartment renovation increased by 6%, and by 4% due to an increase in the number of family members. At the same time, the share of respondents wishing to purchase furniture decreased by 10% due to the wear and tear of old furniture, which is to a certain extent associated with a decrease in the purchasing power of residents of the city of Blagoveshchensk during the economic crisis (Table 3).

Table 3. Analysis of the reasons for purchasing furniture

In 2008, every fourth respondent was ready to pay for a bedroom from 20 to 25 thousand rubles, and in 2009 already from 25 to 35 thousand rubles.

In 2008, every third respondent was ready to pay from 25 to 40 thousand rubles for a kitchen, and in 2009 price preferences vary greatly.

The amount that the respondents are ready to spend on the purchase of furniture for the nursery has significantly increased: in 2008 it amounted to 15 to 20 thousand rubles, and in 2009 from 25 to 35 thousand rubles.

In 2008, every third respondent was ready to spend from 25 to 40 thousand rubles on furniture for the living room, while in 2009 already about half of the respondents were ready to pay only from 20 to 35 thousand rubles (Table 4).

Table 4. Assessment of funds planned for the purchase of furniture,%

The main factors for choosing furniture in 2008 were:

for the bedroom - is the quality, color, price;
for the kitchen - functionality, quality, color;
for a children's room - color, quality, environmental friendliness;
for the living room - quality, color, design;
computer desk - price, quality, functionality.

In 2009, the main factors in choosing a bedroom, computer desk and nursery have not changed. For the kitchen and living room, price came to the fore, and then quality and color. Thus, due to the crisis, the price has become one of the main factors of choice for all types of furniture.

In 2008, the main criteria for choosing a store to buy furniture were assortment, high quality of goods and the availability of discounts. In 2009, the value of the criterion "assortment" increased slightly, as well as " own experience shopping "and" advertising ". But at the same time, the share according to the criterion "high quality of goods" decreased by 7.5%, the image of the company became less significant for consumers. (Table 5).

Table 5. Evaluation of criteria for choosing a store for buying furniture

In 2008, 43% of buyers had no preference for a furniture manufacturer. A third of the respondents preferred domestic manufacturers from other regions, and only one in five respondents preferred furniture from local manufacturers.

In 2009, more than half of the respondents had no manufacturer preferences. The proportion of respondents who prefer local producers has halved, which is a serious problem for the Dauria factory (Fig. 1).

Rice. one. Assessment of customer preferences by furniture manufacturer

In 2008, more than half of the respondents preferred to purchase ready-made furniture with delivery on the day of purchase. When ordering by individual project 20% of clients were willing to wait up to two weeks.

In 2009, respondents still prefer to buy ready-made furniture, but the number of respondents for whom the option of purchasing furniture does not matter has more than doubled. At the same time, the number of those who are ready to wait two weeks when ordering according to an individual project has significantly decreased (Fig. 2).

Rice. 2. Analysis of respondents' preferences for furniture purchase options

In the first study, more than a third of the respondents believed that it is necessary to purchase new furniture for the bedroom and living room every 6-8 years. 2/3 of the respondents considered it necessary to change the kitchen set every 6-11 years.

In the second study, the opinion on the frequency of purchasing furniture for the living room and bedroom did not change. At the same time, in 2009, the number of those who believe that the kitchen set should be changed more often - once every 6-8 years has increased (Table 6).

Table 6. Assessment of the frequency of purchasing furniture

In 2008, about 2/3 of the respondents heard about the furniture factory "Dauria". In 2009, the situation remained practically unchanged.

In 2008, almost half of the respondents confirmed the possibility of purchasing furniture from the factory. In 2009, the number of respondents who noted a certain probability of buying increased significantly, while the number of those who doubted whether they would buy or not buy at all decreased significantly (Fig. 3).

Rice. 3. Analysis of the intentions of visitors to purchase furniture from the Dauria factory

As a result of the study, a portrait of the target segments of furniture buyers was revealed (Table 7).

Table 7. Analysis of segments of furniture buyers in 2008 and 2009

In 2008, these are women aged 21 to 30, higher education or incomplete higher education, employees, married and have a family of three. They live in three-room comfortable apartments. Income for each family member is from 9,001 to 12,000 rubles.

In 2009, only the level of income for each family member changed noticeably: to the level from 12 to 15 thousand rubles.

In 2008, these are women aged 21 to 30, higher education or incomplete higher education, employees, married and have a family of two. They live in two-room comfortable apartments. Income for each family member is from 12,001 to 15,000 rubles.

In 2009, the following changes took place: the age increased - these are women from 31 to 40 years old, the number of family members increased to three people, and the number of those living in three-room apartments also increased significantly.

In 2008, these are women aged 21 to 30, higher education or incomplete higher education. By social and professional status - employees or workers. Married and with a family of three. They live in three-room comfortable apartments. Income for each family member is from 3,001 to 6,000 rubles.

In 2009, there were changes in the social and professional status of consumers - now they are entrepreneurs, housewives and employees. The income for each family member has increased to more than 15 thousand rubles for each family member.

In 2008, these are women aged 41 to 50, higher education or incomplete higher education, office workers. Married and with a family of four. They live in comfortable three-room apartments. Income for each family member is more than 9 thousand rubles.

In 2009, the following changes took place: the main consumers of living room furniture were women aged 21 to 30, the number of family members decreased to three people, and the number of those living in two-room apartments also increased. The income for each family member has increased to more than 15 thousand rubles per person.

The information obtained during the study is useful for making or adjusting the following management decisions:

organization of targeted work with each of the consumer groups, segmented in relation to the types of furniture;
construction of advertising messages targeted at each of the four consumer groups;
improving consumer awareness of the characteristics of furniture: color, size, material of manufacture, etc .;
provision of additional services required by consumers;
improving the quality of service.

So, at the moment the company has a fairly limited exhibition area, in furniture stores she needs to look for other ways to inform customers about the full range of the factory and its capabilities.

Knowing its consumer allows the company to better understand what the consumer needs, than he is guided by when making a purchase decision. This information will help the company produce a product that meets the requirements, expectations, image and status of the consumer, which ultimately affects sales.

Course work

In the discipline "Marketing"

Topic: "Organization of marketing activities at the furniture factory" Two Captains "

annotation

In the presented course work, studies of the organization of the company's marketing activities and the results of a marketing research of the furniture market in Abakan are given. These studies were conducted with the aim of segmenting the main groups of clients using the services of firms in the furniture market to identify the most promising of them. The time of the marketing research is May 2010. The place of the research is the Furniture Factory “Two Captains”, located in the city of Abakan. The marketing research was carried out by interviewing customers of the furniture store "Two Captains".

The course work consists of three parts. The first part of the course work is theoretical. It covers the main theoretical aspects conducting marketing research, such as:

aspects of marketing activities of enterprises - manufacturers of consumer goods;

organization of marketing at the enterprise;

marketing service in the enterprise: tasks, functions, relationship with other services.

In the second part of the course work, the development strategy of the company was developed. To determine the strategy, the mission of this organization, its philosophy, core values and targets were developed. In addition, the main possibilities and methods of carrying out activities, the desired image of the company were considered. In this part of the course work, the results of the conducted marketing research are presented, the main of which are:

highlighting the most promising segments of potential furniture consumers;

analysis and assessment of the external environment of the activities of the Furniture Factory "Two Captains" and the identification of factors affecting its activities;

analysis of the competitive environment and its competitors, as well as the choice of the optimal development strategy.

The third part of the course work is design. It examines the conduct of marketing policies at the enterprise. A marketing complex for the company "Two Captains" has been developed. The parameters of the marketing activity of the company have been determined. Considered options for improving the system marketing management ohm at the enterprise, as well as the calculation of the economic effect of the proposed activities.

INTRODUCTION

In today's economically challenging world, everyone should be good at marketing. You need to know what the market is, who acts on it, how it functions, what its needs are.

Marketing provides an answer to the question of how to compete on the basis of principles other than price. Overproduction makes marketing more important than ever.

The subject of marketing is still misunderstood by both the business community and society. Companies believe that marketing exists to help manufacturing get rid of created products. But the opposite is true: Manufacturing exists to help marketers. The company can always keep costs down. But it is precisely its marketing ideas and proposals that bring prosperity and prosperity to the company.

Marketing is monitoring results and improving market offerings. He decides whether it is necessary, and if so, when to end the market life of a product or service.

Marketing is about transforming the changing needs of people into profitable opportunities for an organization. The goal of marketing is to create value by offering high quality solutions that save the time and effort the buyer has to spend finding and completing a deal, and providing society as a whole with a higher standard of living.

Marketing activities at the enterprise are a topical topic today. The process of managing marketing activities implies a system of various activities that must be analyzed and the best option selected.

The problems of organizing marketing activities are very relevant, since there are enterprises that do not have optimal system marketing organization.

The aim of the work is to study and master the methodological and practical foundations of marketing management, identify weaknesses, analyze and develop them. The object of research is the Furniture Factory "Two Captains" - an enterprise specializing in the production and sale of furniture.

The methodological and theoretical basis of this study was not only the results of the conducted marketing research, but also the translated works of Western scientists, as well as Russian scientists in the field of marketing research.

1. Theoretical aspects of conducting marketing activities at the enterprise

1.1 The essence and objectives of the marketing approach in enterprise management

Ensuring the effective development and functioning of both large enterprises and young firms in a market economy is a complex and complex problem. First of all, this concerns such aspects of it as management and marketing.

As practice shows, in the context of the transformation of the domestic economy into market marketing is often the most "bottleneck". With an ineffective marketing system, flexibility and resource capabilities of the production, financial and other subsystems of firms remain unclaimed.

The marketing approach is a generally recognized direction in the creation and sale of products and services by firms in various directions. In countries with developed market economies, much attention is paid to the marketing sphere, since an ineffective marketing system of an enterprise can lead not only to lost profits, but also direct losses. The marketing system as a subsystem of organizational management exists in any firm, however, the degree of its development and effectiveness can have significant differences. Organizationally, in large and medium-sized firms, the management link of the marketing system is special services and divisions. In a small firm, this may be directly one of the leaders.

Many domestic enterprises are currently slowly implementing real marketing activities and research. However, along with this, there is often no correct understanding of the very concept of "marketing activity", "marketing system", "marketing management", "marketing management", as an integral subsystem of company management.

Objective reasons for this are associated with the fact that marketing touches and intersects with the most diverse aspects of the enterprise, but at the same time does not duplicate them. Marketing, in the broadest sense of this concept, is understood as a system for the implementation of the following principles: customer orientation, economic efficiency as the basis of the firm's activities; coordination of efforts of all services and departments to achieve the set goals. This is where marketing takes over some of the management functions.

