Practice in an advertising agency. Practice Report Advertising Agency Practice Report (PR) Analysis of Advertising Agency Customer Service Practice

FEDERAL EDUCATION AGENCY

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"DON STATE TECHNICAL UNIVERSITY"

Department of History and Culturology

Head chair

history and cultural studies

N.V. Shishova

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Report

in managerial practice

Head from the Head from DSTU:

enterprises (RA): Ph.D., Assoc. Podoprigora A.S.

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_______________________ ______________________

"___" ______________ 20___ "___" ___________ 20___

Drew up a report:

student (ka) group GRM-41

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"___" ____________ 20___

rostov-on-Don 2011

I was accepted for practice in the staff of RA "Art-El" on June 27, 2011 to July 23, 2011, as a manager.

In the process of undergoing practical training I: - got acquainted with the constituent document - the charter, approved by the founder of the company; - got acquainted with the structure of the organization; - got acquainted with the organization and performed functions and duties of the employees of the enterprise; - got acquainted with the content of economic and organizational work;

I got acquainted with their educational and professional training and experience in the advertising field.

I got acquainted with the peculiarities of the work of project managers, working with clients, personnel. - participated in the tasting of the drink "Pokrovskie lemonades" in supermarkets in Rostov-on-Don - led, as a supervisor, a team of promoters; - participated in organizing promotions and trained promotional personnel for the furniture salon "Lazurit". - kept a database of clients, made calls to clients. - compiled reports on promotions.

IP Solovyov or advertising agency "Art-el" has existed in the advertising services market since 2007. She started her activity as an agency specializing in promotions. At the moment, it continues its activities in the field of BTL - services, expanding the specifics of its activities and now it is a full cycle BTL agency. The agency has established close partnerships with many media, radio stations and transport companies. Thanks to the high professionalism of the agency's staff, you get a comprehensive solution made by a team of professionals with extensive experience in developing and supporting various projects, holding promotions, promotional events, which can significantly reduce the cost of implementing and maintaining complex marketing tasks.

Mission : We are ready to offer the most non-standard approaches to solving your tasks. We use our skills and resources as efficiently as possible in order to create vivid advertising images for you - our clients. With the help of the Art-El advertising agency, people around you will learn more about you. We will convince them to give preference to your services and your products!

Common goals: gaining leading positions among advertising agencies of Rostov-on-Don, specializing in promotion. To become one of the most sought after agencies specialized in Btl services. Striving to continuously increase profits due to more orders.

Special Purposes:1) Attracting more customers in 2012 by 15% by improving their services and active advertising policy.

2) Achieve a profitability of about 40% for the next year and maintain this trend by attracting more customers.

Strategy:Art-El chooses a growth strategy, because it is characteristic, first of all, of young organizations, regardless of the field of activity, striving to take leading positions in the shortest possible time. This strategy provides an increase in the competitive advantages of the company and its divisions through active introduction into the existing markets, diversification of production activities, and implementation of constant innovations. These are, first of all, new types of shares, new types of services, new markets.

"Art-el" currently carries out the following activities: Salespromotion

Tasting

Cross-promo

Lifting

· Gift for purchase

Promo consultant

· Raffle prizes

Sampling

Thematic event

Prize distribution center

· Questioning

Tradepromotion

Outlets audit

Merchandising

· Mystery shopper

Specailevents

Intracorporate events

· Presentations, VIP receptions

Mass public events

Tasting Tasting is a very effective and affordable marketing technique. Here the well-known principle is more important than ever: "It is better to see once than hear a hundred times." And today it can be rephrased as follows: it is better to try once. After all, the way to the buyer's heart and wallet is through his stomach! If you are sure of the quality of your product and that your potential customers will like it, feel free to invite them to try the new product! This method works flawlessly - after all, every person is always looking for something new, interesting, unusual. And tasting new products is what you need in this case.

Cross-promotion (combined sales promotion) - promoting your product together with the product of another non-competing manufacturer. The method serves to establish in the mind of the consumer an associative connection between two goods for different purposes, a kind of "kinship" by any sign.

LiftingHand-to-hand distribution of leaflets by promoters is the most efficient and inexpensive way to convey information about your company to a potential consumer, as well as the benefits of the goods and services offered.

Gift for a purchase Who likes to receive gifts? All! This is the answer to the question, how effective are promotions that involve “gift-for-purchase”. If the bonus is something useful and worthwhile, the effectiveness of the action will definitely be high. It is possible to find an interesting move for any product; in this sense, “Gift for Purchase” promotions are universal and always effective. They encourage people to buy more of your products, consume more products, and quickly increase your sales.

Promotional consultantConsulting is an event based on direct work with the consumer, aimed at solving the client's problem, where the main means of influence is a conversation built in a certain way.

Prize raffle Prize raffle is a type of promotions that emphasize entertainment and easy winnings. Promotions aimed at actively involving the consumer in the process of promoting TM in order to create additional interest, form the TM's image.

SamplingSampling or distribution of free product samples is an effective action for promoting a new product to the market, acquainting buyers with an updated product line, stimulating sales and improving the brand image. By offering customers to try the product, you can quickly convince people of the quality of your products and win them as regular customers.

Thematic event EVENT events are projects that work to strengthen the corporate culture and create a positive image of the company in the eyes of the public.

Prize Center The most common mechanic of consumer participation in the Prize Center promotion is “cut, collect, bring and exchange”. The advantages of this type of promotions are adaptability to any event, theme, product, good compatibility with other types of promotions, the ability to attract consumer interest due to the most valuable and fewer prizes. One of the drawbacks of the "Prize Distribution Center" is the high dependence of the number of participants in the promotion of brand perception on the usefulness, value of prizes, creativity and technical performance.

Questioning A questionnaire or survey is conducted in order to clarify a number of marketing issues, to identify the target audience or any other points of interest to the Customer. These promotions are carried out using special questionnaires, compiled by the marketing managers of companies or our specialists. Venues - street, shopping centers, exhibitions.

Introduction

Main part

Conclusion

application

Introduction

In accordance with the curriculum, I had an industrial practice in a limited liability partnership advertising agency "Asia Direct" since June 9, 2008. to July 12, 2008

I was hired for an internship in the partnership staff as a manager.

Together with the head of the practice directly in the partnership, a plan for the implementation of the work was drawn up, which I successfully completed.

During my internship I:

I got acquainted with the constituent document of the charter approved by the founder of the company;

I got acquainted with the structure of the organization;

I got acquainted with the organization and the performed functions and duties of the employees of the enterprise;

I got acquainted with the content of economic and organizational work;

I got acquainted with the peculiarities of working with databases;

Familiarization with telemarketing;

I got acquainted with the peculiarities of the BTL department manager's work (see appendix);

Took part in home sampling of Aquafina table water;

Supervised a team of promoters;

Compiled accounting statements for the promotion of home sampling of table water "Aquafina";

Kept a time sheet.

Main part.

Asia Direct is one of the first professional direct marketing agencies in Central Asia.

Member of:

• 1999 - RADM (Russian Direct Marketing Association)
• 2000 - FEDMA (Federation of European Direct Marketing Associations)
• 2003 - InterDirect Network (International Network of Independent Direct Marketing Agencies )

The enterprise was organized in the form of a limited liability partnership on March 31, 1998. Full name of the enterprise - Limited Liability Partnership Advertising Agency "Asia Direct"

Advertising agency "Asia Direct" was created in accordance with the Constitution of the Republic of Kazakhstan, the Law of the Republic of Kazakhstan "On limited liability partnerships". The partnership is guided in its activities by the Civil Code of the Republic of Kazakhstan, the Foundation Agreement on the establishment of the partnership and the Charter of the enterprise.

The management of the current activities of the partnership is carried out by the sole executive body - the general director.

Company's mission to assist in the development and promotion of their clients' business.

The company carries out its mission through "direct marketing".

Direct marketing - a continuous process of attracting new customers, meeting the needs of regular customers and developing long-term relationships with them, as well as strengthening a positive attitude towards the company and increasing sales.

Basic principles of work:

• Professionalism
• Individual approach to each client
• A creative approach to solving problems of any complexity
• Confidentiality
• Ethical standards

Companies:

• Coca-Cola
• Procter & Gamble Kazakhstan
• Samsung electronics
• Net Style
• Nursat
• North Winds Kazakhstan
• BankTuranAlem
• Kazkommertsbank
• TEXAKABANK
• Hamle

• Styx & leo burnett
• McCANN- Erickson Kazakhstan
• Twiga
• Panda promotion
• Tequila Russia
• BBDO marketing (Moscow)
• DM club (Moscow)
• Сonnexions (Moscow)

More details about the main aspects of the company are described in the appendix. In particular, you can get acquainted with direct marketing, BTL (below the line), promotions, telemarketing and databases.

Permanent staff the company is 37 people:

General manager;

Deputy General director;

Marketing department - 6 people,

BTL department 4;

IT department 5;

Field Department 14;

Accounting 3;

Drivers 2;

Secretary 1.

But in some cases, this number of people is not enough for the full-fledged work of the agency, and the company resorts to temporary hiring additional staff. Basically, these are not qualified labor promoters, movers, telemarketing operators. Hiring temporary workers is associated with one-time promotions and the lack of the need to constantly keep a large staff.

The attraction of temporary employees has a certain seasonality. In the summer, a large number of promotions are held, since in warm weather it is possible to hold promotions on the streets, in parks, in recreation areas, etc. It is also easier to hire promoters, who are mostly high school students and students who want to work during the summer holidays and agree to low wages.

The structure of the cost of production of Asia Direct LLP, thousand tenge:

Indicators 2005 2006 2007Salary with accruals2127322500 27250 Materials1128015880 17550 Costs for loading and unloading 230500 840 Rent of premises 55305530 5530 Utility payments 647 640 700 Depreciation of main production funds 43004950 5100 Other costs 16501700 2350 Total: 49305 51 700 59320

When analyzing this table, it should be noted that the largest share in the cost structure belongs to wages with accruals 43-45%, materials costs 22-30%. This is due to the peculiarity of the advertising business, which is not energy-intensive, material-intensive, etc. and wages up to 70% (in some cases) come to the fore in the cost structure.

The main indicators of the financial and economic activities of Asia Direct LLP for 2005-2007, thousand tenge

Indicators 2005 2006 2007Revenue from sales of products 721207820098500 Full cost of services rendered 49305 5170059320 Profit from sales of products 228152650039180 Income tax 456353007836 Net profit 182522120031344

Production efficiency is one of the key categories of a market economy, which is directly related to the achievement of the ultimate goal of development of social production as a whole and each enterprise separately.

Profit plays an important role in the economic system. It is the profit that ensures the economic stability of the company and its financial independence.

Profitability there is a relative indicator, which has the property of comparability, can be used when comparing the activities of different enterprises. Profitability characterizes the degree of profitability, profitability, profitability.

The profitability of sales (turnover, sales) is determined by the ratio of the value of the annual balance sheet profit of the enterprise to the value of the annual proceeds from the sale of products, expressed as a percentage:

PB - the value of the annual balance sheet profit of the enterprise (tenge / year.);

In the annual proceeds from the sale of products (tenge / year);

2005 Rsales (turnover) \u003d 22815/72120 * 100% \u003d 31.7%

2006 Rsales (turnover) \u003d 26500/78200 * 100% \u003d 33.9%

2007 Rsales (turnover) \u003d 39180/98500 * 100% \u003d 39.8%

This indicator characterizes the efficiency of entrepreneurial activity: how much profit does the company have from 1 tenge of sales, work performed, services rendered.

It can be seen from these calculations. That the level of profitability is growing every year, as well as the net profit is increasing.

Direct mail has the largest share of 45% in the profit structure, i.e. sending individual postal items;

promotions 35%;

Conclusion

Passing industrial practice is an important element of the educational process for the preparation of a specialist in the field of economics.

During its passage, the future economist applies the knowledge, skills and abilities acquired in the learning process in practice.

The main tasks of the industrial practice are:

Gaining practical work experience.

Improving the quality of vocational training.

Education of a specialist in the spirit of respect for the law.

Consolidation of the acquired knowledge in general and special economic disciplines.

Applications

ABOUT DIRECT MARKETING

In the last quarter of a century, direct marketing has become one of the most promising and effective ways of promoting goods. Therefore, it is quite natural that specialized agencies began to appear on the Kazakhstan market, which use the maximum efficiency and selectivity of direct marketing.

