home In contact with The relationship between the financial performance of the company and the effectiveness of marketing. Encyclopedia of Marketing. Marketing ROI Assessment: Product Focus

The relationship between the financial performance of the company and the effectiveness of marketing. Encyclopedia of Marketing. Marketing ROI Assessment: Product Focus

Marketing performance metrics provide a powerful complement to traditional performance metrics financial activities... They enable marketers to understand, monitor and manage market performance through a marketing strategy. On the rice. one showing three categories of marketing performance indicators:

Market performance indicators... These indicators measure external market conditions and the attractiveness of markets. These include growth rates, market share, market attractiveness, industry attractiveness, and market demand potential.
Competitive performance indicators... These external indicators demonstrate the competitiveness of the firm's products. These include the firm's performance in terms of competitive pricing, product and service quality, brand and cost.
Client performance indicators... These external indicators characterize the effectiveness of cooperation with consumers. These include assessing customer satisfaction, retention, customer awareness and perceived customer value.

Each of these indicators plays an important role in the company's transition to more high level the effectiveness and profitability of marketing.

Internal versus external performance indicators

Any business needs both internal and external performance metrics to be successful. In accordance with rice. one internal indicators are important for monitoring unit cost, costs, asset turnover, employee productivity, capital productivity and the overall calculation of profitability. Market performance indicators are equally important for ensuring external evaluation the effectiveness of this business. While audit firms have done a great job and developed methods for calculating the internal performance indicators of any company, the next frontier for them and for market research firms will be the development of a standardized methodology for assessing external indicators of market performance. With both sets of performance metrics, managers, as well as financial analysts and shareholders, will be in a much better position when assessing the effectiveness of marketing and company operations as a whole.

Rice. one... Financial performance in comparison
with marketing performance indicators

Current performance versus final performance indicators

The main purpose of using marketing indicators is the current assessment of its effectiveness. And since many of its indicators precede 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 final marketing indicators... Both are important, but especially the first, since they are also the leading indicators of financial performance. The bottom line is fairly accurate in reflecting the bottom line.

Product awareness, intent to buy, trial use, 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 thinking and customer attitudes are critical indicators of future buying behavior, and therefore revenue and profitability.

For example, buyers are satisfied, but their perception of the value of your product is steadily diminishing compared to competitors' options. It may not be your actions that caused this process, but the combination of their perceived benefit versus cost resulted in what competitors were offering to increase. However, you have an end result: the perception of the value of your product by customers has decreased. This shift in perception, in turn, opens the door for competitors' products. With early warning, a market firm can adjust its actions before its customers become buyers of a competitor. Without considering current marketing metrics, problems can go unnoticed and unresolved until, after a decline in financial results, it becomes clear that something is wrong.

Table. one... Internal versus external
and current performance versus final

Estimated perspectives	Time perspective
Estimated perspectives	Current indicators	End indicators
Internal (in the company)	Product defects Late deliveries Billing errors Accounts receivable Inventory turnover	Net profit / income Return on sales Unit margin Return on assets Asset turnover
External (on the market)	Customer satisfaction Comparative product quality Comparative quality of service Intentions to buy Product awareness	Market share Customer retention Comparative sales of new products Revenue per client Market growth rate

As shown in tab. one, external final marketing indicators include market share, customer retention, revenue per consumer, etc. These indicators are displayed at the end of a certain period of financial activity, each of them provides a different set of diagnostic tools and analysis of what is happening.

Suppose that sales are increasing and outperforming forecasts, and the bottom line is also better than expected. Most companies would be happy with this situation. However, if marketing end-points suggest that the firm is losing market share and that insufficient customer retention is masked by an increase in new customers, then there is cause for concern. A company that does not have external marketing endpoints has a limited understanding of its performance prospects.

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-structure economy with a predominantly market type of production relations.

Currently, more than 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 it is not always possible to satisfy with high quality. Everyone needs their own individual approach. Therefore, under the new conditions, the enterprise that can most accurately isolate and capture the variety of tastes survives. Marketing contributes to this.

Not all executives now have a clear understanding of the market and the difficulties they may face. Under the conditions of central planning, while delivering products, managers did not think about sales: the sales network, trade were obliged to accept it. The budget covered the costs of inefficient production, financed capital construction... The main task of the heads of enterprises was the strict implementation of plans, in the development of which they practically did not participate.

In market conditions, a retail chain can refuse products, the state does not cover losses, banks dictate their terms when issuing loans, and competition inherent in the market appears. 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 marketing concept is that all types of enterprise activities 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 towards meeting those needs. The marketing system makes the production of goods functionally dependent 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, among other things, still directs its efforts to create effective sales channels and conduct complex 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 correctly 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 assessment of the effectiveness of marketing activities at the enterprise "Ural", Bakal.

Hypothesis: If we carry out 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 research enterprise for its effective functioning.

