Interaction of the marketer with other departments. Interaction with other departments of the company and staffing of the marketing service

The marketing service is an independent structural unit of the enterprise and reports directly to the general director of the enterprise. The marketing service is headed by a deputy general director marketing enterprise, marketing chief or marketing director. The structure and staffing of the marketing service is approved by the general director of the enterprise, based on the conditions and characteristics of procurement, production, sales and other works.

Interaction of the marketing service with other divisions of the enterprise:

1. Interaction with the department technical training production: production preparation plan, information materials, suggestions for improvement, recommendations.

2. Interaction with the research department: information on the test results of the product and its competitive analogs, reclamation units and details for research.

3. Interaction with production departments: reports on the measures taken to eliminate defects, orders for repairs, information on identified defects

4. Interaction with the accounting department: accounting data, information on expenses, statements, documents on the receipt and consumption of finished products.

5. Interaction with finance department: bank notifications, documentation for shipped products; daily inquiries about shipment and balances, stocks, payment requests.

6. Interaction with the legal department: drafts of contracts, orders, orders, prepared claims and claims, documents, certificates, calculations and other information necessary to fulfill those assigned to legal department functions.

7. Interaction with the sales department: lists of amenities for consumers, recommendations on the content of advertising messages, the state and forecasts of the development of demand, proposals for marchandising, franchising, design,

8. Interaction with the Department of Foreign Economic Relations: plans international cooperation, proposals of foreign organizations, orders for export deliveries, draft supply plan, export reports, conclusions on proposals of foreign organizations for cooperation, proposals and conditions for the purchase of licenses and samples of new foreign equipment

Positional-activity behavior of the company in the market

Marketing- this is positional-active behavior in the market, based on expert and analytical tracking of the processes of promotion and circulation of goods in the framework of the implementation of a specific pricing policy under the influence of external factors and internal environment to achieve the best possible results. In the modern sense, marketing management is market management. At the same time, the market situation is developing under conditions of risk and uncertainty.

The main marketing functions are:

Analytical (research);

· Production (creative, constructive);

Sales (sales function);

· Organizational (management and control function).

Communication

Marketing management is a purposeful activity to regulate the positions of a subject of production and economic activity in the market based on the performance of the functions of forecasting, planning, organization, coordination, regulation, accounting and control, the execution of each phase of the positional and activity behavior of the company, taking into account the influence of the laws of development of market relations, competitive environment to achieve the set goals and the effectiveness of the entity in the domestic and foreign markets.

Marketing should provide:

o reliable, reliable information about the market, structure and dynamics of needs and demand, tastes and desires of consumers;

o creation of such a product, a product range that meets the requirements of the market, better than the competitor's product meets the demand, solves the consumer's problem;

o the necessary impact on the consumer, on demand, on the market, ensuring the maximum possible control over the area of sale.

Market positioning is a direction marketing activities on the choice of target markets, which involves the analysis of the elements of the marketing complex and the positions of products in the selected market segments in order to identify those parameters that contribute to the conquest of competitive advantages. Product position - the opinion of consumers on the most important parameters of the product. Product position refers to the place a particular product occupies in the minds of consumers in relation to a competitor's product. In contrast to the product image, which is more of an emotional characteristic, the product position is formed, as a rule, on the basis of quantitatively measured parameters (market share, product characteristics, price, etc.). Positioning involves defining characteristic features goods that distinguish it among competing counterparts. Finally, positioning (in the absence of competing products) is an understanding, taking into account the unique capabilities of a product, of its specific place in the market and in the opinion of buyers, the place of a given product specification in the future. According to F.Kotler, a market functionary must clearly understand how existing brands differ from each other in their action, how they are advertised.

The purpose of positioning is to help potential buyers to distinguish a given product from among its counterparts-competitors for some reason and to give preference to it when buying. In other words, positioning is aimed not only at determining the possible place of a product on the market now and in the future, but rather at strengthening it. competitive positions in a specific market segment by creating preferential incentives for potential buyers to purchase it. Before deciding on the positioning of its product, the manufacturer needs to determine the position of competing products and the manufacturers behind them. Analysis and accounting of the capabilities of the enterprise allow you to select such characteristics of the product and elements of the marketing mix that can emphasize the advantageous features, the differences between its products and competitors' products, i.e. to differentiate their market offers. Distinguish between product differentiation, service differentiation, personnel differentiation and image differentiation.