Unfortunately, it is still very difficult for a modern Kazakhstani entrepreneur to distinguish traditional advertising from direct marketing due to his little experience in our market, although it was created as a new means of product promotion back in 1917. One of its founders was American Bob Stone. It was he who formulated 30 "infinitely direct principles of marketing.

So what's the best

Indicators	Unit rev			Deviation
				In absolute values
Volume of sales of services
Number of employees
Labor productivity per employee
Employee payroll
Average annual salary of 1 employee
Cost of services
Costs per 1 RUB of sales
Profit from sales
Operational profitability
Return on sales

Graphically, the results of the agency's work can be presented as follows:

Figure: 1 Results of work of LLC "Parus-Media" in 2004 and 2005

(in thousand rubles)

From the data in Table 1, it can be seen that, compared with 2004, in 2005 the volume of sales increased by 31.1% and amounted to 141,846.7 thousand rubles, there was an increase in prices for services provided, while it is clearly seen that the increase in volume was due to an increase in the number of personnel for 7 people and at the end of 2005 the total number of employees of the LLC was 31 people. The headcount growth factor led to an increase in the growth in sales in physical terms, i.e. with an increase in the staff, the company can serve more clients, and this is confirmed by the indicators of employee productivity, which increased from 4122.2 in 2004 to 4575.7 rubles per 1 employee in 2005.

The average annual wages of employees increased in comparison with 2004 by 25% from 120 thousand rubles to 158.4 thousand rubles per year, the growth rate of the increase in the average annual wages outstrips the growth rate of labor productivity, since the indexation of wages was made due to inflation. Despite this, the management of the LLC managed to reduce costs per 1 ruble of sales by 1.3% and costs per 1 ruble of sales in 2005 amounted to 76 kopecks.

The prime cost in 2005 compared to 2004 increased from 76102.1 to 107459.6 rubles. the size of the prime cost is largely influenced by the amount of expenses incurred - office rent, utility bills, an increase in the wage bill, maintenance of equipment, etc.

The main goal of any commercial enterprise is to make a profit. The data shows that profit increased by 33.7%. This indicator indicates that production management is being carried out efficiently. This is confirmed by the growth in operating profitability and the growth in profitability of sales by 2 and 1.2%, respectively.

2. ANALYSIS OF THE ORGANIZATIONAL STRUCTURE OF THE ADVERTISING AGENCY

General manager - Develops strategic planning of activities, concludes contracts, attends exhibitions and conferences, establishes contacts and connections for the successful work of the agency; is the main manager of funds;

Executive Director - controls and coordinates the work of the agency, controls all management decisions at all levels of the agency, makes decisions on hiring or dismissing employees, develops programs to improve internal industrial relations, conducts office investigations into violations of labor discipline;

Media director - Manages the departments of media planning and placement, achieves maximum discounts and establishes relations with the heads of related advertising agencies;

Media department - planning - media planning managers are engaged in the development of media plans and the rational distribution of the client budget;

Accommodation department - includes a press advertising manager, a radio and television advertising manager, an outdoor advertising manager, a printing manager;

Art Director - manages and controls the work of the design bureau;

Design Bureau - is engaged in the development of design layouts for the press and outdoor advertising and the development of corporate identity for clients;

Chief Accountant - supervises the work of accountants and cashiers, is responsible for the entire field of accounting, including payroll, preparation of reports for the needs of management accounting and tax authorities, the development of other relations with banks and financial institutions;

Accountants- keep accounting records, organize internal audit, keep accounting records, prepare accounts;

Network administrator - ensures the smooth functioning of the computer network and information security of the agency;

The DepartmentBTL - "promotion" is engaged in product promotion, organization of promotions;

Sales department - is engaged in the sale of advertising services, the conclusion of contracts with clients;

Office Manager - deals with organizational issues, supervises the work of the secretary, drivers, guards, couriers;

Secretary - Answers phone calls, works on fax, prepares documentation, serves clients in the office;

HR service - deals with the selection of employees, sets standards for work, compensation for employees, develops and trains personnel, determines standards for candidates;

Courier - carries out the delivery of documentation;

Security - is responsible for the safety of employees and property in the office;

Drivers - carry out the transportation of advertising posters, carry out the delivery of correspondence, carry out the transportation of employees.

Figure 2. shows a graphical diagram of the organizational structure of the enterprise.

Figure 2.

Organizational structure of the Parus-Media agency

secretary

The agency is dominated by the alienated type of employee, a high level of mismatch of actions is manifested, and the behavior model is dissociative. The workers develop a narrowly professional vision of work, which creates fields with fenced off communications. Their result is an increase in "inconsistencies". Certain sociocultural relations correspond to this model of organizational orientation: “mice in holes”.

Table 2.

Consolidation of the main management functions of Parus-Media LLC

Basic control functions	Responsible employees	The degree of implementation of functions
Marketing management	Media Director, Media Planning Department	No clear marketing management program
Production management	CEO and CEO	Duplication of functions, no responsible person
Financial management	Chief Accountant. Accountants, cashier	Duplication of functions; no responsible person
HR management	Recruiting manager	Fully responsible for the HR department

When considering the organizational structure of Parus-Media LLC, the following points can be distinguished, as a result of which the gaps shown in Table 3 were identified.

Table.3

Major "gaps" in the organizational structure

LLC "Parus-Media"

"Break"	Possible positives	Possible negative points
Ranges of responsibility between CEO and CEO are clearly defined, but sometimes overlap and some functions are not performed	Possible operational interchangeability	Sometimes there is duplication of functions, disagreements in decision making, untimely resolution of issues
There is no approved firm strategy	The CEO is actively involved in shaping the strategy	Lack of strategic plans, high inertia in managerial decision-making and unclear prospects
The absence of a marketing manager at the enterprise	The marketing function is performed by the media planning department. Prompt matching of pricing policy	Marketing functions are performed partially, there is no prospective development

As follows from the data in Table 3, the organization of the enterprise management structure is not efficient enough, since there is a duplication of functions, untimely resolution of issues, differences of opinion, as a result of which a situation may arise when the executors do not clearly understand whose orders they should execute. One of the shortcomings of the management structure can be singled out - this is the absence of a marketing manager position who would be engaged in the study of the advertising market segment, the price policy of competitors, and would develop a clear marketing strategy. At the same time, it would be possible to increase the number of potential customers, in connection with which the profit of the enterprise would increase. To do this, you need to develop a set of measures to eliminate or reduce activity in the activities, pricing policy of competitive firms.

3. ANALYSIS OF THE ORGANIZATION OF MANAGEMENT OF COMMUNICATION ACTIVITIES AT THE ENTERPRISE

Internal communications play a key role in achieving business goals and objectives. The quality, efficiency of communication, communications between company employees become decisive factors in achieving the goals of the organization.

A holistic analysis of the internal communication situation in an organization is necessary to build a single information space in order to optimally support business processes.

At the same time, effective management of all horizontal, vertical and internal communications in the company's divisions is necessary.

Consider internal information communications. Bottom-up communications serve as an alert
the top about what is being done at the lower levels. In departments, employees express their proposals to the head of the service, who reports on practical proposals to a higher head. At the end of the communication chain is the CEO, who makes a decision if an interesting proposal is submitted. But there is always an option when the employee's proposal seems not interesting to the junior manager and he will leave it unattended, whereas in a general discussion the proposal might interest. LLC "Parus-Media" has not put into practice the holding of weekly group meetings. This way of transmitting information is very important for small firms. Such meetings provide an opportunity to listen to the opinions of employees on a particular issue, find a common solution and at the same time give each employee the opportunity to feel involved in a common cause.

Communication between services is based on the principle of a "star" local area network. The head of the department has access to the information of each of his subordinates.

This connection is made in our organization, computers are connected to a network. A system of access to information is made in the scheme. Multiple star networks can be linked together if required, resulting in branched network configurations. From a reliability point of view, this topology is not the best solution, since the failure of the central node will bring the entire network to a standstill. However, when using a star topology, it is easier to troubleshoot the cabling. In addition to messages on the computer, gen. the director and all departments carry out workflow through the office manager, who records the workflow in the logs of outgoing and incoming information.
Orders come from the director, orders communicated to everyone
chiefs of services and employees of the enterprise. From the heads of departments to the director, statements, memoranda,
explanatory documents for signature.

Communication between different services is done according to the “ring” principle, i.e. the executive director has information from the Chief Accountant, but does not have access to the material and other departments of the accounting department. An art director can connect to the CEO online, but does not have network access to a particular service bypassing the CEO.

This streamlines the organization's management scheme, that is, each has its own level of information content. The scheme of access to information in each department is built according to the “top-down” principle, for example, Ch. the accountant has information from all departments
its service, but the design department cannot receive information from
computer chap. an accountant, but can receive information from other services.

Analyzing the work of an advertising agency, one of the weak points in the organizational structure is the absence of a marketer, which means that the responsibilities of a marketer are performed by different persons from time to time and the work does not give the desired effect, which means that it reduces the possibility of obtaining additional profit. But besides this, there is no well-established timely informing employees about the pricing policy of competitors and a clear marketing strategy. The marketing department must be designed to best support the firm's marketing strategy — creating long-term competitive advantage. That is, there is a violation of horizontal communications.

Indeed, only when the employee clearly understands what is happening around, he is able to actively participate in the implementation of organizational changes. The vague goals and prospects of both the entire company and a specific individual in it lead to a state of anxiety, fear, anxiety, frustration of the employee, which leads to resistance to changes, up to the voluntary departure of valuable personnel at such a crucial moment for the organization. Therefore, it is very important to make the process in the company “transparent” for each employee, which will relieve psychological stress, and also allow employees to get ideas on how to improve the way the process is implemented.

Capable and educated employees who feel valued can serve customers at the highest level. In addition, they have an incentive to work, they are more dedicated.

Of great importance for employees in intra-company communications is the concern of an enterprise about personnel. This is also important for the company's image, since the company's image will also be judged by the actions of its employees.

Internal communications that support the image of Parus-Media LLC include a bulletin board, which contains not only announcements about an event, but also greetings to employees on their birthdays and other pleasant dates.

Training is of great importance for employees who want professional growth. LLC "Parus-Media" annually conducts training for employees in the form of trainings, when a trainer is invited to the company, who conducts training for all employees of the company to study the actual problem. Conducting trainings with employees not only makes it possible to provide relevant knowledge, but also allows employees to feel more confident in internal and external communications, which means it improves the image of the LLC.

The presence of an internal computer network allows you to quickly transfer information to all interested employees.

Organization of corporate parties for the New Year and March 8, which have become traditional, can also be viewed as a positive communication. Such a joint pastime has a beneficial effect on the climate in the team and improves internal communication.

In 2005, Parus-Media LLC carried out an analysis of internal communications, the results were as follows:

· Only 5% (2 people) of employees associate themselves with LLC "Parus-Media", the majority of employees ranked themselves only in the office in which they work, that is, the LLC failed to create a corporate spirit;

· The majority of employees - 75% (23 people) - thinks that the firm is not interested in their point of view;

· The most useful in internal communications 68% ((21 people) employees considered the need to introduce weekly group meetings;

· Most -83% - (26 people) are satisfied with intra-company contacts, which indicates a favorable office environment.

fig. 3 Results of the analysis of intercompany communications

Well-developed external communications are necessary for any company to successfully promote its services or products. The main type of services provided by Parus-Media LLC is billboard advertising - the most traditional, most effective and cheapest type of outdoor advertising.

To draw attention to its services, the company uses the following channels for disseminating information about its services:

· Daily newspapers that have a wide reach of potential consumers;

Specialized magazines read by experts

Telephone directories in Moscow and the Moscow region

· Sending advertising brochures to potential buyers of services by mail

· Traffic radio, which is listened to by a large number of consumers in cars;

· Participation in specialized exhibitions.

Advertising media (channels for distributing advertising messages) are selected in such a way as to effectively reach the attention of the target audience. Moreover, the main criteria when choosing channels for the distribution of advertising messages is to ensure maximum coverage of the target audience, compliance of the cost of advertising with the advertising budget and compliance of the nature of the advertising message with the characteristics of the channel. In addition, the choice of advertising media is made in such a way as to ensure the necessary geographic coverage of consumers and the desired frequency and form of presentation of the material.

Only systematic advertising work can bring the result, and it is important that the emerging contacts are not separated from each other by too long periods of time: weekly contact is considered optimal, rare contacts are perceived as one-time and have a very low commercial value, therefore advertisements are made weekly.