Marketing and management are the backbone of any activity of any enterprise or firm. Management and marketing functions reflect different objects of their application (personnel, finance, construction, insurance, trade, production, investments, innovations, projects, information, knowledge, etc.), as well as various concepts reflecting the technological aspects of management and marketing itself as methods of management (methodological, organizational, instrumental, informational and legal, informational, etc.).

In management, one of the approaches to management is called "marketing", which implies marketing management of a company, an enterprise, that is, it is such management that is focused on the consumer, in accordance with their needs, requirements, requests. But, unfortunately, not in many textbooks, articles, you can find a clear definition of the concepts of "marketing management" and "marketing management".

According to the logic of the above reasoning, it would be advisable to give definitions to these two concepts: marketing management; marketing management.

Marketing management is a purposeful activity to regulate the position of a firm in the market, by means of planning, organization, accounting, control, execution of each phase of the positional - activity behavior of the firm, taking into account the influence of the patterns of development of the market space, competitive environment to achieve profitability and efficiency of the entity in the market.

The sphere of marketing management, occupying a certain place in the general system of marketing knowledge, includes analysis, planning, control over activities designed to establish, strengthen and maintain profitable exchanges by solving specific organizational objectives, such as making a profit, increasing sales, increasing market share, etc.

In the field of management, the motivation of the company, the assessment of economic decisions, strategic planning, the choice of the form of management, the management structure, personnel management, simulation modeling, etc. are directly related to the management of marketing in the company and the marketing management of the company.

Consequently, management functions are activities necessary to implement control (impact).

From the foregoing, we can conclude that the concepts of "marketing management" and "marketing management" are included in the set of management tools and follow from the general concept of enterprise management.

In the theory and practice of marketing, these two concepts are often endowed with equal characteristics and perform the same functions. The following are the parameters of the similarities and differences of these concepts (table 1).

Table 1 Comparative characteristics

Marketing management		Marketing management
The object of management is marketing, namely positional activity in the market, taking into account the entire set of factors of the external and internal environment		The object of management is an enterprise, a market, a segment, existing consumers and potential buyers. The subject of management is the activity of a particular owner of a given enterprise, or, on his behalf, the activity of a manager.
Analyzing, planning, implementing and overseeing activities designed to establish, strengthen and maintain profitable exchanges with target customers in order to achieve specific organizational goals, such as making a profit, growing sales, increasing market share	Facilities	A set of human actions leading to the achievement of a set goal (improving the image, increasing profits, etc.), which include the management of joint activities, methods of influencing the activities of people, changing their motivation, attitude to work, goods, services ...
Carrying out activities in order to find the optimal number of customers required to sell the entire volume of products produced by the company at a given moment. This means not only the creation and expansion of demand, but also the problem of changing it, and sometimes even reducing it. The marketing management process covers such aspects of the firm's activities as sales organization and promotion, advertising campaigns and marketing research, product management and pricing.	Actions actions	Formation of a "marketing way of thinking" among the employees of the enterprise, partners, adherence to the marketing ideology, that is, full orientation to the market, provision of a "marketing microclimate" at the enterprise. Plus all those activities that are included in the concept of "marketing management"
Consequently, the task of marketing management is "to influence the level, timing and nature of demand in such a way that it helps the organization to achieve its goals." Those. "marketing management is demand management." Based on this, marketing management concerns the issues of studying the desired level of demand for the goods of a particular firm; analysis of the situation where the real demand exceeds the desired one, their correspondence and the situation when the real demand is lower than the desired one.		Consequently, marketing management is one of the forms of enterprise management, in which the enterprise is fully oriented towards the market, responds to today's demands set by the market, thereby meeting the needs of consumers and potential buyers.

Management functions such as forecasting, planning, are, in fact, the justification and adoption of management decisions, implemented in the framework of information and analytical tasks, marketing. Not all managers are able to resolve these issues on their own, and in difficult cases this is unlikely.

In large and medium-sized enterprises, these tasks are assigned to special organizational units - marketing departments, services. They act as internal consultants, preparing solutions (external consultants may also be involved for this). The relationship between management and marketing is defined as follows.

On the one hand, they can be treated as two separate contiguous areas.

On the other hand, marketing can be viewed as a part of management focused on tracking the macroeconomic environment, external factors, internal changes, and developing an adequate response to them in the form of indicative management decisions. The more complex the enterprise management system, the more expedient a clear separation of management and marketing tasks. Then the decision-making process becomes more observable and manageable, and the decisions themselves become reasonable and adequate.

Management can be person-centered and problem-centered. In the first case, the most important aspect of management as a type of professional activity of subjects (managers) is the ability to manage personnel.

In the second case, we are talking about business intuition, which is determined by the ability of managers to carry out (independently or with the support of specialists) the formulation and solution of management problems.

At the same time, the management of a firm can be viewed as an adequate and timely response to changes in the macroeconomic situation, external and internal changes in the firm. In particular, if management is understood as business management, then in any conditions it should be aimed at making a profit.

Marketing in the broadest sense is associated with the second case. At the same time, the difference between a manager and a marketing specialist has a specific meaning: the specialist makes indicative (recommendatory) decisions, and the manager makes directive (directly executable) decisions. Thus, in specific cases, one and the same subject can act in different capacities.

1.2 Marketing service at the enterprise: tasks, functions,interaction with other services

The main tasks of the marketing information department in accordance with the main strategic goals of the company and its current tasks, reflected in the business plans and documents on the establishment of this enterprise, the marketing information department in its daily activities is obliged to implement the following main tasks:

Providing the management of the company with the necessary marketing information in the interests of developing strategies and tactics of development and market behavior of the company. The department is obliged, if necessary, to clarify and supplement the specified information, as well as to carry out all the necessary work to analyze and assess various types of current and future market situations.

Carrying out the entire complex of market research related to the market, product and consumers both according to the approved marketing research plan, and according to special instructions from the management and on assignments from other divisions of the company. To determine the goals and functions of the marketing department, it is necessary to conduct a complete analysis of the company's activities and identify bottlenecks and imbalances in its functioning. Based on the data obtained, construct a hypothesis for resolving these problems by the forces of the newly created marketing department, i.e. develop a marketing plan. Based on the marketing development strategy and the goals of the marketing department, we can build a hypothesis about the rational structure of the marketing department. In this case, it will look like this: the director of the marketing department reports directly to the CEO and / or the Board of Directors. He coordinates and is responsible for the work of the department as a whole. The optimal size of the department is 7 employees (Fig. 1).

Rice. 1. The structure of the marketing department

The duties of employees should include the following:

constant participation in the development of strategies and tactics of the company's market behavior through: the formation of a commodity, price, sales, advertising and service marketing strategy;

consulting assistance to the management of the firm and other departments involved in the development of strategies and tactics of the firm's market behavior;

organization of advertising activities, as well as the development of a set of measures for the formation and maintenance of public relations, ensuring both the necessary profitability and profitability of the company, and maintaining its good name in the eyes of the public;

constant analysis and evaluation of the effectiveness of marketing in the company and the corresponding development of the service;

assisting and providing marketing advice to all divisions of the firm;

methodological guidance (and partial implementation on its own) and training of all personnel of the company in the basics of marketing. Evaluation of the psychological suitability of the employees employed by the firm of the applied position;

analysis of the general psychological state of groups, collectives and individual employees of the company;

development of new products based on the received marketing information, design developments and cost-functional analysis.

Marketing information department structure:

The marketing information department is an independent structural unit and reports directly to the general director of the company;

The head of the marketing information department is appointed and dismissed by the order of the general director of the company;

the marketing information department consists of the following units, directly subordinate to the head of the marketing information department: the marketing research sector; design sector; advertising sector; sector of psychoanalysis.

In accordance with the tasks set and based on the adopted organizational structure, the marketing information department performs the following types of work:

1. Marketing Research Sector: Market Segmentation; study of consumer needs and the formation of "needs maps"; analysis and evaluation of products and market policies of competitors; comprehensive market research; development of forecasts for the development of markets with the identification and assessment of the main groups of consumers; "technology forecasts" and industry trend research; analysis and evaluation of the effectiveness of advertising; analysis and evaluation of the effectiveness of sales (including research on the effectiveness of sales organization, as well as the study of various sales promotion systems). The Marketing Research Sector also undertakes a comprehensive assessment of new products and services and develops the main elements of a marketing strategy (product, price, sales and advertising).

2. The advertising sector develops and organizes all advertising and promotional campaigns for the firm. It also assists the marketing research sector in the analysis and evaluation of branded advertising.

3. The design sector develops design parameters for new products based on the received marketing information, design developments and cost-functional analysis.

4. The sector of psychoanalysis assesses the psychological suitability of the employees employed by the firm for the applied position, as well as analyzes the general psychological state of groups, collectives and individual employees of the firm.

5. All work of the marketing information department is carried out according to the approved schedule, and one-time (unscheduled) work is carried out in accordance with the orders of the general director of the company and notes agreed with the head of the department.

Financing the activities of the marketing information department:

1. To fulfill its functional tasks, the marketing information department is endowed with financial resources, the volume and direction of use of which is regulated by the budget of the marketing information department, which is annually developed within the framework of the company's financial plan and approved by the chief accountant and general director of the company.

2. In the budget of the marketing information department for each of the financing areas, a special amount is allocated to pay for invited consultants and invite work of contractors in the interests of the marketing service. The amount of funding is planned based on prices and accepted commercial salary levels for consultants. The head of the marketing information department has the right to independently redistribute funds allocated for payment of consulting work, within 25% of the amount established for each direction.

3. At the suggestion of the head of the marketing information department and depending on the results of sales of the company's products and services, the budget for the marketing information department may be revised. Such revisions can be carried out at the end of each quarter.

4. Staff members of departments, temporarily seconded to work in the marketing information department, are paid from the budget of the respective departments.

The Marketing Information Department has the right to:

participate in the development of all programs, plans and schedules related to the planning of new products and services, as well as monitor their implementation;

require the relevant departments of the company to provide all the necessary information to ensure the work of the marketing information department;

make proposals on attracting staff members of other divisions of the firm to work in the marketing department, as well as independently determine the composition of consultants and contractors performing work in the interests of the marketing information department;

require the production unit to comply with all standards, developed models;

require the sales department to comply with the marketing regulations for the sale of both test and production models developed by the design sector.

1.3 Financial and economic analysis economic activity in terms of marketing

The analysis of the company's activities is carried out in three areas of its activities: supply, production and sales. The areas of activity that ensure the normal operation of the enterprise should also be studied: finance, information service, personnel policy.

The cost of production is a quality indicator that characterizes the production and economic activities of a production association, enterprise. The cost of production is the cost of an enterprise in monetary terms for its production and sale.