Matrix methods of analysis in corporate marketing

8. Portfolio analysis

Expert and analytical methods of information processing

The essence of the expert assessment method

The essence of the method of expert assessments is that experts conduct an intuitive-logical analysis of the problem with a quantitative assessment of judgments and formal processing of the results. The generalized opinion of experts obtained as a result of processing is accepted as a solution to the problem. Integrated use of intuition, logical thinking and quantitative assessments with their formal processing allows you to get effective solution Problems.

Methods for obtaining expert assessments

Individual methods

A relatively simple individual method of obtaining an expert assessment is the method of the “interview” type. The name of this method speaks for itself. The expert expresses his judgments in a conversation with the person conducting the survey (forecaster), answering the questions posed to him. The expert in this case does not have time for a preliminary analysis of these questions, therefore, the forecaster during the interview should carefully think over the wording and semantic content of the questions. Questions must be formulated so that all experts understand them unambiguously. The results of the interview largely depend on the special preparedness of the forecaster and on his ability to conduct a free conversation, keeping the initiative in their hands.

Analytical method

The second individual method of obtaining an expert assessment is "analytical". This includes a memorandum and morphological analysis. The analytical method involves the long-term work of an expert to analyze the questions posed to him.

Term "Morphological analysis" was first introduced by the American astrophysicist Zwicky F., who was engaged in technical forecasting in the field of jet engines. When using this method, the forecasting object is primarily considered from the point of view of its structure, and not from the point of view of its functions.

Its meaning is that the object is divided into a number of characteristic components, parameters. A matrix of implementation options is compiled:

Each option represents a set of parameter connections. The feasibility of the options is then assessed.

Group methods

In general, it is assumed that the opinion of a group of experts is more reliable than the opinion of an individual, which led to the popularity of group survey methods. The main advantage of these methods is the possibility of a comprehensive analysis of the quantitative and qualitative aspects of the problem. The disadvantage is that the opinions of even experts in one narrow field may differ, which means that it is possible that one and the same question can be answered differently from specialists of the same profile.

Group methods of expert survey are divided into two classes: some use open discussion, others use questionnaires. Representatives of open discussion are the methods of the commission, trial, brainstorming ( brainstorm The disadvantage of the discussion is that the apparatus of mathematical statistics is not used to assess the generalized opinion of the entire group of experts. The survey excludes direct communication between the experts. The experts present their conclusions on the questions posed to them anonymously. This method of organizing the work of experts uses the Delphi method. ...

Brainstorming method

One of the most used in the 50-60s. methods. The main focus of brainstorming is to identify new ideas. The essence of this method is to hold a series of meetings of the members of the expert group in compliance with the following rules:

focuses on one clearly formulated problem;

picks up an idea of any kind.

The last rule is based on the hypothesis that:

among the large number of ideas, there are at least a few good ones;

not a single idea is criticized;

the value or meaning of any idea is not evaluated a priori.

In a brainstorming, a significant role belongs to the leader, who is aware of the ultimate goal of the examination and directs the discussion in the appropriate direction. However, if the leader seeks to highlight only promising, from his point of view, ideas, the result of the examination is less significant.

The main disadvantage of this method is that you have to evaluate all ideas. Many of them turn out to be stupid or completely irrelevant to the issue at hand.

Synectic method

Another method of group discussion, developed by W. Gordon, is synectic method, literally - a method of combining heterogeneous. This method resembles a "brainstorming", since the main idea is the same - at the first stage to develop as many diverse, and in this case - directly opposite, mutually exclusive sentences. For this, "synectors" are allocated in the group "- a kind of harrowing discussion. It is they who conduct the discussion, although in the presence of the entire group. Sinectors are the people who most actively declare their position in the group. It has been experimentally established that their optimal number is 5-7 people. They begin a discussion, later other members of the group are included in it, but the task of the synectors is to formulate opposing opinions most clearly: the group must "see" two emerging extremes in solving the problem in order to comprehensively evaluate them. In the course of the discussion, these extremes are discarded, a decision is made that satisfies everyone. When applying the method of synectics, the logical method of reasoning by analogy is widely used. In conditions, for example, discussions on technical issues, even such an analogy is allowed when one of the synectors identifies himself with some technical process - the flow of water, the rotation of a shaft, etc., or some physical object. Simpler analogies are also widely used, for example, proposing solutions, referring to the experience of other sciences.

