The greatest interest when analyzing the operating conditions of a company is the study of the marketing environment. The marketing environment is constantly changing - new threats, new opportunities appear, consumer preferences change, etc. Each company needs to diagnose ongoing changes and adapt to them in a timely manner. The marketing environment is a set of active subjects and forces operating outside the company and influencing the possibility of its successful cooperation with target customer groups. In other words, the marketing environment characterizes the factors and forces that influence an enterprise's ability to establish and maintain successful cooperation with consumers and compete in the external market environment. These factors and forces are not all and are not always subject to direct control by the enterprise. There are external and internal marketing environments.

External environment

Includes all objects, factors and phenomena that are outside the enterprise and have a direct impact on its activities. The external marketing environment consists of a microenvironment and a macroenvironment (Fig. 1.2).

The external microenvironment (direct impact environment) of marketing includes a set of subjects and factors that directly affect the organization’s ability to serve its consumers (the organization itself, suppliers, marketing intermediaries, clients, competitors (both direct and potential), banks, the media, government organizations, etc.). The microenvironment is also directly influenced by the organization itself. External microenvironment - economic entities with which the enterprise has direct contacts in the course of its activities (consumers, suppliers, competitors, both direct and potential).

Suppliers are subjects of the marketing environment whose function is to provide partner firms and other companies with the necessary material resources. In the context of a network approach to the process of interaction between subjects of the marketing system, it is advisable to study the capabilities of various suppliers in order to select the most reliable and economical supplier in terms of capital and current costs of the company. A comprehensive study of the “supplier – company – consumer” chain is a necessary condition for economic assessment when justifying the choice of supplier.

Rice. 1.2 – External marketing environment of the enterprise

Competitors are firms or individuals that compete, i.e. acting as a competitor in relation to other business structures or entrepreneurs at all stages of organizing and carrying out business activities. Competitors, through their actions in the market, when choosing suppliers, intermediaries, and consumer audiences, can influence the results of the activities of a rival enterprise, its position and advantages in competition.

Knowing the strengths and weaknesses of competitors, a company can evaluate and constantly strengthen its production and marketing potential, goals, current and future business strategy.

Direct competitors are enterprises offering similar products and services in similar markets.

Potential competitors are enterprises that can enter the manufacturer’s target market.

Intermediaries are firms or individuals who help manufacturing businesses promote, deliver and sell their products to consumers. There are trade, logistics, marketing and financial intermediaries. Resellers include wholesalers and retailers. Logistics intermediaries provide services in the system of warehousing, transportation of goods and flow of goods. Marketing intermediaries provide assistance in the system of interaction of the company with all subjects of the marketing system in the field of organizing marketing research and optimizing demand for goods and services. Financial intermediaries provide banking, credit, insurance and other financial services.

Consumers are firms, individuals or their potential groups who are ready to purchase goods or services on the market and have the rights to choose a product, a seller, and put forward their conditions in the purchase and sale process.

The external macroenvironment (indirect impact environment) of marketing is a set of major social and natural factors affecting all subjects of the microenvironment of marketing. The macroenvironment of a company is represented by factors of a natural, social and political nature, as well as demographic, economic, natural, technical and cultural, that are more common to most companies.

Political factors characterize the level of stability of the political situation, the state’s protection of the interests of entrepreneurs, its attitude towards various forms of ownership, etc.

Socio-economic characterize the standard of living of the population, the purchasing power of individual segments of the population and organizations, demographic processes, the stability of the financial system, inflation processes, the pace of economic development, the size and dynamics of income, etc.

Legal – characterize the legislative system, including regulatory documents on the protection of the natural environment, standards in the field of production and consumption of products. This also includes legislation aimed at protecting consumer rights; legislative restrictions on advertising and packaging; various standards affecting the characteristics of manufactured products and the materials from which they are made, tax legislation, methods of regulating foreign trade activities, regulatory documents regulating certain marketing issues (consumer rights, advertising law, trademark law).

Scientific and technical - provide advantages to those organizations that quickly adopt the achievements of scientific and technical progress (inventions and discoveries, the ability to create new, more advanced products, updating their products, innovations).

Cultural – sometimes have the main influence on marketing. The preferences given by consumers to one product over other products can only be based on cultural traditions, religion, customs, habits, linguistic differences, level of educational development, which are also influenced by historical and geographical factors.

Natural and climatic conditions characterize the availability of natural resources and the state of the natural environment, which both the organization itself and the subjects of the micro-external environment must take into account in their economic and marketing activities, since they have a direct impact on the conditions and opportunities for conducting activities (climate, location enterprises. Recently they have begun to be classified as commercial factors).

Demographic conditions characterize the population size, the rate of its change, distribution by region of the country, gender and age structure, mortality and birth rates and natural population growth.

Internal environment

The internal environment characterizes the potential of the enterprise, its production and marketing capabilities.

The essence of marketing management of an enterprise is to adapt the company to changes in external conditions, taking into account the existing internal capabilities of the company.

The internal marketing environment includes those elements and characteristics that are located inside the enterprise itself (Fig. 1.3):

– fixed assets of the enterprise;

– composition and qualifications of personnel;

- financial opportunities;

– management skills and competence;

– use of new technologies;

– image of the enterprise;

– experience of the enterprise in the market.

Rice. 1.3 – Internal environment of the enterprise

One of the most important parts of the internal environment is the characteristics of marketing capabilities. They depend on the presence of a special marketing service of the enterprise, as well as the experience and qualifications of its employees.

ANALYSIS OF THE MARKETING ENVIRONMENT

Let's look at examples of analysis of the marketing environment.

SWOT analysis

When defining a personal strategy or developing a strategy for a business unit, company, corporation, etc. it is necessary to clearly understand the opportunities and threats in each market. It is necessary to reduce the influence of weak positions. When analyzing strengths and weaknesses, you should definitely pay attention to the existing corporate culture of the company and the policies of the owners. It determines the limitations and opportunities when choosing development directions. When analyzing the market and external threats, it is necessary to conduct a detailed analysis of key competitors. This will help you better understand the company's strengths and think through possible actions from competitors when choosing a new strategy or creating a new business.

SWOT is a method of analysis in strategic planning that consists of dividing factors and phenomena into four categories: Strengths, Weaknesses, Opportunities and Threats, presented in the form of a matrix (Fig. 1.4).

Rice. 1.4 SWOT Analysis Matrix

The acronym SWOT was first introduced in 1963 at Harvard at a business policy conference by Professor K. Andrews. Initially, SWOT analysis was based on articulating and structuring knowledge about the current situation and trends in the country and abroad.

Because SWOT analysis does not generally contain economic categories, it can be applied to any organization, individual and country to build strategies in a wide variety of areas.

A comparison of the strengths and weaknesses of an enterprise makes it possible to further analyze and develop the company's strategy. Based on the results of the SWOT analysis, the analytical department of the enterprise can carry out:

– market segmentation, in particular the definition of variables and criteria for segmentation, collection of data on segments, selection of segments;

– positioning of a product or enterprise, namely: identifying differences with competitors;

– determination of competitive position and further strategy.

STEP analysis

STEP (PEST) analysis is a marketing tool designed to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment that directly or indirectly affect the company’s business.

Political aspects determine the company's environment and the acquisition of key resources for its activities. The main reason for studying the economic situation is to create ideas about the distribution of resources at the state level.

Consumer tastes and preferences are determined using the social component of STEP analysis. The purpose of researching the technological component is considered to be to identify trends in technological development, which are often the causes of changes and “failures” of the market, as well as the emergence of new products.

The analysis is carried out according to the “factor – enterprise” scheme. The results of the analysis are presented in the form of a matrix (Fig. 1.5), which connects factors of the macroenvironment and determines the strength of their influence, assessed in points, ranks and other units of measurement. The results of STEP analysis make it possible to assess the external economic situation in the sphere of production and commercial activities.

Rice. 1.5 – STEP analysis matrix

ABC analysis

One type of analysis of the internal environment of an enterprise is ABC analysis.

