Improving surveys in marketing activities. Development of proposals for improving the organization of marketing activities of a retail enterprise

The largest event in the development of marketing at ELPA LLC was the reorganization of the marketing service, which took place in 2000. The share of sales through the trade and commercial department (that is, products intended for the consumer market) in the total volume of proceeds from product sales increased.

Thus, although the influence of marketing services on the economic activities of ELPA LLC is increasing, it cannot be said that at the moment this influence is only positive. The negative thing is that in the conditions of a drop in wholesale orders, the marketing service of ELPA LLC is still unable to provide a sufficient volume of retail sales.

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

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

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

Actual problems of improving marketing and the possibilities of their solution at the enterprise

There is sufficient world experience in the field of marketing. This also applies to industrial marketing, which was also actively studied and improved in Western market countries (in particular, in the USA and Japan). Therefore, these previously worked out methods and concepts for improving and developing marketing, apparently, can be successfully applied in Russia. However, it is necessary to take into account the specifics of the Russian economy and the prevailing stereotype of management.

The management and marketing organization system at ELPA LLC is characterized by a number of features, which, however, are not specific in relation to the features of the entire complex of Russian enterprises of this type.

Despite this, at ELPA LLC a lot of work was done on personnel management (this is a positive factor when introducing the marketing concept at the company), as a result of which innovators appeared at the enterprise trying to spin the inertial flywheel in the opposite direction.

New services for conjunctural and economic research have been created: to search for information about sales markets. The structure of marketing divisions and responsibility centers has been changed according to the commodity-market principle.

Thus, the enterprise has opportunities for improving the system of conjunctural and economic research, the use and search of these opportunities for the purpose of transforming the activities of ELPA LLC to the marketing concept is intensified.

Recently, the influence of the pricing system and price marketing... This trend has shown itself in the West for a long time. In Russia, it is also gaining momentum due to increasing price competition from foreign companies operating in the Russian market, due to price competition between Russian companies themselves. For "ELPA" LLC, the trend of growth in the value of price marketing increases under the influence of changes in the structure of sales of marketable products towards an increase in the share of goods intended for the consumer market, where price competition is especially strong.

The basis for effective marketing is monitoring the results of marketing activities and specific marketing activities.

But, although the company currently has a system of relevant standards (for example, a standard for the procedure for analyzing and concluding contracts), the effectiveness of marketing at ELPA LLC is not systematically studied, in this regard, there is a noticeable bias towards the subjectivization of judgments about the need and results of marketing activities ...

The company currently has marketing services that assess the company's own capabilities, market research, conduct presentation events, form an image, etc. At the same time, marketing management, in fact, is not centralized, therefore control over the effectiveness of marketing is also not centralized and is carried out subjectively, that is, the main performance criteria have not been formed and depend on the current situation. Therefore, marketing activities are often carried out in a non-centralized and complex manner.

In addition, the influence of the current moment, which has arisen as a result of the development of trends that have arisen in the past, is also formed as a result of the priority of the sale of already produced goods, which were created yesterday in the same way in the absence of a priority of studying the market requirements. There is no marketing and there never will be if a commodity producer strives for market success only at the stage of marketing an already created product.

On the other hand, marketing services at ELPA LLC are acquiring more and more coordinating, planning and controlling functions.

Therefore, we can say that the question of whether ELPA LLC will join the number of enterprises successfully operating in the market based on the marketing concept is being resolved right now.

Summarizing what is stated in this work, we can highlight the following current problems facing ELPA LLC:

- Changing the structure of marketable products towards an increase in modern goods intended for the consumer market.
- Changes in the pricing system are required (including price control and general pricing policy).
- Lagging behind the scientific and technical base required for innovative entrepreneurship.
- Lack of a correspondingly developed system of control and responsibility.
- Insufficient order with the organization of the marketing system at the enterprise.

The solution to these problems can be influenced by the marketing service of ELPA LLC, which is now in the development stage, gaining experience and regulatory framework.

In my opinion, the creation of an organizational structure for marketing management at the ELPA LLC enterprise is optimal. The product-market orientation of the marketing service taken as a basis is justified, since, firstly, the company works for both the internal and external markets, and, secondly, the division of product marketing departments has a positive effect on the definition of specific consumers, which is important for sales at the enterprise.

The powers granted to the Director of Marketing, Production Development and Sales ensure the optimal interaction of the scheme: development - production - distribution. All problems and disagreements that arise are resolved within one system - led by the Director of Marketing, Production and Sales. This requires going through fewer instances and approval procedures.

But I believe that it is necessary to expand the powers of the deputy director for marketing and development, appointing him, for example, first deputy, thereby providing more opportunities for implementing marketing decisions, on the one hand, and increasing responsibility, on the other hand. Below are a number of recommendations for the implementation of marketing activities in the enterprise.

From a practical point of view, I offer the following recommendations for solving current problems:

1. To organize the division of costs into groups of conditionally variable and conditionally fixed costs by the forces of the planning and economic department, the information and computing center and the chief accountant.
2. Provide the marketing service with regular access to reporting and planning information on the costs of commercial products, as well as to the plan of cash payments and receipts.
3. Conduct, with the participation of marketing specialists, an audit of the enterprise funds and consider the sale of those that are not used.
4. Organize a group of competent employees available at the enterprise, which could become the basis for a department that centrally deals with the problem of the effective use of temporarily free funds, including for production purposes, to ensure funding for the development and launch of new products.
5. Include in the list of functions of marketing services the organization and ensuring the comparative efficiency of purchases of the necessary equipment, raw materials and materials.
6. Train all employees of marketing services in the basics of enterprise strategy in the short and long term.
7. For the purpose of activating conjunctural and economic research by order to assign to the marketing services the obligation to concentrate the information available and coming to the enterprise. To oblige other departments of the enterprise to assist marketing services in achieving this goal.
8. Develop a system of regular reporting of marketing services.
9. Create a temporary working group that would deal with the problem of the organization management accounting for the purposes of organizing control and reliable business planning of the enterprise.
10. To develop a system of bonuses for employees of marketing services, making proposals to optimize marketing activities at the enterprise.

The above methods, when implemented in the current period, in my opinion, should contribute to the development of marketing at the enterprise and the improvement in the mid-term of the financial and economic condition of ELPA LLC.

Analyzing the activities of Polar LLC, it can be noted that the marketing activities at the enterprise are carried out, but not at a sufficiently high level, that is, the company does not use all the opportunities offered by marketing for this industry.

The main task of the marketing department should be the development of recommendations for the formation and implementation of the production and sales policy of the enterprise, as well as the coordination of activities in this area of all divisions of the enterprise. His recommendations on the market orientation of the production, economic and sales activities of the enterprise, after approval by the management of the enterprise, are mandatory for the relevant services engaged in these activities.

Decisions affecting the market orientation of the enterprise, all divisions of the enterprise will have to make on the basis of the recommendations of the marketing department.

In connection with the above, the main tasks of the marketing department should be as follows:

- assessment of market conditions, continuous analysis of results commercial activities enterprises and factors influencing them; development of forecasts of sales and market share of the enterprise, conducting a situational analysis;
- together with other divisions of the enterprise and the management of the enterprise, the development of goals and strategies for the market activity of the enterprise in the domestic and foreign markets;
- development for the enterprise as a whole and for individual product groups of long-term and current plans marketing and coordination in this area of activity of the company's divisions;
- operational information support of the marketing activities of the enterprise and its divisions;
- development of recommendations for improving its production and marketing activities, changing the range of products, to improve the efficiency of the enterprise;
- development of recommendations for establishing contacts with external organizations, and in some cases representing the enterprise in its relations with other organizations, enterprises, individuals. The order and level of such contacts are determined by the management of the enterprise;
- creating an image of a successful and reliable company.

Since the main goals of marketing should be subordinated to the general goals of the enterprise, at this stage of the development of the industry they are to minimize the costs of the service, and on this basis to form acceptable prices, as well as to ensure optimal lead times. Therefore, the purpose of marketing in the analyzed enterprise should be to attract a larger number of customers to ensure maximum utilization of the enterprise, as well as to find the necessary material resources. To do this, marketing information and marketing research specialists must collect and analyze information about potential customers, about what types of products they need, about their long-term plans, about technical innovations and develop measures to attract new customers. It is also necessary to collect information about competing enterprises: how long a competitor exists, its connections with the regions, technical potential, pricing policy, actual load. All this information is recommended to be collected in the appropriate database cards (cards of suppliers, competitors, customers).

Marketing research should be carried out by highly qualified specialists who own the methodology of scientific research and are able to find and analyze the data obtained.

An important component of marketing in food production is advertising, within its framework, access to certain objects is carried out, planned activities are implemented and new information is collected. The management of the enterprise should not wait for the customer to come to the enterprise. It is necessary to meet them ourselves: to establish contact with key persons in large domestic and foreign companies.

An important element advertising work is a publishing activity. It is necessary to place publications on the functioning of the enterprise in specialized domestic and international magazines, newspapers, place advertising information on the Internet.

It would be advisable to have its own publication, which would regularly publish information about the enterprise: about the introduction of new technologies, new projects, about the services provided, completed orders, achievements, tariffs, etc. It is necessary to regularly participate in specialized exhibitions, display your billboards there and distribute brochures with information about the company. On holidays or weekends, it is recommended to organize visits to the plant by customers and other people who are related to its activities, which will contribute to the dissemination of information about this enterprise.

In the marketing of the food industry, it is of great importance to establish mutual understanding with customs and other regulatory organizations, local government bodies.

A very important factor in a modern market situation and a high level of competition is to raise the culture of the enterprise, which should be subjected to the most serious analysis in the process. marketing research, which is not carried out at the analyzed enterprise. You can achieve success faster and more efficiently, or you can pay more attention to working with personnel, since personnel are also wealth. Work with personnel must be structured in such a way that the concept of corporate culture becomes dominant for both the director of the enterprise and the cleaner. To this end, the enterprise must:

- emphasize the importance of people working for them, to promote their products;
- to build relationships with competitors on a mutually beneficial basis (exchange of accumulated experience, cooperation);
- treat the client so that he feels comfortable;
- to enable the employees of the enterprise to show themselves in their work, to encourage initiative and to listen to suggestions for improving their work, to give the opportunity to advance in the service.

Numerous marketing activities in Polar LLC should be implemented not only by the marketing department at the enterprise, but also by almost all of its production and auxiliary divisions. Therefore, this type of activity should be headed by the deputy director of marketing - the head of the marketing department, whose instructions, orders and recommendations should be accepted for execution by all services of the enterprise.

annotation

: 86 p., 3 figures, 15 tables, 40 sources, 7 app.

MARKETING, MARKETING MANAGEMENT, COMPANY, MARKETING DEPARTMENT, MARKET, PRODUCT, COMPETITION, PRODUCT POLICY, SALES POLICY

The object and subject of research is the organization of marketing at the enterprise.

The purpose of the work is to identify the main types and areas of marketing activities, assessment and marketing methods.

When performing the work, the methods of theoretical analysis and synthesis, induction and deduction were used.

In the course of the work, the concepts, essences and main features of marketing management at the enterprise were defined, the organizational and economic characteristics of Borisov Plant Metallist were given, the analysis of the organization of the marketing service at the enterprise was made, the analysis of the planning of marketing activities was made.

The elements of the scientific novelty of the results obtained are systematic coverage of some debatable issues related to the planning and organization of marketing activities at enterprises of the Republic of Belarus.

In the course of the graduation work, such proposals were tested as: subordination of the material and technical supply department, the deputy director for production was offered justifications for increasing the wages of highly qualified workers, engineers, managers; a strategic marketing plan and a plan of current activities to analyze the marketing environment have been developed, a new organizational structure for marketing management has been proposed.

The technical, economic and social significance lies in increasing the productivity and sales of the goods of the enterprise.

The author of the work confirms that the calculation and analytical material given in it correctly and objectively reflects the state of the process under study, and all theoretical, methodological and methodological provisions and concepts borrowed from literary and other sources are accompanied by references to their authors.

Introduction

Currently, more than one enterprise in the system of market relations cannot function normally without a marketing service at the enterprise. And the usefulness of marketing is increasing every moment. This is because the needs of people, as you know, are unlimited, and the resources of the enterprise are limited. Each subject has its own needs, which it is not always possible to satisfy with high quality. Everyone needs their own individual approach. Therefore, under the new conditions, the enterprise that can most accurately isolate and capture the variety of tastes survives. Marketing contributes to this.

Not all executives now have a clear understanding of the market and the difficulties they may face. Under the conditions of central planning, while delivering products, managers did not think about sales: the sales network, trade were obliged to accept it. The budget covered the costs of inefficient production, financed capital construction. The main task of the heads of enterprises was the strict implementation of plans, in the development of which they practically did not participate.

In market conditions commercial network can refuse products, the state does not cover losses, banks dictate their terms when issuing loans, there is competition inherent in the market. An enterprise that is not adapted to market relations can thus quickly go bankrupt. To avoid this, specialists in the field of economic activity need to master the methods and techniques of management in the conditions of market relations.

In the modern Republic of Belarus, marketing is of particular importance in a competitive environment, therefore, the experience of marketing activities of domestic enterprises is very limited. At the same time, they are often still guided by the principle of "sell what they take, and at any price." This is definitely contrary to the very idea of marketing.

All companies need to think about the future and develop long-term strategies that would allow them to respond quickly to changing market conditions. Each company must find its own style of work that best takes into account the specifics of conditions, opportunities, goals and resources. Marketing plays an important role in strategic planning. It provides necessary information to develop a strategic plan. Strategic planning, in turn, determines the role of marketing in an organization. Guided by a strategic plan, the marketing department works together with other departments of the company to achieve the main strategic goals.

Any activity presupposes the presence of a goal - the state to which one should strive. If this condition is not met, then it is hardly worth getting down to business, because it is simply not clear what kind of business it is. This should make it clear how important goal setting is.

Goals are also important in terms of coordination. Since an organization is made up of people, it will only function successfully if each employee strives for the same goal as everyone else.

The modern marketing concept is that all types of enterprise activities are based on knowledge of consumer demand and its changes in the future. Moreover, one of the goals of marketing is to identify unsatisfied customer requests in order to orient production towards meeting those needs. The marketing system puts the production of goods in a functional dependence on requests and requires the production of goods in the assortment and quantity required by the consumer. That is why marketing, as a set of established methods for studying markets, among other things, still directs its efforts to create effective sales channels and conduct complex advertising campaigns.

Interest in such a multifaceted and nowadays so urgent topic as marketing, and it should be noted that every year it becomes more and more, if not global, is growing not only within a single country, but also in the world as a whole. This is because marketing affects the interests of each of us on any day of our life. When we sell a car, look for a job, raise funds for charity or promote an idea, we do marketing. We need to know what the market is, who operates on it, how it functions, what its needs are.

As already noted, in the conditions of market relations and especially in the period of transition to the market, marketing is one of the most important economic disciplines. The effective functioning of the entire national economy depends on how correctly the marketing system is built.

At the moment, there is a mass of all kinds of literature on marketing; in Western countries, a huge long-term experience in the functioning of the marketing system has been accumulated. But due to the fact that marketing in Belarus functions in specific conditions, today there are very few monographs by domestic authors on marketing, in which one could find competent, deeply thought-out, calculated proposals for creating a Belarusian marketing system that meets our realities.