Delphi method

Unlike the traditional approach to achieving consistency of expert opinions through open discussion, the Delphi method involves a complete rejection of collective discussions in order to reduce the influence of such psychological factors as joining the opinion of the most authoritative expert, unwillingness to abandon a publicly expressed opinion, following the opinion. In the Delphi method, special measures are taken to exclude the influence on the final result of experts who have the gift of persuading others. According to the source, this method is undoubtedly the most widespread both abroad and in our country.

Direct debate in this method is replaced by a carefully designed program of sequential individual interviews, usually conducted in the form of a questionnaire. The answers of the experts are summarized and together with the new additional information come at the disposal of experts, after which they refine their initial answers. This procedure is repeated several times until an acceptable convergence of the set of opinions is achieved. The disadvantages of the Delphi method are the considerable time required to repeat a large number of iterations of the examination; the need for the expert to repeatedly revise his answers, which causes him to react negatively.

Moderation method

Participants fill out three cards each with brief description existing problems (anonymously). The moderator shuffles the received cards and in turn announces their content, offering to assign them to certain groups. If the opinions of the participants differ, the final decision belongs to the author of this card. As a result, all problems are divided into groups (clusters). Each one is discussed. from clusters. The following possibilities are offered: exclusion (inclusion) from it of any problems, division into several smaller groups, or, conversely, their consolidation. A common name for the clusters is developed and their relative importance determined.

In the course of its activities, the marketing department must be coordinated with other departments of the company to achieve the greatest total effect of the work of all departments.

Coordination of the marketing department and commercial

Coordination between the marketing department and the commercial department is necessary to avoid a situation in which orders may not be fulfilled due to unexpected and unforeseen circumstances, for example, a lack of components or raw materials.

On the other hand, if the marketing service provided an erroneous - overestimated - forecast for the volume of future orders, or did not inform the commercial department about a decrease in needs, a decrease in the volume of orders, then this leads to a freeze of funds, the death of capital that could be successfully invested in other activities.

Coordination of the work of the marketing department and the financial department

The marketing department has the most direct, direct relationship to the calculation of costs and budgeting. Marketing specialists may not know all the nuances of accounting, but they must know in detail the basic techniques of calculating costs and production, and their own marketing activities, and be able to apply these techniques in practice, since the marketing department is responsible for implementing the budget or estimates and for controlling costs on marketing.

The marketing department will ultimately judge the performance of the enterprise as a whole. For the efficient execution of the budget and estimates and the achievement of the set goals of the enterprise and the marketing service, in particular, it is necessary that specialists of this department constantly monitored indicators of expenses and income, profits.

Interaction of the marketing department with the legal department

In the course of its activities, the marketing department will repeatedly face the need to correctly draw up a contract, miscalculate the legal consequences of certain events, for example, any advertising messages. Therefore, marketing specialists should always be able to get fast and sufficiently qualified legal assistance and advice.

This is quite an important interaction between departments. There is a wide variety of normative legal acts: laws, decrees, orders, bylaws, which to one degree or another regulate the conditions of economic economic activity... These regulations apply to the development of a new product, and to the conditions and rules of production, storage, transportation, terms of sale, price determination, advertising.

In addition, there are instructions and laws for:
patenting,
registration of marks or trademarks,
under the terms of concluding license agreements,
claims or claims of customers and buyers,
as well as regulations on restrictions on trade practices, cartel or monopolistic agreements, buying or selling in installments, setting prices, and so on.

Coordination of the activities of the marketing department with the work of the department
cadres

The marketing manager is always interested in identifying or hiring good specialists... Russia does not have a sufficient number of well-trained and experienced marketing specialists; there is a rather acute shortage of specialists in this profile.

Heads of marketing and human resources departments can be advised on how and where to find candidates for a particular position, where it is more effective to advertise for an invitation to this job, and how this advertisement should be composed, what information it should contain.

