Development of marketing service and marketing program. Scheme for organizing his work Creating a marketing department for the purpose of

Federal Agency for Education

Far Eastern State Technical University

(DPI named after V. V. Kuibyshev)

Institute of economics and management

Department of Mass Coomunications

COURSE WORK

By discipline "Marketing"

Topic: "Creating a marketing department at the enterprise

(On the example of the enterprise "Company BEST") "

Performed: Student Groups No. U-6541

Mazikina Susanna Yuryevna

Leader: Position, FI.

Vladivostok.

annotation

must reflect the main content of the work performed. Annotations outlines brief summary of the work carried out and the feasibility of project activities, a summary of the work (quantity, character of illustrations and tables). Annotation text may also include the essence of the performance, research methods. The volume of text includes about 500 printed signs. Annotation is outlined in Russian and English.

Introduction

1. Study of the internal and external environment LLC "Company BEST" (analytical part)

1.1. Characteristics of LLC "Company BEST". ............................... ....

1.2. Analysis of the problem of the company under consideration .........................

1.3. Determination of the influence of the external environment .................................

1.4. Analysis of customers

1.5. Analysis of competitors

2. Modeling the Marketing Department (project part)

2.1. Goals and Functions of the Marketing Department

2.2. Structure of the department

2. 3. Interaction with companies

2.4. Functional responsibilities

3. Evaluation of profitability (Economic Part)

3.1. Marketing Plan Design

Conclusion ..................................................................... 48.

References ............................................................... 50

Introduction

In this course work, we consider the model of creating a marketing department using the example of the BEST Company LLC.

The topic is relevant for the study, due to the modern development of the market, in which competition is raised. Any company that sells consumer goods or services should be aware that today's consumer has a choice more than ever. Stores offer t most of the goods and in a wider range than it did it only a few years ago, and even at home people have a bigger choice, they can buy goods via the Internet, through television, catalogs, phone, while competing in The fight for the money of the consumer is harder, the number of buyers does not increase. The population does not grow rapidly, and stores more than new buyers. As a result, all experts unanimously agree that our society overwhelmed retailers. It does not open new stores for servicing markets, and this is done in order to repel buyers from competitors. As competition enhances, the need for a new approach that provides a competitive advantage. For a growing number of companies, such a new approach was the creation of a marketing department. The profit has decreased by 61% in the company BEST LLC over the past year, it is necessary to return to the old indicators, in order to avoid the company's closure.

The goal of the course work is to create an action algorithm for the opening of the marketing department.

The tasks are to study the organizational structure of the department, counting the cost level necessary to create, design a marketing plan to achieve goals to increase sales.

BEST Company LLC The main activity that sells, administering and learning the BEST series programs. The company serves budgetary and commercial organizations in Primorsky Krai. An additional activity is the sale of the 1C series programs, system administration, accounting, accounting preparation in the PF of the Russian Federation, IFTS, FSS, Windows licensing, the sale of Kaspersky Lab Anti-virus programs.

The main problem of the enterprise under consideration is the low level of recognition, which entails the loss of potential customers who go to more well-known firms. The weighty problem is also the outflow of users of the BEST series programs. This is due to the fact that during the emergence of specialized accounting programs in the Primorsky Territory, the market was distributed between two leaders 1C and BEST in a ratio of 50 \\ 50. Distributors of the 1C series programs have set money for advertising, as a result of which 90% of customers in the market have in 2009. Given the current situation of the BEST-DV company, it is extremely difficult to withstand such tough competition. The lack of marketing department indicates the absence of long-term goals, and only seasonal profit is pursued. These short-term goals led to a decrease in sales.

As a result of the above reasons, I believe that the company BEST company needs to create a marketing department, which would fully fulfill the marketing functions, namely an increase in sales due to the statement of short-term goals, increasing the awareness, conquest of the buyer's loyalty, the development of long-term goals.

1.1. Characteristics of LLC "Company BEST"

Limited Liability Company LLC "Company BEST-DV" was registered on April 4, 2007 . Location: Vladivostok, ul. Pushkinskaya, 115.

The main activity of the company is the sale, administration and training of the BEST series programs. The company serves commercial and budgetary organizations in the Primorsky Territory. Additional activity is the sale of 1C series programs, system administration, which includes subscriber administration and calling the system administrator to the client's office, accounting, accounting, reporting in the Russian Federation, IFTS, FSS, licensing Windows, sale of Kaspersky Lab , Website development.

The company has: gene. Director, Financial Director, 5 Programmers, Office Manager, Chief Accountant, Accountant, 3 Guard, Cleaner.

1.2. Analysis of the problem of the company under consideration

BEST company appeared on a fishing plant recently and experiences difficulties associated with small recogniziness and low levels of competitiveness, in view of these factors firm tolerate losses, the company's growth is stopped.

Work in a market economy requires the continuous introduction of new technologies, improving the service and enhancing competitiveness in the provision of services to the BEST Company. An important role in solving this task is given to economic analysis.

In order to most clearly identify the problem, it is necessary to consider this system using the BCG analytical model or the BKG matrix.

Analytical model BCG, which is deciphered as a Matrix of the Boston Consulting Group. It allows you to focus on cash flow, which is sent to carry out operations in a separate business area or arises as a result of such operations.

Fig. 1. Matrix BKG.

Axis of the abscissa: market area (relative market share)

ODINATE axis: market growth (market growth rates)

Thus, the BKG matrix is \u200b\u200b4 quadrant:

· High market growth rates / high relative share of the business area in the market - stars.

· Low market growth rates / high relative share of the business area in the market - Dimine cows

As a rule, "dairy cows" are stars in the past, which currently provide organizations sufficient profits in order to keep their competitive position in the market.

Hard children (questions). This business regions compete in growing industries, but occupy a relatively not much market share. With regard to these business areas, you can talk about the biggest uncertainty: either they will be in the future very profitable for the company, or not.

Dogs. The business area is relatively small in the market in slowly developing industries, here the flow of money cash is not very significant, more often negative. Only experience and skill to help organizations hold such positions in the market.

The change in the growth rate of the market was carried out on the basis of data on the industry over the past two years. The relative share of the organization under consideration is the ratio of sales of the company in this business area to the volume of sales of the leader's company in this business. If the resulting coefficient exceeds the unit, this is an indicator of leadership in the market, but in our case the coefficient is below the unit, which means that some companies have great competitive advantages over the company under consideration.

The following companies were taken to analyze: "BEST-DV", "Yumans", "Alina", "DTK-Alliance", "Voyage", "IT-com", "Useful computer".

BEST-DV does not occupy a leading position in the market, but the position of "difficult children" gives grounds to assume that in proper work and due investment investments will be able to be in the position of "Stars" and will take a profitable economic niche in the market.

The positions "Yumans" are reduced, and there are all the chances to bypass this company, but still it occupies a major part of the market.

The decline in demand for the services of Yumans is due to the economic crisis and high prices for services provided in this company, which gives the wonderful chance of the BEST company to take the leading positions and expand the area.

In the position of the "Stars" is Alina, but close to the position of "dairy cows", currently the organization has sufficient profits in order to maintain its competitive position in the market.

If the BEST-DV company cannot competently develop a strategic plan and enter the "star" position, it will inevitably face strong competitors in the position of "Dogs". The number of competitors makes it possible to conclude that BEST-DV will not be able to cope and will fully function.

Thus, thanks to this matrix, it became obvious that the BEST-DV company has some advantages and you need to take advantage of the potential to go out into the "Stars".

1.3. Determination of the influence of the external environment

The effect of the external environment is very large for this system. Economic factors of the external environment of the company will consider in the following order: change in the percentage of VAT, currency exchange rate, the global financial crisis.

A very important factor in the external marketing environment are tax rates and fees. Thanks to the new amendment adopted by the Ministry of Finance of the Russian Federation, the decline in VAT rates give great opportunities for the development of small businesses.

The global financial crisis is also favorable for BEST-DV, because at the expense of huge cuts in enterprises there is an opportunity to acquire new customers in the provision of accounting services and system administration. This is explained by the fact that the content of the system administrator costs companies up to twenty-five thousand rubles per month. BEST company offers an alternative to an ordinary employee: with subscriber services, computers are served by customers in the same way, while receiving up to 9 free calls and limitless maintenance on the Internet. When concluding a contract for subscription service, the client saves about 14 thousand. But there is a reverse side, since there is no crisis and funds in the country, many budgetary organizations cannot pay bills for the services provided by our company.

Currency exchange rate has a significant impact on the company, because With an increase in foreign currency, interest payments increase.

1.3. Analysis of customers

BEST-DV company is multiprobilic and the spectrum of customers is very extensive.

To analyze customers, we distribute the company for services:

1. Accounting, reporting in the PF of the Russian Federation, IFTS, FSS: large, small, medium, commercial or budgetary organizations, with a general or simplified tax system.

2. System administration: PC users, large, small and medium-sized organizations.

3. Website development: At the present stage of development, each organization has an Internet site, so our customers are all companies in need of supporting, developing and creating a site.

4. Sale and maintenance of 1C series programs, BEST:

large, small, medium, commercial or budgetary organizations, with a general or simplified taxation system. Sanatoriums, boarding houses, dining room catering, buffets.

1.5. Analysis of competitors

The main competitor for the sale and support of the 1C series programs in the city of Vladivostok is Yumans. This firm is a serious competitor, since the BEST company is not only in terms of sales, but also a percentage of recognition. There are no major competitors in the system administration area, since the service has recently become in demand, and there is an opportunity to become leaders in this area.

2.1. Goals and Functions of the Marketing Department

Together with other enterprise divisions and the management of the enterprise, the marketing department helps to develop a strategy of market activity of the enterprise

The goal of the marketing department is to develop recommendations and coordination of activities for the formation and conduct of procurement, sales and service policy of enterprises.

The function of the marketing department includes an analysis of the internal and external environment of enterprises, analysis of competitors, market segmentation and positioning of goods, pricing, formation of the range and formulating requirements for product quality and customer service, product promotion, formation and maintenance of enterprise and trademarks,

2.2. Structure of the Marketing Department

Inside the marketing department, the following specialization (example) is allocated for the number of marketing department - 4 employees.

The department includes:

· Head of the Marketing Department

· Marketer / Marketing Manager

· Marketer / analyst

· Marketer / Internet Marketing Manager

2.3. Interaction

Trading units provide marketing manager information on the nature and results of its activities. The marketing department provides all enterprise divisions of the information necessary for their market orientation of their activities.

By order of heads of departments and commodity groups, the marketing department performs certain types of marketing activities. The head of the marketing department plans and coordinates activities within the group.

The marketing department and marketing managers of enterprises actively interact with the head of PR and advertising department for the formation of an advertising company

Decisions affecting the market orientation of the enterprise, all enterprises are based on recommendations and in coordination with the marketing department.

2.4. Functional Responsibilities of the Head and Employees of the Department Head of Marketing Department

· Determines and submits for approval by the Director-General Annual Marketing Plan and the volume and structure of the consolidated marketing budget of the enterprise (quarterly, annually, and if necessary, for the specified period) and is responsible for the implementation of marketing plans and for the efficiency of the marketing department's budget expenditure

· Determines the general areas of activity of the department within the framework of the general goals and objectives established by the "Regulation on the Marketing Department", as well as on the basis of the director-General's instructions and is fully responsible for the results of the activities of the Department

· Determines the structure of the department, makes the necessary changes and additions in accordance with emerging tasks; Takes operational measures to change the structure of the department to solve specific tasks.

· Determines the procedure for wages of workers, encouraging on the basis of work, is responsible for maintaining disciplines in the department, etc.

· Determines the strategy for the promotion of goods and services, organizes its implementation

· Takes direct participation in the development of a strategy of the enterprise and improving its organized structure

· Represents an enterprise in contacts with other enterprises and organizations, conducts business correspondence on behalf of the enterprise within its competence

· Every year (and at the request of the general director of the enterprise at any time for any period of time) presents them information on the activities of the department

· In case of the need for special marketing measures, in coordination with the management, attracts employees of other enterprise units to fulfill this work, creates temporary groups of experts on individual marketing issues and manage their work

· Organizes a discussion of research results and practical activities in the field of marketing

· He is engaged in the advanced training of the department of department and their own qualifications

Marketer, Marketing Manager

· Research and performing functions:

· Provides the head of the department to the information necessary for analyzing and forecasting the market situation.