ABC analysis is a method that allows you to classify a company's resources according to their importance. It is based on the Pareto principle - 20% of all goods produce 80% of turnover. In relation to ABC analysis, the Pareto rule may sound like this: reliable control of 20% of positions allows for 80% control of the system, be it stocks of raw materials and components, or the product range of the enterprise, etc.

ABC analysis is a ranking of the assortment according to various parameters, i.e. analysis of inventory by dividing into three categories:

A - the most valuable,

B – intermediate,

C – least valuable.

In this way, you can rank anything that has a sufficient amount of statistical data - suppliers, warehouse stocks, buyers, long periods of sales, etc.

The result of ABC analysis is the grouping of objects according to the degree of influence on the overall result.

ABC analysis is based on the principle of imbalance, during which a graph is constructed of the dependence of the cumulative effect on the number of elements. This graph is called a Pareto curve, Lorenz curve or ABC curve. Based on the results of the analysis, assortment items are ranked and grouped depending on the size of their contribution to the total effect.

ABC analysis algorithm:

· Setting the goal of conducting ABC analysis (why is this analysis needed);

· Determination of actions based on the results of the analysis (direction of further efforts);

· Selection of the object of analysis (suppliers, product groups, product categories, product items);

· Determination of analysis criteria (on what basis will we analyze?);

· Calculation of the share of a parameter (selected criterion) from the total sum of parameters with a cumulative total (the share with a cumulative total is calculated by adding the parameter to the sum of the previous parameters);

· Selecting groups A, B and C: assigning group values ​​to selected objects.

Calculation example

The total number of sales in monetary or commodity terms M for a certain period is calculated and divided by the total number of items in the assortment (nomenclature) N, resulting in the indicator P of the average number of sales per item:

All material resources, the number of sales for which is 6 or more times greater than P, are included in group A. Group C includes all material resources, the number of applications for which is 2 or more times less than P. All other material resources are included in group B. The probabilities of demand for material resources A, B and C are subject to different laws. It has been established that in most industrial and trading companies, approximately 75% of the cost of sales volume is only about 10% of the items in the product range (group A), 20% of the cost - 25% of the items (group B), 5% of the cost - 65% of the items (group C) . The ABC method is widely used in planning and forming an assortment at various levels of flexible logistics systems, in production systems, supply and distribution systems.

Thus, as the market develops, marketing itself is rapidly developing as a system of activity of any organization focused on market requirements. And this, in turn, will create the need for a clearer coordination of the internal and external environment of the enterprise.

Quite well-known examples of the use of economic and mathematical modeling methods in marketing for structuring and analyzing market information are product (company) life cycle models, 4p (7p) marketing mix models, BCG (Boston Consulting Group) matrix, McKinsey matrix, problem definition matrix, etc. They can be the simplest tools for marketing management in small businesses and allow you to quickly assess the place and competitive advantages of organizations.

Let's move on to a more detailed consideration of some economic and mathematical models designed to describe the marketing activities and life cycle of small businesses.

BCG Matrix.

In the USA, the Boston Consultative Group (BCG) Matrix was developed. This matrix is ​​an important tool for conducting assortment analysis, assessing the market prospects of goods, developing an effective sales policy, and forming an optimal product portfolio for the company (Fig. 1.6).

Rice. 1.6 Boston Advisory Group (BCG) Matrix

Let us characterize the positions of the matrix.

“Problem Children” (sometimes called “Wild Cats” or “Question Marks”) are products that have a very low market share but a relatively high rate of sales growth. May be at the implementation stage or at the beginning of the growth stage, requiring material costs; It is difficult to determine their market prospects (they may become “stars” or “dogs”). Requires additional research and funding. “Difficult children” are subject to special study in order to establish their prospects for becoming “stars.”

“Stars” is the most promising, developing type of product, strives to increase its share in the company’s product portfolio, and is at the growth stage. The expansion of the production of this product comes at the expense of profits from its sales. “Stars” should be protected and developed.

“Cash cows” are a product at the maturity stage; sales growth is not significant; the product has the maximum share in the company's product portfolio. It is the main source of income (of the company). Proceeds from the sale of this product can be used to finance the production and development of other products. Cash cows require strict control of capital expenditures and the transfer of excess financial proceeds to the control of senior management.

“Dogs” (sometimes called “Dead Dogs”) are failed products. They have a relatively small market share (with a downward trend) and are characterized by a low growth rate of sales volumes or no growth as such. Such a product has no prospects and must be withdrawn from the market. If possible, you should get rid of “dogs” unless there are compelling reasons for keeping them in the company’s assortment.

With a successful life cycle, products turn from “problem children” into “stars”, and subsequently into “cash cows”. If unsuccessful, “difficult children” turn into “dogs.”

The BCG Matrix was developed based on the concept of the product life cycle (PLC). The life cycle of a product (product) is discussed in more detail in Section 3, paragraph 3.3. FORMATION OF PRODUCT POLICY AND MARKET STRATEGY.

With the advent of marketing in an enterprise, the need to manage it arises. This can be done using a system that is a set of information, organizational, planning and control elements that ensure the relationship of the enterprise with the market.

Marketing environment of the enterprise - a set of active subjects and forces operating outside the enterprise and influencing the ability of marketing management to establish and maintain successful cooperative relationships with target clients. Factors of the marketing environment are presented in table. 2.5.

The marketing environment is divided into micro- And macroenvironment. The microenvironment, in turn, is divided into internal and external.

Table 2.5. Factors in the organization's marketing environment

Under internal marketing environment It is customary to understand internal elements controlled by the enterprise that can be controlled.

There are two approaches to identifying these elements. IN first case By internal we mean all elements of the production and economic activity of an enterprise: the production process, personnel, finance, management and marketing with all its components. Analysis of the internal environment comes down to the analysis of economic activities, including marketing, which are responsible for the consistency of all elements of the internal marketing environment, as well as its flexible response to changes in the external marketing environment.

Second approach involves separating marketing into a separate direction in the activities of an enterprise, and its management is considered as the implementation of standard management functions in relation to marketing as a system and to each of its individual elements. In this case, the control objects become:

• o the enterprise’s marketing system, which includes performing the functions of planning, organizing, stimulating and controlling marketing activities as such;
• o marketing information system (MIS) related to information support for marketing. MIS is a set of techniques, methods, organizational and technical means of collecting, accumulating and processing data necessary for marketing at an enterprise;
• o elements of the marketing mix, including the main components: product (product - product), flail (price), place (sales, physical distribution - place), promotion (promotion).

Internal microenvironment - This is the enterprise itself, its divisions, management organization, resources and its culture. The internal environment represents the interests of managers, production workers, financial and economic workers, supply and sales workers, etc. (Fig. 2.5).

Rice. 2.5.

The most important result of analyzing the internal environment of an enterprise and assessing its competitive strength should be the identification of competitive advantages and an assessment of the competitiveness of the enterprise.

Under competitiveness is understood as a relative characteristic that expresses the differences between a given enterprise and competitors in terms of the degree of customer satisfaction with its services and the efficiency of production (core) activities.

Marketing competitiveness analysis can be carried out using unweighted and weighted assessments. The first method assumes that each key success factor (competitive strength) is equally important. The company with the highest score on this factor has a competitive advantage. The size of this advantage is reflected by the difference between the company's valuation and the valuations of its competitors.

When conducting a balanced assessment, indicators of competitive strength for various goods and services are unequally important - for some (in particular, socially significant services) the indicator of lower costs than competitors is of great importance, for others (for example, for highly differentiated services) - company image, trademark, advertising, etc. To more accurately determine the competitiveness of enterprises, they use a weighted assessment of competitive strength.

Each indicator of competitive strength has a certain weight under this assessment system. Its value is determined depending on the importance of this indicator for the formation of competitive success. Weighted scores for each indicator are determined by multiplying the competitive strength indicator (scale from 1 to 10) by its additional weight (total sum of 1).

External microenvironment appears to be factors with which the enterprise directly interacts and can influence them (Fig. 2.6).