However, it is not enough to show consumers the merits of the goods and services offered. It is also necessary to convince the head of the customer of the reliability and competence of the supplier. And since for heads of enterprises the main criterion of reliability is often the popularity of the company, in order to achieve recognition and create a favorable image, LLC "Parus-Media" installs information and advertising boards in the most promising, potentially having clients, districts of the city and region;

In general, the company uses a personal communication channel to promote its products, considering it the most effective and efficient when working with a corporate customer. At the same time, it uses the highest quality approach that takes into account and satisfies the personal needs of each individual consumer.

Before offering its services to a particular organization, LLC collects all the necessary information (whether there is a need to purchase advertising space, the financial condition of the organization, and so on). Then, sample proposals are developed that may interest the consumer, and the costs for its implementation are calculated. Only after that an experienced sales agent offers a ready-made project, developed directly for this company. This approach allows the firm to better understand the needs of its customers and provide the services that matter most to them.

One of these services is the provision of a comprehensive European-class service by the company. Market research shows that comprehensive service is the main requirement of corporate customers. Realizing this, the LLC uses one-stop service as a sales promotion vehicle.

For many years of experience in the Moscow Region, the company has acquired many regular customers, communication with whom is carried out through the mailing list:

· Information letters with reminders and proposals for new services;

· Invitations to exhibitions;

· Price lists with information about price changes;

· Publication of the price list and photos of finished projects on your own website on the Internet.

On some of the bus stop pavilions, advertising posters are placed, consisting of several advertising modules of various sizes. Unlike the usual city-format, which is placed at separate addresses or in small networks, posters are placed only by a network of 500 or 1000 surfaces, evenly distributed throughout the Moscow Region. Thus, this type of advertising allows you to cover most areas, while keeping within a relatively small budget. At ground transport stops, in addition to the city format located in the left side wall of the stop pavilion, it is possible to place advertisements on the entire rear wall both from the inside and from the outside, as well as place advertising posters in plastic boxes next to the timetable or even above a yellow sign. with the numbers of the routes stopping at the stop.

An important role is played in the LLC system of personal sales, which remain the main type of sales.

There is a sales incentive system, according to which a client who uses the services of Parus-Media LLC for the second time receives a 5% discount, for the third time -10%, and if he applies for the fourth time, then in the future the discount becomes permanent and its size - 15%.

There is another type of discounts - when the discounts provided to customers depend on the number of purchased accommodations. These flexible discounts are provided on a case-by-case basis. In what place in Moscow and the Moscow region the boards are located, from the period of their placement and the number of locations. Usually they do not exceed 5-10%.

In the process of personal selling, the personality of the seller is very important. For example, any seller must have a pleasant appearance, be able to communicate, take the buyer's interests "to heart", be interested in making a sale, have a desire to improve their qualifications; clothing and demeanor are important. The LLC pays special attention to this.

The LLC has implemented and operates a personal sales incentive system. Incentives for employees involved in sales were not made dependent on the results of their work, i.e. from funds received by a specific employee from the sale of products.

4. ANALYSIS OF CONSUMERS ON THE COMMUNICATION ACTIVITIES OF THE ENTERPRISE

Advertising research is primarily due to the fact that decisions in the field of advertising are made in conditions of risk and uncertainty. Advertising developers are almost always faced with questions like: “Are the target markets and target audience chosen correctly? Do we really understand consumer needs correctly? Are those people watching TV ads from among those they target? Did the advertising have any impact on sales? " Answers to these and other similar questions are often sought through appropriate research.

· Research of the effectiveness and popularity of individual advertising media (advertising media) for different target audiences.

· Investigation of the effectiveness of the impact of advertising on the audience, the degree of its influence on people's behavior

Exploring the synergistic effect of sharing multiple media for advertising purposes.

These studies are primarily aimed at improving the efficiency of advertising, reducing the risk of its implementation, and better use of funds.

The preliminary search can last from a month to six months, depending on the buyer. In the first phase, the buyer gets acquainted with the general market situation, the price level, and the main market participants. At this stage, there is a high level of perception of materials from socio-political and business publications devoted to real estate, recommendations of friends, publications on the Internet. The perception of direct advertising for specific options is low.

In this phase, the buyer selects a group from a significant number of options, deciding on the fundamental points - cost, type of advertising and location options. A significant part of buyers with a formed budget immediately start an active search.

Active search. Lasts from 1 to 3 months. In the phase of active search, the consumer assesses the price of different options, selecting suitable ones, comparing his needs and budget for the purchase with market offers. High level of perception of advertising and editorial materials, which emphasize either a wide range of options, or an originality of the proposal. At this stage of the purchase, the consumer eliminates most of the options and leaves 3-4 for the final choice.

To study the buyers of Parus-Media LLC, interviews were conducted with the respondents. The results were obtained, which are shown in table 4:

· Method of distribution: subscription, retail sale, free distribution in crowded places (shops, exhibitions, etc.), direct mailing to companies, free distribution to mailboxes of residential buildings;

· Distribution zones: Moscow, Moscow region.

The cost of an advertisement in a newspaper depends not only on the area, but also on its location. Some places are much more profitable than others in terms of attracting attention, and therefore more expensive. These are the first and last pages, places where crosswords and other materials that are likely to be read are posted. The top left corner on the left page spread of the newspaper and the top right corner for the right one are considered beneficial. But this is not all that needs to be done in order for advertising to be most effective.

· In magazines for general and special purposes: "Design and Architecture", "Food and Light Industry", "Landscape Architecture", "Construction and Architecture"

· In the phone books "Moscow", "Moscow region"

3. Print ads are being prepared and distributed:

Brochures

Television is the most versatile of advertising media. It convinces desired clients through actionable demonstrations. Television makes it possible to influence the consciousness and subconsciousness of potential buyers in the greatest number of ways.

A unique feature of television advertising is that it is characterized, firstly, by a combination of sounds and visual influences and, secondly, by a huge audience compared to any other advertising medium, which increases during the demonstration of television series. Television is not a radio with pictures, as it might seem at first glance. It is especially important here to know the specifics of the viewer's perception of information coming from the TV screen. Television is a visual medium, enhanced by sound. A good TV advertisement embodies a great idea, which is first presented to the viewer and only then sound is added to enhance the impact on the viewer, and sometimes even without sound.

As for the duration of the video, experts in the study of the effectiveness of the impact of advertising argue that it is better perceived and remembered advertising not of a standard, minute duration, but one that lasts either 30 seconds or 2 minutes. Like radio, TV ads only have 3 seconds to grab the viewer's attention. If this time is missed, advertising, as a rule, will pass by the addressee. Therefore, it is important at the very beginning to talk about what will be discussed or what the advertiser wants from the viewer. What was said at the beginning must be repeated with the same words or expressions at the end. As with all advertising media, the use of humor in TV advertising is of particular importance. It is useful to remember, however, that the main purpose of advertising is to induce a purchase, and ultimately to sell. An advertisement is incorrectly worked out, the form of which is remembered better than the advertised content itself. Advertising on TV is useful mainly for those who intend to create the widest possible publicity for their company or its product. It's good for those who want the advertised product or service to be automatically associated with the advertiser's name. TV advertising services are indispensable for companies that want to saturate the mass market with a new product brand in a short time.

· Large-sized posters (glued from small sheets or drawn by an artist on a large tablet);

· Multivision (three or four images on three- or four-sided prisms, synchronously rotated by an electric motor);

· Electrified (or gas-lit) panels with fixed or running inscriptions;

· There is a website www. Parus-media.ru, which presents photographs of billboards, indicates possible locations for their placement and provides contact information.

The radio channel, like television, only on a more modest scale, has a massive advertising audience. Its undoubted advantage is its significantly low cost, however, psychologically, it certainly loses to TV due to the lack of an image.

Nevertheless, the good design of the sound clip - the voice of the announcer, amusing and memorable text, good sound background, musical accompaniment - make radio advertising quite effective. To this should be added such an essential point - almost round-the-clock broadcasting and background impact on the listener. The radio can stay on all day in kitchens, offices, and cars. Many, especially music, radio stations, only broadcast music and news, news and music, and advertising in between. A person may not seem to hear it, nevertheless, somewhere for the fourth or fifth time, the name of the company and its output data sink into memory.

The great advantage of radio is that it is listened to in the morning, afternoon and evening.

According to advertisers - psychologists, the most effective duration of a radio video is determined by 30 seconds, although there is another point of view: it is important to use as much time as necessary to convey a message.

Research shows that people listen more actively and more attentively if the speaker speaks quickly and speaks more words per unit of time.

Before you advertise on a radio, you need to decide about a radio station or radio program. It is important to take into account that radio listeners like to press buttons, choosing one radio station, then another. This means that it may be advisable to include advertising on several radio channels at once.

One of the most significant characteristics of a radio station is audience coverage. This characteristic is expressed in thousands of listeners (rating) or in the proportion of listeners of the radio station relative to the population (rating%) For example, the most rating FM stations in Moscow this summer were Russkoe Radio, Europe Plus, Echo of Moscow and some others. 1257100 people listen to the radio station "Russian Radio" every day, which is the coverage of the daily audience of this radio station. During the week, 2,419,700 people listen to the Europe Plus radio station at least once, which is the coverage of the weekly audience of this radio station. The rating is calculated as the ratio of the number of people listening to the radio station to the total population. So if the coverage of the daily audience of Echo of Moscow is 617,500 people, then the rating becomes 8.8%.

Most often, Parus-Media LLC strives to place advertisements on popular radio stations. At first glance, it is much more profitable to place several advertisements on radio stations with a large audience than to pay for more advertisements on radio stations with a relatively small number of listeners.

SWOT - ANALYSIS OF COMPETITORS

Most of today's markets are characterized as competitive. This implies an urgent need to study competition, its level and intensity, in knowledge of the forces and market factors that have the greatest impact on competition and its prospects.

The preliminary, but obligatory stage of research on competition in the market is the collection and analysis of information that is ultimately necessary for the selection of competitive strategies. The completeness and quality of the information collected largely determine the effectiveness of further analysis.

The number and capacity of firms competing in the marketto the greatest extent determine the level of competition. In principle, the intensity of competition is considered greatest when there are a significant number of competitors of approximately equal strength in the market, and it is not at all necessary that the competing firms be particularly large. However, this rule is not universal and always true from the perspective of a market research firm. For a medium-sized company, such as Parus-Media LLC, the presence of even one large competitor can be a significant obstacle to successful sales.

Currently, the company considers its main competitors to be Podmoskovye LLC and Moscow Region - Media LLC, which provide outdoor advertising services.

SWOT (Strength, Weakness, Oportunity, Threats) - analysis of strengths, weaknesses, opportunities and risks.

SWOT analysis is performed to study the business environment, legal conditions, strengths and weaknesses of Parus-Media LLC and competing enterprises, as well as the complex interaction of the factors under consideration.

Table 7

Competitive factors

indicators	"Parus-Media"	Main competitors
		LLC "Podmoskovye"	"Moscow Region - Media"
Firm reputation	Reliable reputation	Reliable reputation	Unreliable reputation - new agency
Process automation		Partial	partial
	25-30 $ per 1 m2	25-35 $ per 1 m2	20-30 $ per 1 m2
Quality	High work performance	High performance is not always	frequent breach of obligations
Quality control	Constant	Constant	Occasionally
Individual approach	Creativity	Standard work execution	Standard work execution
Exclusive service		Standard set	Standard set
Large firms
Percentage of new applications
Marketing policy	Individual elements implemented	Under development	Under development
Sales channels	Working with corporations	Working with corporations	Working with corporations
	Active	Active	Not enough

To conduct a comparative analysis, we will evaluate the factors of competitiveness on a point scale, in which the weight coefficients for each position are determined.

Table 8

Transformation of indicators, expressed in various units of measurement into a point grade

Indicators	Qualitative assessment	Ball score
Factors characterizing the firm
Firm reputation	Reliable reputation Not reliable
Qualification of senior personnel	Low
Qualification of mid-level personnel	Not high
Process automation	partial
1. Factors characterizing the production and provision of services
Quality	High work performance High performance is not always Frequent violations
Quality control	Constant Occasionally
Exclusive service	Individual approach Individual creative work Standard set
2. Factors characterizing buyers
Large firms
Percentage of new applications
3. Factors characterizing the marketing policy
Marketing policy	Developed by Individual elements implemented Under development
Sales channels	Working with corporations Working with individual clients
	Active Not active enough

Table 9

Assessment of competitiveness factors

indicators	Weight coefficients	"Parus-Media"		Main competitors
				LLC "Podmoskovye"			"Moscow Region - Media"
		Factors characterizing the firm
Firm reputation
Qualification of senior personnel
Qualification of mid-level personnel
Process automation
Staff turnover
	1. Factors characterizing the production and provision of services
Quality
Quality control
Exclusive service
	2. Factors characterizing buyers
Large firms
Percentage of new applications
	3. Factors characterizing marketing policy
Marketing policy
Sales channels

From the data presented in the table it can be seen that Parus-Media LLC is in the lead, gaining more points than both competing firms.