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

Consider theoretical basis domestic experience in marketing development;

Study the methods for evaluating the effectiveness of marketing activities;

Determine marketing performance indicators;

Identify the assessment of the state of marketing activities at the enterprise "Ural";

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

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

The theoretical basis of the work was the work 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 research results can be used in the current activities of the enterprise "Ural" ".

The work consists of an introduction, two chapters, a conclusion, a bibliography, and annexes.

In the first chapter, it is called "Methods for assessing the effectiveness of marketing in the enterprise", describes the theoretical foundations of the effectiveness of marketing in the enterprise. In the second chapter, it is called "Analysis and evaluation of marketing efficiency at the Ural enterprise", it examines the marketing processes of the enterprise, identifies topical problems in marketing activities, formulates practical recommendations for the formation and improvement of marketing. In the conclusion, the conclusions and further directions of work to improve marketing at the enterprise are given.

1.1 Domestic marketing development experience

You won’t deceive - you won’t sell

(morality of Moscow merchants, 1885)

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

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

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

M. Tugan-Baranovsky in his work "Russian factory in the past and present" wrote that Russian artisans "do not accept 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. " All these things were supplied by artisans to merchants for a certain fee, and they sold them in their shops. With a sparse population and an insignificant number of cities in Moscow 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, even in the XV-XVI centuries, Russian merchants occupied a high position in Russia. They were even instructed to collect "yasak" or yasak tax on behalf of the king, which went to the treasury. After the census, they began to take a poll tax from each resident of the country, and in the middle of the 19th century it was replaced by an income tax. A state monopoly was established on the trade in bread, hemp, caviar, potash, rhubarb, vodka, salt and other goods, the profit from which went straight to the state treasury. This led to an increase 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 record of everyone retail outlets that traded in "monopoly" types of goods. In the scribes of the Tula province, one could also read the following entries: “In the village of Lopashin, Mikulinsky district, there are 32 shops, 21 shop places, as well as an empty place fenced off with a wattle fence for newcomers ... In the village of Dunilovo, Tula district, there are 7 barns, 2 taverns, 4 smithies , 3 malt houses, and 37 shops of various sizes. Places of trading - "torzhok" - gradually, with the expansion of the range of trade, transformed into benches, counters, chests. Then they began to build log benches, and a counter window was arranged in one of the walls. According to foreign guests visiting Moscow, the size of the Russian shops was so small that there was more goods in one Venetian shop than in 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 prosperity and culture of trade. The "guest" category, for example, had the right to check the rest and even control the quality of the goods they sold. With the accumulation of the number of shops and counters, when it became difficult for buyers to navigate in the abundance of goods offered to them, special trading rows were established by the tsar's decree - hardware, kalashnye, meat, etc. Russian trade there has always been culture. And already in 1626, the tsar's decree ordered that trade be carried out in those places and in those goods, as and where it is indicated: "do not walk in rows with a white fish, ... do not walk with herring, ... do not walk with kalachi" ... However, until the end of the 19th century, terrible unsanitary conditions were recorded in Moscow and provincial shopping arcade... So, in the book "History of Moscow" there is such a colorful picture "When surveyed in 1885 130 butcher shops and shops in 72 of them, the walls were painted with red paint, hiding bloody spots; only four stores had marble shelves for displaying meat. The sellers' clothes were soaked in dirt, the tools were not cleaned, the premises were not cleaned. "

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

Trade accounting was very strict. Various taxes were levied on merchants all the time, because the state supported them. The Brockhaus and Efron dictionary says that “taxes are the main source of government revenue. The existence of a harmonious system of taxes is a sign of a high stage 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 the tent trade - 261%, for the shop - 108%, for the shop - 45.5%. This happened because in the tent-stall and especially in the mobile trade, almost no material investments were required and it was possible to get by with minimal capital. Invest an extra ruble in development shop equipment tents were considered a direct loss. That is why the tents and stalls were extremely primitive and completely uncomfortable. This is how they were revived 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 - pencils, pens, paper, ribbons, threads, needles, pins, scarves, hats, toys, tobacco, foodstuffs... The peddlers did not incur any distribution costs, they managed to hide their turnovers. If in 1885 more than 170 thousand people traded and imported and were not subject to taxes, then in 1913 their number increased to 346 thousand. This forced the government to introduce bib numbers, or "badges" for the peddlers, on which they registered and paid the state their tax. However, the breastplates did not help either: 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 I. In his decrees, he insistently proclaimed that trade and craft for anyone could not be a shameful or dishonorable deed. It was recommended to start organizing trade business for cadets who were not taken into the army or officers who were dismissed from it. That is why not only merchants, but also people of noble origin, former officials and officers, carried on trading business right up to the revolution itself.

Thus, the merchants began to have strong competitors on the part of the nobles and clergy, who contemptuously treated ordinary merchants as a "vile nation", prone to deception, measurement and weight. Indeed, the trickery of the Moscow merchants was based on a rule that became commonplace: if you won’t deceive, you won’t sell. This was the result, as the historian V.O. Klyuchevsky notes, of a double morality that had 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 required only periodic reporting 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 leaders. Observing his "merchant honor," the newly elected headman renewed the iconostasis, chandeliers, and sacred vestments in the church. This was the most visual way to make yourself known. The pinnacle of the "church part" of the merchant was the receipt of a medal worn around his neck with the inscription "For diligence", with which the merchant never parted and even went with her to the bathhouse.