Consumer is central to marketing, it is difficult to control and cannot be manipulated. Marketing is able to correctly respond to changes in consumer behavior and analyze the reasons causing certain changes.

Competitors - the second most important component of the external microenvironment. Knowing your competitors and their shortcomings

Rice. 2.6.

and the merits, strategies and tactics of their behavior allows us to create the preconditions for successful competition. Competitors have characteristics that need to be achieved or surpassed. If this is not possible, workaround strategies should be used without interfering with the interests of a competitor. Mutual influence is due to the use of methods of price and non-price competition, developed on the basis of competitor analysis.

Before analyzing direct competitors, an enterprise needs to analyze the competitive environment as a whole, which develops in accordance with M. Porter’s “five forces of competition” model under the influence of the following groups of factors:

• o competition within the industry;
• o influence of suppliers;
• o the influence of substitute products;
• o consumer influence;
• o the influence of potential competitors. Competitors set criteria that the enterprise

must surpass. Competitors are firms that produce similar products (services) aimed at the same target segment.

An analysis of all competitors is required, followed by identification of real competitors, and then an assessment of their strengths and weaknesses.

An enterprise needs to know the prices and quality of its competitors' products. This can be achieved using various methods of competitive intelligence: legendary personal or telephone interviews, mystery shopping (interviews disguised as a purchase), observation of competitors’ stores, etc.

When an enterprise already has information about the activities of a competitor, it is necessary to make a comparison with its own indicators. In this case, scoring methods, an assessment method with determining the weight of parameters, a semantic differential (“requirements profile”), etc. are used.

Provider must always know what they want from him and have the appropriate basis for performing the necessary work. The scope of his responsibilities must be specifically defined each time. Vendor agreement helps overall success.

The normal operation of the enterprise largely depends on partners (suppliers, intermediaries, firms that professionally perform certain functions (outsourcing), contact audiences) who provide the enterprise with the resources necessary for the production of specific goods and services. When selecting partners, it is necessary to find out their reliability, quality and prices of the products (services) they supply. It is necessary to know whether the partner is collaborating with competitors, as well as how mobile and flexible he is in his work. The enterprise should obtain information about existing and promising partners and establish constructive, mutually beneficial cooperation with them, possibly on a contractual basis.

Elements of the external macroenvironment cannot be influenced by the enterprise, but must be taken into account: analyzed and predicted. Enterprise actions need to be adapted to reflect their impact. The macro environment includes the economic, demographic, political and legal, scientific and technical, socio-cultural, geographical (climatic) environment.

Economic environment characterized by macroeconomic conditions, GDP per capita in dynamics, the structure of income and expenditure of the population in dynamics and regionally, the solvency of consumers and the ability to do business in various industries and fields of activity, the level of inflation, the amount of bank interest, etc.

Demographic environment determined by the dynamics of the population (mortality and birth rates), its density, gender and age structure, family structure, the number of marriages and divorces and migration processes. For example, fertility dynamics affect business through changes in family size and lifestyle.

Political and legal environment regulated by statutes, government regulations, laws, political institutions and their development.

Scientific and technical environment characterized by the main achievements of science and technology, the intensity of innovation, the qualifications of personnel, the influence of scientific and technical progress on the effectiveness of the activity in question.

Socio-cultural environment is determined by indicators of providing the population with social benefits, the development of the media, the level of cultural development, morals, customs, and religion in a regional context.

Geographical (climatic) environment reflects the geographical and climatic features of the region (daylight hours, temperature conditions), the possibility of using indicators, etc.

As part of the marketing analysis of the external macroenvironment, the task of assessing market conditions - the economic situation on the market at a certain moment, characterized by the relationship between supply and demand, the volume of inventory and the size of the order portfolio, the price level, and commercial conditions for the sale of products. It is studied using indicators that make it possible to quantify changes occurring in the market and determine trends in their development. Such indicators are usually systematized into the following groups:

• o production dynamics - the emergence of new goods and services, production capacity utilization, production cost dynamics;
• o dynamics and structure of supply and demand - the impact of scientific and technical progress achievements on the level of consumption and quality requirements for goods and services, the dynamics of wholesale and retail trade, market capacity (the volume of goods sold on it over a certain period of time), the range of goods;
• o the state of international trade, its dynamics, main exporting and importing countries, new forms and methods of trade and after-sales service;
• o dynamics of wholesale prices in leading countries - producers and consumers of a given product or service, export prices, the impact of a monopoly on the price level, government regulation of pricing.

Analysis of market conditions is the basis for forecasting the market and making decisions about promising areas of activity for the enterprise. Its constant research is necessary to develop a company strategy, sales and promotion of goods and services.

Faculty of Economics

Department of Marketing

TEST

by discipline: "Marketing"

on the topic: “Analysis of the marketing environment of an enterprise”

Introduction

1. Marketing environment. Structure of the marketing environment

1.1 Internal environment

1.2 External environment

2. Factors in the marketing environment

2.1 Microenvironmental factors

2.2 Macroenvironmental factors

3. Analysis of the enterprise's marketing environment

3.1 Environmental analysis techniques

3.1.1 STEP/PEST analysis

3.1.2 ETOM analysis

3.1.3 QUEST analysis

3.1.4 SWOT analysis

Conclusion

List of used literature

INTRODUCTION

Marketing is a type of human activity aimed at satisfying the needs and wants of people through exchange. These activities include the development and implementation of a marketing concept, pricing, product promotion and distribution.

Marketing operates with the following concepts: need, requirement, requests, product, exchange, transaction and market.

The most important object of marketing research is the market. A market is a collection of existing or potential buyers of a product; This is a system of economic relations of purchase and sale of goods within the framework of which demand, supply and price of goods are formed. The first step in marketing planning is to develop a marketing strategy. It represents a general plan of marketing activities for a specific product.

Marketing planning involves researching the company's market opportunities, the most efficient allocation of resources and forecasting the final results of its activities.

Analysis of the company's marketing environment is one of the main stages of the marketing planning process.

Since the goal of marketing is to increase the sales volume of relevant products, the analysis of the marketing environment is focused on increasing the market share of the company - the portion of the total sales of any product attributable to this company.

But in Russian, and often in Western, practice of marketing and management, the role and place of various methods of environmental analysis in the process of planning the market activity of an enterprise is currently being discussed. The main problem lies in the fact that there has been a simplified and therefore not always correct idea of ​​the importance of analyzing the marketing environment of an enterprise, associated with the incorrect use of various analysis techniques.

But before arguing with specialists in the field of marketing, it is necessary to first define the very concept of analyzing the marketing environment.

Analysis of an enterprise's marketing environment is the process of assessing and interpreting information collected by examining the internal and external environment of an enterprise.

To achieve this goal of my test work, I set myself the following tasks:

Define the marketing environment of the enterprise and its structural units;

Characterize the factors that have a direct impact on the marketing environment of the enterprise;

Identify the main stages of analyzing the marketing environment of an enterprise;

Find out what methods marketing managers most often resort to when analyzing the marketing environment of an enterprise.

1. Marketing environment. Structure of the marketing environment

The marketing environment of an enterprise is a set of entities and factors operating outside and within the enterprise that influence its relationships with individuals and legal entities interested in the activities that make up the corporate mission.

A corporate mission is a briefly formulated statement that characterizes the activities that an enterprise is focused on, taking into account market needs and the nature of consumers.

The marketing environment in which the enterprise operates is in constant motion, subject to change - consumer tastes change, new laws and taxes are adopted, new products and technologies are introduced, various factors begin and cease to operate.

The main levels of the marketing environment, from the point of view of the possibilities of influencing the enterprise, are the external and internal environments. The external environment, in turn, is divided into the microenvironment, or market environment, and the macroenvironment.

1.1 Internal environment

The internal environment of an enterprise is the enterprise itself, its goals, organizational structures that determine the nature of decision-making, as well as the employees of the enterprise, partly the owners of capital. A feature of the factors of the internal environment of an enterprise is that they are all controllable, since the enterprise itself determines their characteristics. It is important to develop such a system of the internal environment and organize all types of resources in such a way that the enterprise can use them in the best possible way to achieve its market goals. The key criterion for assessing the state of the enterprise’s internal environment and resources should be its effectiveness in terms of achieving its goals in the existing external environment.

