Who are your suppliers - friends or enemies? In fact, it's both. It all depends on how you build relationships with them.

This article focuses on how to use the reserves lurking in well-built relationships. And at the heart of this is the choice of the right strategy.

Increasing competition and rising prices are forcing Russian companies to think seriously about cutting costs. Studies show that about 50% of the reserves are in the field of procurement. The remaining 50% can be found in management, production organization, logistics and other areas of activity. That is, the main reserve is precisely in the optimization of purchases. Major players pay special attention to this area. RAO EU fully regulated the procurement activities of subsidiaries and introduced mandatory competitive procedures. OJSC AVTOVAZ has seriously increased the number of its suppliers. Many holding structures are engaged in the centralization of purchases. The fight against abuses is underway, up to the constant video recording of negotiations with suppliers. All these examples demonstrate the desire to organize procurement as efficiently as possible.

And at the same time, managers regularly lose sight of one significant point - the suppliers themselves.

In 2006-2008 we conducted a survey of more than 200 buyers of large and medium-sized companies operating in Russia. The survey showed that the systemic management of the supplier base is practically not used by Russian companies to improve the efficiency of procurement activities.

A typical mistake when working with suppliers is the desire to treat everyone the same. In one of the companies, the request for training for buyers was: "Make our employees opportunistic buyers." In fact, this means: "Trim everyone one size fits all, make sure that everyone works with all their suppliers within the same approach and implement the same strategy." But after all, even at the household level, we behave in completely different ways, choosing, for example, bread in a store or buying a car. So is it worth giving up common sense in corporate procurement? It is illogical to treat all suppliers in the same way, as situations are different.

Managers most often choose one or another type of relationship with a supplier, taking into account the following factors:

• intuition (“I think so”);
• individual predisposition of the leader (someone finds it easier to establish partnerships, others - opportunistic ones);
• the alignment of market forces (I am weak - I bend for everyone; strong - everyone must bend for me);
• personal sympathy or dislike for the manager or representative of the supplier.

All these factors have something in common, namely that they have nothing to do with serious analysis of the situation inside and outside the enterprise. In other words, the company builds relationships with its suppliers on a whim in many ways and expects the purchasing department to constantly reduce costs, improve the quality of purchased products, reduce delivery times, etc.

What relationships with suppliers are possible?

The easiest, although not always the most efficient way— take a tough stance in procurement negotiations and try to get the most Better conditions, no matter what. Relations that are built in this way are called relations based on the principle of economic expediency, or opportunistic. Such an approach can give positive results in the short term, but it is not always effective in the long term.

As an example, consider the situation that developed some time ago in the stationery market. Buyers with great market power (for example, large retail chains) could act on the basis of the principle of economic expediency, i.e., choose opportunistic relationships. But when a fire at a fax-roller plant created a significant shortage in the market, the winners were those who forged strong partnerships with their suppliers.

A partnership is a fundamentally different type of relationship with a supplier. Of course, intermediate options are also possible. Company daimler-chrysler, for example, apart from dealing with market competition(economic feasibility) and alliance (strategic partnership) considers options for coordination (selective competition) and cooperation (selective partnership). But this is already a “fine tuning”. The poles remain the same.

Both types of relationships should be present in the supplier base of the enterprise: those built on the principle of economic expediency (opportunistic) and partnerships. And, as a rule, several partnerships accounts for many opportunistic. This is due to the fact that both types of relationships have their advantages and disadvantages. If you bring them together, the picture will be approximately the same as shown in the table.

Thus, it is not economically feasible to establish partnerships with all suppliers. And to work with everyone solely on opportunist principles is sometimes short-sighted. Both approaches are good - the only question is when and with whom we apply them. The type of relationship should be chosen on the basis of serious analysis. As practice shows, in many Russian companies this is not entirely true.

Justified choice of the type of relationship with the supplier

So what do we need to do if we want to make an economically and strategically sound decision? The type of relationship with the supplier, and hence the negotiation strategy, is much more far-sighted to choose consciously, taking into account the analysis of a number of factors, both internal and external environment of the enterprise. First of all, we need to analyze what we buy.

Relationships built on the principle of economic expediency (opportunistic) are suitable for working with non-strategic material or commodity groups, where individualization of the product is not required in accordance with customer requirements. In this case, you can not be afraid that the opportunistic relationship with the supplier will negatively affect the quality of the product.

This is mainly about products and services with low purchase volumes, although there may be exceptions to the rules.

If simple products with a high degree of standardization are being purchased, then again it makes sense to resort to opportunistic relationships - especially if suppliers have spare capacity or problems with the sale of products. In this case, you can always change one supplier or one product to another supplier/product.

The purchasing department should strive to build partnerships when it comes to strategic materials or commodity groups. These materials and groups belong to the main positions of the enterprise and therefore cannot be purchased anywhere.

If the objects of supply come from industries that work with complex products that have a low degree of standardization, then it is very often necessary to create partnerships with suppliers. Establishing partnerships is also recommended in cases where the supply receives products and services from emerging or monopolized markets, the lack of resources in which can lead to the creation of supply bottlenecks.

A structured analysis of the purchased item is carried out according to four criteria: the volume of purchases, the share of costs in creating value; impact on final result; technical complexity; risk associated with receiving. Let's consider each of these groups in more detail.

1. The volume of purchases, the share of costs in creating value. The higher the volume of purchases, the greater the share in the creation of the final value of one or another purchased object, the greater the return can be obtained from building partnerships with the supplier. To compare purchase volumes for various objects, you can use the classic ABC-analysis. Moreover, it should be carried out not only in value, but also in quantitative terms.

2. impact on the end result. Different purchased objects have different impact on the final product or results of the trading enterprise. AT trading companies there is an assortment that, according to customers, just needs to be on the shelves. Any interruption in the supply of such a range can cause significant damage.

The same situation is observed in production. For example, when assembling computers, the processor is much more important than the screws in the case. That is why most people hear the names of major processor manufacturers, but almost no one knows who makes the cogs.

The higher the impact of the purchased object on the final result, the higher the importance of this group of materials or the supplier for decision-making by customers (especially the most valuable for the enterprise), the more reason to choose partnerships with the supplier.

3. Technical complexity. The simpler the purchased objects from a technical point of view, the more justified the relationship based on the principle of economic expediency. The increase in the complexity of the purchased objects affects a number of factors that tilt the balance of choice in favor of partnership. Firstly, the amount of knowledge about the features of the technology or the purchased product itself (including structural ones) decreases, and, consequently, the dependence on suppliers' knowledge in the field of technology increases. Secondly, costs increase significantly when changing suppliers (the so-called switching costs).

4. The risk associated with receiving. It is worth separating internal and external risks. Internal risks are usually associated with the instability of consumption. It can be assessed using XYZ-analysis. The higher the fluctuations in consumption, the more flexibility is required from the supplier and the higher the risk of not getting the required amount of product at the right time.

When assessing external risks, attention should be paid to the following factors:

• the degree of market monopolization, the number of possible suppliers;
• the presence of deficits of various origins, the ratio of supply and demand;
• political risks;
• possible force majeure circumstances (an example of this is last year's strike of Polish customs officers);
• geographic location of suppliers and risks associated with geographic location;
• other possible supply disruption threats.