· Organizes and accepts personal participation in the study of the overall state and market conditions and their development trends

· Organizes and takes personal participation in conducting research on the study of the needs and relationships of consumers and trade intermediaries to products of the enterprise

· Organizes and takes part in market segmentation and study parameters of segments (demand volumes, attitude to prices, competitors in this segment, etc.)

· Conducts the study of the activities of competitors, determines the position of the enterprise in a competitive struggle

· Organizes obtaining data on specific goods markets and scientific and technological progress in a specific area

· Organizes marketing plans for the enterprise, together with economic services conducts economic analysis and assessment of marketing plans, develops recommendations for improving them.

· Sets contacts and organizes receipt from organizations and individual information professionals necessary for work

· Performs the instructions of the General Director, Vice President

· Conducts identification and analyzes the information flows and interrelations of structural divisions of the enterprise participating or affecting the implementation of marketing functions

· Develops methods for analyzing and optimizing the structure and status of the marketing activity database

· Carries out an operational economic analysis of current marketing activities, in particular, the analysis of the stroke of sales, its compliance with planned indicators, studies the reasons for the abnormal of sales of the plan and makes adjustments

· Based on statistical information and results of special studies, analysis and forecasting of market development

· Generates proposals in the field of pricing policy

· Selects and organizes with the participation of other enterprise divisions.

· Evaluating the effectiveness of used products promotion

· Organizes in conjunction with the staff of the Sales Department Operational Collection of Information Feed Product Sales

· Organizes and implements with sales staff Analysis of sales in all regions and market segments

· An analysis of the state of the Moscow office and the Dealer network, develops recommendations for its development and improvement (the creation of sales branches, office, enterprise representative offices in various regions, expanding the network of wholesale and retail enterprises, etc.)

· Organizes and conducts a study of commodity assortment and consumer properties of manufactured goods

· Carries out the identification of the main trends in the development of production (technical level, technology, the structure of production costs, etc.)

· Develops a research program and together with other divisions of the marketing department and with the sales department, studying and predicting demand for goods, conducts an assessment of the need for produced and developed goods.

· Develops a research program and together with other divisions of the marketing department and with the Sales Department, organizes and conducts a study of consumer preferences and consumer behavior in relation to goods of this product group

· Together with other divisions of the marketing department and with the Sales Department, the collection and analysis of information about deficiencies, claims to use the goods, takes part in the consideration of complaints

· Carries out the creation and maintenance of the information base for the commodity group

· Controls the implementation of the marketing plan of a certain group of goods, prepares proposals for making changes

· Participate in the development and coordination of plans for advertising events

· Participates in determining the goals, methods, timing and effectiveness of measures to stimulate the sale of goods

· Replaces the head of the marketing department in case of its absence.

3.1. Marketing Plan Design.

Since the main problem is the low recognition of the BEST-DV company, it is necessary to simulate a marketing plan for improving recognition, the influx of new customers, which will ensure the increase in the profit and growth of the company.

For development, we highlight one of the areas where there is a chance to become leaders in the market - system administration.

The target audience is determined and voiced earlier. It is necessary to determine the means of mass communication through which advertising will be carried out:

· Internet (information agency Deita.ru, Yandex)

· Direct Mail.

Taking into account the fact that the target audience is office workers who have access to the Internet, it is necessary to place an advertising banner on the most popular Internet sites, which will ensure the recognition of the company. The cost of placing a flash banner is six thousand, up to 1 month.

It is necessary to directly affect the target audience interested in our services, therefore it is proposed to use Direct-Male, i.e. Direct newsletter. But in order for this not to look intrusive, it is supposed to deliver information booklets together with the magazines "Headbuch", since this is the most popular magazine among our target audience.

Newsletter will be carried out through the Chief Administration and the Direct Meyl Department. Booklets will be invested in the log, and delivered to subscribers individually. The cost of the service is 2.50 rubles per 1 booklet in the log. The total number of subscribers to the magazine "Glavbuch" in Vladivostok is 500 people. It is worth considering the cost of printing services - this amount is 6.700 rubles.

But we must not forget that it is important not only to attract new customers, but also to save old. For this, it is proposed to hold an advertising campaign, the essence of which is as follows:

Through existing clients extend information about our company (information booklets, business cards, banners, posters) to potential customers, an incentive for distribution - discounts on the provision of services for each new client who came through such advertising.

This will provide on the one hand, an additional desire from old customers to the distribution and receipt of large discounts, on the other, a sharp influx of new customers.

Also attracting new customers will be made through promotions (as an action) accompanied by discounts and bonuses. By lowering prices, accumulative bonuses are supposed to attract and show customers the benefits of service in our company.

3.2. Analysis of the funds spent on creating a marketing department.

Total: 81,450 rubles.

Estimated profit due to the creation of the marketing department.

On average, most offices have up to 7 computers. The cost of servicing 7 computers and 1 server in the BEST Company LLC is ........ Guests from the alleged number of customers, profit from service ... .. Cleansing ... ..

Creating a marketing department makes sense when the work of all enterprise divisions is subject to the interests of potential buyers. Without the support of the Director-General, to build the work of the enterprise in accordance with the wishes of the market is impossible. First of all, the Director-General should take for axiom that only enterprises with well-delivered marketing activities with comprehensive deep information about the market of their products, about their consumers and competitors and capable of the right conclusions from this information to take rational management decisions will be able to achieve Success in a free market. Director who understands this, it is advisable to draw the following steps to support marketing at its enterprise:

1. To appoint the heading department head. Put him a task and pay wide authority. Consider it as one of the main participants in the production and sales activities of the enterprise.

2. Develop a system for stimulating enterprise employees performing functions aimed at meeting the demand for enterprise products.

3. Take to work qualified professionals. These people are expensive, but the company receives great returns from them.

4. Ensure the marketing department with sufficient resources. If this department will work with the expectancy expected from it, it will increase and return from the entire enterprise.

What will receive the Director-General and the enterprise as a whole from the creation of a marketing department?

The study of consumer desires will create the goods you need. The more accurate and in-depth information about the market and consumers has an enterprise, the more chances of getting around his competitors. The information provided by the Marketing Department is used in all major activities of the enterprise.

The choice of the optimal production program is impossible without knowledge of the demand for specific types of goods and services. Product price is dictated by the market. Therefore, the demand for specific products (the maximum sales of this product in this place for a certain period of time at a certain price) is a limitation that is more dictated by an external environment and which must be taken into account when developing plans of the enterprise.

The nature of the perception of goods by target buyers determines its proper positioning, which includes several elements: goods; price; Sales; Promotion of goods (communication). It is important to assess the potential profitability of the selected position. One of the most simple and flexible ways to determine the position in the market is pricing.

The promotion of goods characterizes the activities of the enterprise to form the demand for the proposed goods. Enterprises on which regular marketing is well completed, as a rule, create marketing databases in which various information is collected and systematized. The task of systematization and processing of information significantly facilitate various software.

Understanding that the accuracy of the prediction of demand depends on the information used for analysis, and on the methods of its processing, many Russian enterprises are trying to receive basic information about consumers and the market not only through the marketing department, but also through sales structures. Sometimes, depending on the organizational structure of the enterprise, financial services are also in contact with customers on payment issues. As a rule, the task of the marketing department is an analysis of consumers and competitors and developing a marketing strategy of the enterprise, while the sales department is directly selling and collecting information "first-hand." Trade personnel, as a rule, has an accurate view of the potential of sales, which provides their clients. Expert judgments, intuition and experience of marketing and sales department, as well as consumers can serve as a basis for subjective demand assessment.

Using various processing methods for the market received, the marketing department prepares proposals affecting the work of other units and the entire enterprise.

Organization of the Marketing Department at the enterprise CJSC "MIBEL"

Introduction

Section 1. Marketing Organization

1.1 Types of organizational structures of the enterprise and the place of marketing service in it

1.2 Criteria for assessing the performance of the marketing service

1.3 Interaction of Marketing Department with other departments of the company

1.4 Characteristics of consumer-oriented companies

1.5 Main goal of marketing service at the enterprise

1.6 Portrait of a modern marketer

Section 2. Characteristics and analysis of the activities of CJSC "MIBEL"

2.1 Enterprise Information

2.2 Current situation in the juice market of Ukraine

2.3 Audit of the External Environment CJSC "MIBEL"

2.3.1 Macrochean analysis

2.3.2 Analysis of microceders

2.4 Audit of the Interior Environment CJSC "Miebel"

2.4.1 Marketing complex

2.4.2 Enterprises of the company

2.5 SWOT analysis

2.6 Justification of the introduction of the Marketing Department into the organizational structure of the company "MIBEL"

Section 3. Building an economic development model of CJSC "MIBEL"

3.2 Definition of parameters for building a simulation model

Section 4. Development of regulatory documentation for marketing department at Miebel CJSC

4.1 Offer for organizational structure of marketing department

4.2 Development of a regulatory document "Regulations on the Marketing Department"

4.3 Official instructions for marketing department

Conclusion

List of used literary sources

Appendix A.

Appendix B.

Introduction

At a certain point in the market, each company has a need to keep in their own state marketer, but not so many companies can afford to keep the department for the entire spectrum of work. By making a decision, it is necessary to remember the central role of the marketing department at the enterprise and about the entire spectrum of issues that its employees are engaged. The marketing department is developing a strategy of production and sales of products, prepares information to the management of the situation in the market for making decisions, coordinates the actions of all other units (production, sales, finance, etc.), provides support for the product promotion department.

The size of the marketing department depends on the size and scope of the enterprise itself. The greater the range of products, the more competitors, the greater role is played by advertising, the more numerous marketing department should be.

Currently, at the enterprise, CJSC "MIBEL" is practically no necessary marketing information. Marketing activities are chaotic, are not planned properly and therefore are not effective enough. An analysis of actions is not conducted and, accordingly, it is unclear the problems, the reasons for the fall in sales and profit, permanent decrease in market share. There is no information about the target audience, about the final consumer. Structural divisions of the company work separately, practically non-reported among themselves. Feedback with the end user is also absent.

I believe that the current situation is a consequence of the lack of marketing in the enterprise, which is intended to solve the above marketing tasks.

The relevance of the chosen topic . The maximum connection of all the company's links to the solution of marketing tasks turns marketing into the diffusion phenomenon, providing a real marketing orientation company. However, very often to implement all the functions of marketing by the forces of existing links cannot be. Actually, then there is a conscious need to organize a specialized department for the implementation of specific marketing functions: marketing planning; market research; positioning of the company and product; pricing; develop new ideas and activities; increase sales and market share; Analysis and monitoring of marketing activities requiring specially trained professionals in this field.

Those. One of the priorities for Maibel CJSC is the organization of the marketing department - the development of the structure of the marketing unit, the definition of the functional duties of employees, the creation of installation documents of the unit, development of marketing plans, etc. Creating the relationship of all structural divisions with a marketing unit and reorientation of the company to solve priority marketing tasks.

Purpose of the study - Determination of the influence of the introduction of the marketing department into the structure of the company "MIBEL" to improve the company's economic and marketing indicators. Development of the necessary regulatory documentation for the systematization of the work of the Marketing Department at Maibel CJSC.

Objectives of research :

· Implement the marketing audit and analyze the present state of the company "MIBEL";

· Develop an economic and mathematical model for the introduction of the marketing department into the structure of the company "MIBEL";

· Explore the dependence of economic and marketing indicators of the work of CJSC "MIBEL" from the introduction of the marketing department;

· Develop regulatory documentation for systematizing the work of the Marketing Department at Maibel CJSC.

Object of study - The process of implementing economic and marketing activities by the company "MIBEL".

Subject of study - Methods and ways of maintaining the economic and marketing activities of CJSC "MIBEL".

Research methods . The following research methods were used in the paper:

· Carrying out marketing audit (analysis of the internal and foreign marketing environment of the company);

· Situation analysis method (SWOT analysis, is carried out to identify the strengths and weaknesses of the enterprise, its capabilities and threats),

· The method of simulation planning (the creation of an economic and mathematical model for introducing a marketing department to the structure of CJSC "MIBEL" using the PROJECTEXPERT 7 Holding program to determine the impact on improving economic and marketing performance of the company).