The nature of the briefing and, if necessary, the training program for newcomers should be developed jointly by the HR department and the marketing department. It goes without saying that general briefing can conduct the HR department on its own, but on special issues of future activities, the marketing department should work with new employees.

Interaction of the marketing department with the planning and economic
department

The marketing department receives sales plans, information on price changes, methodological materials for competent planning, he must also submit for approval the cost estimates for the work performed and the services provided by the marketing department; cost estimates for the maintenance of the department, forecasts for planning offered by the marketing service, marketing programs and business plans linked to the purpose and objectives of the company.

Interaction of the marketing department with the accounting department

The marketing department receives accounting information on travel expenses, pay slips, and so on. In turn, he submits documents necessary for balance sheets, as well as documents for business trips of specialists. One of the elements of the marketing department is the documentation that defines the functions and tasks of the department, assigns its tasks, rights and obligations, responsibility to each employee. This job descriptions and regulations on the marketing department.

With a well-planned interaction of the marketing department with other divisions of the company, the maximum effect of the marketing activity of the company is achieved, which to a great extent determines the effect of the enterprise as a whole.

There is no doubt about the validity of the statement that marketing is an integrating function in making management decisions, which is reflected in the State educational standard higher vocational education(GOS VPO).

The role of marketing in enterprise management is due to the history of the development of entrepreneurship, when at a certain stage of development

1.9. Model of interaction of marketing with the enterprise

A block diagram showing the relationship between the types of marketing activities and information flows, including feedbacks between them, can serve as a generalization and concretization of what has been said about the content of marketing (Fig. 1.9). This diagram reflects the approach to marketing as a cybernetic control system with feedbacks... It is the result of applying the concept of interaction and systems approach to the formation of a model of interaction between the marketing service and the enterprise.

concepts entrepreneurial activity in sequence - the concept of improving production, the concept of improving the product, the concept of intensifying commercial efforts - the next concept of entrepreneurial activity is replaced by the concept of marketing, which has since been understood as modern concept entrepreneurship.

The market category was partly present in pre-marketing concepts of entrepreneurial activity, but to be called marketing, an enterprise must be oriented towards achieving its goals solely as a result of satisfying the needs of consumers. Marketing is becoming a concept of enterprise management based on demand accounting not only in an aggregated form - in relation to consumer market in general, but also in relation to a specific object - a consumer, to whom marketing activity is directed by all marketing tools.

It is important that the role of marketing in enterprise management is not subordinate, but fundamental, since marketing is a modern concept of entrepreneurship. Thus, marketing can and should be considered as a complex, integral, comprehensive and full-fledged management at the enterprise level, and discussions about what is more important - management or marketing - are useless.

The existence of private directions in management becomes completely clear; management of finances, personnel, resources. However, marketing cannot be a private direction, since it reflects the content of the entire enterprise. Only types of marketing activities in terms of product, product distribution, promotion, sales, strategic and operational planning can be private, i.e. what is related to marketing functions.

A special issue is the organization of relationships between the marketing department and other divisions of the firm. Much here depends on how the structure of the enterprise as a whole meets the principles of marketing.

If the structure of an enterprise is focused on production (and this is still very common), then most of its departments, structural units are interested not in the implementation of marketing goals, but only in the utmost minimization of production costs. Thus, product developers strive to create the most economical models, often to the detriment of the popularity of products in the market. Procurement departments are focused on buying cheaper and far away Not always quality materials and raw materials. The focus on reducing labor costs, characteristic of production units, is in conflict with the need to improve consumer properties goods. Warehousing of goods also often does not meet the needs of the safety of manufactured products, or the needs of the dynamics of market demand. In the field of financing, employees are usually focused on short-term profits and hardly admit the investment of additional funds in the firm's conquest of the credibility of buyers. An enterprise directing its activities to production usually seeks to minimize consumer credit, creating very strict conditions for the purchase and payment of goods.

Such a target orientation of the structural units of a production-oriented enterprise inevitably leads them to constant and unproductive conflicts with the department and marketing goals. The implementation of a unified strategy is also hampered by the fact that the development, production, planning, and sales departments are scattered, subordinate to different managers (deputy directors), the links between them are complex and multi-stage, and these departments themselves are very little responsible for the final market goals and sales results.