If the risks are low, then this is an argument in favor of an opportunistic relationship; if high, partnerships are more justified.

The results of such a structured analysis are conveniently combined into a matrix - for example, in the form in which the company uses it Geberit, a manufacturer of plumbing fixtures (Figure 1).

For materials that are strategic, it is worth choosing a partnership with suppliers. For non-critical materials - opportunistic relations. But in relation to materials, the supply of which causes problems, and the main materials, there is no unambiguous solution. The choice is made individually in each case.

Conclusion

Having determined the type of relationship with the supplier as a result of the analysis, it is already possible to start choosing an adequate negotiation strategy. Thus, the procurement negotiation strategy is determined in the order shown in Fig. 2.

This approach allows you to make informed decisions in relation to suppliers, plan tactical actions based on a sound work strategy. Of course, it requires additional time and effort of the purchasing unit. But at the same time, it allows you to reduce costs and increase the degree of adaptation of the enterprise to changing market conditions not only in the short term, but also in the long term.

Unfortunately, it has not yet found wide application. But our companies simply do not have a choice: if you do not look beyond your nose, then sooner or later you will definitely fall into a hole!

1 Stefan M. Wagner. "Management of suppliers" (B-ka logistics) / Per. with him. ed. A. G. Akhmetzyanova. - M: "KIA Center", 2006. - 128 p.

Wholesale trade occupies an intermediate link between producers (suppliers) and consumers ( retail). In this way, both suppliers and consumers influence the activities of the wholesaler and marketing decisions. Marketing mix activities can bring a negative result without taking into account the influence of these factors.

Suppliers influence the following factors in the company's activities: 1) the quality of goods. Goods offered to wholesalers should be of the best possible quality. Therefore, HDC Company LLC cooperates directly with manufacturing plants that manufacture products based on international quality standards ISO 9000; 2) price. To mitigate the negative effects of this factor, the Company is engaged in procurement activities from several suppliers with the aim of relative independence. In addition, the Company tries to enter into contracts with suppliers with fixed prices for a long period. Changes in the price policy of other suppliers are also constantly monitored; 3) range - by studying the tastes and preferences of consumers, suppliers are selected whose auto parts are in the greatest demand; 4) quantity of goods - the company plans to purchase such a quantity of goods that the following conditions are provided (supply in the right quantity for consumers, maintaining the necessary stock in the warehouse, discounts for the volume of purchased products, organization of delivery); 5) timeliness - HDC Company LLC plans to purchase goods exactly on time, convenient for the buyer. To do this, through negotiations with suppliers, they agree on the timing of shipment, the company organizes further delivery to the end user by its own transport, and if necessary, hired. The main suppliers are Melitopol Bearing Plant LLC, Kharkov Bearing Plant - HARP (KharP) - Kharkov Bearing OJSC, Kharkov Bearing Plant OJSC, tractor plant”, CJSC Kremenchug Automobile Plant (CJSC “KrAZ”), CJSC Zaporozhye Automobile Plant (CJSC “AVTOZAZ”). The choice of suppliers is determined by the optimal price and quality and the possibility of timely delivery. The company has entered into dealer agreements and is a direct representative, which ensures the best delivery conditions.

Consumers are one of the most significant uncontrollable factors. How successful an enterprise will be depends on meeting customer needs. in the best possible way. Although the enterprise determines the choice of the target market for auto parts, it cannot control its characteristics. He can only respond to them - the volume and range of ordered supplies of goods and services, relative attention to prices, forms of ownership retail stores, the degree of their concentration in the service area, etc. - all that potentially affects the purchase of products by buyers wholesale trade one or another type or volume of these products.

Consumers directly influence the level of demand and indirectly on a number of other marketing decisions, on assortment policy, on prices, on incentive methods, on the location of the enterprise.

In HDC Company LLC, these problems are solved by the sales department by identifying needs (conducting surveys, negotiating with customers). For example, there was a shortage of tires for trucks and tractors, which were purchased in Moscow at a higher price and low quality. The answer to this was the purchases at the factories of Ukraine, which have large production capacities and production experience, interested in finding a sales market in Russia, offering products at a lower price. In addition, the company pursues a reasonable pricing policy to attract buyers (a relatively low markup, lower than that of competitors, a system of discounts), strives to create long-term partnerships with buyers (attracting regular customers) and improves service, it was found that for buyers attractive are deferred payments, prompt delivery and availability of stocks in the warehouse (for this, the company has the possibility of direct deliveries or storage of goods in a warehouse, credit).

Suppliers and consumers have a huge impact on the activities of HC Company LLC and on the decisions it makes in all areas of activity, including marketing. Suppliers influence the price of auto parts, quality, breadth of assortment, timeliness of deliveries, consumers directly influence the level of demand and indirectly the price, incentive methods, assortment. Therefore, a wholesale enterprise should be focused on consumers and suppliers, taking into account their influence. It is possible to reduce the negative impact of suppliers - by searching for the most advanced enterprises in terms of product quality and assortment, purchasing from many suppliers instead of one - thereby creating a relative independence of the wholesale enterprise. Important for consumers a wide range of, quality, discounts and deferred payment, level of service, the possibility of deliveries just in time. HDC Company LLC takes this into account in the formation of its marketing policy and monitors changes in consumer preferences and reactions to ongoing marketing activities.

Chapter 5 Main Directions for Improvement marketing activities enterprises

Analysis of the economic potential of LLC "Company" HDC "for 2005-2007, given in Chapter 2 term paper showed that profit, although quite high, tends to decrease while maintaining the level of costs. This can be caused by various factors: increased competition in the auto parts market, oversaturation of the sales market in the Belgorod region, and a decrease in the quality of the wholesale enterprise. All this indicates the need to improve the marketing activities of the enterprise, aimed at increasing sales and, ultimately, profits and competitiveness.

First of all, in the organizational structure of the enterprise, it is necessary to remove the functions of wholesale purchases from suppliers from the sales department (analysis and search for suppliers, negotiation process, contract work, organization of purchases and delivery to the warehouse) and create a purchasing department. Because the sales department performs too many functions that make it difficult to focus on the main, in fact, marketing activities. Efficiency and quality of work are steadily declining. This is also shown by the experience of functioning of other trading enterprises, such as “ Trading house Crossroads, Eldorado, Wal-Mart. However, these two purchasing departments should work very closely with each other, since their activities are interconnected.

In terms of organizing the marketing complex at the enterprise, there is no program of events developed and approved by the management either in writing or orally. The actions of the sales department are reduced to the implementation of the instructions of the head of the organization on specific issues, and not to systematic activities. In my opinion, this disadvantage is significant: the development of the program allows you to systematize the activities of the entire marketing complex; evaluate the effectiveness of ongoing activities; allows you to link sales activities with a company-wide strategy; allows you to control the activities and final effectiveness of sales department employees, if you enter into the program control targets that need to be achieved.

