Life cycle- this is a complete sequence of processes of the existence of real estate from commissioning (from creation) to termination. In theory and practice, there are 4 types of cycles: business, life cycle of a product, type of business and enterprise as a property complex.
The duration of the cycle is affected by periods of production, physical and obsolescence, the capital value of the facility, operating conditions, market conditions and other factors. For real estate valuation, it is of interest to consider 2 life cycles of real estate:

1. The life cycle of real estate (goods) as a physical object.

2. The life cycle of real estate as an object of ownership.

Real estate life cycle (goods) as a physical object consists of 11 stages:

1. Pre-investment stage (opportunity analysis, justification).

2. Creation, formation (design, construction).

3. Commissioning.

4. Possession and use.

5. Functional, economic obsolescence.

6. Physical wear.

7. Capital repairs or reconstruction.

8. Deterioration of consumer properties.

9. Change of functionality.

10. End of economic life.

11. Termination of existence (natural destruction, demolition).

At stages 3 and 11 of the life cycle of real estate, a procedure for state registration of rights is required.

Life cycle of real estate as an object of ownership can be broken down into 10 stages:

1. Acquisition (purchase, construction, inheritance).

2. Possession and use in a certain period.

3. Object management.

4. Extraction of profit, satisfaction of needs.

5. Disposal of property and real rights to the object.

6. Multiple change of owners, owners, users.

7. Changing the functional purpose of the object.

8. Termination of property rights (sale, nationalization, requisition).

9. The end of the economic life of the object.

10. Repetition of the previous cycle or construction of a new, modified one.

At stages 1, 6 and 8 of the life cycle of real estate, a procedure for state registration of rights is required.

IT in the course of its existence is subject to physical, legal and economic changes. As a result, each immovable thing (except land) goes through the following enlarged life cycle stages:

• Formation- construction, creation of a new enterprise, acquisition (purchase, allocation, etc.) of a land plot;
• Exploitation- functioning and development (expansion, reconstruction, change of activity, reorganization, etc.)
• Change(possibly repeated) owner, owner or user;
• Termination of existence demolition, liquidation, natural destruction.

Stages 1, 3 and 4 include state registration the fact of creation or liquidation of the object, as well as the change of ownership.

The life cycle of real estate is subject to certain patterns and includes economic, physical, chronological and the remaining period of economic life.

Economic Lifespan- this is the period of profitable use of the object, when the improvements made contribute to the value of the property. Good repair, refurbishment and optimization of conditions increase, while poor maintenance shortens the economic life of the object. It ends when the improvements no longer contribute to the value of the item due to its general obsolescence.

physical life span- this is the period of the real existence of an object in a functionally usable state before its demolition (destruction). It can be normative, actual, calculated (forecasted) and increases due to modernization and improvement of conditions.

Effective Age based on the assessment appearance and technical condition buildings. This is the age corresponding to the actual preservation of the object, its condition at the time of the transaction, evaluation. The effective age may be greater or less than the chronological age.

Chronological age- this is the period from the day the facility is put into operation until the date of the transaction or valuation.

Remaining term the economic life of the building is calculated from the date of assessment (analysis) until the end of the economic life. Repairs and refurbishments extend this period.

The physical and economic lifetimes of buildings are objective, which can be regulated but cannot be cancelled. All stages of the life cycle and life span are interconnected, and when one of them changes, the others change accordingly.

4. Positioning of goods.

The position of the product in the market the place occupied by a given product in the minds of consumers in comparison with similar competing products.

Positioning is a set of measures due to which in the minds of target consumers this product takes its own place in relation to other similar goods.

Position attribute- this is the key advantage of the product, which allows the consumer to satisfy their needs the best way, distinguishes this product from competitors' products and is a source of motivation for its purchases.

To convince the buyer that the purchase of this particular product will be useful, it is necessary to show that only a product with such characteristics is able to satisfy one or another of his needs.

Positioning attribute classification:

1. Simple attributes based on physical properties. They are directly related to one physical indicators goods such as price, quality, capacity or size.

2. Complex attributes based on physical properties. Due to the presence of a large number of physical characteristics, consumers can use composite attributes to evaluate competitive offers. For example, value for money. Examples of composite attributes are computer speed, vehicle capacity, and user friendliness of the product or service.

3. abstract attributes. While these perceptual attributes are influenced by physical characteristics, they are not directly related to them. Examples include the density of beer, the quality of French wine, and the prestige of a car. All of these attributes are highly subjective and difficult to relate to physical characteristics other than those known from experience. The importance of perceptual attributes with their subjective component varies depending on consumers and product classes.