"Service honor" in relation to the merchants looked very specific, since the merchant served only in elections, in city and charitable institutions. The purpose of the merchant service was to obtain the title of honorary citizen or "commerce advisor", as well as the rank of nobility or actual privy councilor - a civil general. Many great patrons of art have been awarded such titles.

"Family honor" demanded the supremacy of the head of the family over the wife and children. In the event of his death, the hierarchical subordination of the elders to the younger continued, since the families in Russia had many children. After the death of his father, the elder brother (bro) was considered more important than the bratelniks (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 "merchant 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 not a bitch, not a hitch," -gold "," lost the ruble - cut the rest in two "[p. 79]. Arranging various machinations, 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 types of merchant honor [p. 103].

In addition, Russian merchants had to wage a fierce competition with foreigners, who, under Peter I, began to actively operate in the Russian market, skillfully and cohesively influencing the city authorities. As Pososhkov wrote, foreigners, having arrived, "will shove a gift of one hundred or two to strong persons, then for a hundred rubles they, foreigners, will profit themselves half a million ...".

Even before Peter 1, who contributed a lot to the development of trade and industrial capital, Russia has developed several forms of combining industrial and commercial forces. The usual form of such a connection was a trading house. This - economic union undivided relatives - father, brother of brothers, nephews. In it there was neither the addition of capital, nor the joint conduct of trading operations: all affairs were managed by a highway - a father or a 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 commercial affairs.

Commercial capital in Russia, as in other Western countries, preceded industrial capital. This manifested itself at first in the form of "warehousing", when a merchant who went to fairs took goods from their producers and sold them together with his own, sharing the proceeds with trust and by agreement.

Another form of merging industrial and commercial capital is the creation of artels, combining labor and capital.

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

The trait of the first generation of Russian entrepreneurs is the irrepressible desire to break free from the shackles of peasant-serf slavery 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 consciousness [p. 87-88].

The largest entrepreneurial dynasties raised the family-collectivist unit of Russian business - the commercial and industrial house - to an even greater height. VP Ryabushinsky notes the generic, family-dynastic nature of the enterprises: "The ancestral factory was for us the same as ancestral castles for medieval knights." This is also confirmed by the entrepreneurial activities 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 surprise with their goods or methods of advertising. So, in 1882, at the All-Russian Industrial and Art Exhibition in Moscow, suddenly ... a fountain of floral cologne gushed out and everyone could use free aromatic water. It was opened for visitors by the owner of the factory, Heinrich Brocard (now the perfumery factory "Novaya Zarya"). And even earlier, Brokar & Co, when opening its new store in Moscow, put on sale "model boxes" containing ten items - perfume, cologne, soap, powder, lipstick, sachet (a fragrant pillow for linen). All this together with the 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 calico, and the grace of Kuznetsov's porcelain are striking. Shoes, worked out at the “Highest approved partnership of the St. Petersburg mechanical production of footwear, the famous -“ runners ”- low shoes and ladies' ankle boots for a hundred years have not lost their dimensional stability and genuine grace.

Each business had its own secrets, carefully guarded from competitors. For example, textile manufacturers obtained samples of lasting dyes from plant dyes used by the ancient Egyptians to paint their frescoes. The secret of high dimensional stability and strength, special "kindness", that is, the quality of high-speed shoes - in the secrets of tanning leather in natural collagen - protein chicken eggs... 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 and 20th centuries, a commodity marketing concept was born, just as the production concept was developing in America at the same time.

Product marketing made Russian entrepreneurship socially oriented, because it was aimed at better and effective satisfaction of the emerging needs for mass-produced products.

The other side of the social orientation of Russian entrepreneurship was patronage, which took original forms and had a great importance on the spiritual development of society. As F. I. Shalyapin wrote, Russian “merchants -“ tyrants ”have slowly accumulated wonderful treasures of art, created galleries, wonderful theaters, set up hospitals and orphanages 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 fulfilling a broader task, a kind of mission, or, as they said in Russia, as their own cross, laid by God or fate. It was said about wealth that God gave it for use and would require accountability 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 commoners, 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. Not only the usurers were disliked and not respected, but also the tax-farmers who took the bribe to trade in vodka, as well as those who made their fortune by "turning the fur coat" - that is, by non-payment.