I will build a competitive profile of Parus-Media LLC in relation to the main competitor of Podmoskovye LLC.

Table 10

Competitive profile of LLC "Parus-Media" in relation to LLC "Podmoskovye"

indicators	Deviation					power prioritization
Firm reputation						1st degree
Qualification of senior personnel						7 degree
Qualification of mid-level personnel						8 degree
Process automation						10 degree
Staff turnover						17 degree
1. Factors characterizing the production and provision of services
						4 degree
Quality						5 degree
Quality control						15 degree
Exclusive service						6 degree
2. Factors characterizing buyers
Large firms						13 degree
Percentage of new applications						14 degree
3. Factors characterizing marketing policy
Marketing policy						9 degree
Sales channels						Grade 3
						2nd degree

From the presented data it can be seen that LLC "Parus-Media" is not inferior to its main competitor in any position, but there are many positions in which the competitive company LLC "Podmoskovye" occupies an equal position, which means that LLC "Parus-Media" it is necessary to work to further strengthen its position in the market and pay more attention to those positions that can be surpassed by LLC "Podmoskovye" after some time.

CONCLUSION

The position of LLC "Parus-Media" in the service market is quite stable, but in order to strengthen the position of the company in the market, it is necessary to carry out a set of measures that will further strengthen the position of the LLC and will help attract a larger number of clients, which means that they will help to increase the company's profits and its professional growth. :

1. It is necessary to make a change in the organizational structure of the company - to create a marketing service that will take over the functions of studying the competitive environment and developing a clear marketing policy;

2. As the analysis has shown, it is necessary to improve internal communications by conducting additional forms of communication

3. It is necessary to change the attitude towards the formation of the company's image, to make the company recognizable. A firm with a solid reputation provides a constant volume of production and income that grows from year to year. A sustainable brand is incredibly resilient, and this property provides huge cost savings over time. Reputable firms provide higher market prices and good sales. In the competitive struggle of prices, they survive much easier than volatile brands. They have little to lose with the emergence of a new "star" and quickly regain their credibility as soon as the element of novelty of the appeared product begins to weaken.

5. Following the dictates of the times - to develop and implement a new system of information dissemination through the Internet.

6. Introduce new forms of sales promotion through personal sales.

Introduction Educational and familiarization practice is one of the integral parts of training qualified specialists of all specialties, including "Organization Management". During the internship, the results of theoretical training are consolidated and concretized, the students acquire the skills and abilities of practical work in the chosen specialty and the qualifications assigned.

The main goal of the practice is the practical consolidation of the theoretical knowledge gained during training. The main result of this work is a report on the passage of internship, which contains all the results of the student's activity during the period of internship and an analysis of the main indicators of management in the organization.

Objectives of educational practice: - familiarize yourself with the constituent document - the charter approved by the founder of the company, job descriptions; - study the structure of the organization; - familiarize yourself with the organization and the functions and responsibilities of the company's employees; - consider the features of the work of the manager of the customer service department - draw up large format reports

In practice, information material is collected for the implementation of the report on educational and familiarization practice. Also, work was carried out related to the current activities of the enterprise.

This report consists of an introduction, a conclusion, a list of references and a main part, which in turn consists of a list of introductory questions on which the main work was carried out.

For practice was chosen advertising company "3Decor", which deals with outdoor, transport advertising, production of souvenirs, design services, etc. The company is located at the address: Chelyabinsk, Kaslinskaya st., 1, office. 301. Working hours of the company: from 9 to 18 hours daily except Sunday, with one hour for a lunch break. The deadline is from June 22, 2011. until July 5, 2011 We were hired for training and orientation practice in the agency's staff as a client manager.

1 Organizational and legal concept of the enterprise

LLC "3Decor" is a limited liability company, i.e. Is a commercial organization established by several persons, the authorized capital of which is divided into shares of certain sizes. The size of the share of each participant is fixed in the constituent documents. The number of founders is 5 people. 1. Responsibility of the participants. The participants are responsible for the obligations of the company and bear the risk of losses within the value of their contributions. 2. Constituent documents. In LLC "3Decor" the organizational basis of legal registration is made up of two main documents: - Memorandum of Association, which is signed by all founders. - Charter, which is approved by the founders. 3. Control. The highest governing body is the general meeting of the founders. The executive body of management is the Director. 4. The right to withdraw from the partnership. Members can withdraw from the partnership at any time, regardless of the consent of the other participants. A participant can transfer his share to another founder, or, if not prohibited by the charter, to a third party.

Date of registration: July 27, 2004 Legal address: Chelyabinsk, st. Kaslinskaya, 1, office 301.

The mission of the company is to satisfy the need of entrepreneurs, individuals in an advertising product, to contribute to the development and promotion of the business of its clients.

The company carries out its mission through "direct marketing".

Direct marketing is a continuous process of attracting new customers, meeting the needs of regular customers and developing long-term relationships with them, as well as strengthening a positive attitude towards the company and increasing sales.

Basic principles of work:

- Professionalism

- Individual approach to each client

- Creative approach to solving problems of any complexity

- Confidentiality

- Ethical standards

The aim of the activity of LLC "3Decor" is high-quality and complete satisfaction of the needs of organizations and individuals in services, as well as making a profit.

At the initial stage of development, large-format printing was the locomotive of the business. A flexible pricing system and a friendly approach to the client allowed not only to confidently gain a foothold in the market within one year, but also to create a good name. LLC "3Decor" is a dynamically developing advertising agency. The company strives to completely free the client from advertising "worries", taking responsibility for the success and viability of the advertising campaign. That is why the company has its own production base and is constantly improving its arsenal of methods. The company's successful projects combine strong classic technologies and brilliant creativity. The strategic objective of an advertising agency is to manage the client's image. This process involves the professional achievement of the goal at each stage of positioning. Competent planning and analysis plus exceptionally high-quality step-by-step implementation is the basis for building a reputation and, ultimately, promoting a business.

Full name of the organization: Limited Liability Company "3Decor", abbreviated name: LLC "3Decor".

Ownership: private.

The composition of the constituent documents: the Charter of the enterprise approved by its founders and the Memorandum of Association.

Activities: large-format and interior printing; creation, installation / dismantling of outdoor advertising; professional marketing research; registration of transport advertising (outdoor and indoor); various types of printing; production of souvenir products; design services; placement and registration of outdoor advertising.

2 Enterprise - socio-economic management system

In this section, we will consider and analyze the external and internal environment of the organization, as well as the organizational culture of the enterprise.

The external environment of the organization is made up of: subjects of management, regulating activities, competitors, consumers, suppliers, etc.

Advertising agency "3Decor" as well as all enterprises depends on environmental factors. This dependence manifested itself especially sharply during the economic crisis. Let us consider in more detail the interaction of this firm with environmental factors.

Suppliers. The activity of the investigated enterprise directly depends on the continuous supply of raw materials (in this case, vinyl film). These supplies are required primarily for such a stage of work as the manufacture of an object. Delivery is not carried out directly, but through intermediaries, i.e. the company purchases materials from the official representative of the German manufacturing company in the city of Chelyabinsk. During the crisis, the cost of transportation increased, and, accordingly, the cost of the film itself increased, which affected the activities of the company. At first, the management of the advertising agency "3Decor" decided not to increase the cost of finished products due to the increase in the cost of the film, so as not to lose customers. But soon the income of the enterprise decreased significantly, and when the time came for the next payment of taxes and other mandatory contributions, which, by the way, were also increased, but already by the government, the enterprise had almost no profit. Then the management of the company had no choice but to raise prices for their products.

In the field of trade, mechanisms are often used that provide the right to a wholesale buyer to receive goods at the maximum discount. At the studied enterprise, these mechanisms have not yet been introduced, but active work is already underway in this direction.

Laws and government agencies. As you know, the state in a market economy exerts both an indirect influence on organizations, primarily through the tax system, state property and the budget, and directly through legislative acts and the activities of local authorities. For example, high tax rates significantly limit the activity of firms, their investment opportunities and push them to conceal income. High bureaucratic barriers hinder entrepreneurial activity and the opening of small and medium-sized enterprises.

Advertisers and ad agencies strive to control the advertising market as much as possible. At the same time, the state is forced to increasingly actively manage their advertising activities under the pressure of public opinion and under the threat of undesirable socio-economic consequences.

To date, the state administers advertising through the RF Law "On Advertising". According to this law, outdoor advertising should not resemble road signs and signs, impair their visibility, and also reduce traffic safety. It is allowed for distribution with the permission of the relevant local government. If you have a permit and an agreement with the owner, it is allowed to place advertisements on the territory of any objects, including historical, cultural and specially protected natural complexes. Advertising on vehicles may be placed on public road and railways, in the subway and on other vehicles only by agreement with their owner. It is necessary to take into account the safety requirements of the Road Traffic Regulations. The authorities responsible for traffic safety control have the right to restrict or prohibit the distribution of this advertisement.

A recent incident at the advertising agency 3Decor highlighted the firm's relationship with government. A citizen turned to the firm with a request to make a plastic copy of his car numbers, ostensibly in order not to damage the real ones in the event of an accident. Realizing the seriousness of the case, the company's management demanded permission from the customer from the traffic police to use such numbers. The order was completed only after the customer had brought such permission.

Competitors. The influence on the organization of such a factor as competition is manifested in many aspects of management. In many cases, it is not consumers but competitors who determine what kind of performance can be sold and what price can be asked for. Underestimation of competitors and overestimation of markets lead even the largest companies to significant losses and to crises. It is important to understand that consumers are not the only competition between organizations. The latter may also compete for labor, materials, capital, and the right to use certain technical innovations. At the same time, it should be noted that competition sometimes pushes firms to create agreements of various types between them, from the division of the market to cooperation between competitors.

As for the competition of the investigated enterprise, we can say that it is not so significant. The company immediately found its niche among consumers and has been successfully operating in it for several years. However, competition is always present and the main thing for an enterprise today is not to lose customer confidence.

Let us consider a comparative analysis on the example of one of the leading advertising firms on the market, competitors in the provision of large-format printing services and the production of outdoor advertising, LLC Galaxy Center and PE "Alphabet Factory" is presented in Table 1.

Table 1 - Assessment of competitive strength

According to the table, we can conclude that the leading place is occupied by the advertising agency Galaxy Center, a competing company with 3Decor LLC, although the assessment of its volume of activity is slightly lower than that of 3Decor, Galaxy Center is a competitive organization due to the professionalism of its staff, and this means both the increased quality of the services offered and due to the widespread advertising of its activities. The company "3Decor" is the leader in terms of assessing the volume of activities, which means there are prospects for development.

Consumers. There are a number of factors that determine a consumer's trading power. These factors include:

The degree of the buyer's dependence on the seller; (services "3Decor" are needed today, because advertising has become the main engine of trade);

The volume of purchases made by the buyer (the company is engaged in the manufacture of objects of various sizes and costs, which does not constrain consumer opportunities);

The level of awareness of the buyer (with the expectation of attracting the attention of the consumer, the advertising agency "3Decor" placed billboards with advertising of its agency in several places in the city. Such a move was necessary, because the agency premises itself is located not on the main street, but in the yard);

Availability of substituted products (objects manufactured at the enterprise cannot be bought or made by hand anywhere; the only source may be competing firms);

The cost for a buyer to switch to another seller (the firm offers fairly low prices, so consumers do not want to switch to other agencies);

Buyer's sensitivity to price, depending on the total cost of services, the presence of certain requirements for the quality of the product, its profit, etc.

Thus, we see that all the variety of external factors is reflected in the consumer and through him affects the organization, its goals and strategy.

It is necessary to take into account the factors influencing consumer behavior, their demand. Consumer demand has also become a decisive factor in 3Decor's operations. In the context of the global economic crisis, enterprises were forced to cut their costs. Many of them did just that by cutting their advertising costs. All of this, of course, shook the customer base, but not for long. Part of the enterprises realized that in the conditions of increasing competition for the consumer during the crisis, advertising mechanisms are very necessary.

Consumer behavior needs to be studied in order to reduce its negative impact and take advantage of the opportunities it provides. But it is important not to forget that an enterprise must independently actively form the needs and preferences of consumers, their value orientations, in order to solve its market problems.