All aspects of the enterprise's activities are reflected in the cost as a generalizing economic indicator:

the degree of technological equipment of production and the development of technological processes;

the level of organization of production and labor, the degree of utilization of production capacities;

economical use of material and labor resources and other conditions and factors that characterize production and economic activities.

Depending on the volume of costs included, there are shop floor, production and full cost. The workshop cost includes the costs of individual workshops for the manufacture of products. It is the starting point for determining intermediate intra-plant planned and calculated prices when organizing intra-plant cost accounting. The production cost covers the costs of the enterprise for the production of products. In addition to the workshop cost, it includes general plant costs. The total cost of production includes all costs associated with its production and sale. It differs from the production cost by the amount of non-production costs and is calculated only for marketable products. / 17 /

Cost reduction is planned for two indicators: for comparable marketable products; at a cost of 1 rub. marketable products, if the share of products comparable to the previous year is small in the total output.

Comparable marketable products include all of its types produced at a given enterprise in the previous period in mass or serial order.

The planned amount of cost reduction is determined based on the following calculations.

In terms of comparable marketable products.

First, the absolute amount of savings is determined by the formula

E abs.average tp = N ni C bi - N ni C ni. (one)

Having determined the size of the absolute savings in the planning period, calculate the desired percentage of cost reduction in planned period(S cf.t.p):

S avg.t. = E abs.av.t.p. 100, (2)

where E abs.av.t.p - absolute savings from reducing the cost of comparable marketable products, thousand rubles;

N ni C bi - planned output of comparable marketable products at the cost of the reporting period;

N ni C ni - the same, at the cost of the planning period;

n is the number of types of comparable marketable products.

In terms of costs per 1 rub. marketable products.

The absolute savings from reducing the cost of commercial products in the planning period are calculated using the formula:

E abs.t.p = Z tnb - W tpp TP (3)

Based on the same data, the percentage of cost reduction by 1 ruble is determined. commercial products in the planned period in comparison with the reporting period (S 'tp):

S 'tp = W tpb - W tpp. 100, (4)

where З тпб - costs per 1 rub. marketable products in the reporting period, cop .;

З TPP - the same in the planning period;

TP - the cost of marketable products in the planning period, thousand rubles.

It should be borne in mind that the level of costs is influenced by a number of factors, including changes in consumption rates and prices for materials, growth in labor productivity, changes in production, etc.

In this regard, when calculating, it is necessary to determine the influence of each of them in the overall effect.

1.4 Methodology for planning marketing activities in the enterprise

Planning goals.

The goal is a reference point towards which the enterprise should strive in its activities. Planning for enterprise goals consists of several stages. To choose the right path, you need to know the starting position of the enterprise. For this, at the first stage of planning, a comprehensive analysis of its current activities (situational analysis) is carried out. Such an analysis makes it possible to assess the internal capabilities and resources of the enterprise, its strengths and weaknesses, determine the trends of change external environment and the degree of adaptation of the enterprise to these changes. After conducting all the research and answering the questions of interest, you can proceed to the second stage - the development of the goals of the enterprise. The objectives should be characterized by:

Concreteness and measurability,

Reachable,

Time orientation

Selectivity,

Participation of employees in their production.

The concreteness and measurability of goals presupposes the establishment of precise targets in various aspects of activities. Objectives should be quantified, which is necessary to verify their implementation.

The achievability of goals is a fundamental requirement in planning. Goals must be achievable and provide direction for action. They should be capable of being divided into specific tasks, the performance of which can be assigned to specific departments or employees.

Time orientation determines the ratio of goals for different time horizons (long-term, medium-term, short-term). This allows you to know not only the result, but also the timing of its achievement (Fig. 2).

Rice. 2. Correlation of the goals of the company in time

The choice of goals must be approached selectively. Of the many tasks facing the enterprise, it is necessary to single out the most significant goals as goals so that the resources of the enterprise can be concentrated on them. The goals must be prioritized. For this, it is recommended to use the method of constructing a tree of goals, which is as follows: based on the main goal and to achieve it, lower main goals are formed, then intermediate goals, etc. When defining the goals of the enterprise, the firm should pay special attention to ensuring that they reflect the goals of its employees, strengthen their interest in the success of the common cause. The main basic goals, based on the experience of foreign firms, are: sales volume, heat of growth (sales or profit), market share, capital structure, competitiveness, use of resources (return on invested capital, profit on total costs).

Choosing a marketing strategy.

To implement marketing goals, a marketing strategy is formed, which is closely related to the overall strategy. Marketing strategy - principal, medium or long-term decisions that provide guidelines and direct individual marketing activities to achieve the set goals. The strategy is developed on the basis of the goals set, forecasting the long-term prospects for the development of the market (markets), analyzing the needs of customers, assessing the resources and capabilities of the enterprise. /nineteen/

Development of a marketing strategy is a program-targeted approach to the activities of an enterprise. The global basic directions of the marketing strategy are:

Segmentation strategy - deepening the degree of saturation with the offered goods and services of all groups of consumers, choosing the maximum depth of market demand;

Diversification strategy - mastering the production of new goods, new markets, including not just diversification of goods, but also distribution entrepreneurial activity on completely new and not related to the main activities of the company in the area;

The internationalization strategy is the development of new, foreign markets.

Within the framework of the general strategy, more specific private strategies are developed, which may be different. The following strategic determinants are used to describe them:

Spatial allocation of the market (local, regional, national);

Market introduction (old market, related market, new market);

Market processing degree (differentiated, undifferentiated);

attitude towards competitors (passive, neutral, aggressive);

relation to growth rates (fast growth, moderate rates, production decline).

Planning a marketing program.

At the planning stage, there is a choice of marketing elements, which are combined into the most optimal, in terms of the goals, set ("4 P"), as well as the distribution of funds within the marketing budget.

In terms of timing, marketing programs can be short-term, medium-term, long-term. Depending on the range of tasks covered, programs are divided into regular and targeted. The usual ones provide for the solution of issues in all areas of the company's marketing activities. Targeted programs are aimed at the implementation of a separately identified, special task (for example, the development of a new product or the development of a new market segment). The marketing program is drawn up after the completion of a serious scientific and practical research: analysis of the marketing environment, a comprehensive study of the market, consumer requirements for the product, market conditions, its capacity and market demand, the pricing system, the level and dynamics of prices, competing firms, counterparties and neutrals, forms and marketing methods, characteristics of customer behavior and motives for making a decision when buying, assessing production resources and marketing capabilities of the enterprise.

The structure of marketing programs can be different, however, its essence is usually typical.

Marketing budget. A marketing program cannot be implemented without an adequate budget. In marketing practice, various methods are used to determine the marketing budget. The most common ones are shown in Fig. 3.

Most Common Marketing Budgeting Methods

Funding from opportunities

Fixed interest method

Competitor Match Method

Maximum expense method

Method based on goals and objectives

Method of accounting for the marketing program

is. 3. Methods for determining the marketing budget

Funding from opportunities is done on a “how much you can allocate” basis. This method is used by firms focused on production rather than marketing. The absolute randomness of the allocation of specific amounts, their unpredictability from year to year and, as a consequence, the impossibility of developing long-term marketing programs, planning the marketing complex and all the activities of the company.

Fixed interest method. Determining the budget by matching with last year's percentage of sales, with the level of projected sales for the next year. This percentage is mainly based on industry-wide sales, company experience, or is arbitrary. Profit percentage. It is used similarly to the "percent of sales" method, except that the percentage gains profit - for the past year or estimated for the next year.

Competitor match method. The money is distributed in an amount corresponding to the costs of the main competitors. This method is also called self-defense method.

The maximum spend method assumes that you need to spend as much money on marketing as possible.

The goal-based method requires a clear system of well-defined goals and objectives. The essence of the method comes down to calculating the costs that have to be made within the framework of individual activities that ensure the achievement of the corresponding goals.

The method of accounting for a marketing program involves careful consideration of the costs of achieving specific goals, but not in themselves, but in comparison with the costs for other possible combinations of marketing means, i.e. when implementing other "chains" of alternatives "of the marketing strategy.

2. Research part. Development of the firm's strategy

2.1 Brief description of the factory "Two Captains" as a subject of marketing activities. Mission of the company

The furniture factory "Dva Kapitana" is a part of the Group of Companies "Dva Kapitana" - a dynamically developing holding, the scope of which covers both production and trade areas and new investment projects.

A significant place in the company's activities is occupied by the production and sale of high-tech furniture with trade marks"SMILE" and "MARCELLO", produced at a furniture factory using the latest technologies of furniture production.

Sale of furniture is carried out in several studios owned by AGK "Two Captains". The total number of wholesale dealers selling Smile and Marcello kitchens exceeds 50 throughout Russia.

The recently opened store "Two Captains" presents exclusive works of leading furniture and interior designers.

The offered assortment of furniture selection by the Dva Kapitana factory has already won a steady reputation among retail buyers.

The mission of the company is the philosophy of the organization, the values, beliefs and beliefs that underlie its activities. Mission development is a top management task, but marketing has a direct impact on this process. Marketing establishes a kind of bridge between the capabilities of the firm and the needs of the market (consumers).

The mission of the factory is to provide the population of Abakan with quality furniture. The consumer can choose from the available assortment of furniture or place an order for the manufacture of a specific model.

The quality of the furniture is guaranteed by the manufacturer, but in addition, all materials supplied to the factory undergo careful quality control by the factory's specialists. In addition, a careful selection of suppliers of materials for the manufacture of furniture is carried out.

The range of furniture is regularly updated, there is a flexible payment system, a system of furniture orders and a system of price discounts.

The desired image of the company in the eyes of consumers is based on the completeness of the assortment, when the buyer at any time can find in this company everything he needs, high quality furniture and at an affordable price. To form this image, it is necessary to maintain strict quality control of furniture manufacturing, develop the assortment available and improve the ordering system (in terms of quality, delivery speed, affordability of prices and variety of assortment).

The strategic goals of the furniture factory "Two Captains" development include expanding the scope of activities, increasing the market share, identifying the most promising target groups (segments). To achieve this goal, the company's management conducts market research. The results of one of the marketing studies will be presented below.

2.2 Analysis of the competitive environment and competitiveness of the Furniture Factory"Two captains"

The problem of quality and competitiveness is universal in the modern world. Much depends on how successfully it is solved in the economic and social of any country, practically of any consumer.

An objective factor that explains many of the underlying causes of economic and social difficulties, the declining rates of economic development over the past decade, on the one hand, and the reasons for the increase in production efficiency and living standards in developed Western countries, on the other, is the quality of the products created and manufactured.

Competitiveness and quality are a concentrated expression of the entire set of capabilities of a country, of any manufacturer to create, produce and sell goods.

