A study guide for commercial activities. List of used literature

When calculating the headcount based on statistical methods and expert assessments use:

the norms of the time required to complete the work;

population norms;

the conversion factor of the attendance to the payroll;

the size of the useful fund of time;

service standards, etc.

These factors determine her standard (planned) value, which in practice is almost never achieved. Therefore, personnel are more objectively characterized payroll (actual) number, i.e. the number of employees who are officially working in the organization at the moment.

IN payroll of employees for each calendar day both those who actually work and those who are absent for some reason are included. Part-time workers, workers for one-time and special works, attracted on the basis of special contracts, aimed at off-the-job studies and receiving scholarships at the expense of the enterprise, and some others.

In conditions of a shortage of personnel, the headcount may differ significantly from the norm (including due to the inability to hire the best people and unwillingness to take the worst). It is advisable to constantly monitor the ratio of these two indicators in absolute and relative terms and to prevent their significant discrepancy.

Number of staffdetermined by the number of people who went to work.

Payroll on a specific calendar date includes all employees, including those hired from that date, and excludes all those dismissed from that date. It consists of three categories of persons:

permanent - admitted to the organization indefinitely or for a period of more than 1 year under the contract;

temporary- issued for up to 2 months, and to replace a temporarily absent employee - up to 4;

seasonal - hired on a regular basis (for up to 6 months).

The payroll number of personnel is taken into account on a daily basis by time records, in which all employees are noted, both present at work and absent for one reason or another. Thus, from an accounting point of view, it is the sum of attendance and absenteeism.

The payroll number of personnel can also be considered as an average value for a certain period - month, quarter, year.

Factors affecting the number and composition of personnel:

1. Resource (availability of resources (labor, material, land, financial, etc.).

2. Organizational and managerial (goals and strategy, territorial dispersal of organization objects, forms of labor organization, level of automation, mechanization, computerization of management, communication system, organizational culture).


3. Production (production volumes, range of products, services, technology, specialization, level of automation, mechanization, computerization of production, costs, nature of innovations, labor productivity).

4. Factors of the external environment.

Personnel structure (social structure organization) - the quantitative ratio between groups of workers, set by the technological and organizational structures enterprises. The normative state of the personnel structure is reflected in the staffing table.

The staff is reasonably well developed in methodological plan ... Under the conditions of the planned management system, the number of industrial and production personnel was one of the indicators monitored by a higher authority (branch). In the arsenal of labor economists there were methods for calculating the number of workers in the professional context: by output, by, by number, etc. Various kinds of empirical formulas were used, reflecting the degree of influence of one or another on the number of workers (employees) of a given professional (functional) group. Planned calculations numbers were linked to plans for technical progress, containing measures of a technical, technological and organizational nature, determining the change in the number for specific professions.
However, this experience of calculations was more related to the enterprise, the functioning of which was relatively stable over a long period. This, of course, facilitated the calculations, and their accuracy was quite acceptable. Although even then seasonal fluctuations in the output of products, and in the conditions of a single product and in the output, made it difficult for the number in the calendar aspect throughout the year.
The transition to the market changes the situation. First of all, the stability of production decreases due to:
- with the need to restructure production, linking the volume of products with the demand for it;
- with a greater focus on, for release new products (often fundamentally new in its consumer properties and new in relation to the specialization of the enterprise);
- with the need for the parallel existence at the enterprise of the production of already mastered products and the process of mastering new types of products, with the organization of new industries;
- with changes in the organizational structure of the enterprise itself due to integration and disintegration processes.
All this cannot but complicate calculations, especially in the long term.
DETERMINATION OF STAFF
The calculations of the number of employees should not be simplified, since they determine the subsequent work on staffing the enterprise with personnel. For this reason, when determining b, they are not limited to formal calculations using generally accepted formulas, but additional analytical calculations are carried out to identify the features of the production situation. So, in practice, the "from the achieved level" methodology is often used. In accordance with the approach, the number of workers in the planning period (HR) is calculated as follows:

However, in this case there is a danger of automatically transferring deficiencies in the use of workers reporting period for the planning period. Therefore, the calculations should be supplemented with an analysis of the working time of workers, based on it, draw up an action plan aimed at better use, which should be reflected in
This kind of analysis is especially necessary in cases where personnel policy the enterprise is focused on economy, on an intensive path of production development.
Since the calculations of the required number according to the generally accepted ones make it possible to obtain annual average, it is necessary to analyze whether there are fluctuations in certain periods relative to this annual average, caused by differences in output.
Moreover, the fluctuations can be especially significant if the number is analyzed in the professional context.
Suppose planned number workers was determined based on the products:


The normative output of products (the numerator of the formula) is a total indicator; it does not take into account how evenly it is distributed over months or quarters of the year according to fluctuations in production. And these fluctuations can be quite significant.
Therefore, having calculated the average annual indicator according to the formula, in certain periods of time the enterprise may experience either a shortage of staff or its surplus (see Fig. 4.1).