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

In prerevolutionary Russia, an active seizure of industry and trade by the bankers of interest began, an antagonism arose between bankers and industrial and commercial entrepreneurs, and a struggle for hegemony arose. The family character of commercial and industrial houses played a role. By the beginning of 1914, almost all large-scale industry had been corporatized. However, the commercial and industrial enterprises were "partnerships" only legally. All shares, without a remainder, remained the property of the family, and there was a paragraph in the charter prohibiting selling them to the outside. The board of the partnership, that is, the same head of the family, and his assistants from 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, which was transformed into the "Partnership of Manufactories of P. Ryabushinsky with Sons", amounted to 2 million rubles. It was divided into 1000 registered shares, of which 787 belonged to P.M.Ryabushinsky himself, 208 to his wife and only 5 to the rest of the children and employees. In addition, the "Partnership" also included an establishment for the sale of manufactured goods, yarn and cotton wool, in Moscow, on Birzhevaya Square, in its own house. [ With. 116-117]. Having accumulated significant funds in trade and industry, the Ryabushinskys then turned to a new type of entrepreneurship that captivated them - banking, which created loud fame and financial power for the Ryabushinskys' house.

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

First of all - the feeling of a lively presence at all stages of the development of Russian entrepreneurship of the personality of an entrepreneur - whoever he is - a peddler-shipbuilder, an "honest" merchant or the founder of the largest dynasty of Russian entrepreneurs and patrons of art. At all times, neither impersonal figures, performing their functional economic roles, lived and acted, but living people with certain national characters, habits, needs and requirements, with their own destinies, closely intertwined with their business. Consequently, entrepreneurship, and in particular marketing and management, does not deal with conditional clients, producers and consumers, but with living people operating in certain conditions. The latest marketing technologies should study and rely on a person in all manifestations of his life, psychology and spirituality. Consequently, the spirituality of economic activity is one of the main features of the Russian national marketing model.

The relations of entrepreneurs with the government, with the spiritual and moral life of society have powerful historical roots. They have always been difficult, gave rise to "double standards", and hence the duality of soul and deeds. To a large extent, they determine the “mystery” of the Russian soul, which is so difficult to deal with in negotiations, competitive sales, etc.

Traditional for Russian manufacturers is love for their work and especially - for the goods on which the welfare of the entrepreneur depends. It is also impossible to imagine a marketer scolding or despising the products of his company. After all, it is not for nothing that in the old Russian merchant dictionaries instead of the word “quality” there is “good”, “kindness”, and it is necessary to take it into service now in order to win in a difficult competitive struggle.

After overcoming the main difficulties in organizing or restructuring production, the Russian entrepreneur is distinguished by a quick learning curve in everything new. However, training, as a rule, 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 JSC or AOZT, it is necessary to organize their activities, as it has long been in Russia, on the basis of an industrial and trading house. This is necessary in order for the enterprise to literally "feel" the entire production chain and bring 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 sewing business, the Moscow Paninter and the St. Petersburg Pervomayskaya Zarya, are doing the right thing, violating the “postulate” of the classic marketing model: manufacturing enterprise should not be involved in retailing. These are already the first steps towards the creation of an industrial and trading house, an adequate microeconomic model of marketing.

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 free equivalent exchange, create infrastructure, facilitate the movement of financial resources within the region, and support the formation of the technological environment of enterprises.

There is no dividing line between micro and macroeconomics. Therefore, 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 distribution 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. Nevertheless, there are many different approaches to solving this problem, which allows us to single out the following classification of methods for assessing the effectiveness of marketing [p. 304].

Qualitative methods involve the use of marketing audit, during which a comprehensive analysis of the external environment of the organization, 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 activities.

Quantitative methods for evaluating marketing effectiveness require comparing marketing costs with gross margins and advertising costs versus 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 marketing effectiveness. 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 goods, but also the correctness of the chosen price, and, most importantly, how much the product "got" to the target group of consumers. The dynamics of sales is an indicator of an 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 development potential of the organization is taken by the analysis of the break-even point - the break-even volume shows how much of the product 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 - developing a program sociological research 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 tools of applied sociology.

Scoring methods for assessing the effectiveness of marketing "isolate" its effectiveness for each event for compliance with the list of criteria for the conformity of structures and processes to the marketing concept with assigning certain points for each criterion.

Nowadays there are more and more information methods evaluations of the effectiveness of marketing, which are most widely considered on the Internet. The essence of these methods is that to assess the effectiveness of marketing, the Sales Expert 2, Success and others programs are used, which are software for marketing information systems. In fact, the assessment of the effectiveness of marketing activities is one of the functions of the marketing information system. All indicators necessary to assess the effectiveness of marketing activities should be incorporated into the marketing information system. The marketer, the user of the system, needs only to decide on the algorithm and method for evaluating the effectiveness.

Evaluating the effectiveness of the marketing plan. Today's marketers have all the metrics they need to evaluate marketing plans. They use four tools to monitor the implementation of the marketing plan:

1) sales analysis;

2) market share analysis;

3) line-by-line analysis of profits and expenses;

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

Sales analysis. Sales analysis involves breaking down aggregate sales data into categories such as products, end users, sales resellers, sales territories, and order size.