The company occupies one of the leading positions in the service provision market. The agency cooperates with such organizations as: Schinka accessories store, Multibank, Expert chain of stores, Snezhnaya Koroleva chain of multi-brand fashion stores, Lady-Prima retail chain, Black Lama exclusive fur salon, beauty salon "Aist", air ticket offices, furniture salon "Style House"

The economic factor. Management should be able to assess how general changes in the state of the economy will affect the operations of the organization.

There are many mechanisms for regulating the influence of the economic factor on the activities of the enterprise. If, for example, inflation is forecast, management may find it desirable to increase the supply of resources to the organization and negotiate a fixed wage with workers in order to contain cost increases in the near future. It may also decide to take out a loan, since the money will be cheaper when the payments are due and thus will partially offset the interest losses. If an economic downturn is predicted, the organization may prefer the path of reducing stocks of finished products, since there may be difficulties in marketing them, reduce the number of employees or postpone plans to expand production until better times.

However, it is important to understand that this or that specific change in the state of the economy can have both positive and negative effects. For example, if during the economic crisis, some enterprises reduce their advertising costs, then some, on the contrary, use advertising methods to attract consumers.

The activity of "3Decor" also depends on the foreign exchange rate. For example, an enterprise prefers to place large orders for the supply of raw materials precisely during the period of a fall in the dollar exchange rate, which, although not significantly, reduces some of its costs.

There are many more aspects of the interaction of an enterprise with the external environment, and it is simply impossible to cover all of them, because they are constantly changing. After all of the above, we saw that environmental analysis is a very important and complex process that requires careful monitoring of processes occurring in the environment, assessment of factors and establishing a connection between the strengths and weaknesses of the organization, as well as the opportunities and threats that are contained in the external environment. ...

Consider the internal environment of the organization, i.e. assortment, prices, organization design, material and technical base and technological process.

Range. The area of \u200b\u200bactivity of the advertising agency "3Decor" includes: 1) large-format and interior printing; 2) creation, installation / dismantling of outdoor advertising of any configuration and complexity; 3) professional marketing research; 4) registration of transport advertising (outdoor and indoor); 5) any type of printing; 6) production of souvenir products; 7) design services; 8) placement and registration of outdoor advertising. The company "3Decor" works with its clients with a deferred payment for services rendered, which attracts not only small organizations, but also large enterprises. advertising services, in particular printing and large format printing, are an urgent product. Distinctive advantages of the agency "3Decor" are the quality, terms and prices for the provision of advertising services. Large format printing: the printer is capable of printing at a speed of up to 10 sq. M. in hour. The printable area is 3.1 meters wide for high quality interior printing. Low-solvent ink creates durable prints without lamination with a wide range of rich, saturated colors. Outdoor advertising - flat, three-dimensional, illuminated signs, billboards, advertising planes, non-standard metal structures, everything is done on our own production base, by professional manufacturers of advertising products. - business cards, calendars, leaflets, brochures, etc. everything is done in 1-2 days, with high quality and inexpensive. At the moment, the company has purchased special laser equipment, which helps to improve the quality of production of volumetric letters, to reduce the lead time for outdoor light signs. It is developing a direction for the manufacture of souvenir products from wood, in the service market of Chelyabinsk, this direction is poorly developed, but judging by the demand for wooden souvenir magnets, amulets, talismans, it will develop at high speed. Design services are carried out by certified specialists with experience in this field, which allows attracting clients with creative ideas and the speed of execution of the advertising project sketch. The execution of works on time and the quality of products is controlled by a customer relations manager who is responsible not only for attracting customers, but also maintaining the customer base and constant cooperation.

Analysis of pricing policy:

1. Large format printing

Banner fabric - from 115-170 rubles / sq.

Film with an adhesive base - 145 rubles.

Light box 8000 rubles / sq. M.

Volumetric letter 10 cm height 350 rub.

3. Operational printing

Business cards 1.5 rub. one-sided and 2.4 double-sided rubles / piece.

A4 booklets -15 rubles / piece.

A3 sheet - 27 rubles / piece

Form and order of payment:

Advance payment by cash and bank transfer;

Final settlement within 1 month.

Technical and technological support of the organization's activities. The organization "3Decor" has various equipment. It is subdivided into office equipment and professional equipment in the workshop. The office is equipped with the following office equipment: - computers, 11 pcs. - printer-copier, 5 pcs. - scanner, 2 pcs. Shop: - printing equipment for large-format printing, 2 pcs. - equipment for " post-printing "processing, 2 pcs. laser equipment for cutting hard materials, 2 pcs. cutting plotter, 2 pcs. printing equipment, 2 pcs." post-printing "equipment for printing, 5 pcs.-tools for installation (punchers, screwdrivers, etc.) Characteristics of the design and interior decoration of the premises of the organization. The office of the company "3Decor" with an area of \u200b\u200b80 sq.m. located on the third floor of the building. Design elements in the style of minimalism can be traced in the office decoration. The color palette of walls and furniture is matched to the corporate colors of the organization. Each specialist has a place to work with the customer. Also for customers and office employees there is a table for drinking tea, relaxing or holding an informal conversation with customers. There is an exhibition stand with samples of the manufactured product. Dispensing table for finished products.
Large format printing workshop, area of \u200b\u200b120 square meters. There is a large working table with an area of \u200b\u200b25 sq. M., Printing equipment, racks for printed materials, stands for finished products, workplaces for printers. step-ladder for installation of signboards up to 2 storey height. Laser cutting workshop. Area 250 sq. there are 8 windows, a cutting table 10 sq. m., tool racks, niches for sheet material, a huge free area for the manufacture of metal structures. A dining area equipped with household kitchen appliances for shop employees.

3 Organizational structure of management

The organizational structure of management is understood as an ordered set of services, line managers, functional departments, executives in charge or individual positions in their subordination for administrative, functional and methodological relations. Organizational structure is the composition, relationship and subordination of independent management units and individual positions.

The essence of the organizational structure is the delegation of rights and responsibilities for the division of labor. The organizational structure of an advertising agency is a reflection of the powers and responsibilities that are assigned to each of its employees.

The purpose of the organizational structure is:

Division of labor;

Determination of tasks and responsibilities of employees;

Defining roles and relationships

The main task of the organizational structure of the advertising agency "3Decor" is to establish a relationship of authority that connects top management with lower levels of employees. These relationships are established through delegation, which means the transfer of authority and tasks to a person who takes responsibility for their implementation.

For effective work, management must distribute among employees all those tasks that are necessary to achieve the goal of the enterprise.

The company has clearly assigned powers and responsibilities for each position. Everyone understands what is expected of him and who relies on him. The management structure at the enterprise is linear and functional (Figure 1). Linear management is backed up by support services.

	Indicator value
Index	in 2010	in 2011
Senior executives
Middle managers
Grassroots leaders
Specialists
Employees
Men
Women
- from 35 to 45 years old
- from 25 to 35 years old
- · up to 25 years
- · higher education
- ·specialized secondary
- general average

The level of professional training in the specialty, after the analysis of the composition of the personnel, is as follows:

From the above data, it can be seen that the number of employees without professional training has noticeably changed during the reporting period, there is a downward trend from 27% to 21%, and the number of employees with professional training from one to five years increased by 5% and amounted to 32 % of the total number of employees. Minor fluctuations occur in the rest of the categories.

The permanent staff of the company is 28 people: Director - 1 person Customer service department: customer service manager - 2 people Supply and production development department: technologist - 1 person, worker - 2 people Creativity and design department: PR-manager - 1 person, designer - 2 people Accounting department: Accountant - 2 people Department of large format and interior printing: technologist - 1 person, installer - 2 people, worker - 3 people Department of production of printed products: technologist - 1 person, worker - 1 person Department of production and installation of outdoor advertising: technologist - 1 person, installer - 2 people, worker - 2 people Department for placement and approval (registration) of outdoor advertising: technologist - 1 person, assembler - 1 person, worker - 1 person, manager - 1 person.

The General Director acts on behalf of the company without a power of attorney in the following cases:

Carries out operational management of the enterprise;

Has the right of the first signature on financial documents;

Approves the staffing table, concludes labor contracts with employees of the enterprise, applies incentives to these employees and imposes penalties on them;

Technologists from the departments of supply and development of production, large-format and interior printing, manufacturing of printed products, manufacturing and installation of outdoor advertising, control the process of creating advertising products, make calculations and projects, go with installers to objects where they make measurements, photographs of the object. Carry out safety control of the entire shop and assembly workers.

The accountant documents the business operations performed at the enterprise: supply, purchase of goods, raw materials, materials, settlement transactions with suppliers, transport organizations, the budget, makes a calculation of the manufactured products, conducts an inventory, calculates wages and taxes, and keeps records of the enterprise.

A customer service manager works with new clients, conducts commercial negotiations with clients in the interests of the company, accepts and processes customer orders, prepares the necessary documents related to the shipment of products for the company's customers, maintains a client base. The shop workers work on specialized equipment, making advertising products, monitoring the equipment, adjusting the equipment, submitting an application to the technologist for the purchase of materials and necessary tools. Installers carry out the installation according to the technologist's clear plan The designer creates sketches of an advertising project, works closely with production technologists, develops corporate styles, creates design layouts for all advertising products, but in some cases this number of people is not enough for the agency to work properly and the company resorts to temporary hiring of additional employees. These are mainly promoters, workers. Hiring temporary workers is associated with one-time promotions and the absence of the need to constantly keep a large staff. The attraction of temporary workers has a certain seasonality. In the summer, there are a lot of promotions, because in warm weather, it is possible to hold actions on the streets, in parks, in recreation areas, etc. It is also easier to hire promoters, who are mostly high school students and students who want to work during the summer holidays and agree to low wages.

4 Management functions

In this section, we will consider the planning and control of the activities of 3Decor LLC, as well as the management functions.

According to their importance in the management process, the following functions are distinguished: general and specific.

General management functions include planning and control. The plan is a model of the future state of the enterprise. Planning means, first of all, the ability to think ahead and assumes a systematic approach to work. "Planning is far from improvisation - it requires analytical thinking."

The planning function involves deciding what the organization's goals should be and what the organization's members should do to achieve those goals. The strategic planning process is a tool that helps in making management decisions. Its task is to provide sufficient innovation and change in the organization.

So, let's formulate the main advantages that planning gives us:

Elimination of uncertainty;

Accurate definition of goals and actions to achieve them;

The emergence of meaningfulness in activities;

Avoiding mistakes in future activities;

The ability to anticipate and act ahead of time in a future situation.

Plans are:

1) long-term (5-above years);

2) medium-term (1-5);

3) short-term (up to 1 year).

Planning at the company "3Decor" LLC refers to the medium-term, that is, the tasks must be achieved within 1-5 years.

For this period, the company has outlined an increase in sales volumes in order to increase the profit received.

For this, a program has been developed to achieve the set goal, which is currently being gradually implemented. The company plans to enlarge the workshop, purchase new equipment, to increase the volume of work and lead times.

Management functions, determination of their composition are the foundations for establishing an organizational structure, developing a technological management process, selecting and placing engineering and technical workers and employees, etc. The variety of management functions, different degrees of generality and levels of detail, predetermine the need for their grouping into general, specific and special ...

The general function of management is part of the management cycle (characterized by the repetition of the type of activity), is directed to each object of management and determines the functional division and specialization of managerial labor. The most reasonable is the following typical composition of operations in the management cycle: forecasting and planning; organization; coordination and regulation; activation and stimulation; control, accounting and analysis.

A specific management function is a combination of a general management function (one or another operation of the management cycle) with a specific management object. In turn, management objects, and, consequently, specific functions are grouped according to three criteria: the organizational structure of trading activities, individual stages of the process of trading activities, individual factors of trading activities.

Control is a critical and complex management function. One of the most important features of control, which should be considered in the first place, is that control must be comprehensive. Every leader, regardless of his rank, must exercise control as an integral part of his job responsibilities.

The enterprise carries out three main types of management control: preliminary, current and final. Preliminary - precedes the vigorous activity of the organization. By its content, this is organizational control, the task of which is mainly to check the readiness of the organization, its personnel, production apparatus, management system, etc. to work.

Preliminary control over personnel is intended, first of all, to answer the question of whether it can be used to solve the tasks provided for in the plan. Such control is carried out on the basis of pre-developed requirements for each category of specialists with the help of various kinds of tests, interviews, exams. This control is carried out by the manager.