Volvo positions its cars as the safest and most durable, especially since these two indicators are compatible, because the consumer can reasonably assume that a safe car will also be very durable.

5.3. Cost planning at the stages of the life cycle of construction products

Planning activities cover all stages of the life cycle of a building product (Figure 5.4).

Rice. 5.4. The life cycle of construction products in the planning system of a construction organization

During long term planning determined common goals and the strategy of the construction organization, as well as the approximate, subject to specification, the amount of costs. The main task short term planning- choice of means to achieve the intended goals. These plans define the general personnel policy, production strategy, financial policy, marketing strategy and the amount of resource expenditure by type.

Current planning (usually for a year) detailed by quarters and months takes several forms. It consists in determining the intermediate goals of the construction organization. At the same time, ways to solve problems, use resources, and introduce innovations are developed in detail. The main links of the current plan are calendar plans (monthly, quarterly, semi-annual). They are compiled on the basis of information about the availability of orders, their availability of material resources, the degree of utilization of production capacities and their use, taking into account the timing of the execution of each order. The schedule of production provides for the costs of reconstruction of existing facilities, replacement of equipment, training work force. The sales plan for construction products includes indicators for the provision of technical services and maintenance.

One form of ongoing planning is a breakdown medium term plans on short-term with more detailed segments. Another form is the development of policies and regulatory mechanisms in case of unforeseen situations in the future. And finally, the third form of ongoing planning is budgeting.

The duration of current and long-term plans depends on the duration of the life cycle of construction products. Its reduction or lengthening actively influence the total costs. The relationship between time and cost parameters is ambiguous. In some cases, the lengthening of the cycle leads to an increase in total costs. When the increase in the cycle is due to more thorough research and development of the product, it can lead to significant savings in the production and operation stages.

The life cycle is characterized by clear boundaries and relationships. Their establishment is very important for determining the scope and competence of the management of a construction organization (Fig. 5.5).

For us, the life cycle of construction products and the tasks of cost planning at its various stages are of greater interest.

1. Concept stage. Cost planning begins with the development of goals formulated at the level of the top management of the organization. The main purpose of the plan at this level is to logically build a chain of work to achieve the final goals of the project. The plan is based on monitoring external environment and knowledge of the internal state of the project, on which the setting and adjustment of its goals depend.

Marketing research mainly provides information about the external environment, primarily about the construction markets. To determine the place that you can occupy in the market, you need to soberly assess your strategic position in relation to competitors, find out who you have to fight and who is the number one competitor.

Rice. 5.5. The life cycle of construction products as part of the life cycle of a construction organization

This most important stage of work on the production plan insures the construction organization against losses if the products do not find effective demand.

At the stage of development of building products and marketing research perform the calculation of preliminary costs, since it is in the course of designing, developing technology, determining the market capacity that the level of costs is laid, income planning and cost control for production begin. A qualified preliminary assessment allows you to exclude from production process expensive, unprofitable items.

At the conceptual stage, cost planning can be carried out within the framework of the strategy chosen by the construction organization. According to Michael Porter's diagram, an organization can compete by using leadership strategies based on cost, differentiation, and focus.

Cost-Based Leadership Strategy based on reducing its costs compared to the costs of competitors. Mandatory cost control is carried out, thanks to which high production efficiency is achieved. At lower costs, the construction organization seeks to maintain a high level of profit. In addition, low prices may prevent the emergence of new competitors.

Differentiation strategy is aimed at supplying the market with goods or services that are more attractive than those of competitors, due to the image, high level after-sales service, quality, etc. This is a long-term strategy to achieve a level of profit above the industry average.

Focusing is to focus on what works best.

When developing a plan at this stage, the main objectives of the project, the basic terms and maximum investment sizes, potential participants, the principles of neutralizing risk factors and the location of the construction are taken into account.

The first step is to develop a concept strategic plan construction organization, methods of its exit from the crisis (their pros and cons) are investigated, opportunities and competitive advantages. After establishing the general task of cost planning, the structural concretization of the plan begins in all departments (by type of work, deadlines, required mechanisms, materials, etc.).

2. Design. At this stage, the scope of work on detailed design is approved and design and development activities begin. Materials are selected to start the development of the project; the feasibility study, which is the basis for the design, is corrected and approved.

Based on the corrected and approved basis, a new, approximate cost estimate is formed, including Additional information on the project coming up to this point. The estimate is made on the basis of information about the scope of work at a known cost of equipment and materials. The estimation inaccuracy is 10…15%.

The purpose of this stage is the development of competitive construction products. As part of the construction organization project, an updated project plan as a whole, calendar plans for the construction part of the project and the preparatory period, an enlarged network diagram(for complex projects), construction plan, organizational and technological schemes for the construction of buildings, a list of basic works, the need for material and technical resources and construction machines.