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

Obviously, aggregate sales and cost data often mask the reality. Sales analysis not only helps to assess and monitor marketing activities, but also helps management to better formulate objectives and strategies, as well as 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, maintenance or change in perception of one or more product characteristics that are significant to consumers relative 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 trade visits, sales transactions, ad placement performance with specific reach and frequency. The analysis of market share factors should provide an understanding of the assumed relationships between the inputs and the firm's performance, such as the number and frequency of trade visits and efficient allocation. This, in turn, leads to a clearer understanding of the firm's marketing success. Are salespeople making the planned number of visits per day to target customers to achieve a certain distribution level?

Market research is usually required to identify the levels of key sales volume factors. For example, an important determinant of sales volume is maintaining a lower price for a similar product compared to major competitors. In the case of Wal-Mart, interviewers will have to go to target stores to get the pricing information they need.

Clause-by-clause analysis of profits and expenses. Sales data is, of course, not the only piece of information you need to know about marketing success. It is necessary to track the values of indicators of gross margin and profit margin, as well as measure the effectiveness and efficiency of all items of marketing expenses. Measuring systems creators marketing effectiveness should develop suitable metrics to track critical performance indicators in relation to profits and expenses, so that interim adjustments can be made in a timely manner. For example, the “number of weeks in stock” indicator, which reflects the rate of sale in “Gar” of each sweater model, indicates the purchase of more sweaters of a certain cut if they sell well, or lower the price if they do not find buyers. Making these decisions in a timely manner can have a huge impact on your bottom line. Not the prettiest sweater may be in higher demand at a 25% discount before Christmas than at a 60% discount on December 26th.

Analysis of the ratio of marketing costs and sales. The analysis of annual plans requires control over the expenditures carried out in order to achieve the set goals. The main management indicator is the ratio of marketing costs to sales. The change in this indicator can be monitored with the help of a control chart [p. 310].

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

1) the company still controls 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 can be two reasons:

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

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

It is advisable to build a similar schedule based on the results of each month, at least, and in some cases, based on the results of the week. The closer the points lie to the lower limit of control, the higher the effectiveness of the company's marketing activities.

1.3 Marketing Performance Indicators

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

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

2. Indicators of competitive efficiency. These external indicators demonstrate the competitiveness of the firm's products. These include the firm's performance in terms of competitive pricing, product and service quality, brand and cost.

3. Performance indicators of the client. These external indicators characterize the effectiveness of cooperation with consumers. These include assessing satisfaction, retention, loyalty, customer awareness, and perceived customer value.

Each of these metrics plays an important role in the company's transition to a higher level of marketing efficiency and profitability. In the chapters that follow, we present and describe each of them from a practical application perspective. In Chapter 1, we have already calculated and operated on indicators of customer satisfaction, retention and loyalty, as well as total profit for the entire period of cooperation with the consumer. In the course of the presentation, we will receive indicators of marketing performance, demonstrate how these indicators can be used to control it and how they affect the company's profitability.

Internal versus external performance indicators

Any business needs both internal and external performance metrics to be successful. In accordance with rice. one internal indicators are important for monitoring unit cost, costs, asset turnover, employee productivity, capital productivity and the overall calculation of profitability. Market performance indicators are equally important for providing an external assessment of the effectiveness of a given business. While audit firms have done a great job and developed methods for calculating the internal performance indicators of any company, the next frontier for them and for market research firms will be the development of a standardized methodology for assessing external indicators of market performance. With both sets of performance metrics, managers, as well as financial analysts and shareholders, will be in a much better position when assessing the effectiveness of marketing and company operations as a whole.

Rice. 1. Financial metrics versus marketing performance metrics

Current performance versus final performance indicators

For example, buyers are satisfied, but their perception of the value of your product is steadily diminishing compared to competitors' options. It may not be your actions that caused this process, but the combination of their perceived benefits versus costs resulted in an increase in the customer value offered by competitors. However, you have an end result: the perception of the value of your product by customers has decreased. This shift in perception, in turn, opens the door for competitors' products. With early warning, a market firm can adjust its actions before its customers become buyers of a competitor. Without considering current marketing metrics, problems can go unnoticed and unresolved until, after a decline in financial results, it becomes clear that something is wrong.

As shown in rice. 2, external final marketing indicators include market share, customer retention, revenue per consumer, etc. These indicators are displayed at the end of a certain period of financial activity, each of them provides a different set of diagnostic tools and analysis of what is happening.

Rice. 2. Internal versus external and current versus final

Estimated perspectives	Time perspective
Estimated perspectives	Current indicators	End indicators
Internal (in the company)	Product defects Late deliveries Billing errors Accounts receivable Inventory turnover	Net profit / income Return on sales Unit margin Return on assets Asset turnover
External (on the market)	Customer satisfaction Comparative product quality Comparative quality of service Intentions to buy Product awareness	Market share Customer retention Comparative sales of new products Revenue per client Market growth rate

Conclusion to the first chapter.

Marketing performance metrics are criteria by which firms quantify, compare, and interpret their marketing performance.

Marketing performance indicators can be internal, i.e. refers to internal environment 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, continuous monitoring of which is necessary and very often carried out using the marketing information system, and the final - indicators that are used as the marketing goals of the company and are usually assessed based on the results. quarter, half year, year.