The effectiveness of the functioning of a particular 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, enshrined in the relevant documents (first of all, in the "Department Regulations") , its representatives.

The central task of the marketing department at the firm, 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.

Whatever principle the marketing service is organized at the enterprise, its interaction with other departments and services is necessary and is determined by the degree of development of the marketing service itself.

A well-established marketing Information system(M IS), which allows you to accelerate the adoption of management decisions in a rapidly changing environment and increase their effectiveness.

I Coordination of activities of marketing and procurement departments. This coordination is necessary in order to avoid a situation in which requests cannot be fulfilled due to unexpected and unforeseen shortages of important raw materials and components. This provision can be created in the event that the marketing department did not promptly inform the suppliers about the long-term plans and concluded contracts. Conversely, the formation of excessive stocks of materials and components due to erroneous forecasts or the fact that the marketing department did not inform the procurement department about the decrease in requirements, leads to the freezing of funds that could be successfully used for other purposes.

Coordination of the activities of the marketing department and the financial department.

The marketing department has a lot to do with costing and budgeting methods. Department specialists may not know all the intricacies of finance that are professional accountant, but they must be proficient in the methods used for calculating production costs and budgetary control.

Marketing specialists should understand how the costs of each product are calculated and how the cost estimates for the production of works and cost estimates are made. Since they are responsible for budget execution and oversight of the marketing budget, their performance will ultimately be judged by their financial performance.

For the effective implementation of non-commodity estimates and the general budget of Marketing, it is necessary that the marketing specialists constantly keep under control the indicators of costs and profits.

Interaction of the marketing department with the legal department. Marketing specialists should be able to get fast and qualified legal advice. There are legislative acts and other official documents related to various aspects of the economic and commercial activities- new product development, production, pricing, packaging, advertising, terms of sale, etc. There are also laws and regulations related to patenting, trademark registration, licensing agreements, customer complaints and claims. There are legal regulations on restrictive trading practices, monopolistic agreements, installment purchases and sales, price agreements, etc.

Coordination of the activities of the marketing department with the work of the personnel management service. Marketing executives are particularly interested in identifying and attracting top talent. There is currently an acute shortage of well-trained and experienced marketing professionals, so their jobs are well paid. Any measures that can help marketing managers identify and recruit such professionals should be supported. This means that those in charge of inviting, interviewing and selecting potential candidates must have a clear understanding of the nature of the future work the applicant, his status, service relationships with the rest of the employees of the department to which he is appointed, about the prospects for his growth and the professional and general educational training necessary for this work, personal qualities, abilities and work experience. As a consequence, the marketing department needs to maintain the closest contact with the human resources department in order to prepare a clear description of job duties each of the employees and the requirements that applicants must meet. This task is more difficult for marketers than for other professionals.

Marketing and HR managers need to consult with each other about where to find candidates for a particular position, where to advertise a job offer, how the advertisement should be written, and so on.

The nature of the briefing and training program for new employees should also be developed jointly by marketing and human resources in order to the new employee was best prepared to carry out the assigned official duties... While general briefing should usually be provided by the HR department, specific marketing training is the responsibility of the marketing department.

Many companies realize that the success of their business is directly dependent on products and sales, therefore they pursue a marketing orientation policy of the company. However, the implementation of such a policy cannot be limited only to the proclamation of an orienting slogan. It is necessary to transform all positions and departments in the indicated direction.

Thus, in modern conditions marketing orientation is often defined as an entrepreneurial philosophy. There are real reasons for this, since only activities that are in demand, focused on a specific user, correspond to his needs, desires, and ability to pay can be successful. It can be very fruitful and quite successful with the correct marketing strategy and marketing tactics in the enterprise. 1.4.

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Causes of conflicts between departments

Ways to resolve employee conflicts

Consequences of conflicts between employees for companies

Sales and accounting department

Natalia Mikhalchenkova, accountant, financial controller, PR Partner

Conflicts between sales and accounting departments- some of the most common. The main reason for conflicts between employees is that clients delay the delivery of documents that close transactions. To solve this problem, managers are explained the need to provide contracts, invoices and acts from customers on time. In addition, the employee does not receive a bonus if he has not submitted the accounting documents for the transaction.

