home Instagram Indicators of the effectiveness of marketing activities in the organization. Marketing Metrics: From the Marketer to the Owner. Strategies to Increase Market Demand

Indicators of the effectiveness of marketing activities in the organization. Marketing Metrics: From the Marketer to the Owner. Strategies to Increase Market Demand

Introduction

There is no doubt about the relevance of the chosen topic, since recently the economy has changed radically. The command-administrative system has been destroyed, and a new economic system is being built. It can be defined as a multi-structural economy with a predominantly market type of production relations.

Currently, not one enterprise in the system of market relations cannot function normally without a marketing service at the enterprise. And the usefulness of marketing is increasing every moment. This is because the needs of people, as you know, are unlimited, and the resources of the enterprise are limited. Each subject has its own needs, which are not always well-satisfied. Each needs its own individual approach. Therefore, in the new conditions, the enterprise that can most accurately distinguish and capture a variety of tastes survives. This is what marketing does.

Not all managers now have a clear idea of the market and the difficulties they may face. In the conditions of central planning, when supplying manufactured products, managers did not think about marketing: the distribution network, trade were obliged to accept it. The budget covered the costs of inefficient production, financed capital construction. The main task heads of enterprises was the strict implementation of plans, in the development of which they practically did not take part.

Under market conditions, a trading network may refuse to produce, the state does not cover losses, banks dictate their terms when issuing loans, and there is competition inherent in the market. An enterprise that is not adapted to market relations can thus quickly go bankrupt. To avoid this, experts in the field economic activity it is necessary to master the methods and techniques of management in the conditions of market relations.

The modern concept of marketing is that all activities of the enterprise are based on knowledge of consumer demand and its changes in the future. Moreover, one of the goals of marketing is to identify unsatisfied customer requests in order to orient production to meet these requests. The marketing system puts the production of goods in a functional dependence on requests and requires the production of goods in the assortment and quantity required by the consumer. That is why marketing, as a set of established methods for studying markets, in addition to everything else, directs its efforts to create effective distribution channels and conduct integrated advertising campaigns.

As already noted, in the conditions of market relations and especially in the period of transition to the market, marketing is one of the most important economic disciplines. The effective functioning of the entire enterprise depends on how well the marketing system is built.

The purpose of the thesis is to analyze the activities of the marketing department at the Ural enterprise and develop recommendations for its improvement.

The object of the research is marketing management at the enterprise.

The subject of the work is the evaluation of the effectiveness marketing activities to the Ural enterprise, Bakal.

Hypothesis: If we conduct a theoretical analysis of marketing research at an enterprise and experimentally confirm the feasibility of using marketing research, then we can improve the marketing system at the enterprise under study for its effective functioning.

The purpose and hypothesis of this study determines the following tasks:

Consider theoretical basis domestic experience in marketing development;

To study methods for evaluating the effectiveness of marketing activities;

Define marketing performance indicators;

To identify the assessment of the state of marketing activities at the enterprise "Ural";

V thesis used materials from Western textbooks on marketing management, professional journals, as well as materials from the Ural enterprise.

The scientific novelty of the work is presented in the consideration of the marketing management system. The analysis of the work of marketing of the enterprise was carried out.

The theoretical basis of the work was the works of the following authors:

Research methods used in the work: analysis, synthesis, comparative method, document analysis.

The practical significance of the work lies in the fact that the results of the study can be used in the current activities of the Ural enterprise.

The work consists of an introduction, two chapters, a conclusion, a list of references, and applications.

In the first chapter, it is called "Methods for evaluating the effectiveness of marketing in an enterprise", describes the theoretical foundations of the effectiveness of marketing in an enterprise. In the second chapter, it is called "Analysis and evaluation of the effectiveness of marketing at the Ural enterprise", the processes of enterprise marketing are considered, actual problems in marketing activities are identified, practical advice on the formation and improvement of marketing. In conclusion, conclusions and further directions of work to improve marketing at the enterprise are given.

1.1. Domestic experience in marketing development

Do not cheat - do not sell

(morality of Moscow merchants, 1885)

Marketing involves reaching a consensus and uniting the interests of producers and consumers within the framework of promising benefits to nature and society [p. 43-46].

Russia has also contributed to the treasury of world marketing theory and practice. Possessing centuries-old experience in the development of trade and the formation of trading houses, she brought her national identity, her mentality to these activities, which makes Russian business still obscure to "foreign sages". For several centuries, Russia has gone through the stages of market formation and market relations.

The genetic memory of the people stores the experience and results of economic behavior, role functions, which are now awakening to life the current socio-political situation and the need for economic reform. Economic history Russian entrepreneurship not only interesting, but also instructive. It allows Russian entrepreneurs and marketing managers to understand a lot in their actions and behavior, to use in modern conditions methods once found and tested by our ancestors and, if possible, not to repeat their mistakes.

M. Tugan-Baranovsky in his work "The Russian Factory in the Past and Present" wrote that Russian artisans "do not take anything to order, but they make everything for sale - shoes, shoes, boots, caftans and other items of clothing, fur coats, beds, blankets, tables, chairs - in short, all kinds of objects. Craftsmen supplied all these things to merchants for a fee, and they sold them in their stores. With a rarity of the population and an insignificant number of cities in Muscovite Russia, the merchant was a necessary intermediary between the producer and the consumer. Therefore, as M. Tugan-Baranovsky concludes, “the merchant could not but be a major figure in the social and economic life of the old time” [, p. 2].

Indeed, back in the 15th-16th centuries, Russian merchants occupied a high position in Russia. They were even instructed to collect "yasak" or tribute tax on behalf of the king, which went to the treasury. After the census, they began to take a poll tax from each inhabitant of the country, and in the middle of the 19th century it was replaced by income tax. A state monopoly was established on the trade in bread, hemp, caviar, potash, rhubarb, vodka, salt and other goods, the profit from the trade of which went straight to the state treasury. This led to a rise in the cost of these types of goods, and salt became so expensive that people died from its lack in the body. There was a strict account of all outlets who traded "monopoly" types of goods. In the scribe books of the Tula province, one could also read the entries: “In the village of Lopashino, Mikulinsky district, there are 32 shops, 21 shop places, as well as an empty place fenced with a wattle fence for newcomers merchants ... In the village of Dunilovo, Tula district, there are 7 barns, 2 taverns, 4 forges , 3 malt houses, and 37 shops of various sizes. Places of trading - "torzhok" - gradually, with the expansion of the trading range, it was transformed into benches, counters, chests. Then they began to build log shops, and in one of the walls they arranged a counter window. According to foreign guests visiting Moscow, Russian shops were so small that one Venetian shop contained more goods than a whole row of Moscow shops.

Russian merchants were initially divided into three categories - "guest", "living room hundred" and "cloth hundred" depending on the level of well-being and the culture of trade. The “guest” category, for example, had the right to check the rest and even control the quality of the goods they sell. With the accumulation of the number of shops and counters, when it became difficult for buyers to navigate the abundance of goods offered to them, special trading rows were established by royal decree - hardware, kalash, meat, etc. bottleneck Russian trade there has always been culture. And already in 1626, by royal decree, it was ordered that trade be carried out in those places and in that product, as and where it was indicated: “do not walk along the rows with white salmon, ... do not walk with herrings, ... do not walk with rolls” . However, until the end of the 19th century, terrible unsanitary conditions were recorded in Moscow and provincial malls. So, in the book "History of Moscow" there is such a colorful picture "During the survey in 1885 130 butcher shops and shops in 72 of them, the walls were painted with red paint, hiding blood stains; only four stores had marble shelves for displaying meat. The clothes of the sellers were soaked with mud, the tools were not cleaned, the premises were not cleaned.”

Large stores in Moscow, St. Petersburg and other provincial cities arose out of a desire to circumvent strict government regulations prohibiting trade at home, which was even punishable ... by death. Foreigners were the first in Moscow on the Kuznetsky Most to open shops in their residential buildings with large windows, huge trading floors, warehouses, which were located next to residential premises, so that you can’t immediately determine where the housing ends and the store begins. Basically, the first shops at the house were music, jewelry and mirrors. In the Russian provinces, merchants were built in this way: at the top of the mansion - the master's chambers, at the bottom - a store. Until now, such houses are still preserved in some places.

Trade accounting was very strict. Diverse taxes were constantly levied on merchants, because they kept the state. The dictionary of Brockhaus and Efron says that “taxes are the main source of income for the state. The existence of a harmonious system of taxes is a sign of a high level of development of the state. In 1653, the Customs Charter was introduced in Russia, which abolished all types of old duties and introduced a single duty on the sale price of goods in the amount of five percent of the turnover.

At the end of the 19th century, there was a rapid development of trade in Russia. According to academician S. G. Strumilin, the rate of return on capital was: for tent and stall trade - 261%, for shop - 108%, for shop - 45.5%. This happened because in the tent-stall and especially in mobile trade, almost no material investments were required and it was possible to get by with minimal capital. Invest an extra ruble in development commercial equipment tenters considered a direct loss. That is why the tents and stalls were extremely primitive and completely unsettled. So they were reborn a century later, when free trade was allowed in the country. However, the real scourge for merchants - shopkeepers, and for shopkeepers, and for the state were peddlers, or peddlers - which was their old historical name. They intercepted the customer because they were very mobile. All kinds of small goods were sold peddling - pencils, pens, paper, ribbons, threads, needles, pins, scarves, hats, toys, tobacco, food products. The peddlers did not bear any circulation costs, they managed to hide their turnovers. If in 1885 more than 170,000 people were peddlers and deliveries and were not subject to taxation, in 1913 their number increased to 346,000. This forced the government to introduce bib numbers, or "badges" for peddlers, on which they registered and paid their tax to the state. However, breastplates did not help: the peddlers so cleverly concealed their income that their size still remains a historical secret. The development of trade in Russia was especially encouraged by Peter 1. In his decrees, he persistently proclaimed that engaging in trade and crafts could not be shameful or dishonorable for anyone. It was recommended that cadets, who were not taken into the army or officers dismissed from it, take up the organization of the trade business. That is why the trading business was conducted right up to the revolution itself not only by merchants, but also by people of noble origin, former officials and officers.

Thus, the merchants began to have strong competitors from the nobles and the clergy, who treated ordinary merchants with contempt as a “vile nation”, prone to deceit, measurement and underweight. Indeed, the trickery of the Moscow merchants was based on a rule that has become worldly: if you don’t deceive, you won’t sell. This was the result, as the historian V. O. Klyuchevsky notes, of a double morality, which has long been implanted in the Russian person by the church and the state: public for fellow citizens and private for oneself [p. 102]. The first half of morality demanded respect for the honor and dignity of the merchant, while the second allowed everything and demanded only a periodic report to the clergy. In general, there were several types of merchant honor.

"Church honor" arose because the richest and most influential merchants were usually elected as church elders. Observing his "merchant honour", the newly elected headman updated the iconostasis, chandelier, and sacred vestments in the church. It was the most obvious way to express yourself. The pinnacle of the "church part" of the merchant was the receipt of a medal worn around the neck, with the inscription "For diligence", with which the merchant never parted and even went to the bathhouse with it.

"Service honor" in relation to the merchants looked very specific, since the merchant served only for elections, in city and charitable institutions. The purpose of the merchant service was to obtain the title of honorary citizen or "commercial adviser", as well as the title of nobility or actual privy councilor - civil general. Such titles were awarded to many great patrons.

"Family honor" demanded the supremacy of the head of the family over his wife and children. In the event of his death, the hierarchical subordination of the elders to the younger continued, since families in Russia had many children. After the death of his father, the elder brother (bro) was considered more important than the brothers (younger brothers) and became the only manager in the trade business even when his younger brothers came of age. He alone belonged to the representation and protection of "family honor" before society.

The concept of “commercial honor” was formed from the general principles of trade, which soon became part of the proverbs and sayings of Russian folklore: “do business cleanly, so that there is no hitch”, “spread wider, you will capture more”, “do not be afraid of dirt, in the dirt -gold", "lost a ruble - chop the rest in two" [p. 79]. Arranging various frauds, the merchant sincerely considered himself an honest person, acting according to the proverb - "not caught - not a thief." If a merchant was reputed to be an honest person, then he observed all kinds of merchant honor [p. 103].

In addition, Russian merchants had to conduct a fierce competition with foreigners, who, under Peter 1, began to actively operate on the Russian market, skillfully and unitedly influencing the city authorities. As Pososhkov wrote, foreigners, having arrived, "shove a gift to strong people for a hundred or more, then for a hundred rubles they, foreigners, will make half a million profit for themselves ...".