Exists following methods evaluating the effectiveness of marketing activities.

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

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

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

Sales analysis involves breaking down aggregate sales data into categories such as products, end users, sales resellers, sales territories, and order size. The purpose of the analysis is to identify areas of strength and weakness; for example, products with the highest and lowest sales volumes, buyers who account for the most income, and salespeople and territories with the highest and lowest quality of performance.

Determining 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 elasticity of demand for advertising to the elasticity of demand for price. Thus, this method is based on three indicators - the total sales of the enterprise, the price elasticity of demand and the advertising elasticity of demand. Having these indicators, you can calculate the size of the advertising budget:

R / P = E r / E c,

P- total sales of the company;

E c- price elasticity of demand.

P = P x E r / E c.

R = 42.5t.rub * 0.2 / 1.42 = 5.98t.rub.

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

Ср = Зр / Аtotal = 1740/100 = 17.4

Determining the value with a useless audience:

Wed = Zr / Absch. - Abs. = 1740 / 100-10 = 19.3

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

Z total = ((1.04 * 40) + (5.25 * 25) + (87 * 200) + (0.32 * 4000) = 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 for which the performance of marketing functions is assessed in the following areas: marketing research, market segmentation and product positioning, analysis of the marketing organization, marketing planning, development of a marketing mix. Each question has 3 possible answers, which are evaluated in points 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 efficiency assessment system

Table 2. Scale for assessing the effectiveness of marketing

The experts were employees of the sales department, commercial departments performing marketing functions, with whom 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 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
PLANNING OF MARKETING 9	V	0
10	A	0
11	V	0
COMPLEX OF MARKETING	B	1
13	B	1
14	V	0
15	V	1
total	6

The weakest areas are Marketing Planning. Thus, the company does not develop a marketing plan, does not determine the overall strategy of the enterprise and the marketing strategy. As a result, the marketing mix is not perfect, the marketing functions are not fully implemented.

But the company 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 their products on the market.

The interviewed specialist in charge of 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 an ineffective marketing policy is being pursued. Employees of the company do not understand the advantages of choosing promising market segments (segment) and the correct positioning of goods, while this allows the company 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, and the effectiveness of the advertising campaign is assessed. Sales promotion activities are widely used at the enterprise, as the study has shown, the demand for many types of goods (services) is elastic, and the use of incentive measures such as coupons, gifts, savings bonuses, holiday discounts, discount cards allowed to significantly increase sales.

The product policy corresponds to the marketing principle: “sell what you can sell”. The needs of buyers are studied, but not regularly. The staffing capabilities of marketing services do not allow for regular sociological research, and it is costly for an enterprise to order such research from third-party organizations, since they are expensive.

Thus, the marketing activities 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 in enterprises. It is worth paying attention to weaknesses marketing activities of the enterprise.

2.4. Proposals to improve marketing activities for the Ural enterprise

Marketing objectives are strategic objectives related to the development of a firm and the sale of a product.

Since the object "Ural" 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 assortment 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 becomes much more complicated. This is due to the fact that consumer needs are constantly changing. Previously, there were only products of domestic manufacturers on the market of cosmetic products, represented by such well-known companies as Uralskie Samotsvety, Yekaterinburg, Nevskaya Cosmetics, St. Petersburg, and Novaya Zarya, 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 faced with a difficult choice problem, and retailers are faced with the problem of forming an 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.

A product can be classified according to characteristics such as the frequency of demand for the product:

Consumer goods;

Periodic goods;

Goods of rare demand.

Cosmetic products in accordance with these characteristics can be classified as 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 define the assortment profile of the department. At the same time, a versatile assortment non-food products periodic demand should be concentrated in the supermarket.

Stage 2. Establishing a quantitative ratio of individual groups of goods.

Stage 3. Determination of the intragroup assortment. At this stage, a selection of a specific type of goods of each group should be carried out according to various criteria. So in a supermarket, it is recommended to build a range of goods according to consumer complexes. In our case, it 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 department store, 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 to present 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 should be presented by such a well-known company as "Gillett". The range includes shaving products, aftershaves and a wide selection of antiperspirant deodorants.

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

In the cosmetics section 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 teeth care products. It should be noted the high quality of these cosmetics, especially the "Clean Line" line and relatively low prices.

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

The relatively young, but already well-known company "Green Mama" is represented by a series of cosmetics "Formula Taiga" (health and wellness course). This cosmetics was 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 counterparts.

Perfumery is presented by the firm "Novaya Zarya", Moscow.

To stimulate, as stated in the dictionaries, means to "set in motion." This is the task set before sales promotion at all times. In the USA, sales promotion as an integral part of the production and commercial structure has existed for over 50 years. At the same time, sales promotion is considered not as a universal means of increasing sales as advertising, since its use is episodic in nature or is the final component of the same advertising. Therefore, existing costs are included in the advertising budget.

Incentives influence consumer behavior, transforming them from potential to real buyers.