Unfortunately, very often employees of the accounting department are perceived by colleagues from the sales department as intrusive, always demanding something and unhappy people, whose task is simply to sort through pieces of paper. In our company, there is no such attitude, the employees of the agency are always ready to listen to the opinion of the accountant and carry out the tasks set by the financiers, with high quality and on time. But we also have conflicts and misunderstandings.

Causes of conflicts

A manager is, first of all, a seller, his goal is to sell a product or provide proper services to a client. An advanced manager can still voluntarily control the receipt of payment from the client, and even then only if his own salary directly depends on this. At this stage, most of the salespeople try to put an end to communications with the accounting department, and then the game begins with only one goal.

I believe that the main problem with such conflicts is that managers are not interested in documents that are important for an accountant. They sincerely do not understand why this paperwork is needed. Payment is made, services are provided, the client is happy - and this is the main thing.

Ways to solve the problem. We fought these unfavorable moments in two stages.

1. Information. The first step was to create and publish on a server in the public domain an analogue of Wikipedia on accounting, where we covered some of the most important accounting topics that our sales managers come across. They taught the basics of accounting in simple language, explained how it all starts, what a contract, invoice, act, consignment note, invoice are, what they are for and why the accountant is so nervous when these documents are not available.

The issue of taxation when concluding agreements with individuals... The fact is that the agency from time to time attracts photographers, designers and other freelancers to work on projects, writing out royalties to them, so we are obliged to pay all taxes required by law accordingly, which means that all documents are drawn up on time and correctly.

Sales manager: responsibilities, tasks, functions

Another hot topic is currency control. It has become especially relevant since the time that we have foreign clients, and given the fact that the currency legislation has recently changed, we had to bring our employees up to date.

2. Material interest... The second step became more painful for the employees: we decided to amend the bonus regulations. In the past, a manager received an award based on two factors: proper service delivery and payment from the client. The rest did not concern him.

Starting this year, we have supplemented this list with a third point, in which we take into account the presence of closing documents: if there is an act signed from both sides and submitted to the accounting department, then the premium will be mandatory. By the way, our clients (most often PR specialists and marketers) do not always attach importance to "papers" and may accidentally send documents, for example, to the wrong address. Now it is the responsibility of the manager to control this process.

The consequences of change. I can't say that the innovation went smoothly: there were misunderstandings, difficulties, and even suspicions that the management wanted to deprive employees of bonuses. We managed to survive these negative moments, and today we can say that the decision was correct. Thanks to the changes, we have streamlined the company's document flow and achieved that 80% of documents are submitted on time.

Sales and Marketing Department

Alexey Kozlovsky, Commercial Director, KupiVIP.ru

In the field of trade, one of the classic examples of conflicts between the marketing department and the sales department. The result of the work of both has big influence on the financial results organizations. Therefore, the cost of conflict can be very high, for example, loss of market share, lost profits or damage to the company's image.

Marketing is always focused on customers and the consumer market, while the sales department often focuses on finding the “perfect” product (supplier) that will blow up the market. Most work conflicts arise from this basic difference in business vision.

Motivating Sales Managers: Effective Ways

We work in the market ecommerce, where the concept of natural traffic is actually absent (in the sense in which it is used in offline trading). In order for our potential clients to visit the site, a huge amount of work must be done by the marketing staff, so the sales department cannot do without close cooperation with them.

We identify the cause of conflicts between employees of departments

The overall goal of the departments is very simple: to define your client, find the required product on favorable commercial terms and offer it competently. All major disagreements and conflicts occur within this framework.

1. Ignorance of your consumer. The conflict between employees of departments is born on the basis of the lack of a clear understanding of target audience... That is, the sales department offers a product that is not interesting to the consumer; accordingly, all marketing efforts are wasted. The latter are unhappy with the situation and the fact that they are forced to work idle only because the sales department does not want or cannot offer the required product. The consequences of such a conflict can be a drop in sales and loss of consumer interest. To prevent this from happening, the marketing department must regularly provide the sales department with market, demand and target audience data, on the basis of which the sales department will build its sales policy.