Even before Peter 1, who contributed a lot to the development of trade and industrial capital, Russia has developed several forms of connection of industrial and commercial forces. The usual form of such a connection was trading house. This - economic union undivided relatives - father, brother brothers, nephews. There was neither the accumulation of capital, nor the joint conduct of trade operations: all affairs were managed by the Bolshak - the father or brother, who bore full responsibility to the government for all the affairs of blood relatives and clerks. At the end of the 16th century, the trading house of the Stroganov brothers, who earned 300 thousand rubles from the salt business, was famous for its trading activities.

Merchant capital in Russia, as in other Western countries, preceded the industrial one. This manifested itself at first in the form of a "warehouse", when a merchant who traveled to fairs took the goods from their producers and sold them along with his own, sharing the proceeds with confidence and by agreement.

Another form of merging of industrial and commercial capital is the creation of artels that combine labor and capital.

After the reform of 1861, a mass exodus of the enterprising peasant from the countryside to the cities began, where a new powerful commercial and industrial class began to form. These are the origins of many commercial and industrial houses in Russia, which have made a significant contribution to the economic power of the country. The large entrepreneurial dynasties of Russia have come a long way of development, many of them acted in it for several generations, and each had its own face.

A feature of the first generation of Russian entrepreneurs is an irrepressible desire to break out of the fetters of peasant-serf slavery at any cost and rise at least one step higher. The second generation is characterized by a persistent thirst for enrichment, despotism and self-restraint, along with which the desire for public service and charity, patronage is born. The appearance of the third generation of large Russian entrepreneurs is determined by cultural achievements in business and the growth of political self-awareness [p. 87-88].

The largest entrepreneurial dynasties raised the family-collectivist cell of Russian business to even greater heights - the commercial and industrial house. V.P. Ryabushinsky notes the ancestral, family-dynastic nature of enterprises: “The ancestral factory was for us the same as ancestral castles for medieval knights.” This is also confirmed by the entrepreneurial activity of not only the Ryabushinsky dynasties, but also the Morozovs, Prokhorovs, Maltsevs and others, who literally lived their own business, cared about growth and high competitiveness. The competitiveness of Russian goods was based on the uniqueness, beauty and availability of manufactured goods. Russian merchants, even those of foreign origin, have always tried to impress with their goods or methods of advertising them. So, in 1882, at the All-Russian Industrial and Art Exhibition in Moscow, a fountain of floral cologne suddenly ... filled up and everyone could use free aromatic water. It was opened for visitors by the owner of the factory, Heinrich Brocard (now the New Dawn perfume factory). And even earlier, Brocard and Co., at the opening of its new store in Moscow, put on sale “exemplary boxes”, which contained ten items - perfume, cologne, soap, powder, lipstick, sachet (fragrant pillow for linen). All this, together with elegant packaging, cost only ... one ruble. Until now, a hundred years later, the colors and density of Morozov's satins, the brightness of Prokhorov's chintz, the elegance of Kuznetsov's porcelain are striking. Shoes made at the “Highest Approved Association of the St. Petersburg Mechanical Footwear Production”, the famous “walkers” - low shoes and ladies' low boots for a hundred years have not lost their dimensional stability and genuine elegance.

Each case had its own secrets, carefully guarded from competitors. For example, textile manufacturers obtained samples of durable dyes from vegetable dyes used by the ancient Egyptians when painting their frescoes. The secret of high dimensional stability and strength, special "kindness", that is, the quality of Skorokhodov shoes - in the secrets of leather tanning in natural collagen - protein chicken egg. All this made Russian goods the most competitive in Europe, as evidenced by the numerous gold and silver medals received by Russian goods at European and world exhibitions. All this allows us to conclude that in Russia at the end of the 19th-20th centuries the commodity concept of marketing was born, just as the production concept was developing in America at the same time.

Commodity marketing made Russian entrepreneurship socially oriented, because it was aimed at better and more effectively meeting the emerging needs for mass-produced products.

Another side of the social orientation of Russian entrepreneurship was philanthropy, which took original forms and had a great importance on the spiritual development of society. As F.I. Chaliapin wrote, Russian "merchants -" tyrants "slowly accumulated wonderful treasures of art, created galleries, wonderful theaters, set up hospitals and shelters throughout Moscow.

The attitude of Russian entrepreneurs to their business and wealth was somewhat different than in the West and in America. Russian merchants and industrialists looked at their activities not only as a source of profit, but also as the fulfillment of a broader task, a kind of mission, or, as they used to say in Russia, as their own cross placed by God or fate. They said about wealth that God gave it for use and would require an account for it. This explains the widespread development of charity and patronage, collecting. In pre-revolutionary Russia there was no such cult of rich people and wealth as in the Catholic and Protestant West. The urban intelligentsia, the raznochintsy, had an unfriendly attitude towards the rich, which played a role in the revolutionary events. In merchant clubs and on the stock exchange, wealth also did not play a decisive role, and when the owner was promoted to high positions, they were always interested in his origin. They did not like and did not respect not only usurers, but also tax-farmers who took the payoff for the vodka trade, as well as those who made their fortune by “turning their fur coats” - that is, by non-payments.

This was a consequence of the historical "intimidation" of capital, which goes back into the deep past. V. O. Klyuchevsky wrote about it this way: “With the general lack of rights below and arbitrariness at the top, timid people did not put their savings into circulation: peasants and ordinary industrial people hid them in the ground from landowners, from tax collectors and customs collectors, and the nobles ... they locked their gold in chests, or, who was smarter, sent it to London, Venetian and Amsterdam banks. So, Peter's contemporaries testify, Prince Menshikov himself kept more than one million on deposit in London.

In pre-revolutionary Russia, an active seizure of industry and trade by interest-bearing bankers began, antagonism arose between bankers and industrial and commercial entrepreneurs, and a struggle for hegemony arose. The family character of commercial and industrial houses played its role. By the beginning of 1914, almost all large-scale industry was corporatized. However, commercial and industrial enterprises were "partnerships on shares" only legally. All shares, without a trace, remained in the ownership of the family, and the charter contained a paragraph prohibiting selling them to the side. The board of the partnership, that is, the same head of the family, and his assistants from among the same large family, retained the right to redeem the share if any of the shareholders had a desire to leave the family business. For example, the fixed capital of the trading house, transformed into the "Partnership of Manufactories of P. M. Ryabushinsky with his sons" amounted to 2 million rubles. It was divided into 1000 nominal shares, of which 787 belonged to P. M. Ryabushinsky himself, 208 to his wife, and only 5 to other children and employees. In addition, the "Partnership" also included an institution for the sale of manufactured goods, yarn and cotton wool, in Moscow, on Birzhevaya Square, in its own house. [ With. 116-117]. Having accumulated considerable funds in trade and industry, the Ryabushinskys then turned to a new type of entrepreneurship that fascinated them - banking, which created great fame and financial power for the Ryabushinsky house.

The current state of the resurgent Russian entrepreneurship is, as it were, a mirror image of its history. Its roots turned out to be twisted. The accumulation of banking capital precedes commercial and industrial. What gives the extraction of historical roots for the development of modern Russian entrepreneurship and its philosophy and marketing methodology?

First of all - the feeling of a living presence at all stages of the development of Russian entrepreneurship of the entrepreneur's personality - whoever he may be - a peddler-shipman, an "honest" merchant or the founder of the largest dynasty of Russian entrepreneurs and patrons of the arts. At all times, not impersonal figures have lived and acted, performing their functional economic roles, but living people with certain national characters, habits, needs and needs, with their destinies closely intertwined with their business. Consequently, entrepreneurship, and in particular marketing and management, do not deal with conditional customers, producers and consumers, but with living people acting in certain conditions. The latest marketing technologies should study and rely on a person in all manifestations of his life, psychology and spirituality. Therefore, spirituality economic activity- one of the main features of the Russian national marketing model.

Relations between entrepreneurs and the government, with the spiritual and moral life of society have powerful historical roots. They have always been complex, giving rise to "double morality", and hence the duality of the soul and actions. To a large extent, they determine the “mysteriousness” of the Russian soul, which is so difficult to deal with in negotiations, competitive sales, etc.

Traditional for Russian manufacturers is the love for their work and especially for the product, on which the well-being of the entrepreneur depends. It is impossible to imagine a marketer who scolds or despises the products of his enterprise. After all, it is not for nothing that in the old Russian merchant dictionaries, instead of the word “quality”, “kindness”, “kindness” is listed, and it is now necessary to take it into service in order to win in a difficult competitive struggle.

After overcoming the main difficulties in the organization or restructuring of production, the Russian entrepreneur is distinguished by a quick learner to everything new. However, as a rule, training completes, rather than begins, overcoming the complex tasks that always arise before entrepreneurs.

The historical roots of Russian marketing are manifested in the fact that the transformation and implementation of marketing must begin not at the macro level, but at the micro level, at the enterprise. After the organization of a joint stock company or closed joint stock company, it is necessary to organize their activities, as it has long been in Russia, on the basis of an industrial and commercial house. This is necessary in order for the enterprise to literally “feel” the entire chain of production and bringing its product to a specific consumer, to make its consumer assessment a criterion for managing the quality of its work. And life itself requires it. The leaders of the clothing business - Moscow "Paninter" and St. Petersburg "Pervomayskaya Zarya" are doing the right thing, violating the "postulate" of the classical marketing model: manufacturing enterprise should not engage in retail trade. These are already the first steps towards the creation of an industrial and commercial house, a microeconomic marketing model adequate to it.

Regional marketing should be aimed at creating regional and interregional markets that can meet the needs of both the region and the country as a whole on the basis of a free equivalent exchange, create infrastructure, promote the movement financial resources within the region, to support the formation of the technological environment of enterprises.

There is no dividing line between micro- and macroeconomics. So government bodies must ensure the regulation of the proportions between production and needs and, on this basis, determine the priority areas of social policy, support for small and medium-sized businesses, form a stable external and market environment, which is a condition for the successful functioning and spread of marketing in Russia.

1.2. Methods for evaluating the effectiveness of marketing activities

Evaluating the effectiveness of marketing activities is a very difficult task, and it is not always possible to express the quantitative effect obtained through marketing activities. However, there are many different approaches to solving this problem, which allows us to distinguish the following classification of methods for evaluating the effectiveness of marketing [ C. 304].

Qualitative methods involve the use of a marketing audit, during which a comprehensive analysis is carried out external environment organization and all threats and opportunities. At the same time, two areas of marketing control can be distinguished: results-oriented marketing control and marketing audit, i.e. analysis of the qualitative aspects of the organization's activities.

Quantitative methods for evaluating the effectiveness of marketing require comparing marketing costs to gross profit and advertising costs to sales; they characterize the final financial results of the organization. Conducting profitability analysis and cost analysis can also be one of the options for a quantitative method for evaluating the effectiveness of marketing. When evaluating marketing activities, it is necessary to present parameters that characterize the activities of a particular business unit - sales volumes, the organization's market share, marginal and net profit. At the same time, the volume of sales (gross turnover) is a complex indicator and reflects not only and not so much the success of efforts to sell the product, but also the correctness of the chosen price, and, most importantly, how the product “hit” the target group of consumers. The dynamics of sales volume is an indicator of the organization's position in the market, its share and trends. It should also be noted that an independent place in the analysis of the cost structure and the assessment of the organization's development potential is taken by the analysis of the break-even point - the break-even volume shows how much goods must be sold in order for the resulting marginal profit to cover all fixed costs. This volume is an indicator of the organization's ability to maneuver in the market.

sociological methods marketing effectiveness assessments are aimed at using the tools of applied sociology - the development of a sociological research program and, in accordance with it, the conduct of the study itself. The assessment of the effectiveness of marketing communications (the effectiveness of advertising, sales promotion, public relations, personal sales, direct marketing) is also focused on the use of applied sociology tools.

Scoring methods for evaluating the effectiveness of marketing "isolate" its effectiveness for each event to comply with the list of criteria for matching the structures and processes of the marketing concept with the assignment of certain points for each criterion.

Currently, there is an increasing number of information methods for evaluating the effectiveness of marketing, which are most widely considered on the Internet. The essence of these methods lies in the fact that Sales Expert 2, Success and other programs, which are software for marketing information systems, are used to evaluate the effectiveness of marketing. In fact, the evaluation of the effectiveness of marketing activities is one of the functions of marketing information system. All indicators necessary to evaluate the effectiveness of marketing activities should be included in the marketing information system. A marketer, a user of the system, only needs to decide on the algorithm and method for evaluating effectiveness.