To assess the competitiveness of a firm, it is advisable to conduct comparative analysis on the main generating factors relative to the leading competitors. This procedure is an important element of competitive marketing.

In the furniture market of the Republic of Khakassia, there are several salons for the production of cabinet, upholstered, kitchen furniture. However, the main competitors of the furniture factory "Two Captains" are such large manufacturers as the Abakan Furniture Factory and the Factory "Twelve Chairs".

For a short period of their existence, these manufacturers were able to cover a solid part of the market.

By analyzing the market, the Dva Kapitana factory studies external factors- phases of the business cycle, economic conditions, as well as internal - requirements for a product or service, market segmentation, methods used by market participants.

Favorable changes in the production and financial spheres served as the basis for the stable development of the economy in Khakassia. The characteristics of the demand for furniture appeal are as follows:

high level of demand for furniture;

increased demand for furniture.

Despite the state of the country's economy as a whole, the consumption of furniture products fell slightly. The number of shops and furniture enterprises is increasing. There are also marketing promotions that offer discounts on these products.

“A necessary object of study in a comprehensive market research is the consumer. A firm needs to know its consumer in order to better adapt to its requirements and operate efficiently on the market ”1.

The division of buyers into separate groups, as you know, is called segmentation, and a market segment is a group of consumers characterized by the same type of reaction to the offered goods and to a set of marketing incentives.

Segmentation, as well as taking into account major events in people's lives, enables the company to find new target markets and thus expand the offer of furniture products.

Segmentation of the furniture factory "Two Captains" includes several stages: selection of segmentation criteria, a detailed study of their characteristics, combining potential buyers into more or less homogeneous groups in the process of research in order to apply a marketing strategy to them.

Speaking about market development trends, it should be noted that the development of the target segment seems to be quite favorable. In Khakassia, there is a rapid development of production, and what is especially important in this case, its "civilization" is increasing. There are more and more large trading companies aiming at long-term actions in the market, taking care of their prestige and paying due attention to the improvement of the technological process.

The study of the behavioral reaction of buyers in the consumer furniture market is based on the concept of a multi-attribute product and a hierarchical buyer model. The main goal of the concept is that the buyer does not search for products, but a solution to the problem that the product can provide. Consumer Response to Marketing Incentives - Any activity triggered by a marketing incentive.

Competition grows as the potential market expands. On the competitive market Khakassia, the model of which is represented by the following figure (Fig. 4), there are many substitute products, there is a very high difference between the loyalty of satisfied and completely satisfied consumers.

A high level of satisfaction leads to increased customer loyalty, which leads to an increase in the financial well-being of the company "Two Captains".

Experts of the commercial department of the factory have empirically established the nature of the relationship between customer satisfaction and loyalty, using various types of competition in the Khakassian market.

Different products satisfy the same need

The product with the best qualities satisfies the need better

The one who has the best grasp of the customer's attention has the advantage.

Fig. 4. The main types and methods of competition

If we consider the state of the market, then it in Khakassia is determined by the ratio of supply and demand.

Supply and demand are interdependent elements of the market mechanism, where demand is determined by the solvent needs of buyers, and supply is determined by the totality of goods offered by sellers. The relationship between them adds up to an inversely proportional relationship, determining the corresponding changes in the level of prices for goods.

The values of demand in the Khakassian market have a certain meaning and refer to a certain period of time. The fundamental property of demand is as follows: with all other parameters unchanged, a decrease in price leads to a corresponding increase in the amount of demand. There are cases when practical data contradict the law of demand, but this does not mean its violation, but only a violation of the assumption, other things being equal. The need to choose a strategy dictates the state of the market and its participants.

There are many buyers on the furniture sales market, the company operates in an accelerated mode of delivery of goods to the consumer, therefore, an important fact is trusting and strong ties with suppliers located both in the territory of the Russian Federation and abroad.

Since there are many furniture sellers and buyers on the Khakassian market, it would be advisable to consider the market demand.

Change in demand. Price is the most important determinant of the quantity of any item purchased, but there are other factors that affect purchases. These are non-price determinants. When they do change, the demand curve shifts. Therefore, they are also called demand drivers. Consider the impact of non-price determinants:

Consumer tastes. A favorable change in consumer tastes or preferences for a given product, caused by advertising or a change in fashion, will mean that demand has increased at each price. Unfavorable changes in consumer preferences will cause a decrease in demand and a shift in the demand curve to the left. Technological changes in the form of the manifestation of a new product can lead to a change in consumer tastes.

The number of buyers. The increase in the number of buyers in the market leads to an increase in demand. And a decrease in the number of consumers is reflected in a decrease in demand.

Income. The impact of demand changes in monetary income is more complex. For most goods, an increase in income leads to an increase in demand.

Prices for related goods. Whether a change in the price of a related good will lead to an increase or decrease in demand for the item in question depends on whether it is an interchangeable item or an accompanying item. When two products are interchangeable, there is a direct relationship between the price of one and the demand for the other. When two goods are complementary, there is between the price of one of them and the demand for the other. Feedback... Many pairs of goods are independent, independent goods, a change in the price of one will have very little or no effect on demand for the other.

Expectation. Consumer expectations about future prices for furniture, its availability and future income can change demand. The expectation of falling prices and lower incomes leads to a reduction in the current demand for furniture. The converse is also true.

An increase in demand, all other things being equal, has a price increase effect and an increase in the amount of furniture. The decrease in demand reveals both the effect of reducing the price and the effect of reducing the quantity of goods. In the Khakassian market, a direct connection is found between changes in demand and the resulting changes in the equilibrium price and quantity of a given product.

A feature of modern conditions of factory planning is the search for ways to create a competitive advantage in order to survive in adverse external conditions.

The matrix of the market field of the “Two Captains” factory can be determined by the teachings of M. Porter (Fig. 5), which shows that following one of the market strategies of functioning can lead to success in conditions of tough competition: the strategy of leadership in reducing costs; differentiation strategy; focusing strategy.

Rice. 5. Matrix of the market field of the factory

The choice of a competitive strategy is formed under the influence of the market field of the Two Captains factory as follows (Fig. 6).

Threats from newcomers to the industry:

ease of penetration into the industry for large investors with huge financial capabilities

Supplier power: may increase prices as the factory does not want to lose its old ties

Competition in the furniture market

insignificant

Consumer Power:

demand is great, consumer power is not strong

The threat from substitute products is negligible, since the product on the market is better

Rice. 6.Matrix of the market field of the restaurant "Primavera"

The purpose of the analysis is to use resources efficiently, to optimize the firm's actions to use external factors. From time to time, the management of the factory conducts assessments of marketing effectiveness as a whole, reevaluating its approach to the market, using a marketing audit - - an impartial, regular study of the marketing environment of the business, tasks, strategies, operational activities in order to identify problems, opportunities and issue recommendations for an action plan for improving marketing activities. An assessment of the firm's strengths and weaknesses in a SWOT analysis is depicted in Figure 7.

	Opportunities
Significant market shares for several types of furniture Good Factory Image Sustainably maintained, ensured key competence in smooth operation The competence and activity of the staff is higher than that of competitors Value for money	The factory uses the latest technologies and sales techniques Furniture market development The factory is forced to increase investments in its development The revitalization of certain sectors of the economy increases the need for furniture
Weakness
Lack of ability to use human potential Unacceptable timeframes for bringing new products to market A large share of overhead costs in the structure of production costs, which reduces the reserve for maintaining competitive prices	Increased competition from companies selling similar furniture Increased pressure of inspection services

Fig. 7. SWOT analysis of the Two Captains factory

To determine the position of services in the furniture market, it is necessary to understand how customers define value for themselves, what their choice is based on, taking into account the proposals of competitors. Marketing positioning involves the construction of a positioning map - a graphical model, which indicates the most important criteria for the consumer for evaluating and choosing a service. To analyze growth strategies, it is recommended to use the “product-market” matrix (Fig. 8).

Rice. 8. Matrix "product-market"

The model is designed to develop strategies depending on the market update. Within the framework of this model, an enterprise can assess its capabilities, additional services and areas of activity.

The model allows the enterprise to develop key strategic recommendations. The choice of strategy depends on the resources of the enterprise and the willingness to take risks.

Considering the specificity of its products, the “Two Captains” Furniture Factory has chosen concentrated marketing. According to his concept, a furniture promotion strategy is planned both taking into account the needs of consumers and taking into account the personal qualities of representatives. target group.

2.3 Conducting marketing research and analysis of the data obtained

The furniture factory "Two Captains" is an enterprise engaged in the manufacture and sale of furniture in the market of the Republic of Khakassia, one of the leaders in the sales of services in the region. Despite the active activity, there is some competition in this market. For this reason, marketing research, the purpose of which is to solve a problem that the company may face - to reduce sales. The collection and analysis of research data was carried out in order to increase the market share and improve the marketing activities of the factory.

The research type is descriptive. One of the well-known methods of marketing research was used - a survey of visitors, focused on mass respondents of various qualifications and competencies. The study proceeded in one direction - determining the attitude of customers to the products of the factory "Two Captains".

The tasks of the study were defined:

determine the demand for the goods of the factory,

find out the reasons for preferring to use the furniture of the factory,

to reveal preferences when choosing furniture companies,

get an assessment of the work of the enterprise,

find out the opinion of consumers about the convenience of the location of the factory's salons;

find out what kind of assessment of the quality of work a given enterprise deserves,

to reveal the intention of customers to remain regular users of the products of the factory;

determine an opinion about the range of furniture;

analyze prices for furniture products;

determine the demographic profile of visitors, using parameters such as age, gender, education, income.

The tool for implementing the survey in this work is a questionnaire (Appendix 1).

With the help of the questionnaire developed by the author, the primary information was obtained, which was necessary to determine the shortcomings in the organization of the factory's activities, the coverage of the problem under study. The type of questions is closed. Variants of questions used in the study are dichotomous and multivariate. Were interviewed respondents of various qualifications and competencies. The number of respondents - 50 people (Appendix 2) to the course work.

The analysis of the questionnaires showed that the majority of respondents (27 people) are familiar with the Dva Kapitan factory, 16 people noted that they do not know, 7 - found it difficult to answer (Fig. 9).

Fig. 9. The degree of fame of the factory

When asked about the frequency of purchases of furniture products (Fig. 10), the respondents gave the following answer:

57% of respondents answered that they buy furniture 1-2 times in 5 years, 27% - 1 time in 10 years, 12% - 1-2 times in 2-3 years, 4% of respondents noted different reasons.

Fig. 10. Furniture acquisition frequency

For question 3 of the survey questionnaire, where it was necessary to answer which furniture stores were additionally used by the respondents, the following results were obtained (Fig. 11):

Rice. 11. Preference when choosing manufacturers

To the question specified in point 4 of the questionnaire, where it was found out what influenced the choice of a furniture showroom, the respondents showed that the main reasons for choosing were the best conditions of service, as well as advertising of the company (Fig. 12).