The purpose of the thesis is to develop measures to improve the marketing activities of the enterprise.

The stated goal defines the main tasks to be solved in this work:

definition of the essence of the concept of marketing activities;

determining the need for strategic marketing planning;

determination of measures for organizing marketing management and the main directions of marketing activities;

analysis of the organizational and economic state of JSC "Borisov Plant" Metallist ";

analysis of the organization of the marketing service at the enterprise;

analysis of the product and sales policy of the enterprise;

analysis of planning marketing activities;

proposing directions for improving the management system of the marketing activities of the enterprise.

1. The role and place of marketing in the production and economic activities of the enterprise at the present stage

1.1 The essence, content and main factors of the marketing activities of the enterprise

The emergence of marketing as a specific economic system, a method for solving production and market problems is nothing more than a response of an economic unit to such processes as the complication of the problem of production and sale of goods due to the rapid expansion of their assortment, rapid renewal, and an unprecedented increase in production capabilities. , frequent shifts in the nature and structure of market demand, its market fluctuations, increasing competition in the market.

Marketing is a complex, multifaceted and dynamic phenomenon. This explains the impossibility in one universal definition to give a complete description of marketing, adequate to its essence, principles and functions.

Currently, about 2,000 definitions of marketing have been put forward, each of which considers one or another side of marketing or makes an attempt to characterize it comprehensively.

Experts have a double meaning in the term "marketing": it is one of the management functions and an integral concept of management in the conditions of market relations.

As a management function, marketing is no less important than any activity related to finance, manufacturing, research, logistics, etc.

As a management concept (business philosophy), marketing requires a company to view consumption as a “democratic” process in which consumers have the right to “vote” for the product they want with their money. This determines the success of the company and allows it to optimally meet the needs of the consumer.

Since marketing is a way to convince the masses to make a purchase, most people mistakenly equate it with sales and promotion. The difference is this: Sales is mainly about face-to-face contact - the seller deals with potential buyers. Marketing uses the media and other means to grab attention and convince many people - people who may not have any direct contact with anyone in the marketer's company at all. One of the leading management theorists, Peter Drucker, puts it this way: The goal of marketing is to make sales efforts unnecessary. Its goal is to get to know and understand the client so well that the product or service will exactly fit the latter and sell itself.

The term "marketing" originated in the United States at the turn of the 20th century, and as a leading management function, marketing has been seen since the 50s.

F. Kotler suggests following definition: Marketing is a social and managerial process aimed at meeting the needs and requirements of individuals and groups through the supply and exchange of goods. Key concepts of this definition are needs, requirements and demand; product; costs and satisfaction; exchange, transactions and relationships.

The UK Public Marketing Institute defines marketing as "a management process aimed at defining, anticipating and meeting customer requirements and making a profit." Similar American organizations define marketing in roughly the same categories.

The basic principles follow from the essence of marketing. However, in domestic and foreign literature under the "principles of marketing" are understood quite different things. Having considered the positions of various authors, comparing them, we highlight the following fundamental principles:

1. Careful consideration of the needs, state and dynamics of demand and market conditions when making economic decisions.

2. Creation of conditions for maximum adaptation of production to market requirements, to the structure of demand (and based not on the immediate benefit, but from the long-term perspective).

3. Impact on the market, on the buyer using all available means, primarily advertising.

Marketing activity is a set of activities aimed at researching issues such as:

analysis of the external (in relation to the enterprise) environment, which includes markets, sources of supply and much more. The analysis identifies factors that contribute to or hinder commercial success. As a result of the analysis, a data bank is formed for making informed marketing decisions;

analysis of consumers, both actual (acting, buying the company's products) and potential (who still need to be convinced to become relevant). This analysis consists in the study of the demographic, economic, geographical and other characteristics of people who have the right to make a purchase decision, as well as their needs in the broadest sense of this concept and the processes of acquiring both ours and competing goods;

study of existing and planning of future goods, that is, the development of concepts for creating new goods and or upgrading old ones, including their assortment and parametric series, packaging, etc. Obsolete goods that do not give a given profit are removed from production and export;

planning of commodity circulation and sales, including the creation, if necessary, of appropriate sales networks with warehouses and shops, as well as agency networks;

providing demand generation and sales promotion (FOSSTIS) through a combination of advertising, personal selling, prestigious non-commercial events ("public relations") and various kinds of economic incentives aimed at buyers, agents and direct sellers;

ensuring a pricing policy, which consists in planning systems and price levels for exported goods, determining the "technology" of using prices, terms of credit, discounts, etc .;

meeting the technical and social norms of the country importing the goods of the enterprise, which means the obligation to ensure the proper levels of safety in the use of the goods and the protection of the environment; compliance with moral and ethical rules, the proper level of consumer properties of the product;

management of marketing activities (marketing) as a system, i.e. planning, implementation and control of the marketing program and individual responsibilities of each participant in the work of the enterprise, assessment of risks and profits, the effectiveness of marketing decisions.

For the implementation of the above activities, it is necessary to take into account the large role of those on whom, in essence, the effectiveness of the marketing strategy depends, namely, the subjects of marketing, which include manufacturers and service organizations, wholesale and retail trade organizations, marketing specialists and various consumers. It is important to note that although responsibility for the implementation of marketing functions can be delegated and distributed in various ways, in most cases they cannot be neglected at all, they must necessarily be performed by someone.

The marketing process begins with studying the buyer and identifying his needs, and ends with the purchase of the product by the buyer and meeting his identified needs.

The market in which the subjects of marketing operate can be divided into a "seller's market", where the company sells its own products, and a "buyer's market", in which it purchases the required production components. Thus, marketing in main measure beneficial to both sellers and buyers of the goods.

However, before establishing contacts with interested partners, it is necessary to establish:

whether the other party is interested in this;

are there technical means communication (telephone, telefax) and the person in charge of communication.

Communication and business communication with actual and potential partners is the most important part of marketing.

Obviously, the type of marketing determines the way it is managed. Marketing management, as defined by F. Kotler, is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain profitable exchanges with target customers in order to achieve certain organizational objectives, such as making a profit, increasing sales , increase in market share, etc. ...

The challenge of marketing management is to influence the level, timing and nature of demand in a way that helps the organization achieve its goals. Simply put, marketing management is demand management.

Commercial organizations carry out their marketing activities mainly on the concept of socially-oriented marketing.

The socially-oriented marketing concept, characteristic of the modern stage of development of human civilization, is based on a new philosophy of entrepreneurship, focused on satisfying the reasonable, healthy needs of the carriers of effective demand. Its purpose is to ensure the long-term well-being of not only an individual enterprise, but also society as a whole. The difference between this concept and the traditional one is that, from its point of view, an enterprise in its activities cannot be limited solely to meeting its needs (making a profit) by satisfying the needs of customers. It should also take into account the interests of society as a whole.

An important premise of this concept is that the activity of an enterprise always leads to more significant changes in the external environment than it seems at first glance. Of course, by producing a product and selling it, the firm satisfies objectively existing needs. In addition, by acting honestly on the market, the company contributes to the development of the economy. However, the consequences of activities are often non-economic in nature. A plant that produces cars indirectly affects the state of the external environment, since it itself pollutes it; Exhaust gases generated during the use of cars also have a negative impact on nature. A film that shows violence not only brings big income and supports the existence of cinemas, but also affects the consciousness of the audience, their moral principles. Nature and morality are universal values; influencing them, the market participant affects the interests of society.

The main idea of socially oriented marketing is that any market participant should think about what his activity leads to in a broad perspective, and, if possible, minimize its negative aspects. At least, if it is not possible to completely stop the negative impact, the market participant should make efforts to reduce its impact. It is hardly possible to imagine that a person will give up cars that run on gasoline and pollute the environment in the near future. However, their manufacturers should strive to ensure that this impact is as small as possible. And this implies investment in scientific and technical development, and environmental protection, etc.

Marketing is the process of managing all the main aspects of an enterprise. It is designed to form the most rational management decisions of a particular enterprise, coordinate various areas of its activities and ensure high efficiency of the final results of this activity.

The following factors are identified that affect the marketing activities of the enterprise.

General (determine the market capacity of any product)

Socio-economic factors

The volume and structure of the product offer

Assortment and quality of goods

Export and import sizes.

The purchasing power of the population

Population

Level and correspondence of prices for goods

Market saturation

Geographic location of the market

The state of the sales, trade and service network.

Specific (determine the development of markets for individual goods)

Natural and climatic conditions

Fashion change

National and everyday traditions

The achieved level of security in the region

In the process of market research, it is necessary to identify the mechanism of action of the system of factors and assess their degree of influence on the volume and structure of demand in a particular market for a product.

Determining the development prospects of a particular market cannot be carried out in isolation from other socio-economic forecasts. The influence of a large number of factors requires the construction of several models of market development and finding the optimal one. It is necessary to clearly define at what level of consolidation to forecast the capacity of the commodity market. The degree of aggregation (consolidation) depends on the degree of forecasting and planning.

There are several types of forecasting:

Marketable (up to 6 months)

Short-term (up to 2 years)

Medium-term (up to 5 years)

Long-term (up to 10 years)

Promising (over 10 years)

Marketing should be focused on the strategic goals of enterprise development.

Careful planning helps a company to anticipate and respond to changes in the environment, and to be always prepared for unforeseen circumstances. Successful companies work according to a plan, however, it is designed in such a way as not to restrict entrepreneurial initiatives.

Usually companies make annual, long-term and strategic plans.

An annual plan is a short-term plan describing the current situation, company goals, strategy for the coming year, action program, budget and forms of control.

The long-term plan describes the main factors and forces that will influence the organization over the next several years. It contains long-term goals, the main marketing strategies that will be used to achieve them, and identifies the resources needed. This long-term plan is updated annually with the aim of making adjustments in accordance with the changes that have occurred. Annual and long-term plans are related to the current activities of the company and help in its implementation.

Strategic plan is created to help a company take advantage of opportunities in an ever-changing field. It is the process of establishing and maintaining a strategic alignment between the goals and capabilities of the company, on the one hand, and changing market opportunities, on the other.

Strategic planning is the foundation for all other types of planning in the company. It starts with defining the global goals and mission of the company. More specific goals are then set. For this, complete information is collected about the internal environment of the organization, its competitors, the market situation and everything else that will somehow help to influence the work of the company. After the SWOT analysis, a detailed report on the strengths and weaknesses ah the company, the opportunities and threats that it will have to face. Top management then decides what specific activities and products should be dealt with, what support should be provided to each of them. In turn, each department responsible for a particular product or type of activity must develop its own detailed marketing and other plans, in accordance with the general plan of the company. Thus, marketing planning is carried out at the levels of departments responsible for individual activities, product categories and markets. It facilitates strategic planning through detailed planning of various marketing situations. The planning process covers four stages: analysis, planning, implementation, control.

The planning process begins with a complete analysis of the state of affairs in the company. The company must analyze the environment in which it operates, identify opportunities and avoid threats. It is necessary to conduct an analysis of the strengths and weaknesses of the organization, the performed and possible marketing activities in order to determine the opportunities that they advocate. The analysis provides each subsequent step with the necessary information.

SWOT analysis refers to the study of the strength and weakness factors of the firm in relation to the SBU in question, as well as the opportunities (Opportunity) and threats (Thread) for the firm in connection with the discovery of activity in the relevant market segment. The SWOT analysis is complemented by an analysis of past activities (if any), which allows you to establish the existing strategy and detect trends in the development of the situation. SWOT analysis denotes a conceptual approach rather than a specific technique. If you try to expand it into a real methodology, you will have to use the results of the classical economic and organizational analysis of the firm, approaches developed within the framework of strategic planning, for example, M. Porter's competitive analysis, as well as analytical marketing concepts, and, first of all, market segmentation.

To predict the development of the external environment, it is necessary to take into account the situations that may appear over time, the situations that are most likely are selected.

The next step is to establish the possible impact of the identified events in the external environment on the firm, which may take place in the external environment, classified according to the nature of their possible impact on the firm and the likelihood of this impact. For further analysis, negative and positive situations are selected, the impact of which on the firm is quite likely. Accordingly, many situations are divided into two groups: positive (opportunities) and negative (threats).

Positive situations that can take place in the external environment are classified according to the degree of their favorableness to the firm and the degree of influence on the firm. For further analysis, for each situation, the favorability rank is determined (the product of the favorability degree by the influence degree).

Similarly, negative situations that can occur in the external environment are classified according to the degree of their unfavorableness for the firm and the degree of influence on the firm.

For further analysis, the rank of unfavorableness is determined for each situation (the product of the degree of unfavorableness by the degree of influence).

The identified situations, both positive and negative, are listed in descending order of favorability ranks. For each situation, the characteristics of the corporate profile are identified that allow or do not allow the company to take advantage of a favorable situation for its own benefit or to resist a negative situation.

Obtaining assessments at the stage of SWOT analysis serve to formulate a list of problems and develop initial options for the concept of a strategy in the course of strategic thinking, which, in turn, are material for choosing key problems and concepts of the strategy. This stage is difficult to formalize. The main approaches here are ranking and peer review.

The strategic plan also includes the mission statement of the enterprise. The mission defines the main goal of the company. A firm often starts a business with a clear mission statement set by its founder. However, over time, the mission is gradually erased as the company develops new products and conquers new markets. The mission may remain clear, but some managers forget about it.

Many firms develop formal company mission statements that provide ready-made answers to these questions. A mission statement is a statement of the company's goal: what it wants to achieve in its broadest sense. A clear mission statement acts as an “invisible hand” that guides the company's employees, allowing them to work independently and at the same time collectively to achieve the overall goals of the enterprise.

A firm's mission statement should reflect the company's vision and direction for the next ten to twenty years. Companies should not revise their mission every few years to respond to the slightest change in the market environment. However, a company should redefine its mission statement if it does not inspire consumer confidence or conflicts with the company's optimal path of development. The mission of the company determines the philosophy of the company and the main purpose of the activity, and the strategic goals are real measurable tasks facing the company.

The strategic plan defines the general purpose and objectives of the company. Within each business unit, marketing helps to address common strategic objectives.

Marketing strategy focuses on target buyers. The company selects the market, divides it into segments, selects the most promising from them and focuses on serving and satisfying these segments. She develops a marketing complex, which consists of components under her control: product, price, sales and promotion of the product. To compose and activate the optimal marketing complex the company carries out marketing information analysis, marketing planning, marketing service organization and marketing control. Through these actions, the company monitors the marketing environment and adapts to its changes.

In order to succeed in today's market, characterized by high degree competition, firms in their activities should focus on buyers, attracting them with a higher consumer value than competitors. But before a company can satisfy a customer, it must understand their needs and requirements. Therefore, real marketing requires a thorough analysis of the target audience. Companies recognize that they cannot satisfy all customers in a given market - or they cannot satisfy everyone equally. There are too many buyers and everyone has different needs. But some companies have the advantage of serving certain market segments. Consequently, each company should divide the entire market, select the most attractive segments and develop a strategy on how to serve the selected segments more efficiently than competitors do. This process consists of five stages: quantifying demand and forecasting it, segmenting the market, selecting target segments, positioning a product in the market, and analyzing the positioning of competitive products.

1.2 Place of the market for household steel enamelled cookware in the Belarusian economy

The market of household steel enameled dishes is significantly influenced by the change in the culture of consumption. Today there is a favorable situation for the emergence of a new formation of tableware, which more fully takes into account the preferences, tastes and values of consumers.