3. Planning and preparatory work. The purpose of this stage is to organize the production of construction products. After the parts of the plan are developed, they are mutually adjusted until they are fully aligned and balanced in terms of material resources and execution time; the order and sequence of work performance, deadlines and responsible executors are established; the sources and amounts of funding are determined, as well as the maximum allowable costs for each event, stages and types of work.

Plans for concluding contracts, attracting personnel, consultants, contractors, and performing auxiliary work on the project are drawn up and adjusted as the work progresses.

4. Construction, production of final building products. At the construction stage, as part of the project for the production of works (PPR) and organizational and technological measures, a calendar plan for the production of work on an object or a set of works, a comprehensive network schedule, a construction site plan of an object, schedules for the receipt of building materials and the movement of workers are developed, technological maps(including hourly schedules), implementation activities various kinds works, proposals for operational dispatch control.

When developing a work program in construction organizations, adjustments are made calendar plans construction of facilities, schedules for the receipt of resources and other PPR documents, taking into account the actual emerging production situations, the availability of labor and material and technical resources, the readiness of the work front.

5. Implementation of construction products. For projects for the construction of buildings and structures, implementation means the completion of construction, installation and commissioning. The implementation stage includes the control, adjustment and execution of all project plans. At this stage, the costs for the implementation of marketing activities and the concept of benchmarking are planned.

It is at this stage that profit is generated, which is directly related to the forecasts made at the conceptual stage of the project. Distinctive features This stage is the stabilization of profit growth, the recognition of the product by the consumer, and the reduction of its cost. However, at the end of the stage, when the first signs of an absolute decline in profits are observed, the tasks of updating a number of products and developing new types of them become relevant. At this stage, the importance of planning increases strategic objectives(search for new ideas, their development, testing, promotion to the construction market, etc.) and, accordingly, advanced planning costs.

6. Operation of construction products. The purpose of planning is to provide a warranty period for construction products and, as a result, to increase the competitive status of a construction company.

7.Utilization of construction products. The task of planning at the final stage of the life cycle of construction products is to quickly exit the market and replace obsolete products with new ones. The liquidation of the project can be carried out both simultaneously and in parts. But that will be another project.

To understand the importance of cost planning for various stages life cycle of construction products, it is useful to graphically present the time (duration) of each stage and costs (Fig. 5.6).

Rice. 5.6. Life cycle costs

Costs at the conceptual stage are minimal, and they grow faster in subsequent stages. For example, design costs are tens of times higher than marketing and monitoring costs for construction markets, planning and preparation costs are 2 to 5 times higher than design costs, and construction requires even more costs. The more specific the program of activities of objects, the smaller the share of pre-production costs in the total costs for the life cycle of the object.

Construction products in marketing as product is everything that can satisfy a person's need for real estate and is offered to the real estate market for sale with the aim of acquiring it for personal or public use. These can be finished buildings and structures for civil or industrial purposes, building structures and building materials. The construction product may also be a contractor's construction services providing the creation real estate objects. And, finally, it can be expressed in the form of services of a design and survey and research organization for the development of a real estate project. In addition, the concept of "construction products as a commodity" includes a range of services to support the property both during the construction period and in the post-construction period.

Thus, building products in the marketing system can be considered as a product according to the intention of its content (project), a product in real performance (a finished object), a product in the form construction services contractor and, finally, goods in the form of support for construction products.

This is one of the fundamental differences between construction products as a commodity in comparison with all types of mass or batch-produced goods that appear on the market in the form of products or their accompaniment during the period of operation.

Production of construction products as a commodity by design First of all, it should answer the question of what is supposed to be offered to the buyer. From the point of view of marketing, for the sale of goods, first of all, it is necessary to identify the needs of the consumer hidden behind any product. It is necessary to promote and sell not the properties of the product, but the benefits from it. For the buyer of a cottage, hotel, shop and, finally, a factory, a power plant, the benefits of acquiring these objects must be disclosed and justified. When buying a construction truss, reinforced concrete floor slab or other product, the buyer must see an obvious benefit from the purchase of this particular product. Construction products as a commodity in real performance can be characterized by the level of performance quality, architectural, space-planning and technological solutions, design features, brand name, etc. And finally, the product can be accompanied additional services, reinforcing the interest of the buyer: providing a loan, installment payment, warranty service technological equipment, operational support, delivery by the manufacturer of building structures and materials. The buyer may be offered other additional services that reinforce the benefits of purchasing this type of construction product. The idea of ​​reinforcing goods with additional services requires a different approach to the study of market problems. With this approach, the concept of competition can be presented in a different light: it is competition among themselves not of what is produced by construction, design or manufacturing firms, but what they additionally determined their products in the form of services, consultations, guarantees, financing, delivery features and other services of particular interest to the consumer (for example, selection of a site for construction in a prestigious area, environmentally clean zones, which allows, with almost the same costs for the creation of an object during its operation, to extract higher incomes). Experience in providing design and construction services, organizing the supply and installation of technological and construction equipment confirm the importance of the search effective ways reinforcing your product with additional services. By revising marketing activities in the field of construction, one should dwell on the features of construction products as a product that is fundamentally different from goods industrial production, technological process which provides mass or serial production finished products to the sales market. These features include:

Stationarity, immobility of construction products both during the period of its creation and during the entire period of operation. The placement of construction products on a certain land plot makes it dependent on the cost of the land plot, the price situation on the land market, on natural and climatic conditions, which have a significant impact on design and architectural and planning decisions;

The life cycle of construction products is usually longer compared to industrial goods, even durables, and even more consumer goods, and is usually measured in tens of years;

The high capital intensity of construction products sharply limits the range of potential buyers of real estate. Consumer preferences in the field of capital construction are characterized by conservatism and are less influenced by fashion;

Individuality of demand for real estate objects. In the vast majority of cases, it is not a mass, but a differentiated approach to the creation and implementation of construction projects that takes into account the tastes and needs of individual consumers;

A high degree of individualization of building products has a significant impact on the elasticity of demand. This explains the relatively limited competition in the real estate market, both between producers and consumers;

Capital construction projects are less amenable to standardization and unification. Commodity demand is largely determined by the level of professionalism of the designer and construction contractor, which gives a special value due to the authorship of the manufacturer;

The distribution and distribution channels for capital construction products are characterized by a high level of specialization and, compared with the consumer goods market, commercial mediation in the field of capital construction is much less developed. Here, direct contacts between the commodity producer and the consumer are more often observed.

The features of the promotion of construction products as a product in the real estate market include the following:

The newly created building products on the sales market immediately fall into a serious competitive environment of the secondary real estate market, i.e. real estate market,

which are already in operation and, therefore, in most cases have a lower price, but at the same time are able to satisfy the population and thus create difficulties in the implementation of new construction projects. The sale of newly created construction products in these conditions largely depends on its consumer quality, the investment activity of enterprises and the solvency of the population;

Construction products can be a product of deferred consumption, when the consumer is satisfied with the product he has or turns to the secondary market for a product of inferior quality, planning to purchase other real estate in the future;

Construction products are focused on long-term use, as a result of which the buyer rarely goes to the market for a new product, more often he will be interested in improving the product - repair, modernization, reconstruction;

The local fixedness of products makes the market for contract work local and its development can only be carried out in conjunction with the socio-economic development of the region, in which the prospects for creating jobs, favorable recreational conditions, etc. are determined;

The production and commercial cycle of creating construction products is long, so a clear financing procedure is needed, taking into account the time factor, the availability of information that makes it possible to bring the object to completion; the duration of the production and commercial cycle also requires careful justification of design decisions that would reduce the risk of obsolescence of products;

Requirements for the novelty of construction products in the market are high, especially if a new production is created, which must be competitive; as a result, the life cycle of a product produced by a construction organization is limited to a separate order and high technical and technological readiness for creation is required. new unit products;

The creation of each unit of production requires the involvement of a large number of participants, the organization enters into business relationship with a whole Group of new partners, which is an additional source of risk.

Thus, it can be noted that the specific features of construction products are able to influence, on the one hand, its implementation, and on the other hand, on the activities of design and construction firms as business entities, both in the formation of assets and in the production of construction products. Virtually none of the features of the construction product creates advantages for successful functioning in the market compared to other industries, but only makes the problems of contracting firms multifaceted and more complex.

These features have a significant impact on the methods and forms of marketing in construction. When defining marketing strategies for certain types goods construction industry the manufacturer needs to classify his products on the basis of the inherent characteristics of these products.

Planning activities cover all stages of the life cycle of a building product (Figure 5.4).

Rice. 5.4

In the course of long-term planning, the general goals and strategy of the construction organization are determined, as well as an approximate, subject to specification, amount of costs. The main task of short-term planning is the choice of means to achieve the intended goals. These plans define the general personnel policy, production strategy, financial policy, marketing strategy and the amount of resource expenditure by type.