Answer options	Total respondents, people
more friendly attitude towards visitors
more convenient location
professionalism and competence

assortment of furniture
dissatisfaction with contact with other firms
for no particular reason

Rice. 12. Reasons for preference when choosing

The answers to point 5 of the questionnaire showed that the prices in the shops of the factory are quite acceptable for the visitors, which was noted by 20 respondents. Fifteen people announced the price increase, 15 others also noted that the prices were low (Fig. 13).

Rice. 13. Height of furniture prices

The range of furniture is quite wide, as can be seen from the answers to question 6 of the questionnaire. Most (30 people) noted that the assortment is wide, the average assortment was noted by a smaller part of the respondents, and only a small share (5 people) "went" to the narrow assortment (Fig. 14).

Rice. 14. Assessment of the breadth of the assortment of furniture

The assessment of the furniture design is quite positive. The assessment was based on a 10-point system. The majority of the respondents gave the mark “5” and “6”; the smallest gave preference to low scores (Fig. 15).

It is gratifying, but high scores "10" and "9" were given by a considerable part of the respondents.

Rice. 15. Assessment of furniture design

The location of the factory store, as seen in fig. No. 16, convenient. This is due to the excellent transport interchange in the area where the enterprise is located.

Rice. 16. Convenient location of the factory

The answers to question No. 9 of the questionnaire about the intention of customers to continue to use the furniture of this enterprise are encouraging - the majority of respondents answered “yes” (Fig. 17).

Rice. 17. Intentions to remain a customer of the factory

Thus, the study made it possible to trace the behavior of customers and evaluate the activities of the furniture enterprise "Dva Kapitana". Most customers are familiar with the factory. The degree of customer commitment to a particular given enterprise is enhanced. The main factors in choosing a restaurant are professionalism and prices for services. There is a positive trend in the clients' assessment of the level of service at the enterprise. The respondents consider the prices to be acceptable. Most of the respondents noted the convenience of the location - this is due to the presence of an excellent transport interchange in this area of the city. The majority of respondents stated their intentions to remain clients of the enterprise in the future. This is gratifying.

Thus, the implementation of the goals and objectives set in the marketing research plan confirmed the hypothesis: the furniture factory "Two Captains" has a strong competitive position, but its position cannot be considered sufficiently stable due to the active offensive of competitors. The choice of the strategy of a given enterprise is influenced by both the general state of the market situation in the field of furniture, the degree of balance between supply and demand, their development trends, the level of saturation of the Khakassian market with furniture products, pricing policy, the assortment structure of the enterprise, the average profit rate for individual services, the growth rate of furniture sales , as well as the attitude towards the customers of the Dva Kapitana factory.

3. Design part. Marketing plan development

3.1 Development of marketing activities for the company "Two Captains"

Analyzing the activities of the Dva Kapitana factory, the following conclusion can be drawn - the enterprise has a future and is able to compete. As a result of the analysis of the marketing activities of the studied enterprise, certain shortcomings were identified.

Working in the field of product policy, the factory seeks to increase the competitiveness of the products sold by their quality characteristics and optimization of the product range. Analyzing its positions, the company decides on its own positioning, however, it needs a more persistent offer of the goods themselves and its image, which will allow the target market segment: to clearly understand the content of the offer and the reputation of the company and understand its difference (advantage) from competitors.

Positioning will make it possible to determine the nature of the perception of the enterprise by target customers. But in order to determine the position of a product on the market, it is necessary to understand how the consumers, to whom the firm addresses, determine the value for themselves, on what their choice is based, taking into account the proposals of competitors, to evaluate the external environment of the enterprise. In addition, the enterprise does not analyze the use of its resources in order to optimize actions to use external factors.

In the area of pricing policy, the following shortcomings have been identified. The company becomes the market leader, it owns, though not the most, but a large share of it. It does this in the hope of having high long-term profits and is going to cut prices as much as possible. A variant of this goal is the desire to achieve an increase in market share. With this in mind, it forms the price and marketing activities. With regard to gaining leadership in terms of quality, the company can and should set itself the goal of ensuring that its product is the highest quality on the market. In order to apply this or that pricing policy in practice, it is necessary to monitor the developing price level in the Republic of Khakassia on a daily basis. An enterprise needs to apply different methods of calculating prices - costly, economic or market methods of pricing.

Analysis of the sales activities of the Edel company. In most cases, food production and consumption do not coincide in either time or space. Therefore, no matter how varied the consumer properties of the furniture, the company can count on real commercial success only under the condition of a rationally organized distribution of furniture, i.e. their marketing.

Sales policy requires an increase in the efficiency of all divisions of the company. The enterprise does not have the necessary staffing units designed to solve the following major tasks: development of short-term, medium-term and long-term sales strategies; research of factors that determine the structure and dynamics of consumer demand for furniture; studying the demand for products and developing long-term, medium-term and short-term forecasts for the purchase of furniture; organization of advertising and sales promotion.

Sales policy is inextricably linked with demand and with its own production and sales, financial, organizational, management and other capabilities. If the sales policy of competitors is obviously more effective, then the company should either leave the target market, or radically modernize the entire sales system in order to significantly increase its competitiveness, or change its production and sales specialization. For a better sales policy, it is necessary to introduce a marketing unit on the staff, whose duties will include regular research not only of the market, but also of competitors' policies.

Communication policy. The company in its activities uses such type of advertising as branded advertising (the company advertises the merits of the company); product advertising (informs about the merits of the product). Distribution channels are impersonal mass media. The company uses advertising mainly for participation in exhibitions and city advertising (billboards). However, the use of advertising by the company is very minimal.

Based on the results of marketing research, in order to improve the marketing activities of the furniture factory "Two Captains", the following proposals can be formulated within the framework of the marketing concept, namely:

Product Policy Activities . In connection with the great competition in the region, when shaping your product policy, it is necessary:

offer the buyer a product that is distinguished by the quality and reliability of the manufacturer's brand;

ensure availability in warehouses and retail outlets a wide and stable range of furniture that meets customer demand;

providing buyers with additional services related to the purchase of furniture, namely:

delivery of furniture and its lifting;

placement of up-to-date information on the cost of furniture and assortment on the Internet.

Pricing activities:

realization of the economic interest of the factory on the basis of satisfying the maximum effective demand of buyers;

analysis of prices for furniture of competing firms;

developing a pricing strategy by analyzing all external factors influencing decisions;

providing support to both existing and potential buyers by offering them payment by installments, purchasing through a bank.

Sales policy measures:

ensuring the long-term market stability of the factory, using marketing research of the Khakassian market and the activities of competitors according to the questionnaire developed by the author (Appendix 1);

distribution of sales volumes by regions of the republic;

selection of distribution channels and accounting for what distribution channels are used by competitors, market availability, frequency of purchases and other evaluation criteria;

When forming its sales network, an enterprise must constantly take into account the following factors:

specifics of the target segment and customer profile: their number and purchasing power, geographic location;

conditions of competition: configuration of the distribution network, price parameters, competitors' advertising costs;

characteristics of competing enterprises: financial capabilities, range of furniture, marketing strategies;

features of the external economic environment: tax state policy, certification and licensing requirements.

Communication policy activities:

Advertising is one of the main components of the communication policy. The factory needs constant popularization of its activities on the territory of Abakan and the Republic of Khakassia through advertising. But one should not forget that advertising is quite an expensive undertaking, so the company needs to analyze how justified the costs of advertising will be. All this will depend on the correctness of the calculations of the economic effect and the foresight of the company's management.

study and analysis of the marketing situation;

determining the costs of achieving each of the goals and the total amount of estimated costs;

comparison of the amount received with the funds released;

final determination of economic efficiency

In order to increase the competitiveness of the company, it is possible:

placement in newspapers with information about the activities of the factory;

Do not forget about such an important component of communication policy as Public Relations. It is necessary to establish friendly relations with the general public, namely, charitable activities, participation in exhibitions and fairs.

3.2 Improving the marketing management system

The enterprise needs to think through marketing plan, which will provide an opportunity for the enterprise to maintain its business at the proper level. To avoid such loss of customers, the following measures must be taken:

training and education of sales personnel;

acquiring more complete knowledge of the existing markets in which the factory operates;

study and analysis of potential markets.

It is necessary to conduct quarterly surveys of furniture buyers to identify purchasing preferences.

The marketing and sales department needs to keep track of the demand for each type of product and adopt a plan based on the statistics obtained.

The lack of information about the enterprise in the media adversely affects its image, as well as affects the demand for goods, therefore, before introducing new goods to the consumer market, it is necessary to conduct a large-scale advertising campaign.

When stocking warehouses with manufactured furniture, hold a 1-2 week sale with a reduction in prices, you can time the sale for any holiday or event in the public life of a city, country, etc., always using information support from the media.

It is necessary to develop new types of furniture with a preliminary study of the needs and requirements of potential customers.

It is also necessary to allocate funds on a monthly basis for promotional activities.

To study and analyze the demand for furniture from factories to be as productive as possible, it is necessary to develop a demand study system.

First you need to segment the market, try to break each segment into sub-segments and then study the needs, needs, motivations, prospects. It is necessary to segment the market based on several segment characteristics.

Such information can be useful when planning an advertising campaign - knowing which segment is a consumer of certain types of furniture, we promote the corresponding product class for the corresponding segment. And when launching a new product on the market, we find out who the potential consumer is, which will allow us to more accurately "adjust" the characteristics of the product to the requirements of buyers.

One of the methods for determining the priority of furniture products from the point of view of the interests of buyers is a questionnaire survey, which makes it possible to find out the degree and motives of preference when choosing a product. Here you can apply the following methods of studying demand:

Survey of visitors at exhibitions - sales and specialized exhibitions, sales. It is effective for polling buyers on new models to determine the priorities of the assortment policy. This method, in addition to studying demand, helps to increase sales. Trade show, sale is preceded by a powerful advertising campaign, the central laboratory presents new models for the study of demand. Visitors are polled directly at the event. All wishes are recorded in a specially compiled table.

Polling the population every 8 to 10 months to track trends in preferences. The marketing and sales department needs to keep track of the demand for each type of product and adopt a plan based on the statistics obtained.

Also, in order to improve the marketing activities at the enterprise, it is possible to introduce a special computer program so that the results of marketing research are taken into account centrally and it is possible to track changes in consumer preferences, demand, and prices for factory furniture. This will allow the company to more accurately track changes in the furniture market and respond to market changes.

3.3 Drawing up cost estimates and planned financial results

The final financial result (profit or loss) is composed of financial result from the sale of products of the factory "Two Captains".