The assortment of steel enameled tableware on the market of the Republic of Belarus was constantly expanding, its own production was established, supplies were made from Russia and the CIS countries, new technologies for applying vacuum decorative coatings were introduced.

Enamelled steel cookware is convenient and practical in everyday use. For decoration, multicolor decor is used. At the request of the customer, the dishes can be produced in the form of separate products and sets. Household crockery sets, enamelled steel sinks, stainless steel sinks, standardized sinks, tin products, sold out custom orders are in constant demand at home and abroad. The Belarusian market offers quality products at very reasonable prices.

On the Belarusian steel enameled tableware market, the following products are in the greatest demand:

sets of household kitchen utensils;

pots with a capacity of 2.0; 3.0 and 5.0 L can be produced with stainless steel rim;

mugs with a capacity of 0.25; 0.4; 0.5; 1.0 and 1.5 liters;

pots with a capacity of 0.6; 1.0; 1.5; 2.0; 3.0; 5.0 and 5.5 liters;

bucket with a capacity of 0.5 liters;

butter dish, salad bowl with a capacity of 1.5 and 2.0 liters;

a plate with a capacity of 0.25 and 0.4 liters;

a can with a capacity of 2.0 and 3.0 liters;

kettle with a capacity of 1.5 and 3.5 liters;

tea pot;

sugar bowl;

form for jellied;

bowls with a capacity of 0.6; 1.5; 2.5 and 4.0 l;

cans with a capacity of 9.0 and 16.0 liters;

pots with a capacity of 9.0 and 12 liters;

tank with a capacity of 25 liters;

a bucket with a lid (without a lid) with a capacity of 12 liters.

In the development of the assortment of household steel enameled dishes, the following main directions can be distinguished:

an increase in the share of complete cookware sets;

increasing the comfort of products;

creation of multifunctional products;

development of highly specialized products;

development of compact designs of folding products, combined products, etc .;

enhancing the aesthetic value of goods through a more varied decoration, harmoniously combined with the shape and function of the goods and the properties of the metal.

Among the largest enterprises manufacturing and supplying steel enameled dishes to the Belarusian market are:

JSC "Borisov Plant" Metallist "(Borisov);

Slutsk enamelware plant (Slutsk);

JSC "Emalposuda" (Minsk);

LLC "Belpromservice" (Moscow);

"Neva-Metal Posuda" (St. Petersburg).

The products of these enterprises are well known to the domestic buyer. They are widely presented on the windows of the largest trade enterprises of the Republic of Belarus, such as JSC "TSUM", JSC "GUM", department store "Belarus", trading house "Neman" and many others.

Based on the results of studying the market for household steel enameled dishes, we will assess the competitiveness of all products of these enterprises.

List of enterprises participating in comparative analysis selected in such a way that they can be compared in terms of volume and range of products.

Table 1.2.1 Analysis of enterprises supplying steel enameled dishes to the Belarusian market

Advantages	Competitors
Advantages	Slutsk enamelware factory (Slutsk)	OJSC "Enamel-Posuda" (Minsk)	JSC "Borisov plant" Metallist "(Borisov)	LLC "Belprom-service" (Moscow)	"Neva-Metal Posuda" (St. Petersburg)
Availability of advanced equipment
High-quality steel cookware production
Possibility of a variety of decoration
Customer Service Level
Manufacturing of utensils of complex design
Product demand abroad
Availability of our own raw materials
Volume of production
Having the most perfect quality control service
The most favorable location in relation to consumers

For a more efficient operation of enterprises producing steel enameled dishes in a market economy, the following marketing research is recommended.

Note. Source: own development

2. Analysis of the implementation of the marketing concept at JSC "Borisov Plant" Metallist "

2.1 Characteristics of the enterprise

JSC "Borisov Plant" Metallist "was organized in 1929 on the basis of a small artel producing simple cutlery (knives, forks, potato peelers).

Since 1945, the plant has begun to manufacture enameled dishes.

Since 1975, the plant has mastered the production of heating and cooling units for the cabs of MTZ-80 tractors.

In 1977, a workshop for the production of household goods made of tinplate (graters, baking dishes, milk pans, milk ponds, garden watering cans) was added to the plant.

Since 1985, the plant has mastered the production of enameled steel sinks and sinks.

The organization is constantly working on updating its assortment, so in 2001 the production of pots with a thickened bottom and a stainless rim was mastered, in 2002 the production of stainless steel sinks was mastered, 2003 - a round enameled sink, 2004 - protective screens for batteries, 2005 - a set for cooking with steam, a lid for seaming, a milk sump of 7.5 liters.

At present, the plant specializes in the production of steel enameled household utensils (more than 50 items), enameled and stainless steel sanitary ware (5 items), household items made of metals and their alloys (more than 30 items).

The products manufactured by the plant are in demand not only in the Republic of Belarus, but are also exported to the CIS countries Russia, Lithuania, Latvia, and Ukraine.

On the basis of the order of the founder - the Minsk Regional Territorial Fund of State Property dated December 30, 2004 No. 33 - by transforming the republican unitary enterprise Borisov plant "Krasny Metallist" was established and registered on 03/02/2005. open joint-stock company "Borisov plant" Metallist ".

JSC "Borisov Plant" Metallist "is a part of the Belarusian state concern for the production and sale of consumer goods" Belmestprom ".

The organization is independent business entity with the right of a legal entity, has an independent balance sheet, settlement and other bank accounts, including foreign currency, seals and stamps, the samples of which are approved by the head.

The relationship of an enterprise with legal services and citizens in all areas of its activity is determined by contracts and legislation of the Republic of Belarus.

The main goal of the policy is to produce competitive products that meet the requirements and expectations of consumers in the domestic and foreign markets.

The organization's management has identified the following quality objectives, in the achievement of which all personnel of the organization are fully involved:

market research and focus on market demand and specific customer requirements and expectations;

expansion of sales markets and increase in sales of products;

improvement of products and production processes through the introduction of advanced technologies and developments;

development of fundamentally new high-quality competitive types of products;

long-term and mutually beneficial cooperation with reliable suppliers, which contributes to the creation of value and increased performance;

continuous training of employees in professional skills, quality management system issues, recognition of the contractor's merits;

continuous continuous improvement of the quality management system, leading to an increase in efficiency and effectiveness in work.

The management of the organization takes responsibility for providing the means and resources to ensure the implementation of enterprise policy, and encourages everyone in the organization to take an active part in the implementation of the tasks.

According to the statistical reporting for 2006, 440 million capital investments were spent at OJSC Borisovskiy Zavod Metallist and fixed assets for 300 million rubles were commissioned, with the finalized plan - 300 million rubles out of own funds due to depreciation charges, which amounted to 60% in comparable prices in relation to 2005. Technical re-equipment was not carried out in the reporting year.

The source of financing for production costs is depreciation. In the reporting period, stamps were made for the amount of 294 million rubles. and put into operation for the production of basic products, 140 million rubles. funds were spent for the reconstruction of the heating main.

The plant has 394 physical units of various equipment, including by groups:

Metal cutting 72 units.

Forging and pressing 122 units

Technological 96 units

Lifting and transporting 55 units

Ovens, dried 15 units.

Woodworking 5 units

Welding machine 29 units

A total of 394 units.

Let's analyze the age composition of the equipment at JSC "Borisov Plant" Metallist "

Table 2.1.1 Age structure of equipment at Borisov Plant Metallist

equipment identification	5 to 10 years old	10 to 20 years old	Over 20 years
Forging and pressing
Metal cutting
Technological
Lifting and transport
Ovens, dryers
Woodworking
Welding

According to Table 2.1-1, three quarters of the equipment is over 20 years old and needs to be updated.

In the structure of basic production assets, the largest share belongs to working machines and equipment - 62.1%.

The characteristics of the main production assets are shown in table 2.1.2.

Table 2.1.2 Basic production assets of JSC "Borisov Plant" Metallist "

Note. Source: own development.

According to the results of table 2.1 2, the degree of wear is quite high (on average 74.9%), which indicates the physical and moral obsolescence of fixed assets, This, in turn, reduces the productivity of equipment. An enterprise should consider upgrading its equipment.

According to the annual documentation, in 2006 the volume of production of OJSC Borisovskiy Zavod Metallist amounted to 5324 million rubles in comparable prices, which was 104.5% against 2005. Production of consumer goods amounted to 5622 million rubles, 133.3 % by 2005.

The output of marketable products in kind and in comparable terms (in real prices) for the main nomenclature is presented in Table 2.1.3

Table 2.1.3 Output of marketable products of JSC "Borisov Plant" Metallist "in 2006

Note. Source: own development.

In accordance with table 2.1 3, the largest share in the production of commercial products is made up of sanitary ware (sinks and sinks), which is due to the steady demand for them. In the total production of sanitary ware, 23.4% falls on sanitary ware made from raw materials supplied by the customer (out of 225.2 thousand pieces, 98.2 thousand pieces made from raw materials supplied by the customer.

The growth rate of consumer goods in 2006 was achieved in the volume of 133.3%, while the adjusted figure was 105%. Consumer goods production amounted to 5622.2 million rubles. The largest specific growth in the production of consumer goods is occupied by sanitary ware 72.4%, enameled steel dishes - 23%, tin products - 4.6%.

Thus, in the future, the company should pay attention to the promotion of enameled steel cookware and steel products on the market. To do this, it is worthwhile to study the market for these goods in more detail and attract buyers.

Research in the field of externally economic activity.

At JSC Borisov Plant Metallist, the volume of exports - imports in thousands of US dollars for 2006 is characterized by the following data:

Table 2.1.4 Foreign economic activity

Note. Source: own development.

Thus, the volume of exports in the reporting year increased by 1.7 times and amounted to 167.2% against the plan of 105%, mainly due to an increase in supplies to the Russian Federation and Ukraine.

The volume of imports decreased by 3.1 thousand US dollars and amounted to 99.4% - all supplies - from the Russian Federation, against the plan of 104%.

The positive balance in foreign economic activity amounted to 907.8 thousand US dollars (264.1% against 2005). However, due to the difficult financial situation, there are no foreign investments in the company.

The achieved indicator for the specific weight of new products in the total production volume was fulfilled within 1.1% with a target of 2.0%. The share of certified products was 91.2%, while the target was 87.1%.

The level of profitability of sold products of + 5.1% was not ensured, while the plan was + 8%.

The energy saving indicator has not been met, while the plan was 9%, the actual value was 1.6%.

Stocks of finished products in the warehouse at the end of the reporting year to the average monthly production volume amounted to 2.4 months. with a standard of 1.0 months.

The main reason for the failure to fulfill the forecast indicators of the socio-economic development of the organization was the low volume of production and, as a result, the lack of the necessary working capital for the purchase of raw materials and materials in sufficient quantities.

Any shipment of goods from the JSC "Borisov Plant" Metallist "is done on the basis of an agreement. The agreements are applied in order to facilitate the achievement of obligations.

The standard contract of JSC "Borisov Plant" Metallist "(Appendix B) has the following sequentially located sections;

characteristics of the parties;

subject of the contract;

price and amount of the contract;

terms and conditions for the delivery of goods;

responsibility of the parties

conditions of claims;

penalties and the procedure for compensation for losses;

other additional terms of the contract;

legal addresses and details of the parties.

Since the shipment of goods from the warehouse of JSC "Borisov Plant" Metallist "is mainly carried out by road, the main document is the consignment note. The forms of consignment notes are strict reporting forms. goods.

The main type of delivery of goods at JSC Borisov Plant Metallist is self-pickup by road. The release is made on the basis of a concluded contract for the supply of goods. prepayment) or a letter of guarantee (if the contract provides for payment after receiving material assets from JSC "Borisov Plant" Metallist ". After that, a consignment note of the form TTN-1 is issued. The waybill is issued in four copies: the first copy remains with JSC" Borisov Plant " "Metallist", the second is handed over to the consignee, the fourth to the carrier (the third copy remains at the entrance of JSC "Borisov Plant" Metallist "as a pass for the export of products from a warehouse located on the territory of the organization).

Before payment (on vacation or before it, depending on the terms of the contract), the accounting department issues an invoice and a price agreement protocol, which must be signed by the seller and the buyer of the goods.

Today, the plant is working to improve the financial situation, the company has developed measures to reach break-even work and an action plan to ensure the achievement of the target parameters of the plant's development.

2.2 Organizational characteristics of the enterprise

Let's analyze and give the existing management structure.

For the purpose of the most rational functioning, the enterprise should have such an organizational structure that will allow: to make, if necessary, its changes adequately to the conditions of the enterprise; carry out the transfer of capital from one area of activity to another in the shortest time possible based on an assessment of their effectiveness; ensure the fastest possible transmission of accurate and reliable information by levels of management from top to bottom and back for prompt decision-making to improve the efficiency of a specific area and the entire enterprise.

A matrix management structure has been organized at the OAO Borisovskiy Zavod Metallist, which has both horizontal and vertical ties.

The general director is the chief manager of the Borisov Plant "Metallist" OJSC.

The General Director, in the development of specific issues and the preparation of appropriate decisions, programs, plans, is assisted by a special management apparatus, consisting of functional divisions ( personnel service, finance department, etc.). These divisions carry out their decisions through the general director, or (within the limits of special powers) directly communicate them to specialized services or individual performers at a lower level. Functional units, as a rule, do not have the right to independently give orders to production units.

The financial director organizes the management of the movement of financial resources of the enterprise and the regulation of financial relations, in order to most efficiently use all types of resources in the process of production and sale of products and to obtain maximum profit. Provides the development of the financial strategy of the enterprise and its financial stability. Supervises the development of projects of long-term and current financial plans, forecast balances and budgets of funds. Determines the sources of production and economic activities of the enterprise. Carries out research and analysis of financial markets, evaluates possible financial risk and develops proposals to reduce it. Carries out the investment policy and management of the company's assets, determines their optimal structure, prepares proposals for the replacement, liquidation of assets, monitors the portfolio.

Organizes the development of standards for working capital and measures to accelerate their turnover. Analyzes the financial and economic activities of the enterprise. Monitors the implementation of the financial plan and budget, product sales plan, profit plan and other financial indicators, correct spending of funds.

The accounting department consists of 8 people: the chief accountant, 7 accountants.

The chief accountant ensures control over the reflection on the accounting accounts of all carried out business operations, the provision of operational information about the financial condition of the association, the preparation of financial statements in due time and the economic analysis of the financial and economic activities of the association. The chief accountant reports directly to the general director.

Accountants are directly subordinate to the chief accountant and perform work in various areas of accounting (accounting for fixed assets, inventories, production costs, sales of products, results of financial and economic activities, settlements with suppliers and customers, as well as for services provided, etc.). P.). Carry out the reception and control of primary documentation for the relevant areas of accounting and prepare for counting processing. Calculate and transfer taxes to the budget and off-budget funds, funds to finance capital investments, staff salaries and other payments and payments.

The HR department is engaged in the selection and recruitment of qualified workers.

The commercial director manages the financial and economic activities of the enterprise in the field of material and technical support, procurement and storage of goods, sales of products on the market and under supply contracts, transport and administrative services, ensuring the effective and targeted use of material and financial resources, reducing their losses , acceleration of the turnover of circulating assets.