1.2 External environment

The external environment of an enterprise is phenomena and processes that have a direct impact on enterprises at the micro and macro levels. In this regard, it is divided into 2 levels - microenvironment and macroenvironment.

The microenvironment, or market environment, is the processes and phenomena that relate directly to the enterprise itself and its ability to serve clients.

The task of the enterprise is not only to study the microenvironment, but also, first of all, to form in it all types of connections and relationships necessary for market activity and creating its place in this environment.

The macroenvironment is represented by broader social forces that influence the microenvironment, such as demographic, economic, natural, technical, political and cultural factors.

Monitoring and analysis of the macroenvironment is necessary so that the enterprise can make management decisions in a timely manner and adapt to the action of the macroenvironment, thereby reducing its negative impact and timely using the opportunities it provides.

2. Factors in the marketing environment

Currently, marketers often have difficulty attributing influence factors to different levels of the environment. If there were strictly described sets of influencing factors and their division into controlled and uncontrollable, external and internal, then, obviously, there would not be so much skepticism regarding the applicability of the results of analysis of the marketing environment of an enterprise.

2.1 Microenvironmental factors

The task of marketing management is to attract customers to the enterprise and create long-term and strong relationships with them by creating and offering superior customer value. However, marketing managers cannot accomplish these tasks alone. Their success depends on other subjects of the enterprise microenvironment - other departments, suppliers, marketing intermediaries, clients, competitors and various contact audiences, which all together make up the value chain.

1. Marketing intermediaries.

Marketing intermediaries are firms that help a company promote, sell and distribute products to end customers.

Depending on the tasks that marketing intermediaries perform, as well as on what ownership rights they receive, they can be divided into 3 groups. The first group consists of resellers; the second is from agents; the third is from supporting structures.

a) Resellers are marketing intermediaries who buy, acquire ownership of goods and resell them. They provide the consumer with convenience of place, time and procedure for purchasing goods.

b) Agents are functional intermediaries who, as a rule, do not acquire ownership of the goods they work with. They collect orders and, in many cases, prepare and sign contracts on behalf of manufacturers, suppliers and consumers, depending on who the employer is. For their work, they usually receive an agent's percentage of the transaction.

Agents include: brokers; commission agents; agents working for goods manufacturers; sales agents.

c) Promoting structures are marketing intermediaries who facilitate the promotion of goods from manufacturer to consumer, but do not acquire ownership of the goods and do not participate in concluding sales agreements.

Promoting structures include: firms organizing product distribution, agencies providing marketing services, financial intermediaries.

2. Suppliers.

Suppliers are legal entities and individuals who provide this organization and, possibly, its competitors with the tangible and intangible resources necessary for the production of goods and services.

3. Competitors.

Competitors are individuals or organizations that operate or have an interest in the same target markets. Competing organizations use every opportunity in the market to sell their goods or provide their services to consumers. There is constant competition between competitors for more favorable conditions for the sale of goods.

4. Consumers.

A consumer is an individual or legal entity who purchases goods and services for further use.

In the literature, the concepts “consumer” and “buyer” are often used interchangeably. This cannot be considered correct.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

Introduction

marketing trade wholesale

The marketing environment of an organization is a set of active subjects and forces acting on the organization and influencing the ability of the marketing service to successfully cooperate with clients.

Any company operates in a complex, changing marketing environment. If it wants to survive, it needs to produce and offer something that has value to a particular group of consumers. A company must ensure that its goals and product portfolio remain relevant to its specific market at all times. Vigilant firms periodically review their target, strategic and tactical guidelines. They rely on marketing as their primary comprehensive means of monitoring the market and adapting to changes occurring in it. Marketing is more than just advertising and sales staff. Rather, it is a comprehensive process of adapting to take advantage of the most profitable market opportunities that arise.

The purpose of this work is to study the theoretical aspects of analyzing the marketing environment, analyze the current state and develop directions for improving the marketing environment of an enterprise, using the example of RosOptTorg LLC.

To achieve the given goal of the work, the following tasks were set:

Consider the essence and theoretical aspects of the company's marketing environment;

Conduct an analysis of the marketing environment of RosOptTorg LLC;

The object of study is the activities of RosOptTorg LLC. The subject is the influence of the external and internal environment of the enterprise on the results of its activities

The work consists of an introduction, three chapters, including paragraphs, a conclusion, a list of references and one appendix. The first chapter examines the theoretical aspects and essence of the organization's marketing environment. The second contains an analysis of the activities and marketing environment of RosOptTorg LLC. In the third, measures are proposed to improve the marketing environment of the specified enterprise

In the process of writing the work, the works of Russian and foreign authors on marketing, teaching aids, and reporting documentation of RosOptTorg LLC were used.

1. Theoretical aspects and essence of marketingWednesdayscompanies

1.1 Marketing environment of the organization: concept and main features

The firm's marketing environment is a set of active subjects and forces operating outside the firm and influencing the marketing management's ability to establish and maintain successful cooperative relationships with target clients. The marketing environment consists of a microenvironment and a macroenvironment (Fig. 1.)

Rice. 1. Macro-, microenvironment

The microenvironment includes forces that are directly related to the firm itself and its capabilities to serve customers, i.e. suppliers, marketing intermediaries, customers, competitors and contact audiences. The macroenvironment represents the forces of a broader social plan that influence the microenvironment by factors of a demographic, economic, technical, political, and cultural nature.

The main task of a marketing management system is to ensure the production of goods that are attractive from the point of view of target markets.

Success also depends on the actions of intermediaries, competitors and various contact audiences.

1.2 The essence of the micro- and macro-environment of the organization

Main microenvironmental factors. The main goal of any company is to make a profit. The main task of a marketing management system is to ensure the production of goods that are attractive from the point of view of markets. But the success of marketing management also depends on the activities of other divisions of the company, on the actions of intermediaries, competitors and various contact audiences.

Firm, company. These are internal groups of the organization, such as the company's management, financial service, R&D service, logistics service, production departments, and accounting. The company's management determines the general strategic guidelines and current policies of the company. Marketers must make decisions that do not contradict the plans of the company's management and work closely with other services and departments. The financial service solves problems of availability and use of funds. The R&D service deals with the technical problems of designing new products and developing efficient production methods. The logistics service ensures that there is a sufficient number of parts and assemblies for production. Production departments are responsible for producing the required quantity of products. Accounting keeps track of income and expenses.

Suppliers. These are firms and individuals who provide an enterprise with the material resources necessary to produce specific goods or services.

Suppliers are firms and individuals who provide the company and its competitors with the material resources necessary to produce specific goods or services.

Events in the "supplier environment" can seriously affect a firm's marketing activities. Marketing managers must monitor the prices of purchased materials, since rising prices for them lead to higher prices for the company's products. Suppliers can seriously influence the marketing activities of an enterprise. They can increase the prices of purchased materials, which will lead to higher prices for finished products.

Lack of certain materials, strikes and other events may disrupt the regularity of deliveries and the schedule of shipment of goods to customers. As a result, sales opportunities will be missed and the company's reputation will be damaged.

Marketing intermediaries. There are firms that help a company in promoting, marketing and distributing its products to its clientele. These include resellers, distribution companies, marketing services agencies and financial institutions.

Clientele. The firm needs to carefully study its clients. The main types of client markets are (Fig. 2.):

It can serve five types of client markets:

1) consumer market - individuals and households purchasing goods and services for personal consumption;

2) enterprise market - organizations purchasing goods and services for use in the production process;

3) market of intermediate sellers - organizations purchasing goods and services for their subsequent resale at a profit;

4) market of government institutions - government organizations purchasing goods and services either for their subsequent use in the field of public services, or for the transfer of these goods and services to those who need them;

5) international market - buyers outside the country, including foreign consumers, manufacturers, intermediate sellers and government agencies.

Each type of market has its own specific features that the seller needs to study.