Provisions that are protected :

1. The introduction of the marketing department to the structure of the enterprise directly affects the improvement of the company's economic and marketing indicators.

2. When conducting a comprehensive analysis of Maibel CJSC, the need to manage marketing activities directly by employees of the marketing department (marketers) with constant, close cooperation with all divisions of the company was determined.

Scope of using work results . The work is carried out for the further use of Miebel for practical purposes to optimize the work of this enterprise and improving its economic and marketing indicators.

Scientific significance and applied value of the results obtained is a new approach to the organization of the marketing department at enterprises. It is assumed that the implementation of marketing activities can be considered not only as marketing costs, as well as an independent investment project, followed by its payback and further use for additional profits by the enterprise. Such an approach to solving the problem of organizing the marketing department, determines the degree of novelty of the conducted research.

In the first section of this work, an analysis of the theoretical base of issues was dedicated to which this work is dedicated. This section gives a general concept of a question of the question, the overall characteristics of the object of the study. The objectives and functions of the marketing service, its structure are considered. The analysis of the necessary steps was carried out to implement the idea of \u200b\u200bintroducing the marketing department into the structure of the enterprise.

The second section - makes it possible to analyze all aspects of the activities of CJSC "Miebel" regarding the issues under consideration. Those. How is the marketing activity of the enterprise at the moment. As far as effective. What is the structure of the enterprise as a whole. The marketing audit is also carried out (analysis of the internal and foreign marketing environment of the company). The introduction of the marketing department to the organizational structure of Maibel CJSC is justified.

The third section of the work is aimed at justifying the creation of a simulation model for conducting research and selection of a software product in which the model is built. Further, the economic task of the study is carried out, drawing up an economic model, and its technical implementation. A comparative analysis of the results obtained is carried out and the optimal model of the organization of the Marketing department for the company "Mayibel" is selected.

The fourth section - design developments for the introduction of the necessary changes in the work of CJSC "MIBEL". The organizational structure of the company's marketing department and its relationship with the remaining divisions of the company is being developed. Development of the Marketing Region for Maybel, drawing up job descriptions for marketing service workers. A preliminary schedule of marketing activity is drawn up.

Master's work is based on the generalization and analysis of domestic and foreign scientific sources, which are considering the topic affected in this work, as well as on the analysis of the data obtained during the passage of production practices.

Section 1. Marketing Organization

Any significant changes in the external environment (globalization, a change in state and interstate regulation, discovering in computer technology and telecommunications, market fragmentation) quite often forcing companies to reorganize their business.

The role of marketing also changes. Traditionally, marketing experts played the role of intermediaries whose responsibility to study the needs of buyers and bring them to the attention of various functional areas of the organization. But today, most enterprises work in sustainable business networks, and each functional area can interact with consumers directly. Marketing lost monopolies to interact with the client. Rather, it is faced with the task of integrating all the processes that bind to the company and the consumer so that consumers see the company's whole image and heard a single voice.

Companies also demonstrate a resumed interest in analyzing marketing profitability and its connection with stock exchange shares. Marketing specialists react to this interest the development of financial instruments for measuring the value of the brand, channel value, customer value, and other key marketing assets.

For decades, marketing has turned from a simple sales department to the most important functional scope of the company. Consider how marketing departments are developing as they are organized, as interacting with other departments of the company.

1.1 Types of organizational structures of the enterprise and the place of marketing service in it

The maximum connection of all the company's links to the solution of marketing tasks turns marketing into the diffusion phenomenon, providing a real marketing orientation company. However, very often to implement all the functions of marketing by the forces of existing links cannot be. Actually, then there is a conscious need to organize a marketing department to implement specific marketing functions (marketing research, market segmentation, advertising, etc.) requiring specially trained professionals.

At the same time, in accordance with the priority of strategic or tactical problems, various schemes for the marketing department are used. In the case when the company in the field of marketing is primarily facing the tasks of a strategic (research) character (consumer research, market segmentation, product differentiation, competitiveness assessment, etc.), marketing department, usually subordinate to the Director of Strategic Development. In the case of dominant problems in the field of tactical (sales) marketing (development of the plan (budget) of sales, the organization of an advertising company, incentives for consumption and sales, etc.) Marketing department, as a rule, subordinate to the commercial director. In the absence of these dominants, they use a scheme with an independent director for marketing, subordinate directly to the Director-General.

In any case, the emergence of a specialized marketing department requires the development of its organizational and functional model enshrined by the "Marketing Service Regulations".

In addition, their own experience in the development of each enterprise should also be taken into account. Historically, the first position in the enterprise that had a certain attitude to the fulfillment of the preceding marketing of functions was and sometimes remains, the position of the commercial director (Deputy Director for Sales).

Gradually, as market relations and complications develop the sales process, they also began to include some of the marketing functions and, first of all, advertising. This inevitably led to the creation in the structure of independent units, in front of which, as well as all other employees of the commercial service, was put one task: to implement everything that was made with maximum profit. But even where the marketing services have become completely independent structural units, the performance indicators of their work and, to this day, remain, only the same sales indicators.

Of course, these indicators should be, however, their weight in the overall assessment of the work of the marketing service can be significant only in the only case when its proposals are really taken into account in the practical activity of the enterprise.

Moreover, an independent marketing service in its parallel existence with the Sales Service has the main disadvantages of their functions that interferes with an effective organization of sales, and the practical inevitability of conflicts between the two managers, each of which wants to play a leading role in the sales policy of the enterprise. The vice of this situation is that their functions are implemented independently.

A separate conversation also deserves the organization of the relationship between the marketing service with the supply service, especially when the raw materials are purchased on barter schemes and on closer. The situation may further aggravate in the situation when, along with these departments, there is an independent department of advertising and exhibitions. As a result, the idea of \u200b\u200bcreating a holistic marketing concept remains at best on paper.

As the marketing from the instrumental phase passes to the phase of the overall concept, which combines all functions associated with entering the enterprise to the market, the responsibility of the marketing manager is also qualitatively. It becomes not only the main arbiter between the fact of selling and all those actions of the units that could affect the sale, but also responsible for the market goals of the enterprise and their achievement, and, it means, for the elements that lead to the achievement of these goals.

It is clear that the efficiency of the functioning of a marketing organizational structure will largely be determined by the personnel that are engaged in marketing in the enterprise. And here are not only implied by their professional training, but also a measure of responsibility, which is assigned to them, and the system of stimulating their labor adopted at the enterprise.

Thus, in each particular case, the head of the enterprise, based on his vision of the goals and the tasks, which he plans to put before the marketing service, determines its place in the organizational structure of the enterprise.

Consider some options for building the structures of marketing services at the enterprise, based on the fact that its main tasks are reduced to the collection and analysis of source information, planning and forecasting, operational work.

Organization for "functions" - _________________________________

Organization "By product types" - ___________________________

Organization "Markets" - ___________________________________

Organization "By territories" ________________________________

The main thing that I would especially want to pay attention to, is to include in the list of tasks of any marketing service issues related to the planning of the range, the development of proposals for the development of new types of products and new types of service, including the analysis of the organization of customer service when receiving and shipping products to enterprise.

1.2 Criteria for assessing the performance of the marketing service

The question of assessing the effectiveness of the activity of the marketing service due to the lack of a single technique at each enterprise is solved on their own. In most cases, the main criterion for evaluating the work of the Service is the actual flow of funds for the expense of the enterprise in a specific period. Such an assessment does not fully reflect the goals and objectives facing the marketing service. Below is one of the approaches to solving this task.

To assess marketing activities in financial terms, new approaches have been developed by several authors.

According to the theory of Doyle, financial factors are associated with the growth of sales, the norm of current profits, investments; Marketing factors are associated with strong trademarks, customer loyalty, strategic partnership, market selection and distinctive advantage.

Best argues that the only source of positive cash flow is the consumer and as a result of this, the consumer must be a "center" of the market-oriented management.

Companies - supporters of the theory of ambler should give preference to measurement and fixing the results of marketing activities, or "marketing indicators". Ambler believes that the estimated results should be divided into two groups: 1) short-term results and 2) changes in the brand capital. Short-term results reflect the status of affairs through profits and losses, they can be judged about the trade turnover, stock exchange value of shares or a combination of these two indicators.

The trademark capital assessment includes awareness level, market share, relative price, number of complaints, prevalence / accessibility, total number of customers, perceived quality and loyalty of buyers. Ambler also recommends developing similar criteria and indicators regarding company employees, explaining this as follows: "Consumers - your end customers, but your own employees are your first customers; You need to also evaluate the health of the domestic market. "

1.3 Interaction of Marketing Department with other departments of the company

One of the key issues in the daily activities of the marketing service is to organize the horizontal interaction of its employees with the Sales Service in terms of negotiating with consumers. The question is often fundamental. So, in many enterprises, it is the number of newly attracted consumers and the number of products shipped by it is the most important in terms of the company's head by an indicator of their effectiveness.

Indeed, should the Marketing Service Manager lead the consumer to the end or is it enough for him to simply transfer information about the new consumer to the sales department? If so, how can it then affect or control the situation?

There is no standard or universal response here. It all depends on the organizational structure of the subordination of these services and, in the end, from purely human relations between them.

Information interaction between the structural divisions of the enterprise is a traditionally weak place for most of them. And even the high degree of computerization at the enterprise rarely can fundamentally change the picture for the better. Of course, all horizontal connections can be prescribed in job descriptions.

In principle, all the functions of the organization must be agreed to facilitate the achievement of its goals. In practice, however, the words "competition", "distrust" are more suitable for the characteristics between departments. Conflicts may occur even because of the existing in the departments of ridiculous stereotypes and prejudices.

It is possible to solve the problem by learning employees of the financial department of marketing, and marketers - Financial Management. Financial department managers should adapt their theories and methods of work to the goals of strategic marketing.

In a normal organization, each function has an impact on the satisfaction of the consumer. Perhaps the best solution in such a situation will be the periodic organization of interfunitional meetings of each of the departments with the marketing department, which will help strengthen mutual understanding and cooperation. Even if the employees of one department arises claim to work another, such meetings will help to discharge the situation and serve as a basis for more constructive cooperation. Each department needs to understand the logic of the actions of other departments.

1.4 Characteristics of consumer-oriented companies

The task of the company's orientation on the consumer is not the easiest. It is not necessary to expect that everything will happen in itself, it is worth only the head of the company to make a long speech, in which he will try to convince employees to "think about buyers." Such a change will require revision of all job descriptions, the structure of the organization, incentives and relationships. Below is an approximate audit technique that allows you to assess the orientation on consumers of various departments of the company. The profitability indicators of the company largely depend on the effectiveness of the relationships of the departments.

Employees of research and development departments need to meet with customers and delve into their problems. It is also necessary to evaluate the characteristics of the products of competitors and try to make the product "best in its class." Must arise to the reaction and suggestions of buyers as the project has been developed. By constant orientation on the reaction of the market, the goods will be enhanced.

It would be wonderful if the procurement officers were looking for the best suppliers, and not just chose those who offer their services. As well as built long-term relationships with a small number of firms supplying high-quality products, and refused to sacrifice prices - quality.

The company should strive to establish equilibrium, production and marketing departments must jointly determine the priorities of the company. The achievement of mutual understanding between them can help conducting general seminars, the creation of joint commissions, the interaction of departments, personnel exchange, the application of analytical methods for finding the most profitable behavior for the company.

Marketers must assess the marketing potential of the manufacturing strategy - the creation of flexible production, automation and robotization, following calendar production schedule, quality management.

Otherwise, all employees of any company must be competent, polite, vigorous and responsive words - the word should do the honor.

1.5 Main goal of marketing service at the enterprise

What should marketing service in the enterprise? - Naturally, His Majesty client. It should be a customer representative at the company: study and anticipate the needs of the client (clients). And the most important thing is to develop creative marketing solutions that increase the degree of customer satisfaction and ... the company's profits.

Details depend on the specifics and degree of maturity of the company, and a number of others, at first glance, not very connected with each other questions. On the scale of marketing priorities, legislation, the presence / lack of production facilities, a change in the market situation and much more can be influenced by the scale of marketing priorities.

The marketing service range also depends on the qualifications, education, the inclinations of its employees, etc. For example, on some firms, MarketingManager, except for marketing itself, is engaged in advertising and public goods. This situation can hardly be called typical. But in any case, the department must be responsible for advertising and PR.