Current planning (usually for a year) detailed by quarters and months takes several forms. It consists in determining the intermediate goals of the construction organization. At the same time, ways to solve problems, use resources, and introduce innovations are developed in detail. The main links of the current plan are calendar plans (monthly, quarterly, semi-annual). They are compiled on the basis of information about the availability of orders, their availability of material resources, the degree of loading production capacity and their use, taking into account the timing of the execution of each order. The schedule of production provides for the costs of reconstruction of existing facilities, replacement of equipment, training of the workforce. The sales plan for construction products includes indicators for the provision of technical services and maintenance.

One form of current planning is the breakdown of medium-term plans into short-term plans with more detailed segments. Another form is the development of policies and regulatory mechanisms in case of unforeseen situations in the future. And finally, the third form of ongoing planning is budgeting.

The duration of current and long-term plans depends on the duration of the life cycle of construction products. Its reduction or lengthening actively influence the total costs. The relationship between time and cost parameters is ambiguous. In some cases, the lengthening of the cycle leads to an increase in total costs. When the increase in the cycle is due to more thorough research and development of the product, it can lead to significant savings in the production and operation stages.

The life cycle is characterized by clear boundaries and relationships. Their establishment is very important for determining the scope and competence of the management of a construction organization (Fig. 5.5).

For us, the life cycle of construction products and the tasks of cost planning at its various stages are of greater interest.

1. Conceptual stage. Cost planning begins with the development of goals formulated at the level of the top management of the organization. The main purpose of the plan at this level is to logically build a chain of work to achieve the final goals of the project. The plan is based on monitoring the external environment and knowledge of the internal state of the project, on which the setting and adjustment of its goals depend.

Marketing research mainly provides information about the external environment, primarily about the construction markets. To determine the place that you can occupy in the market, you need to soberly assess your strategic position in relation to competitors, find out who you have to fight and who is the number one competitor.

Rice. 5.5

This most important stage of work on the production plan insures the construction organization against losses if the products do not find effective demand.

At the stage of development of construction products and marketing research, the calculation of preliminary costs is carried out, since it is during the design, development of technology, and determination of the market capacity that the level of costs is laid, income planning and cost control for production of products begin. A qualified preliminary assessment allows you to exclude expensive, unprofitable elements from the production process.

At the conceptual stage, cost planning can be carried out within the framework of the strategy chosen by the construction organization. According to Michael Porter's diagram, an organization can compete by using leadership strategies based on cost, differentiation, and focus.

A cost-based leadership strategy is based on reducing your costs compared to those of your competitors. Mandatory cost control is carried out, thanks to which high production efficiency is achieved. At lower costs, the construction organization seeks to maintain a high level of profit. Besides, low prices may prevent the emergence of new competitors.

The differentiation strategy is aimed at supplying the market with goods or services that are more attractive than those of competitors, due to the image, high level of service, quality, etc. This is a long-term strategy to achieve a level of profit above the industry average.

Focusing is about focusing on what works best.

When developing a plan at this stage, the main objectives of the project, the basic terms and maximum investment sizes, potential participants, the principles of neutralizing risk factors and the location of the construction are taken into account.

At the first stage, the concept of a strategic plan for a construction organization is developed, methods for its exit from the crisis (their pros and cons) are studied, opportunities and competitive advantages are identified. After establishing the general task of cost planning, the structural concretization of the plan begins in all departments (by type of work, deadlines, required mechanisms, materials, etc.).

2. Design. At this stage, the scope of work on detailed design is approved and design and development activities begin. Materials are selected to start the development of the project; the feasibility study, which is the basis for the design, is corrected and approved.

On the basis of the corrected and approved basis, a new, approximate cost estimate is formed, including additional information on the project received up to this point. The estimate is made on the basis of information about the scope of work at a known cost of equipment and materials. The estimation inaccuracy is 10…15%.

aim this stage is the development of competitive construction products. As part of the construction organization project, an updated plan of the project as a whole, calendar plans for the construction part of the project and the preparatory period, an enlarged network schedule (for complex projects), a construction plan, organizational and technological schemes for the construction of buildings, a list of basic works, the need for material and technical resources and construction machines.

3. Planning and preparatory work. The purpose of this stage is to organize the release of construction products. After the parts of the plan are developed, they are mutually adjusted until they are fully aligned and balanced in terms of material resources and execution time; the order and sequence of work performance, deadlines and responsible executors are established; the sources and amounts of funding are determined, as well as the maximum allowable costs for each event, stages and types of work.

Plans for concluding contracts, attracting personnel, consultants, contractors, and performing auxiliary work on the project are drawn up and adjusted as the work progresses.

4. Construction, release of final construction products. At the construction stage, as part of the project for the production of works (PPR) and organizational and technological measures, a calendar plan for the production of work on an object or a set of works, a comprehensive network schedule, a construction plan of an object, schedules for entering the object are developed building materials and movement of workers, technological maps (including hourly schedules), measures for the implementation of various types of work, proposals for operational dispatch control.