However, it is important to know not only the fluctuations in the number of workers (from maximum to minimum), but also the duration of the period, which is characterized by a surplus or undercompletion of the number. Only after that it is possible to resolve the issue of recruiting personnel in accordance with the average annual and methods of regulating the arising discrepancies.
It is also necessary to take into account the nature of the relationship between changes in the volume of production and: how these two processes are linked in time, is there always a proportional change in the number immediately after a decline (or, conversely, after an increase) in production, or a change in the number indicator occurs after a certain period of time, i.e. ... with a certain time shift.
As practice shows, the change in the indicators of the volume of production and the number of employees does not proceed synchronously: the reaction to a change in the volume of production is not immediate. The fact is that production in (or decline) in production is formed under the influence primarily of those associated with production process at the enterprise.
The depth and production, intra-production, the formation of relationships is carried out based on the conditions of the normal functioning of the production system. Therefore, in short periods of time, when the volume of production changes (primarily downward), it is unlikely that a proportional change will be required at all stages of the production process. in many industries they are indivisible and must function as a whole, for which the personnel serving them are determined. Moreover, the influence of the relationship between individual industries increases with deepening. Hence the disadvantages of a large, subject-specific enterprise: it cannot be stopped in any one link (chain) without stopping others, or, conversely, even a sharp decrease in the volume of production of basic products requires the functioning of everything with practically the same number of service personnel. Any such enterprise for the release of new products requires an actual entire enterprise.
An important requirement for employment is its continuity, i.e. systematic clarification, taking into account the newly identified and circumstances.
When for a year, in a quarterly context, the next one or two quarters are worked out in the most detail. For more distant quarters (for which it is possible to envisage only the main changes in the volume of production and the improvement of its technical level) the number is calculated in aggregate. At the end of the next quarter, the subsequent ones are revised, so that the initial plans for the fourth quarter during the year can be coordinated up to three times.
PROFESSIONAL STAFF OF WORKERS
Changes in production volumes, technology and technology, in the range of products affect not only the total number, but also the professional and qualification structure of workers. For it, various approaches and methods are used. So, you can calculate the number for each profession (professional group), and on the basis of this, by summing up, the total number of workers is determined, and then the share of each professional group in the total number.
The calculation can be performed in another way: first, the total number of workers is determined, and then it is distributed in accordance with the existing (or given or predicted) structure by profession (professional group).
In the first case, there is a danger that the total number of occupations, calculated for each of them on the basis of its own methodology, will not correspond to the total number calculated in an aggregated way, and the differences can be very significant.
In the second case, the accuracy of the calculation depends on the correct definition of the professional structure itself in the coming period. There are at least three methods for calculating the structure. The first of them is based on the use of the method: comparing the professional structure of the workers of the enterprise over a long period (a number of years), identifying the emerging and spreading them to the future period.
As the results of surveys of the professional composition of workers in periodically conducted by statistical bodies have shown, the professional structure is quite stable: significant changes are detected only over a long period (5-10 years). True, these findings applied to conditions and relatively stable operating enterprises. Therefore, the approach based on, in a "pure" form, is hardly justified at the level of an enterprise operating in market conditions. The structure of workers obtained using this method should be adjusted taking into account the introduction of technology, the planned restructuring of production, changes in the enterprise in the output of products.
Another approach to calculating the prospective structure of workers by occupation is based on an analysis of changes in the level of occupational groups. The higher, the smaller the number is required to perform the same amount of work. Prerequisite for application this method the calculation of the future professional structure of workers is the change in the level not as a whole for all workers, but for workers in the most massive professions. In addition, it must be accompanied by the release of excess numbers, and hence a change in the share of this professional group of workers in the total number. (An example of such a calculation is given in the workshop on.)
When predicting the professional structure of personnel, one can use the apparatus of Markov processes. This method is based on assessing the likelihood of interprofessional transfers due to reasons of turnover (including returning to the previous group after) and prevailing ones. The easiest way to estimate the transition probabilities in the Markov model can be obtained as the frequencies of the corresponding transitions. However, for this, it is necessary to have representative information about changes in the profession of workers or their return to their previous group, indicating the addresses of "departure" and addresses of "arrival" in each case. Obtaining this kind of information is a rather laborious task.
It is possible to overcome the noted difficulties if the calculation of the Markov matrix of transitions is carried out on the basis of changes in the specific weights of professional groups due to external and internal plant turnover. To obtain such information, it is necessary to compare the professional structure of workers in the former and new to them. However, when using this method, an important requirement should be observed: the current orientation and professional movement of workers at the enterprise must be to a certain extent stable and inertial, which is revealed by an appropriate preliminary analysis.
At the same time, an analysis of the rationality of use is of great importance, since an increase in new workers can often be compensated for by a more complete use of the hired one (analysis of working time, analysis of the use of workers, etc.). (For examples of analysis, see Workshop on.)
When carrying out planned calculations of the required number of personnel by structural, they should be involved in this work.