The company does not fully analyze competitors (pricing policy is mainly studied), but it is necessary to conduct a comprehensive study of competitors ( product range, level of service, promotional activities, advantages and disadvantages).

An analysis of the economic potential also showed a significant amount of receivables, this is always not a positive factor, and in a crisis, the risk increases, as borrowers may go bankrupt and not repay the debt. In this regard, in marketing activities to stimulate sales, it is proposed to change the policy of supplying goods on credit: to provide goods with a deferred payment only to reliable customers under some kind of fixed guarantees, including property or fixed assets of the borrower; reduce the terms for granting debt, after which measures are applied, up to pre-trial ones; carry out measures to retain customers in connection with the current situation (negotiations, explanation of the appropriateness of the measures taken). This will reduce accounts receivable while maintaining the customer base.

The commodity (assortment) policy should be revised, which consists not in the supply of all types of auto parts, but only those for which the demand is either small, but stable, or goods, the demand for which is steadily growing. Efficient Management procurement involves ranking goods for certain periods of time (quarter, year) by category (increase in sales; decrease in sales; goods whose sales have changed little). Further, the indicators are analyzed what caused the decrease in the profits of goods and a decision is made to refuse these goods, reduce their total purchases, or increase the amount of work to stimulate these goods.

Settlements with counterparties are carried out in a non-cash way, in connection with this, payment in cash can lead to an increase in the client base by attracting new consumers and expanding cooperation with existing clients.

For the best promotion of the company and its products and services, it is advisable to create a website and participate in e-commerce. The costs are the creation and management of the site and the monthly payment for the domain (registered address), which is a small amount. However, the benefits of creating a site will far exceed the costs and may consist of several areas that simultaneously affect the profitability of HC Company LLC: 1) an increase in the client base due to those who visited the site on the Internet, and not necessarily from Belgorod region; 2) recognition of the company, creation of a positive image; 3) acceleration of the turnover of goods; 4) lower costs compared to advertising and promotions to attract attention (exhibitions, reports, articles) and a large audience on a global scale. To do this, the site must meet a number of conditions: 1) a catalog must be presented with a full range, prices and discounts in real time and with constant updating; 2) it is also advisable to place product quality certificates, company awards, names of counterparties of well-known customers and suppliers - this has a positive effect on the company's image as a supplier of factory-standard quality products. It can be just a website that informs about the company and its products, or you can create an electronic store with payment through electronic payment systems and orders through the website.

Thus, in order to improve marketing activities, it is necessary to change the functions of the sales department in the organizational structure (removing purchasing activities, focusing on marketing) and create a purchasing department, establishing effective interaction between them. The activities of the sales department should be organized and regulated by creating an enterprise marketing plan (program), which describes the ongoing activities, goals and objectives, benchmarks. Procurement activities should be organized, on the one hand, by identifying consumer preferences through various surveys (questionnaires), and on the other hand, on the basis of procurement management according to the criterion of sales efficiency. Settlements with contractors (buyers) can also be made in cash. The creation of the Internet site will contribute to the effective promotion of auto parts and company recognition at low cost and to a wide audience.

In this article, we will look at the factors that influence the strategy of a small business. In I have already mentioned the factors influencing the strategy of a small business. In this article, I want to dwell on this issue in more detail. When choosing a strategy, a small business must consider a number of factors. Let us dwell on the most important among them, the impact of which on business is especially great and without taking into account which small businesses will not be able to achieve competitive advantages in the market.

Introduction.

Small business owners must constantly be aware of the need to change their business strategy due to factors such as increased competition, changes in the economy, new regulations, or factors such as declining productivity, increased business costs, high employee turnover, increased product costs, changing prices. for materials and components, etc., etc.

All factors influencing the strategy and on which the life of a business depends are divided into three groups: environment (external factors), internal factors and moral and ethical factors.

Almost all factors that influence strategy can have a positive or negative impact on the business. The task of small business owners is to ensure that the factors influencing the strategy exceed the positive ones, and minimize the negative ones, if possible.

The nature of the impact of factors on business strategy.

The nature of the impact of factors on business strategy is different and not equivalent. And any business strategy to achieve a relative advantage over other businesses must achieve an optimal balance between the factors that contribute to the business and the factors that are dangerous to it. The nature of the action on various factors can be represented in the form of a diagram.

The nature of the impact on the business of various factors.

It can be seen from the diagram that only two factors, external and internal, directly affect the creation of a competitive advantage over other businesses operating in the same market, and the third factor (the arrow is highlighted in color) affects indirectly. I will be more specific on this later. But all three factors can directly affect the limitation of business opportunities.

The diagram also shows that the factors affecting the business can both contribute to the development of the business and lead to its collapse.

In the future, we will consider how various groups of factors affect the strategy of small business.

Factors influencing the strategy. External factors (environment).

The environment is the environment in which the business exists and with which it contacts; it is the totality of all factors outside the business, but directly affecting its activities.

The most important of these factors are:

— socio-political conditions in which the business exists;

– governing laws, rules and regulations in which the business exists;

- market opportunities, its size, risk levels, competition conditions;

— interaction with suppliers of raw materials, materials and components;

— interaction with consumers of business products;

- interaction with competitors;

— the impact of scientific and technological progress.

I do not see the point in dwelling on each of these factors in detail. It seems to me that their very name explains a lot. In addition, I have already repeatedly written about each of them on this site. For example: you can see about interaction with suppliers of raw materials, materials and components in and, about interaction with consumers of business products - in and in, about interaction with competitors - in, about the impact of scientific and technological progress - in.

As can be seen from the diagram, external factors impose a number of restrictions on business strategy, but, if properly adapted and used correctly, they can also provide significant advantages over competitors. The success of a business largely depends on interaction with the environment. On how timely the entrepreneur discovers and uses the emerging environment opportunities and anticipates dangerous trends in it directly depends on the success or failure of his business.

Factors influencing the strategy. Internal factors.

It is absolutely clear from the name that internal factors are all internal factors and processes that occur within a business and affect its life. Internal factors include:

- strengths and weaknesses of the business;

- competitive advantages of the business;

— personal ambitions and opportunities of business owners;

— business structure, its ability to rebuild and adapt to environmental changes;

— technological capabilities;

- economic opportunities, the correct use and management of finances;

- proper business management;

— business;

— interaction with business employees, the availability of qualified personnel.

In this case, too, I see no reason to dwell on each of these factors in detail. Almost every one of them I have repeatedly written on this site. For example: you can look at business efficiency in and in, about the correct use and management of finances - in and in, about working with personnel - in and, etc.

As can be seen from the diagram, internal factors can impose a number of restrictions on a business strategy, but, with the right efficient use, can provide small businesses and significant advantages over competitors. The main thing is to correctly, economically use the resources available to the business and avoid gross mistakes in the conduct of small business. I have written enough about possible, typical mistakes of businessmen (see about small business mistakes).

I want to note that internal factors are more predictable than external ones, they are easier to predict. Although many internal factors in the process of promoting a business can change greatly in response to changes in the environment, depend on changes in external factors.

Factors influencing the strategy. Moral and ethical factors.