Market research. Do not force the department to carry out so fashionable now expensive market research - they often give incorrect and useless results and take a lot of time. Instead of field research, the department should engage in market analysis from the client.

Advertising. As you know, advertising is a marketing method, by the way, not the most efficient. One of the unpleasant features of advertising (and she has several of them) is that literally everyone considers itself a specialist in advertising, and the less he understands it, the more he considers himself to invade it. No wonder that the generals love to invade the process of creating advertising.

Internal marketing. The task of internal marketing is to make each employee of the "walking advertising" company and blood interested in the maximum satisfaction of customer needs. Another task of internal marketing is the creation of an environmentally oriented customer-oriented company. This, unfortunately, do not understand many managers and do not give marketers to engage in internal marketing, believing that this is not their business.

New products. When creating a new product, marketers tell developers and production workers about what the market needed, which product has been being developed. Practice shows that developers tend to forget about the interests of customers. The task of marketers is to constantly defend these interests. Long before the appearance of goods, marketers develop it "clothes", a distribution system, as well as an advertising program for starting and supporting the product.

1.6 Portrait of a modern marketer

The theory and practice of modern marketing is integrated. Accordingly, the marketer must have certain qualities and knowledge for work, as well as management skills:

· To be able to plan marketing activities in conjunction with the company's strategy, as well as organize marketing activities, to carry out its effective control, to ensure the rational use of resources in the field of marketing;

· Have the necessary qualifications for analyzing the market and market conditions, studying consumer behavior, be able to evaluate the competitiveness of products and develop measures to guarantee, actively use pricing in competitive policy of the enterprise, to organize demand, sales, efficient turnover, to ensure the promotion of goods to the market, network formation product distribution;

· Have the necessary economic knowledge, to understand the mechanism of the functioning of the market and the economic behavior of manufacturers and consumers, be able to form economic goals and strategies of the company, assess the costs of production from a management point of view, link the activities of the enterprise with macro and microeconomic factors;

· Own management methods based on accounting knowledge, ability to build and use management accounting to make decisions, take into account and monitor costs;

· Have knowledge and skills for integrated operational management of working capital and short-term organizations of the Organization, evaluate price, marketing, intraproductive solutions from the point of view of their impact on financial performance.

· Understand current trends in the global economy in terms of the development of the country's economy, focus on international competition;

· Enjoy the basic knowledge and skills of foreign economic activity, including work with foreign partners, the implementation of foreign economic operations and the organization of international business;

· To be able to organize your time, carry out self-analysis and self-analyt;

· Being able to work in groups, carry out effective communication, business correspondence, own the art of presentations and negotiation, business etiquette, organize a rational lifestyle.

· Understand the essence of business and strategic management in the conditions of the market, to determine the mission and goals of the organization, analyze its strengths and weaknesses in a competitive environment, to develop a strategy of the organization on this basis and be able to achieve its implementation;

· To own modern analytical management tools, methodologies of the system approach to the organization, quantitative methods in management, methods of diagnosis, analysis and solving problems, as well as decision-making methods and their implementation in practice;

· Develop organizational structure, adequate strategy, goals and objectives, internal and external conditions of the organization, carry out the distribution of powers and responsibilities based on their delegation, analyze and design work, on personnel support of the organization;

· Having knowledge and skills to effectively manage human resources in organizations to plan and organize personnel work, develop leadership skills, own principles and methods of conflict management, form an organizational culture and implement organizational changes.

The maximum connection of all the company's links to the solution of marketing tasks turns marketing into the diffusion phenomenon, providing a real marketing orientation company. However, very often to implement all the functions of marketing by the forces of existing links cannot be. Actually, then there is a conscious need to organize a marketing department for the implementation of marketing functions (marketing research, market segmentation, advertising, etc.) requiring specially trained professionals.

If you take into account possible differences in the size of enterprises resources, in the products they produce, in the markets on which they act, it becomes obvious that there can be no single organizational structure recommended in the form of a certain standard for all enterprises. Information interaction between the structural divisions of the enterprise is a traditionally weak place for most of them. And even the high degree of computerization at the enterprise rarely can fundamentally change the picture for the better. Of course, all horizontal ties can and need to register in job descriptions and the "Regulations on the Marketing Department".

Traditionally, the company's financial department considers marketing costs exclusively as costs. Although investments in the marketing activity of the enterprise is rather investment in long-term development.

Scientific significance and applied value of this study consists in a new approach to the organization of marketing department at enterprises. It is assumed that the implementation of marketing activities to the enterprise can be viewed as an independent investment project, followed by its payback and further use for additional profits by the enterprise.

Such an approach to solving the problem of organizing the marketing department, determines the degree of novelty of the conducted research.

Section 2. Characteristics and analysis of the activities of CJSC "MIBEL"

2.1 Enterprise Information

CJSC "MIBEL" Created in 1995 on the basis of the Simferopol Canning Plant named after May 1st - the largest specialized enterprise for the production of baby food in Ukraine with more than 40-year traditions and experience in the production of high-quality products - juices and baby food. The main activity of the enterprise is the production of juices and nectars in the packaging of the tetra pack on the corporate equipment on modern technologies. To date, products are produced under the brand "Jusik".

To ensure the required volume of fruits for the production of puree, the plant decided to create an agricultural enterprise "Taurida Gardens". The company rents land in the Kaczynskaya Valley of the Bakhchisarai district, where a year after landing was reached by a harvest of apples 12 t / ha.

The main goal of this project, in addition to providing Miebel CJSC raw materials, demonstrate the possibilities of modern gardening methods directly in the Crimean conditions, and give impetus to the revival of gardening in the Crimea.

Thus, the juice plant "Mayibel" is one of the vertically integrated companies in Ukraine, fully controlling quality:

Raw materials - Crimean fruits;

Puree from Crimean fruits;

Finished product.

Packaging:

The juices are packaged in the consumer packag of "Tetra Brick Aseptic", performed from the packaging combined material for food according to TU at 05351099.01, supplied by Tetra Laval Ukraine (Tetra Pak).

Completed to consumers in the packs of thermo-shrink with a capacity:

packages 0.2 liters. - 27 pcs.

packages 1.0 l. - 12 pcs.

Production technology:

CJSC "Miebel" today is one of the few domestic producers that produce freshly-free juice (not from concentrate) in the packaging "Tetra Pak". This Swedish company, the equipment and packaging of which uses "Malebel", has mastered the unique fluid spill technology in such a way that the quality and natural taste of the product remains for a long time, and the need to use preservatives and flavors disappears. The juice in a closed vacuum installation is subjected to a short-term thermal impulse, after which it is instantly cooled. Bacteria, because of which the juices are sicked, and die. At the same time, significantly more heat-resistant vitamins remain intact. Next, the juice falls into the packaging "Tetra Brick Aseptic", which, thanks to its properties, provides juice complete sterility, long-term safety and high taste quality.

In the manufacture of juices of Natural CJSC "Mayibel", the addition of natural and artificial dyes, synthetic, aromatic and preservative substances is not allowed. Natural juices are made from fresh-suffered fruits, citrus nectars - from concentrated juice (NB! - not from dry concentrate). The shelf life of juices and nectars is 12 months from the date of development. So long shelf life without preservative substances is explained by the application of special manufacturing technology and appropriate packaging. The main advantages of the juice of CJSC "MIBEL":

Naturalness:

In the assortment of "Maibel" CJSC, 80% of manufactured products occupy natural juices from high-quality natural raw materials, which comes from the environmentally friendly regions of Crimea - Bakhchisarai, Nizhnegorsky, Krasnogvardeysky, Simferopolsky.

Environmental purity:

Ensured by the composition of raw materials (see above); gentle heat treatment modes; the use of packaging materials that impede the penetration into the package of sunlight, under the influence of which the disintegration of the beneficial substances occurs; Sterile storage of the product, which increases the shelf life of juices up to 12 months under normal conditions.

Hygienicity:

The sterile drinking tube makes it possible to safely use juice in conditions when compliance with hygiene requirements is difficult - on a walk, during a hike, picnic, departure to nature, etc.

Efficiency:

One pack 0.2 liters. Provides a daily need for the juice of children under 11 years and more than 80% of the daily need for the juices of children of 11-17 years.

Convenience:

Disposable packaging 0.2l. It avoids the abuses associated with the dilution of juices in the catering enterprises, including school, and the packaging is 1.0l. It is a convenient fairy for family consumption.

Products CJSC "Mayibel" has the conclusion of the Institute of Pediatrics, Obstetrics and Gynecology of the AMN of Ukraine. The main children's nutritionist of the Ministry of Health of Ukraine, Doctor of Medical Sciences, Professor V.D.ott recommended the juices "Miebel" to include children of preschool and school age children, as well as for pregnant women, nursing mothers and patients with chronic diseases of the digestive system. The flesh contained in juices is an important component of nutrition, normalizing digestion processes, and has radio protector properties.

Our products are marked by medals and diplomas of domestic and international exhibitions, as well as victories in the most prestigious tasting contests. For the quality of the juice of "Jusik", the company was awarded the honorary sign "Winner of the III All-Ukrainian Quality Competition", and in the brand "JUS" in 2000 awarded the National Sign "Visitious Sample". To promote products of its own production, as well as other Ukrainian producers, Maibel CJSC has established a distribution structure in the Republic of Belarus in 1996, with a monthly trade in imports to 120 thousand dollars. USA. For the successful implementation of the juice "Jusik" in Crimea in 2002, a distribution company was created, which today serves about 1,500 outlets: shops, cafe-bars, sanatoriums and pensions. It should be noted that the population of the Crimea in the summer is more than 6 million people, which significantly increases the capacity of the market. From September 1996. As part of the National Program "Children of Ukraine", the MIBEL company began to supply to schools, schoolables and other children's institutions of cities: Kiev, Kharkov, Dnepropetrovsk, Donetsk, Zaporizhia, Zhytomyr, Chernigov, Vinnitsa, Krivoy Rog, Gorlovka, Makeyevka, Simferopol and Sevastopol. Since 1996, general shipments in the school institutions of Ukraine amounted to over 10 million packages. Also, CJSC "Maibel" supplies its products in the sanatoriums, boarding houses, health complexes, plants and factories (especially harmful production) throughout Ukraine.

The company "Mayibel" is a national producer of juices. At the moment, the plant implements its products in all regions of the country, as well as neighboring and far abroad.

2.2 Current situation in the juice market of Ukraine

The juice market in the packaging "Tetra Pak" in Ukraine is the market of oligopoly. This means that there is a small number of firms on the market, several of which dominate (two large companies produce more than half of all products). Each firm is sensitive to marketing means, including the pricing policy of competitors.

Determining the main characteristics of oligopolistic competition, we found out that firms are sensitive to marketing actions of competitors. This means that two trademarks can resist one other thanks to the skillful use of a marketing complex: prices, advertising, quality, etc.

Minus packaging "Tetra Pak" is the lack of innovative concepts of beverages in cardboard. Any innovation requires high costs and large investments in equipment. The price of products directly depends on how the package looks like. That is, mostly consumer pays not for quality, but for appearance.

Capacity of the Ukrainian market of juices and nectars.

In the SNN market there is a stable growth since 2000

The annual consumption of the per capita juice increased from 5.7 liters in 2003 to 8 liters in 2004. The planned consumption in 2008 is 14 liters per capita.

The beverage market is weakly developed

38% of market growth in 2005 mainly falls on the growth of low-price segment and portion packaging TM Bioola

Main brands lose market share in favor of the low price segment

Sandora and Witmark hold almost 80% of the market

Fig. 2.1 Forecast of the juice market, nectars and juice drinks

QR \u003d NR QR P (2.1)

QR - Capacity of the real market

nr.

p. - average price

2.3 Audit of the External Environment

2.3.1 Macrochean analysis

Economic forces.

The position of the company "MIBEL" in the Ukrainian market has an impact of a number of political and economic factors that need to be taken into account in the development of company development strategies.

The International Monetary Fund (IMF) announced the WorldConomicOutlook report on the state and prospects of the global economy in 2007, according to which the forecast of Ukraine's GDP growth is improved from 4.5% to 5%, and the forecast of inflation is worse from 10% to 11.3%. Recall that the Cabinet of Ministers predicts this year GDP growth at 6.5%, inflation - by 7.5%. At the same time, in 2008, the Fund expects the growth of Ukrainian GDP at 4.6%, inflation - up to 10%. The Foundation's Mission from March 28 to April 3 studied the state and prospects of the Ukrainian economy.