Evaluation of the effectiveness of the marketing plan. Modern marketers have all the necessary metrics to evaluate marketing plans. They use four tools to monitor the implementation of the marketing plan:

1) sales analysis;

2) market share analysis;

3) itemized analysis of profits and expenses;

4) analysis of the ratio of marketing costs and sales volumes.

Sales analysis. Sales analysis breaks down aggregated sales data into categories such as products, end customers, resellers, sales territories, and order size.

The purpose of the analysis is to identify areas of strength and weakness; for example, the products with the highest and lowest sales volumes, the customers who account for the most revenue, and the sales agents and territories with the highest and lowest performance.

Obviously, aggregated sales and cost data often mask the real situation. Sales analysis not only helps evaluate and control marketing activities, but also helps management better formulate objectives and strategies, and manage non-marketing activities such as production planning, inventory management, and capacity planning.

Market share analysis. Sales volume and market share are functions of a number of primary determinants. For consumer products, these factors include efficient distribution, relative price, maintaining or changing the perception of one or more of the product's essential characteristics compared to competitors' products, and product placement on store shelves. These determinants, in turn, are functions of secondary factors such as the number and frequency of sales visits, sales transactions, the effectiveness of advertising with a specific reach plan, and the frequency of impressions. An analysis of market share factors should provide an understanding of the expected relationship between inputs and firm performance: for example, the number and frequency of sales visits and efficient distribution. This, in turn, leads to a clearer understanding of the success of the firm's marketing activities. Are salespeople making the planned number of visits per day to target customers to reach a certain distribution level?

Marketing research is usually required to reveal the levels of key sales drivers. For example, maintaining a lower price for a similar product relative to major competitors is an important determinant of sales volume. In the case of Wal-Mart, the interviewers would have to go to the target stores to get the right pricing information.

Item-by-item analysis of profits and expenses. Sales data is, of course, not the only information needed regarding the success of a marketing activity. It is necessary to track the values of gross margin and marginal profit, as well as measure the effectiveness and efficiency of all items of marketing expenses. Designers of marketing performance measurement systems must develop suitable metrics to track critical performance indicators in relation to profits and expenses, so that intermediate adjustments can be made in a timely manner. For example, the "weeks in stock" metric, which measures the rate of sale in "Gap" of each sweater model, suggests buying more sweaters of a certain style if they sell well, or lowering the price if they don't find buyers. Timely decision making can have a huge impact on profits. A not-so-pretty sweater may be in higher demand with a 25% discount before Christmas than with a 60% discount on December 26th.

Analysis of the ratio of marketing costs and sales volumes. Analysis of annual plans requires monitoring of expenditures carried out to achieve the set goals. The main management indicator is the ratio of marketing costs and sales volumes. The change in this indicator can be monitored using the control chart [C. 310].

The upper and lower dotted lines are the upper control limit and the lower control limit, respectively. The solid line between them is the desired level. The graph shows that in the last fifteenth period, the deviation exceeded the upper allowable value. This deviation can be explained by one of the following assumptions:

1) the company is still in control of its costs, and this situation is a random event;

2) the company has lost control over costs, must establish the reasons for this situation; Conceptually, there are two reasons:

a) the company carried out a marketing event, the return on which was relatively low;

b) the company did not conduct marketing activities, however, for some reason, sales fell.

It is advisable to build a similar schedule at the end of each month at least, and in some cases - at the end of the week. The closer the points will lie to the lower limit of control, the higher the effectiveness of marketing activities carried out by the company.

1.3. Marketing performance indicators

Marketing performance metrics provide a powerful complement to traditional performance metrics financial activities. They enable marketing managers to understand, monitor and manage market performance through a marketing strategy. On the rice. 2–4 three categories of marketing performance indicators are shown:

1. Indicators of market efficiency. These indicators evaluate external market conditions and the attractiveness of markets. These include growth rate, market share, market attractiveness, industry attractiveness and potential market demand.

2. Indicators of competitive efficiency. These external indicators demonstrate the competitiveness of the company's products. These include the firm's performance in relation to offering a competitive price, product and service quality, brand and cost.

3. Indicators of the client's activity. These external indicators characterize the effectiveness of cooperation with consumers. These include evaluation of satisfaction, retention, loyalty, customer awareness and perceived customer value.

Each of these indicators plays an important role in the transition of the company to more high level effectiveness and profitability of marketing. In the following chapters, we will introduce and describe each of them in terms of practical application. In Chapter 1, we already calculated and operated on indicators of customer satisfaction, retention, and loyalty, as well as full profit for the entire period of cooperation with the consumer. In the course of the presentation, we will receive marketing performance indicators, demonstrate how these indicators can be used to control it and how they affect the profitability of the company.

Internal vs. External Performance Measures

Every business needs both internal and external performance metrics to be successful. In accordance with rice. one internal indicators are important for controlling unit costs, expenses, asset turnover, employee productivity, capital productivity and the overall calculation of profitability. Indicators of market activity are equally significant for providing an external assessment of the effectiveness of this business. Although audit firms have done a great job of developing methods for calculating the internal performance of any company, the next frontier for them and for market research firms will be the development of a standardized methodology for assessing the external performance of market activities. With both sets of performance metrics, managers, as well as financial analysts and shareholders, will be in a much better position to evaluate the effectiveness of marketing and the company as a whole.

Rice. 1. Financial vs. Marketing Performance

Current vs. End-of-Performance Indicators

The main purpose of using marketing indicators is the current assessment of its effectiveness. And since many of its indicators anticipate the financial result, they are important for the implementation of the strategy and the direct achievement of this result. However, not all marketing metrics are leading indicators of business performance. Exists current and end marketing metrics. Both are important, but especially the first, since they are also leading indicators of financial performance. The final figures quite accurately reflect the financial result.

Product awareness, purchase intention, product trials, and customer satisfaction and dissatisfaction, along with consumer perceptions of comparable product quality, service quality, and customer value, are all current marketing metrics. Changes in each category, positive or negative, usually precede actual changes in consumer buying behavior. As a result, these current metrics of customer thinking and attitudes are critical indicators of future buying behavior and therefore revenue and profit.

For example, customers are satisfied, but their perception of the value of your product compared to competitors' options is steadily decreasing. Perhaps this process is not driven by your actions, but simply by the combination of their perceived benefits versus costs, the customer value offered by competitors has increased. However, you have the end result: the perception of the value of your product by customers has decreased. This change in perception, in turn, opens the door to competitors' products. With early warning, a market firm can correct its actions before its customers become buyers of any competitor. Without taking into account current marketing performance, problems can go unnoticed and unresolved until after the decline in financial results, it becomes clear that something is going wrong.

As shown in rice. 2, external end marketing metrics include market share, customer retention, revenue per customer, and more. These metrics are derived at the end of a specific period of financial activity, each of them provides a different set of tools for diagnosing and analyzing what is happening.

Let's assume that sales increase and outperform forecasts, and the financial result also turns out to be better than expected. Most companies would be happy with this situation. However, if the marketing bottom line is that the firm is losing market share in a growing market, and poor customer retention is being masked by an increase in new customers, there is cause for concern. A company that does not have external end marketing indicators has a limited idea of the prospects for the effectiveness of its activities.

Rice. 2. Internal vs. External vs. Current vs. Outcome

Estimated Perspectives	Time perspective
Estimated Perspectives	Current performance	Final indicators
Internal (in the company)	Product Defects Late deliveries Billing errors Accounts receivable inventory turnover	Net profit/revenue Profitability of sales Margin per unit Return on assets Asset turnover
External (on the market)	Consumer Satisfaction Comparative product quality Comparative quality of service Intentions to buy Product Awareness	Market share Customer retention Comparative sales of new products Revenue per customer Market Growth Rate

Conclusion to the first chapter.

Marketing performance measures are the criteria by which firms quantify, compare and interpret the results of their marketing activities.

Marketing performance indicators can be internal, i.e. relate to the internal environment of the company, and external, i.e. relate to the external environment of the company. In turn, internal and external indicators are divided into current - continuously changing indicators, the continuous monitoring of which is necessary and very often carried out using a marketing information system, and final - indicators that are used as the company's marketing goals and are usually evaluated based on the results. quarter, semester, year.

Exists following methods evaluating the effectiveness of marketing activities.

Qualitative methods involve the use of a marketing audit, during which a comprehensive analysis of the organization's external environment, as well as all threats and opportunities, is carried out.

Quantitative methods for evaluating the effectiveness of marketing require comparing marketing costs to gross margins and advertising costs to sales.

The essence of information methods lies in the fact that to evaluate the effectiveness of marketing, the programs Sales Expert 2, Success, etc., which are software for marketing information systems, are used.

There are four tools for monitoring the implementation of the marketing plan.

Sales analysis breaks down aggregated sales data into categories such as products, end customers, resellers, sales territories, and order size. The purpose of the analysis is to identify areas of strength and weakness; for example, the products with the highest and lowest sales volumes, the customers who account for the most revenue, and the sales agents and territories with the highest and lowest performance.

Determination of the optimal budget. Dorfman-Stayman method

According to the Dorfman-Stayman rule, the ratio of the advertising budget to total sales is equal to the ratio of the advertising elasticity of demand to the price elasticity of demand. Thus, this method relies on three indicators - the total sales of the enterprise, the price elasticity of demand and the elasticity of demand for advertising. With these indicators, you can calculate the value of the advertising budget:

R / P \u003d E r / E c,

P- total sales of the company;

E c- price elasticity of demand.

P = P x E r / E c.

P \u003d 42.5 thousand rubles * 0.2 / 1.42 \u003d 5.98 thousand rubles.

Budget distribution optimization model. The choice of means of distribution of advertising is one of the most important stages in planning an advertising campaign.

Wed \u003d Zr / Atotal \u003d 1740/100 \u003d 17.4

Determining the cost, taking into account the useless audience:

Cp \u003d Zr / Agen. – Abesp. =1740/100-10=19.3

At the last stage, the effectiveness of the advertising campaign is determined. General costs for the advertising campaign will be:

Z total \u003d ((1.04 * 40) + (5.25 * 25) + (87 * 200) + (0.32 * 4000) \u003d 5060 thousand rubles.

2.3. Evaluation of the effectiveness of the marketing activities of the enterprise "Ural"

In order to assess the effectiveness of marketing management, a questionnaire has been developed (Appendix 1) containing 15 questions that evaluate the performance of marketing functions in the following areas: marketing research, market segmentation and product positioning, analysis of marketing organization, marketing planning, development of a marketing mix. Each question has 3 possible answers, which are scored from 0 to 2. The maximum number of points for each question is 2. The number of points for each question of the questionnaire is determined according to the following table (Table 1).

Table 1.

Marketing effectiveness evaluation system

Table 2. Marketing effectiveness rating scale

The experts were employees of the sales department, commercial departments performing marketing functions, with which an agreement was previously obtained to conduct an expert study. The results of evaluating the effectiveness of marketing activities are presented in Table 3.

Table 3. Answers to the questions of the questionnaire

question number	Possible answer	meaning
MARKETING RESEARCH	B	1
2	B	1
3	V	0
MARKET SEGMENTATION AND PRODUCT POSITIONING	A	0
5	A	0
ORGANIZATION OF MARKETING	B	1
7	B	0
8	A	0
MARKETING PLANNING 9	V	0
10	A	0
11	V	0
COMPLEX MARKETING	B	1
13	B	1
14	V	0
15	V	1
total	6

The weakest areas are "Marketing Planning". So, the company does not develop a marketing plan, does not determine the overall strategy of the enterprise and marketing strategy. As a result, the marketing mix is not perfect, marketing functions are not carried out in full.

But the enterprise segments the market and develops products for target segments. They sell their products to anyone who buys. The consequence of this is that manufacturers do not fully position the product on the market.

The interviewed specialist responsible for the marketing and sales service of this enterprise could not determine the essence of the concepts of "market segmentation", "product positioning". Due to the low level vocational training staff is carried out an ineffective marketing policy. Employees of the enterprise do not understand the advantages of choosing promising segments (segment) of the market and the correct positioning of the product, while this allows the enterprise to find market "niches" and successfully promote its products on the market.

Other marketing functions in the analyzed enterprise are also not effective enough. Pricing strategies are determined, the main pricing method is costly, the company applies a flexible system of discounts. The advertising campaign is carried out relatively regularly, the schedule is developed, the effectiveness of the advertising campaign is evaluated. Sales promotion activities are widely used in the enterprise, as the study showed, the demand for many types of goods (services) is elastic, and the use of such promotional activities as coupons, gifts, cumulative bonuses, holiday discounts, discount cards resulted in a significant increase in sales.