Moral and ethical factors include:

- moral values ​​accepted in society;

- personal moral qualities of business owners;

— the corporate culture of both the business itself and its owners and managers.

Moral factors usually play a limiting role in business strategy. The desire to tell the truth, not to deceive partners, their employees, suppliers, customers - these are all the restrictions that affect. But let's look at the issue deeper.

It is no secret that quite a few entrepreneurs are trying to fraudulently evade paying. It can get away with it for a while and bring in business. But this cannot go on for a long time. The business will be shut down, and even the owners may be prosecuted. Or, for example, another typical example. I think many readers have come across deception, underweight in stores, attempts to sell at any cost a low-quality, sometimes expired product. How long will this business last?

Yes, for a short time, deceit and fraud can give a business a competitive advantage. But only for a short time. That is why I singled out on the diagram the connection of moral and ethical factors with competitive advantage different color.

Many more examples of violations of moral and ethical standards can be cited. This is underpayment to their employees, and deception of suppliers, and deception of business partners, etc. etc. It all ends very quickly anyway.

Some businessmen set up businesses on purpose to deceive, to swindle naive clients. A striking example of this are, especially pyramids disguised as business. They do not exist for a long time, but they manage to get a lot of money from gullible citizens. I have written extensively on this subject on this site.

As you can see, in order to create a business strategy for the long term, moral and ethical factors must be taken into account, and above all, as limiting factors.

Conclusions.

In this article, we briefly looked at the factors that influence small business strategy. I already wrote that all factors can be both with a plus sign and with a minus sign. Of course, many factors are linked to each other, influence each other.

However, both internal and external factors often change. New factors may appear that do not fit into the original business strategy. They can open up new prospects for business development or new opportunities to improve small businesses, or, conversely, force them to abandon some of the original ideas.

The environment of direct impact (institutional environment) includes elements directly related to the operations of the enterprise: suppliers, consumers, competitors, government institutions and institutions of industrial and social infrastructure. It, in turn, can be logically divided into two groups. The first group is the so-called competitive environment, which includes suppliers, consumers and competitors.

Suppliers enterprises ensure the supply of resources necessary for its functioning. This group of factors includes, first of all, suppliers of material resources: raw materials and materials, components and energy carriers. However, taking into account the above classification of resources, this can rightfully be attributed recruitment agencies as suppliers human resources or banks as suppliers financial resources. The provider of information resources can be, for example, the Internet.

The influence of suppliers on the activities of the enterprise lies in the fact that they create a certain resource dependence, the strength of which depends on the state of a particular resource market. For example, the establishment of unreasonably high prices for electricity by monopoly enterprises can put the enterprise at risk of bankruptcy. In such conditions, the enterprise should direct its efforts to minimize resource dependence (in this example, to search for alternative energy sources).

Regardless of what resource the supplier provides to the enterprise, the effectiveness of the enterprise's relationship with him depends on a number of parameters: the level of specialization of the supplier, the cost of switching from one supplier to another, the availability of alternative suppliers of similar resources, etc. In addition, the strength of the relationship between the enterprise and the supplier (here the range of values ​​can be on a continuum from “casual contacts” to “long-term relationships”) and its nature (from “open confrontation” to “close cooperation”) is of great importance.

Many enterprises seek to limit the circle of their suppliers and focus their efforts not on finding price advantages, but on building strong mutually beneficial relationships with those who remain. traditional relationship between manufacturers and suppliers was reminiscent of the relationship between two rivals in eternal confrontation. Today, many businesses are realizing that close collaboration allows them to achieve significant savings, improve the quality of goods and services, and accelerate the time to market of new products. Cooperation with suppliers has ceased to be an exception and has become a mandatory rule.

The influence of suppliers on the activities of the enterprise is especially strong when:

• suppliers are a small group of enterprises with a greater monopoly than the enterprise they serve;
• the products of this supplier are unique, and the company does not have the opportunity to switch to the services of other companies;
• the cost of switching suppliers is large enough compared to the savings that can be obtained from this change;
• the enterprise is not an important customer for the supplier.

Consumers enterprises are individuals and organizations: trading firms, official distributors, stores, sales agents, manufacturing firms, individual buyers and customers. The specific composition of consumers depends on the field of activity, the characteristics of the products manufactured, the scale of the enterprise's production, sales markets and other factors. In addition to direct consumers, this group of factors may include consumer societies, environmental protection, and similar organizations that interact with the enterprise regarding product quality, advertising integrity, compliance with environmental requirements, etc.

Traditionally, consumers are divided into wholesale (intermediate) buyers and final consumers. From the point of view of the enterprise, the difference between them is explained by the fact that wholesale buyers, when choosing a product, are not guided by own needs but the needs of the end user. Therefore, traditional marketing is aimed primarily at the formation of the necessary needs of the final consumer of products.

The influence of consumers on the activities of the enterprise can be expressed in the following forms:

• in establishing a certain level of prices for products;
• in the presence of special requirements for the quality of products;
• in the preferred use of a certain form of payment for products;
• in the ratio of sales volumes of the company's products and other manufacturers, etc.

The influence of consumers on the enterprise is especially strong when:

• their number for a given enterprise is small, or a small group of buyers provides the main sales of the enterprise's products;
• there is a fairly high level of competition, when consumers have the opportunity to choose among several manufacturers of similar products;
• consumers are productivity with a low level of profitability, which creates the preconditions for the search for lower purchase prices;
• products purchased by consumers are the basis of their own production;
• the quality of goods or services of the consumer does not depend on the purchased products.

Competitors- These are enterprises that sell products in the same markets that satisfy the same needs. Traditionally, I distinguish between direct and indirect competitors. Direct competitors produce and sell the same products as the enterprise, in the same market and at about the same scale. Indirect competitors are enterprises that satisfy the same needs in a different way, or satisfy part of the needs. Indirect competitors also include regional and highly specialized enterprises whose products are able to satisfy part of the needs or part of consumers, as well as competitors for resources.

Assessment of the competitive environment involves identifying the main competitors, real and potential threats from their side and identifying their own strengths that can help the company compete.

The competitive environment is formed not only by existing competitors. A certain threat to the enterprise can be posed by companies that can enter the market with similar products or substitute goods. At the same time, it is important to understand how strong the barriers to entry into the market are and how likely it is to create and maintain these barriers. long time. For example, gaining a certain market share can be an effective barrier to entry for small producers, but retaining it will cost the enterprise quite a lot of money.

At the same time, competitors are not only a danger. They create the prerequisites for the business activity of the enterprise, force it to constantly look for new, progressive solutions, and contribute to the diversification and development of production.

COURSE WORK

The influence of environmental factors on the organization

Introduction

Currently, all processes occurring in society occur with the participation of organizations. The organization has a number of features in its definition that make it dependent on the external environment.

The external environment includes political, economic, environmental conditions and organizations, including competing ones; suppliers and consumers, social infrastructure, etc.

The relevance of the study is provided by the varying degree of influence of the external environment on the organization, which ultimately has various consequences for its activities.

The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization.