At the same time, the IMF worsen the forecast of the balance of payments of Ukraine. If at the end of last year the negative balance of the current account for 2007 was estimated in the amount of 3.8% of GDP, now - 4.1%, and for 2008 - and at all 5.5%. Thus, the pace of development of the Ukrainian economy this year may be worse than the average for CIS countries, because for the region, the fund predicts the GDP growth at 7% in inflation to 9% (in 2008 - 8.3% and 8.1%, respectively). It is noteworthy that the revised forecasts of the state of the Ukrainian economy have already approached forecasts for Russia: GDP growth is 6.4%, inflation - up to 8.1%

The World Bank does not intend to revise the forecast of the growth of the internal gross product for 2008 due to the new price for imported gas for Ukraine. This was stated by the Senior Economist of the MB Representative Office in Ukraine, Belarus and Moldova Martin Ryser. According to him, the GDP growth forecast for 2008 at the level of 5.5% remains in force. As reported, the World Bank predicts that Ukraine's GDP growth in 2008 will be 5.5%. On December 4, Ukraine and Russia agreed on the price of imported natural gas at the border of Russia and Ukraine, $ 179.5 per thousand cubic meters. m for 2008.

With the rise in prices for the main products, the consumption of such products as juice may decrease, since it is not a product of essential. Also, with a budget deficit, the allocation of budgetary funds on school curriculum may be reduced, which in turn will affect the supply of products to the educational institutions of Ukraine.

The rise in energy prices may affect the increase in the cost of the final product.

Technological factors.

· Stable development of new information technologies;

· Creating potentially new modern accounting systems;

· Permanent increase in qualified personnel.

At the moment, the consumption of juice in plastic packaging increases in Ukraine (more than 9% of the market for 2005).

It is necessary to bring to the consumer that the juice in the packaging of the tetra pack is more useful, and all the substances necessary for health are preserved almost in full in this form of packaging.

Socio-cultural factors.

· Stable tendencies to deterioration of the demographic situation in Ukraine.

· Increased middle-aged residents of Ukraine.

· Growth in demand for higher education.

· Revaluation of the basic values \u200b\u200bof the consumer in connection with the unstable political and economic situation in the country.

· Little percentage of the so-called middle class in the country.

2.3.2 Analysis of microceders

Market.

The market of juices and juice-containing drinks (SNN) is steadily growing since 2000. Several consumption per capita increased from 8l in 2004 to 12l in 2007 and continues to grow.

38% of market growth falls on the growth of low-price segment and portion packaging TM "Biola". The main brands lose the market in favor of the low price segment.

Sandora and Witmark hold almost 80% of the juice market and SNN.

To date, the capacity of the juice market and SNN is 675096800 l / year. According to forecasts by 2010, this figure will reach 800ml.

The greatest number of sales are to the Eastern region of Ukraine 48% of the total. The production of TM "Biola" was influenced by the growth of sales.

Almost half of sales 47% makes 6 major cities in Ukraine, but the importance of small cities increases.

Kiev and Kharkov make the greatest sales (Fig. 2.2).

Fig. 2.2 Shares of 6 million cities in juice sales

91% of the volume of the juice market and SNN occupies a cardboard packaging.

In the Ukrainian market dominates the local manufacturer - 97%. The import of imports accounts for 3% of sales.

The low-price segment (3.70 - 4.10 UAH) has a maximum market share.

Consumers.

Products CJSC "Mayibel" are divided into three categories:

· Distribution and wholesale companies;

· School plants, sanatoriums and boarding houses, various institutions;

· end-user.

Distribution and wholesale companies acquire the products of Maibel's products for further resale and distribution in small-winding and retail outlets. Those. For sale in order to profit.

School plants, sanatoriums and boarding houses, various institutions are also divided into two types of consumers.

The first is tender supplies. Each year, the state allocates funds for school combines and some sanatoriums for food purchase. The juice is also included in the list of products. Therefore, with a certain periodicity (in different institutions - different dates), a tender (competition) is held for the supply of food. For 10 years, CJSC "Mayibel" has been providing several areas of Kiev and many large sanatoriums and camps on a tender basis.

The second supplies option is the work of regional sales managers. Those. Here we are already talking about partnerships and just good relations on the basis of long-year fruitful work. The principle of shipments in the sanatorium, boarding houses, plants and factories - for personal use. Mostly juice enters the permanent menu of canteens and restaurants with these institutions. In rare cases, it is resold in cafes, and buffets with these institutions.

The latter, but the most important type of consumer is the end user, which acquires products directly in the trading point of its city. It will be interesting to consider the motives and preferences of juice consumption.

The average frequency of juice consumption and SNN 1 time per week. Most consumers acquire juices in advance and consume home (89.2%).

The main motives for the consumption of juices are concern for their own health (I drink regularly to improve health - 57.7%, to support forces, cheer up - 27.9%). A little smaller percentage - 38.3% - drink to enjoy (Fig. 2.4).

Most consumers drink juices and SNN just so - 83.3%, the remaining 16.7% is used during meals.

In consciousness consumers, the characteristics associated with the quality of the naturalness and usefulness of juice are emerging, which are closely intertwined with price expectations from the cost of juice.

For consumers, it is important that the juice always had a stable high quality, was distinguished by natural color, had the taste of fresh fruit or fresh juice, was made directly from fruits, and not from concentrates, and, moreover, the usefulness for health and contained a lot of vitamins.

However, along with quality, consumers expect juice to be affordable by price, responding to the characteristic of "juice for every day", and cost the money that you pay for it.

Competitors.

The main competitors are Sandora and Witmark. At the moment, these companies hold about 80% of the juice market and SNN.

The greatest developmental potential is the brand "Sadochok", Sandora Gold and Sandora Classic. They are also characterized by a high level of commitment. It should be noted that the most strong position holds the brand "Sadochok". This brand has the largest share of committed - 14.9% and not committed to consumers - 8.5%, the smallest number of inaccessible consumers of other brands - 44.3%, as well as the lowest indicator of ignorant - 10.3%.

After the success of TM "Biola", Sandora released TM "Sadochok" in a plastic bottle.

The new brand is quite difficult to penetrate the market, as the market of juices and SNN - the market of oligopoly.

In the future, the appearance of substitute goods is possible, subject to the use of technologically newer, modern packaging.

Recently, the potential threat to the juice market of Ukraine is represented by Russian juices, which promote very large and having tremendous experience and sales of the company, for example, Coca-Cola Beveryjiz Ukraine.

Intermediaries.

Intermediaries between the company "Mayibel" and its target audience are the same organization as distribution and wholesale companies, retail store chains, supermarkets and hypermarkets. With most partners, the company is associated with long-term and mutually beneficial relationships.

Recently, many networks of supermarkets and retail sales stores are transferred to direct deliveries from the manufacturer, thereby reducing the distribution channel levels. This allows the manufacturer to work more tightly with retail outlets and track the trends in consumer behavior.

Sales on the juice market and SNN becomes more and more intense. Nevertheless, none of the manufacturers have a high national product distribution.

Mainly manufacturers use additional discounts for the selected product volume. But the main market operators provide a small deferment of payments to wholesalers and distribution companies motivating the fact that the product turns well in retail outlets.

Suppliers.

All companies - juice manufacturers are importers of raw materials for the production of juices and SNN. These are mainly the same concentrate suppliers and supply can be lingering only because of customs wires. Also, the juicers are used and the raw materials produced in Ukraine - a puree of fruits and vegetables. There are more problems here. In the lack of town years, the problem of buying raw materials for natural juices is very obvious. With a sharp discontinuation of deliveries, it is necessary to urgently look for new partners for the supply of raw materials, preferably at the best conditions.

CJSC "MAYBEL" does not have its own fleet. Therefore, to deliver their products to different parts of the country, the company uses logistics firms. Basically, this company is more than one year working in the transport market of Ukraine and have already proven themselves as firms and perform delivery. Nevertheless, in front of the logistics department, the task of finding new firms for the transportation and delivery of products is constantly set. The optimally completed task is considered if the carrier provides high-quality services, as well as additional discounts for the transport of large volumes. But, despite the proper maintenance of the quality of the service, it is assumed that the price should be lower.

2.4 Audit of the Interior Environment

2.4.1 Marketing complex

Product.

At the moment, the goods are on the decline of its life cycle. Characteristics that distinguish our products are the location of the manufacturer - the Republic of Crimea. Packaging - Presents the product is not effective enough.

The company's image of relatively competitors cannot be called positive. A very narrow range of products proposed entails the refusal of many potential partners from the distribution of goods. Nevertheless, consumers consider juice with a quality product.

Price.

The purpose of the price policy of the company "MIBEL":

1. Sales-oriented - increasing sales, revenue maximization, increase in the market.

2. Competition related to competition - ensuring the stabilization of prices for competing goods, positioning the goods regarding the actions of competitors.

Since the price reduction gives positive results to increase sales, the company needs to revise the calculations of the cost of products to reduce the break-even point. Based on the fact that variable costs increase in proportion to the increase in production volume, the main task is to reduce the constant costs and an increase in their share in the cost of production.

At the disposal of a company that works in oligopolistic competition several price strategies: primarily the strategy of the price leader, if the firm has significant advantages over competitors, for example in costs. Accordingly, other firms remain only the inheritance of the leader, establishing prices that do not exceed the price of the leader - the leader's inheritance strategy.

This strategy provides that the firm in determining the price is focused on the price of the leader's company. This strategy makes it possible to get a "fair" profit on invested capital. Without provoking the price war, the strategy is attractive to ensure the stable activity of the company in the market.

The average price in the juice market of Ukraine is changing in accordance with inflation and changes in energy prices upwards. An analysis of the profitability of each proposed position is constantly carried out, but the price of Anna proposed product is quite difficult, because The buyer prefers to see one price for equivalent products of one company.

The price of the company "Mayibel" is divided into several types. Separately calculated the price for distributors and large optics. Also for this group of consumers there is a system of discounts and bonuses for the selected volume of products for any period of time and in accordance with the timely repayment of receivables.

Maybell constantly monitors the price of our products on the same level in any city of Ukraine, as determines the pricing policy of Maibel CJSC

Distribution.

The greatest complexity of sales through supermarkets and supermarkets is that the place on the shelves of outlets is limited. In order to place the goods on the shelves, it is necessary to invest substantial means only in this process. Also, in the absence of agreements on sales of our goods with national networks, the interest of working with the product of distribution companies is rapidly falling, because The remaining sales channels do not give the expected turnover of funds, and accordingly, profit.

At the moment, it becomes a primary task for the search for intermediaries in small cities and work with them directly.

The same rapid pace develops its own distribution network of the company in the Crimea.

The company "MIBEL" carries out permanent distribution costs and analyzes the territorial distribution of products.

The main share of sales of the company's products at the moment is delivered to the schools of Kiev and other cities of Ukraine, as well as selling exports, Belarus, Russia, Moldova, etc.

Also large volume of products sells its own distribution of Maibel's own distribution in Crimea

Little share is occupied by distributors and large optics. With national networks and large retail networks in the regions, the company "MIBEL" practically does not cooperate, due to the high level of payment for trading areas.

Promotion.

The main problem in increasing sales and parts of the market is the complete lack of funds for the promotion of goods. Also, due to insufficient wages, there is constant fluidity of the company's frames, which naturally has a negative effect on the sales process.

Due to the lack of marketing department, as such, the costs associated with sales are not controlled properly. For the same reason, products are not developed, the efficiency of the costs of motivating partners to improve product proliferation is not detected. The lack of advertising and the unstable image of the company negatively affects sales volume and market share.

The company's structural divisions work separately and sometimes absolutely excluding demand for products. Poorly adjusted feedback from the target audience of the company. Market studies are not conducted and, for this reason, the present position of the Miebel company in the juice market of Ukraine is not incorrectly estimated.

The main engine sales engine CJSC "MIBEL" is the so-called human factor. Those. - enthusiasm and creative potential of employees of the Company's sales department.

2.4.2 Enterprises of the company

Production.