Personnel control is also called upon to monitor the training and retraining of personnel, their instruction, conditions for creativity and innovation, and the state of health.

The third direction of preliminary control is the state of the organization's material and financial resources. In relation to material resources, the availability of stocks of raw materials, materials, components in warehouses, the compliance of their structure and quantity with the needs of production, and guaranteed supplies are checked. In this direction, control is carried out by the technologists of the departments.

Current control in 3Decor exists in the form of strategic and operational. Strategic has as the main object the efficiency of using the organization's resources in terms of achieving its ultimate goals and is conducted not only in terms of quantitative, but also qualitative indicators: the level of labor productivity, new methods of work, technologies both in the organization as a whole and in its divisions. Strategic control is carried out by managers and technologists of the enterprise.

Operational control, carried out literally simultaneously with the performance of the main work, is focused on current production and economic activities, in particular, the movement of products within the technological process (sequence of operations, time norms for their implementation, quality of work); loading equipment; adherence to the general work schedule; availability of inventories, work in progress and finished goods, the level of current costs, current expenditure of funds. Operational control is carried out at the level of individual operations. Operational control is carried out by the manager and technologists of LLC "3Decor".

The third type of control is the final one. It is associated with the assessment of the organization's implementation of its plans and involves a comprehensive analysis of not only specific performance results over the past period, but also its strengths and weaknesses. The final control data is used to draw up the next plans. The final control is carried out by the director of the advertising agency.

In LLC "3Decor", control over the activities is carried out by managers of all levels: the general director controls the activities of the organization in general and subordinates in particular. Financial control is carried out by the chief accountant. Through financial control, the implementation of financial plans, the organization of financial and economic activities are checked. Internal control is carried out by the director and managers. External control, i.e. control over operations, foreign economic relations, suppliers, customers, intermediaries, banks, is exercised by the manager and director.

Private (specific) functions of management include: commercial, marketing, innovation, production, etc.

Their tasks include:

1) development of marketing policy at the enterprise based on the analysis of consumer properties;

2) the conclusion of new contracts;

3) search for new sales markets;

The innovative and production functions of the organization are performed by the department of creativity and design and the department of production and installation of outdoor advertising, respectively.

Their tasks include:

1) development of an innovation policy at an enterprise by studying the market sector in the field of innovative implementations, as well as consumer properties of products

2) project, design and installation of the advertising product itself

3) introduction and promotion of the organization's services and products in the advertising industry, etc.

5 Management methods

Management methods are a set of techniques and methods of influencing a controlled object to achieve the goals set by the organization.

All management methods used in the enterprise can be divided into three groups:

1. Economic methods.

2. Socio-psychological.

3. Organizational and administrative.

Economic methods of management - a set of methods of influence by creating economic conditions that induce an employee of an enterprise to act in the right direction and achieve a solution to the tasks assigned to him. They are based on the objective needs and interests of people. Economic management methods are successfully applied to increase labor productivity.

In LLC "3Decor" labor remuneration is the main motive for labor activity and a monetary measure of the cost of labor. It provides a link between the results of work and its process and reflects the number and complexity of work of workers of various qualifications. By setting official salaries for employees and tariff rates for workers, the agency's management determined the standard cost of labor, taking into account the average cost of labor for its normal duration.

Socio-psychological methods are understood as a group of methods aimed at the totality of social interests and psychological characteristics of the employee. Thus, these methods affect the social processes taking place in work collectives and interpersonal relationships and connections. The condition for the formation and development of labor collectives is the observance of the principles of psychophysiological compatibility. The main purpose of the application of socio-psychological methods of management is the formation of a positive socio-psychological climate in the team.

The advertising agency "3Decor" uses sociological methods that are aimed at all departments of the enterprise and their interaction in the production process; psychological methods that directly affect the personality of each employee (the inner world of a person).

· Socio-economic (the requirement to comply with safety regulations, the establishment of implementation standards, a guarantee of the minimum wage);

· Social and personal (identifying capable workers who can take leadership positions in the future with the help of various tests, observations and organizing the development of their managerial skills).

Organizational and administrative methods of management - a system of influencing organizational relations to achieve specific goals. The performance of the same work is possible in different organizational conditions: strict regulation, flexible regulation, setting common objectives, establishing acceptable boundaries of activity, etc. These methods ensure clarity, discipline and order of work in a team.

1) mandatory prescription:

a) orders (Order No. 46 "On the introduction of a new staffing unit");

b) orders (Order No. 4 "Modernization of technical systems, as well as internal communication systems");

2) conciliatory:

a) consultation (seminar, training to improve the skills of the company's employees in the advertising industry);

b) compromise resolution (intra-collective council for resolving disputes in the process of relations between company employees);

a) advice (informal prescriptions of internal rules of conduct in the organization);

b) clarification (detailed explanation to the employee of the organization of certain points of the internal regulations and other points that have a dual structure of understanding);

c) a proposal (putting on the agenda for consideration by the management of the organization of an rationalization proposal, or another rationalization idea to improve the production process, or the production area).

It should be noted that the management of "3Decor" use the whole range of techniques and methods of management that exist in modern management.

6 Motivation of labor activity of the personnel of the enterprise

This section will consider the system of economic incentives for labor, namely: the forms of wages used at the enterprise, various allowances and bonuses. Salary is the price paid to an employee for using his labor, depending on his qualifications, complexity, quantity and quality. In the total income of the population, the patch takes the main place. The enterprise independently establishes remuneration systems, salaries, bonuses and other incentive payments. All these points are fixed in the collective agreement, as well as in the individual labor contracts between employees and the organization.

A collective agreement is a legal document regulating labor, socio-economic and professional relations between employers, that is, owners of property and employees of an enterprise. The administration cannot unilaterally cancel or introduce other conditions for the organization of work, remuneration, if they are not provided for in the collective agreement.

The collective agreement in the field of remuneration provides for:

1. Periodic increases in salaries in line with the increase in average wages.

2. The size of payments, subject to the availability of appropriate funds: for health improvement, for children's camps, etc.

Time-based wages can be:

Simple time-based;

Time-based bonus;

Time-based with a standardized task.

LLC “3Decor” uses simple time-based wages - that is, when the salary is calculated by multiplying the salary of each employee by the quantity and quality of time worked.

Also, the company uses a piece-rate form of remuneration. This form of remuneration is more interested in workers in increasing turnover.

Varieties of piecework wages:

Direct piecework;

Indirect piecework;

Piece-by-piece progressive;

Piece-bonus;

Chordnaya.

LLC "3Decor" uses direct piece-rate wages - calculated by multiplying the price per unit of production by the number of products sold.

Bonuses play an important role in labor incentive systems. Through an effective system of bonuses, the material interest of workers in increasing labor productivity, reducing costs and, on this basis, increasing profits is stimulated.

This enterprise does not apply a bonus system, which should be noted as a negative aspect in the work of the enterprise, in my opinion, the enterprise should develop a regulation on bonuses and agree on it with the team, where the following points should be clearly stated:

Bonus indicators, that is, the specific conditions for which the bonus is charged are indicated;

Bonus amounts;

Bonus conditions, that is, the accrual of bonuses is made subject to the fulfillment of an overfulfillment of turnover, or turnover and profit, or only profit;

Sources of bonuses;

The procedure for calculating the premium.

In addition to economic incentives for labor, there is also moral incentives for labor. In LLC "3Decor" it is expressed in the following forms: praise of the employee in front of the entire team, separation of the employee from the team, that is, the employee can be given some tasks and the emphasis is on the fact that no one can cope with this task better than him or that they trust him and count on him. In a word, they give the employee a sense of their importance and individuality.

Organization of corporate events.

An inseparable part of the company's identity is the corporate events held in it - holidays, trainings, team building. And they are not so much a way to "entertain" employees, but rather instruments of moral stimulation of personnel, elements of the formation of the company's internal image. Experts call corporate holidays one of the most effective methods of broadcasting corporate values.

Corporate events in the life of an organization perform a number of important functions:

Recording success (in contrast to a simple procedure of summing up the results, the holiday emphasizes the achievements, the successes of the company with a positive focus);

Adaptation (helping newcomers to join the team);

Education (familiarizing people with values \u200b\u200bthat are significant for the organization);

Group motivation (the process of forming and regulating relationships in a team takes place in an informal memorable positive emotional environment);

Recreation (necessary distraction from the work process, rest, switching attention, entertainment);

7. Leadership styles

Leadership style is a way, a system of methods of influencing a leader on subordinates. One of the most important factors in the effective work of the organization, the full realization of the potential capabilities of people and team.

Leadership style is determined by a number of factors:

Leader personality type;

The level of his upbringing and education;

Accumulated experience;

Working conditions of the enterprise;

Team development stage.

In the practice of management activities, a certain role is played by: the method of observation; testing method. The testing method involves conducting tests "Your leadership style" (Appendix 1).

When analyzing leadership styles, I had to be content with only my own observations, since managers at different levels refused to participate in testing and analyzing their own management activities. In the process of studying leadership styles, it turned out that different leaders use different styles. Thus, the general director is characterized by the centralization of power in the hands of one leader. He demands that all cases be reported only to him. This style is characterized by a focus on administration and limited contacts with subordinates. The director often single-handedly makes (or cancels) decisions, is categorical, often harsh with people. Always orders, orders, instructs, but never asks. In other words, the main content of his management activities consists of orders and commands. However, it should be noted that he often gives his subordinates the opportunity to take initiative, often does not exercise intermediate control (only final), which is generally not typical for an autocrat. However, it is characterized by dogmatism and stereotyped thinking. Everything new is perceived by him with caution or not at all, since he practically uses the same methods in managerial work.

The account manager is a manager with a predominantly democratic style. He strives to solve as many issues as possible collectively, to systematically inform subordinates about the state of affairs in the team, and to respond correctly to criticism. In dealing with subordinates, he is extremely polite and benevolent, is in constant contact, delegates some of the management functions to other specialists, trusts people. Demanding, but fair. All team members take part in preparation for the implementation of management decisions. In addition, this manager consults with subordinates and strives to use the best they have to offer. Carries out motivation not only through remuneration, but also in the form of some connection to management.

The head of the department of creativity and design is a leader with a liberal leadership style who practically does not interfere with the activities of the team, and the employees are given complete independence, the opportunity for individual and collective creativity. This manager is usually polite with his subordinates, ready to cancel his earlier decision, especially if this threatens his popularity. Of the available arsenal of means of influencing the team, persuasions and requests occupy the main place. Gentleness in dealing with people prevents him from gaining real authority, since some employees demand indulgences from him, which he does, fearing to spoil relations with them. The choice of this style is largely due to the youth of this manager.

To optimize management styles, managers are advised to analyze their own methods and management style and consult a psychologist.

Conclusion

The place of the educational and familiarization practice is one of the service sector enterprises engaged in advertising activities - limited liability company advertising agency "3Decor". To study and analyze the management system in the 3Decor advertising group, the essence and significance of management, its principles, methods, the technological process of preparing and making management decisions were investigated. In addition, as part of the educational and familiarization practice, the organizational and legal features of the enterprise were studied; external and internal environment of the enterprise, leadership styles. During the internship, the following conclusions and recommendations were made:

1. The organizational structure of LLC "3Decor" is one of the most common and simple types of linear-functional. All power is in the hands of the head - the general director.

The advantages of this structure are:

Simple construction;

Efficiency and accuracy of management decisions;

Along with the pros, there are also cons, such as:

Concentration of power in the ruling elite;

In our opinion, the management of LLC 3Decor needs to think about improving the organizational structure of enterprise management. In our opinion, it is necessary to hire a HR manager. This will allow the CEO to more efficiently organize the work of the enterprise. And also to create a marketing department, which will most effectively explore new markets for products, this department will take on the work of studying consumer needs, developing a competitive, pricing policy, then managers will be able to fully engage in their work, and this in turn will have a positive effect on work the entire enterprise as a whole.

A positive moment in the work of the enterprise should be noted that the company's management is interested in improving the qualifications of its employees, their training and retraining and constantly sends employees to various seminars, courses, etc.

2. LLC "3Decor" applies economic, social and psychological, organizational and administrative.

The management of 3Decor LLC applies all three methods in order to achieve optimal return from their subordinates and, thereby, achieve success in their activities.

3. It is customary to distinguish two forms of labor incentives: economic incentives (wages, bonuses) and moral incentives.

The main element of economic incentives at 3Decor LLC is wages, the bonus system at this enterprise has not been developed at all. The company's management should develop a system of material incentives, since bonuses are a pleasant motivating incentive when an employee, having spent some effort, sees results, receives a reward, and a feeling of satisfaction and a sense of return comes. Moral stimulation is fully applied.