Analysis of the relationship between the costs of marketing by the enterprise and sales allows you to determine the effectiveness of marketing measures and proportionally spent funds and does not allow spending unreasonably large sums to achieve marketing goals.

The factory management analyzes marketing costs in 3 stages:

study of accounting statements comparing sales receipts and gross margins with operating costs;

recalculation of costs by marketing functions: costs of marketing research, advertising, planning and control, that is, current costs are associated with specific marketing activities;

breakdown of functional costs by individual goods, methods and forms of sale, sales territories, market segments, etc.

The design part of this work of the plan is one of the main, as it allows you to predict the financial implications of making changes to the process of implementing services. It also allows you to determine the financial resources required to implement the marketing plan and evaluate the effectiveness of their use.

Let us analyze the planned financial results for the showroom of the Dva Kapitana factory when selling furniture for 2011 (Table 2).

Table 2 Financial results of the activities of the factory "Two Captains" for 2011



Other income
Total income

Depreciation charges for fixed assets
Wage fund
Depreciation of MBE
Material costs (purchase of products)
Contributions to extrabudgetary funds
The amount of the single tax on imputed income
Rent of premises

Telecommunication
Power grids
Vodokanal

Write-off
Heating networks
Total expenses

An important role in organizing the turnover of the factory's assets is played by its own circulating capital, which ensures property and operational independence, and determines the financial stability of the enterprise.

One of the sources of formation and further replenishment of working capital is profit.

By analyzing the activities of the factory, you can see the increase in profits. This is primarily due to the increase in furniture sales. In addition to profit as its own source of replenishment of working capital, the enterprise has funds that are equated to its own. These are stable liabilities that do not belong to the company, but are constantly in circulation and are used on a completely legal basis. The minimum constant value of stable liabilities is always at the disposal of the enterprise, it uses them, without specifically looking for additional sources to finance economic activities and the formation of its own working capital. In the activities of the factory, the main share of stable liabilities includes: the minimum carry-over wage arrears; indebtedness to suppliers for unbilled deliveries and accepted settlement documents, the due date of which has not come.

In addition to its own financial resources, the turnover of the factory includes borrowed funds, which are based on short-term bank loans. The attraction of borrowed funds covers the temporary additional need of the furniture enterprise, which is due to both objective reasons associated with the operation of the enterprise, and the violations of the cost mechanism of capital circulation that have arisen in the transition to the market.

The presence of an enterprise's own working capital, its composition and structure, the rate of turnover and the efficiency of using working capital largely predetermine the financial condition of the enterprise and the stability of its position in the market.

All of these factors affect the use of working capital, regardless of the interests of the enterprise. Unlike other sectors of the economy, in the composition and structure of working capital in this area, the largest share is occupied by commodity stocks. This is due to the following reasons related to the feature of service: uniformity of circulation processes; unforeseen fluctuations in demand and production rhythm; the need for the formation of insurance reserves, as well as other reasons.

Inventories are presented in absolute and relative terms. The absolute value of commodity stocks can be expressed in physical units or in monetary units. The absolute value of inventory is not constant. It changes all the time depending on the receipt and sale of services. Therefore, when analyzing and planning, it is important to measure commodity stocks with turnover.

The efficient use of working capital plays a large role in ensuring the normalization of the factory, increasing the level of profitability of production and depends on many factors. V modern conditions a huge negative impact on the efficiency of the use of working capital and a slowdown in their turnover is exerted by the factors of the crisis state of the economy: a decrease in production volumes and consumer demand; high rates of inflation; breaking of economic ties; violation of contractual and payment and settlement discipline; high level of tax burden; reduced access to credit due to high bank interest rates.

Thus, an increase in the volume of production and sales of products will lead to an increase in the net profit of the Dva Kapitana factory, and in the future the enterprise will significantly benefit from an increase in the volume of sales of furniture products.

3.4 Determination of the parameters of control over the marketing activities of the "Two Captains" factory

Since there are many surprises in the implementation of marketing plans, the marketing department needs to constantly monitor the progress of their implementation. Marketing control systems are needed in order to be confident in the efficiency of the enterprise. However, marketing control itself is by no means an unambiguous concept. There are three types of marketing control (Table 3).

Control type	Responsible employees for its implementation	The purpose of control	Techniques and methods of control
Monitoring implementation annual plans	Top management. Middle management	Make sure you achieve the intended results	Analysis of sales opportunities. Market share analysis. Analysis of the relationship between marketing and sales costs. Monitoring customer attitudes.
Profitability control	Marketing Controller	Find out where the company makes money and where it loses it	Profitability by product, territory, market segment, trade channel, order volume
Strategic control	Top management. Marketing auditor	Determine if the business is actually using the best marketing opportunities at its disposal and how effectively it is doing it	Marketing audit

Monitoring the implementation of annual plans consists in the fact that the marketing service of the enterprise compares the current indicators with the target figures of the annual plan and, if necessary, takes measures to remedy the situation. The purpose of the control is to make sure that the restaurant has really gone beyond the planned sales, profit and other target parameters for a specific year.

The activity of any enterprise is aimed at achieving its goals. These goals are the starting point in the development of marketing plans and programs, the implementation process of which should ensure accurate progress towards the intended milestones. The assessment of the degree of fulfillment of the intended goals and programs is provided with the help of a marketing control system.

At the planning stage, there is a choice of marketing elements, which are combined into the most optimal, in terms of the goals set, “4P” complex, as well as the distribution of funds within the marketing budget.

Depending on the addressee, the marketing program can be for top management or grassroots. For senior management, the programs are short and concise, highlighting only the most important areas of subsequent work. For the grassroots, they are detailed, detailed and include specific systems of marketing activities.

In terms of timing, marketing programs can be short-term, medium-term, long-term.

Marketing control - continuous, systematic and impartial examination and assessment of the situation and processes in the field of marketing.

The control process usually takes place in 4 stages: the establishment of planned values and standards - goals and norms; finding out the real values of indicators; comparison; analysis of comparison results.

The stages of the marketing control process are aimed at the timely identification of all problems and deviations from the normal progress towards the set goals, as well as the appropriate adjustment of the activities of enterprises so that the existing problems do not develop into a crisis. Its specific tasks and goals can be: establishing the degree of achievement of the goal, finding out the possibilities for improvement, checking how the enterprise's adaptability to changes in environmental conditions corresponds to the required one.

The marketing control system of the Dva Kapitana factory presupposes the implementation of certain types of control designed to monitor and evaluate the efficiency of the enterprise, identify all shortcomings and take appropriate measures by the management.

Monitoring the results is aimed at establishing the coincidence or non-coincidence of the main planned indicators with the actual results achieved in terms of economic (sales, market share) and non-economic (consumer attitude) criteria. Control is aimed both at the marketing complex as a whole and at its individual constituent elements.

Market dynamics, structural changes in the economy, new social guidelines, for example, to improve the quality of life, socially - ethical standards production and consumption of goods, environmental aspects - all these and many other factors important for the enterprise can lead to the abandonment of previously set goals, a change in development models, to a significant adjustment of previously outlined plans.

The marketing department of the factory periodically evaluates its approach to marketing activities and its compliance with the changing conditions of the external environment, i.e. conducts a marketing audit. This is a comprehensive, systematic, impartial and regular study of the marketing environment of the company, its objectives, strategy and operational - commercial activities. Target this control- identification of emerging problems and emerging opportunities for the development of recommendations for improving the marketing activities of the enterprise. As part of the marketing audit, a detailed analysis is carried out information base planning, monitoring goals and strategies, marketing activities, organizational processes and structures.

The scope of control includes the actions of the enterprise to assess its own activities and, if necessary, to change the strategic course of the enterprise. It is clear that the enterprise must exercise control over economic incentives, control over production activities and incoming control.

Analysis of sales opportunities consists in measuring and evaluating actual sales in comparison with planned ones. At the same time, the company must check whether all specific quantities (services) have ensured the fulfillment of their share of the turnover.

Market share analysis. Sales statistics do not yet tell about a restaurant's position relative to its competitors. Suppose sales are increasing. This growth can be explained either by an improvement in economic conditions, which has a beneficial effect on all institutions, or by the improvement of the restaurant's activities in comparison with competitors. Management needs to constantly monitor market share metrics. If this share increases, the competitive position of the enterprise is strengthened, if it decreases, the enterprise begins to yield to competitors.

Analysis of the relationship between marketing and sales costs. Monitoring the implementation of the annual plan requires making sure that the company does not spend too much in its quest to meet the intended sales goals. Constant control over the ratio between marketing costs and sales volume will help the company to keep marketing costs at the required level.

Monitoring customer attitudes. By identifying changes in consumer attitudes before they affect sales, management is able to take action ahead of time. The main methods for tracking customer relationships are complaint and suggestion systems, customer panels, and customer surveys.

Corrective action. When the actual performance is too far from the targets of the annual plan, management needs to take corrective action. Profitability control consists in determining the actual profitability of various services, territories, market segments and distribution channels. Such information will help management decide whether to expand, reduce or completely curtail the production of certain products, or conduct one or another marketing activity.

Strategic control consists in regularly checking the compliance of the initial strategic orientations of the enterprise with the available market opportunities.

One form of marketing control is an audit of current competitors. Most businesses fail to undertake a comprehensive analysis of their competitors, their strengths and weaknesses. But individual competitors deserve close scrutiny as it becomes clear that they are the ones claiming to capture the company's existing market share.

Identifying the most active competitors requires preliminary identification of those rivals at whose expense you are winning, or those competitors at whose expense you are losing. This analysis will show those direct competitors who may be using technology similar to yours.

Competitor analysis should start with overall assessment the positioning of the competitor's furniture, its current objectives, strategies, major strengths and weaknesses, and anticipated next steps. The most vulnerable spots of competitors that emerge during the planning period, as well as possible reasons that impede the growth of a competitor and reduce its ability to respond to changes, must also be taken into account.

The collected information will enable the Two Captains factory to predict the behavior of the future competitor and his reaction. The restaurant's management needs to systematically work on the data on competing firms.

Conclusion

Marketing as a global function of enterprise management in a market environment provides any manager with an extensive base of options for reaching positive commercial results. The management of organizations and enterprises, which timely understood the need for knowledge in the field of marketing, prepared specialists and managers of this profile for themselves, and they work much more efficiently in modern business conditions.

Success in the furniture sales market, achievements in marketing are largely predetermined by the quality of management of the enterprise. As a result of writing a term paper and conducting marketing research, the author of the term paper achieved the main goal set at the beginning of the work, and the following conclusions were made:

Organization of marketing in an enterprise is important. It is imperative to track market and competitor trends as part of your marketing efforts. The tasks of marketing research are as follows: studying the characteristics of the market, measuring the potential of the market, analyzing the distribution of market shares between firms, analyzing sales, studying trends in business activity, studying the services of competitors, short-term forecasting, studying the reaction to a new service and its volume, long-term forecasting, study of price policy.