Building a sales department: instructions for a manager

Marketing activity has no effect direct impact on sales volume. A typical example is when the marketing department lives its own life and plans activities independently of the sales department. Marketing plan and the sales plan do not match, as a result, there is no synergy effect.

This leads to ineffective spending of the marketing budget and a lack of profit. To solve the problem, it is necessary to jointly plan the main activities of the departments, as well as marketing activities and advertising campaigns.

2. Pricing... Conflict arises in a situation where marketers believe that the price of a conditional product should remain in certain framework, and the sales department does not fit into them due to the pricing policy or for other internal reasons (this may be a desire to fulfill certain KPI motivational system or low-quality sourcing 1). In such a situation, the company's revenue may decline, the brand will lose popularity, and many customers will leave.

To avoid this, it is necessary to develop a company's pricing policy, taking into account the demand, target audience, and the company's economy with the further development of sourcing channels and communication with the consumer.

Product presentation and communication with the consumer. A conflict can arise when a quality product is offered to the right target audience, at the right time, at a relevant price, but the presentation is not built correctly, and the potential buyer does not understand unique selling proposition (USP) of the offered product. The result is a lack of demand, lost profits and loss of market share in a particular segment. The joint definition of USP and the formation of an appropriate communication strategy will help to rectify the situation.

We are looking for ways to resolve employee conflicts

We've looked at some of the classic conflicts between marketing and sales. The list goes on, but main reason lies in the lack of well-established communication and common goals, as well as in ignorance of the functions of another department.

Here are some tips on how to avoid most conflicts - after all, it is better to prevent a conflict than to eliminate its consequences.

Undoubtedly, in order to resolve employee conflicts, you can regularly introduce and use various effective methods of dealing with conflicts. It should be noted that the most important thing is to make it clear to the departments: they are sitting in the same boat and doing one common thing, being a single whole. And this is your task as the head of the commercial department.

Sales and production

Ekaterina Shelest, independent business coach and sales consultant

Anyone who has ever worked for a manufacturing company knows the passion that builds up between manufacturing and sales. The position of production - “sell what we produce”, which in the past was the norm in many enterprises, today does not allow developing and being competitive in the market.

In the early 2000s, I came to work in the sales department of an enterprise for the production and sale of poultry meat. At that time, the company, having withstood several revolutionary changes of power, was successfully acquired by a large Moscow holding, and the reassured staff took up their duties.

Reconstruction

Before the sale of the enterprise, life - both economic and political - flowed measuredly and unhurriedly: the bird was fed, raised, slaughtered and sold. There was no sales department - everything was sold by itself. But a new owner came and the reconstruction began at the enterprise. While production was gaining momentum, and the sales department was building customer base and developed a sales strategy, there were no particular difficulties. The produced goods were not stale, were shipped by 20-ton trucks and sold to nearby regions.

1. New tasks of the sales department... Conflicts between the employees of the departments began when our department began to fulfill the new tasks assigned to it, in particular, the supply of products to all Groceries cities and regions. The contracts with the shops were concluded, and applications began to arrive. But we could not complete them in full. This was due to the inconsistency in the work of the sales and production department: customers order one thing, and production produces something completely different.

2. A strong-willed decision of the management. Realizing that, just entering the market, we are already losing face and that the attitude of production workers to sales cannot be changed on our own, the entire department turned to the general director of the enterprise for help. He convened a meeting, which was attended by the entire sales department and the main persons from the production, and in an accessible form explained that the old days are gone and now production works for the sales department and fulfills requests, that is, satisfies the needs of customers. The merchants were advised to work more actively with clients and instill in them loyalty to the company, and also not to blame production for all failures, since the capacities do not yet allow satisfying all the needs of buyers.

The sales department received the task to develop a system for filing applications for production, clearly spell out all the procedures for the relationship of departments, to familiarize employees with new system work.

And although there were later overlaps, the main conflict was settled due to the authoritarian decision of the CEO, the introduction of a clear document management system, functional responsibilities and powers in the interaction of departments, according to which all services of the company are engaged in common tasks. Since then, the enterprise could rightfully be called a company for the production and sale of poultry meat.

Important! The cause of the conflict between departments does not always arise within the company; sometimes, to fix the problem, you need to look out from behind your fence.