4. LLC "3Decor" applies a democratic management style, which is characterized by the ability to combine care for people with care for production. Communication flows are mainly from top to bottom.

5. The company has a good moral and psychological climate in the team, friendly labor relations and relationships of mutual assistance. Everyone is ready to help the other. The relations within the team are very warm, there are practically no conflicts, employees go to work with pleasure, since in such a team you not only work, but also relax.

Also, the management of the company "3Decor" can recommend the following directions for improving the image:

1. Serving additional groups of consumers, for example, an offer for consumers in the Chelyabinsk region.

2. Regular participation in souvenir exhibitions.

3. Attracting large enterprises with branches not only in Chelyabinsk.

This will increase the sales of products, the recognition of the company, and increase its financial turnover.

Bibliography

3. Kibanov A.Ya. Organization personnel management: workshop. M. Economics, 2006.232s.

5. Maslov E.V. Enterprise personnel management. M. MSU. 2006.344s.

6. Mescon M.H., Albert M., Hedouri F. Fundamentals of management - M .: Delo, 2004. 327s.

7. Moseikin Yu.N. Strategic planning. Course of lectures: Study guide. - M .: Publishing house of RUDN, 2005 .-- 80 p.

9. Rogozhin S.V., Rogozhina T.V. Organization theory. Textbook.-M .: MGUK, 2001.128s.

11. Sandidis Ch., Freiburger V., Rotzoll K. Advertising: theory and practice. M .: Progress, 2003. 186s.

Attachment 1

Test - "Your leadership style".

With the help of this test, we will be able to determine which leadership style is used by top, middle-level managers.

1. Method of making a decision:

1) on the basis of consultations from above or the opinion of the group;

2) one-man with subordinates;

3) based on directions.

2. Method of communicating decisions to the contractor:

1) Offer;

2) Order, instruction, command;

3) Request, begging.

3. Distribution of responsibilities:

1) In accordance with the authority;

2) Completely in the hands of the performer;

3) Completely in the hands of the leader.

4. Attitude towards the initiative of subordinates:

1) Allowed;

2) Fully transferred to subordinates;

3) Is encouraged and used.

5. Principles of recruiting:

1) No principles;

2) Focus on business, knowledgeable employees and help them in their careers;

3) Getting rid of strong competitors.

6. Attitude towards knowledge:

1) You think that you know everything yourself;

2) Indifferent;

3) Constantly learn and demand the same from subordinates.

7. Attitude towards communication:

1) You do not show initiative;

2) Negative, keep your distance;

3) Positive, you are actively making contacts.

8. Attitude towards subordinates:

1) By mood, uneven;

2) Smooth, friendly, demanding;

3) Soft, not demanding.

9. Attitude towards discipline:

1) Reasonable;

2) Rigid, formal;

3) Soft, formal.

10. Attitude towards incentives:

1) Punishment, with rare encouragement;

2) There is no clear orientation;

3) Promotion with rare punishment.

Test results:

The basic methodology for determining the style of leadership of the work collective was developed by V.P. Zakharov. A technique that allows you to identify several styles of leadership in a workforce.

1. Your company produces a group of goods that are not in great demand among customers. Competitors have developed a new technology for the production of the same goods, which are of high quality, but require additional investment. How will your boss act in this situation?

a. will continue to produce goods that are not in demand among buyers;

b. will issue an order on the prompt introduction of new technologies into production;

c. will spend additional funds on the development of its own new technologies, so that the products are superior in quality to those of competitors.

2. Imagine that you are working in a car factory. One of your employees recently returned from a business trip to attend an auto show. He proposed to modernize one of the car models produced by the plant. Your factory manager:

a. will take an active part in the development of a new idea, make every effort to quickly introduce it into production;

b. will give the order to develop a new idea to the relevant personnel;

c. Before introducing this innovation into production, your manager will convene a collegial meeting, at which a general decision will be made on the advisability of upgrading your vehicle.

3. At a collegial meeting, one of the employees suggested the most rational solution to one of the problems that have arisen in your work collective. However, this decision completely contradicts the proposal that your supervisor made before. In this situation, he:

a. will support a rational solution proposed by the employee;

b. will defend his point of view;

c. will conduct a survey of employees that will help to come to a consensus.

4. Your team has done a lot of hard work that did not bring you the desired success (profit). Your supervisor:

a. ask you to redo all the work by connecting a new, more qualified staff;

b. discuss the current problem with employees in order to find out the reasons for the failure, in order to avoid them in the future;

c. will try to find those responsible for the failure (who did not cope with the work of the employees.

5. A journalist who works for a popular newspaper has come to your organization. If you were asked to list the valuable qualities of your leader, which of them would you name first:

a. qualification, exactingness;

b. awareness of all the difficulties that arise at the enterprise; the ability to quickly make the right decision;

c. equal treatment of all employees, the ability to compromise.

6. One employee made a minor mistake in his work, but it will take a long time to fix it. How do you think your manager will act in this situation?

a. will make a remark to this employee in the presence of his colleagues, in order to prevent such mistakes in the future;

b. make a comment in private, without attracting the attention of other employees;

c. will not attach much importance to this event.

7. There is a vacancy in your company. Several employees of the enterprise apply for it at once. Actions by your supervisor:

a. would prefer that a worthy candidate be chosen by a collective vote;

b. he will be appointed by the leader himself;

c. before appointing a person to this position, the manager will only consult with some members of the team.

8. Is it customary in your team to show personal initiative when solving an issue that is not directly related to the activities of the entire enterprise?

a. all decisions are made only by the head of the enterprise;

b. our company welcomes personal initiative of employees;

c. making an independent decision, before starting to act, an employee of the enterprise must necessarily consult with the head;

9. In general, evaluating the activities of your leader, you can say that he ...

a. completely absorbed in the problems that arise in your production, so that even in his free time he thinks about their reasonable solution. He is demanding of others as well as of himself;

b. refers to those leaders who believe that for fruitful work in a team, there must be equal, democratic relations between employees;

c. your manager does not take an active part in the management of the enterprise, always acts according to a certain scheme, does not seek to improve in areas little known to him.

10. The manager invited you and other employees to the anniversary. Usually in an informal setting, he:

a. talks with employees only about work, about plans to expand production, about increasing the number of workers, etc., while it is he who sets the main tone of the conversation;

b. prefers to remain in the shadows, in order to provide an opportunity for interlocutors, colleagues at work, to express their point of view on an issue of interest to them, to tell an entertaining episode from their life;

c. takes an active part in the conversation, without imposing his opinion on other interlocutors, without defending the point of view that is opposite to all other participants in the conversation.

11. The manager asked you to quickly complete the work you started recently, which will take you additional time, your actions:

a. immediately proceed to its implementation as soon as possible, because you do not want to appear as a non-performing employee and value the opinion that your manager has about you;

b. I will do this work, but a little later, since the boss will first of all assess the quality of its performance;

c. I will try to meet the deadlines suggested by the manager, but I do not guarantee the high quality of its implementation. The main thing in our team is to complete the work at the scheduled time.

12. Imagine that your manager's office is temporarily occupied (it is being renovated), so he will have to work in your office for several days, how will you feel?

a. you will constantly be nervous, afraid, afraid to make any mistake in his presence.

b. I will be very happy about this, as this is an extra opportunity to exchange experience with an experienced, interesting person;

c. the presence of a supervisor will not affect my work in any way.

13. You returned from refresher courses, learned a lot of useful and valuable for your future work. The supervisor gave you a small assignment and you used the knowledge acquired during the course to carry it out. What do you think your leadership will take?

a. he will be sure to be interested in what is still unknown to him, he will ask you more about other innovations;

b. will not attach any importance to this fact;

c. prefers that you refer to his personal experience of performing such assignments, that is, he will advise you to complete the assigned task the way he would like it.

The key to the test

1.a - 0, b - 1, c - 2.

2.a - 1, b - 0, c - 2

3.a - 2, b - 0, c - 1.

4.a - 1, b - 2, c - 0.

5.a - 0, b - 2, c - 1.

6.a - 0, b - 2, c - 1.

7.a - 2, b - 0, c - 1.

8.a - 0, b - 2, c - 1.

9.a - 2, b - 1, c - 0.

10.a - 0, b - 1, c - 2.

11.a - 1, b - 2, c - 0.

12.a - 0, b - 2, c - 1.

13.a - 2, b - 0, c - 1.

Test results: 9 points

The head of your company prefers to make all decisions on his own, defends his point of view to the end, all ideas coming from employees are carefully considered by him, but he does not always listen to them. He always acts according to the same scheme, which, in his opinion, is suitable for all occasions in life, therefore, all innovations are perceived by them reluctantly, with some caution. In his management activities, he is guided by the principle: criticism of one employee is an incentive for the active work of other employees.

Content
Introduction ………………………………………………………. ….…….………..….…….4
1. Characteristics of the object of practice ……………………………….… …….…. ……… ..6
1.1 Brief technical and economic characteristics of the object of practice ... .... ... ..... 6
1.2 Characteristics of the organizational structure ……. …… ..… .. ………. …….….… 8
1.3 Structure and functions of the customer service department. ………….….…. …….… .13
1.4 Composition of technical means for processing economic information in the department for work with clients ……………………… ………………… .. ………… .. …….… ..16
1.5 Characteristics of technological processes for collecting, transferring, processing and issuing economic information in the department ………………………. ……….…. …… .16
2. Analysis of the financial condition and development prospects of the advertising agency based on the forms of financial statements ………………. ……… ..…. …… 18
3. Software ……………………. ……………. …………….…. ……… 24
4. Legal support ………………………. ………. …………. …….…. ……….… .25
Conclusion …………………………. ……. ………. ……. ……………… .. ………….… ..26

Introduction
The place of undergraduate practice is the advertising agency M&C SAATCHI RUSSIA located at the address: Moscow, st. Malaya Gruzinskaya, 15 Legal entity Diamond Group LLC
I was accepted for internship at an advertising agency as a project coordinator.
The objectives of the internship are:
1. Acquaintance with the history of the development of an advertising agency, its constituent documents;
2. Acquaintance with the organizational structure of the advertising agency as a whole, as well as the customer service department;
3. Coordination of the "Plan Yourself Vacation with Hotpoint Ariston" campaign;
4. Study of the main directions of activity, legal basis of activity, structure and methods of management;
5. Analysis of the financial condition of the advertising agency.
Together with the head of the practice, a plan for the implementation of the work was drawn up, namely, familiarization with:
- constituent document - the charter approved by the founder of the company;
- the structure of the organization;
-organization and performed functions and duties of employees of the enterprise;
- features of the project coordinator's work
The main place of internship is BTL department, which is engaged in the development and implementation of advertising campaigns.
The head of the pre-diploma practice is the head of the BTL department, Anastasia Ignatievna Degtyareva.
The mission of an advertising agency is to satisfy the need of entrepreneurs and individuals in an advertising product, to promote the development and promotion of their clients' businesses.
The company strives to completely free the client from advertising "worries", taking responsibility for the success and viability of the advertising campaign. The company's successful projects combine the latest technology and brilliant creativity. The strategic objective of an advertising agency is to manage the client's image.