Rice. 2. Main types of client markets

Competitors. Any company faces many different competitors. A consumer typically considers several options, such as purchasing a vehicle, purchasing a video system, or traveling to Europe. This competing desires, which the consumer may want to satisfy. Suppose he decides that what he needs most is improved transportation options. He can buy a car, motorcycle or bicycle. This product-generic competitors- the main ways to satisfy any specific desire. If purchasing a bicycle turns out to be the most attractive option, then you need to think about what type of bicycle to buy. A whole range of product-specific competitors appears - varieties of the same product that can satisfy the specific desire of the buyer. In this case, the product varieties will be three-, five- and ten-speed bicycles. You can settle on a ten-speed bike, after which you need to familiarize yourself with several competing brands. These are different brands of the same product.

Understanding how consumers make decisions can make it easier for a marketing manager to identify any competitors that are preventing the firm from selling more of its products.

Contact audiences. The marketing environment also includes various contact audiences of the company. A target audience is any group that has a real or potential interest in an organization or influences its ability to achieve its goals.

The contact audience can either facilitate or oppose the firm's efforts to serve markets. Beneficial audience - a group whose interest in the company is of a very beneficial nature (for example, donors). The desired audience is one whose interest the company seeks, but does not always find (for example, the media). An unwanted audience is a group whose interest the company tries not to attract, but is forced to take into account if it appears (for example, criminal groups).

Main factors of the macroenvironment. The firm and its suppliers, marketing intermediaries, clients, competitors and contact audiences operate within a larger macro-environment of forces that either open up new opportunities or threaten the firm with new troubles. These forces are beyond the firm's control, but the company can and should monitor them closely and respond to their actions. The macroenvironment is composed of six main forces.

Demographic environment. Demography is a science that studies population in terms of size and density. For marketers, demographics are of interest because markets are made up of people.

In the short and medium term, demographic trends serve as extremely reliable factors of development. Based on the main demographic trends, one can judge what significance each of them will have for a particular company.

Economic environment. In addition to the people themselves, their purchasing power is also important for markets. The overall level of purchasing power depends on the level of current income, prices, savings, and the availability of credit. Purchasing power is affected by the economic crisis in the country, high unemployment, and high cost of loans.

The response to today's economic climate has been a more cautious approach to shopping. To save money, many people buy more cheap items than expensive ones. Enterprises have begun to produce “economical” versions of their products, and in advertising they focus on attractive prices. Some consumers postponed purchases of durable goods until better times, while others, on the contrary, accelerated them due to fears that prices would rise next year. There was a redistribution of costs from other product categories to food and clothing.

The nature of income distribution is also important. In Russia, income is distributed extremely unevenly. The leaders are consumers belonging to the upper class, whose spending patterns are in no way affected by economic difficulties. They are the main market for luxury goods and expensive services.

Then come the middle class consumers, who somewhat limit themselves in spending, but are able to purchase high-quality clothing, jewelry, and computers. The working class and a significant part of the employees practically cannot afford to go beyond the purchase of the basic necessities of food, clothing and shelter and must try with all their might to save something. Representatives of the lower strata of society, such as people living on benefits, as well as many pensioners, are forced to count every penny.

Geographic differences in income distribution need to be taken into account. In Moscow, for example, the income level of the population is much higher than in Kaliningrad.

Natural environment. The 1960s saw growing public concern about the destruction of the natural environment. Legislators began to put forward various measures to protect the environment. Changes in the environmental situation also affect the goods that firms produce and offer to the market.

Marketing management must keep these issues in view in order to be able to obtain the natural resources necessary for the company's activities without harming the environment. In this sense, entrepreneurial activity is under strong control both from government agencies and from influential public groups. Business should help find solutions to problems of supply of material resources and energy.

Scientific and technical environment. The most dramatic force determining human destinies turned out to be technical and applied science. The scientific and technological complex has given the world such miracles as penicillin, open heart surgery, birth control pills, and computers. It also gave birth to such horrors as the hydrogen bomb and nerve gas. Nevertheless, the development of science and technology has been the main factor of economic growth for the fourth century.

Any new technology appears in place of the old one, from which it is distinguished by the possibility of reducing the cost of human labor to meet needs. Modern technologies also provide a reduction in the costs of materials and energy, as well as capital. Any scientific and technological innovation is fraught with major long-term consequences that cannot always be foreseen. The management of the enterprise must closely monitor the leading trends within the scientific and technical complex, especially during periods of changes in the dominant technological structures.

Political environment. Marketing decisions are strongly influenced by events in the political environment. This environment is made up of laws, regulations of government agencies, demands of public groups that influence various organizations, individuals and limit their freedom of action.

Legislation regulating business activities. The number of legislative acts regulating business activities is rapidly growing in the country. They are based on the Constitution and Civil Code of Russia. Government regulation is necessary to protect consumers from unfair business practices. Some firms, left unattended, may begin to build “financial pyramids” and produce counterfeit goods. Unfair practices towards consumers are combated using relevant laws by various government agencies. Many businesses are furious at any new consumer protection law, but there are still some who welcome these laws.

The marketing manager must be knowledgeable not only of the federal laws that protect fair competition, the interests of consumers, and the best interests of society, but also the local laws that govern his marketing activities in a given region.

Cultural environment. People live in a specific society, which shapes their basic views, values ​​and norms of behavior. Almost without realizing it, a person perceives a worldview that determines his attitude towards himself and relationships with others.

1.3 Methods of marketing research and analysis of the internal and external environment of an organization

An enterprise in the modern world can only succeed if it does not ignore consumer needs. Increasing efficiency requires research and satisfying as many customer requirements as possible. The solution to such problems is facilitated by marketing research and analysis of the internal and external environment of the organization.

The main objectives of marketing research and analysis of the internal and external environment of the organization are:

Studying the market itself;

Buyer research;

Studying competitors;

Product research;

Study of sales activities.

The fundamental feature of marketing research, which distinguishes it from the collection and analysis of internal and external current information, is its targeted focus on solving a specific problem. This focus turns the collection and analysis of information into marketing research.

Thus, marketing research should be understood as a purposeful solution to the marketing problem (set of problems) facing the company; the process of setting objectives, obtaining marketing information, planning and organizing its collection, analysis and reporting on the results.

The basic principles of conducting marketing research include objectivity, accuracy and thoroughness.

The principle of objectivity means the need to take into account all factors and the inadmissibility of adopting a certain point of view before completing the analysis of all the collected information.

The principle of accuracy means the clarity of the formulation of research objectives, the unambiguity of their understanding and interpretation, as well as the choice of research tools that ensure the necessary reliability of the research results.

The principle of thoroughness means detailed planning of each stage of research, high quality of execution of all research operations, achieved through a high level of professionalism and responsibility of the research team, as well as an effective control system for its work.

Each company independently determines the topic and scope of marketing research and methods for analyzing the internal and external environment of the organization based on its existing capabilities and needs for marketing information, therefore the types of marketing research conducted by different companies may be different.

When starting marketing research and analysis of the internal and external environment of the organization, it is necessary to make sure that the company needs it to improve business results, it is necessary to clearly define the needs and requirements of customers, establish the importance of solving the problem of their fuller satisfaction, and also ensure effective business activity. This can have a corresponding effect if the entire marketing research process is carefully planned. Despite the variety of types of marketing research conducted by firms, they are based on a common methodology that determines the order of their implementation. There are usually five main stages of marketing research and analysis of the internal and external environment of an organization:

1. Identifying problems and formulating research goals.

2. Selection of sources, collection and analysis of secondary marketing information (information is collected at the researcher’s location).

3. Planning and organizing the collection of primary information (the researcher refers to the location of the information).

4. Systematization and analysis of collected information.

5. Presentation of the research results obtained.

Identifying problems and formulating research goals is rightfully considered the most important stage of research. A correctly identified problem and a precisely formulated goal of marketing research are the key to its successful implementation. Mistakes made at this stage can lead not only to unjustified costs for conducting marketing research, but also to the aggravation of real problems associated with wasted time following the “false trail.”