Staff(cadres) - this is the main staff of the organization's employees (with the exception of management) performing various production and economic functions. Staff- a set of individuals who are with the organization as with legal entity in relationship, governed by the treaty hiring, and possessing certain quality characteristics to ensure the achievement of the goals of the organization. Personnel- permanent (full-time) staff. Usually these are qualified workers who have undergone professional training, with special education, work skills and experience in the chosen field of activity. The staff is characterized by number, composition and structure . The number of personnel is determined by the nature, scale, complexity, labor intensity of production processes. These factors determine normative (planned) a value that is almost never achieved in practice. In fact, the staff is characterized by payroll (actual) number, that is, the number of employees who are officially working in the organization at the moment.

Payroll personnel for a certain calendar date includes all employees, those who work and those who are absent for any reason.

As part of the payroll three categories of persons:

· Permanent - admitted to the organization indefinitely or for a period of more than a year under the contract;

temporary, taken for up to 2 months; to replace a temporarily absent employee - up to 4 months;

· Seasonal, hired for a seasonal job (for up to 6 months).

Not included in the payroll(unscheduled composition) external part-timers, workers performing work under civil law contracts aimed at off-duty training and non-working owners.

The payroll is recorded daily in the personnel records. The time sheet is the sum of attendance and absenteeism. average headcount personnel for a certain period . Explicit number– it is the size of the staff at any given time. A detailed methodology for recording the number of personnel is set out in the "Instructions for filling in information on the number of employees and the use of working time" in the forms of federal state statistical observation.

3. Personnel structure, its main types

The structure of personnel is understood as the quantitative ratio between groups of workers, set by the technological and organizational structures of the enterprise. It is reflected in the staffing table of the organization. Staffing table - local legal act, which establishes the number of enterprises, the composition of positions and the amount of remuneration. The staffing table is used to formalize the staffing structure and staffing of the organization in accordance with its charter. It contains a list structural units, job titles, information on the number of staff units, official salaries, allowances and monthly fund wages... The personnel structure can be statistical and analytical. Statistical structure reflects its distribution and movement in the context of categories and groups of positions this is the staff. Composition (main categories) of personnel:



· Personnel of the main activities (engaged in the creation of products, services or maintenance of the production process);

· Personnel of non-core activities (transport, overhaul of buildings, trade, housing and communal services, healthcare institutions).

Distribution of personnel into categories by the nature of labor functions carried out by All-Russian classifier professions of workers, positions of employees and tariff categories (OKPDTR).

The staff is divided into two categories: workers and employees. Workersdirectly create material values \u200b\u200bor provide production services. Distinguish the group main and auxiliary workers. The first are busy in technological processesthat change the shape, structure and properties of the object of labor. The latter are associated with the maintenance of equipment and workplaces (enterprise infrastructure).

Workers include junior service personnel (MOS),engaged mainly in the provision of services not related to the main activity (janitors, couriers, etc.). Employeesorganize the activities of employees, namely: production management, administrative and economic and other functions. They belong to the professional group of persons engaged primarily in mental work; they are united into several subgroups (managers, specialists, other employees).

To managers (category code 1)relate:

Main specialists: chief Accountant, engineer, chief physician, power engineer and other functional leaders;

Heads of administrations, directors, managers, heads and other line managers, they also include their deputies.