Commodity policy corresponds to the principle of marketing: "to sell what can be sold." The needs of buyers are studied, but irregularly. The staffing capabilities of marketing services do not allow conducting regular sociological research, and it is expensive for an enterprise to order such research from third-party organizations, since they are expensive.

Thus, the marketing activity of the Ural enterprise can be defined as rather ineffective. It seems that such an assessment of the effectiveness of marketing should not be carried out at enterprises. Worth paying attention to weaknesses marketing activities of the enterprise.

2.4. Proposals for improving marketing activities at the Ural enterprise

Marketing tasks are strategic tasks related to the development of the company and the sale of goods.

Since the Ural object we are studying is an enterprise retail, then when developing an effective marketing strategy, it is necessary to pay special attention to such strategic tasks as:

Formation of the optimal range of goods;

Promotion of sales and pricing;

Risk assessment and management.

In modern conditions, the work on the formation of the assortment in retail stores is much more complicated. This is due to the fact that consumer needs are constantly changing. If earlier on the market of cosmetic products there were only products of domestic manufacturers, represented by such well-known firms, as "Ural Gems" in Yekaterinburg, "Nevskaya Cosmetics" in St. Petersburg, "New Dawn" in Moscow. And Russian consumers were limited in their choice. At present, foreign cosmetic companies such as L’Oreal Paris France, Maybelline New York, America, Nivea Germany and many others have begun to occupy a leading position in our market. Now our consumer is facing a difficult problem of choice, and retailers are facing the problem of creating the optimal range of cosmetic products that satisfies all requests and needs. This is a very complex process, since the formation of the assortment of goods in retail trade enterprises is strongly influenced by the social composition of the population served and the nature of its labor activity, the level of cultural development, social security and the level of income of the population. A significant factor is the level of prices for goods, for many consumers it is still the most important.

Goods can be classified according to such features as the frequency of demand for the goods:

Consumer goods;

Goods of periodic demand;

Goods of rare demand.

Cosmetic products in accordance with these characteristics can be attributed to the goods of periodic demand.

When forming the optimal assortment of goods, the following stages can be distinguished [... p. 165]:

Stage 1. It is necessary to determine the assortment profile of the department. At the same time, a versatile range non-food items periodic demand should be concentrated in the supermarket.

Stage 2. Establishment of the quantitative ratio of individual groups of goods.

Stage 3. Definition of intragroup assortment. At this stage, it is necessary to carry out the selection of a specific variety of goods of each group according to various criteria. So in the supermarket, the assortment of goods is recommended to be built according to consumer complexes. In our case, this is “Cosmetics and hygiene products”.

The department of cosmetic products should be divided into two sections, one of which presents cosmetics and perfumes of foreign companies, and the other - domestic manufacturers.

For a complete picture of the range of cosmetic products available in the supermarket department, it is necessary to give them a brief description.

In the section of imported cosmetics, present such leading companies as:

L'Oreal Paris.

Today, L'Oreal Paris is the world leader in the market of decorative cosmetics and hair dyes.

In a wide range of products, introduce the German company Nivea, which specializes in the production of skin and hair care products. It should be noted that the products of this company are intended for both adults and children, both women and men.

Products for men are presented by such a well-known company as Gillette. The range includes shaving, aftershave and a wide selection of antiperspirant deodorants.

Dental care products are presented by such well-known companies as "Peach" Johnson and Johnson, German company"Putzi" specializing in products for children. It should be noted a wide selection of perfumes for men and women.

In the section of cosmetics of a domestic manufacturer, also present such well-known companies as:

- "Ural Gems", Yekaterinburg. The company offers for sale a large number of skin, hair and dental care products. It should be noted the high quality of these cosmetics, especially the "Clean Line" direction and relatively low prices.

- Nevskaya Kosmetika St. Petersburg is represented by a wide range of toothpastes. For example, children's "Pearl" has three different flavors: orange, banana, bubble-gum.

Relatively young, but already well-known company "Green Mama" is represented by a series of cosmetics "Formula Taiga" (medical and health-improving course). These cosmetics were developed for the Russian climate, our sun, our seasonal temperature fluctuations, our water. It should be noted that the packaging for cosmetics is made at the level of foreign analogues.

Perfumes are represented by the Novaya Zarya firm in Moscow.

Stimulate, as the dictionaries say, means "to set in motion." This is the task that was set before sales promotion at all times. In the United States, sales promotion as an integral part of the production and commercial structure has existed for more than 50 years. At the same time, sales promotion is not considered as a universal means of increasing sales as advertising, since its use is episodic or represents the final component of the same advertising. Therefore, existing costs are included in the advertising budget.

Incentives influence the behavior of the consumer, turning him from a potential to an actual buyer.

There are sales promotion operations that are of a hard type - a significant reduction in prices, the sale of an additional quantity of goods at constant prices. This is effective when it comes to a short period of time, but it is expensive for the manufacturer.

At present, these sales promotion operations are of a softer nature (games, buyer contests, etc.). they are more effective in creating a positive image of the product.

The combination of hard and soft promotion methods encourages the buyer to immediately make a purchase and, if promotion meets the buyer's expectations and is consistent with the specifics of the product, then it inspires consumer sympathy, interest and loyalty at a lower cost than advertising.

Sales promotion is the use of a variety of incentives designed to hasten and/or enhance market response. Activities in the development of sales promotion consists of several stages.

The first step is to set incentive targets. Sales promotion has a multi-purpose focus. The choice of target depends on the object of the forthcoming impact. There are several types of target audiences:

Consumer: he, of course, has the greatest importance, and the whole marketing policy comes down to the impact on the consumer. A wide range of sales promotion techniques was created with the sole purpose of attracting the consumer in the most effective way and satisfying his needs. The consumer is given priority, since all other objects are only intermediaries and the impact on them is to increase the impact on the consumer. The objectives of consumer-facing incentives are as follows:

Increase the number of buyers;

Increase the quantity of a product purchased by the same customer.

Seller: The ability and ability of the seller to sell the product should not be left unattended by the manufacturer. It is in the interests of the firm to stimulate, encourage and increase these qualities. The purpose of the incentive addressed to the seller:

Turn an indifferent salesperson into a highly motivated enthusiast.

Reseller: being a natural link between the producer and the consumer, he is a specific object of stimulation, which in this case performs regulatory functions. In this case, the goals of incentives can be the following:

Give the product a certain image to make it easily recognizable;

Increase the amount of goods entering the trading network;

Increase the intermediary's interest in the active sale of a particular brand, etc.

Incentive targets can also be categorized into strategic, specific and ad hoc, depending on scale (see Table 4).

Table 4. Incentive goals

Goals
Strategic	Specific	One-time
Increase the number of consumers	Accelerate the sale of the most profitable product	Benefit from annual events (Christmas, New Year etc)
Increase the amount of goods, the consumer	Increase the turnover of any product	Take advantage of a particular favorable opportunity (anniversary of the establishment of the company, opening of a new branch, etc.)
Increase turnover to the targets set in the marketing plan	Get rid of excess inventory	Support an advertising company
Achieve sales targets	Give regularity to the sale of seasonal goods
Counter emerging competitors
Revive the sale of a product whose sales are stagnating

At this stage of program development, incentives should be chosen. The choice of these or those incentives depends on the goals. Different means of stimulation are used for different objects of influence. They can be combined into three large groups [C.259].

Within the first group, all types of sales promotion can be divided into three groups: direct price reduction, distribution of coupons that give the right to purchase at a discount, and price reduction with a delay in obtaining a discount.

An in-kind incentive can be defined as offering a consumer an extra quantity of a product without being directly linked to a price. Incentives in kind serve two purposes:

To give the consumer an additional quantity of goods, which is fundamentally different from lowering prices, the purpose of which is to save money;

To give a more versatile and substantive character to contacts between the producer and the consumer.

There are two types of incentives in kind: bonuses and exemplars.

An active offer is all types of incentives that require the active selective participation of the consumer. There are two general consumer promotion operations based on this principle:

1. Competitions that require the consumer to be observant, quick-witted and ingenious, but which in no way rely on a game of chance.

2. Lotteries and games in which you can participate without making a purchase and which are wholly or partly based on the game of chance.

The main objective of promotion is to influence the consumer and simplify the sales process. But before reaching the intended addressee, it must be accepted and well represented by the trading network. Hence the need arises for the constant conduct of special operations to motivate and stimulate the trading network. Receptions of operations "stimulation - reseller" can be divided into two groups: financial benefits and benefits in kind.

For a more successful marketing of its products, the manufacturer must also stimulate its own sales force.

When developing a comprehensive incentive program, it is also necessary to decide how much incentive to apply, how long it will last, when it will begin, and what funds should be allocated for its implementation.

Wherever possible, all sales promotions used should be pre-tested to ensure that they are appropriate and provide the necessary incentives.

Incentives should be monitored before, during, and after they are given.

When evaluating the results of a sales promotion program, one should compare factors that are stable and constant, and ideally would be a comparison with a group of stores located in a promotion-free zone. It should also take into account the actions of competitors during the promotion [C. 28].

Advertising is the engine of trade - this slogan was well known even in pre-perestroika times. But then it sounded with a certain amount of irony, dictated by the activity itself, as for the real meaning, only today in the market conditions the role of advertising has become so obvious that its purpose in the development of any business is almost impossible to overestimate. The main objectives of advertising are to create awareness, provide information, convince, remind, persuade to purchase. These goals are closely related to the buyer behavior model. This model assumes that consumers go through various stages, from “awareness” (of the presence of a need), “knowledge” (of a product that will satisfy a need), “liking” and “preference” (for certain brands) to conviction (that this product is better) and "purchases". Subsequently, they experience “satisfaction”, which the advertiser seeks to “reinforce”, or “dissatisfaction”, which the advertiser seeks to overcome. Thus, the advertiser must determine what state his target consumers have achieved through market research and set the advertising objectives accordingly, i.e. in the case of a new product, it is necessary to maximize "awareness" and "knowledge" of what it can do, and in the case of an established product, it is necessary to reinforce "brand preference" and "remind" regular consumers of it. After clarifying the purpose of advertising, it is easier to plan and evaluate its effectiveness.

Reliable and full information about the product is the most important condition for its successful promotion in the market. Of course, if we are talking about quality products, and not fakes and marriage. Advertising, as you know, is designed to attract the attention of potential buyers and gives the product an emotional appeal. But in order to keep the client and make him a fan of this or that brand, it is clearly not enough.

Timely and complete information about the actual properties of the products offered, their assortment, novelties, etc. is of great importance here. A company that values its reputation tries to provide its customers with such information. This, on the one hand, increases the credibility of the company, and on the other hand, saves it in the future from unwanted reproaches from consumers.

You should try to answer questions with the word No as often as possible. There is such an axiom of sales psychology: the more often the buyer hears yes and less often no, the more likely he is to answer “yes” to main question: buy or not. But if the seller is still forced to answer No, do not forget to add the magic "unfortunately." And even more so, you should never say “I don’t know.” This puts an end to the customer's impression of the competence of the seller. He must know everything, and if the situation is hopeless, it is better to say "it's hard to say." This phrase is not as badly perceived as "I don't know" by ear.

Recall the following postulate: "Not a client for you, but you for a client." If you properly imbue this simple philosophy, then every appearance of a client in your store will turn into a real holiday for you and, as a result, sales will increase.

It should be remembered that, being a major part of marketing, the vending machine is extremely effective in solving certain marketing tasks and performing certain types of activities, such as identifying potential customers, establishing communications, implementing sales, organizing services, collecting information and distributing resources. In accordance with the concept of marketing - in addition to their traditional commercial skills - an employee vending machine must have skills marketing analysis and planning.

The objectives of intra-company advertising are to inspire employees to believe in own enterprise to create in them a feeling of close relationship with his destiny. Only under the condition that each participant of the enterprise will be able to make the decisions necessary for his activities, will be responsible for them, will the employees begin to feel a sense of satisfaction with their work and, therefore, will be the bearers of active propaganda and advertising of this company in society.

Contacts with the press. "Ural" actively uses this tool. It is practiced to invite journalists from the Satkinsky Rabochiy newspaper to visit the store and highlight its work in a favorable light in the press.

In our case main area promotional activity is advertising in order to expand the sales of products. Market conditions are subject to constant fluctuations and it is impossible to accurately predict it. All advertising activities are based on a deep study of the market.