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

Currently, these sales promotion operations are more lenient in nature (games, customer contests, etc.). they are more effective in creating a positive product image.

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

Sales promotion is the use of a variety of incentives designed to accelerate and / or enhance market response. The activity 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 the target depends on the object of the forthcoming impact. There are several types of target audiences:

Consumer: he, of course, has the most importance, and the whole marketing policy is reduced precisely to the impact on the consumer. A wide range of sales promotion techniques have been created with the sole purpose of attracting and satisfying consumers in the most efficient way. 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 incentive are as follows:

Increase the number of buyers;

Increase the number of items purchased by the same customer.

Seller: The seller's ability and ability to sell a product should not be overlooked by the manufacturer. It is in the firm's best interest to stimulate, reward and enhance these qualities. Purpose of incentives addressed to the seller:

Transform the indifferent salesperson into a highly motivated enthusiast.

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

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

Increase the amount of goods entering the distribution network;

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

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

Table 4. - Incentive objectives

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 quantity of goods by the consumer	Increase the turnover of any product	Take advantage of a separate opportunity (anniversary of the establishment of the company, opening of a new branch, etc.)
Increase the turnover to the indicators planned in the marketing plan	Get rid of excess stocks	Support an advertising campaign
Execute sales plan metrics	Give regularity to the sale of seasonal goods
Counteract emerging competitors
Revive the sale of a product whose sales are stagnant

Incentives should be selected at this stage in program design. The choice of these or those incentives depends on the goals set. Different incentives are used for different objects of influence. They can be grouped into three large groups [C.259].

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

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

To give the consumer an additional amount of goods, which is fundamentally different from reducing 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 means of in-kind incentives: premiums and samples.

An active offer is all types of incentives that require active and selective consumer participation. There are two generalized consumer incentive operations based on this principle:

1. Competitions that require observation, ingenuity and ingenuity from the consumer, but which in no way rely on a game of chance.

2. Lotteries and games in which you can take part without making purchases and which are based in whole or in part on the game of chance.

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

For a more successful marketing of its products, the manufacturing plant also needs to stimulate its own sales force.

When designing a comprehensive incentive program, it is also necessary to decide how much incentive to apply, how long it will last, when it will start, and what funding should be allocated to it.

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

Stimulation should be monitored before, during and after stimulation.

When evaluating the results of a sales promotion program, it is necessary to compare factors that are stable and consistent, while it would ideally be a comparison with a group of stores located in an incentive-free zone. You should also take into account the actions of competitors during the implementation of incentives [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 goals of advertising are to create awareness, provide information, convince, remind, persuade to buy. These goals are closely related to the buyer's command model. This model assumes that consumers go through various stages: from "awareness" (about the presence of a need), "knowledge" (about a product that will satisfy a need), "liking" and "preference" (certain brands) to convincing (that this product is better) and "shopping". 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 using marketing research and, accordingly, set the advertising goals, 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 the "brand preference" and "remind" of it to regular consumers. After clarifying the purpose of the advertisement, it is easier to plan and measure its effectiveness.

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

Timely and complete information about the actual properties of the offered products, its assortment, new products, 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 confidence in the company, and on the other hand, relieves it in the future from unwanted reproaches from consumers.

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

Let's remember the following postulate: "Not the client for you, but you for the client." If you properly imbued with this simple philosophy, then every appearance of a customer in your store will turn into a real holiday for you and, as a result, sales will increase.

It should be remembered, as a core part of marketing, the vending machine is extremely effective in solving certain marketing tasks and implementing certain types activities such as identifying potential customers, establishing communications, marketing, organizing services, gathering information and allocating resources. According to the concept of marketing - in addition to their traditional commercial skills - the salesperson must have the skills of marketing analysis and planning.

The tasks of in-house advertising are to instill in employees confidence in their own enterprise, to generate in them a sense of close relationship with its destiny. Only on the condition that each member of the enterprise will be able to make the decisions necessary for its activities, will be responsible for them, the employees will feel a sense of satisfaction with their work and, therefore, will be carriers of active propaganda and advertising of this company in society.

Press contacts. Ural is actively using this tool. There is a practice of inviting journalists from the newspaper "Satkinskiy Rabochiy" to visit the store and press coverage of his work in a favorable light.

In our case main area advertising activity is advertising in order to expand the marketing of products. Market conditions are subject to constant fluctuations and cannot be accurately predicted. All advertising activities are based on in-depth market research.

The psychology of the buyer is such that he is ready to pay an increased price for the product only if he knows the manufacturer and enjoys a good reputation. People buy products to satisfy many psychological needs. Therefore, advertising is closely related to the study of consumer psychology, 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. Purchase motives are complex psychological structures, the individual links of which are often not clear to the consumer himself. The study of possible motives influencing 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 should be placed on youth, beauty and health of skin and hair, etc. And also it is 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 challenge for marketers. In a market economy, it is almost impossible for entrepreneurs and enterprises to avoid risks. Entrepreneurial risk can improve or worsen the 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 a hypothetical possibility of damage occurring. Risk is an objective phenomenon in practice in any area of human activity and manifests itself as a set of separate isolated risks. There are two types of risks:

Speculative - includes all financial risks (currency, credit, interest, decreased income, etc.);

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

The initial stage of risk assessment is the construction of a probability curve. To begin with, let's highlight certain areas or areas of risk, depending on the amount of losses (Figure 1).