Specialists (category code 2)- workers performing skilled types professional activity... These are the engineers , economists, accountants, teachers, legal advisers, etc., as well as their assistants. Specialists can be chief, leading or senior.

Other employees (category code 3) - these are workers who prepare and execute documentation, accounting, control, economic services (cashiers, commandants, controllers, secretaries, timekeepers, bookkeepers).

The basis for assigning people to a particular category is the position they hold, that is, the staff unit of the organization. The indicator of the number of employees, even by type of activity (employed in the main activity, employed in non-production units of the enterprise), by category of industrial and production personnel, is insufficient to fully characterize the labor potential, especially for the purposes of personnel management in a market economy. One and the same number of workers can differ in the total ability to work due to differences in preparedness, age, attitude to work, etc., and hence the unequal amount of labor (both abstract and concrete) that they can implement. in the production process. IN in this case talk about different labor potential of the same number of groups of workers. The labor potential of an enterprise means the aggregate working capacity of its staff, resource opportunities in the field of labor of the payroll of the enterprise based on the age of employees, physical capabilities, existing knowledge and professional qualifications. To assess labor potential, analytical frameworkstaff.

Labor potential parameters are divided into two groups:

1) parameters characterizing the socio-demographic components of the labor potential of the enterprise team:
age and sex structure, educational level, family structure, health status, etc .;

2) parameters of production components of labor potential:
professional qualification structure, professional development and renewal, creative activity.

Analytical structure of personnel determined on the basis of special studies and calculations. The staff is assessed on such grounds as work experience, education, profession, and its socio-demographic structure. Analysis age structure personnel involves taking into account the average age of employees, taking into account the dynamics of the age structure by categories of employees, by individual divisions of the enterprise.

Figure 1.1. The structure of specialists and managers of the enterprise by age

Personnel structure analysis by education level (general and special) involves the selection of persons who have higher education, incomplete higher (more than half of the term of study), specialized secondary, general secondary, incomplete secondary, primary. An important indicator stability and dedication of the organization's employees is an indicator of the duration of work in the company (experience). For seniority, the average makes more sense than for the age structure. The level of productivity of an employee is directly related to the general experience of an employee. Work experience in this organization characterizes the fixability of personnel.

Figure: 12 Comparative characteristics specialists and managers for work experience in the profession

So, the analysis of the age structure and structure of the personnel of the enterprise by seniority (Fig. 1.1. And Fig. 1.2.) Gives grounds for the following estimates: human resources are selected optimally, since three quarters of the personnel are in active age, which can ensure stable and reliable work enterprises. All age groups are harmoniously represented. A third of the staff are young employees under 30, which can be the basis, the base for a possible "breakthrough", and there are young specialists and managers. At the same time, the team also has significant experience and qualifications, that is, 50-year-old employees. One in ten employees is a working retiree, mostly a specialist. The structure of respondents by length of service can also be assessed positively. The leaders are mostly experienced, with work experience in the profession from 3 to 10 years. There are adaptants with less than 3 years of professional experience in the group of specialists. According to this set of objective characteristics, the labor potential of specialists and managers of an organization can be highly estimated. The higher the labor potential of the enterprise, the potential of the hired labor force, the more complex tasks can be solved by the team (in relation to the output of products, their quality, the speed of mastering new types of products, the efficiency of production and economic activity etc.). The emergence of a labor force, whose labor potential is too high for specific production conditions, will not meet its needs, be "excessive", will lead to the fact that this labor potential will not be fully utilized and the funds spent on labor forcewill not pay off. For the employees themselves, this can cause dissatisfaction with the work at this enterprise, which will be followed by dismissal. on their own... That is why personnel planning is the most important tool (means, method) used in personnel management.

Federal laws of the Russian Federation

  • 1. Constitution Russian Federation (adopted by popular vote on 12.12.1993, taking into account the amendments introduced by the Laws of the Russian Federation on amendments to the Constitution of the Russian Federation of 21.07.2014 No. 11 - FKZ).
  • 2. The Civil Code of the Russian Federation of 30.11.1994 No. 51 - FZ as amended. dated 05.05.2014 No. 124 - FZ.

Code on administrative offenses dated 30.12.2001 No. 195 - FZ as amended. dated 02.05.2015 No. 120 - FZ.

the federal law "On production and consumption waste" dated 26.06.1998 № 89 - FZ as amended. dated December 29, 2014 No. 485 - FZ.

Federal Law "On Licensing certain types activity "dated 04.05.2011 No. 99 - FZ as amended on 31.12.2014 No. 519 - FZ.