In conditions market economy enterprises and organizations need to respond in a timely manner to changes in the external environment and adapt these organizational structures to these changes. Therefore, further attention to the issue of the essence of the organization is necessary for the purpose of a deeper and more reasonable resolution of particular problems.

The purpose of this work is to study the unique characteristics of environmental factors, through the analysis of which it is possible to determine the degree of its influence on the activities of the organization.

In accordance with the purpose of the study, its main tasks are defined:

identify the essence and determine the types of the environment of the organization;

to characterize the environmental factors of direct impact;

to characterize the environmental factors of indirect impact;

study the activities of the organization JSC "Gazprom";

analyze the impact of environmental factors on OAO Gazprom;

propose ways to improve the interaction between OAO Gazprom and the external environment.

The object of research is the factors of the external environment of the organization. The subject of the study is the influence of the external environment on the organization.

In the process of writing a term paper, empirical and theoretical methods were used, which made it possible to most fully consider this topic. Empirical methods: observation, experiment, induction, analogy, classification. Theoretical methods: deduction, modeling, axiomatics, formalization.

The structure of the work corresponds to the purpose and objectives of the study - the first part of the work is devoted to the essence of the organization's environment. It analyzes in detail the types of the organization's environment, gives a description of the environmental factors of direct and indirect impact. The second part of the work analyzes the activities of OAO Gazprom and the impact of external factors on it. In the third part of the work, a number of recommendations are given, with the help of which it is possible to improve the interaction of OAO Gazprom with the external environment.

1. The concept and characteristics of the external environment

.1 Essence and types of environment. External and internal environment of the organization

The environment of the organization is a set of active subjects and forces with which the organization interacts in one way or another. Typically, internal and external environments of the organization are distinguished.

The internal environment includes the internal environment. The internal environment includes, in addition to your division, other groups, resources and equipment within your company. The internal environment is manageable and controllable.

The external environment includes the near and far environment. The immediate environment (microenvironment) consists of firms and associations with which the company interacts, and includes consumers, suppliers, partners, competitors and other groups that the company can influence. The far environment (macro environment) is something that the company cannot influence and cannot control.

The internal environment of the organization is the managerial production potential of the enterprise. Main components internal environment organizations are: goals; structure, labor resources; equipment, inventories; technology; organization culture.

The external environment is understood as all the conditions and factors that arise in the environment, regardless of the activities of a particular company, but have or may have an impact on its functioning and therefore require management decisions.

However, a set of these factors and an assessment of their impact on economic activity are different for each firm. Usually, an enterprise in the process of management itself determines which factors, and to what extent, can affect the results of its activities in the present period and in the future. The conclusions of ongoing research or current events are accompanied by the development of specific tools and methods for making appropriate management decisions.

One way to define the environment and facilitate accounting of its impact on the organization is to divide external factors into two main groups: microenvironment (environment of direct impact) and macroenvironment (environment of indirect impact).

The direct impact environment is also called the direct business environment of the organization. This environment forms the subjects of the environment that directly affect the activities of a particular organization. These include the following entities, which we will discuss further: suppliers, consumers, competitors, laws and government bodies.

Indirect environmental factors or the general external environment usually do not have the same marked effect on an organization as direct environmental factors. However, they need to be constantly monitored as the indirect environment is usually more complex than the direct environment. Macroenvironment creates general terms and Conditions existence of the organization in the external environment. The main factors of the external environment of indirect impact include: technological, economic, socio-cultural and political-legal, as well as international changes.

The changing external environment is an area of ​​constant concern for organizations. The analysis of the market external environment includes aspects that have a direct impact on the success or failure of the organization. These aspects include changing demographics, life cycles of various products or services, ease of market penetration, income distribution of the population, and the level of competition in the industry.

The classification of factors and qualities of the external environment due to their diversity is quite different and can be based on various principles. Adhering to the classification adopted in management, we can offer the following list of characteristics of the external environment: the interconnectedness of factors; complexity; mobility; uncertainty.

The interconnectedness of environmental factors is understood as the level of force with which a change in one factor affects other factors.

The complexity of the external environment refers to the number of factors to which the organization must respond, as well as the level of variability of each factor.

Environment fluidity is the rate at which changes occur in an organization's environment. Many researchers point out that the modern organizations changes at an increasing rate.

However, while this trend is general, there are organizations around which the external environment is particularly fluid. It is believed that the most rapid changes in the external environment affect, first of all, the pharmaceutical, chemical, electronic, aerospace industries, production software products, biotechnology, and telecommunications.

The effective activity of the organization assumes that the manager has the skills to work in conditions of uncertainty in the external environment, the lack of sufficient information in order to accurately predict the dynamics of consumer needs and changes in external factors.

1.2 External environment: factors of direct impact

The direct impact external environment for an organization is the set of factors that directly affect the operations of the organization and are directly affected by the operations of the organization.

The direct impact environment is also called the organization's immediate business environment or task environment. As we have already mentioned above, it includes:

) consumers (individuals and companies, public authorities;

) suppliers of material resources, equipment, energy, capital and labor;

) state bodies and laws;

) competitors - individuals, groups of individuals, firms, enterprises competing in achieving identical goals, striving to possess the same resources, benefits, occupy a position in the market.

) The first group of influence in the market environment are consumers. These are individuals, households, as well as corporate consumers (businesses) who use the goods and / or services of the manufacturing enterprise to meet their needs.

The profile of buyers can be compiled according to the following characteristics:

geographic location of the buyer;

demographic characteristics of the buyer (age, education, field of activity);

socio-psychological characteristics of the buyer, reflecting his position in society, behavior style, tastes and habits;

the attitude of the buyer towards the product, reflecting why he buys this product, whether he himself is a user of the product and how he evaluates the product.

By studying the consumer, the firm also understands for itself how strong his position is in relation to it in the bargaining process. If, for example, the buyer has a limited ability to choose the seller of the goods he needs, then his bargaining power is significantly weakened. If, on the other hand, the seller should look for a replacement for this buyer with another one that would have fewer opportunities to choose a seller. There are a number of factors that determine the selling power of the buyer and must be uncovered in the process of consumer analysis.

These factors include: the ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer; the volume of purchases carried out by the buyer: the level of awareness of the buyer; availability of replacement products; the cost to the buyer of switching to another seller; buyer sensitivity to price.

All the variety of external factors is reflected in the consumer and through him affects the organization, its goals and strategy.

It is necessary to take into account the factors influencing the behavior of consumers, their demand.

) Suppliers ensure the receipt of the types of resources necessary for the functioning of the organization. The main resources are raw materials and materials, energy, equipment and technologies, financial and information resources, as well as work force.

Traditionally, the relationship between producers (the firm that consumes raw materials) and suppliers resembled the relationship between two rivals in eternal confrontation. Relationships with suppliers often directly affect the chosen business development strategy.

Interactions with providers of financial resources have always been built in a special way. This group includes banking and credit institutions, investment and venture funds, private investors, shareholders. The ability to develop a business often depends on the ability to attract additional finance. Therefore, it is very important for any commercial organization how attractive it looks as an investment. In Russia now more and more large enterprises- industry leaders are switching to Western reporting standards, introducing corporate culture and evaluate goodwill. The image becomes their weapon in the struggle for the "favor of money."