At the moment, the production capacity of the enterprise is not completely loaded. This condition affects many factors. From seasonality of the product produced to a permanent drop in sales, again, for a variety of reasons. For the efficiency of using the production capacity of the enterprise, it was decided to attract customers to produce products of other trademarks on the manufacturing equipment of the company "Mayibel". At this stage of work, this project is successfully implemented.

On the other hand, this situation makes it possible to assume that the reserve capacity of the enterprise is quite high and at the proper level of sales will not arise the question of the timely release of products.

Another problem is outdated juice bottling equipment (TBA-3). There is no possibility to establish new-water introduction and development of the company Tetra Laval, which are successfully used by competitors to attract consumers (the ability to change the cabinet packaging, the package - Slime, which opens the cover on the juice, spin, etc.)

The plant is located in the regional center of Crimea in the center of Symferopol. This location makes it possible to save on the delivery of products to various cities of Ukraine, by loading the hired transport only one way.

Finance.

The company "Mayibel" is a closed joint-stock company with foreign investment. The financial condition of the company is quite stable, which is the greatest role playing qualified personnel of the financial department (financial director, chief accountant), which masterfully managed with financial flows of the company.

The company "MIBEL" is a solvent and profitable enterprise. The paper uses both own funds and credit loans.

The most profitable products are juice apple, peach, apricot and tomato, because Produced from raw materials growing in Ukraine and mostly directly to the Crimea. But this situation may vary depending on how much yield was a year.

Sales.

The company "MIBEL" has its own storage facilities in which produced products are also packaged. Warehouse Squares allow you to prepare for a seasonal increase in sales and pour juice a few months earlier to warn interruptions with the goods.

The staff of warehouse workers and warehouse equipment (loaders) is also equipped.

One of the main advantages of the company is mutually beneficial relationship with suppliers. CJSC "MIBEL" has close partnerships with suppliers built on mutual trust and respect. Honest business partnership and understanding of mutual benefits increases the ability of both parties to create uniform values.

The main rule: "Briefing business with customers as you would like them to make business with you."

Marketing.

The marketing department at the enterprise is absent, so its functions are performed by various departments. For the same reasons, market research and sales channels are carried out only on the basis of the research of the company "Tetra Pak" (the market of juices and juice-containing drinks).

Innovative activity is carried out by an enterprise only with regard to improved recipes for products. In this aspect, constant research of the technical laboratory of the company is underway.

Pricing in the company is engaged in the financial department. The range did not change and was not revised for several years. Marketing activities in the promotion aspect of the enterprise is practically not conducted. The marketing budget, as such is not condemned and stands out to the financial departments reluctantly and not systematically. Marketing plans are not compiled. Only the plan of production and sale per year monthly in the amount of packages.

Management.

The main resource of the company and its main capital is employees, a team of competent, purposeful, positively thinking people. The main value of the company "MIBEL" is a rapid professional and career growth of its employees. All decisions taken by the heads and actions of employees of the organization reflect the common value system for all:

Spirit of collectivism. Teamwork is important for the success of Maibel. We welcome the interaction of employees with the leaders of any level, the exchange of ideas and suggestions in order to improve the efficiency of the company and the quality of life

Remuneration. The company's management recognizes high performance and contribution of each employee to the company's common cause, making the emphasis, both on the moral and on the material type of employee remuneration. Management creates favorable working conditions and working atmosphere in which each employee feels its importance to the company and receives satisfaction from the results achieved;

The ratio of the company's main managers to their subordinates is of paramount importance. Employees of the company must have reason to trust the reasons and honesty of their leaders. Management is responsible for creating a productive environment, to effectively implement the values \u200b\u200bof the company

Advantages of work in the company "MIBEL":

· Work in a large rapidly developing company;

· The real possibility of rapid career and professional growth;

· The possibility of regular wage increases, according to the results of work.

Also in submission of this department there is a technical laboratory of a company that monitors the quality of products manufactured according to the GOSTAs and the approved state bodies of Ukraine.

There is no marketing department at the enterprise. The functions of the marketing department are partially performed by various structural divisions of the company.

2.5 SWOT. -analysis

To systematize the data obtained during the marketing audit of the Foreign and Internal Marketing Environment of Mayibel, it is necessary to make a SWOT analysis (Table 2.1).

Table 2.1. Matrix of Marketing Audit Results

Opportunities	Threats
External factors	1. The juice market is constantly growing. 2. Consumption has increased to 12 liters per year and continues to grow. 3. There is a possibility of working in international markets. 4. You can develop your own distribution network in Ukraine 6. It is worth paying more attention to supply in budget organizations (schools, d / s, sanatoriums, etc.). 7. For the consumer, the usefulness of juice and its impact on health is gaining great importance.	1. The market of juices in Ukraine is the market of oligopoly. 2. Minus packaging - no innovative concepts. 3. In Ukraine, in 2008 it is possible to raise energy prices. 4. Increases juice consumption in plastic packaging. 5. Russian producers of juices come to the Ukrainian market. 6. The inability to sell products in supermarkets and network stores due to the high cost of the commodity place ..
Strengths	Weak sides
Internal factors	1. The company has extensive experience in the domestic market. 2. Since 1996. As part of the national program "Children of Ukraine", the company supplies supplies to schools, school plants and other children's institutions of Ukraine. 3. The company has a surveyed client base for deliveries to the sanatoriums and pensions of Crimea and Ukraine. 4. The company has a permanent and reliable partner in Belarus. 5. Juice is made from environmentally friendly raw materials growing in the Crimea. 6. The company successfully participates in the tenders for deliveries to budgetary organizations. 7. The company has the opportunity to provide its partners long-term commodity loans.	1. The main problem in increasing sales and parts of the market is the complete lack of funds for the promotion of goods. 2. The equipment does not allow to replace the appearance of the packaging to more modern. 3. The company has insufficient funds to combat competitive goods. 4. Are not controlled properly sales costs. 5. Due to the small turnover of products, large distribution companies refuse to cooperate. 6. Not enough to work with major national networks. 7. The lack of marketing department entails the lack of or unsystematic marketing actions

2.6 Justification of the introduction of the Marketing Department into the organizational structure of the company "MIBEL"

Based on the marketing audit and compiled SWOT analysis, it is necessary to determine the main objectives of the company and how to achieve these goals.

The main objectives of Mayibel is an increase in the part of the market, sales and, as a result, an increase in capital turnover and profits.

It would also be interesting to consider creating new business destinations for the further, successful work of the company.

What methods in these conditions can be achieved? The answer to this question is simple and understandable.

For the further successful development of the company, a permanent analysis is needed - integrated market research, an analysis of the internal and external marketing medium. Is it so necessary? What exactly is the company research data? I believe that for the awareness of myself and its place in the market, each company needs the knowledge and concept of the market for the commodity market.

Studying changes in macroeconomic factors - consumer income, demographic situation, roar infrastructure, pace of scientific and technological progress, legislative regulation of economic activity, etc. - give certain opportunities, or vice versa can be a threat to the existence of economic entities.

Conjunctural studies are a permanent, targeted collection, analysis and processing of information about the state of the economy; commodity market; analysis and identification of features and trends of development; Forecasting the basic parameters and the development of possible alternatives for decision-making. The overall goal of analyzing factors creating conjuncture is to predict their impact on the development of a specific commodity market on which the company works or plans to work, and further take these forecasts when making important management decisions.

Further, on the basis of the data obtained, it is necessary to determine the mission of the company, its strategic and tactical goals, to develop a marketing strategy, to make plans for commodity, sales, price and communication policies. Next, based on them to form an enterprise marketing policy.

The only way to achieve corporate goals (turnover, profit, profitability of investments, etc.) is to meet the needs of the consumer. Marketing as management functions belongs in this process a special role is to ask the coordinates to the remaining strategic areas of the company.

The next step is the implementation of the developed marketing program and monitoring its implementation.

This stage is associated with making decisions regarding each 4p marketing - product, price, promotion, distribution. These decisions should indicate ways to implement marketing strategies, and as a result, achieving marketing purposes.

The implementation of the marketing plan is no less important than planning. The plan can become a reality only with mutual cooperation of all departments of the company. Not the latter role in this plays the compliance of the organizational structure of the enterprise with certain goals and approaches to their solution.

Marketing control is the final stage, which in the process of implementing the marketing plan makes it possible to analyze whether the way to achieve goals is correctly selected and, if necessary, adjust it.

The question is not even whether or not to perform specific marketing functions, the answer will naturally be positive. The question is how it is these functions to distribute between the company's divisions and who it is from the workers to perform them, as well as who will control it?

I consider the analysis of the activities of the company "Mayibel" gives a clear concept that these functions need to be entrusted directly to marketers, i.e. People clearly imagine their order of their implementation, and further implementation.

Based on the audit of the marketing environment and compiled by SWOT-analysis, it was revealed that the marketing department at the enterprise is absent. The functions of the marketing department are partially performed by various structural divisions of the company. Consequently, the first priorities for CJSC "MIBEL" are:

· Organization of the marketing department;

· Development of the structure of the marketing unit;

· Determining the functional duties of employees;

· Creating installation documents of the unit.

For awareness of itself and its place in the market, each company needs knowledge and concept of market market. Performing these functions should provide employees of the marketing department, clearly represent their procedure for their implementation, and further implementation.

The introduction of the marketing department to the organizational structure of the enterprise is necessary to achieve the main objectives of the company "Maibel" - increase the part of the market, sales and, as a result, increase capital turnover and profits.

Also, the marketing department will be engaged in the development of the relationship of all structural divisions with the marketing unit.

Section 3. Building an economic development model of CJSC "MIBEL"

3.1 Justification of the choice of modeling means

When making management decisions regarding the functioning and development of the economic object, it is necessary to take into account the important characteristics of the external environment - uncertainty.

Under uncertainty, it is necessary to understand the absence, incompleteness, insufficiency of information about the object, process, phenomenon or uncertainty in the probability of information. In a market economy, there is a mass of sources of uncertainty for various economic objects.

The process of establishing market relations creates various types of risky situations, moreover, in the work of an enterprise, the risk becomes necessary and obligatory component.

Under the situation of risk, it should be understood as a combination of various circumstances and conditions that make up the situation of one or another type of activity. It is accompanied by three conditions:

Availability of uncertainty

The need to choose an alternative (the refusal of them is a kind of alternative)

Ability to estimate the likelihood of the selected alternatives

Thus, in order to relieve the situation of risk, the leaders of enterprises are forced to make decisions and strive to realize them.

Planning the development of the enterprise requires the use of modern methods and tools that reduce urgent costs. Effective, adequate to the solutions method, is the method of simulation modeling, the basis of which is a scenario approach.

Imitation models allow you to lose different options for the development of the enterprise, the state of the external economic environment. They make it possible to check various ideas, hypothesis and assumptions about business development, analyze the consequences of their implementation. The activities of the enterprise in the model is displayed using the description of the flow of cash flows (revenues and payments, cache-FLO) as actions occurring at different periods of time.

In order to strengthen its market positions and in order to determine the alternative to its further development of one of the priorities for CJSC "Maibel" is the organization of the marketing department - the development of the structure of the marketing unit, the definition of the functional responsibilities of employees, the creation of installation documents of the division. Also, the marketing department will be engaged in creating the relationship between all structural divisions with the marketing unit and the reorientation of the company to solve priority marketing tasks

By simulation simulation, to determine the timing of the investment project, it is necessary to check the effectiveness of this option of investing and the further development of the company in this direction.

The approaches mentioned above are based on the analytical system ProjectExpert 7 Holding Companies "Pro-Invest-IT" (Russia), which is based on the assessment method of UNIDO investment projects, which has become a de facto standard in business planning and investment planning in the CIS and Baltic countries. Consistently simulating the planned activities of the new or current enterprise and changes in the economic state of the environment, you can conduct investment design and financial planning, creating business plans that meet international requirements, as well as evaluate the effectiveness of project implementation.

As a financial analysis tool, ProjectExpert performs two main functions: first, the description of the company's activities from the words of the user in a formalized description of cash flows, secondly, calculates indicators on the basis of which the financial manager may draw conclusions regarding the effectiveness of management decisions.

The implementation of the economic and mathematical model of this project is appropriate using the ProjectExpert 7 Holding analytical system.