Regardless of whether a firm conducts research or analysis of an organization's internal and external environment in-house or engages a third-party organization, firm specialists must be involved in identifying problems and formulating research goals, and the final results of this work must be approved by its management. In practice, as a rule, two situations are possible:

The company's management independently determines a specific problem and sets the research group the goal and objectives of marketing research and analysis of the internal and external environment of the organization. In this case, the activity of the research group at this stage is to clarify the formulation of the chain and objectives of the study, as well as to determine the content and form of presentation of its results;

The company's management does not have a clear idea of ​​the purpose and objectives of the research, and it is limited to a vague statement of the problem. In this case, the research group will have to conduct preliminary research aimed at specifying the problem and formulating on its basis the goals and objectives of marketing research. It should be emphasized that in any case, the success of the research group at this stage largely depends on its ability to attract the management and specialists of the company to this work.

The main and most important source of internal secondary information for most companies is a computer, the information base of which includes all significant data reflecting the various functions of managing the company’s activities (organization of production, purchasing, sales, personnel management, financial marketing activities, etc.).

The use of computer technology for storing and retrieving internal secondary information allows not only to reduce labor costs for its collection, but also to ensure high efficiency in obtaining it.

External sources of secondary information include:

Legislative and instructional materials published by government agencies, including federal and local (for example, property fund bulletins, state tax inspectorate bulletins, etc.);

Reports and reports from commercial research centers;

Publications of non-profit research organizations (for example, departments of academies of sciences, universities, institutes, materials of conferences, seminars, etc.);

Publications of trade and industry associations, incl. marketing associations for certain types of products (for example, an association of commodity producers, an association of advertisers, etc.);

Magazines on various products and technologies;

Systematization of secondary information is carried out, as a rule, after completion of its collection from internal and external sources and is aimed at facilitating the process of its subsequent analysis.

Analysis of secondary information includes assessment of its completeness, reliability and consistency in order to solve the problems assigned to researchers. A positive assessment of the specified characteristics of secondary information allows us to begin to interpret it, formulate conclusions and develop recommendations aimed at achieving the goal and solving the problems of marketing research.

In this case, after completing this stage of the study, a transition to its final stage follows, i.e. to present the results obtained. In the case of an unsatisfactory assessment of the above characteristics of secondary information (insufficient completeness, reliability or inconsistency), the need for additional primary information is determined, i.e. a prerequisite is created for the transition to the next (third) stage of the study.

Planning and organizing the collection of primary information is rightfully considered the most labor-intensive stage in the process of conducting marketing research and analyzing the internal and external environment of an organization.

There are three ways of collecting primary data, namely observation, experiment, survey.

In Table. 1 presents methods and tools for research and analysis of the internal and external environment of the organization.

Table 1. Research methods and tools and analysis of the internal and external environment of the organization

Observation is a method of collecting information by recording the functioning of the objects under study without the researchers establishing contact with them and in the absence of control over the factors influencing their behavior.

Surveillance can be carried out both openly and covertly. Since the awareness of the research subject that he is under observation can affect his behavior and in this case can be regarded as establishing contact with him, in practice, as a rule, covert observations are carried out. In this case, hidden cameras and special mirrors are used as research tools.

An experiment is a method of collecting information about the behavior of objects under study, which involves researchers establishing control over all factors affecting the functioning of these objects.

The purpose of research conducted using an experiment is, as a rule, to establish cause-and-effect relationships between marketing factors and the behavior of the objects under study.

A survey is a method of collecting information by establishing contacts with research subjects. As a survey research tool, a questionnaire is used, which is a questionnaire that provides for recording answers.

Surveys have practically no alternative in cases where a company needs information about the knowledge, beliefs and preferences of consumers, the degree of their satisfaction, the image of the company, etc.

This, first of all, explains the widespread use of this method in conducting marketing research and analyzing the internal and external environment of an organization. There are three main ways in which the researcher communicates with the subject when conducting a survey; by telephone, by mail and personal interview. Each of these communication methods has certain advantages and disadvantages.

1.4 Organization of marketing at wholesale trade enterprises

Considering the variety of food products on the markets, it should be noted that a wide range of them is offered by all specialized companies selling food products. In this regard, the importance of the marketing work of companies has sharply increased, the content and goals of which have changed significantly in recent years under the influence of increasing competition in the wholesale markets.

“Studying consumer behavior, his preferences, his perception of various competitive offers and the principles of making purchasing decisions allows companies represented in the retail market to make the right decisions, reducing the level of uncertainty and risk. Marketing management should not be based on guesswork, but on consumer feedback.” The main objectives of product policy in a trading company are: identifying and satisfying consumer needs; optimal use of the company’s technological knowledge and experience; optimization of financial results; optimal personnel qualifications and (or) other logical dependence. The company's management develops strategies for its intensive development, i.e. uses existing resource and other opportunities more fully to develop the organization and increase business activity and the efficiency of its activities. The company uses strategies that are discussed below.

The strategy for expanding controlled market segments involves increasing sales of existing products in already conquered markets. To implement such a strategy, the company uses the following opportunities:

Find and use the weaknesses of products provided by competitors;

Convince potential consumers to purchase your product and attract new customers;

Offer additional services related to the purchase of products.

The product development strategy is based on intensive research work to improve existing products and methods of selling products. The strategy for conquering new markets involves expanding the scope of service to external and internal markets and increasing the number of real consumers. This strategy is based on a production marketing concept, and the company's management takes steps such as: studying demographic markets (for new social groups of the population); market analysis of retail organizations (counterparties, suppliers, competitors, etc.); analysis of the specifics of individual geographic markets. The company's product policy determines a certain course of action based on a clearly formulated program of behavior in the market. The product policy at the enterprise involves measures to increase the competitiveness of the services offered, optimize the product range, and improve the conditions for food delivery. It assumes:

Systematic research of product evaluations, research of consumer reactions to marketing research at the stages of product promotion;

Development of food quality management systems;

Product quality control;

Intensifying the efforts of company employees to ensure the quality of work;

Organization of special units in charge of planning issues.

One of the tasks of forming an optimal assortment is to determine the set of product groups of food products that are most preferable for successful work in the market.

This choice is predetermined by the assortment strategy of the enterprise and the principles of the assortment policy of the trading company: the principle of flexibility, the principle of synergy.

Pricing policy. Achieving long-term profits involves implementing a pricing policy. In conditions where supply exceeds demand, characteristic of markets, the price impact on competitiveness and the ability to strengthen the position of a trading company is limited. Price formation is influenced by many factors: competitors’ prices, level of demand, income level, stage of life cycle, etc. - these are external factors. Internal ones include: marketing and pricing goals and strategies of the enterprise, its production and distribution costs, etc. In the marketing activities of production, price performs an important function: it coordinates the interests of the company and customers. The following pricing scheme is applicable to companies:

The company determines the goal of its marketing (survival, maximizing profits, gaining leadership);

The company develops a demand curve for itself, which indicates the likely quantities of products on the market;

The company calculates how the amount of its costs changes at different levels of service offering;

The company studies competitors' prices;

The company chooses its preferred pricing method;

The company sets the final price for goods and services.

Since a company is not always able to work out its options immediately at the moment of price changes, the only way to reduce the response time from competitors is to anticipate possible price maneuvers. First of all, the company's management chooses one main and (or) several alternative pricing strategies depending on the rating of the company itself, the size of the market it controls and the specific situation of the economic and political situation. When planning a range of products, the company determines and analyzes the cost structure and their price. Successful trading companies have a clear pricing policy - they set prices for the delivery of various types of products and make changes to them in accordance with changes in market conditions. The process of developing an enterprise pricing strategy consists of several stages.

Based on the strategic program, the objectives of the pricing strategy are determined. For the company, the primary goal is to obtain maximum profit.