6. Federal Law "On the Development of Small and Medium-Sized Businesses in the Russian Federation" dated 24.07.2007 No. 209-FZ as amended by dated 28.12.2013 No. 396-FZ.

Resolutions of the Government of the Russian Federation

7. Order of the Ministry of Industry and Trade of the Russian Federation dated December 25, 2014 No. 2733 "On approval of the development of trade in the Russian Federation for 2015-2016 and the period until 2020".

Main literature

  • 8. Valeric R.P. and other Economics commercial enterprise. Tutorial/ R.P. Valeric. - Mn .: Vysh. school, 2012 - 542s.
  • 9. Vashchekin A.I. Modeling and choosing rational strategies commercial activities enterprises wholesale trade... Monograph / A.I. Vaschekin. - M .: 2014. - 263p.
  • 10. Daniyalov D.Ch. Improving the management mechanism for enterprises in the wholesale trade. Dissertation / D.Ch. Daniyalov. - Makhachkala, 2010.
  • 11. In'kova NA: Modern Internet technologies in commercial activity / NA Inkova. Inkov. - M .: OMEGA-L, 2010. - 412p.

B.V. Kurylev Study the value of the application modern technologies recycling of ferrous scrap. Abstract / B.V. Kurylev. - Samara, 2010.

  • 13. Mikhailova K.E. Management of the purchase and sale of ferrous scrap based on price forecasting. Dissertation / K.E. Mikhailova. - M., 2011.
  • 14. Pankratov F.G .: Commercial activity / F.G. Pankratov. - M .: Dashkov and K, 2010. - 389p.

Polovtseva F.P. Commercial Activity: Textbook. Neck of the RF Ministry of Defense / F.P. Polovtsev. - M .: INFRA-M, 2010. - 367p.

  • 16. Sorokin V.A. Improving the competitiveness management of the wholesale enterprise. Abstract / V.A. Sorokin. - N. Novgorod, 2011
  • 17. Shevchenko I.K. Organization of business activities. Textbook / I.K. Shevchenko. - Taganrog: TRTU, 2010. - 369p.
  • 18. Schur D.L., Trukhanovich L.V. The basics of trading. Wholesale / L.P. Schur, L.V. Trukhanovich. - M .: Depot and service, 2010. - 258p.

additional literature

  • 19. Henry N. Space of Dr. Deming: Principles of building sustainability of business / N. Henry. - M: Business Book, 2010. - 354p.
  • 20. Golubkov E.P. Fundamentals of Marketing / E.P. Golubkov. - M .: Delo, 2014. - 423p.

Densburg V., Moncrief R., Taylor V. Basics of wholesale trade. Practical course / V. Densburg, R. Moncrief, V. Taylor. - SPB .: Simor, 2013. - 329p.

  • 22. Kovalev V.V. Financial Analysis: Capital Management. Selection of investments. Analysis of reporting / V.V. Kovalev. - M .: Finance and statistics, 2013. - 504s
  • 23. Kravchenko L.I. Analysis of the economic activities of enterprises. Textbook-practical. allowance / L.I. Kravchenko. - Mn., Finance, accounting, audit. 2011 - 387s.
  • 24. Kreinina M.N. Financial condition enterprises. Assessment methods / M.N. Kreinin. - M .: ICC "Dis", 2013. - 353p.
  • 25. Kruglova N.Yu .: Commercial law / N.Yu. Kruglov. - M .: Yurayt, 2012. - 521p.

Pronina M.G. and etc. Legal regulation economic activity of the enterprise / M.G. Pronina. - Mn .: Vysh. school, 2010 - 391p.

  • 27. Ed .: M.M. Rassolova and others; Speaker: N.M. Korshunov, V. Ya. Gorfinkel; Kolekti auth .: N.D. Eriashvili and others: Commercial Law. - M .: UNITY-DANA: Law and Law, 2010. - 352s.
  • 28. Sheremet A.D., Negashev E.V. Methodology financial analysis activities commercial organizations/ A.D. Sheremet, E.V. Negashev. - M .: INFRA-M, 2010. - 463p.
  • 29. Shestovskaya Ye.B. Controlling in the enterprise management system. Abstract / E.B. Shestovskaya. - Murmansk, 2012.
  • 30. Handfield M. et al. Reorganizing Supply Objectives. Creation of integrated value systems / M. Henfield. - M: Williams, 2013. - 569p.
  • 31. Brutyan M. Economic oases of Russia // Customs №7 (366) April 2015. - 40p.