The system makes it possible to simulate the activities of enterprises of different sizes - from a small private enterprise to holding structures. With it, it is possible to create projects of any complexity - on the calculation of the payback of new equipment before evaluating the effectiveness of the diversification activity of the enterprise.

ProjectExpert allows you to analyze the planned cost structure and the profitability of individual divisions and types of products, determine the minimum amount of output and limit costs, choose a production program and equipment, procurement schemes and sales options

ProjectExpert makes it possible to analyze several options for achieving the goals of the company's development and choose the optimal one. The program allows you to monitor the implementation of the business plan of the enterprise, comparing during the implementation of its planned and actual indicators. ProjectExpert allows you to flexibly take into account changes in the economic environment and promptly reflect changes. ProjectExpert 7 Holding does not require deep knowledge of mathematics and skills to program - it is only necessary to know the business process that is described.

3.2 Definition of parameters for building a simulation model

To revilize the model in ProjectExpert 7 Holding Double to make plans:

· Capital investments

· Personal

· Sales of products

· Financing of the investment project

· Determine indicators for assessing investment efficiency.

Location: It is assumed to allocate a separate room (cabinet) to place the marketing department. Cabinet is located on the floor of management personnel and staff sales. Cabinet area 16 sq.m., sufficient to accommodate four people and necessary equipment. In the room it is necessary to make cosmetic repairs, bring the necessary communications.

Infrastructure dependence: Technical power supply infrastructure complies with quality requirements.

Resource availability: All necessary auxiliary resources (electricity) are available on site (electricity), to eliminate the supply of electricity supplies to the autonomous power plant of the enterprise.

The needs of the project in specialists can be satisfied at the expense of the inhabitants of the region, because The Crimea has a wide proposal of the necessary qualified specialists.

Four additional jobs will be created. Employees can be adopted in accordance with the results of the interview in the direction of the employment center, or on the recommendation of private recruiting companies, after the appropriate selection.

Capital investment plan.

Required production facilities (equipment and equipment): To achieve the optimal work of the department and ensure normal working conditions, workers need to be purchased the following equipment (Table 3.1).

Table 3.1. Capital investment plan.

The main part of investments is planned to produce during the first month of the marketing department.

Personnel plan.

To date, the staff of Miebel is fully staffed. In the implementation of this project, it is planned to make the following changes to the staff schedule (Table 3.2).

Table 3.2 The need for qualified employees

The organizational and managerial structure of the enterprise is linear-functional. Main units:

Sales department. Logistics Department. Production department and technical laboratory. Financial department. Human Resources Department. Security Department. Legal department.

The marketing department will be a division of Maibel.

Warma of the staff of the marketing department - salary.

Motivation system : In the future, it is planned to transfer the department to pay for the salary system + percentage of cash revenues, to increase product sales through effective marketing planning.

Using third-party consultants: it is possible to attract third-party professional consultants in the field of marketing research.

Product sales plan.

The planned sales volume of products for 2008 is presented in Table 3.3.

Table 3.3. Planned sales volume for 2008.

When introduced into the structure of the enterprise and the systematic work of the marketing department, an increase in the planned indicators of 2008 is expected by 7% and planned figures in 2009 by 9%. The data are presented in Table 3.4.

The permanent spending on the marketing activity of the company "MIBEL" is 2% of the sales volume. It is assumed that increasing this article of expenses does not occur. Those. Regardless of the availability of marketing department at the enterprise, the planned amount of marketing costs remains the same. Planned calculation of marketing costs is carried out from the planned sales volume. Consequently, the amount of investments in the marketing activity of the company "Miebel" will increase due to an increase in sales volume.

Table 3.4. An increase in scheduled indicators.

The calculation of the planned amount of marketing investments is presented in Table 3.5 of this section.

Table 3.5. Investments in marketing activities 2008-2009.

Part of the amount is invested by the enterprise, the rest is assumed to be allocated due to the additional sales volume, directly by the Marketing Department of Mayibel.

Project financing plan.

The initial financing of the department is assumed from its own funds from Maibel.

An indicator of the effectiveness of the project is its payback to an increase in the share of market market market.

3.3 Project Implementation in ProjectExpert Program

The peculiarity of the model describing the company's work is that the result of the work of the marketing department is based on an additional sales volume, i.e. An increase in the planned indicators of 2008.

The main currency of the project is hryvnia. Since the project is a trial, the starting balance is zero. Costs belong to the entire company. In the "Tax" module, we establish an additional cost tax - 20%, total payroll deductions 38% and profit tax 25%. Fiscal year begins in January.

In the "Setup Setup" table, we set the overall discount rate for the main currency of the project (UAH) - 10% in the discount rate - year, for additional (DOL.SH) - 8%.

The "Calendar Plan" module compile the stages of the project: January - the organization of activities, the beginning of work since February 2008.

In the "Personnel Plan" module, we enter the required number of workers with a certain amount of wages and set the start date of payments.

Module "Shared Costs" We introduce marketing costs. The initial costs of organizing the department and permanent marketing activities for two years. We establish the cost payment scheme.

In the "Sales Plan" module for modeling additional sales, we introduce the name and price of products. The amount of products is monitored on the basis of the calculation of the seasonality of the sale of juices.

In the table of the user "Other revenues" we introduce the investment of a head-based company in the amount of 19980s. on the initial organization of the project. Next, investments in marketing activities in the amount of 2% of the planned sales volume for 2008 and 2009. We develop an income scheme according to the use of funds to ensure the effective marketing activities of the enterprise. In the table of the user "Additional payments", contribute to the deductions for the cost of products and the cost of its implementation, and quarterly.

In the future, if necessary, change the data, you can do this in the interface of the working window and take advantage of the possibility of automatic recalculation of the project.

· Payback period (RVR);

· Profitability index (PI);

· Pure reduced income (NPV);

· Internal profitability rate (IRR).

Figure 3.1. It is shown that at the discount rate of the main currency - the hryvnia - 10% of the payback period of the project, the time for which the costs of production will cover costs will be 15 months.

Profitability index (PI) - a net discounted income coefficient - for effective projects should be more than 1. In our case, Pi is 1.28, which indicates the effectiveness of investment.

Fig. 3.1. Effective investment.

Clean reduced income (NPV) - the present value of the future profits discounted by a discount rate of 10% minus the present value of investment costs in our project will be 608919gr. (positive value).

In the report "Profit losses from operating activities" (Fig. 3.2., Appendix B), it has been shown that from the 2nd quarter of 2009, investments in the organization of the marketing department not only pay off, but also begin to bring a constant income, which is observed even after Profit tax payments.

The calculation of the effectiveness of investment projects in international practice is carried out on the basis of a table (form) "Flow of real money" (Cash Flo) (Fig. 3.3., Appendix B).

Also, if necessary, you can analyze the simulated financial performance of the marketing department (Fig. 4.4.) For 2008-2009.

Fig. 3.4. Financial performance indicators 2008-2009.

QR \u003d NR QR P (3.1)

QR - Capacity of the real market

nr. - Number of real buyers

qR - the number of real purchases

p. - average price

The data will be submitted for comparison in Table 3.6.

Table 3.6. Floor market calculations

The capacity of the juice market in Ukraine increases every year by an average of 0.9% in liters. After analyzing the data in Table 3.6. You can draw the following conclusions:

· The actual share of the Mikel CJSC in 2007 amounted to 1.45% -1.5%;

· The planned share for 2008 will be 1.3% -1.4%;

· When introduced into the structure of the marketing department, the planned share of 2008 will be 1.6% -1.5%;

With raising the level of inflation and increasing the price of products, the share of the Market of the company "Mayibel", subject to the work of the marketing department, will also increase in Dol.Sh.

To implement the model in ProjectExpert 7, the Holding has made plans: capital investments, personnel, sales of products, financing an investment project, calculated the total costs of the project, determined indicators to assess the effectiveness of investments.

At the discount rate of the main currency - hryvnia - 10% of the recoupment period of the project will be 15 months.

Profitability index (PI) is 1.28, which indicates the effectiveness of investment.

Clean reduced income (NPV) - in the project amounted to 608919gr. It has a positive value.

The internal rate of profitability (IRR) exceeds the current rates of bank loans, therefore indicates the effectiveness of investments.

The report "Profit-losses from operating activities" shows that from the 2nd quarter of 2009, investments in the organization of the marketing department not only pay off, but also begin to bring a constant income, which is observed even after paying income tax. Also from the moment of payback of the project, the flow of free money (Cash Flo) begins to grow.

At the same time, the planned increase in sales increases by 7% in 2008 and by 9% in 2009, which, accordingly, leads to an increase in the gross profit and the net income of the company "Miebel".

With the annual market growth by 0.9%, and the constant costs of marketing activity in the amount of 2% of the turnover, it is possible to increase the market share of CJSC "Miebel", subject to the organizational structure of the marketing department.

Section 4. Development of regulatory documentation for marketing department at Miebel CJSC

The functions of the marketing department are formed depending on the understanding of the marketing company. In my opinion, the main functions are:

· Planning marketing activities;

· market research;

· Positioning the company and product;

· Pricing;

· Assortment policy;

· Development of new ideas and activities of the company;

· Increase sales and market share stocks;

· Analysis and monitoring of the company's marketing activity.

It is necessary to dramatically rebuild, reorient the enterprise to subordinate sales sales and marketing. Turn face to the client. Create a customer-oriented psychology in the enterprise.

For the further systematization of the work of Maibel, it is necessary to develop regulatory documentation:

· Determine the structural scheme of the marketing department;

· Make a "Regulations on the Marketing Department" at Miebel CJSC;

· Describe the relationship of marketing department with other departments of Maibel;

· Create job descriptions of employees of the Marketing Department;

· Prepare a preliminary schedule of events.

4.1 Offer for organizational structure of marketing department

The functional structure of the marketing service provides for the distribution of responsibilities between the department's employees in accordance with the implementation of certain marketing functions: product planning, marketing research, advertising and PR, sales. Such a structure is effective for large enterprises with a narrow assortment operating on a small number of markets. The main advantage of this structure is its simplicity.

I believe that based on the range of products, for the company "Miebel" should organize the following structure of the marketing department (Fig. 4.1.)

Fig.4.1. Organizational structure of the Marketing Department of CJSC "MIBEL"

The marketing organizational structure is introduced into the firm management system and must meet the following requirements:

· Small levels;

· Creating conditions in the enterprise for the development of integrated marketing;

· Promoting the continuous satisfaction of the needs of existing and potential consumers;

· Ensuring the development of innovation;

· Guarantees of rapid adaptation of goods to the requirements of the markets on which the company works

· Promoting the growth of sales and reducing product costs.

4.2 Development of a regulatory document "Regulations on the Marketing Department"

Regulations on the Marketing Department at Maibel CJSC

1. General Provisions

1.1. This provision establishes in general form the goal and task of the marketing department (hereinafter referred to as the text "Department"), the composition, duties, rights and responsibility of its employees.

1.2. Department - Structural Unit of CJSC "Mayibel", __________________________________________________________________

1.3. In its activities, the department is guided by __________________

_____________________________________________________________

2. Goals and objectives of the marketing department

Common goal: ________________________________________________

The goals and objectives of the marketing department are aimed at achieving the general goals of the enterprise.

2.1. Objectives of the department:

_____________

The marketing department does not replace other units, and orients the activities of other divisions to the market and coordinates their work with common enterprises for the goals of market activities.

2.2. Tasks of the Marketing Department:

· ______________________________

3. Structure of the Marketing Department

3.1. The structure of the department is determined by the tasks and specificity of the products manufactured by the enterprise.

3.2. _________________________________________________________

4. Marketing Functions

4.1. Organization of the marketing research process.

4.2. Search and systematization of information about:

4.3. Collecting information about competitors in the following areas:

4.4. Drawing up on the results of marketing research ________________________________________________________________

4.5. Analysis of existing product sales networks, which includes: ___________________

4.6. Analysis of the existing supply system, which includes: ___________________

4.7. Conducting an economic analysis of the range of products, which includes the preparation of proposals for optimizing the range of products, taking into account the requirements of certification of products, as well as legislation;

5. Rights of the Marketing Department

The heading department brings all documents related to the activities of the department (plans, contracts, reports, estimates, references, etc.).