The transport department carries out the delivery of raw materials and goods, ensures their proper safety during transportation.

The warehouse provides storage, warehousing and release of inventory items, organization of loading and unloading operations.

The Raw Materials Supply Department organizes the uninterrupted supply of raw materials and material resources to the enterprise, concludes contracts with suppliers.

The marketing department studies the market and predicts its development, analyzes and develops the most effective methods of sales and advertising, determines the competitiveness of products, organizes advertising in the media, organizes and holds exhibitions, fairs, presentations.

Thus, the organizational structure of the enterprise management of JSC "Borisov Plant" Metallist "is a multi-stage matrix structure.

Let's give an organizational assessment of the existing management structure of the Borisov Metallist Plant OJSC.

Table 2.2.1 Organizational assessment of the existing structure of the enterprise of JSC "Borisov Plant" Metallist "

Note. Source: own development.

In accordance with table 2.2.1, all heads of departments interact with each other, for example, the head of the personnel department provides documents and data on the turnover of personnel in the accounting department, which, in turn, keeps records of the employees of the organization. The chief accountant is responsible for calculating and issuing wages to the management apparatus and workers. The deputy director also informs accountants about the volume and amount of goods sold.

At the JSC "Borisov Plant" Metallist "there is a marketing and sales department, which is subordinate to its director. Its activities are regulated by the regulation on the marketing department (Appendix A)

Quantitative and qualitative composition of this department is given in table. 2.2.2

Table 2.2.2 Number of employees in the marketing and sales department

Note. Source: own development.

The marketing and sales department is headed by the head, who is appointed and dismissed by the head of the enterprise JSC "Borisov Plant" Metallist ". He searches and studies potential markets for profitable sales of the plant's products:

reveals dissatisfaction with the demand in the studied market, as well as the possibilities of the enterprise JSC "Borisov Plant" Metallist "to meet it;

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

participates in the development of a strategy for market behavior at Borisov Plant Metallist;

collects, studies, evaluates, analyzes and enriches domestic and foreign materials on the state, capacity and development trends of potential sales markets, opportunities and economic feasibility of entering these markets;

collects and organizes data on enterprises and foreign firms that produce similar products, the behavior of competitors and their intentions in the markets under study;

conducts a comparative analysis of the properties and quality of products of the enterprise "Borisov Plant" Metallist "and competing firms;

organizes the study of consumer assessments, opinions, claims of consumers regarding the quality and range of products offered, their susceptibility to advertising; identification and accounting of unsatisfactory demand and demand for goods that can be mastered by the enterprise;

comes out with proposals to the management on the need for comparative tests of samples of products of enterprises;

takes part in the organization and holding of international republican exhibitions;

informs the plant about the claims and wishes of consumers identified at exhibitions, fairs and during negotiations with wholesale buyers;

informs the management of the division about the identified unsatisfactory demand for products and the wishes of consumers. Based on the results of marketing activities, he prepares a report and gives a short description of the products required on the market;

receives from the management information on the inclusion in the plan, development time and expected properties of new types of goods and their modifications;

collects information about customers' refusals from the company's products, organizes a trial sale of experimental batches of new products;

collects information on the nature of consumer complaints about the quality, consumer and other properties of the company's products;

every six months presents the management with a market overview analyzing the results of the study of sales markets and proposals on the strategy of market behavior of JSC "Borisov Plant" Metallist ", for the upcoming planning period;

organizes the sale of the company's products in accordance with the planned targets, concluded contracts, its shipment to consumers within the time and volume established by the sales plan.

is responsible for violations of the terms of loading, avoiding downtime of auto and rail transport;

provides control over the implementation of orders, contractual obligations by the enterprise's divisions in a timely manner, in terms of the volume of products sold, nomenclature, completeness and quality, and the state of stocks of finished products in warehouses. Takes measures to ensure the timely receipt of funds for the sale of products, Provides accounting for the fulfillment of orders and contracts, shipment and balances of unsold finished products, timely execution of sales documentation, reporting on sales (supplies) on the implementation of the implementation plan. Coordinates the activities of warehouses for finished products, manages the employees of the department

Appendix B contains the job description for a Lead Sales Economist.

Personnel training and advanced training at the enterprise is carried out in accordance with the plan, on the basis of applications from the heads of departments and in accordance with production needs.

Training, retraining, training in related professions and advanced training of workers at the plant are organized according to coursework (production and technical and targeted courses) and individual forms of training. Training is conducted in accordance with approved plans and programs. For professions requiring special training, workers are trained in training centers and factories in Borisov, Minsk or at their enterprise with the invitation of teachers from training centers licensed to train.

Managers and specialists improve their qualifications on-the-job at advanced training institutes, at seminars organized at various educational institutions and at the enterprise on-the-job.

The rational distribution of responsibility between the workers and services of the enterprise is of great importance in the organizational structure of the enterprise of OJSC Borisovskiy Zavod Metallist. Responsibility is an obligation to fulfill delegated tasks and be responsible for their satisfactory resolution. the nature of the organizational structure. In a centralized structure, decision-making power rests with higher-level managers. The decision on the level of centralization depends on a number of factors: the nature of the business environment, the style of decision-making by top management, the type of strategy implemented by the firm, the qualifications and experience of lower-level management personnel.

A special issue is the organization of relations between the marketing department and other divisions of the enterprise of OJSC Borisov Plant Metallist. Much here depends on the extent to which the structure of the enterprise as a whole meets the principles of marketing.

As you know, the structure of the enterprise of JSC "Borisov Plant" Metallist "is focused on production, then most of its departments, structural units are interested not in the implementation of marketing goals, but only in the utmost minimization of production costs. Thus, product developers strive to create the most economical models, often to the detriment of the popularity of goods on the market. Supply departments are focused on the purchase of cheaper and not always high-quality materials and raw materials. The focus on reducing labor costs, characteristic of production units, is in conflict with the need to improve the consumer properties of goods. Warehousing of goods also often does not respond to any the needs of the safety of manufactured products, nor the needs of the dynamics of market demand.

Such a target orientation of the production-oriented structural units of the Borisovskiy Zavod Metallist enterprise inevitably leads them to constant and unproductive conflicts with the department and marketing goals. are subordinated to different managers (deputy directors), the links between them are complex and multi-stage, and these departments themselves are very little responsible for the ultimate market goals and sales results.

It is clear that the effectiveness of the functioning of the marketing organizational structure largely depends on those cadres, personnel who are engaged in marketing. Moreover, we are talking not only about their professional qualifications, but also about the degree of responsibility, about knowledge and acceptance of the marketing concept in force at the enterprise, stimulation of the initiative of marketing specialists. The heads of the marketing department and each of its divisions must have the functions, means, duties and rights, responsibility and power, as well as in relations with other divisions, departments and branches of the company, fixed in the relevant documents (primarily in the "Regulations on the department") , its representatives.

The central task of the marketing department at the OJSC "Borisovskiy Zavod" Metallist ", focused on taking into account customer requests, is to ensure product quality as the depth of customer satisfaction at a level that allows maintaining the desired market conditions.

2.3 Economic characteristics of the enterprise

The main source of analytical information is the balance sheet (form No. 1), which is grouped in a certain order and generalized information about the amount of the organization's funds in a single monetary measure at a specific point in time.

Funds, their composition and placement, as well as the sources of these funds and their placement, are grouped in the balance sheet in sections and articles.

Another important source of analytical information is the “Profit and Loss Statement” (form No. 2). From this form we obtain information about sales proceeds, cost of goods sold, profits and others.

To analyze the financial and commercial activities of the organization, in addition to the data provided in the balance sheets, additional information is required. They will be extracted from synthetic and analytical accounting, as well as other forms of reporting.

Let's analyze the structure of the balance sheet liability and the influence of the main sections of the balance sheet on the replenishment of its active part.

Table 2.3.1 Analysis of the structure of the balance sheet liability and the impact of the main sections of the balance sheet on the replenishment of its active part.

Name of balance sheet items of the organization	Indicator of the structure of the liability balance
					Growth (+), decrease (-)
		Specific gravity.%	Absolute value, million rubles	Specific gravity.%	value, million rubles
Sources of own funds
Income and expenses

Long-term loans and borrowings
Short-term loans and borrowings
Accounts payable
Settlements with suppliers contractors
Payroll
Settlements for other personnel transactions
Calculations for taxes and fees
Social insurance calculations
Settlements with shareholders
Settlements with different debtors and creditors
Other types of obligations

annotation

Topic: "Improving the marketing activities of OJSC" Voltyre-Prom "".

The volume of work is 82 pages. The study uses 12 tables, 6 figures, 74 lists of used sources and literature, as well as an appendix.

The first chapter is devoted to the theoretical aspects of the study of the marketing activities of the enterprise. Marketing is considered as a tool to improve the efficiency of the enterprise and the implementation of marketing activities in construction organization... The article considers such issues as the essence and factors of the complex of marketing communications at the enterprise, advertising and its role in promoting goods on the market. The second chapter describes the financial and economic activities of Voltyre-Prom OJSC, analyzes the assortment structure of the enterprise, evaluates and analyzes the results of the financial and economic activities of Voltyre-Prom OJSC.

The appendices provide an auxiliary and Additional Information, lacking to fully reflect the theme of the thesis.

Introduction

1 Theoretical aspects of marketing

activities at the enterprise

1.1 Marketing as a tool to improve the efficiency of the enterprise

1.2 The essence and factors of the complex of marketing communications at the enterprise

2 Analysis of the marketing activities of OJSC "Voltyre-Prom"

2.1 Characteristics of the economic activity of OJSC "Voltyre - Prom"

2.2 Analysis of the assortment structure of the enterprise

3 Development of measures to improve the marketing activities of the enterprise

3.2 Evaluation of the effectiveness of measures to improve the intercompany pricing system at Voltyre-Prom OJSC

Conclusion

List of sources and literature used

Appendix A - SWOT Analysis Matrix (External and Internal Environment)

Voltyre-Prom OJSC

Introduction

The relevance of this topic lies in the fact that effective management in modern market conditions is a prerequisite for increasing business efficiency, creating, developing and realizing the competitive advantages of an enterprise. The modern leader is faced with the strategic issues of choosing the direction of business development and determining the key competitive advantages of the company. The development of such a vision and management of the organization's competence is a key, entrepreneurial, function of the company's management.

The management is forced to pay a lot of attention to the issue of optimization of the company's structures. At the same time, for a modern leader, the issue of creating a management system and technology is equally important, which ensures the effective operational activities of the company. In the modern socio-economic situation in the context of the search for optimal ways of informatization of society and Russia's entry into the world information space, the solution of the multifaceted problem of documentary management is of paramount importance. With the help of which the processes of documentation, organization of documents and workflow acquire a normative or orderly nature. Documentation, legal, economic, organizational, personnel and other aspects should be recognized as priorities today.

It can be stated with confidence that both historically inherited characteristics and new ones associated with fundamental technical and socio-economic transformations in the field of documentation are in the problem under consideration. Special attention needs to be paid to the study of the organization of information interaction between the state and its state structures of the federal, “subject” and other levels of government. Insufficient scientific and theoretical elaboration and lack of due state attention to the creation of a conceptual base and the development of unified approaches to the organization entail various negative consequences, in particular, separation from international rules and technologies, inefficiency and insufficient value of preserved information resources, etc. The multidimensional, interdepartmental nature of the problem requires an appropriate organization of fundamental and applied scientific research and development, their coordination and fixation.

The aim of the thesis is to study the improvement of marketing activities in the enterprise.

Achieving this goal is possible by solving the following tasks:

Define the marketing management system in the organization;

Analyze the financial and economic activities of the enterprise;

Investigate the marketing management system in the enterprise

Develop a SWOT analysis for the enterprise;

OJSC “Voltyre-Prom” was chosen as the object of research.

The subject of the research is the study of marketing activities at the enterprise.

The theoretical and methodological basis of the thesis is the approaches to solving the problems of researching the marketing of an enterprise, the used set of tools, techniques and methods proposed by domestic and foreign authors.

Despite the large number of works devoted to the study of the marketing management system in an organization, there are few fundamental, generalizing works on this issue in domestic science, this does not mean that the problem is not studied by domestic specialists or is considered unpromising. The fact is that the main study of the organization's marketing management system is carried out at the expert-applied level, the results are intended for the internal needs of enterprises, are designed for direct implementation into practice, and are often of a closed nature.

The degree of study of this study is presented in the works of the following authors: Afanasyev M .; Elyakov A.D .; Efanov A.; Bakanov M., Vaschekin N .; Bodrenko O.N .; Danilina A .; Damary R. et al.

The information base of the research was the fundamental and applied works of domestic and foreign authors on the analysis and assessment of marketing activities, analytical materials published in periodicals, materials of scientific and practical conferences.

Approbation of the results of the diploma project. The main results of the study were presented and discussed at the scientific-practical conference "Analysis of the relationship of financial instruments

The main results of the research were presented and discussed at the scientific-practical conference of scientists, graduate students and students "Strategy and tactics of enterprise management in the context of the economic crisis."

Thesis consists of an introduction, three sections, a conclusion, a list of used sources and literature and applications.

The introduction substantiates the relevance of the topic of the thesis, the degree of its elaboration, formulates goals and objectives, the object, the subject of research and research methods, its practical significance.

The first chapter is devoted to the theoretical aspects of the study of the marketing activities of the enterprise. Marketing is considered as a tool to improve the efficiency of an enterprise and the implementation of marketing activities in a construction organization. The article considers such issues as the essence and factors of the complex of marketing communications at the enterprise, advertising and its role in promoting goods on the market.

The second chapter describes the financial and economic activities of Voltyre-Prom OJSC, analyzes the assortment structure of the enterprise, evaluates and analyzes the results of the financial and economic activities of Voltyre-Prom OJSC.

The third chapter is devoted to improving the marketing activities in the enterprise.

In the conclusion of the work, the main theoretical and analytical conclusions are formulated.

1 Theoretical aspects of the formation of marketing activities at the enterprise

1.1 Marketing as a tool to improve the efficiency of the enterprise

Marketing affects all stages of the formation of profits and, ultimately, the overall efficiency of the enterprise.

Consider what the marketing management system does at the enterprise and how its activities affect the efficiency of the company.

Firstly, marketing services investigate the various sides of the market with which the enterprise comes into contact in the course of its operation.

Secondly, marketing services develop and implement tactics of the firm's behavior in the market.

An enterprise in the modern world achieves success only if it does not ignore the needs of consumers. To improve efficiency requires research and meeting the maximum volume of buyer's requirements. Marketing deals with the study of consumer behavior, which includes his needs and requirements.

Consumer research begins with an examination of their needs. The most widespread was the hierarchy of needs according to A. Maslow. According to this system, needs are divided into:

Physiological (hunger, cold, thirst);

The need for self-preservation (safety, protection);

Social needs;

Self-esteem needs (social status, recognition);

Needs for self-affirmation (self-realization and self-development).

Identifying needs is one of the key goals of marketing research. When a marketer finds out a consumer's need, he can predict his future behavior and the possibility of his purchase of a given product.

Motivational factors for purchasing a product play an important role in consumer research.

Motivational factors include:

Benefit motive (a person's desire to get rich);

Risk reduction motive (need for security);

Motive of recognition (need for status, prestige);

The motive of comfort (the desire to brighten up your existence);

The motive of freedom (the need for independence);

The motive of cognition (the need for development).