Marketing research involves the systematic determination of the range of data required in connection with the marketing situation facing the company, their collection, analysis and reporting of results. The firm conducts marketing research either on its own - by the marketing department, or by specialized organizations.

Since the successful penetration and consolidation of a trading enterprise in the consumer market is associated with the search for and completeness of development of a particular niche, the formation of a specific assortment of goods corresponding to the parameters of this market niche is assigned a primary role.

In this course work, the study was carried out on the example of the furniture factory "Two Captains".

The object of research was considered - the furniture market of the Republic of Khakassia. The subject of the research was to study the attitude of potential customers of the factory to the manufactured products, directly to the factory.

The aim of the study is to obtain and analyze primary information to identify factors that influence the choice of potential customers - individuals of the factory. To achieve this goal in the course work, the following tasks were solved:

aspects of marketing activities of enterprises - manufacturers of consumer goods are considered;

the organization of marketing at the enterprise is characterized;

the marketing service at the enterprise is considered: tasks, functions, relationship with other services;

the development strategy of the company, the mission of this organization, its philosophy, basic values and targets, ways of carrying out activities, the desired image of the company have been developed;

marketing research of furniture consumers was carried out;

considered the implementation of marketing policies at the enterprise;

a marketing complex for the enterprise has been developed;

the parameters of the company's marketing activities have been determined;

the options for improving the marketing management system at the enterprise are considered.

Based on the results of the conducted marketing research, the conclusion provides recommendations for optimizing the marketing activities of the enterprise.

Analysis of the state of the furniture industry shows that the provision of these services in Abakan is quite widespread. Having mastered the market of Khakassia, the Dva Kapitana factory confirmed its aspiration to be the leaders in the field of furnishing.

In the course of the conducted marketing research, it became clear that today an organization such as the Two Captains factory needs to more accurately represent the client's requests, both existing and potential, to develop special high-quality work technologies focused on making specific decisions.

The results of the study allow us to say about the large potential capacity of the furniture market. The company must know its customers well, understand the goals and objectives of the corporate consumer and offer various options for optimization and improvement of mechanisms.

Having studied the behavior of customers of the factory "Two Captains", we can draw the following recommendatory conclusions:

it is necessary to take control of the organization of work to develop the quality of furniture;

take measures to mobilize internal reserves to increase volumes;

improve the quality of furniture manufacturing;

study the strategies and policies of competitors.

Based on the comparison of alternative development strategies, the most promising for the Two Captains factory is the diversification strategy - one of the company's development strategies by expanding its activities beyond existing services and markets by attracting additional financial resources. It is aimed at counteracting the growth of risks, unpredictability of the market situation and to a large extent guarantees the stability of the enterprise in the Khakassian market.

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Kovalev A.I., Voilenko V.V. Marketing Analysis... - M .: Center for Economics and Marketing, 2003.

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ANNEXES

Annex 1

QUESTIONNAIRE

DEAR FRIENDS, WE ARE GLAD TO WELCOME YOU AS A BUYER OF OUR FURNITURE!

Striving for the highest standards of customer service and improving the quality of work, the management of the FURNITURE FACTORY "Two Captains" conducts a survey among its customers, offering to answer questions in order to improve the level of service and quality of furniture.

1. Are you familiar with the Two Captains factory?

How often youbuying furniture?

 1-2 times every 2-3 years  1 time 10 years

 Once every 5 years  Other ___________________

The services of which salons of furniture factories did you use orare you currently using?

Furniture factory Abakanskaya

Twelve Chairs

Krasnoyarsk furniture company

Commander

Why did you choose to buy furniture from our factory??

more friendly attitude towards visitors

more convenient location

high professionalism and competence of staff

wider range of furniture

dissatisfaction with contact with other firms

for no particular reason

In your opinion, in comparison with other firms, the prices for furniture from the Dva Kapitana factory?

 low

 high

 acceptable

What do you think is the range of furniture offered by the factory?

 wide

 medium

What is your evaluation of the factory furniture design?

Low ___ 1___2___3___4___5___6___7___8___9___10 High

8. Is it convenientIn your opinionlocationa shop-salon of a factory?

 Yes  No  Difficult to answer

9. Do you intend to remain a customer of our factory in the future?

 Yes  No  Difficult to answer

Please provide some information about yourself:

10. Your gender? husband  wives

11. Your age?

 up to 25 years old 46-55 years old

 25-36 years old 56-65 years old

 37-45 years old over 65 years old

Furniture fittings, saws for sawing ...

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Abstract >> Marketing

Holding marketing research, ... this form is transported on the furniture factories... Cladding material ... furniture industry as well as regulatory documents... Serious organization ... furniture industry and business activities ...

Marketing concept

Marketing understanding of the market

In marketing theory, a very specific understanding of the market is applied. The market must be specific and have well-defined parameters that characterize it, such as, for example, location, size, capacity. In light of the above, the market is most often defined as a collection of existing or potential buyers, united either by geographic location or by the needs that have generated the corresponding demand.

Depending on what needs determined the demand for the corresponding product, five main types of the market can be distinguished:

Consumer market;

Manufacturers market;

Intermediary market;

Government institutions market;

international market.

The consumer market (or the market for consumer goods) is determined by individuals who purchase goods and services for personal consumption ..

The market of producers (the market of goods for industrial purposes) is made up of organizations and enterprises that purchase goods and services for their further use in the production process.

The intermediary market is enterprises, organizations and individuals who purchase goods and services for their further resale in order to obtain a certain profit.

The market for government agencies is state organizations who purchase goods and services to carry out their functions.

The international market consists of all buyers of goods and services located outside the country, including individual individuals, manufacturers, resellers and government agencies.

Market capacity is defined as the volume of goods (in value terms or in physical units) that can be sold on a given market, usually in a year.

Marketing concept

Traditionally, in marketing theory, the following marketing concepts are distinguished, which have evolved as the economic situation has changed.

1.Production concept

2.Product concept

3.Sales concept

4 traditional marketing concept

5.Concept of Socio-Ethical Marketing

6 concept of engagement marketing

The production concept of marketing focuses on increasing the production of the existing range of products.

The production concept of marketing is based on the assumption that demand exceeds supply. With the improvement of production, it becomes possible to increase the output of goods and reduce their cost, and hence the price for the consumer, which in turn will lead to an increase in demand.

The product concept of marketing (product-oriented concept) is based on the assumption that the consumer will always treat a product favorably if it is of good quality and is sold at a reasonable price.

The emphasis is on the development of new models of goods, and the modernization of existing ones, in order to improve the quality characteristics of products. It is assumed that the consumer is interested in such goods, knows about the availability of similar products and makes his choice by comparing the quality and prices of similar goods from other manufacturers.

Concept sales marketing(sales-oriented marketing) assumes that the consumer will buy any product if the company actively promotes it.

Promotion comes down to the use of aggressive marketing methods, an active advertising policy and the use of a set of methods to stimulate sales (discounts, markdowns, exhibitions, lotteries, etc.). An important role is played by the packaging, which is used by the manufacturer to give their products distinctive features from competitors' products.

The company's activities, in accordance with the concept of traditional marketing, begins with identifying real and potential buyers and their needs. According to the concept of traditional marketing, the goals of an enterprise, especially long-term ones, can be achieved only through researching the needs and desires of such groups of consumers to whom the organization directs and offers products and services that satisfy the consumer in terms of quality and efficiency.

The concept of social and ethical marketing was intended to replace the traditional concept of marketing, in order to rationalize consumption and environmental protection of society from unwanted production processes.

The emphasis is placed on comprehensive marketing activities aimed at meeting the needs of the target market and at the same time taking into account the social and ethical needs of society as a whole.

The relationship marketing concept is sought after by companies that cannot get competitive advantages only at the expense of the marketing mix. In this case, it is not so much the manufacturing companies that are competing, but the interaction systems as a whole.

The emphasis is on communication aimed at establishing long-term relationships with customers and partners in the process of commercial and non-commercial interaction with them.

Market research

Market research is the sequential activity of gathering information about markets or consumers. It is a very important component in developing a business strategy. Market research should be distinguished from marketing research, since marketing research refers to the marketing process, while market research refers only to the markets.

Market research should provide answers to the questions of what consumers want, what they need, what they trust. Research can also include examining consumer behavior, behavior at different stages of the buying process, etc.

When researching the market, the following are especially important:

Market information

The main market information is the prices of the suppliers of the market under study, the situation in terms of supply and demand. Such information should be obtained from independent sources, in various formats.

Market segmentation

Market segmentation is the division of the market into subgroups, united by one or more essential characteristics. The following segmentation is often used: geographic, gender, demographic, etc.

Market trends

It is necessary to take into account the growth or fall trends of the market under study in a certain period of time. It is quite difficult to estimate the size of the market when starting a new business, since historical statistics and expert data from insiders are required. In this case, you can try to get derived figures from the number of potential customers by dividing them into segments.

The objects of market research are trends and processes of market development, including analysis of changes in economic, scientific and technical, demographic, environmental, legislative and other factors. The structure and geography of the market, its capacity, sales dynamics, market barriers, the state of competition, the current market situation, opportunities and risks are also investigated. The main results of market research are forecasts of its development, assessment of market trends, identification of key success factors. The most effective ways conducting a competition policy in the market and the possibility of entering new markets. Markets are segmented, i.e. selection of target markets and market niches.

Price management

Price management is a process that involves making a special kind of monetary and financial decisions.

A distinctive feature of this process and financial decisions on it at the enterprise is the increased limitation of the control range, which is actually set by the developing very harsh market conditions.

Complex of operational-tactical and strategic action financial service of an enterprise, firm, company for the purposeful use of prices as a category of commodity production, subject to the action of the law of value, supply and demand, is a process of price management. The functioning of prices as an economic and value category in terms of commodity-money relations occurs in conjunction with other economic and financial categories, such as, for example, goods, money, wage, taxes as part of prices, cost, profit, credit, bank interest, etc. In this case, the formation, control, change and interconnection of price parameters with the financial performance of the enterprise are carried out.

Price management is carried out financial services in the current system of prices and tariffs.

This system largely determines the total costs of production and sale of goods and the most important financial indicators of business activity - proceeds from product sales (sales volume), gross income of the enterprise, marginal income (gross margin), profit, profitability. Numerical values used in financial management indicators of fixed and working capital, enterprise value, operating (production) leverage, financial leverage, return on investment, present value of the project and many others are also influenced by prices.

Sales promotion.