REFERENCES by discipline "BASICS OF COMMERCIAL ACTIVITY"
080109.65 "Accounting, analysis and audit"

arseniev

Main literature:


  1. Dashkov, L.P. Commerce and trade technology: textbook / L.P. Dashkov, V.K. Pambukhchiyants. - 5th ed., Revised. and additional - M .: ITK "Dashkov and K", 2008. - 700 p.

  2. Organization of commercial activity: textbook / ed. V.V. Gamovoy. - 2nd ed., Revised. and additional - Vladivostok: TSUE publishing house, 2009. - 468 p.

  3. Pankratov, F.G. Commercial activity: textbook for universities / F.G. Pankratov, T.K. Seregin. - M .: "Marketing", 2008. - 504 p.

  4. Economics and organization of the trading enterprise. - M .: INFRA - M, 2011 .-- 230 p.

Additional literature:


  1. Andreeva L.V. Sale of goods: Guide to the preparation and conclusion of contracts. -.M: INFRA-M, 2nd ed. revised and add., 2011. - 176 p.

  2. Bayeux M.R. Management economics and business strategy: Textbook for universities. - M .: UNITI-DANA, 2011. -749 p.

  3. Vorotin V.P. Methodology for developing commercial solutions: a textbook. - M .: MKU, 2008. -89 p.

  4. Dashkov, L.P. Commerce and trade technology: textbook / L.P. Dashkov, V.K. Pambukhchiyants. - 5th ed., Revised. and additional - M .: ITK "Dashkov and K", 2004.- 700s.

  5. Kritsotkasis Ya.G. Trade fairs and exhibitions. 2nd ed. revised and additional - M .: "Os-89", 2008. - 256 p.

  6. Levin M., Bates B. Fundamentals of retail trade. - SPb .: "Peter", 2010. - 80 p.

  7. Mate E. Tiksye D. Material and technical support of the enterprise: trans. with French - M .: Progress, 2008 .-- 160 p.

  8. Organization of commercial activity: textbook / ed. V.V. Gamovoy. - 2nd ed., Revised. and additional - Vladivostok: TSUE publishing house, 2005.- 468 p.

  9. Pankratov, F.G. Commercial activity: textbook for universities / F.G. Pankratov, T.K. Seregin. - M .: "Marketing", 2004.- 504s.

  10. Popov R.M. etc. Business - firms and flow budgeting money... - M .: Finance and statistics, 2008 .-- 400 p.

  11. Ryzhikov B.I. Queuing theory and inventory management. - SPb .: "Peter", 2010. - 384 p.

  12. Shaughnessy. J. About Competitive marketing: a strategic approach / Per. from eng. ed. BEFORE. Yampolskaya. - SPb .: Peter, 2010 .-- 864 p.

  13. Stern, Lewis W., El-Aisari, Adele I. Coughlan, Anne T. Marketing channels. - 5th ed .: Per. from eng. - M .: Ed. house "Williams", 2011. - 624 p.
Electronic resources:

  1. Belyaevsky, I.K. Commercial activity. study. allowance / I.K. Belyaevsky. - M.: EAOI, 2008 .-- 344 p. http://www.iprbookshop.ru/10700.html

  2. Kiseleva, E.N. Organization of commercial activities by industry and application: textbook. allowance / E.N. Kiseleva, O. G. Budanov. - M .: University textbook, 2010 .-- 192 p. http://www.iprbookshop.ru/931.html

  3. Polovtseva, F.P. Commercial activity: textbook / F.P. Polovtseva. - M .: INFRA-M, 2009 .-- 248 p. http://znanium.com/bookread.php?book\u003d139108

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

Federal State Autonomous Educational Institution

higher professional education

Far Eastern Federal University

(FEFU)
Branch in r... Arseniev

Delivery basis(delivery basis) - a condition of a foreign trade transaction, providing for the distribution between the seller and the buyer of responsibilities for promoting the goods, drawing up the relevant documents and paying for transport costs, determining the moment of transfer from the seller to the buyer of ownership of the goods, the risk of accidental damage and loss of the goods, as well as the date of delivery.