The study of the structure of the market plays an important role in marketing.

The first stage is the research of competitors, i.e. assessment of the degree of competition in the selected market (perfect, imperfect competition or monopoly).

The next step is to move on to the competitors themselves. It is necessary to determine what part of the market the competitor controls, how quickly it develops, the quality of the competitor's product, its price, the form of advertising and sales, and technical support.

With a properly conducted research, it is possible to establish the disadvantages and advantages of a competitor, to learn about its weaknesses and strengths, which will subsequently undoubtedly affect the profit and development of the company.

Analysis of the corporate structure of the market is a study of suppliers and intermediaries, without the help of which the company practically cannot exist in modern conditions. Who are the suppliers? A supplier is an individual or an organization that supplies the company with the necessary raw materials, equipment, information.

The study of the corporate structure of the market includes the study of transport companies, insurance organizations, etc. This helps the company to immediately feel more confident on the shaky ground of a still undeveloped market.

Product market research refers to market research for a particular product or group of products, such as bread (a single product) and consumer or luxury products (a group of products). Market research aims to study the relationship between supply and demand for goods, determine market capacity, determine the influence of competitors on the market, market segmentation, and determine market conditions.

The main goal of studying market conditions is to establish links between the activities of an enterprise and the market, how to ensure an equilibrium of supply and demand. Market research includes an assessment of the market in the current period, a forecast of changes in market indicators, offers and recommendations on the company's activities in the process of changing market conditions.

Market capacity refers to the volume of products that can “absorb” the market without significant changes in its structure. The marketing service examines the indicators of market potential, processes and analyzes information and, on its basis, predicts an increase or decrease in market potential, which leads to an increase or decrease in the volume of products manufactured by the enterprise.

Market segmentation is the division of the market into separate areas for the purchase and sale of goods. Segmentation occurs according to the following series of features:

Geographic (the size of the region, density and population are taken into account);

Demographic (gender and age criteria of the population are taken into account);

Socio-economic (education, professions, income of the population are taken into account);

Psychological (the characteristics of the individual are taken into account).

Thus, by examining the various aspects that an enterprise has to deal with, the marketing service helps to save money on trial releases in previously ineffective areas. Although the company spends a certain amount on research, it then pays for itself completely. This demonstrates the role of marketing research to improve performance.

The marketing policy of an enterprise may include product, pricing, sales policy, as well as a policy of promoting a product on the market. According to this scheme, the policy of the enterprise will be outlined: from the choice of goods, determining its price, various marketing methods to the final stage - promoting the goods, the stage at which the enterprise's profit from the sale of goods is increased.

Marketers, using research of the market, competitors and consumers, develop a program of action for the enterprise in the field of product production (they assume which product will be in maximum demand, meet the needs of the buyer, determine its quality in comparison with competitors), establish rules for creating new products, predict life product cycle. Let's take a closer look at the product policy.

In the everyday sense, a commodity is usually understood as a thing intended for consumption, either final, or consumption for the sake of producing another commodity. The marketing essence of a product is somewhat different from the generally accepted one, since what is commonly called a product in a general sense is called a product in marketing. A product is an integral part of a product that carries the basic qualities for which the product was purchased. For example, having produced saccharin (sugar substitute), one cannot call it a commodity without appropriate support. Product support is a set of measures for transportation, packaging, storage, accounting and use of a product.

The product support team includes the following measures:

Measures for the correct use of the product (instructions, preparation method);

Related products (adapters, batteries, cords).

A product turns into a product when marketing tools are used on it, which include:

Correctly established sales;

Strong public relations.

Thus, a product for a marketer consists of a product, its support, and marketing tools. Using bread as an example, this can be shown in the form of its constituent parts: product - bread, essential product, support - packaging, conditions of transportation, storage, use, marketing tools - packaging design, advertising campaign.

Marketing is entirely up to the consumer.

Marketing depends on the needs and demands of the consumer, so the company is simply forced to change its product strategy by creating new products.

The product offered by the enterprise on the market can be classified as follows:

Products (ore produced by a mining enterprise, cast iron of a metallurgical plant, etc.);

Goods (cars, clothing, furniture, food, etc.);

Works (construction, installation, repair, etc.);

Services (financial, travel, training services, communication services, etc.);

To conduct effective marketing, first of all, it is necessary to determine which product can be called new.

A product that has no analogues on the market, which is a practical actual embodiment of a scientific breakthrough, is naturally called a new product. There are very few such products on the market, such as copying and scanning machines and wireless cellular communications.

A product that has a pronounced qualitative difference from its predecessor, an analogue product. An example would be floppy disks DVDs versus CDs (more information capacity, faster reading speed, etc.).

The product is new to a specific market. For example, racing cars were a market novelty in Russia in the 1990s.

An old product that has already been on the market, but has found a new use for itself.

Of course, the entrepreneur runs the risk of starting research on a new product, because he does not know whether his costs will pay off. In such a case, there is a marketing service that helps an entrepreneur to reduce risk to a minimum by proposing rules for creating a new product and, thus, increasing the profit and efficiency of the enterprise (see appendix).

With the creation of a new product, its life cycle begins, which is characterized by the following stages:

Research and development. At this stage, the birth of a product, its idea, takes place. Sales of goods are still zero, sales are negative.

Implementation. At this stage, the product begins its promotion to the consumer, an active advertising campaign takes place, but with an increase in sales, profit continues to grow in the negative direction.

Growth stage. The most favorable stage for the manufacturer. The company makes significant profits, sales of goods continues to grow.

Maturity stage. The goods are produced in large batches, sales are no longer growing at such high rates, profits are gradually decreasing, as competition is felt.

Decline stage. Sales fall sharply, the company stops producing goods, and profits are very low.

Marketing must accompany a product throughout its entire life cycle. The law of new goods can be viewed from the point of view of the life cycle as: an enterprise will have maximum profit and efficiency only when the life cycles of different goods overlap.

The commodity policy at the enterprise solves the problem of creating a new product, it is connected with the sphere of production. Marketing development in this area helps the entrepreneur to avoid many mistakes that lie in wait for him at this stage of economic activity. Therefore, it can be clearly said that the marketing product policy helps to increase the efficiency of the firm.

1.2 The essence and factors of the complex of marketing communications at the enterprise

One of the reasons for the sales crisis in our country is the lack of awareness of consumers about the availability of quality products from manufacturers and wholesalers. The issue of the image of domestic products on the world market is also important.

We are talking about the problem of choosing a strategy for the external relations of an enterprise and the place of specific methods of marketing communication in achieving the goals of an enterprise in the market. Unresolved and avoided strategy problems led many enterprises to bankruptcy. Of course, marketing communications are one of the sides of the marketing mix, only part of the strategy and policy of enterprise communications is not something given to us from above, it is the ability and skills to take action today, focused on the results that will be obtained in the future. Communication strategy is the ability to foresee what needs to be done in the field of information and communication systems of an enterprise in short term to achieve his long-term goals.

The leaders of all levels are faced with a strategic task: to convey information about the quality of domestic products to buyers, to maintain their image in the domestic and foreign markets, to respond with methods of marketing incentives to a decrease and increase in demand in the food markets. This requires targeted actions to stimulate the promotion of goods in the domestic and foreign markets within the framework of the general marketing strategy at the macro level. But much depends on the choice of the strategy of external relations of the enterprise and the place of specific methods of marketing communication in the communication policy of the enterprise in order to achieve goals in the market. Knowledge of laws effective communication makes it possible to achieve results and successful business.

The complex of enterprise marketing communications is inseparable from the development strategy of the enterprise information system; it is a selection of marketing tools (such as direct marketing, advertising, public relations and others) that facilitate the exchange of ideas (knowledge) about the enterprise's products, its reputation with existing and potential consumers or customers and ensuring its survival in a competitive environment. Marketing requires a manager to have the qualities of a skillful planner who integrates production and sales into a single process. Marketing communications not only make it possible to identify hidden needs for a particular product or service and to promote and advertise them in the appropriate place and at a certain time, but also to combine research work and practical pricing, forecasting and financing, commodity movement and control into a single coherent process. ...

Today, the leader is increasingly thinking about which product or service is most important for profitable production? The answer is simple - this is, first of all, what the buyer needs and what he is going to buy. This is where the role of the marketing communications complex manifests itself - to provide two-way communication between the enterprise and the consumer.

The leader, performing general management functions (setting goals, planning, administration and control), forms a complex of marketing communications in the context of the following priorities: determining the needs of people in the field of certain products; determination of the company's capabilities to meet these needs, taking into account the company's strategy; planning the production of certain products to meet these needs, taking into account economically possible production; challenge consumers to associate their needs with manufactured products; active marketing of products with a reasonable profit.

Russian specialist in the field of food marketing G.V. Astratova in her monograph examines in detail the information aspects of consumer behavior of goods, introducing the concept of "cognitive value" of food products, which allows you to define qualitatively the information necessary to attract the attention of the consumer to the product. G.V. Astratova names the following reasons for the lack of complete information about the goods:

Weak regulatory framework, as a result of which information on the quality and safety of the goods does not reach the consumer in the proper volume;

Insufficient level of expertise organization;

All this requires the manager, when defining the communication system in the marketing of the enterprise, to correlate the complex of marketing communications with the goals of the enterprise and its general strategy. It is also important to note the key stages for the development of a set of marketing communications in terms of enterprise marketing.

In management, communication is seen as the transfer of information from one person to another, regardless of whether it contributes to the establishment of trust or not. The information transmitted must be understandable and useful to the person who receives it.

The meaning of information work is to collect reliable data and transform them into information, that is, select new and useful data from them, and also give them a form in which they will be fully assimilated and in the shortest possible time. Thus, information is new information, understood and evaluated as useful for making decisions on certain problems. The concept of information work: the right information, the right person, at the right time, in the right format and at the right price, allows you to form an effective information management system of the enterprise.

Marketing information includes processed data about the macro-environment and, above all, about the micro-environment, the immediate environment of the enterprise. Ultimately, marketing information determines the quality of strategic and tactical decisions on the market activities of an enterprise. The company develops and uses a marketing information system for monitoring the external environment, organizing marketing research, creating data banks.

The “Marketing Communications Complex” was included as an integral part of the marketing communications system, the main tools of which are advertising, sales promotion, publicity, personal sales (direct marketing). Domestic marketers include in the marketing communications system such specific tools as decisions made by the company's marketing service and interacting with the external environment, as well as information leakage associated with these decisions.

Many executives become interested in the marketing communications mix after failures to sell or advertise products. At the same time, in marketing, it is often difficult to say due to what circumstances the effect was obtained: whether it was the result of successful advertising or just a rumor about the quality of your products as a result of information leakage. There are many factors. The marketing mix (marketingmix) includes five main decisions: about the firm's efforts aimed at the target customer; on the development of goods and services; on the methods of distribution of goods and services; about the pricing policy of the enterprise; on the policy of stimulating the promotion of goods to the consumer (communication policy). By marketing communication, Norwegian scientists Harald Voye and Uwe Jacobsen mean information and influence on target market groups. Marketing communication in their interpretation consists of two main types of activities:

Transfer of information about the offer of goods and services of the enterprise to target groups in the market;

Obtaining information about changes in the environment (external) environment.

Marketing communication is an important part of an enterprise's efforts to achieve its objectives in the markets. The strategy and policy of marketing communication determines the achievement of the effectiveness of using the capabilities of target consumers, contact audiences of the enterprise, its investors, suppliers, anticipation and prevention of threats emanating from competitors and other environmental factors.

Against the background of heightened competition in food markets, it is extremely important to consider the models of marketing communications and their applicability in determining the strategy and practice of firms operating in the food markets.

The marketing communications system is crucial for the implementation of the marketing mix. On the one hand, communication provides the integration of a new quality that arises when formulating marketing policy enterprises. On the other hand, marketing communication integrates the subjects of this activity. Finally, the communication policy ensures the buyer's sovereignty and privileges.

Communication activities aim to provide information to producers, marketers and buyers. If we consider the role of communications in ensuring the interaction of these three main subjects of marketing activities in a typical market, then seven types of different communication flows can be distinguished:

1. Gathering information by an entrepreneur to make investments to determine the behavior (needs and desires of buyers, etc.) of consumers. This is the role of marketing research to justify the investment policy of the enterprise and the choice of marketing strategy.

2. In the same way, a potential buyer initiates a study of the possibilities offered by suppliers and an analysis of sales proposals.

3. After the implementation of production and marketing research, the communication program of the enterprise is focused on sales and is aimed at the acceptance of the goods by the market and cooperation with the sales system on the issues of sales channels (places of sale, product promotion and prices).

4. An enterprise for promoting goods through advertising and its sales staff develops solutions for the formation of demand and a complex of incentives to inform the end customer about the distinctive characteristics of the brand (branding).

5. Activities to stimulate demand, carry out promotion and communication is aimed at the end customer and has the goal of ensuring loyalty to the brand, the implementation of commodity circulation, support of newly created brands, informing about the conditions of sale.

6. Feedback - measuring customer satisfaction or dissatisfaction, allows the company to adapt its proposals to the reaction of end customers.

7. After the use or consumption of goods, both individual and organized (consumerism) buyers, evaluations and opinions about their quality are disseminated.

In small markets, communications between their subjects occur spontaneously, in conditions of large markets, communications between participants in the exchange process need a special organization, since there is a significant gap and interference in physical channels and human contacts.

An important function of the marketing communications complex in the transition period is the formation and development of target markets. Market development activities - advertising, public relations, product research and development, quality control and trading activities- extremely important and expensive elements of the agricultural marketing system. These actions affecting demand can alter the state of consumer demand, affect the intensity of competition in markets, and affect the prices of products.

Advertising has the most visible and controversial effect on marketing development. It is necessary to be aware that the complex of marketing communications of enterprises is only an initial link and is closely connected, for example, with advertising of wholesalers, processors and food retailers. Industry advertising is a mixture of persuasion and informative message that conveys the price and non-price aspects of the market.

From the above, it follows that a communications strategy is the ability to foresee what needs to be done in the field of information and communication systems of an enterprise in the short term in order to achieve its long-term goals.

Advertising, having crossed the usual framework of the type of human labor activity, is today not just a business, but a much broader and more complex social phenomenon that affects many, if not all, spheres of society:

Production (as a tool for marketing a production product);

Social (performs a communicative function, connecting the interests of various groups in society);

Cultural and educational.

In turn, the factor that literally had a decisive influence on advertising can be called the transition of society from the technological to the informational stage of development. In fact, the leading Western countries have already entered a new era - global information processes. And advertising, as its reflection, in this regard has acquired and continues to form new, specific features.

The concepts that define the role of this overarching factor in the management of the advertising business include the following:

1. Exceptionally high rates of economic and production growth in the countries of the world. Against this background, competition among manufacturers is intensifying, and difficulties in marketing products are increasing. The number is growing and the range is expanding, the technological and technical processes for the production of goods are being improved. As a result, the market creates a picture of their certain uniformity: large and small firms in such conditions are aligned in their capabilities. And in order to survive, they have to resort to special, additional methods of marketing their products, in particular to the widespread or targeted use of advertising.

2. In modern production, it is a set of marketing elements focused on the promotion and sale of goods in the market. This system consists of five elements: already mentioned - public relations, advertising proper, sales promotion, direct marketing, as well as related materials and events. Thus, advertising is an essential part of the process of planning production, development and release, and marketing of goods on the market. And advertising management acts as an integral part of the overall and marketing strategy of the organization.