) Each organization has a specific legal status, being a sole proprietorship, a company, a corporation, or a non-profit corporation. This is what determines how an organization can carry out its business activities, and what taxes it must pay.

) The study of competitors with which the organization has to compete for resources received from the external environment is aimed at identifying their weaknesses and strengths and on the basis of this build your strategy of competition. Firms understand the competitive environment as a set of subjects and market factors that affect the relationship between the manufacturer (seller) and the consumer of products.

Gaidaenko T.A. notes that: the competitive environment of the market is determined by the type of competition and the structure of the market, as well as other factors in the development of various organizational and legal forms of ownership of market entities, the nature state regulation. The market structure is characterized by:

) the degree of monopolization;

) the level of differentiation of competing products;

) the presence of barriers to entry into the market;

) the level of integration of firms;

) the degree of diversification of the production of goods;

) the level and structure of costs for the production and marketing of products.

In evaluating the competitive environment, it is also important to identify the competitive forces that determine the attractiveness of the industry and the position of firms in the competition. Competition is formed not only by intra-industry competitors producing similar products and selling them in the same market. The subjects of the competitive environment are also those organizations that can enter the market and produce a replacement product.

The impact on the organization of such a factor as competition is manifested in many aspects of management. In many cases, competitors rather than consumers determine what kind of performance can be sold and what price can be asked. Underestimation of competitors and overestimation of markets lead even the largest companies to significant losses and crises.

Thus, we can say that the factors of the external environment of direct impact are nothing more than a generator of the organization's activities, its quick reaction and the implementation of certain actions. They have a direct impact on the organization and therefore require special management attention.

.3 Environmental factors of indirect impact

Indirect environmental factors or the general external environment usually do not affect the organization as markedly as direct environmental factors. However, management needs to take them into account. The indirect impact environment is usually more complex than the direct impact environment. Therefore, its study is usually based primarily on forecasts.

The environmental factors of indirect impact include:

)technology;

)the state of the economic environment;

)sociocultural factors;

)legislative and political factors;

)international changes.

Consider the possible directions of impact on the enterprise of each of the factors listed above.

)Technology is a set of means, processes, operations, with the help of which elements entering production are transformed into output ones.

Technological changes include scientific and technical innovations in a particular industry, as well as in society as a whole. Technology is both an internal variable and an external factor of great importance. As an external factor, it reflects the level of scientific and technological development affecting the organization, for example, in the areas of automation, informatization, etc.

Economic changes reflect the general economic situation in the country or region in which the company operates. Economic forces are the most significant, since the current and projected state of the economy may adversely affect the strategic goals of the organization. Indicators such as the inflation rate, the stability of the national currency, international payment balance, the tax rate, the purchasing power of the population, the dynamics of GNP, GDP, unemployment, interest rates, as well as the main trends in the structure of industries and organizational forms management must be constantly diagnosed and evaluated.

Management must be able to assess how general changes in the state of the economy will affect the organization's operations. The state of the world economy affects the cost of all inputs and the ability of consumers to buy certain goods and services.

It is important to understand that a particular change in the state of the economy can have a positive impact on some organizations and a negative one on others.

)The activity of the enterprise takes place in society. In the process of this activity, the enterprise establishes relationships with various elements of the structure of society. This causes the impact on the enterprise of factors of the social and cultural environment. Sociocultural factors of the macro environment include demographic characteristics, norms, customs and life values the country in which the organization operates. Sociocultural factors influence the formation of the demand of the population, labor Relations, level wages, working conditions, etc.

First of all, the demographic situation is considered, within the framework of which the geographical distribution and population density, sex and age structure, social stratification society, national homogeneity, the level of education of the population, and the level of income.

Factors of the system of social norms have a great influence on the activities of firms: social behavior and cultural environment. These factors include social values ​​and accepted principles of behavior (for example, attitudes towards work, spending free time), social expectations. important questions currently prevailing in society the propensity for entrepreneurship, the role of women and national minorities in society, the change in the social attitudes of managers, the movement to protect the interests of consumers.

A special role is played by social organizational structures - parties, trade unions, the press, consumer associations, youth organizations.

)The legislative and political factor is based on federal and local legislative acts, as well as political actions that are aimed at establishing control over the activities of organizations. The political component of the external environment must be studied first of all in order to have a clear idea of ​​the intentions of the authorities state power with regard to the development of society and the means by which the state intends to carry out its policy.

Some aspects of the political environment are of particular importance to the leaders of the organization. One of them is the mood of the administration, legislative bodies and courts in relation to business. Closely related to sociocultural trends, in a democratic society these sentiments influence government actions such as taxing corporate income, establishing tax breaks or preferential trade duties, requirements for recruitment and promotion practices of members of national minorities, consumer protection legislation, price and wage controls. fees.

For companies with operations or markets in other countries, the factor of political stability is of great importance. National conflicts, the activities of terrorist organizations or unstable political regimes are conditions that prevent the development of normal activities. They increase property, operating and financial risks.

)Under the international changes in the external environment, events occurring outside the country of origin of the company and the opportunities for the development of the company's business in other countries are understood. New competitors, buyers and suppliers emerge from the international environment. It also forms new technological and social trends. The process of globalization now embraces more and more countries. Therefore, even firms that focus only on the domestic market are forced to think on an international scale, assessing the potential and threats of the external international environment.

Summing up, we can say that factors of indirect significance can have a different degree of influence on the organization, primarily related to the specifics of the company's activities, its market share, interaction with foreign partners, the degree of development of the information technology base and the state of the economy as a whole.

2. Analysis of the influence of environmental factors on the organization (on the example of OAO Gazprom)

.1 Description of OAO Gazprom's activities

OAO Gazprom is a global energy company. The main activities are exploration, production, transportation, storage, processing and sale of gas, gas condensate and oil, as well as the production and sale of heat and electricity. OAO Gazprom is a Russian gas production and distribution company, largest company in Russia (according to Expert magazine), the largest gas company in the world, owns the longest gas transmission system (over 160,000 km). It is the world leader in the industry. According to the 2010 Forbes list, Gazprom ranks 24th among global companies in terms of revenue. According to the Fortune Global 500 rating, in 2009 Gazprom became the most profitable company in the world, outstripping the American Exxon Mobil, while ranking 50th in terms of total revenue. The company is ranked 22nd overall in the Fortune Global 500 (2009).

Gazprom sees its mission in the reliable, efficient and balanced supply of natural gas, other types of energy resources and products of their processing to consumers.

Gazprom has the richest natural gas reserves in the world. Its share in world gas reserves is 18%, in Russian - 70%. Gazprom accounts for 15% of the world and 78% Russian production gas. The company is currently actively implementing large-scale projects to develop the gas resources of the Yamal Peninsula, the Arctic shelf, Eastern Siberia and the Far East, as well as a number of projects for the exploration and production of hydrocarbons abroad.