Barter deal- a non-currency, but valued and balanced exchange of goods, formalized by an exchange agreement (Civil Code of the Russian Federation, Articles 567-571). Under an exchange agreement, each of the parties undertakes to transfer one product to the other party in exchange for another, while the goods to be exchanged are assumed to be of equal value, and the costs of their transfer and acceptance are carried out in each case by the party that bears the corresponding obligations. The rules on the purchase and sale (Civil Code, Chapter 30) and countertrade (Civil Code of the Russian Federation, Article 328) are applied to the exchange agreement, respectively. The reasons for the proliferation of barter transactions in the modern economy - a lack of working capital from enterprises, tax evasion, guaranteed sales of products.

Out-of-store sale form- sale of goods outside the store. Out-of-store forms of sale include: the sale of goods in a small retail stationary network: kiosks, pavilions; sale of goods in a small-scale mobile network: car dealerships, car shops, caravans, isothermal containers and tanks, tents, on carts, trays, baskets, etc .; sale of goods by trade agents, through postal (parcel) trade, through vending machines, through teleshopping and computer networks (internet, electronic store), etc.

Dealer- a reseller who purchases goods from a manufacturer on the basis of a sales contract. Becoming the owner of the product, the dealer resells it to the end consumer at a price regulated by the market. The dealer is mainly engaged in the sale of transport and other equipment that are in mass demand. Having acquired complete independence, the dealer continues to act on behalf of the manufacturer, creating a priority for well-known products. The dealer provides the sold equipment with the necessary warranty and post-warranty service, supplies spare parts, etc. This procedure can be modified depending on the characteristics of the equipment sold and with the established traditions. The dealer's income is generated by the difference received between the purchased and sold goods.

Distributor -a merchant acting on behalf of a company with distribution functions in relation to a manufacturer. By concluding an agreement with the manufacturer for the sale of goods, the distributor becomes its authorized representative. The manufacturer, resorting to the services of a distributor, with a joint agreement, determine: price, market, terms of sale, terms of payment for goods.

Purchase- purchase by the buyer of goods, services from a producer (supplier) for the purpose of selling them on the domestic market. The purchasing department determines the volumes of purchases of goods together with the warehouse and commodity departments, searches for sources of supply, sends inquiries to suppliers, compares offers from suppliers, transfers an order for the supply of goods, controls the timing and volumes of supplies of goods.

Product distribution channels- ways of delivering goods from the manufacturer to the places of their consumption or sale at the optimal (minimum) sales costs for the seller. Choice effective system the distribution channel is one of the most important functions of marketing. Operations that ensure the movement of goods include the carriage of goods, freight forwarding, cargo insurance, storage of goods during transportation, transactions with consumers and settlements.

Commission trading- retail, involving the sale by commission agents of goods transferred to them for sale by the committees, under commission agreements (GOST R 51303-99). Under agentmeans an organization regardless of its organizational and legal form, and individual entrepreneuraccepting goods for a commission and selling these goods under a retail sale agreement to a buyer; under the consignor -a citizen who hand over goods on a commission for the purpose of selling goods by a commission agent for a fee, under buyer -a citizen who purchases goods exclusively for personal, family, household and other needs not related to entrepreneurial activity Commission trade in non-food products is regulated by the Rules of commission trade in non-food products (as amended by RF Government Decree No. 144 dated February 22, 2001) and by the Rules for the sale of certain types of goods (as amended by RF Government Resolution No. 81 dated February 6, 2002). The rules for commission trading in non-food products include the procedure for accepting goods for commission, determining the price and amount of commission, selling and discounting goods accepted for commission, settlements between the commission agent and the principal for the goods sold.

Agent- a reseller, fulfills the instructions of the owner of the goods - the consignor, which consist in the purchase, sale and exchange of goods. On the basis of the commission agreement, the obligations and responsibilities of the parties are stipulated, as well as the amount of remuneration for the commission agent's services. Commission agents usually have at their disposal warehouses for placing and storing goods.

A common type of commission agent is consignmenttorus.He sells goods to an exporter - legal or natural person under the consignment agreement. The consignor, acting on behalf of the consignor, receives the right to advertise and sell the goods on his own behalf, but at the expense of the consignor. The consignment form of sale is used mainly for the supply of new goods, little known to buyers, or for the purpose of developing new markets.

Trade organization competitivenessis defined as the ability to provide best deal in the product market compared to a competing company. The competitiveness of a trading organization depends on the competitiveness of goods and methods of activity that affect the results of doing competitive struggle... The factors that determine the competitiveness of a trade organization include: assortment of goods, commercial conditions for the sale of goods (price discounts, provision of loans, return of goods of inadequate quality), location of stores, organization trade service, product presentation, corporate image, impact brand to attract the attention of consumers.