Sales promotion is a kind marketing communications, denoting a set of measures to promote sales along the entire route of movement of goods - from the manufacturer through the distribution channels to the consumer - in order to accelerate the sale of goods. These activities are based on a short-term increase in sales by providing the buyer (both the final consumer and retailer) a certain benefit.

Types of sales promotion:

Promotion of retail trade:

additional deals with selling companies

contests for selling companies or their personnel

Consumer incentives:

Loyalty program

providing free samples

gift offers

contests and sweepstakes

Promotions

Sales promotion comes in many different forms, which can be classified as follows:

depending on the initiator and target group;

price sales promotion or value sales promotion;

horizontal or vertical effect;

penetrating or widespread impact;

direct or indirect sales promotion;

sales promotion, focused directly on sales growth, or having an information and communication focus

Various forms of sales promotion have been developed. There are the following types of consumer sales promotion:

price promotion of sales;

value stimulation of sales;

sales promotion using the lottery principle;

sales promotion, which has an information and communication focus.

The essence of management.

Management - from English - management, organization - production management, a set of principles, methods, means and forms of production management, developed with the aim of intensifying production and increasing profits.

Management is also called the science of managing human relations in the process. production activities and the relationship between consumers and producers.

V modern management exists different ways problem solving: specific methods for solving management problems, modeling management processes, information and technical support for decision making, etc.

The principles of management reflect the theoretical ideal of management, the achievement of which must be sought. The implementation of these principles is a criterion for the effectiveness and scientific character of management at all its levels. The principles summarize the known laws and patterns and the proven management experience. The principles are not introduced from the outside, they follow from the very essence of society, from the level of development of its productive forces, culture, etc. (for example, Japanese and American management models).

The principles of production, society and individual management are based on the dialectical law of development, which summarizes the experience of human civilization. With the change of socio-political formations, with the continuous development of all phenomena in the world, methods, forms, techniques and the very principles of management change and improve.

Management principles are universal, i.e. are applicable for influencing the personality and for optimal management of any society.

Goals and objectives of management.

The tasks of management as a science are the development, experimental verification and practical application of scientific approaches, principles and methods that ensure stable, reliable, promising and effective work of a team (individual) by releasing a competitive product.

The task of management is the development and testing of scientific approaches that are designed to ensure the stable and effective work of the organization, in practice. In addition, there are tasks such as:

Formation of production of goods and services focused on consumer demand.

Attracting highly qualified specialists to work.

Motivating employees to efficiently perform their duties by improving working conditions, increasing pay.

Determination of the enterprise development strategy;

Development of goals and plans to achieve them.

Determination of the required resources and methods of their provision.

Implementation of the control function.

The goals of the management system, or management, are aimed at achieving the desired results that must be obtained by an economic entity, based on the chosen concept of marketing management (production, commodity, sales, traditional or socio-ethical) and development strategy, including four target areas:

1) deeper penetration into the developed demographic and geographic markets with old products and services;

2) penetration into new geographic and demographic markets with old services;

3) development and production of new products for old, developed markets;

4) diversified development, which consists in mastering the production of new products and services for new geographic and demographic markets.

Management functions.

Management functions are types management activities that provide the formation of ways to influence the activities of the organization.

Management processes at the enterprise take place on the basis of functional distribution. The essence of management activities at all levels of management is provided by management functions.

Today, the management functions include:

planning,

organization,

motivation,

control,

regulation.

The planning function is number one in management. Implementing it, an entrepreneur or manager, on the basis of a deep and comprehensive analysis of the situation in which the company is currently located, formulates the goals and objectives it faces, develops an action strategy, makes necessary plans and programs. The planning process itself allows you to more clearly formulate the target settings of the organization and use the system of performance indicators, which is necessary for the subsequent monitoring of results. In addition, planning provides a clearer coordination of the efforts of structural divisions and thus strengthens the interaction of heads of different services of the organization. And this means that planning is a continuous process of exploring new ways and methods of improving the organization's activities through the identified opportunities, conditions and factors.

The function of the organization is the formation of the structure of the organization, as well as providing everything necessary for its work - personnel, materials, equipment, buildings, in cash... In any plan drawn up in an organization there is the creation of real conditions for achieving the planned goals, often this requires restructuring the structure of production and management in order to increase their flexibility and adaptability to the requirements of a market economy. When planning and organizing work, the manager determines what exactly this organization should do, when and who, in his opinion, should do it. If the choice of these decisions is made effectively, the leader gets the opportunity to translate his decisions into reality, using important function management as motivation.

The motivation function is an activity with the aim of activating the people working in an organization and encouraging them to work effectively to achieve the goals set in the plans. For this, their economic and moral stimulation is carried out, the very content of labor is enriched and conditions are created for the manifestation of the creative potential of workers and their self-development. From the late 18th to the 20th century, there was a widespread belief that people would always perform better if they had the opportunity to earn more. It was thought, therefore, that motivation was a simple matter that boils down to offering the provision of appropriate monetary rewards in exchange for effort. Leaders have learned that motivation is the result of a complex set of needs that are constantly changing.

A control function is a process that ensures that the objectives of an organization are achieved. There are three aspects of managerial control. The first aspect - setting standards - is the precise definition of the goal that must be achieved at a certain time. It is based on plans developed during the planning process. The second aspect is measuring what was actually achieved in a certain period, and comparing it with the expected results. If these two phases are performed correctly, then the management of the organization not only knows that there is a problem in the organization, he also knows the source of this problem. The third aspect is the stage at which actions are performed, if necessary, to correct serious deviations from the initial plan. One of the possible actions is to revise the goals in order to make them more realistic and appropriate to the situation. Supervision is a critical and complex management function. One of the most important features of control, which should be considered in the first place, is that control must be comprehensive.

The coordination function is a central management function. It ensures the achievement of consistency in the work of all parts of the organization by establishing rational links (communications) between them. The most commonly used are reports, interviews, meetings, computer communications, radio and television broadcasting, and documents. With the help of these and other forms of communication, interaction is established between the subsystems of the organization, resources are maneuvered, the unity and coordination of all stages of the management process (planning, organization, motivation and control), as well as the actions of managers, are ensured.

Management control

Control is necessary wherever there is a system designed to perform certain tasks and achieve certain goals. Management control (that is, control in the activities of organizations) can be carried out in many different directions:

technical control,

energy control,

environmental control

sanitary control,

financial control, etc.

The need for control:

Justification of the need for control in management activities:

Uncertainty disappears: no planning, even the most thorough one, can take into account all possible complications and circumstances. Control measures reveal them and make it possible to adjust the program of action.

It becomes possible to prevent crises: no organization of the object's functioning insures against a number of minor mistakes and omissions. If they are not corrected in time, their number may exceed a certain “critical mass”. Control measures make it possible to identify and correct them without waiting for a crisis.

Not only destructive, but also constructive phenomena are identified: control allows you to identify effective solutions, identify promising areas of activity.

Control functions:

Identification of deviations from the requirements of regulatory enactments at various levels.

Analysis of the reasons for deviations (including personnel).

Correction, that is, the development of proposals to eliminate the identified violations.

Prevention, that is, the development of measures to prevent such violations in the future.

Law enforcement, that is, bringing to justice the persons who committed violations.

Control principles:

Principle of conformity: The content, goals and objectives of control must comply with:

tasks of the scanned object,

the tasks of the supervisory authority.

The principle of consistency: When carrying out control, all aspects of the object's activities should be considered in their interrelation.

The principle of universality: Any social or economic activity committed in the state should be subject to systemic and comprehensive control from the point of view of:

legality.

expediency.

efficiency.

Continuity principle: All objects of control must be subject to constant monitoring. Control activities should be carried out consistently and regularly. It is also necessary to control the actions taken by the object of control to eliminate previously identified violations.

Principle of objectivity: Assessment of the activity of the controlled object and its results is carried out only on the basis of the compliance of the verified facts with the requirements of legislative and other regulations governing the audited activity.

The principle of independence: Inadmissibility of a situation in which the subject of control, when carrying out control activities, is guided by any considerations other than competent and conscientious performance of control tasks. A ban on any kind of force, material or moral influence on the subject of control.

The principle of publicity (follows from the principle of conformity): The results of the control must be communicated without fail:

to the object of control,

to the subject of decision-making based on the results of control.

Principle of effectiveness: Control results should ensure:

completeness of identifying deviations (the actual state from the required),

timeliness of detecting such deviations,

establishing the reasons for deviations,

identification of the perpetrators,

assistance in developing preventive measures.

Scientific principle: Control is carried out through the use of scientifically based methods and techniques.

The principle of planning: Control should be carried out in a planned way:

control measures are planned for a certain subject (controlling body) for a period of time,

a set of certain control actions is planned as part of a control event,

control actions should be preceded by a preliminary study of the control object to achieve an understanding of its activities.

Principle of legality: Implementation of control in accordance with the law; ensuring the protection of the legitimate interests of both the state and society as a whole, as well as citizens and legal entities.

Principle of responsibility: Normatively stipulated responsibility of the subject of control:

for compliance with laws and legal acts in the control process,

for the reliability of the control results (since decisions are made on their basis, including legal ones).

Marketing concept

Marketing - sale, trade on the market) - the process of identifying, anticipating the needs of customers, organizing advertising and production that meets the expectations in order to increase the number of sales and maximize profits, this is social process aimed at meeting the needs and desires of individuals and groups through the creation and offer of valuable goods and services and the free exchange of them.

In marketing, adherence to the following five basic principles is accepted:

1. the production and sale of goods must correspond to the needs of buyers, the market situation and the capabilities of the company;

2.Complete customer satisfaction and compliance with the modern technical and artistic level;

3. presence on the market at the time of the most efficiently possible sale of products;

4. constant updating of manufactured or sold products;

5. unity of strategy and tactics to quickly respond to changing demand.

Product as a means of satisfying needs.

A product is a complex, multidimensional concept that includes a set of many properties, the main among which are consumer properties, i.e. the ability of a product to meet the needs of the owner.

A commodity is any thing that participates in free exchange for other things, a product of labor capable of satisfying a human need and specially produced for exchange. Items produced for personal consumption are not, in the economic sense, goods.

The consumer value of a product acts as a set of properties associated directly with both the product itself and related services. These properties in one way or another appear before the buyer and determine his intention to buy the product and become regular customer this manufacturer. And since for the stable success of the enterprise it is necessary to take care of the formation of a permanent clientele, special attention in the competitive market is given to such qualities as: color, packaging, design, ergonomic features (ease of use, maintenance, repair), accompanying documentation (description, operating instructions) ...

Threats of appearance

New market participants

Supplier threats

Threats from the outside

existing real competitors

Consumer Threats

Threats of the emergence of substitute services