3. A distinctive feature of modern advertising is its versatility. We are talking about a whole system of specific functions that have formed over the past decades in the development of advertising, which initially performed two functions in commodity production:

Economic, stimulating demand, developing and accelerating the process of selling goods:

Informational, informing consumers about the availability of goods, manufacturer, main characteristics, consumer properties, etc.

At the present stage, advertising performs a communicative function: it unites in an information-production complex four participants in the marketing process - the organization itself (advertiser), the advertising medium and the consumer. With their help, there is a mutual exchange of information, which is the essence of advertising. And the mentioned general functions of management - control and coordination - in the system of the company's advertising activities also become its specific functions.

Research into the effectiveness of an advertising campaign as a whole and at individual stages allows the company's management to identify its successful and unsuccessful links and take corrective actions, if necessary. Advertising strategy large company can be organized in such a way that potential consumers are prepared to purchase its products. This is achieved through the development of a whole system of advertising management techniques - to change consumer demand in favor of the goods of a specific production organization.

Advertising can have an extremely powerful impact on the consumer in different situations. If the demand for a product is unsatisfactory, it reinforces it. Advertising stabilizes fluctuating demand by acting in the synchromarketing system. It turns potential demand into real demand, contributing to developing marketing. Optimal demand can be supported by advertising at the achieved level by means of fixed marketing. Finally, what distinguishes modern advertising is that it is capable of performing the opposite functions: with the help of advertising, you can reduce excessive demand (demarketing) and increase demand (incentive marketing).

Large national and international corporations use in their marketing campaigns all the marked features of the multilateral and mobile function of advertising - demand management. The system of goals of this function can also include effective sales of goods in one specially selected and promising market segment. This side of the management function in the advertising management of Western countries is called targeting (from the English target - target, goal) and means the use of advertising to obtain a specific target result.

4. Advertising at the present stage has many different forms. The last two or three decades of development have led to the creation of a special kind of it - advertising, which forms the brand image of a product. Moreover, the result of its widespread use is evident - the growth of competition between goods in competition with brand images of various manufacturing firms. Some Western experts in the field of advertising management determine state of the art advertising business as the era of brands.

5. Perhaps this statement is true, however, the development of society, production and advertising occurs at such a rapid pace that one can question the fact of the longevity of such an "era". Recently, there has been a tendency to increase the role of retail in the production and distribution process. Trade organizations are gaining strength - large department stores, which more and more dictate their terms to manufacturers, right down to what goods and in what quantity a firm should produce.

The network of powerful, independent organizations (stores) has already covered the whole world, and they operate under their own trademarks, which so often depersonalize production brands of goods. In Western business, for example, tact trading firms such as Marks and Spencer (England) and Bauer (Germany) are widely known. A certain depersonalization of brands also occurs as a result of the growing volume, assortment of goods that can no longer differ in consumer qualities due to the limited range of their possible set. The consumer in such a situation ceases to attach importance to a particular brand.

6. Researchers agree that the features of modern advertising include a wide expansion of the activities of agencies specializing in this. They last, as a rule, perform a full set of actions or operations for organizing and conducting advertising campaigns of manufacturing firms. The activities of such agencies are distinguished by high professionalism and quality of orders for various advertising materials.

7. A characteristic feature of advertising of the last two or three decades is its transformation into a separate branch of the country's economy - the advertising business. It is developing so powerfully and quickly that in terms of pace and qualitative shifts it is significantly ahead of many spheres of the production and economic life of society.

8. The existing market of competition among advertising agencies determines another specificity of modern advertising: the increasing dictate of the advertiser. Advertising agencies are forced to operate in an environment that advertisers are constantly tightening up. And they essentially "take away" part of the profits from advertising companies, forcing them to make additional discounts or pay more money for advertising.

9. A distinctive feature of the modern advertising business is a broad research activity in all its areas, which in developed countries is engaged in hundreds of organizations. Experts predict that scientific and technical progress in the third millennium will radically affect the means of advertising distribution and, accordingly, its types, forms, design, etc. Big changes in advertising management and business are expected due to current and even more future advances in the field of electronics. Many researchers believe that new, unconventional advertising channels will emerge. Most likely, television, radio and print will give way to computer-based methods of transmitting advertisements. These are computer methods of direct mail (transmission of messages by fax), cable TV with a huge number of channels and the Internet. All of them have already entered the business life and even the everyday life of the population of the developed countries of the West.

Promotion is understood as a set of various activities aimed at bringing information about the merits of a product to potential consumers and stimulating their desire to buy it. Modern organizations use sophisticated communication systems to maintain contact with intermediaries, customers, with various public organizations and layers.

"Advertising is a print, handwritten, oral or graphic communication about a person, product, service or social movement that is openly sent by and paid for by the advertiser for the purpose of increasing sales, expanding clientele, gaining votes or public approval." In modern conditions, advertising is a necessary element of production and sales activities, a way to create a sales market, an active means of fighting for a market. It is because of these its functions that advertising is called the engine of trade [30, p.236].

Within the framework of marketing, advertising must: first, prepare the market (consumer) for a favorable perception of a new product; secondly, to maintain demand at a high level at the stage of mass production of goods; third, to promote the expansion of the sales market. Depending on the stage of the product's life cycle, the scale and intensity of advertising change, the ratio between prestigious advertising (advertising of an exporting company, the competence of its personnel, etc.) and commercial (i.e. advertising of a specific product); the ways of its dissemination also change, its arguments are updated, fresher, more original ideas are selected.

Although advertising costs are significant, especially when publishing announcements in the foreign press, participating in exhibitions and fairs, etc., these costs are fully justified. First, the funds allocated for advertising are included in the calculation of the price of the goods, and the sale of the corresponding amount will offset the costs. Secondly, without advertising, trade is usually sluggish, causing losses, often many times greater than the cost of advertising. As international practice shows, advertising costs amount to an average of 1.5-2.5% of the cost of sold goods for industrial purposes and 5-15% for household goods.

The preparation of advertising materials is a complex and responsible business that requires special knowledge and considerable practice. We must learn the truth that according to the skill of advertising, the quality of advertising texts and photographs, a potential consumer makes the first impression of our exporting company and involuntarily, subconsciously transfers his opinion about the quality of advertising to the product we produce. To change this opinion for the better, you will have to spend a lot of work and money. Therefore, advertising must be impeccable, otherwise it turns into its opposite - “anti-advertising”.

The conventional wisdom that good product does not need advertising. On the contrary, only a good, competitive product needs advertising, and the most intense, and advertising of a poor quality product leads to huge economic costs and loss of the good name of the enterprise. In this case, it will take years and millions to restore the reputation.

Incentive advertising is used to create demand in a selected segment of consumers for a product by instilling in consumers that the advertised product is the best within their available means.

Sales promotion (sales) are short-term incentive measures that promote the sale or marketing of products and services. If the ad calls "Buy our product", then the sales promotion is based on the call: "Buy it now." Promotion of sales can be considered in more detail, bearing in mind that it includes: incentives for consumers, promotion of trade and incentives for the sales force of the organization itself.

Consumer incentives are aimed at increasing their purchases. The following main methods are used: provision of samples for testing; use of coupons, return of part of the price or trade discount; package sales at reduced prices; awards; souvenirs with advertising; encouraging constant clientele; contests, sweepstakes and games that give the consumer a chance to win something - money, goods, travel; exposition and demonstration of signs, posters, samples, etc. at the points of sale of products.

Trade shows and trade fairs figure prominently in marketing. Their important advantage is the ability to present the goods to customers in their original form, as well as in action. In any case, visitors come to the pavilions with a clear intention to learn something new for themselves, and this attitude actively contributes to the introduction of new products and services into the market. Personal contacts between stand attendants (representatives of the seller) and potential buyers create an atmosphere of trust and benevolence, which contributes to the development business relationship... An exhibitor company (exhibiting samples of its goods) can make presentations at symposia, usually held within the framework of an exhibition (fair), distribute print advertising, show films or television films, donate advertising bags, handbags, folders, etc. Skillful exhibition activity plays no less, and sometimes even more, role than the publication of advertisements in the press about industrial goods.

However, the work at the exhibition will be effective only if it is carried out strictly according to the plan and purposefully. The specialists at the stand must clearly understand for what commercial purposes the firm (enterprise) participates in the exhibition, and do everything in their power to achieve this goal.

Personal selling refers to the oral presentation of a product for the purpose of selling it in a conversation with one or several potential buyers. This is the most effective tool for promoting a product at certain stages of its marketing, especially for creating a favorable attitude among buyers towards the proposed products, primarily towards production products. However, this is the most expensive promotion method. American companies spend three times as much on personal selling as they do on advertising.

Public relations involves the creation of good relations with various state and public structures and layers by creating a favorable opinion about the company, its products and by neutralizing unfavorable events and rumors. Public relations also includes communication with the press, dissemination of information about the company's activities, lobbying in legislative and government bodies in order to make or cancel certain decisions, explanatory work regarding the position of the company, its products, and social role.

So, marketing is also considered a promotion policy that contributes to the maximum sale of a product, which helps an entrepreneur to better understand the preferences of the buyer and choose the most effective type of promotion.

Thus, it can be distinguished that promotion is understood as a set of various types of activities to bring information about the merits of a product to potential consumers and stimulate their desire to buy it.

Product promotion is carried out through the use in a certain proportion of advertising, sales promotion (sales) methods, personal sales and public relations methods.

Promotion policy that contributes to the maximum sale of the product, which helps the entrepreneur to better understand the preferences of the buyer and choose the most effective type of promotion.

2 Analysis of the marketing activities of OJSC "Voltyre-Prom"

2.1 Characteristics of the economic activity of JSC "Voltyre-Prom"

Voltyre-Prom OJSC was separated in 2000 from Voltyre OJSC, but the history of the plant dates back to 1964. The Volga Tire Plant named after the 50th anniversary of the formation of the USSR was built in 1959-1964.

The plant was put into operation at full capacity (3 million tires per year) in January 1967. All manufactured products have been certified by the State Quality Mark.

In August 1992, the Volzhsky Tire Plant (VlShZ) was transformed into an open joint stock company "Voltyre". The enterprise was the first among the industrial enterprises of the city to be privatized according to its own privatization model. The verbal and graphic trademark of the Volga Tire Plant was replaced by the Voltyre sign. Four main trademarks of Voltyre OJSC, denoting the symbols of the enterprise, were registered in 30 countries of the world and were twice awarded the international award “For the best trademark”.

The term for mastering new tires was reduced by so much that 12-13 new tire sizes were offered to consumers annually. In a short time, the plant increased the assortment from 13 to 80 standard sizes of tires (9, p. 2).

Since June 2004, Voltyre-Prom OJSC has become a part of the Sibur holding company. The enterprises that make up the structure of the company have united all links of the tire production chain - from the extraction of primary raw materials to the production of tires.

From the day of its foundation to the present day, Voltyre-Prom OJSC is one of the largest tire factories that have grown. Over 40- summer period The enterprise mastered the production of 114 sizes and models of tires, of which 22 were developed by the designers of the enterprise and another 29 - in conjunction with industry institutes. Now there is development and acceptance testing of 3 more tire sizes.

At the moment, Voltyre-Prom OJSC produces:

Tires for cars, light trucks and buses of extra small capacity;

Tires for trucks and buses;

Tires for heavy vehicles, road construction equipment, lifting and transport and mining machines;

Tires for tractors and agricultural machines;

Rubber-cord casings;

Wide range of cameras.

The enterprise is the owner of 17 patents for inventions and industrial designs, has 13 protection certificates for trademarks.

JSC "Voltyre-Prom" has its own developed base for design development, a testing station, invests its funds in research and testing of tires in extreme road and climatic conditions.

The company was created for the purpose of carrying out economic activities and making a profit. The main activities of Voltyre-Prom OJSC are:

Production of tires, pneumatic bellows, RKO, supercomplete tubes, rim belts;

Implementation of domestic and international transportation of manufactured products and third-party goods by our own vehicles.

The company has the right to carry out any other types of economic activity that are not prohibited in the Russian Federation.

One of the most important building blocks of an enterprise's strategy is a pricing strategy, which in turn is closely related to a strategy to reduce production costs.

For Voltyre-Prom OJSC, as well as for all manufacturers, the issue of prices working on the market regardless of the form of ownership is of great importance. Voltyre-Prom OJSC should set these goals in the long term in the following order:

At the initial stage, the company's goals are based on the current situation, that is, the company strives to ensure a break-even existence, experiencing intense competition and changing customer needs;

At the second stage, the pricing goals should be based on sales, that is, the company in this case, the company will be more interested in increasing sales or maximizing market share;

And in the last step, the pricing goals can be profit-based, that is, the point is to maximize profits, generate satisfactory returns, optimize investment returns, or ensure quick cash flow.

Carrying out one or another pricing policy in a particular market, or market segment, an enterprise can use various methods of calculating prices, such as:

1.Pricing using the "average cost + profit" method

This is the simplest way of pricing, which consists in calculating a certain markup on the cost of goods. Though this technique does not take into account the peculiarities of the current demand and competition and does not allow reaching the optimal price; nevertheless, it remains popular for a number of reasons. First, sellers know more about costs than about demand. By tying price to cost, the seller simplifies the pricing problem for himself because he does not have to frequently adjust the price in response to fluctuations in demand. Second, if this method is used by all firms in the industry, then price competition is minimized.

2. Calculation of the price based on the break-even analysis and ensuring the target profit. In this case, the company seeks to set a price that will provide it with the desired amount of profit. This method requires the company to consider different price options, their impact on household volumes, which are necessary to overcome the break-even level and obtain target profits, as well as analyze the likelihood of achieving all this at each possible price of the product. The disadvantage for analysis in terms of losses is the fact that it is very often difficult to obtain detailed information on fixed and variable costs for individual products.

3.Pricing based on the perceived value of the product. The main factor in this case is not the costs of the seller, but the customer's perception. To form in the minds of consumers an idea of the value of a product, firms use non-price methods of influence. If the seller asks for more of the buyer’s recognized value of the product, the firm’s sales will be lower than it could have been.

4. Setting prices based on the level of current prices. The main reference point in this case is the prices of competitors. A firm can charge a price below the level of its competitors, at or above the level. It all depends on what goals the company pursues and what pricing policy it pursues.

5.Pricing based on closed trades. Competitive pricing is used in cases where firms compete for contracts during tenders. At a certain price, firms rely on the expected price proposals of competitors. In order to win a contract, a firm needs to ask for a price lower than others, but not lower than the cost price.

Considering the pricing policy of Voltyre-Prom OJSC, the existing method of price calculation (average costs + profit) can be left unchanged. The only change in improving the efficiency of the enterprise can be an increase in the rate of profitability of products from 5% to 10%.

The issue of pricing is of paramount importance for Voltyre-Prom OJSC due to the following reasons:

It is planned to sell products through new distribution channels and in a new foreign market;

The company wants to attract new customers;

The release of a new range of goods is expected. In this case, it is necessary to resolve the issue of determining the price of all these goods in such a way that the firm could get the maximum possible profit from their sale.

Also, the concept of the life cycle of goods is important for developing a pricing strategy. It determines the need during the entire life of the product to carry out not one, but several modifications in the pricing policy, each of which should be developed as an integral part of the overall marketing strategy of the company.