Competitive position of the trade organizationis the position an organization occupies in the industry in relation to its performance and its advantages and disadvantages compared to competing trading organizations. Trade organizations with a strong competitive position have, as a rule, a rate of return above the industry average and a high market share.

Competitive advantages of a trade organization- these are all competitive strategies in the field of its commercial activity (business). The factors in the formation of competitive advantages include: structuring stores by format; availability of goods by their own brands; constant expansion of the scope of trading activities, readiness for partnerships when concluding contracts; innovations in trade and technological processes; discount prices; flexible discount system of discounts; high level service; modern logistics.

Consignment- a kind of commission sale of goods abroad, in which the exporter-consignor sends the goods to the warehouse of a foreign consignee firm with an order to sell it under certain conditions. Until the goods are sold, they are the property of the consignor, and the consignee is responsible for their safety. Payment for the goods received is made as they are sold in accordance with the sale price set by the consignor. The relationship of the parties to the consignment is determined by the consignment agreement.

Exporter- the owner of the goods supplying them abroad for sale on consignment terms. The consignor can be a person or

a firm that instructs the consignee to carry out transactions for the sale of goods from a warehouse abroad.

Consignee- a reseller who sells goods delivered from abroad on the basis of instructions from the owner of the goods - the consignor. The consignee receives goods from the surety, sells them from his warehouse on his own behalf for a fee, which the consignee pays to the consignee under the consignment agreement.

Consignment agreement (consignment agreement)- an agreement regulating the property legal relationship of the parties arising on behalf of the owner of the goods (consignee) to the intermediary (consignee) to sell the goods under certain conditions. The consignment agreement specifies: nomenclature and quantity of goods; contractual territory; the period during which the goods must be sold; the price at which the consignee must sell the goods to third parties; delivery conditions; procedure for settlements and return of goods. The duties of the consignee are to organize and maintain a consignment warehouse; ensuring the safety and insurance of goods in the consignment warehouse; advertising, product display in showrooms and after-sales maintenance etc.). The consignee's responsibilities include: delivery by the agreed date to the consignment warehouse of goods in the specified range and quantity; maintaining stocks of goods at a certain agreed level; payment of all expenses for maintaining the premises of the consignment warehouse (this condition is the main feature of consignment transactions)

Enterprise corporate identity (CorporateIdentity) - exclusive features that distinguish the enterprise and which may include: color schemes, lettering, lettering on cars, external and internal design, furniture, stationery and office goods, packaging.

Logo (Loqo) - An exclusive symbol, number or symbols used by the enterprise for self-identification.

Mission(or business concept)characterizes the opportunity to do business for which trade Organization focuses on market needs, the nature of consumers, product features and the availability of competitive advantages. The mission should be expressed in relatively simple definitions and in an easy-to-understand form. The mission should be based on the objectives of satisfying the interests and needs of consumers, while the wording should contain a clear answer why consumers will buy goods and services from this, and not another trade organization.

The inscription on the label (TaqLines) - exclusive words used by the company in addition to its corporate name and logo

for self-identification and strengthening the competitiveness of their product and services

Inventory turnover- the number of times of sales per year of the average size of the company's inventory is determined by dividing the volume of sales of goods for the year by the average inventory.

Handling goods- a distribution chain connecting producers and consumers, along which manufactured goods move to reach their ultimate goal, serving its enterprises and employees, economic relations between participants in the process of trade. Commodity circulation in accordance with GOST R 51303-99: The process of circulation of property objects through compensated contracts. The objects of ownership are the products of labor, securities, currency values, money, other movable and immovable property.

General order- an order for which the supplier has the right to ship its products to the customer at any time within a specified period of time and money limit.

Wholesale- trade in goods with their subsequent resale or professional use (GOST R 51303-99). Wholesale is a branch of wholesale distribution of a public product and functions as an intermediary in the sale of goods produced by industry, agriculture and processing industries. In relation to customers-buyers, wholesale trade performs the following functions: evaluates market conditions, converts industrial assortment into trade, creates commodity stocks, carries out lending and transport and forwarding services to buyers, provides information and consulting services. The functions of the wholesale trade in relation to the supplying customers are as follows: the formation of commercial ties with producers and providing them with new sales markets, providing information on consumer demand, production volumes and assortment of goods, investments in organizing the processes of commodity circulation, minimizing commercial risk in purchasing and selling goods.