The psychology of the buyer is such that he is ready to pay an increased price for the goods only if the manufacturer is known to him and enjoys a good reputation. People buy goods to satisfy many psychological needs. Therefore, advertising is closely related to the study of the psychology of the consumer, his motives when choosing a purchase. For example: people often buy things that they do not need at all, the reason for this is the desire for self-affirmation. Purchasing motives are complex psychological structures, individual links of which are often not clear even to the consumer himself. The study of possible motives that influence consumer decision making is one of the most important tasks of market research.

Since the target audience for the cosmetics department consists mainly of women, the main emphasis must be placed on youth, beauty and health of skin and hair, etc. And it is also necessary not to forget about the obligatory addition to the image of any woman - this is perfumery, which gives her a good mood and gives her self-confidence.

The problem of risk management is an important task for marketers. In a market economy, it is almost impossible for entrepreneurs and enterprises to avoid risks. Entrepreneurial risk can improve or worsen profits from the use of factors of production. Since not all entrepreneurs take risks, damn it, the result of this type of activity should be rewarded. Rational use resources are rewarded with profit, their irrational use is punished with losses [... p.69].

Risk is the hypothetical possibility of harm occurring. Risk is an objective and practical phenomenon in any field of human activity and manifests itself as a set of individual isolated risks. There are two types of risks:

Speculative - include all financial risks (currency, credit, interest, decrease in income, etc.);

Pure risks, which in turn are divided into: natural (natural forces of nature: storms, fires), environmental, political (wars, import ban and nationalization), social, commercial (danger of losses in the process of financial and economic activity).

The initial stage of risk assessment is the construction of a probability curve. To begin with, we will single out certain areas or zones of risk, depending on the magnitude of the losses (Figure 1).

Figure 1. Scheme of risk zones

1. Zone of acceptable risk - the area within which this type of entrepreneurial activity retains its economic feasibility, i.e. there are losses, but they are less than the expected profit. The boundary corresponds to the level of losses equal to the estimated profit from entrepreneurial activity.

2. The zone of critical risk is characterized by the possibility of losses exceeding the expected profit.

3. Zone of catastrophic risk - the area of losses, which in their magnitude exceed the critical level and at the maximum can reach a value equal to the property status of the enterprise. Catastrophic risk can lead to bankruptcy of the enterprise.

The most complete picture of the risk is given by the loss probability distribution curve or a graphic representation of the dependence of the probability of losses on their level, showing how likely the occurrence of certain losses is.

Knowledge of risk indicators, allows you to develop proposals and decide on the implementation certain activities. But for such a decision it is not enough to determine the probability of acceptable, critical and catastrophic risk, it is necessary to establish limit values these indicators, above which they should not rise, so as not to fall into the zone of excessive risk.

The values of these indicators should be established by the applied theory of entrepreneurial risk. But the entrepreneur himself has the right to set the maximum levels of risk, which he must not exceed.

In our case, when calculating and assessing risks, we can use expert method. Since we do not have the ability to plot the probability distribution of losses due to a small array of expert assessments, then it is possible to assess the risks and have an idea about them.

For our enterprise possible risks experts evaluated on a 100-point system. The following rating scale was developed:

0 - the risk is insignificant, i.e. its occurrence is unlikely

30 - the risk is most likely not realized,

50 - nothing can be said about the occurrence of the event,

80 - the risk is likely to appear,

100 - the risk is most likely to occur.

Table 5 shows the likelihood of a risk occurring.

Table 5. Probabilities of risk occurrence

Expert assessment of risks and their calculation is in Table 6.

Table 6. - Expert risk assessment

Simple Risks	Experts			W i average probability	Score W i *V i
Simple Risks	1	2	3	W i average probability	Score W i *V i
Demand volatility	30	50	30	37	5,1
Price cuts by competitors	30	50	80	53	7,5
Tax increase	50	30	50	43	6,1
Consumer insolvency	0	0	30	10	1,4
Rising prices for raw materials, materials, transportation	80	100	80	87	12
Unforeseen expenses, incl. and for inflation	100	80	50	77	15
Late delivery	30	50	80	53	11
Strike Threat	0	0	30	10	2,5
Insufficient wages	0	30	50	27	6,7
Personnel qualification	50	0	0	17	4,2

For simple risks, the score of which is W i *V i > 9, it is necessary to develop measures to eliminate them. Three most probable risks were identified for our enterprise:

1. Rising prices for raw materials, materials, transportation - to eliminate this risk, it is necessary to conclude contracts with the most trustworthy partners.

2. Unforeseen costs, incl. due to inflation - for this it is necessary to reduce the number of loans, and if this is indispensable, then borrow cash borrow only in hard currency.

3. Delayed delivery - in order to avoid this risk, you should conclude supply contracts only with large and well-known companies and avoid little-known ones.

As a result, if existing risks are taken into account and measures taken to eliminate them, it is possible to reduce them to a minimum.

Conclusion

In conclusion of this work, we propose to go through all the principles of marketing, from research to the policy of promoting goods, and draw a number of conclusions summarizing the material presented, we will analyze the trade marketing policy of Ural LLC and develop proposals for improving the work of marketing at the enterprise using cosmetic products as an example. goods.

In a developed market economy, there are many types of enterprises, but none of them can do without a marketing service. Although economists identify various ways to improve the efficiency of the company, we focus on the marketing service, on how the specialists of this department help the entrepreneur to increase the efficiency, and, consequently, the profitability of the company.

First of all, marketers are engaged in research work: research of the market, consumers, goods, competitors. Some directors of enterprises underestimate and even ignore marketing research, which subsequently directly affects the financial well-being of the company. Although research is expensive, its role cannot be underestimated, because in the future they will only bring profit: an enterprise, especially a young one, will feel more confident on the new ground of an undeveloped market. With the help of research, you can choose the most optimal and profitable market, consumers, advertising method, etc., and thus marketing research increases the profitability of the enterprise.

The marketing policy of the enterprise is a logical continuation of the research. Marketing accompanies the product throughout the process of creation, pricing, marketing strategy and promotion.

Product marketing policy determines the best tools to influence new product, the life cycle of a product, predicts obsolescence, which contributes to cost savings and efficiency gains.

Pricing policy helps to determine the true price of a product, identify factors that affect price changes, and develop a strategy for changing pricing. This tactic prevents the entrepreneur from miscalculating the price, as well as overestimating it, which in both cases could lead to bankruptcy.

The marketing strategy of a product affects the definition of the optimal distribution channel, its width and length, the choice of an intermediary and supplier, the choice of a marketing method, the possibility of creating your own distribution network, which has the best effect on cost savings, in market conditions, when even the slightest mistake is punished by a competitor.

In this thesis work, an analysis was made of the work of marketing activities at the Ural enterprise.

The first stage of the work was familiarization with organizational structure marketing services, where it turned out that this enterprise is not the best for consideration, since the company's management cannot afford to create an entire marketing department, so one employee is engaged in marketing in the company. He is responsible for placing advertisements on television, in newspapers, as well as on the Internet.

At the next stage, the efficiency assessment was calculated at the Ural enterprise, where it was revealed:

The weakest areas are "Marketing Planning".

The interviewed specialist responsible for the marketing and sales service of this enterprise could not determine the essence of the concepts of "market segmentation", "product positioning". Due to the low level of professional training of personnel, an inefficient marketing policy is being pursued. Employees of the enterprise do not understand the advantages of choosing promising segments (segment) of the market and the correct positioning of the product, while this allows the enterprise to find market "niches" and successfully promote its products on the market.

Other marketing functions in the analyzed enterprise are also not effective enough, the needs of customers are studied, but not regularly.

There are no regular case studies in the demand for goods.

General conclusions from the analysis of the effectiveness of enterprise marketing can be formulated as follows.

Low professional level of managers and lack of a professional marketer.

Not stable and not sustainable consideration of the interests of consumers.

Inefficient information system.

Lack of marketing planning and control.

Thus, the marketing activity of the Ural enterprise can be defined as rather ineffective. It is worth paying attention to the weaknesses of the marketing activities of the enterprise.

So, the company does not develop a marketing plan, does not determine the overall strategy of the enterprise and marketing strategy. As a result, the marketing mix is not perfect, marketing functions are not carried out in full.

break-even sales in physical and monetary terms of the department of cosmetic products in two ways. Using the analytical method, we determined the point of the critical sales volume for one month, first in monetary terms (7059 rubles), then in natural units (52 units) and as a percentage of the maximum volume (7.8%).

Based on the graphical method for determining the break-even sales volume, you can clearly see to what point there is a loss zone, and from which the profit zone begins.

As a result of the marketing research carried out, it is possible to develop a marketing strategy aimed at increasing the profits of the cosmetic products department. Firstly, it is the selection of the optimal assortment structure, aimed at meeting the demand of consumers who have different tastes and different incomes. In our case, the assortment of the cosmetics department is chosen correctly and can satisfy various groups of the population: women, men, children. The cosmetics department has both expensive imported products and cheap cosmetics of a domestic manufacturer, which are not inferior in quality to foreign analogues.

Sales promotion for our enterprise should be directed primarily to the consumer. It is addressed to the widest sections of the population and aims to sell goods, to create a flow of consumers directly in the place where the goods are sold. To achieve these goals, it is necessary to use such means as:

Providing discounts for a large volume of purchased goods;

Use of coupons in various printed publications;

When buying more than a certain number of goods, you can provide small gifts from the company.

Conjuncture of the market of cosmetic products;

The most important thing for us is the psychology of the consumer. To do this, it is necessary to identify possible motives that encourage the consumer to purchase.

At the final stage, an assessment was made of the risks that exist at the Ural retail trade enterprise, as a result of which the three most significant risks were identified:

Rising prices for raw materials, materials, transportation.

Unforeseen expenses, incl. due to inflation.

Late delivery.

But if you take into account the existing risks and take measures to eliminate them, you can avoid losses in the financial activities of the enterprise.

Bibliography

1. Vedrov E. S., Petukhov D. V., Alekseev A. N. Marketing research. Part 1. // Center for Distance Educational Technologies MIEMP, 2010. p. 285 - 287.

2. Kotler F., Keller K. Marketing. Management. 12th ed. St. Petersburg: Piter, 2008, p. 306.

3. Larreche J.K. System for evaluating the effectiveness of marketing activities [Electronic resource]. // Access mode: http://www.elitarium.ru/2006/03.

4. Bagiev G.L., Bogdanova E.L. Marketing statistics: textbook. allowance. SPb., Publishing House of St. Petersburg. University of Economics and Finance, 2003. C. 259.

5. Belyaevsky I.K. Marketing research. M.: Mosk. state Institute of Economics, Statistics and Informatics, 2006. C. 310.

6. Frolova T.A. Marketing. Taganrog: Izd-vo TRUTH, 2005. C. 184.

7. Lankina V.E. Marketing: textbook. allowance. Taganrog: TRTU, 2006. C. 200.

8. Yadov V.A. Strategy of sociological research. M.: Omega-L, 2008. C. 164.

9. Surmin Yu.P., Tulenkov N.V. Theory social technologies. - Kiev: MAUP, 2004. C. 169.

10. Bashkirova E., Danilyuk E. Product testing in marketing research // Journal "Practical Marketing". 2001. No. 8. C. 28.

11. Yasheva G. A. Marketing effectiveness: methodology, estimates and results // Practical Marketing No. 8 2003. P. 31.

12. Assel Henry. Marketing: principles and strategy: A textbook for universities. - M.: INFRA-M, 2002. - 804 p.

13. McDonald M. Strategic marketing planning - St. Petersburg: Peter, 2000. - 320 p.

14. Marketing management. Scientific publication/ Ed. Tugan-Baranovsky M., Balabanova L.V. - Donetsk: DonGUET, 2006. - 594 p.

15. Markushina E. Marketing for teapots with a whistle / http://www. management.com.ua/marketing/mark037.html.

16. Moiseeva N.K., Konysheva M.V. Marketing management: theory, practice, information technology: Proc. allowance / Ed. N.K. Moiseeva. - M.: Finance and statistics, 2007. - 304 p.

17. Niels-Goran Olve, Jean Roy, Magnus Vetter Evaluation of the company's performance Practical guide on the use of a balanced scorecard. M., Williams, 2006. S. 142.

18. Khristoforova I. Evaluation of marketing activities in enterprises. // Practical Marketing No. 95 (1.2005). C. 52.

19. Oyner OK Evaluation of marketing effectiveness from the standpoint of a business management system. // Russian magazine management. 2008. V. 6. No. 2. S. 27-26.