However, in conditions of competition and changes in market conditions, this task can be formulated differently, for example, obtaining maximum profits while maintaining market leadership. In this case, the company pursues the following goals: establishing the highest possible prices for its goods, subject to maintaining a leading position in a certain market segment, which would practically exclude the possibility of competition and would allow it to operate for a long time with sufficient profit. The next stage of developing a pricing strategy is to analyze the factors influencing the price (internal and external). Internal factors include the costs of transport maintenance, delivery, etc., the choice of market segments, the company’s image, and the availability of additional services.

External ones include the level of real and projected demand for a type of product and its elasticity, the availability of resources, the level of inflation, the presence of competition, and the prices of competitors. After analyzing all the factors influencing the pricing strategy, the company determines pricing methods.

There are several methods for determining food prices. Among them, one can highlight pricing by summing up the costs of selling a given product and the required profit; price calculation based on break-even calculation and ensuring target profit; determining prices based on assessments of consumer qualities of food products, etc.

Sales policy. “One of the leading theorists on sales management, Peter Drucker, said this: “The goal of marketing is to make sales efforts unnecessary. His goal is to know and understand the client so well that the product or service will exactly suit the latter and sell itself.” Companies can have their own distribution channels: offices located both in the business part of the city and outside it; The enterprise has its own bases and production facilities: food products are sold over distributed territories.

The company uses vertical distribution systems in its activities. Traditional and coordinated vertical structures are used. The coordinated vertical structure is used mainly by product manufacturers who pay their own sales representatives. The traditional vertical structure is used by mixed sales representatives. “In market conditions, it is not enough to rely on intuition, judgment of managers and specialists and past experience, but it is necessary to obtain adequate information before and after making decisions. The nature of decisions made is influenced by a large number of factors. And the main thing is not even the quantity, but rather the unpredictability of most of them. The behavior of competitors, for example, often goes beyond traditional patterns. The situation is complicated by the fact that the marketing management system operates in real time.”

A trading company must manage and control distribution channels. If 10-15 years ago most manufacturers were interested in the volume of product purchases, now they monitor the entire process of product distribution, introducing their employees into trading companies, paying sales representatives and training them.

Large manufacturers, those who have teams of sales representatives in cities, practically control the entire distribution channel.

In this case, the trading company uses logistics functions in its sales activities, carrying out storage and collection of orders for food products, and, of course, delivery to regions both nearby and distant.

Communication policy. The goal of the company's communication policy is to promote the product to the market. Its main elements in the company are: advertising, sales promotion tools, personal selling, discounts.

Marketing activities at the enterprise are carried out by specialized departments that work to attract buyers of food products and promote this product on the market.

"Marketing uses the media and other means to capture the attention and persuasion of many people - people who may have no direct contact with anyone in the marketer's company."

One of the tasks of a trading company is to fulfill certain social responsibilities. In practice, activities in this direction involve solving the problems of supporting and developing the initiative of one’s own employees (relations within the enterprise), promoting the creation of new opportunities for young people (education), supporting the poor (charity), etc. Thus, human relations represent an impact on public opinion formed as a result of the company's activities, its advertising and charitable events. In turn, a successful wholesale trading company plans activities in this area to influence future public opinion.

2. Marketing environment analysisOOO« RosOptTorg»

2.1 General characteristics and main performance indicatorsOOO« RosOptTorg»

LLC "RosOptTorg" specializes in the sale of food products throughout the Kaliningrad region, in particular, such groups as groceries, confectionery products, canned vegetables, carbonated drinks and others in all retail outlets, except for chains; located at: Kaliningrad, st. Kamskaya, 6.

The organizational and legal form of RosOptTorg LLC is a limited liability company.

RosOptTorg LLC has an independent balance sheet, is a legal entity, and has one founder.

The company may, on its own behalf, acquire and exercise property and personal (non-property) rights, bear responsibilities, and be a plaintiff and defendant in court. It may have civil rights and obligations necessary for any activity not prohibited by federal laws. The Company has the right to open bank accounts in the Russian Federation and abroad.

The constituent document of RosOptTorg LLC is the Charter, on the basis of which this LLC operates. The main activity of the company: wholesale trade.

The goals of the Company's activities are to expand the market for goods and services, as well as to generate profit.

RosOptTorg LLC carries out the following operations:

Purchases goods from a wholesaler and organizes their delivery for further sale;

Monitors the availability of all items of goods in retail outlets;

Controls the delivery of goods with minimal costs;

Conducts contractual activities with enterprises selling retail products and suppliers;

Carries out quality control of food products delivered to trading enterprises.

The LLC does not have its own transport; delivery of products is carried out by companies specializing in this type of activity or by private entrepreneurs on a contractual basis.

Working hours: from 10-00 to 18-00, without breaks. The total area of ​​the Kaliningrad branch is 150 m2, the area of ​​the trade and exhibition hall is 90 m2. Profits can be distributed for the development of the enterprise, for the purchase of new goods, for the renovation of premises, for remuneration based on the results of the year (13th salary) and for the payment of dividends to the founders, as well as for charitable activities, etc.

The total number of employees is 30 people. The enterprise independently plans its activities, determines development prospects based on the demand for construction products, work, services and the need to ensure the production and social development of the enterprise.

The plans are based on business agreements concluded with suppliers and consumers of products. The enterprise is free to choose the subject of the contract, the definition of obligations, and any other contractual terms that do not contradict current legislation.

An enterprise is an example of a linear organizational structure.

This structure has a number of advantages and disadvantages (the disadvantages are presented in Table 2).

The advantages of a linear management structure include:

· a clear system of mutual connections between functions and departments;

· a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;

· clearly expressed responsibility;

· quick response of executive departments to direct instructions from superiors.

· consistency of actions of performers;

· efficiency in decision making;

· simplicity of organizational forms and clarity of relationships;

· minimum production costs and minimum cost of products;

Table 2. Disadvantages of the linear management structure and their causes

The noted shortcomings lie not in the plane of a specific linear organizational management structure, but in the plane of the organization of the enterprise’s work, and can be eliminated by replacing some of the bureaucratic elements with economic ones.

The financial position of RosOptTorg LLC is characterized by the placement and use of funds (assets) and the sources of their formation - equity capital and liabilities, i.e. liabilities. The comparative analytical balance is presented in table. 3

Table 3. Comparative analytical balance of RosOptTorg LLC

Based on the data in Table 3, the following conclusions can be drawn.

1. During the reporting period, the total value of property increased by 57,428 rubles (3.6%), which indicates the development of the LLC’s economic activities.

2. There is a positive trend towards improving financial performance: the value of non-current assets decreased by 1,262 rubles (2.7%), working capital increased by 58,690 rubles (2.7%).

3. There is an increase in the value of working capital by 2.7%, which occurred due to an increase in inventories by 55,403 rubles (2.7%) and an increase in the most liquid assets by 23,537 (1.3%). Accounts receivable decreased by 20,250 rubles or 1.3%.

4. The passive part of the balance is characterized by a predominance of the share of own sources of funds. Their share increased by 2%. The share of own funds in turnover increased by 78,745 rubles or 4.5%.

5. The share of accounts payable decreased by 47,844 rubles (3.6%).

In general, we can talk about the high autonomy of the enterprise (high share of equity capital - 81.3%) and a low degree of use of borrowed funds - 18.7%.

Analysis of balance sheet liquidity comes down to checking whether the liabilities in the balance sheet liabilities are covered by assets, the period of transformation of which into cash is equal to the maturity of the liabilities (Appendix 1)

Table 4 shows data on the structure of turnover of the RosOptTorg store.

Table 4. Structure of turnover of RosOptTorg LLC

The absence of sharp deviations in the share of goods sold indicates that there were no significant changes in the structure of trade turnover in the current and past periods.

Important for the development of the company is the continuous analysis of the management of operations, which in a narrow sense can be called production. Analysis of this factor shows that the price level is not much different compared to competitors. Since the conditions of this market sector in which RosOptTorg LLC operates are very close to the conditions of perfect competition, it is unlikely that a change in price can change the profitability as a whole. The only time a firm can lower prices is to capture the market. In this case, such measures will help knock out smaller firms and take leading positions. The system for managing and monitoring inventories and orders is developing.