Gazprom is a reliable gas supplier to Russian and foreign consumers. The company owns the world's largest gas transmission network - the Unified Gas Supply System of Russia, the length of which exceeds 161,000 km. On the domestic market Gazprom sells over half of the gas it sells. In addition, the company supplies gas to 30 countries near and far abroad.

Gazprom is the only producer and exporter of liquefied natural gas in Russia and provides about 5% of the world's LNG production.

The company is one of the five largest oil producers in the Russian Federation, and is also the largest owner of generating assets in its territory. Their total installed capacity is 17% of the total installed capacity of the Russian energy system.

The strategic goal is to establish OAO Gazprom as a leader among global energy companies through the development of new markets, diversification of activities, and ensuring the reliability of supplies.

The mission of the company is focused on the development and strengthening of the domestic gas supply to consumers in our country, and, at the same time, on strengthening the reliability of long-term relations associated with the export of products.

Implementation strategic goal Gazprom's management sees the company taking root in a leading position, through the development of new market horizons, focus on the reliability of supplies and diversification of activities.

The world's largest gas transmission system, with a length of 159.5 thousand km belongs to « Gazprom » . The system functions smoothly, transporting gas over long distances within the country and abroad. The company's 165 subsidiaries gas distribution companies serve 445.3 thousand km of gas distribution pipelines, which make it possible to transport natural gas with a volume of up to 164.3 billion cubic meters. m.

The company's natural gas reserves are the largest in the world. The data as of December 31, 2008 are as follows: gas reserves in categories A + B + C1 were estimated at 33.1 trillion. cube m.; carbon reserves reached 27.3 billion tce. tons. The total value of reserves for this period amounted to 230.1 billion dollars.

Gazprom's priorities include the development of gas resources in the Far East and Eastern Siberia, the Yamal Peninsula and the Arctic shelf. The company as a coordinator participates in the program of creation unified system production and transportation of gas in the Far East and Eastern Siberia.

OAO Gazprom strictly complies with the norms of the environmental legislation of our country and abroad.

Last year, the company implemented a regional gasification program in 64 constituent entities of our country Russian Federation. In the current year (2009), Gazprom plans to implement the program in 69 subjects of our country.

Company capitalization for last year fell by 7%, amounting to 241.1 billion dollars, which did not prevent Gazprom from maintaining its leading position in this market segment (information for 2009).

2.2 Analysis of environmental factors

The environmental factors that affect OAO Gazprom's activities include: characteristics of the economic situation in the industry; the main factors hindering the development of the gas industry in Russia; suppliers; competitors; shareholders.

)Characteristics of the economic situation in the industry.

The current economic situation in the global energy market:

oil acts as an energy carrier of global significance, gas - mainly regional, coal - local;

a sharp increase in hydrocarbon consumption, which will not be replaced by alternative energy sources in the foreseeable future;

a sharp increase in the demand of developing Asian countries for energy resources, taking into account the ongoing economic growth, rapid population growth and extremely high energy intensity national economies;

an increase in the gap between consumption volumes (growing) and production volumes (decreasing) of hydrocarbons in developed countries;

limited opportunities for additional growth in production increase the risks associated with a possible destabilization of the market;

the level of provision of the world economy with oil and gas reserves is decreasing; lack (temporary) of oil refining and transportation capacities and limited additional capacity for oil production;

the interest of industrialized consumers to the problems of developing alternative energy is indicated;

the importance of projects for the production and supply of liquefied natural gas (LNG) is growing;

in a number of countries there has been a renewed interest in nuclear power;

there are less and less assets for mergers and acquisitions, therefore, in recent years, the main mergers occur exclusively within one country or a common geopolitical space;

growth of political risks in the regions richest in hydrocarbons.

) The main factors hindering the development of the gas industry (on the example of Gazprom) in Russia:

the policy of Gazprom, for which it is unprofitable to develop the domestic market in the conditions of existing domestic gas tariffs;

lagging of production growth rates behind gas consumption growth rates;

the need to invest heavily in the development of new deposits;

a stake on purchasing Central Asian gas instead of investing in upstream projects;

the policy pursued at the state level to prevent foreign companies from being operators for the development of the most promising objects (Yamal, the Shtokman field);

the critical state of the existing oil export infrastructure and the problem of modernizing the existing system main gas pipelines;

monopolistic nature of the Russian gas industry.

The main consumers of energy resources in the domestic market include the electric power industry, metallurgy, agrochemistry, the cement industry, the population and others. The main consumers of Gazprom's products on the foreign market are the Far Abroad, the CIS and the Baltic States.

) Suppliers

Major gas supplier countries are: Uzbekistan, Turkmenistan and Kazakhstan, with which a long-term agreement on the supply of natural gas was recently concluded.

Suppliers of material and technical resources for the needs of Gazprom in Russia are such companies as CJSC Roselectropromholding (St. Petersburg), CJSC Sevzaptruboprovodstroy (a subsidiary of Gazprom), LLC Gazkomplektimpeks, etc.

Long-term agreements with suppliers guarantee the organization the highest quality of the supplied products, as well as its timely delivery. Contracts with Turkmenistan, Uzbekistan and Kazakhstan are concluded for a year, and the prices of these suppliers differ significantly from market prices, because the Central Asian countries located in the center of the mainland do not have alternative routes for exporting their gas, for example, to the European region. Since 2009, Central Asian suppliers have increased the prices of gas sold to Russia to the European level, which, accordingly, affected the purchase prices for consumers of products on the foreign market.

) Competitors

In the domestic market, in addition to Gazprom, there are a number of companies such as Lukoil, Rosneft and Novatek. Currently, they are developing quite rapidly (13% of the total volume of Russian gas production), however, having a monopoly on infrastructure, Gazprom actually controls all competitors within Russia and seeks to avoid the liberalization of the gas industry in our country.

Gazprom has exclusive gas export rights, owns Russia's vast gas transportation infrastructure, and accounts for 87% of the country's total gas production. Gazprom has a proven reserve life of approximately 30 years, which is longer than that of most competitors.

The situation on the foreign market is different. As is known, since 1998 the EU has been liberalizing the gas market, aimed at strengthening competition, ensuring the reliability of supplies, creating a single gas market in Europe and reducing prices for end consumers. However, this reform has not brought the expected results so far. Gas prices continue to rise, access to natural gas storage facilities is difficult for independent operators, cross-border gas sales are limited, Information Support market participants are not satisfied. As a result, given the weakening of European national gas monopolies, Gazprom is well positioned to compete with other gas suppliers on the European market. Russia will retain the status of a regional energy leader. The EU will remain the largest market for Russian energy resources in the near future.

Despite Gazprom's leading position among European gas companies, the organization has serious competitors in the face of other countries. This is due to the increase in the share of oil and gas in the energy balance North Africa(Algeria, Libya, Egypt), as well as the states of the Caspian region, Central and Central Asia and the Middle East. The implementation of a number of pipeline projects expected in the next 5 years is designed to limit Russia's influence. In turn, China will implement a number of projects that also reduce its dependence on Russian hydrocarbons: oil and gas pipelines from Kazakhstan, a gas pipeline from Turkmenistan.