20. Murashkin N.V., Demchenkov V.K., Moshtakova E.V. etc. Fundamentals of marketing. Velikiye Luki: PSPI, 2005. S. 172.

21. Pankrukhin A.P. Marketing. M., Omega - L., 2005. S. 310.

22. Ansoff I. Strategic management. M.: - Economics, 2009. S. 140.

23. R. Bauer, E. Kollar, W. Tan, Investment Project Management: The IBM Experience. M.: - INFRA-M, 2005. S. 298.

24. D. Bolt, Guide to sales management, M .: Economics, 2001. P. 264.

25. S. Black, Public Relations: What is it? ASES-Moscow, 2008, p. 199.

26. Volgin V. Automobile dealer, M.: Os-89, 2007. P. 310.

27. Gurov V. Internet for business. M., 2007. S. 263

28. Drucker P., Market: how to become a leader. Practice and principles, M .: - Book chamber international, 2009. S. 261.

29. Zavyalov P.S., Demidov V.E. Formula for success: marketing. M., 2007. S. 149.

30. Irikov V.A., Dranko O.I., Leontiev S.V. Technologies business case investment projects company development. - M.: UNPK MIPT, School of Management, 2006. S. 420.

31. Irikov V.A., Polikarpov V.I., Ildemenov S.V., Vorobyov V.P., Leontiev S.V. Selection and implementation of scientific and technological progress priorities. Tutorial. St. Petersburg: - St. Petersburg University of Economics and Finance, 2004. P. 173.

32. Kevorkov V.V. Slogan, slogan, slogan... M.: RIP-Holding, 2006. P. 269.

33. Kevorkov V.V., Konin V.N., Lukyanov A.V., Shalimova T.G. Organization of marketing activity at an enterprise (in an organization): practical recommendations. Zagorsk, 2005. S. 373.

34. Kritsotakis Ya.G. Trade fairs and exhibitions, M., 2007. S. 85.

35. Kotler F. Fundamentals of marketing. M.: - Progress, 2009. S. 255.

36. Logistics. Tutorial. Under the editorship of Anikin B.A. M.: - Infra-M, 2007. S. 204.

37. McKay H. How to survive among sharks, M., 2004. S. 130.

38. Marketing. Collection edited by Kostyukhin D.I., M., 1974. S. 263.

39. Marketing. Dictionary reference. Minsk, 2003, p. 302.

40. Peters T., Waterman R. In search of effective management (experience of the best companies). M.: - Progress, 2006. S. 222.

41. Portfolio competition and financial management (edited by Yu. B. Rubin). M.: - Somintek, 2006. S. 211.

ANNEX 1

QUESTIONNAIRE "THE EFFICIENCY OF YOUR MARKETING"

The Your Marketing Effectiveness Questionnaire is designed to help you assess how customer-focused your business is. It will tell you what you need to do to improve your marketing and increase the efficiency of your business.

Base your answers on your own assessment of the effectiveness of your marketing, not on the assessment you hope your customer would give. Please tick the answer that best fits your business.

MARKETING RESEARCH

Question 1. When was the last time you conducted market research, customers, their purchasing activity, your competitors?

A. A few years ago (up to 5 years) or never.

B. A couple of years ago.

B. Recently (within the last few months).

Question 2. How well do you know the sales and profit potential of various market segments, customers, distribution channels, products, etc.?

A. Very good - we are doing detailed analysis and research.

B. Few - there is information on certain issues.

B. We do not know at all.

Question 3: How effective is your marketing information system in providing high quality data to help you make quick marketing decisions?

A. Very efficient information system, constantly updated and used. Created electronic base data.

B. Pretty efficient system- but sometimes not fast enough, accurate and complete enough to make decisions. Information is mainly located on paper.
B. We do not have a system - we collect information irregularly and intuitively. There is no electronic database.

MARKET SEGMENTATION AND PRODUCT POSITIONING

Question 4. Do you develop different products and marketing plans for different market segments?

A. We sell products to anyone who buys. The segments are not clearly defined.

B. We differentiate products for different market segments.

C. We create products for target market segments and develop a marketing mix for these segments.

Question 5. Do you define a strategy for positioning your products on the market?

A. We don't know what it is at all.

B. We plan positional benefits and communicate them to target buyers in advertising, personal selling, etc.

Q. We know our positional advantages.

ORGANIZATION OF MARKETING

Question 6. How effective is your marketing compared to your competitors' marketing?

A. Our marketing activities are much more active than those of our competitors.

B. Almost the same as our competitors.

Q. Our marketing is weaker than our competitors.

Question 7. How is marketing activity organized at your enterprise?

A. We have a marketing department dealing with sales.

B. We don't have a marketing department, we have a sales department.

C. There is a marketing department, which includes structural units (bureau, sector or performers for market research, advertising, exhibitions, etc.).

Question 8. To what extent is Internet marketing used in your company?

A. We do not use any Internet resources in our marketing activities.

B. We use the Internet for market research and advertising purposes. We have created our website.

C. We conduct online market research, advertising campaigns using various online resources (advertising on our own website, directories, banners, banner exchange services, etc.), and e-commerce.

MARKETING PLANNING

Question 9. How widely is strategic planning used in your enterprise?

A. We develop a strategic marketing plan (by product - markets, by target segments), as well as an annual marketing plan.

B. We develop an annual marketing plan.

Q. We do little or no marketing planning.

Question 10. What is the quality of your marketing strategy?

A. The marketing strategy is not clearly defined.
B. The strategy simply complements our past strategy.
B. The strategy is clearly defined and well argued, with new ideas.

Question 11. What are the main goals of marketing?

A. Achieve short-term profits and maintain our current position.

B. Dominate the market through significant increases in our market share and aggressive growth.

B. No real strategic long-term goals - just survival.

COMPLEX MARKETING

Question 12. What is your pricing policy and how effective is it?

A. We charge prices based on our costs and average profit.

b. We set prices based on costs, we focus on competitors' prices, but we do not use a flexible system of discounts.

C. We define a pricing strategy and apply a flexible pricing system using a discount system, price levels for the relevant segment, complementary products, etc.

B. There is some progress, but not enough.

Question 14. How experienced and efficient are your salespeople?

A. Very experienced, mastering new markets.

B. Sufficiently experienced, working with existing clients, but not interested in finding new ones.

B. Inexperienced, not working effectively.

Question 15. What is your product policy and how effective is it?

A. We form a product range based on the study of customer needs, assessment of internal resources and external factors (competitors, suppliers).

B. We plan the production program based on the available production capacity and purchased raw materials.

Q. We try to update the assortment by introducing new products.

THANKS FOR PARTICIPATION!

G. M. Shapovalov "Anti-crisis strategy of entrepreneurship". St. Petersburg, 1997.

M. Tugan-Baranovsky. "Russian factory in the past and present", St. Petersburg, 1898.

http://www.elitarium.ru/2006/03/17/sistema_ocenki_jeffektivnosti_marketingovojj_dejatelnosti.html.

E.S. Vedrov, D.V. Petukhov, A.N. Alekseev Marketing research. Part 1. / Center for Distance Educational Technologies MIEMP, 2010. / www.e-college.ru

Yuxin Chen, James Hess, Ronald Wilcox, and Z. John Zhang, "Accounting Profits Versus Marketing Profits: A Relevant Metric for Category Management", Marketing Science, 18, no. 3 (1999): 208–229.

Robert Kaplan and David Norton, "The Balanced Scorecard - Measures That Drive Performance", Harvard Business Review(January-February 1992): 71–79; and Robert Eccles, "The Performance Measurement Manifesto", Harvard Business Review(January-February 1991): 131–137.

George Cressman, "Choosing the Right Metric" Drive Marketing Excellence(November 1994), New York: Institute for International Research.

Roger Best " Marketing from the consumer »

Marketing indicators of business success

Marketing indicators need to be measured during various marketing activities. At the same time, indicators should be evaluated before, during and after the implementation of marketing strategies.

There is no universal or standard set of indicators of marketing activities of companies, since these indicators should reflect marketing strategies. But there are a lot of such strategies, and they are all different. Therefore, marketing metrics should be different. Allocate a certain part of the marketing indicators, which can be called universal and used in the activities of any enterprise.

Remark 1

The main task of marketing is to attract and monetize customers. All marketing performance indicators of a business are evaluated in monetary terms, which makes it possible to understand whether the main goal of the organization, which is to make a profit, has been achieved.

There are the following main marketing indicators:

volume of sales;
profit;
market share;
the cost of one attracted consumer;
brand awareness;
conversion;
leads;
CLV (Customer Lifetime Value, customer lifetime value);
lost clients;
CTR (click-through rate, click-through rate);
click cost;
number of clients;
average check;
NPS (consumer loyalty index);
ROI (return on investment).

Of all the above indicators, companies use ten metrics that are considered standard for any field of activity:

awareness;
market share;
relative price (value/volume of market share);
level of dissatisfaction;
level of satisfaction;
the total number of buyers;
availability;
loyalty;
relative perceived quality.

Remark 2

The most popular metric for marketers is awareness, which is of little interest to upper management. Top management is more concerned with loyalty and the final metric is relative perceived quality (one of the assets of brand equity). These indicators are the main indicators of sustainability and prospects for the development of the enterprise.

Key marketing performance indicators

All the indicators mentioned in the first section affect the efficiency of the business. But of these, five key marketing metrics for assessing the performance of a company are distinguished:

distribution of the marketing budget;
ROI (return on investment);
the cost of attracting one client;
conversion;
CLV (customer lifetime value).

Any marketing activity begins with the planning and allocation of budgetary funds. A convenient tool for preparing a marketing budget is a calendar. It is a table. The rows are marketing channels for disseminating information, and the columns are indicators such as:

In marketing, as in any kind of activity, various projects and programs require investments. To calculate the return on investment, data on the profit of the company is required. The value of profit is taken for the previous period or the expected amount (if there is no accurate information about the results of the enterprise). Profit is not just sales revenue. It is an expression:

$P \u003d (D - S) - Rekl $, where:

$P$ - profit;

$D$ - income;

$С$ - production cost;

$Kokup = ((D - S) - Rekl) / Rekl ×100$% or $Kokup = P / Rekl ×100$%

To attract consumers, organizations undertake various marketing activities, for the implementation of which a certain part of the planned budget is allocated. Therefore, one of the key performance indicators is the cost of attracting one client. The value of this metric allows you to adjust the complex of marketing activities and the marketing budget, if necessary.

$Customer = (Investments \ by \ channel) / (Number of \ clients) $

Definition 1

In marketing, conversion is understood as the ratio of the number of real customers per channel to the total number of visitors.

$Conversion = (number \ visits \ to \ site) / (number \ of \ customers \ who \ made \ purchases) $

If the company's website through any channel (contextual, banner advertising or advertising in in social networks) 3,000 visitors looked in, but only 60 people purchased products or services, then the conversion value will be 2%. If the conversion is small, then it is necessary to take measures to update the site, activate advertising activities and other ways to convince visitors to become customers of the enterprise.

Remark 3

An important indicator of the organization's marketing activities is CLV (Customer Lifetime Value), i.e. customer lifetime value. This is a measure of the effectiveness of relationship marketing. In this case, all the efforts of the company are aimed not at attracting new customers, but at retaining old ones and building loyalty.

Many products involve repeat purchases, so you can determine how much profit a regular customer of a company will bring in a year and a lifetime. Hence the name of the marketing indicator.

$CLV = average \ bill × average \ number of \ units \ purchased \ goods \ for \ entire \ life × profit \ from \ purchases × average \ joint \ life \ lifetime \ of \ customer \ with \ company $

Marketing formulas

In addition to the quantitative formulas indicated in the previous section, qualitative formulas are also widely used in marketing:

AIDA (Attention - attention, Interest - interest, Desire - desire, Action - action);
AIDAS (Attention - attention, Interest - interest, Desire - desire, Action - action, Satisfaction - Satisfaction);
AIDCA (Attention - attention, Interest - interest, Desire - desire, Confidence - trust, Action - action);
AIDMA (Attention - attention, Interest - interest, Desire - desire, Motivation - motivation, Action - action);
ACCA (Attention - attention, Comprehension - understanding, Convice - conviction, Action - action);
CAB (Cognition - recognition, Affect (Feeling, interest or desire) - affect (feeling, interest, desire), Behavior - behavior);
ODC (Offer - offer, Deadline - restriction, Call-to-Action - call to action).

Remark 4

AIDA is a popular consumer behavior formula and consumer engagement marketing tool. The rest of the formulas are modifications of the first one. They serve as tools for understanding customer relationships.

In practice, the evaluation of the effectiveness of the marketing activity of an enterprise comes down to the fact that already calculated and proven postulates are applied.

Firstly, this is the isolation of the developed methods from reality. Trying to lump together everything that a marketing department should be doing leads to an overly abstract methodology.