The traditional life cycle of a product consists of five main stages: development, market introduction, sales growth, maturity and decline in sales.

Currently, most of the products of Voltyre-Prom OJSC are at the last stage of their life cycle, which again indicates the need to expand the range of products and improve quality characteristics. In this case, the following situation is possible. At the initial stage of product introduction, Voltyre-Prom OJSC on the market will have minimal popularity and the degree of its acceptability by its customers. Since the company will set itself the goal of penetrating the foreign market and gaining a large share in the local market, the company must use a low price strategy. In the long term, sales of products will begin to increase as a result of the combined effect of a set of planned activities, the work of the sales network and the use of advertising. If there is a steady demand for products, then Voltyre-Prom OJSC can get large revenues during the growth stage when using a price increase policy. At the stage of maturity, when competition forces the company to sell goods in a wider market sector, sales growth may slow down due to a decrease in the number of potential buyers. Here the competition will intensify even more, as new companies with their products will appear on the market. In this case, the enterprise will need to resort to using a low price policy.

And so, it is obvious that for Voltyre-Prom OJSC it is most expedient to use the production price, which is determined by the cost + rate of return on advanced capital method.

In order to find sales of its products in market conditions, Voltyre-Prom OJSC can also carry out price modifications through a system of discounts. By modifying the base price of products, you can persuade wholesale buyers and sales partners to take certain actions to pay for goods as soon as possible, purchase large quantities, and conclude contracts during the period when the main sales season ends. Such price modifications are made through the following discount system:

1. Discount is a discount when paying in cash or before the deadline. This discount will increase the liquidity of the company and reduce costs by accelerating the turnover of funds.

2. Wholesale discounts or price reductions when buying a large batch of goods. In this case, Voltyre-Prom OJSC will save costs associated with the sale, storage and transportation of goods.

3. Functional discounts (trade). They will be provided to those firms and agents that will be included in the sales network of Voltyre-Prom OJSC, providing storage, accounting of commodity flows and sales of products.

4. Seasonal discounts. These can be post-seasonal or pre-season discounts as price benefits for a buyer who is ready to purchase an item during periods of lack of mainstream demand. When manufacturing seasonal products, such discounts will allow Voltyre-Prom OJSC to maintain production at a stable level throughout the year.

It is also possible for Voltyre-Prom OJSC to obtain a competitive advantage by reducing production costs, namely, the purchase of higher quality raw materials and at lower prices than was previously done.

Another factor in reducing costs is the efficient use of plant capacity. High fixed costs associated with underutilization of capacity increase unit costs. The increase in the use of power occurs with an increase in the volume of output and increases the efficiency of the return of fixed costs. An important source of competitive advantages can be an increase in the capacity utilization of Voltyre-Prom OJSC by:

Redistribution of peak loads throughout the year

Search outside the peak consumers of products

Finding firms that can use excess capacity

Finding consumers with stable demand

Leaving to competitors the segments where demand tends to fluctuate the most.

Let us consider another factor that plays a significant role in the formation of the costs of JSC Voltyre-Prom - the effect of learning curves and life cycle. Savings on costs based on acquired experience can be obtained from increased productivity of equipment and labor, improved use of technology, development of product modifications that give greater production efficiency, improvements in machinery and equipment to increase production intensity, study competitors' products and methods of manufacturing them, attract suppliers. The production stage, associated with the accumulation of production experience, can bring savings depending on the share of attention that managers devote to the accumulation of information about the progress of work, both from the enterprise itself and from its competitors. Voltyre-Prom OJSC is an old enterprise and has less efficient technologies in comparison with relatively young enterprises specializing in sewing outerwear. But at the same time, these technologies cost Voltyre-Prom OJSC less, so they can be more competitive in terms of costs than new technologies that require more funds to create. In addition, depreciation charges and other fixed costs at Voltyre-Prom OJSC are lower than at young competitors.

Large, but not always justified from the point of view of product competitiveness, advantages can be obtained by Voltyre-Prom OJSC if it finds any other ways for its activities, reducing the "surplus" and proposing new, more economical ways of their implementation. Let us list the main ways to achieve benefits through containing the growth of costs in this direction:

Automation of basic operations and activities with high costs;

Finding ways to use cheaper materials;

Increased vertical integration of both types over competitors

Voltyre-Prom OJSC should have a strictly economical activity, be able to filter out from all options of activity those that do not meet budgetary requirements, limit privileges and additional conditions for employees of all levels.

Thus, one of the known ways to obtain competitive advantages for Voltyre-Prom OJSC is a strategy associated with reducing branded production costs and bringing products to the end consumer in comparison with competitors. This strategy involves the optimization of cumulative costs in terms of sufficiency to maintain competitiveness (quality, image, terms of sale).

Achieving competitive advantages can also be realized through serious leadership strategies in low cost products, which can bring great value advantages through reasonable cost savings at all stages of production and promotion of products to the final consumer, differentiation and focus.

Table 2.2 - Analysis of the dynamics and structure of the property of the enterprise

Indicators	2006 year		2007 year		2008 year
Indicators	thousand rubles	specific weight,%	thousand rubles	specific weight,%	thousand rubles	specific weight,%
Composition of property
1. The value of the property of the enterprise	539464,00	100,00	432548,00	100,00	345 015,00	100,00
including:
fixed assets	286783,00	53,16	194496,00	44,97	157 905,00	45,77
current assets	252681,00	46,84	238 052,00	55,03	187 110,00	54,23
of them:
stocks	102507,00	40,57	71131,00	29,88	78 737,00	42,08
cash and settlements	142677,00	47,81	141255,00	59,34	79 982,00	42,75
2. The value of real property	424333,00	78,66	143782,00	33,24	94 520,00	27,40
3. The ratio of fixed assets and working capital	0,73	1,53	0,085
Sources of property formation
4. Sources of property formation - total	539464,00	100,00	432548,00	100,00	345015,00	100,00
including:
own	219769,00	40,74	110089,00	25,45	29364,00	8,51
borrowed	319695,00	59,26	322459,00	74,55	315651,00	91,49
5. The ratio of borrowed and own sources	1,45	2,93	10,75

The structure of the value of property and funds invested in it, gives a general idea of the financial condition of the enterprise. The structure of property shows the share of each element in assets and the ratio of own and borrowed funds that cover them with liabilities. The structure of the property value reflects: the specialization of the enterprise, the essence of the analysis consists in calculating structural indicators that characterize the share of each element in the share of the property, as well as in determining the change in the value of all property and its individual elements at the beginning and end of the period.

In 2007, the overall property of the enterprise decreased by 106,916 thousand rubles. or 19.82%. Decreased off-board assets by 92,287 thousand rubles. and the share of non-current assets in total property decreased by 8.19% and amounted to 44.97% in 2008. In non-current assets, the cost of fixed assets has significantly decreased by 57487 thousand rubles. or 31.36%; and construction in progress for 25190 tr. or 36.82%. In 2001, negative changes occurred in the structure of current assets, at the end of the year 2008, current assets decreased by 14,629 thousand rubles, and the share of current assets in the total value of property increased by 8.19%. Finished products decreased by 4867 thousand rubles. or by 67.2%, and the share of finished goods in relation to stocks in general decreased by 3.73%. There was also a decrease in cash by 1,422 tr. or 4.42%, and in the structure of current assets increased by 0.19%.

From the analysis of the structure and dynamics of property in 2008, it can be seen that, in general, the property of the enterprise, as well as in 2007, decreased by almost 1.5 times than in 2007, i.e. by 151116 or by 30.46%.

In non-current assets, there was a decrease by 92,287 thousand rubles. or 44.97%. The share of non-current assets in total property decreased by 6.25% and at the end of 2008 amounted to 45.77%. In non-current assets, the cost of fixed assets has sharply decreased by 70380 thousand rubles. or 81.53%. Although intangible assets at the end of the year increased by 127.15%, this did not play a significant role in the value of the property.

Current assets in the total value of property in 2007 increased by 6.25%, and in the current period decreased by 50,942 thousand rubles. or 21.4%. In current assets: inventories and accounts receivable increase, inventories by 14629 tr. or 9.19%, and accounts receivable by 12,638 tr. or 12.84%, respectively. The dynamics in current assets is negative due to a sharp decrease in cash by 27,643 thousand rubles. or 89.82%. If we analyze the dynamics of the components for 2008 in relation to 2007, then, in general, we can say about a decrease in property in general at the enterprise by 194,449 thousand rubles. or 36.04%.

There was a decrease in both current assets and non-current assets, but at the same time, non-current assets decreased almost 2 times more than current assets. Non-current assets decreased by 44.94%, and circulating assets by 65,571 thousand rubles. A strong decrease in non-current assets was due to a decrease in the cost of fixed assets by 91.3% or 106,916 thousand rubles. And current assets decreased due to a sharp decrease in cash by 29,065 thousand rubles. or 90.27%. When analyzing the structure of property, it is essential to calculate the real value of the property of the enterprise and determine its share in the total value of the property. This indicator is called the level of production capacity or the ratio of the real value of the property. It determines what proportion of the value of the property is made up of the means of production, i.e. characterizes the provision of the production process with the means of production.

Table 2.3 - Coefficient of the real value of the property of the enterprise

P / p No.	Indicators	Unit rev.	2006	2007	2008 r.
1	Fixed assets	thousand roubles	183337	125850	15941
2	Intangible assets	thousand roubles	2696	2136	4852
3	Raw materials, materials	thousand roubles	44368	23609	71400
4	Unfinished production	thousand roubles	6716	188	663
5	Means of production	thousand roubles	237117	151783	92856
6	Total property	thousand roubles	539464	432548	345015
7	Real Property Value Ratio	0,44	0,35	0,27

From the point of view of the rationality of the structure of the property of the enterprise, the coefficient of real value is 0.5. In our case, the coefficient decreased in 2007 by 0.09 and amounted to 0.44 at the end of the period, which indicates a low level and a decrease in production potential. And in 2008 it decreased by 0.02 and amounted to 0.27 at the end of the year. It is considered normal when 1 ruble of production means accounts for 1 ruble of elements that are not means of production.

The low level of production potential indicates that it is possible to reduce the scale of the enterprise, which will not contribute to attracting investment in this enterprise. Also, a low level of production potential can be caused by an increase in accounts receivable, long-term and short-term investments, an increase in the balance of finished products, which indicates the need to take appropriate measures.

The next step in the analysis of property is to determine the sources of formation of circulating and non-circulating assets. Consider the analysis of non-current assets and the sources of their formation.

From the point of view of the rationality of the use of financial resources, it is considered normal when non-current assets are fully formed from their own sources and long-term borrowed sources. For further analysis, it is necessary to compare the calculation of the amount of own sources and non-current assets on the balance sheet.

The share of own funds allocated for the formation of non-current assets in 2006, 2007 and 2008 amounted to 100%. This means that non-current assets are formed entirely from their own sources.

Table 2.4 - Calculation of sources of own funds aimed at the formation of non-current assets

SI (in circulation) = TOTAL IV p. - (TOTAL I p. - TOTAL V p.)

In 2006: SI = 219769- (286783-0) = - 67014

In 2007: SI = 110089- (194496-0) = - 84407

In 2008: SI = 29364 - (157905-0) = - 128541

Thus, it can be seen that own sources are formed at the expense of borrowed funds.

From the above tables it can be seen that the company is quite dependent on borrowed sources, i.e. the share of own sources (autonomy ratio) in 2006 amounted to 37.7%, in 2007 -20.8%, and in 2008 - 8.5%. An enterprise is considered independent if the autonomy ratio is greater than or equal to 50%, i.e. it must have at least half of its own sources (own balance sheet assets). In the structure of borrowed sources, it should be noted that there are no long-term borrowed sources. There has been an increase in accounts payable, this is normal if there are no overdue accounts payable.

In general, there have been negative changes in the structure of sources aimed at the formation of non-current assets. This is confirmed by the fact that the growth rate of own sources is lower than the growth rate of non-current assets, i.e. own sources of assets formation are decreasing. During the study period, own sources decreased and are formed mainly at the expense of borrowed funds.

As a result, it was revealed that working capital decreased from 2006 to the end of 2007 by 65571 thousand rubles, or by 26%. There were changes in the structure of borrowed sources, the share of accounts payable increased in 2006, and in 2008 by 10454 thousand rubles. or 4.1%. This is normal if there are no overdue accounts payable. There were positive changes in the structure of short-term loans from 105,482 thousand rubles. up to 49160 thousand rubles, i.e. they decreased by 56322 thousand rubles. or 53.4%.

Such a change in the composition and structure of sources and their placement in the assets of the enterprise testifies to the instability of the financial condition of the enterprise.

We will assess the liquidity and solvency of the enterprise. Table 2.5 shows the indicators characterizing the liquidity of the Voltyre OJSC enterprise.

Table 2.5 - Assessment of the liquidity of the enterprise

The current liquidity ratio gives a general assessment of the liquidity of assets, showing how many rubles of current assets fall on 1 ruble. current liabilities. In 2006 - 2008, current assets were less than current liabilities, that is, the company is considered to be poorly performing.

The quick liquidity ratio is similar to the current liquidity ratio; production stocks are excluded from the calculation. In 2006 - 2008 this coefficient was less than one and had a constant tendency to decrease. That speaks about the unfavorable situation at the enterprise.

Absolute liquidity ratio (solvency shows what part of short-term debt obligations can be repaid immediately, if necessary. The ratio tended to increase by 2002, but returned to the 2001 level, but its value itself is below the required level.

Table 2.6 presents indicators characterizing financial stability.

Table 2.6 - Assessment of the financial stability of the enterprise

One of critical characteristics the financial condition of the enterprise - the stability of its activities in the light of the long-term perspective. It is associated with the overall financial structure of the enterprise, the degree of its dependence on subjects and investors.

The equity capital concentration ratio characterizes the share of enterprise owners in the total amount of funds advanced in its activities. The higher the value of this coefficient, the more financially stable, stable and independent of the external objects of the enterprise. In 2006, the share of equity capital was 57%, and in 2007 it was 29.6%, and in 2008 - 2.9%. This shows that enterprises will not be able to fully pay off debts from their own funds.

Figure 2.1 - Dynamics of the equity capital flexibility ratio

An addition to this indicator is the debt capital concentration ratio. The sum of these two coefficients is 1, which is true.

The financial dependence ratio is the inverse of the equity capital concentration ratio. The growth of this indicator from 2006 to 2008 means an increase in the share of borrowed funds. The equity capital flexibility ratio shows what part of equity is used to finance current activities, that is, invested in working capital, and what part is capitalized. At Voltyre OJSC, this ratio has a negative value, that is, equity capital is not invested to finance its activities.

Figure 2.2 - Dynamics of the ratio of borrowed and own funds

The debt-to-equity ratio gives the most general assessment of financial stability. From the beginning of 2006 to the end of 2002, this indicator tends to grow, which indicates an increase in the company's dependence on creditors.

Analysis of profit, changes in profit from sales according to the reporting data is possible in the following directions:

1. As a result of changes in prices for goods sold.

2. Due to changes in the volume of sales of products.

3. As a result of changes in costs by 1 rub. products sold.

In our case, the company bears only losses. In 2007, the loss from sales decreased at the end of the year by RUB 27,071 thousand. and amounted to 11125 t RUB. And in 2008 this loss again increased by 17336 thousand rubles. and at the end of the year amounted to 28461 t. rubles. This was due to a slight cost reduction.