1. Characteristics of the object of practice

1.1 Brief technical and economic characteristics of the practice object

The place of undergraduate practice is the advertising agency M&C SAATCHI RUSSIA located at the address: Moscow, st. Malaya Gruzinskaya, 15. Legal entity Diamond Group LLC.
Along with the network of creative agencies Saatchi & Saatchi, an office of the M&C Saatchi Russia network appeared in Russia. The Russian group EMCG became the Russian partner of M&C Saatchi.
British M&C Saatchi was founded in 1995. Now it provides a full range of communication services (creative, media service, PR, etc.) and has offices in 18 countries: America, continental Europe, China, Japan, Australia, etc. The total staff is 1.1 thousand people.
M&C Saatchi was founded by two living legends of British advertising - brothers Maurice and Charles Saatchi, who are known throughout the world as the founders of the agency Saatchi & Saatchi. Created in 1970, this agency had become one of the largest ad networks in the world by the 1980s.
M&C Saatchi announced its desire to enter the Russian market several years ago. Then the group warned that in 2010-2012 it would consider a partnership with a local player.
Advertising agency M&C SAATCHI RUSSIA started its activity in 2010, before that it was called “Heaven Eleven”.
Specialization: A full-service advertising agency offering a full range of services in the field of advertising and advertising communications - from market research, advertising strategy development and advertising creation to media services.
Positioning: Our raison d'être is to empower our customers to grow. Make the client's strategy work, so that the client achieves its goals. This is our brand promise and our mission.
An advertising agency performs the following main functions:
1. At the stage of advertising planning:
study of goods or services as such and their competitiveness in the market;
market research in the volumes necessary to justify advertising campaigns and determine the prospects for the sale of goods or services;
studying the methods of organizing sales and distribution systems;
studying the available means of distributing advertising and choosing the most effective and cost-effective among them;
drawing up a schedule of an advertising company.
2. At the stage of advertising preparation:
create advertising products based on orders received from advertisers, develop plans for complex advertising campaigns, other advertising events, using the potential of both creative and technical specialists;
cooperate with a printing house, studios, advertising companies, freelance specialists.
3. At the stage of advertising placement:
the purchase of advertising media services and the transfer of original advertising messages to them;
control over the appearance of advertising messages in the press, broadcasting and other advertising places;
conducting direct mail;
organization and holding of exhibitions, fairs, press conferences, events within the framework of "public relations", provision of services;
settle accounts with advertisers and the media.
In addition, an advertising agency can develop trademarks and corporate identity, interiors of sales areas and offices and carry out state registration of trademarks.
The strategic objective of an advertising agency is to manage the image of each client. Competent planning and analysis plus exceptionally high-quality step-by-step implementation is the basis for building a reputation and, ultimately, promoting a business.
Clients (brands): Beiersdorf (Nivea Visage, Body, Sun, Creme), Henkel (Pemolux, Persil, Bref, Pril, Laska, Vernel, Clin), Schwarzkopf (Taft, Got2Be, Gliss Kur, Palette), Nissan, Infiniti, Mars (Pedigree, Chappi, Twix, Skittles), Tchibo, Davidoff Coffee, Michelin, Absolut, ICI, Adidas, Hortex, Winston, Wings by Winston, International Moscow Bank, Old Hottabych, DFM, Indesit (Hotpoint-Ariston).
The number of employees of M&C Saatchi Russia at the moment is 23 people, the average age is 30 years.

1.2 Characteristics of the organizational structure.

In an advertising agency, the principle takes place - all work with specific customers is carried out by one specialist. He is called the responsible executor of the project if he advertises a branded product. This specialist possesses information about strategic plans, opportunities, customer prospects, data of conjunctural, competitive and segmentation analysis, which allow a scientifically based approach to planning, development and implementation of advertising campaigns. The executive director personally knows the specialists he needs from the client's company and enjoys their full confidence and support.

Figure 1. Organizational structure of the advertising agency M&C Saatchi Russia.

Executive Director. He is a key figure in the advertising business. In conditions of tougher competition, when it is very difficult to find, and even more so to keep, a solid customer, the nature of cooperation depends on him: spotted or planned, highly specialized or complex, limited or large-scale, short-term or long-term.
It is imperative for an advertising agency that the executive director has special qualities.
- professionalism. And not only in their own, advertising business. He also needs knowledge of the problems of the advertiser, the ability to predict them and quickly solve them using advertising opportunities. A professional director inspires respect and trust.
- the ability to meet the advertiser's expectations. To organize such an advertising campaign that would bring his firm, products, services fame, would provide them with sustainable sales, bring tangible profits.
- the ability to establish business relationships with customers,
- the qualities inherent in good employees - passion for their work, thoroughness and accuracy, responsiveness, extraordinary thinking, logic, the ability to systematize their work and predict events;
- the ability to generate ideas and protect them, implement, promote;
Now consider the other departments of an advertising agency involved in providing an advertising campaign, directly or indirectly. Their work is also important in ensuring effective operations.
Customer service department - a group of managers who are the link between the client and the advertising agency.
Duties:

Planning, organization and control of the department's work - maintenance and development of relations with existing Clients of the agency, participation in tenders and attraction of new Clients, processing incoming requests, preparation and sale of proposals, conducting presentations and negotiations with Clients, resolving conflict situations, preparing and submitting reports, document flow.
Providing the resources needed to run the department and the potential for its development. Training and professional development of employees of the department, motivation of employees, involvement in team work, assessment of labor participation and distribution of the monthly bonus fund.
Control of the current work processes of the department - search, assessment and implementation of new approaches and solutions, control and reduction of costs associated with the work of the department, increase in the team and personal efficiency of each employee

Creative department - this is the department responsible for creating ideas,creativity based on the strategy chosen by the strategic planning department. Copywriters (responsible for the text part of the advertisement) and art directors (visuals) work here. The department is headed by the creative director.
An important aspect of this position is the interpretation of the client's communication strategy and the construction of creative concepts in accordance with this strategy. Another essential aspect is the responsibility to initiate, support and develop the creative ideas of all those involved in the creative process. The creative director is responsible for the final creative product. He participates in strategy formulationbrand, brief writing , the process of creating advertising, presenting and selling ideas to the client, in the implementation of an advertising product for publication in the media.
Production Department - designers, specialists in prepress. People who help to realize an idea born in the creative department.
The Department media planning - plans to place advertising messages of clients in the media that are most relevant to the audience of the advertised product or service. Divided into groups for work with clients (one group serves one or several clients).
Event, PR department - organizes any events, activities, holidays, show programs.
The responsibilities of a public relations specialist include the creation, expansion, maintenance of favorable relations with the media (media relations), which includes the selection (selection) of the most suitable publications, television and radio channels, Internet resources that satisfy the client's needs and the goals of a particular project ... Active work with selected media and constant contact with the public helps to strengthen the reputation of a person or organization, build up publicity capital and intangible assets in a competitive environment.
Working with the media at present, which is the “fourth estate”, requires a systematic approach. In this regard, a public relations specialist should take into account the psychology of the journalist, his motivation, desires and needs in today's rapidly changing world.
Financial department. The main tasks of the finance department are:
-implementation of financial strategy and financial policy;
-organization of financial activities in order to efficiently use financial resources;
-Development of forecasts of economic development and participation in the formation of key performance indicators.
-Control over the observance of financial discipline, timely and complete fulfillment of contractual obligations, expenses and income;
HR department. The HR department in an advertising agency has a functional and organizational function.
So, in functional terms, the personnel department is engaged in:
- planning the needs of an advertising agency in personnel, taking into account the existing staff;
- attracting, selecting and evaluating personnel. To attract, select and evaluate personnel, the following activities are carried out: the ratio of internal (moving within the enterprise) and external (hiring new employees) attracting personnel is optimized, criteria for selecting personnel are being developed, new employees are assigned to jobs;
- advanced training of personnel and their retraining.
- promotion system (career management);
- wages and social services. The personnel department should develop and implement wage systems, determine the specifics of remuneration for certain categories of workers employed at the enterprise;
- management of personnel costs.
Organizationally, the personnel department is engaged in ensuring the normal work of all employees and all structural units at the enterprise, which are responsible for working with personnel.
Accounting. The main functions are:
- Accounting.
- Planning and accounting for the execution of the cost estimates of the advertising agency.
- Carrying out mutual settlements with enterprises, organizations, institutions and individuals, safety of funds and material values.
1.3 Structure and functions of the customer service department

I did my practical training in the customer service department - BTL department.
Figure 2. The organizational structure of the BTL department of the advertising agency M&C Saatchi Russia.

BTL department is a group of managers who are the link between the client and the advertising agency.
Job responsibilities of the client manager:
- Effective communication with clients on the implementation of advertising activities
- Development of proposals for clients (ideas, presentations, budgets)
- Coordination of the implementation of marketing programs within the agency (work with a designer, field department, production, accounting)
- Active work with large clients and attracting clients
- Negotiating, presenting the Agency, preparing proposals
- Clarification of the client's needs (getting a brief)
- Briefing of the agency's executive departments and outsourcers (media, production, creative)
- Interaction with clients
- Records management
- Participation in tenders
During the internship I was the coordinator of the project "Design Yourself Vacation with Hotpoint-Ariston". My duties included:
- making calls to the Kitchen Studios participating in the promotion;
- maintaining a database in the Exel program, as well as on the website of the action in the administrative mode;
- interaction with the client;
- preparation of presentations;
- work with attracted specialists for this action (mystery shoppers).
Let us consider in detail the algorithm for placing an order of the advertising agency M&C Saatchi Russia:
-For the first contact, the client contacts an advertising agency. All you need to do is write or call.
- The agency assigns a manager to the client, who will become his permanent consultant, assistant, coordinator of work on the execution of the order. He coordinates all work and is responsible for the quality and efficiency of their execution.
Advertising agencies wishing to cooperate with M&C Saatchi Russia can contact an advertising agency company. The company's managers will coordinate all the work on the fulfillment of the order of the partner advertising agency.
In order to provide the most accurate and high-quality services, the client-manager, together with the client, fills out a marketing brief (technical task), which fixes the main goals, objectives and parameters of the upcoming advertising campaign.
To develop an advertising campaign, a project group is formed, the head of which directs and coordinates work on the strategy of an advertising campaign or brand formation / development. He goes to a meeting with a client, clarifies the list of requirements and objectives of the advertising campaign, specifies the preliminary technical task.
Members of the project team are involved in planning an advertising campaign: marketing analysts, media planners, creators, BTL specialists.
The developed concept of the advertising campaign is presented to the client. During the presentation, the main advantages of the proposed strategy, the features of the advertising campaign and its practical implementation are explained.
After the advertising campaign plan is approved, a working group for its implementation is formed, which includes specialists of different profiles - cryators, designers, advertising production and placement managers, BTL and PR-events specialists.
At the end of the advertising campaign, the working group prepares a report for the client, which reflects the compliance of the activities with the goals of the advertising campaign, an assessment of the effectiveness and proposals for the development or adjustment of the advertising strategy.
Each agency project is supervised not only by the head of the project team and the client manager, but also by the director of the respective company, and in special cases, by the managing director of M&C Saatchi Russia.
So, from all of the above, we can conclude that correct work on a client's order ensures efficient and timely execution of work with maximum convenience and financial benefit for the client.

1.4 Composition of technical means for processing economic information in the customer service department

To process economic information in the BTL department, the following technical means are used:
- System software (OS, DBMS);
- Professional software Terrasoft;
- Program for maintaining a database Exel, Word.
- Program for creating presentations PowerPoint, Photoshop;
- Program for business correspondence Outlook;
- Hardware.

1.5 Characteristics of technological processes of collection, transmission, processing and issuance of economic information in the department

The process of collecting, processing and transmitting information within the customer service department, as well as its interaction with other departments, is a multitude of operations. For the successful work of an advertising agency as a whole, professional software Terrasoft is used.
Terrasoft is a powerful CRM system that covers the main areas of customer relationship management and organization of the internal processes of an advertising agency. The system helps to build effective interaction with counterparties at all stages of sales and marketing communications, allows you to automate the company's internal business processes.
Terrasoft CRM systems automate the following functions:
-Management of customer information: maintaining contacts and companies, a complete history of relationships, convenient access to customer information, the ability to create your own fields and bookmarks, distribution of access rights.
- Business processes: automation of routine operations, the ability to create conditions for branching and actions on a business process, organization of teamwork, automatic control of the implementation of a functional role in a project.
- Sales management: management of potential deals, project management, control of payment terms, delivery and fulfillment of other obligations, sales funnel.
- Marketing management: functionality for planning and conducting marketing campaigns of any complexity, marketing research, questionnaires, mailings, reports.
- Project management: planning, distribution, monitoring the use of resources in the project; monitoring the progress of the project by the selected stages; project calendar management; quality management of project results; complete document flow for the project; analysis of the effectiveness / profitability of the project.
- Resource management: cost accounting, customer profitability assessment, turnover management, work planning.
- Automation of workflow: maintaining contracts and specifications, invoices and payments, creating any document templates, the ability to integrate with 1C and other financial systems.
- Working time management: organizer, group calendar.
- E-mail: integration with MS Outlook, automation of mass personalized E-mail mailings using templates.
One of the important documents for the transfer of information within a department, between departments and with the client himself is a brief. At its core, a brief is nothing more than a technical assignment, a special document in the form of a questionnaire, the task of which is to most fully extract information about a new customer. It organizes the fermentation of ingenious ideas in the heads of advertisers and sets the direction of their creative search. In addition, a brief is one of the best methods to ensure ad effectiveness from the very beginning.
2. Analysis of the financial condition and development prospects of the advertising agency based on the forms of financial statements

In order to analyze the financial condition of the advertising agency M&C Saatchi Russia, let's take the balance sheet as of September 30, 2011.