When developing a program of work in construction organizations, the calendar plans for the construction of facilities, schedules for the receipt of resources and other PPR documents are adjusted taking into account the actual developing production situations, the availability of labor and material and technical resources, and the readiness of the front of work.

5. Sales of construction products. For projects for the construction of buildings and structures, implementation means the completion of construction, installation and commissioning. The implementation stage includes the control, adjustment and execution of all project plans. At this stage, the costs for the implementation of marketing activities and the concept of benchmarking are planned.

It is at this stage that profit is generated, which is directly related to the forecasts made at the conceptual stage of the project. The distinctive features of this stage are the stabilization of profit growth, the recognition of the product by the consumer, and the reduction of its cost. However, at the end of the stage, when the first signs of an absolute decline in profits are observed, the tasks of updating a number of products and developing new types of them become relevant. At this stage, the importance of planning strategic tasks (search for new ideas, their development, testing, promotion to the construction market, etc.) and, accordingly, long-term cost planning increases.

• 6. Operation of construction products. The purpose of planning is to provide a guarantee period for construction products and, as a result, increase the competitive status of a construction company.
• 7. Utilization of construction products. The task of planning at the final stage of the life cycle of construction products is to quickly exit the market and replace obsolete products with new ones. The liquidation of the project can be carried out both simultaneously and in parts. But that will be another project.

To understand the importance of cost planning at various stages of the life cycle of a construction product, it is useful to graphically present the time (duration) of each stage and costs (Fig. 5.6).

Rice. 5.6

Costs at the conceptual stage are minimal, and they grow faster in subsequent stages. For example, design costs are tens of times higher than marketing and monitoring costs for construction markets, planning and preparation costs are 2 to 5 times higher than design costs, and construction requires even more costs. The more specific the program of activities of objects, the smaller the share of pre-production costs in the total costs for the life cycle of the object.

Introduction. 2

1 Selection of the target segment in the construction services market. 3

2 Studying the stages of the product life cycle. 5

3 Analysis of production costs. nine

4 Determination of the competitiveness of the enterprise. ten

5 Pricing. eleven

6 Pricing using a multi-attribute product model 15

7 SWOT analysis. fifteen

Organization of marketing service and marketing activities construction company characterized by some features due to the specifics of the activities of enterprises. Since the main product produced by a construction company is an object of completed construction, it can be considered as a commodity only with very significant restrictions. Rather, as a commodity, a construction organization can present the range of services that it provides during the implementation of the production process. Thus, from a marketing point of view, a construction organization can be considered as a service enterprise.

As a result, we get a situation in which an organization operating in the construction industry combines the features of both a production and a service enterprise. This necessitates the development and application of an integrated approach to the marketing activities of an enterprise, which should have some specific features that are not typical for manufacturing enterprises.

The main goal of the marketing service in a construction organization is to create a permanent system for collecting, processing and exchanging objective information between all structural divisions firms to ensure a sustainable, predictable and manageable sales process for a complex of construction services.

The effectiveness of marketing management depends entirely on the ability to administrative apparatus combine understanding of trends in economic processes in all departments of the enterprise.

The company implements the following types services:

A: finishing works of European quality - 4.2 thousand m2

B: installation of structures for housing facilities - 4.3 thousand tons.

The selection of target groups in the construction services market is carried out taking into account data estimates various groups consumers in relation to competitive types of services and their quality.

The assessment of the service by the potential consumer is determined in accordance with the formula:

where O is the consumer's assessment of this type of construction services in points;

X - the importance of the characteristics of the service from the point of view of the consumer;

Y - assessment of the characteristics of the service from the point of view of consumers.

The main characteristics of construction services include:

durability;

prestige;

economy in operation;

deadline.

Indicators X and Y are calculated as averages based on the results of the survey potential consumers. In this work, these indicators will be evaluated on a three-point scale:

For characteristic X:

1 - doesn't matter; 2 - desirable; 3 is a must.

For characteristics Y:

1 - bad; 2 - satisfactory; 3 is excellent.

We will evaluate services on the market in Table 1.1.

Table 1.1

Thus, we obtain the following segmentation result, which is reflected in Table 1.2.