The company has a fairly well-established personnel selection system in accordance with the developed requirements for employees. The existing personnel fully meet its requirements. A bonus system is used, a work schedule is drawn up, and special attention is paid to nutrition, training and certification (this allows you to move up the career ladder and improve your qualifications). The company also uses the practice of informal relationships in the team: corporate parties. This creates a favorable work climate, which undoubtedly increases employee productivity.

2.2 Analysis of the external environment and competitive position of the organization

Economic environment. An increase in the exchange rate has a negative impact on the activities of the enterprise and forces it to look for the most suitable price that would contribute to a slight decrease in demand and keep profits at the same level.

Taxes. Currently, the tax burden has decreased. Therefore, this economic factor has a positive impact on the activities of our company and provides an opportunity for further development of the organization and improvement of technology through the use of tax-exempt profits. According to Article 246 of the Tax Code of the Russian Federation, payers of income tax are organizations. Russian organizations may not pay income tax: enterprises that have switched to a simplified taxation system. Instead, they pay a flat tax. Organizations also pay personal income tax, VAT, unified social tax, property tax and other taxes.

Inflation. The current inflation (7%) leads to the depreciation of inventories, construction goods, and funds that reimburse the enterprise's costs, which ultimately forces the enterprise to look for a source of replenishment of working capital. In addition, an increase in the costs of production and sales of products leads to an increase in the price of products, and, consequently, a decrease in demand for it. Table 5 examines the influence of the economic environment on the company's activities.

Table 5. Impact of the economic environment on the company’s activities

Natural environment. Random factors have a fairly large impact on market conditions and prices: strikes, government decisions in the field of trade, abnormal weather conditions. Unusually warm weather, for example, can change the existing “basket” of food items in favor of soft drinks, ice cream, etc.; surges and fallen trees, which are not uncommon in our region, will complicate delivery. An assessment of the impact of the natural and ecological environment on the company’s activities is presented in Table. 6

Table 6. The influence of the natural and ecological environment on the company’s activities

Similar documents

Analysis of the external environment and macro-environment of the enterprise. Analysis of the external environment of an enterprise using the example of a commercial enterprise LLC "Center-Wallpaper Chelny". Key sales indicators. Ranking of the enterprise environment. Interaction of the enterprise with the external environment.

course work, added 05/26/2012


The concept and types of marketing strategy, methods and techniques for its development. Stages of analysis of the macroenvironment and contact environment of the enterprise under study. Principles for determining the mission and goals of the organization. Choosing a strategy based on SWOT analysis.

course work, added 10/15/2014


Basic approaches to determining the marketing environment of an organization. Methods for studying the influence of the external environment. Characteristics and role of marketing research in a modern organization. Analysis of the activities of agro-industrial companies in the Stavropol Territory.

course work, added 11/05/2012


The process of organizing marketing at industrial enterprises in the new conditions of economic reform. Analysis of factors in the micro and macro environment of marketing. The essence and content of marketing activities. Using the most optimal management structures.

test, added 12/04/2014


The essence of marketing as a specific management function. Method for determining costs for individual marketing activities. Marketing research of consumers of bakery products. Analysis of marketing activities, micro- and macroenvironment of the enterprise.

course work, added 08/08/2011


The essence and concept of the external environment of the organization, its main elements. Organizational and economic characteristics of Region LLC. Analysis of the external environment of the enterprise under study. Development and implementation of a marketing strategy using the example of Region LLC.

course work, added 06/08/2014


The concept, essence and main characteristics of the enterprise's marketing environment. Microenvironment, its subjects. Characteristics of the structure of the internal and external marketing environment of the enterprise. Proposals for improving directions for improving this area.

course work, added 05/21/2016


Marketing environment of the enterprise and its structure. Brief description of the enterprise NEKM LLC, analysis of the internal and external environment of the enterprise. Recommendations for the formation and improvement of the marketing environment, economic assessment of the proposed activities.

thesis, added 03/20/2014


Features and main stages of marketing planning - research of the company's market opportunities, the most efficient allocation of resources and forecast of the final results of its activities. Micro- and macroenvironmental factors. STEP/PEST, ETOM, SWOT analysis.

test, added 04/15/2011


Features of the marketing mix: product, place, price, promotion, people. Analysis of the marketing activities of the enterprise OJSC "Agromashholding". Organizational and economic characteristics of the enterprise. Analysis of the internal and external environment of the organization.

Introduction 3

Chapter 1. Structure of the internal marketing environment of an enterprise 5

1.1. Management environment of the enterprise OJSC "Ufaorgsteklo" 5

1.2. Management environment of the enterprise OJSC "Ufaorgsteklo" 6

1.3. Economic results of the activities of OJSC "Ufaorgsteklo" 8

Chapter 2. Structure of the external marketing environment of the enterprise 11

2.1. Enterprise microenvironment 11

2.2. Macro environment of the enterprise 17

Chapter 3. Improving the marketing environment of the enterprise OJSC Ufaorgsteklo 25

Conclusion 26

References 29

Introduction

The marketing environment of an enterprise is a set of active subjects and forces operating outside the company and influencing the ability of marketing management to establish and maintain successful cooperative relationships with target clients. Being volatile, constraining and full of uncertainty, the marketing environment deeply affects the life of the company. The changes taking place in this environment are neither slow nor predictable.

The marketing environment of an enterprise can be analyzed into more detailed components, divided into two large groups: the internal environment of the enterprise and the external environment.

The analysis of the course work will be based on data from the activities of the enterprise OJSC Ufaorgsteklo.

The enterprise OJSC "Ufaorgsteklo" is an industrial enterprise. It was founded in 1991 in Ufa. The activity began with the production of glass for frames and construction. The number of personnel was 56 people. The organizational structure had the simplest form of "boss - worker", and sales of products were carried out according to the scheme "enterprise - final consumer" through direct sales channels.

In the late 90s, Ufaorgsteklo received the form of a legal entity, and became known as the Open Joint-Stock Company OJSC Ufaorgsteklo. The enterprise developed under the influence of external environmental factors: it expanded its area, the range of products, increased the number of personnel, established relationships with suppliers of raw materials, materials, as well as indirect sales channels.

Now the products are in greatest demand and supply contracts are concluded with new and regular customers - this was facilitated by the organization of a marketing department at the enterprise, engaged in research and analysis of the enterprise's marketing environment.

The purpose of the work is to analyze the marketing environment of an industrial enterprise.

In accordance with the goal, the range of tasks is determined:

reveal the theoretical foundations of the analysis;

analyze the internal and external marketing environment of the enterprise;

Chapter 1. Structure of the internal marketing environment of the enterprise

1.1. Management environment of the enterprise OJSC "Ufaorgsteklo"

The production environment of OJSC "Ufaorgsteklo" is a set of elements: production structure, production technology, products, production personnel, raw materials, materials, technological equipment, production organization methods.

The company is developing two directions - the production of glass for construction and the production of decorative glass for finishing facades of premises.

The company employs about 311 people, including about 297 production personnel.

In order to survive, you need to rely on quality. The company has begun serial production of ultra-efficient glass with increased heat-insulating and soundproof properties, which allows their use in various building structures. The weight of glass measuring 50cm x 120cm is a little more than 0.5 kg (regular glass weighs 1 - 1.5 kg). There are no analogues of similar products in Russia yet.

The secret of success is that OJSC Ufaorgsteklo retained its scientific department. In the experimental laboratory of the enterprise, advanced technologies are being developed that reduce the cost and speed up the manufacturing process.

The main trump card of the enterprise is the quality of its products, the search for new forms, timely delivery of all types of glass on terms favorable to the consumer.

Constant control of raw materials, the manufacturing process, and regular testing of finished glass guarantee its high quality, which is confirmed by certificates.

Experience shows that poorly researched local raw materials are used in construction.

During the research process, it was found that existing technologies are outdated. They do not take into account the most important features of sand raw materials and materials made from it, which are often associated with a high content of radionuclides and the creation of radiation risk for enterprise workers and the population. In this regard, all raw materials entering the enterprise undergo radiation control.