Secondly, the complexity of implementing methodological developments in practice: we need human resources, time and money. The costs of conducting all the necessary research to evaluate marketing activities often become comparable to the size of the marketing budget.

Thirdly, many methodologies operate with information that is not needed in everyday professional activities. Then the assessment becomes an end in itself, for the sake of which it makes no sense to conduct research.

The role of marketing and its contribution to the achievement of the main goal of any commercial firm to increase profits is limited. Traditionally, marketing is a subsystem of a commercial service, and its task is to sell a product in a given volume, at a given price, in a certain geographical region in the allotted time. Three evaluation parameters that can adequately reflect the effectiveness of marketing activities are:

market share;
reputation and brand image;
consumer loyalty.

An analysis of these parameters, a comparison of their actual and planned values can show how the marketing service coped with the task, in which area to look for the cause of failures, where there is room for growth. The data obtained are key to drawing up a strategy for further development. Let's take a closer look at each parameter.

The level of fame and, as a result, the image of the brand reflects the contribution of marketing to the communication activities of the company. If market share is the money that the company already has at the moment, then fame (reputation, image) is what provides today's share and determines its positive change in the future. The popularity of a trademark, unlike market share, is an abstract concept, it cannot be "felt", it is difficult to correctly assess and, moreover, convert it into banknotes. If it is not evaluated, then brand management, in particular brand awareness management, will be ignored, which is in fact a rejection of the strategic vision of marketing. That is why brand awareness is proposed to be taken as one of the key parameters for evaluating marketing activities.

At all fame for its "immateriality" trading stamps closely tied With indicators commercial activities companies: revenue, turnover, market shares. It is not difficult for a specialist to deduce the dependence of the company's revenue on the level of its popularity or the popularity of its product. This dependence can be built on the basis of a survey of consumers about which brands of a certain product they know and which brand products they use constantly. The resulting dependency will allow you to determine how much brand awareness should be increased (as a percentage of target audience) so that revenue increases to a given level .

Loyalty buyers can interpret how degree insensitivity goods To actions competitors accompanied emotional commitment To product. This indicator characterizes the quality of the work of the marketing department with customers and determines the level of development and organization of the marketing department itself. The tasks of increasing the company's market share and fame can be solved in an extensive way: invest more money in advertising, expand the staff of marketing specialists, develop new products, consumer segments, geographic markets. Another way is intensive, when revenue increases on one product and consumer segment due to better construction of work. Customer loyalty is a parameter for assessing not only the effectiveness of marketing activities, but also the quality of the work of the marketing department.

During the year, the average company loses about 10% of its customers. In practice, it is not uncommon for the customer loss ratio to reach 60-70%. This means that the company annually loses more than half of its customer base. Faced with the problem of insufficient demand, the company is forced to invest more and more money in advertising, conduct programs to stimulate demand, and use additional resources of the client department. The reason is the poor quality of customer service. Consumer loyalty can be determined through the retention rate - the ratio of the number of regular customers to the number of current ones. It has been calculated that a 5% increase in customer retention rate can increase profits by 15-25%. Unlike measuring market share and brand awareness, customer loyalty does not require information from the market, there is no need for marketing research. All data must be contained in the company's information system. No such data? Is there such a system? They differ if they are assembled from different sources? This means that the work of the marketing department is poorly organized.

If customer loyalty can be assessed by the company's own efforts, when implementing a project to increase it, third-party specialists cannot be dispensed with. Such a project usually involves setting up a customer relationship system and building a marketing information system. The first part of the project includes the development of a regulatory business model using client-oriented technologies, optimization of the workflow system, adjustment of the sales staff motivation system, implementation of the regulatory model. The second part involves the development of a system of indicators of the state of internal and external marketing environment company, regular collection of information, determination of the procedure for making managerial decisions.

So, to estimate work department marketing, can use system three indicators, which already mentioned. These are market share, brand awareness and customer loyalty (retention rate). The data obtained make it possible to characterize the current (market share) and strategic work marketing department (brand awareness), evaluate the quality of the organization of its work (consumer loyalty). It is impossible to reduce the complexity of obtaining information for evaluation, but the very fact of its absence in the marketing department characterizes its work extremely negatively. This means that none of the tasks assigned to the department is justified. It may be unattainable, unrealistic, or simply not needed. It is necessary to evaluate any type of activity, including the work of the marketing department, from the standpoint of achieving / not achieving the goals.

Also provided opportunity lead analysis marketing shares and events - newsletters, publications, advertising, seminars, any others impacts on the clients.

Thus, the compilation of a methodology for assessing the effectiveness of the marketing activities of an enterprise comes down to setting research objectives in which these methods will be used, for which it is necessary to determine the objectives of the study, which will narrow the range of research objects and, as a result, reduce the cost of conducting research.

The development of the company's strategy is carried out in conditions of uncertainty. Moreover, uncertainty is generated both by processes outside the organization and within it. The external environment is characterized by the instability of the factors that force the organization to change. The uncertainty of internal factors is determined by the interconnection and interdependence of the components and subsystems of the organization as a complex system. However, it is impossible to model the behavior of complex systems accurately and in detail; one can only identify and foresee the tendencies of their self-development. This results in the following differences between strategic and operational management: the discontinuity and consistency of the management process, as well as the predominance in strategic management"soft" problems, i.e. those that are characterized by the uncertainty of the initial parameters and boundary conditions. Discontinuity means that strategic decisions are made infrequently, and their implementation takes a long time, sometimes several years. Very serious reasons are needed to suspend the development of a strategy already adopted for implementation. Operational management is less intermittent, planning is carried out daily, tasks are short-term; it deals mainly with "hard", specific problems.

At strategic planning important on the early stages process nominate and consider maximum possible number alternatives. This procedure reduces the risk of planning errors, which can be costly. However, the more alternatives, the more time and effort is required to evaluate them. In the case of operational management, managers deal either with well-structured, "hard" problems, the solution of which is programmed, or with "soft" decisions, but with a low risk of serious harm if an error occurs.

To develop a strategy, a large amount of information is needed from various sources and about a wide variety of processes, both in the external environment of the organization and in internal organizational systems. In this case, it is possible to make wider use of machine information processing and automated systems management.

In the course of implementing a marketing strategy, it is important, on the one hand, to try to stick to the original plan and at the same time show some flexibility if changes in the external environment dictate the need to adjust it. Monitoring a marketing strategy involves evaluating its results, comparing them with targets, and choosing corrective actions to correct an ineffective or improve a successful strategy.

The modern concept of marketing strategy is that all activities of the enterprise are based on knowledge of consumer demand and its changes in the future. Moreover, one of the goals of marketing is to identify unsatisfied customer requests in order to orient production to meet these requests. The marketing system puts the production of goods in a functional dependence on requests and requires the production of goods in the assortment and quantity required by the consumer. That is why marketing, as a set of established methods for studying markets, in addition, still directs its efforts to create effective distribution channels and conduct integrated advertising campaigns.

The leaders of modern enterprises of the Republic of Kazakhstan need not only to study the concept of marketing, but also to be able to use it, this is how you can achieve an increase in the effectiveness of the marketing activities of the enterprise.

In any research, the initial stage of its implementation is the formulation of tasks. Certain tasks allow you to make the right choice of research methods. So, to develop a methodology for evaluating the effectiveness of marketing, it is necessary to develop a system for monitoring the success of marketing activities.

The development of control systems for assessing the success of marketing activities at the level of product and market positions and individual events involves obtaining the following results:

1. the need for information;

2. timing of information collection;

3. frequency of information collection;

4. method, format, level of information aggregation.

Marketing performance measurement systems are designed to ensure that a company achieves a given level of sales, profits, and other targets set out in its marketing and strategic plans. Taken together, these plans reflect the results of the company's planning activities, which indicate how resources should be allocated between markets, products, and activities of the marketing mix. These plans include line-item budgets and usually detail the actions that are expected of each organizational unit - inside or outside the marketing department or division - and considered necessary to achieve the company's competitiveness and financial goals. The first and most important goal for marketing is the level of sales that a company or a separate position "product / market" achieves. Voevodin E.N. Development of systems for evaluating the effectiveness of marketing.

Sales analysis involves breaking down aggregated sales data into categories such as products, end customers, resellers, sales territories, and order size. The purpose of the analysis is to identify strengths and weaknesses; for example, the products with the highest and lowest sales volumes, the customers who account for the most revenue, and the sales agents and territories with the highest and lowest quality of work.

An important decision in the development of a company's sales analysis system is the choice of objects of analysis. Most companies group data into the following groups:

Geographic areas - regions, districts and sales territories;

Product, package size and grade;

Buyers - by type and size;

Distribution intermediaries - for example, by type and/or size of the retailer;

Sales method - mail, telephone, sales channel, Internet, direct sales;

Order size - less than $10, $10-25, etc.

Analysts use procedures similar to those described earlier to analyze the distribution of their sales to customers. Such an analysis usually shows that a relatively small percentage of customers account for a large percentage of sales.

Sales Volume/Market Share Factors. Sales volume and market share are functions of a number of primary determinants. For consumer products, these factors include efficient distribution, relative price, maintaining or changing the perception of one or more of the product's essential characteristics compared to competitors' products, and product placement on store shelves. These determinants, in turn, are functions of secondary factors such as the number and frequency of sales visits, sales transactions, the effectiveness of advertising with a specific reach plan, and the frequency of impressions. An analysis of market share factors should provide an understanding of the expected relationship between inputs and firm performance: for example, the number and frequency of sales visits and efficient distribution. This, in turn, leads to a clearer understanding of the success of the firm's marketing activities.

Sales data is, of course, not the only information needed regarding the success of a marketing activity. It is necessary to track the values of gross margin and marginal profit, as well as measure the effectiveness and efficiency of all items of marketing expenses. Designers of marketing performance measurement systems must develop suitable metrics to track critical performance indicators in relation to profits and expenses, so that intermediate adjustments can be made in a timely manner.

Since budgets consist of forecasts of income and expenses over a certain period of time, they are the most important component of the firm's planning and control activities. They provide the basis for the ongoing evaluation and comparison of planned and actual performance. In this sense, budgeted revenues and profits serve as targets against which performance should be measured in terms of sales, profits, and actual costs.

Budget analysis requires managers to keep a constant eye on marketing spending to make sure the company isn't spending too much money trying to reach its goals. In addition, managers evaluate the magnitude and structure of their deviations from target levels. Managers of different marketing departments have their own benchmarks. For example, advertising managers track advertising spending per 1,000 target audiences, number of buyers per medium, print media readership, television audience size and composition, and changing consumer attitudes. Sales managers typically track visits per salesperson, cost per visit, sales per visit, and new customers acquired. The main marketing expenses are those related to marketing research marketing, branding, sales force compensation, distribution costs, media advertising, sales promotions designed to end users and intermediaries, and public relations. Before taking corrective action on any spending that is excessive, managers should drill down into the aggregated data to identify the problem. For example, if total commission payments as a percentage of sales deviate from the normative value, analysts should examine them for each sales territory and product to determine exactly where the problem lies.

Timeliness is a key criterion in developing a system for evaluating the effectiveness of marketing activities. Managers are more likely to track performance information—whether it relates to sales, profits, or expenses—at regular intervals because they don't have the time or need to evaluate performance for every position every minute. Purchasing managers and merchandisers in retailers typically evaluate the performance of an item or category on a weekly basis. For some categories fashion goods, such as women's clothing where timeliness is particularly important, having sales information days or even hours ahead of competitors can be important in terms of acquiring more of the best-selling product. Store spending on employee salaries is another key performance indicator for retailers that affects both customer service and profitability.

It is usually measured weekly, but store managers may be encouraged to send employees home if sales are unusually sluggish on a given day, or call in extra help when more salespeople are needed. Sales force performance in industrial firms—as measured by sales visits, sales, spending, and other metrics—is typically assessed on a monthly basis, although some firms may do so more or less frequently. Indicators of strategic control, such as market share change, dynamics of macro-environmental factors, etc., are likely to be intentionally and reported less frequently because these kinds of long-term aspects, examined at frequent intervals, may not be as obvious or may create false alarms.

Development success information technologies made it possible to measure and communicate marketing performance information with a previously unheard-of ease and speed, even without printing the data. Having the right and timely information and presenting it in a way that can be easily and quickly used are two different things. Manual calculation of sales performance indicators must provide a certain degree of aggregation, so it is necessary to determine what kind of aggregation is most useful for each information consumer.