Table 1.2

The life cycles of goods are very diverse, but it is almost always possible to distinguish the main phases. In the classical product life cycle, five stages or phases can be distinguished:

Introduction or entry into the market. This is the phase in which a new product enters the market. Sometimes in the form of test sales. It starts from the moment the product is distributed and it goes on sale. At this stage, the product is still new. The technology is not well developed yet. The manufacturer has not decided on the choice of production process. There are no product modifications. Prices for goods are usually slightly increased. The volume of sales is very small and increases slowly. Distribution networks are cautious in relation to the product. The growth rate of sales is also low, trade is often unprofitable, and competition is limited. Only substitute products can compete in this phase. The goal of all marketing activities is to create a market for a new product. Firm bears heavy expenses, since in this phase the production costs are high, and the costs of sales promotion usually reach the highest level. Consumers here are innovators who are willing to take risks in trying out new products. There is a very high degree of uncertainty in this phase. Moreover: the more revolutionary the innovation, the higher the uncertainty.

growth phase. If the product is required in the market, then sales will begin to grow significantly. At this stage, there is usually an acceptance of the goods by buyers and a rapid increase in demand for it. Market coverage is increasing. New product information is passed on to new customers. The number of product modifications is increasing. Competing firms pay attention to this product and offer their own similar ones. Profits are quite high as the market acquires a significant number of products and competition is very limited. Through intensive sales promotion activities, the market capacity is greatly increased. Prices are slightly reduced as the manufacturer produces a large volume of products with proven technology. Marketing expenses are allocated to the increased volume of production. Consumers at this stage are people who recognize novelty. The number of repeated and repeated purchases is growing.

Maturity phase. It is characterized by the fact that the majority of buyers have already purchased the product. Sales growth is falling. The product goes into the category of traditional. Appears a large number of modifications and new brands. The quality of the goods and the smoothness of production are increasing. The service is being improved. Achieve maximum sales volume. The company's profit is decreasing. Profit grows slowly. There are stocks of goods in the warehouse, competition intensifies. Price competition. Sales at reduced prices. Weak competitors are leaving the market. Sales promotion activities achieve maximum efficiency. The consumers here are slowly recognizing people and conservatives. This stage is the longest in time.

saturation phase. Sales growth stops. The price is greatly reduced. But, despite the price reduction and the use of other measures to influence buyers, sales growth stops. The market coverage is very high. Companies seek to increase their sector in the market. Sales network also does not increase. The technology is one. At this stage, there is a high probability of repeated technological improvement of the product and technology. Often this stage is combined with the stage of maturity for the reason that there is no clear distinction between them.

5. Recession. A recession is a period of sharp decline in sales and profits. Sales may drop to zero or remain at a very low level. The main reason: the emergence of a new, better product or a change in consumer preferences. Many firms are leaving the market. Sales promotion allocations are reduced or completely eliminated. Consumers lose interest in the product, and their number is reduced. The bulk of consumers are conservatives with low solvency. At this stage, it is advisable to remove the product from production in order to avoid large financial losses. The first task of the company is to identify products that have entered the decline stage through regular analysis of sales trends, market share, costs and profits. Management then has to decide for each declining product whether to support it, "reap the last harvest," or give it up.

The life cycle of a product and its stages can be represented graphically.

To do this, let's plot the time on the X-axis, and the sales volume of the goods at a given time on the Y-axis (Fig. 2.1)

The main feature of the life cycle of goods in construction can be called the fact that, due to the complexity of the products produced, as well as the fact that the scope of activity can be attributed both to the sphere of production and to the service sector, the life cycle curve of manufactured products largely depends on those environmental factors on which the enterprise cannot have a significant impact - the economy, politics, consumer tastes, etc.

Rice. 2.1 - Product life cycle curve

Let's fill in Table 2.1, in which we characterize the main stages of the product life cycle.

Table 2.1

Let's analyze the cost data in Table 3.1.

Table 3.1

Thus, the types of activities carried out by the enterprise are characterized by a noticeable effect of economies of scale, with an increase in production volumes, the cost per unit of production is significantly reduced, which is especially noticeable in service B - housing construction from precast concrete.

Competitiveness is grouped by individual elements of the marketing mix: product, price, product promotion, general financial indicators.

By product:

KRD \u003d OP / OOPR

Market share ratio: CRDA = 4.2 / 47.1 = 0.09

CRDB = 4.3 / 41.3 = 0.1

Checkpoint = STD / OZ

KPA = 120000 / 578000 = 0.21

KPPB \u003d 574000 / 2417000 \u003d 0.24

KIOP = OPC / OPN

KIOPA = 4200 / 4000 = 1.05

KIOPB = 4300 / 3000 = 1.43

KUTs = (Tsmax + Tsmin) / 2 Zuf

CUCA = 435 / 158.26 = 2.75

CUTSB = 1230 / 629.54 = 1.95

Product promotion:

KREkD \u003d KIOP x ZRDk / ZRDn

KrekDA \u003d 1.05 x 12000 / 10000 \u003d 1.26

KRekDB \u003d 1.43 x 17400 / 18000 \u003d 1.38

KISO \u003d KIOP x ZRK / ZRn

KISOA \u003d 1.05 x 4000 / 2500 \u003d 1.68

KISOB \u003d 1.43 x 5800 / 4000 \u003d 2.07

Final indicator of competitiveness:

KMTK = (KRD + KPP + KIOP + KUTS + KREkD + KISO) / L

KMTKA = (0.09 + 0.21 + 1.05 + 2.75 + 1.26 + 1.68) / 6 = 1.17

KMTKB = (0.1 + 0.24 + 1.43 + 1.95 + 1.38 + 2.07) / 6 = 1.20

Sum of KMTK = (1.17 + 1.20) / 2 = 1.19

General financial indicators:

Current liquidity ratio:

KTL = 4385 / 4953 = 0.89

KOSS = (-203 - 16762) / 4385 = -3.87

The full formula for competitiveness:

CF \u003d Sum of KMTK x KTL x KOSS \u003d 1.19 x 0.89 x (-3.87) \u003d -4.10

Thus, the company occupies the value "Niche occupied" in the lower right corner of the competitor group matrix.

AT this section Consider three pricing methods:

First of all, let's analyze the features of cost-oriented pricing. We will set the rate of return for service A - 15%, for service B - 12%.

CA \u003d 137.62 + 137.62 x 0.15 \u003d 158.26

CB = 562.09 + 562.09 x 0.12 = 629.54

Let's construct the schedule of break-even sales on fig. 5.1 and in fig. 5.2.

Rice. 5.1 - Break-even sales schedule for service A

Rice. 5.2 - Break-even sales schedule for service B

Break-even point A \u003d 200,000 / (158.26 - 90) \u003d 2930 units.

Break-even pointB = 1600000 / (629.54 - 190) = 3640 units.

The second pricing method uses demand curves and the dynamics of production costs.

To do this, first determine the coefficient of elasticity.

EA \u003d ((5000 - 1000) / (120 - 160)) x ((120 + 160) / (5000 + 1000)) \u003d -100 / 0.05 \u003d -2000

EB \u003d ((6000 - 1000) / (600 - 710)) x ((600 + 710) / (6000 + 1000)) \u003d -45.45 / 0.19 \u003d -239.21

Based on the coefficients obtained, it can be seen that the elasticity coefficient for service A is significantly lower than the elasticity coefficient for service B. This suggests that a slight change in the price of service B leads to a significant decrease in demand for this service. Thus, for service B, it is better to resort to price increases as little as possible, prices below the market average will significantly increase the level of sales and thereby obtain additional profit. For service A, the situation is reversed - demand weakly depends on the price level, the scale effect for this type of service is insignificant.

Thus, for service A, you can use prices above the market average.

Based on these considerations, a price of 170.00 will be set for service A, and 600 for service B.

The third pricing method involves the participation of a construction organization in bidding for construction contracts. The severity of competition depends on the number of bidders and their prices.

The criterion for setting the price is the probable profit:

Vp \u003d (C - C) x Vz

where Bt is the probability of receiving an order at a given price, which is calculated:

Wt = number of competitors whose price is higher than the bidding price / total number of competitors.

The tactics of pricing depends on the purpose of the organization:

– receive an order regardless of profit;

- get at least a normal profit.

Calculations of probable profit at the auctions will be expressed in table 5.1.

Table 5.1

Thus, as can be seen from the above calculations, for service A it is better to enter the tender with a price of 158, and for service B - 625, since it is these prices that allow you to get the highest return on costs.

In this section, the consumer value of the product is determined based on the use of a compensatory compositional model for assessing the perceived presence of product attributes, and the recommended price is calculated.

This calculation will be carried out in table 6.1.

Carpets "Barcelona" and "Classica" are being evaluated.

Table 6.1

Table 7.1

For the enterprise market:

What advantages could you single out from the company, why are you ordering a service from us?

Is there a sufficient volume of service provided to the market, is there a need to expand production capacity?

Are you satisfied with the quality of the service offered?

How do you rate the level of service when providing the service?

With discounts, would you order more services?

How do you rate the proposed renovation design?

Do you feel the need to speed up the delivery of services?

For the consumer market:

How would you characterize the work of the enterprise, what emotions does the service evoke in you?

How would you rate the level of service offered?

How do you rate pricing policy enterprises?

In terms of price / quality ratio, how would you rate the activity of the enterprise?

How do you rate the speed of services?

How satisfied are you with the proposed design?

Does the service provided look prestigious?

How comfortable are you with the service?