Release of new products

The second protracted conflict with production occurred when retail chains brought the demand for chilled products to our region. Then neither the workers retail chains, neither we, employees of the company, did not really know all the intricacies of its production and sale.

1. Refunds. Networkers put 2 bonnets in their stores for storing chilled products. We diligently fulfilled their requests, and they diligently returned us the damaged goods, and sometimes in a volume almost equal to the delivery. Producers refused to accept spoiled meat products and even let cars with meat into the factory territory, blaming us salesmen for what happened. Disputes sometimes reached fights. The sides won victories alternately, and the company suffered losses. Products that were excellent fresh chicken meat a little more than a day ago could now only be processed into meat and bone meal. The labor of dozens of people was burned in boilers.

The situation became critical, the production workers insisted that we break contracts for the supply of chilled products. And we didn’t want to lose profitable clients. Everyone understood that the problem urgently needed to be addressed.

2. Audit of points of sale... The first thing that was decided to be done was to understand at what point a quality product ceases to be such. We obtained the consent of the networkers to audit the storage and sale of refrigerated products in their stores. And then the first problem immediately manifested itself: store employees do not know exactly how it should be stored.

After the main problem was revealed, especially for chain stores and at their request, our chief technologist developed recommendations on the conditions for storing and selling chilled products. Also, together with retailers, an additional annex to the existing agreements was developed and signed stating that the return of chilled products is accepted provided that it is stored in accordance with the recommendations. And then it turned out that if the storage conditions are observed, then in stores there is simply no place to place products ordered in such volumes, and the volume of orders cannot be reduced, since they are calculated automatically. A joint decision was made to change the delivery schedule, making deliveries daily. Every day our employees went to outlets to check the storage conditions of the company's products.

3. Quality control in production. In parallel, work was carried out at the enterprise, in particular, the quality control of products at the exit from the warehouse was strengthened. The freight forwarder was obliged to be present at the measurement of the temperature in the muscle of each batch of goods he received. And if the temperature did not meet the standards, it was strictly forbidden to load the batch. In a special journal, they began to record the temperature of each batch of shipped products.

After the above measures, the number of refunds decreased by 95%, and the conflict was settled. And we learned a lesson from this: in an enterprise whose activities are based on production and sales, the management of the commercial department must not forget that the sales department is the link between the buyer and production.

1 Sourcing - search for a product and a manufacturer. In this context, it means searching for the right supplier among many similar ones, depending on a specific job.

2 Boneta is a type of refrigeration equipment. Used as showcases in sales areas and refrigerators in cafes and bars.

Natalia Mikhalchenkova graduated Faculty of Economics Moscow State Evening Metallurgical Institute with a degree in accounting and auditing. Work experience over 10 years in secondary and large companies... At PR Partner, he maintains accounting, is responsible for budgeting and the financial component of the company.

PR Partner Agency has been providing public relations services since 2006. Since 2012, it has been a member of the international network of independent PR-agencies IPRN and cooperates with agencies in Europe and America. AKOS member. PR Partner clients are international and Russian companies: Check Point, Veeam, PTC, etc. The team has 30 employees, many of them are members of the leading trade organizations RASO and IABC. Official site - www.prpartner.ru

Alexey Kozlovsky Graduated from Moscow State University of Economics and Economics with a degree in Marketing and Advertising and Investment Management. Then he studied for two years in Denmark at the Bestseller Academy, specializing in fashion management. She has ten years of experience in the fashion industry. In 2011, he joined KupiVIP.ru as Sales Director, today he holds the post commercial director.

Company KupiVIP.ru founded in 2008. It combines a shopping club, an online boutique KupiLUXE.ru, an online store ShopTime.ru, an e-commerce division KupiVIP E-Commerce Services. A representative office of KupiVIP Germany was opened in Germany, which is looking for new European brands to sell on the holding's websites. The staff is over 1400 employees. Official site - www.kupivip.ru

Ekaterina Shelest Graduated from the Orenburg branch of the Moscow State Law Academy, specialized in civil law. Received additional financial education through the presidential management training program. In sales since 2000. She has gone from a line sales manager to a commercial director. Since 2011, an independent business coach and sales consultant.

Interaction of the marketer with other departments. Interaction with other departments of the company and staffing of the marketing service

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