There are a number of problems associated with Gazprom's entry into the foreign market. Among them are such as: the problem of modernizing the existing system of main gas pipelines, lack of investment in production projects, lagging behind in the level of use of the most promising technologies, limited opportunities for oil pipeline supplies to Europe, the persistence of transit risks, the unsettledness of many issues within the EU and the actual lack of a common point of view. on the way to energy security.

In this regard, the following can be singled out as priority measures to change the current situation: increased attention, both at the state level and from the largest oil and gas companies, to the domestic sector of gas and oil production; stimulation of investments in the reproduction of the mineral resource base and the development of deposits; investing in national mining projects in Eastern Siberia and the Far East, Sakhalin, the northern shelf, etc.; maintaining and expanding the presence of Russian companies in the fuel and energy complex of Iraq, Iran, and other states of the region; special attention should be paid to LNG production projects as the most promising in terms of the future of the global fuel and energy complex; promotion technological safety and efficiency of energy transport networks; expanding the supply of hydrocarbons to markets in Europe through the construction of additional energy transport routes (to Northern and Southern Europe and the Balkans) and gaining a foothold in the Asia-Pacific market; for Russian oil and gas companies, it is necessary to use a favorable external environment for reconstruction production capacity with the use of modern technologies, and for the development of a sales network, which will reduce the cost of production and offer a more competitive product to foreign markets.

Nevertheless, whatever the existing barriers, every year Gazprom improves its position in the global energy market, focuses on seriously strengthening its competitive position in the European and global hydrocarbon markets, which allows us to confidently speak of our country as one of the world energy leaders.

)Shareholders

Authorized capital JSC "Gazprom" is 118 billion 367 million 564.5 thousand rubles. It is divided into 23 billion 673 million 512.9 thousand ordinary shares with a par value of 5 rubles. each. The total number of persons registered in the register of OAO Gazprom shareholders as of December 29, 2009 was 49,047 (a 4.4% decrease over the year), including 12 nominal holders.

In 2009, OAO Gazprom's shares maintained their positive quotation dynamics. At the end of the year, the company's ordinary shares on the Moscow Interbank Currency Exchange (MICEX) went up by 13%, ADRs (an American depositary receipt issued for the shares of OAO Gazprom, equivalent to four ordinary shares of OAO Gazprom) increased in price by 23%.

The average capitalization of OAO Gazprom in 2009 increased by 8.2% and amounted to USD 259.0 billion. PetroChina and ExxonMobil) are among the largest energy companies in the world according to this indicator. The main task OAO Gazprom's dividend policy is to respect the right of shareholders to receive dividends while ensuring a balance of interests of shareholders and society. During 2005-2009 OAO Gazprom constantly increased the volume of dividend payments. The amount of dividends per share for this five-year period increased 6.4 times.

Based on the results of 2009, the Board of Directors recommends paying dividends to shareholders in the amount of 2.66 rubles. per share, which is 4.7% more than in 2008.

As a result of the chapter, we can say that Gazprom plays an important role in the gas industry of the country and the world, mainly due to the specifics of its activities, showing the relationship and dependence of the organization on the external environment and its climate.

It is necessary to understand the important role of the external environment as a factor of direct influence on the activities of the organization, analysis and making appropriate decisions regarding the situation on the market, in the economy of the country and the world as a whole.

Today, formal financial independence from the state and, often, imaginary market freedoms are being replaced by real dependence on market conditions, shareholders and investors, parent and subsidiaries, on federal and municipal officials, and finally, on criminal structures that are quite successfully adapting to new economic conditions.

It follows from the analysis carried out that OAO Gazprom has insufficient efficient structure management, which needs some adjustments that are important for the future of the organization. I have identified the following points that you need to pay attention to: 1) optimization of the structure as a whole; 2) increasing the efficiency of OAO Gazprom as a vertically integrated company and optimizing the management structure for the main activities of subsidiaries; 3) improving the efficiency of investment activities.

Regarding the first point, it is necessary to improve management methods, regulatory procedures and the budgeting system at the level of the parent company.

As part of the second task certain types activities were concentrated in specialized subsidiaries with a 100% stake in OAO Gazprom.

To increase the efficiency of investment activities, 100% specialized subsidiaries Gazprom invest Zapad, Gazprom invest Vostok and Gazprom invest Yug were established.

Continuing work on reforming the internal corporate governance structure in order to ensure the structural transparency of the Company and the visual identification of OAO Gazprom in Russia and abroad was the development of the basic principles for constructing corporate names of subsidiaries, in accordance with which the name subsidiary must contain the name of the parent organization - "Gazprom".

The Board of Directors took note of the information on the results of the application of the Regulations on the Procurement of Goods, Works and Services by the Gazprom Group, which came into force on January 1, 2011.

high economic efficiency of conducted competitive purchases was ensured as part of the improvement of the system for purchasing goods, works, services of the Gazprom Group and the application of the Procurement Regulations. In particular, the Group introduced the practice of forming the Group’s annual competitive procurement plan, announcing purchases, optimizing the system for analyzing the current market prices of purchased goods (works, services), expanding the search for potential participants, primarily direct manufacturers and authorized dealers (distributors).

Conclusion

Despite the great potential for development, the Russian gas industry has accumulated many problems that have led to a decrease in growth rates, resource efficiency and investment opportunities. Today, the Rossini gas industry is in a period of changing the strategic goals of its development and is faced with the need to solve the problems of stabilizing production volumes, uninterrupted supply of consumers and increasing competitiveness in foreign markets.

In the process of creating the work, I considered the main theoretical aspects environmental factors, their key features, and specifics on the example of OAO Gazprom.

I came to the conclusion that for this object of study, the external environment is the most significant factor in its activities and its state (the degree of efficiency in the use and availability of resources, the influence of competitors, contractual relations with suppliers, the economic situation in the industry, the country and the world) determines the financial condition companies.

It can also be said that OAO Gazprom has some features of its organizational structure, which affects financial results its activities, namely: excessive centralization of management, emphasis on vertical links to the detriment of horizontal ones, a disproportion between the stated requirements and the distribution of resources.

Thus, in the end, I want to say about the sufficient development of the organization, due to the long period of its existence in the market and the evolution of the management structure.

JSC "Gazprom" has a large receivables. This means that the funds of the enterprise are with its partners in an “interest-free loan”. An increase in receivables indicates an imprudent credit policy of the enterprise regarding buyers, an increase in sales or the insolvency of some buyers. The presence of overdue debts, the inefficiency of measures to collect it and preferential terms for granting loans create problems with the current solvency of the enterprise, thereby increasing the risk of defaulting on debts and reducing profits. Just avoid misuse working capital, the enterprise can achieve a systematic acceleration of their turnover. One of the areas of receivables management, which will assist in its reduction, may be to strengthen control over it through the creation of a special unit at the enterprise. Sorting the database according to the criterion "volume of receivables" allows you to identify counterparties that have the largest amount of debt to the enterprise. With regard to large debtors, regardless of the term of the debt, it is advisable to implement preventive and incentive measures, to implement monitoring of their financial condition.

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