Profitability (rate of return) is an economic indicator that characterizes the percentage of capital gains on invested funds (costs). Analysis of gross profit from sales of products, works of services, analysis net profit does not allow assessing the efficiency of using the resources advanced for production, for this purpose the profitability indicator is used.

Profitability expresses the level of profitability of an enterprise. If the company makes a profit, then it is considered profitable, because he covers all his expenses with income and has a profit.

The main indicators of profitability are presented in table 2.7.

Table 2.7 - Assessment of the profitability of the enterprise

Profit - the net income of the enterprise, which is further subject to distribution. Part in the form of taxes goes to the state, while the other remains at the disposal of the enterprise and is directed to its needs. Consequently, the enterprise is not indifferent to what is the level of income in relation to costs, wages and means of production.

Thus, profitability indicators indicate the inefficiency of the costs of production and sales of products. This requires urgent intervention on the part of enterprise management, which should be interested in the rational organization of working capital - the organization of their movement with the minimum possible amount to obtain the greatest economic effect.

3 Measures to improve the marketing activities of the enterprise

In management, generally accepted methods of determining market position and the relationship between the internal and external environment are methods of matrix analysis that allow us to assess the opportunities and threats from the external environment, in particular competitors, and build the prospect of production activities, taking into account the development of the market. The analysis of the management mechanism must be complemented by an assessment of the strengths and weaknesses of the enterprise. Table 3.1 shows the results of an expert assessment of the activities of Voltyre-Prom OJSC.

Table 3.1 - Assessment of the importance of the strengths of Voltyre-Prom JSC

The highest expert assessments were received by the enterprise in the direction of interaction with customers - 9 points, flexible policy with competitors - 9 points, as well as relationships with partners - 9 points.

Figure 3.1 shows an assessment in points of the strengths of Voltyre-Prom OJSC.

Figure 3.1 - The structure of the assessment in points of the strengths of Voltyre-Prom OJSC

Based on the results of the resulting assessment of the strengths of the enterprise, the most significant areas can be identified:

1. The criterion "Good impression on the part of partners" receives the maximum score according to the analysis data according to the total scores of 7.2 points;

2. in second place, according to the analysis, two criteria are obtained "Excellent technological skills" according to the total scores of 6.4 points and "Ability to avoid (at least to some extent) strong pressure from competitors", the total score of 6.3 points;

3. in third place, according to the analysis, the criterion "Good impression from partners" is received according to the total estimates of 4.5 points;

4. the rest of the criteria are, according to the analysis, from 2.1 to 3.0 points;

5. The minimum value on the part of the strengths of the enterprise is "Great experience" and "Low production costs due to savings" - that is, the state and distribution of economic resources does not affect the results of the activities of OJSC "Voltyre-Prom".

The assessment of the capabilities (potential) of Voltyre-Prom JSC and the interaction of the enterprise with the external environment is presented in Figure 22 and in Table 10, which shows the analysis of the capabilities (potential) of the enterprise.

Table 3.2 - Opportunity (potential) assessment of Voltyre-Prom JSC

Evaluated side	Significance,	Probability of occurrence throughout the year, score (0-1)
Vertical integration	9	0,2
Ability to serve additional customer groups or enter new market segments.	8	0,5
	10	0,5
Weakening of the position of competing firms	8	0,3
The emergence of new technologies	6	0,5
Ways to expand the list of services to satisfy more consumers	7	0,7
	8	0,7
Increasing the number of clients on the old market segment	10	0,7

According to expert estimates, Voltyre-Prom JSC has the following potential:

1. in the direction of "Increasing the number of clients in the old market segment" and "Investments from financial institutions" in the amount of 10 points - the company is considered as an attractive investment project that can increase the capacity of the existing market;

2. To implement the first position, an enterprise needs to implement "Vertical integration" with financial institutions (banks or investors) or enter a structural unit into an industry complex of suppliers or consumers of industrial products.

3. to build a long-term strategy, the enterprise needs to use the positions "Implementation information technologies"- 8 points, and" The ability to serve additional groups of consumers or enter new market segments "- 8 points, and the direction" Ways to expand the list of services to satisfy a larger number of consumers "has a minimum value for the development of the enterprise - 7 points (Table 10).

Figure 3.2 - The structure of the assessment in points of the capabilities of OJSC "Voltyre-Prom"

The influence of environmental factors is not production activities the enterprise is carried out by assessing such areas as the development strategy, the state of the production cycle, the compliance of production technologies and the timeliness of management decisions taken to monitor the internal production situation. All of the above activities have the highest scores, that is, they are the most problematic (Table 3.3).

Table 3.3 - Combination of environmental factors as an assessment of the weaknesses of OJSC "Voltyre-Prom"

parties of the enterprise	Significance,	Probability offensive throughout the year, score (0-1)	Result,
Lack of a clear strategic direction for development	9	0,8	7,2
Domestic production Problems	7	0,8	5,6
Low productivity due to lack of time to make management	10	0,8	8,0
Lack of constant staff of specialists	7	0,5	3,5
on the market about the company	6	0,5	3,0
Unsatisfactory marketing activity	4	0,6	2,4
Lack of money to fund the necessary changes in strategy	8	0,6	4,8

3.2 Evaluation of the effectiveness of measures to improve the intercompany pricing system at Voltyre-Prom OJSC

The structure of the resulting assessment of opportunities and threats in points from the external environment of Voltyre-Prom JSC is shown in Figure 3.3

Figure 3.3 - Opportunity and threat assessment structure of Voltyre-Prom OJSC

The third most important problem for Voltyre-Prom OJSC is “Lack of money to finance the necessary changes in the strategy” - 8 points, that is, with indicators of financial stability at the enterprise, in order to develop and implement the reconstruction and modernization of fixed assets and renewal of technological equipment long-term investments are required, perhaps a matrix of correlation between the assessment of opportunities (strengths) and the assessment of threats of Voltyre-Prom OJSC is presented for the program of vertical integration with suppliers and consumers. Analysis of threats to the enterprise, taking into account the internal and external parameters of the enterprise's activities, shows that at present the enterprise is most dependent on changes in foreign exchange rates, since the bulk of raw materials and semi-finished products for the production of Voltyre-Prom JSC is purchased for foreign currency - 10 points ...

The second most important factor for the enterprise is the factor "Entering the market of new competitors" - 9 points, and the factor "The growing demands of consumers and suppliers" to the quality of manufactured products - 8 points (Table 3.4).

Table 3.4 - Combination of environmental factors as an assessment of threats by Voltyre-Prom OJSC

for the enterprise	Significance.	Probability of occurrence during the year (0-1)	The resulting score
	9	0,8	7,2
Slow market growth	7	0,9	6,3
Changes in foreign exchange rates	10	0,8	8,0
Insufficient assortment	1	0,5	0,5
	6	0,5	3
Growing demand from consumers and suppliers	8	0,5	4,0
	7	0,8	5,6

Figure 3.4 - The structure of the resulting assessment in points of the ratio of opportunities (weaknesses) and threats to the external environment of Voltyre-Prom JSC

The structure of the resulting assessment in points of the ratio of opportunities and threats of the external environment of Voltyre-Prom JSC is shown in Figure 3.4.

The third factor of indirect threats to external and internal environment for the development of JSC "VBF" is "Slow growth of the market" - 7 points and "High dependence on the decline in demand and the stage of the life cycle of the enterprise" - 6 points.

Due to the fact that the demand for the manufactured technological equipment is presented only by large industrial enterprises that make technological and overhaul repairs in the production process, for which they make stocks of technological equipment, Voltyre-Prom OJSC needs to focus the enterprise management on regular customers

Table 3.5 - Correlation between the assessment of opportunities (strengths) and the assessment of threats of Voltyre-Prom OJSC

Opportunity assessment				Threat Assessment
Power	Significance, points (0-10)		The resulting score, sum of points	Threat	Significance, points (0-10)	Probability of occurrence points, (0-1)	The resulting score, sum of points
Ability to avoid strong competitive pressure	4	0,9	3,6	New competitors entering the market	9	0,8	7,2
Improving supplier relationships	6	0,9	5,4	Slow market growth	6	0,8	4,8
Low costs due to savings	3	0,9	2,7	Adverse changes in foreign exchange rates	5	0,9	4,5
Expansion of types of services	7	0,9	6,3	High dependence on reduced demand and stage of the enterprise life cycle	8	0,6	4,8
Full competence in key issues	8	0,6	4,8	Growing demands from consumers and suppliers	9	0,9	8,1
Excellent technological skills	8	0,7	5,6	Changing customer needs	8	0,5	4

The minimum value as a threat to the enterprise is "Insufficient assortment" -1 point, since industrial enterprises change their basic production assets only in the long term (from 5 years or more).

Thus, this factor in the short term (from 1 to 3 years) does not affect production volumes. Table 3.5 presents a matrix of correlation between the assessment of opportunities (weaknesses) and the assessment of threats of Voltyre-Prom OJSC.

Conclusion

In conclusion, it is necessary to summarize the results of our research on the organization of the marketing management system in the organization. In modern conditions, the organization of management of an industrial enterprise should take into account innovative technologies, computer and software. In our work, we tried to cover a wide range of problems associated with the study of the marketing activities of an industrial enterprise.

Marketing deals with the study of consumer behavior, which includes his needs and requirements.

Marketing is the totality of all types of entrepreneurial activity that ensures the promotion of goods and services from producers to consumers, as well as the study of the situation, preferences and attitudes of consumers and the systematic use of this information to create new consumer goods and services.

The marketing management system is the production and marketing activities of enterprises and firms, based on a comprehensive analysis of the market. It includes the study and forecasting of demand, prices, the organization of research and development work on the creation of new types of products, advertising, coordination of internal planning and financing, etc. In countries with developed market economies, there are specialized firms that provide marketing services.

The fundamental principle of marketing that distinguishes it from other economic activities is a two-pronged and complementary approach. This approach involves the integration of two types of activities ¾ a comprehensive study of the structure, processes and patterns of consumer demand and active influence on the market, as well as existing demand, the formation of consumers and consumer preferences.

Various types of marketing are used in the activities of Russian industrial organizations:

Distribution marketing is associated with the organization of the process of distribution and sales of products, transportation and installation of equipment, as well as with advertising activities;

Functional marketing involves the creation of a system of organizational, technical and commercial functions of the organization related to the production and sale of products, market research, sales promotion, pricing policy. Functional marketing principles are used by most industrial enterprises in today's market conditions.

Management marketing is based not just on the implementation of individual functions that allow to take into account changes in the market environment, but presupposes the formation of a market concept for managing the creation, production and sale of products based on comprehensive information about the market. From the point of view of the degree of development and the ability to perform the fundamental functions, management marketing is the most complete form of marketing. It is used primarily by large financial institutions.

For effective operation, an enterprise needs not only a strategy, but also a constant analysis of the existing strategy, an analysis of the degree of its compliance with the prevailing market conditions. Since without this, neither successful activity nor maintaining a stable competitive advantage is possible, which in modern market conditions is extremely important for any enterprise.

After the work done regarding the analysis of the current strategy of Voltyre-Prom OJSC, the following conclusions can be drawn.

First, it should be noted that the current enterprise strategy is absolutely ineffective, as evidenced by the results of diagnostics of the enterprise strategy. This is indicated by the following facts:

The company does not conduct any marketing research.

Voltyre-Prom OJSC products do not meet the requirements of consumers.

The enterprise failed to choose the right strategy for the production and sale of products. The product range is too poor. The company failed to respond in time to changes in the market situation.

In general, we can say that if the company does not make adjustments in relation to its activities, then it will face inevitable bankruptcy.

Voltyre-Prom OJSC can avoid such a situation only if it urgently takes a number of fundamental transformations, which may include the following measures:

Significantly expand the range of products,

Try to enter a new market,

Establish a sales network,

Conduct marketing research,

Strengthen the vertical integration of both types,

Find ways to use cheaper materials,

Conduct quality control of manufactured products,

These measures will allow the company not only to survive in modern market conditions, but also to achieve a competitive advantage.

Achieving a competitive advantage can also be realized through a strategy of leadership in low cost products, which can bring large cost benefits through reasonable cost savings at all stages of production and promotion of products to the final consumer.

It is a very difficult time for Voltyre-Prom OJSC now, as it is on the verge of bankruptcy. That is why the company must do everything possible to restore its former fame.

So, the main disadvantage at the enterprise is “Low productivity due to lack of time for making managerial decisions” - 10 points, and “Lack of a clear strategic direction of development” - 9 points. The likelihood of occurrence of such events as "Lack of a clear strategic direction of development", "Low productivity due to lack of time for making management decisions", "Lack of money to finance the necessary changes in strategy" and "Internal production problems" is an indicator close to one - from 0.6 to 0.8 points.

Thus, according to expert estimates, the influence of the most serious impact from environmental factors can be expected for the above positions.

Based on the results of the SWOT analysis, it was revealed that our company is competitive, capable of performing its work at any time of the year, due to the growing demand for the products of Voltyre-Prom JSC, it will be in demand in the market for the services provided.

1. Focus on achieving the final practical result of production and marketing activities.

2. Concentration of research, production and sales efforts on decisive areas of marketing activities.

3. The focus of the enterprise is not on the momentary, but on the long-term result of marketing work.

4. Application in the unity and interconnection of the strategy and tactics of active adaptation to the requirements of potential buyers with a simultaneous targeted impact on them.

5. Changing the organizational structure of the marketing service.

Implementation of marketing activities according to a specific plan:

1. Basic information about buyers.

2. Sales forecast

3. Opportunities and Threats.

4. Marketing strategy.

This list is far from complete and not the only possible one.
Everything is subject to change. Rather, on the contrary, every day of trading brings new information, and this may require a revision of the plan. Therefore, we need to include our work schedule for special meetings to adjust the plan. But as long as there is no plan, there is nothing to check and revise.

By the time the business completes this phase, they will have a marketing plan, a marketing schedule, and a marketing budget. The budget should show not only how much you will spend, but also when.

If we achieve positive results as a result of these activities, it means that the marketing management system at Voltyre-Prom OJSC is organized correctly.

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Appendix

SWOT-analysis matrix (external and internal environment) of JSC "Voltyre-Prom"

Internal		External environment
		Opportunities (O)					Threats U (T)
		I		II			III	IV
Strength (S)	Permanent products	Customer growth in old segments		Investments from financial institutions			Growth in the number of competitors	Increasing the cost of raw materials
	Expansion of product types	Increase in tariffs for work execution		Reorganization of the management system			The emergence of new technologies	The need to develop development programs
	Full competence in manufacturing	Implementation of information technology		Formation of demand for products			Increase in production costs	Transition to a new level of technology
Weakness (W)	Poor performance	Introduction of new control technologies		Introduction of new production technologies			Change in the exchange rate of foreign currencies	Difficulty in compensating for the increase in purchase prices for components
	No development strategy (management)	No marketing (strategy)	Mastering new types of activities and products.		Increase in the share of costs due to rising prices for components	Additional time spent on resolving retraining issues
	Lack of funding for changes in strategy	It is not possible to serve new customer groups or enter new markets.	Organization of new points		Changes in customer demand	New competitors entering the market

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