Even the format or way in which performance information is presented can make a big difference to the manager using the data. Weekly sales reports that include the "weeks in stock" metric, which are very important to retailers and merchandisers, are most useful when models are presented in descending order of their sales rates rather than in alphabetical or some other order. . Models at the top of the report (with little available stock as measured by their sales rate in terms of “weeks in stock”) are “candidates” for reordering. The models at the bottom of the report (for example, the ugly sweater with 25 weeks in stock as of mid-November) are candidates for markdown. Models that are in the middle can be left unattended. At the end of the season, you might find another report that aggregates models by supplier and measures supplier performance across the range of models they supply. Close attention to the format in which information about the effectiveness of marketing activities is presented, to the level of its aggregation for various types of decision-making tasks and for various users, can provide a company with a significant competitive advantage.

Since all strategies and action programs developed for their implementation are based on assumptions about the future, they are subject to significant risk. Too often, assumptions are taken as facts and little attention is paid to outlining specific actions to be taken if any or all of the assumptions turn out to be wrong.

Therefore, managers often follow a contingency planning process that includes the following elements: identifying critical assumptions; determining the likelihood that the assumptions will be correct; ranking the importance of assumptions; monitoring and control of the action plan; setting "triggers" that will activate the contingency plan; and details of alternative response options. Next, we briefly discuss these steps.

Determination of the most important assumptions. Since there are too many assumptions, contingency plans should cover only the most important ones. Particularly important are assumptions about events that are beyond the control of individual firms, but which strongly influence the strategic goals facing a particular product. For example, market growth assumptions that affect the market share of a particular product will greatly influence that product's achievement of profit targets. The impact of an erroneous assumption in this case can be both positive and negative, and a contingency plan must be prepared to respond effectively to both.

Another type of uncontrollable event that can greatly affect sales and profit margins is the actions of competitors. This is especially true in the case of a new product being introduced to the market (when the competitor's response is to launch its own new product), although it may apply to products in mature markets (for example, the competitor's promotional activity is intensified). Industry price assumptions need to be carefully examined because any price change can quickly lead to lower profits.

It is also necessary to carefully consider the assumptions about the impact of certain actions taken by the firm on the achievement of its strategic goals. For example, this refers to a firm's advertising objectives that are based on assumptions about improving or maintaining consumer attitudes toward product performance relative to competing brands, or to amounts allocated to merchandising to increase product availability. Moreover, once the target levels of the various priorities are reached, assumptions must be made about what will happen to sales volume and market share.

The next step is to detail what information (or criteria) is needed to determine if the action plan is on track, and if not, why. Thus, the contingency plan is an early warning system as well as a diagnostic tool.

In fact, the term "contingency plan" is somewhat misleading. It implies that a firm can know in advance exactly how it will react if one or more of its assumptions proves to be wrong. This premise is unrealistic because there are a huge number of situations in which the most important assumptions turn out to be wrong. Further exacerbating the problem is the fact that implementing the firm's specific planned responses can be challenging, depending on the situation and how it develops. This can lead to a series of actions taken in a hurry. Therefore, most firms develop a set of alternative response options that are not highly detailed, with the goal of providing flexibility and ensuring further investigation of factors that raise certain concerns.

These tasks, as noted above, allow for a more detailed assessment of the effectiveness of marketing in accordance with the needs of a particular enterprise.

There are many different approaches to solving this problem, which allows us to distinguish the following classification of methods for evaluating the effectiveness of marketing.

Qualitative methods involve the use of a marketing audit, during which a comprehensive analysis of the organization's external environment, as well as all threats and opportunities, is carried out. At the same time, two areas of marketing control can be distinguished: results-oriented marketing control and marketing audit, i.e. analysis of the qualitative aspects of the organization 's activity .

Quantitative methods for evaluating the effectiveness of marketing require comparing marketing costs to gross profit and advertising costs to sales; they characterize the final financial results of the organization. V general view the effectiveness of marketing activities (index of profitability) is defined as the ratio of the total discounted profit received from the implementation of marketing activities in each year of the billing period to the total discounted costs of these activities. At the same time, marketing activity is effective if the profitability index is greater than the capital rate, and ineffective if it is less. Conducting profitability analysis and cost analysis can also be one of the options for a quantitative method for evaluating the effectiveness of marketing. When evaluating marketing activities, it is necessary to present parameters that characterize the activities of a particular business unit - sales volumes, the organization's market share, marginal and net profit. At the same time, the volume of sales (gross turnover) is a complex indicator and reflects not only and not so much the success of efforts to sell the product, but also the correctness of the chosen price, and most importantly, how the product "hit" the target group of consumers. The dynamics of sales volume is an indicator of the organization's position in the market, its share and trends. It should also be noted that an independent place in the analysis of the cost structure and the assessment of the organization's development potential is taken by the analysis of the break-even point - the break-even volume shows how much goods must be sold in order for the resulting marginal profit to cover all fixed costs. This volume is an indicator of the organization 's ability to maneuver in the market .

Sociological methods for evaluating the effectiveness of marketing are aimed at using the tools of applied sociology - the development of a sociological research program and, in accordance with it, the conduct of the study itself. The assessment of the effectiveness of marketing communications (the effectiveness of advertising, sales promotion, public relations, personal sales, direct marketing) is also focused on the use of applied sociology tools.

Currently, there is an increasing number of information methods for evaluating the effectiveness of marketing, which are most widely considered on the Internet. The essence of these methods lies in the fact that Sales Expert 2, Success, etc. programs are used to evaluate the effectiveness of marketing. It is also possible to analyze marketing campaigns and events - mailing lists, publications, advertising, seminars, and any other impact on customers.

Thus, the compilation of a methodology for assessing the effectiveness of the marketing activities of an enterprise is reduced to setting research objectives in which these methods will be used, for which it is necessary to determine the objectives of the study, which will narrow the range of research objects and, as a result, reduce the cost of conducting research.

Summing up this chapter, we note that the practice of marketing development at domestic enterprises shows that at the initial stage it is perceived mainly as a trade and marketing or even advertising activity.

As market relations develop, marketing will be increasingly integrated into the overall enterprise management system, when the basis for making almost all production, marketing, financial, administrative and other decisions will be information coming from the market.

Thus, marketing in our time is becoming a very promising area. Managers must understand that it makes no sense to produce something that no one will ever buy, which means that it is necessary to have people on their staff who know and understand the needs of the population. This is the only way to ensure a stable growth of the company's profits and take a worthy place in the international sphere of economic relations.

Making a conclusion about the theoretical substantiation of the relevance of such a topic as improving marketing activities, we note that marketing is an integral part of the life of society. It is the process by which activities are analysed, planned, implemented and controlled to establish, enhance and maintain beneficial exchanges with target customers in order to achieve specific organizational goals. A marketing specialist should be well able to influence the level, time, nature of demand, since the existing demand may not coincide with the one that the company wants for itself. Therefore, interest in this activity is increasing as an increasing number of organizations in the field of entrepreneurship, in the international sphere, are aware of exactly how marketing contributes to their more successful performance in the market.

Unfortunately, marketing activities require large financial outlays, which is practically impossible in our still unstable economic situation. However, examining various aspects of the functioning of domestic firms and organizations, we can conclude that the marketing approach to business will soon help our enterprises to overcome the crisis and take their rightful place in the field of international economic relations.

Any work can be appreciated. Even the work of a shaman, although the assessment will be simple - did it come true or did it not come true.

And if we are talking about the evaluation of marketing activities, then there is complete expanse for measuring results. Marketing performance metrics can take hours to sort through, and it's easy to get confused.

But still, we, marketers, and you, managers, need to understand what to focus on when generating a report on attracting, retaining and monetizing customers.

INFINITE INFINITY

And for this you definitely need to be able to. In short, you see how much you spent on each advertising channel and how many people came through this channel who bought something.

Carefully! The result may shock you, as you will see that some channels are simply not profitable.

Indicator 4. Market share

You have competitors - that's a fact. You are fighting with them for the same clients - this is also a fact. So the “pie” is divided into several parts, and you need to know what share is yours.

This is not to tickle your ego. This determines your strategy for several years and shows the effectiveness of the actions taken now.

I have an illustrative case that proves the usefulness of this measurement. We were very surprised with my client (construction special equipment) when we learned that his market share in the sales area is 60%, and this is with 6 competitors in the entire sales area.

As you understand right decision in this case, it was no longer necessary to win back a larger piece of the pie, but to expand into other sales territories.

Metric 5. Leads

“Maybe they will buy it, or maybe not. I don’t know it yet,” – this phrase describes the concept of “lead”. You can also describe it like this - “a person interested in your product”.

Most often this is expressed in the form of a call to the company or an application for. And it is the marketer who generates these leads through.

Since attracting leads is not difficult, you just need to make it as free as possible. It is much more difficult to make really high-quality applications that do not waste the time of your employees and buy for big checks.

Indicator 6. Conversion

At the marketing level, one conclusion can be drawn - the higher the conversion, the more quality traffic came to your business.

At the sales level, this indicator shows the quality of processing of these requests. With this indicator, you can understand whether your marketing is bad or your salespeople are bad.

For those who like to look at everything under a microscope, you need to break down the entire customer journey from the first contact to the purchase, and count the conversion at each stage. For those who do not like to worry, it is enough to calculate the conversion from a lead to a deal. Of course, this is rude, but still it is also an indicator and speaks about the efficiency of the business.

If you want my opinion, then I think conversion is a very controversial metric (watch the video below).

Indicator 7. LTV

I decided to dilute the Russian language with a fashionable English word “ ” so that you do not fall asleep.

In simple terms, it stands for the total amount of money that the client gives you during the time while interacting with you.

Example: the average duration of a typical person in the gym is 6 months. With a subscription price of 5,000 rubles. For his LTV, the client will bring you 30,000 rubles (6 months * 5,000 rubles).

Wow...

Marketing affects customer retention and return. You need to remember that the longer the client is with you, the more often he comes to you, the more you earn.

This is related to the idea “How to earn more without additional investments”. Moreover, if you do not know LTV, then you do not know the real value of the client (indicator No. 3). It is possible to accurately calculate this indicator only after the data has been generated (someone even needs it).

But after you find out that for the whole period of his life he will actually bring you more than he does in the first purchase, then the attitude towards him changes. And the cost that you are willing to pay for a client is growing by leaps and bounds.

Metric 8. Lost customers

Customers not only come, but also leave. This is a sad fact that will not change, no matter how much you want to be with a client until death do you part. In addition, competitors are not asleep and always add fuel to the fire.

WE ARE ALREADY MORE THAN 29,000 people.
TURN ON

Indicator 9. CTR

This ratio will show how interesting and relevant your ad is for potential customers. But you need to have a clear eye, because too much value is not always good either. It's the same with conversion. There can be many clicks, but few requests.

You need to keep this indicator at a level in order to maximum amount from those who clicked moved to the status of “Lead”.

Metric 10. Cost per click

Clack-clack, click-click. Do you think that's what a mouse click sounds like? Not! This sounds like a waste of your money when a client goes to your site through advertising.

You also need to know this value in order to understand how profitable a lead is, and even better, a client.

Interesting. We deliberately lower the CTR (although everyone increases it) by writing the cost in the advertisement.

Thus, we save our money, because we do not pay for people who initially value it.

Indicator 11. Number of clients

Here we come to one of the dearest and most beloved business performance indicators for executives - the number of customers. Usually everyone considers it the default. Since according to the majority, a marketer is needed only to attract customers. If there are no customers, then marketing is at the donut level. Although this is not always true.

True, usually new customers are counted according to the formula: number of sales = number of customers. This is the catch, there are always both new and old customers among sales.

Therefore, I recommend counting separately the number of new customers who have never bought anything from you, and separately the number of old customers who have made one purchase before. Naturally, it will be possible to see this only if available (I advise Bitrix24 or Megaplan. By the way, the latter has a promotional code "Megastart" 10% discount on everything, and another 14 days of a free period - if you tell it to a company specialist).

Again! I draw your attention to the fact that you need to separate new and old customers. You need to work on both flanks, and most often you think about stimulating repeat sales at the last moment, the whole emphasis is only on new ones. But in vain!

An old client is always cheaper and brings a lot more money, because he already trusts you.

Indicator 12. Average check

When you have a small one, then it is not difficult to determine the average check. And when you have a lot of products and customers are all different in status, you start to “swim”. Both in the first and in the second case, the average check can and should be calculated.

Since it shows how high quality your customers are and how much you motivate them to buy for a larger amount. For many, increasing the average check is the task of sales managers, but I will tell you a secret, marketing also affects it.

To increase this figure, you can run , bundle (kit), or just . There are a lot of options and, most interestingly, almost all of them do not require additional investments.