6. Relationships of the marketing department with structural divisions

To fulfill the functions and realization of the rights, the marketing department interacts:

6.1. With accounting on issues:

6.1.1. Obtaining:

6.1.2. Providing:

6.2. With the Financial Department on issues:

6.2.1. Obtaining:

6.2.2. Providing:

6.3. With the Production Department on issues:

6.3.1. Obtaining:

6.3.2. Providing:

6.4. With technical laboratory on issues:

6.4.1. Obtaining:

6.4.2. Providing:

6.5. With the logistics department and MTO on issues:

6.5.1. Obtaining:

6.5.2. Providing:

6.6. With the sales department on issues:

6.6.1. Obtaining:

6.6.2. Providing:

6.7. With the personnel department on issues:

6.7.1. Obtaining:

6.8. With the Legal Department on issues:

6.8.1. Obtaining:

6.8.2. Providing:

7. Responsibility department

7.1. Responsibility for proper and timely execution of the department's functions is borne by the head of the marketing department.

7.2. At the head of the marketing department, personal responsibility is assigned personal responsibility in the case of: _________________________

Conclusion

1. One of the primary tasks for CJSC "MIBEL" is the organization of the marketing department - the development of the structure of the marketing unit, the definition of the functional duties of employees, the creation of installation documents of the unit, development of marketing plans, etc. Creating the relationship of all structural divisions with a marketing unit and reorientation of the company to solve priority marketing tasks.

2. If such a situation occurs in the market, when to realize all the functions of marketing by the forces of the company's existing links, there is a conscious need to organize a marketing department to implement specific functions requiring specially trained professionals.

3. The implementation of marketing activities by the enterprise can be viewed as an independent investment project, followed by its payback and further use for additional profits by the enterprise. Such an approach to solving the problem of organizing the marketing department, determines the degree of novelty of the conducted research.

4. Marketing activity at the enterprise directly to the marketing department has a positive effect on improving the company's economic and marketing indicators. These conclusions can be made on the basis of the analysis of the economic model for the introduction of the marketing department into the organizational structure of Maibel CJSC.

List of used literary sources

1. Marketing management. 11th ed. / F.Kotler.-SPb.: Peter, 2003.-800s.: Il.- (Series "Theory and Management Practice").

2. Garkavenko S.S. Marketing. Піречник.-Київ: L_BER, 2004.-712С.

3. Marketing research of Tetra Laval Ukraine in the juice market of Ukraine.

4. Shershnova Z.є., Osorca S.V. Strategist Governance: Navrol.Posіbrnik.- K.: Kneu, 1999.- 384c.

5. Aacher D. Strategic market management. - SPb.: Peter, 2002. - 544 p.

6. Ansoff I.Nova Corporate Strategy. - SPb.: Pittek Kom, 1999. - 416c.

7. Dovgan S.M. Mathematical Modeluvanna in Marketing: Incipatially, Methodichniy Posybnik.- DNIPROPETROVSK: National Piece, 2002.- 123С.

8. Invilience Posybnik for self-region Roboty z Disciplіni "IINVestuvannya" for Studentіv Spetsіlnosti 8.050108 "Marketing" / Ukladachі TBReshetіlva, S.M. Odgan. -Dnіpropetrovsk: NSU, 2003.-47S.

9. Blank I.A. Investment Management: Training rate. - K.: ELGA-N, Nika Center, 2002. -448С.

10. Bіznes-Plan of the Investment Project / Workbook of the entrepreneur for the development of a business plan.-M .: Agroconsalt, 1996, 100c.

11. Berezhnaya E.V., Berezhnaya V.I. Mathematical methods for modeling economic systems: Tutorial. - M.: Finance and Statistics, 2001. - 368 p.

12. PROJECTEXPERT 6. User Manual. - M.: Pro-Invest Consulting, 1999. - 440 p.

13. Kardash V.Ya. Marketing is a commodity Polіtika: Підручник.-K.: Kneu, 2001.-240s.

16. Primak T.O. . Marketing is Polіtika Komunіkatsiyi: Involutionary Posybnik.-K .: Yelga, Nika-Center, 2003.-280s.

17. Periodic literature.

18. http://www.repiev.ru/articles.htm (School of Alexander Revieva, articles)

19. www.fnd.com.ua (Food & Drinks magazine site Food & Beverage)

20. www.management.com.ua (Internet portal for managers)

21. www.marketing-ua.com (International Marketing Group)

22. www.marketing.spb.ru (Marketing Encyclopedia)

23. www.my-market.ru (marketing research and consultation)

24. www.b2blogger.com/articles/manage//34.html (BLOVE BLOVE IN THE B2B Marketing)

25. http://bin.com.ua/templates/analitic_article.shtml?id\u003d63956 (Business Information Network)

26. http://www.delo.ua/news/economics/world/info-62022.html (business newspaper)

27. http://www.invest-em.ru/it/programs/pe/index.php (Group of Companies Financier)

28. www.reklaming.ru/shema.htm (website consultant for Marketing Dmitrieva I.)

29. E2000.KYIV.ORG/Biblioteka/index.Shtml (Economic Library)

30. www.sokrat.kiev.ua (news, articles)

Appendix A.

Fig. 3.2. Profit-losses of the project, in UAH.

Appendix B.

Fig. 3.3. Cash Flo from operating activities, at UAH.

There are a number of problems that need to be taken into account when creating and managing the marketing department, definition.

There is no understanding than marketers do. Therefore, it is difficult to configure the remuneration system for them, unlike more or less transparent.
Not identified and formulated the functions of the department,
No system education in the field of internet marketing,
There is no idea of \u200b\u200bthe target audience and grocery niches,
There is a break in communications between and marketing.

1. The owner / leadership has no understanding of the marketing process.

Often owners / management do not have any concept about marketing tools. Questions - what makes the marketing department and how he does it - they have no answer.

Moreover, in the head of most business owners there is an image of a single marketer - Multi-Multi-Molongoga. In their opinion, he will be able to fully maintain the entire business process of the company, which consists of at least 8-10 directions.

2. No understanding of the basic functional

And if it is not, the effectiveness of the execution of the main components of the department is not tracked.

Lidogeneration
Qualifications of incoming lidov
Planning indicators of lidogeneration

Well-known Marqueeter and shareholder of the company OY-LI Igor Mann allocates 4 main functions of the marketing department.

Attraction
Development
Holding
Involvement

This is a fairly overall qualification, such a decoding of which we give on the trainings of Oy-Li.

3. There is no vocational education in the field of modern marketing technologies, Internet and

Internet marketers - mostly self-taught. This phenomenon has an explanation. This is a dynamically changing and developing sphere. Therefore, in the learning process you need to be enabled constantly and use new tools in practice immediately.

Taking into account the vagueness of classical educational institutions - institutions and universities - specialists for the marketing department for the Internet / Content marketing specialization would be out from there with obsolete tools. And outdated five years.

4. Marketer does not understand who is the target audience of the company

Sounds like a real nightmare owner of the business. But this happens. In the department, indeed, may not know or not fully understand who is the reference buyer.

So that this does not happen:

conduct
describe based on customer portrait
to regularly test the marketer on the product.

5. There is no connection between the marketing department and the sales department

The consequences of such a break between the divisions of the company will negatively affect the revenue. If sellers do not give feedback on lidam, then the marketing department may well be misled about the audience and grocery niches.

As a result, the funnel gets non-target traffic. And in the dry residue, the problem is formed: many applications - no transactions.

Marketing department is an independent structural division of the enterprise. Marketing is aimed at finding a more efficient combination of traditional and new products, it is the basis for making a decision on expanding or reducing production volumes, modernizing products or removal from production, contributes to the development and implementation of enterprise development plans.

The role of marketing is that it is designed to cause production in line with demand. The use of marketing is necessary when establishing trade relations with economically developed countries. One of the main conditions for the successful activity of domestic organizations in the global market is the need for a well-thought-out systemic study of the entire arsenal of means of struggle of possible competitors, firstly, to know their strengths and weaknesses well and take into account these factors in the development of export policies, secondly, Effectively use what is available in specific forms and methods of their activities. Marketing increases the validity of the decisions made on various issues of industrial, financial, sales, scientific and production activities.

The role of the marketing department, as a factor influencing the effectiveness of management, is proposed to consider on the example of its creation at the enterprise Mostovdrev.

Creating a marketing department at the enterprise "Mostovdrev":

The planned composition of the marketing department will consist of: Chief of Department, a marketing and sales specialist, an advertising agent. Salary of which will be (thousand rubles): 5600, 4500, 4500, 3000, respectively. In case of success of the introduction of this event, the department will be expanded. In this case, the analysts, designers, brand managers will be implemented.

The cost of acquiring furniture is 11,992 thousand rubles. Since the main activities of the enterprise of Mostovdrev OJSC is forestry, sawmilling, furniture production, etc., the furniture will be purchased at the enterprise itself. Accordingly, costs will not be significant, i.e. Written off at cost.

The cost of acquiring equipment will amount to 27948 thousand rubles. Prices for the acquisition of technology were taken in accordance with the catalog.

By setting wages for each employee for a month, it is possible to calculate the annual costs of the marketing department. These costs will amount to 319,000 thousand rubles. Wages were calculated in accordance with the average monthly salary per employee.

The table shows the cost estimate for the implementation of the marketing department in the amount of 392140 thousand rubles. Failure to workers carrying out installation and installation of equipment amounted to 6,700 thousand rubles. Thus, the total costs of acquiring and installing equipment amounted to 392140 thousand rubles. In tab. The costs of renting premises for the marketing department are not indicated, as the premises already have an enterprise.

Calculating the capital expenditures on the event, you can predict the economic effect of implementation. Based on statistics, the planned revenue growth will be 7%. For further calculations, we use the main financial indicators.

For further calculations, we use the main financial indicators. The data are shown in Table. one.

Table 1 - Forecast increase after the implementation of the event

It is assumed that the creation of a marketing department will increase sales of products manufactured, and, accordingly, revenue from sales by 7%. Therefore, the estimated revenue from the implementation of the year after the introduction of this improvement will be: 297462.14 million rubles.

Revenue from sales for 2012 - 278002 million rubles, respectively 7% of revenue from sales - 19460.14 million rubles. The final costs for the implementation of the project 392140 thousand rubles. As you can see, the final costs of creating a marketing department are ten times less than 7% of revenue from sales. Therefore, it is safe to declare that this innovation is profitable.

However, do not forget that the increase in revenue from sales by 7% does not yet indicate increasing and net profit. In this case, when creating a marketing department, the cost of sold goods will increase, in which it will be necessary to include the costs of the operation of the Marketing Department. Cost will increase by about 7%. In addition, it will be undoubtedly an increase in the cost of circulation (expenditures for the implementation) of the enterprise under study by about 5%.

These costs will pay off, however, it is impossible to accurately predict how effective the advertising company is, and how many new customers and buyers it will attract. Therefore, the introduction of this event has a significant degree of risk.

Calculate the predicted net profit: 297462.14 million rubles (revenues increased by 7%) - 257188.41 million rubles (increased by 7% cost of sold products) - 17698.8 million rubles (increased by 3% of circulation costs) - 392,140 million rubles (costs for the creation and operation of the marketing department) \u003d 22182.79 million rubles. Then it is necessary to subtract income tax (18%). 22182.79 million rubles - 3992.9 million rubles (income tax 18%) \u003d 18189.9 million rubles. Predicted net income, taking into account inflation for 2012, will be 1157.1 / 1,218 \u003d 14934.23 million rubles. In 20012, the profit from current activities amounted to 12915 million rubles. The projected profits must increase the RUBSC as 2019.23.23 million rubles. This growth is not too significant, and yet, together with the rest of the measure, the creation of a marketing department will be an effective innovation. The significant effect of the introduction of the marketing department should be expected not earlier than in a year of its successful functioning.

Thus, the implementation of this event will increase the efficiency of the existing management system. In addition, the implementation of this event should significantly affect the financial results of the activities of Mostovdrev OJSC and increase the main financial and economic indicators.

Literature

1. Chuhrakova N.I., Sinyakova MG, Lagutina E.E., Slobodchikova P.S. "Social and economic efficiency of personnel management in the organization" .- Ekaterinburg. Adaptex, 2013.-151c.

2. Kiselev V.A. What is the effective enterprise management begins? // Personnel Management.-2003.-№5.-C.42-44.