Figure 1. Diagram of risk areas

1.Azone of admissible risk - an area within which this type of entrepreneurial activity retains its economic feasibility, i.e. losses do occur, but they are less than the expected profit. The border 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 value of 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 state of the enterprise. A catastrophic risk can lead to bankruptcy of the enterprise.

The most complete picture of the risk is given by the curve of the distribution of the probability of loss or a graphical 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 make a decision on the implementation of certain activities. But for such a decision, it is not enough to determine the probability of an acceptable, critical and catastrophic risk, it is necessary to set the limit values of these indicators, above which they should not rise in order 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 limit levels of risk, which he should not exceed.

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

Experts assessed possible risks for our enterprise using 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 likely to come.

Table 5. shows the likelihood of risk occurrence.

Table 5. - Probabilities of risk occurrence

Expert review risks and their calculation is in table 6.

Table 6. - Expert assessment of risks

Simple risks	Experts			W i mean probability	Score W i * V i
Simple risks	1	2	3	W i mean probability	Score W i * V i
Demand volatility	30	50	30	37	5,1
Reduced prices by competitors	30	50	80	53	7,5
Tax rise	50	30	50	43	6,1
Insolvency of consumers	0	0	30	10	1,4
Rising prices for raw materials, supplies, transportation	80	100	80	87	12
Unforeseen costs, 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 level of wages	0	30	50	27	6,7
Personnel qualification	50	0	0	17	4,2

For simple risks, the score of which W i * V i> 9, it is necessary to develop measures to eliminate them. There are three most likely risks identified for our company:

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

2. Unforeseen costs, incl. due to inflation - for this it is necessary to reduce the number of loans, and if this cannot be done without it, then it is necessary to borrow money only in hard currency.

3. Late delivery - in order to avoid this risk, supply contracts should be concluded only with large and well-known firms and little-known ones should be avoided.

As a result, if you take into account the existing risks and take measures to eliminate them, you can 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 outlined, we will analyze the trade marketing policy of Ural LLC and develop proposals for improving marketing at the enterprise using the example of cosmetic goods.

In a developed market economy There are many types of businesses, but none of them can be complete 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 business directors 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 soil of an untapped market. With the help of research, you can select the most optimal and profitable market, consumers, advertising method, etc., and thus marketing research increases the profitability of the enterprise.

The company's marketing policy is a logical continuation of research. Marketing accompanies the product all the way through the process of creation, price determination, sales strategy and promotion.

Product marketing policy determines the optimal tools for influencing a new product, the product life cycle, predicts obsolescence, which contributes to cost savings and increased efficiency.

Pricing policy helps to determine the true price of a product, identify factors influencing price changes, and develop a strategy for changing pricing. This tactic does not allow the entrepreneur to miscalculate the price, as well as to overestimate it, which in both cases could lead to bankruptcy.

The marketing strategy of a product affects the determination of the optimal distribution channel, its width and length, the choice of an intermediary and a supplier, the choice of a sales method, the possibility of creating your own retail network, which is the best way to save money in market conditions, when even the slightest mistake is punished by a competitor.

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

At the first stage of work, there was an acquaintance with organizational structure marketing department, 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, therefore 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 calculation of the efficiency assessment was made at the Ural enterprise, where it was revealed:

The weakest areas are Marketing Planning.

The interviewed specialist in charge of 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 ineffective marketing policy is being pursued. Employees of the company do not understand the advantages of choosing promising market segments (segment) and the correct positioning of goods, while this allows the company 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 buyers are studied, but irregularly.

Regular sociological research in the demand for a product does not take place.

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

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

Unstable and unstable consideration of consumer interests.

Not effective Information system.

Lack of planning and control of marketing.

Thus, the marketing activities 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.

Thus, the company does not develop a marketing plan, does not determine the overall strategy of the enterprise and the marketing strategy. As a result, the marketing mix is not perfect, the marketing functions are not fully implemented.

break-even sales volume in physical and monetary terms of the beauty products department in two ways. Using the analytical method, we determined the point of 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 up to what point the loss zone is present, 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 cosmetics department. First, 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 department of cosmetic products is selected competently and can satisfy various groups of the population: women, men, children. The cosmetics department has in stock both expensive imported products and cheap cosmetics of a domestic manufacturer, which are not inferior in quality to foreign counterparts.

Sales promotion for our company should be directed primarily at the consumer. It is addressed to the widest layers of the population and has as its purpose the sale of goods, to create a flow of consumers directly in the place where the sale of goods is carried out. 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 print media;

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

Conjuncture of the cosmetic products market;

The most important thing for us is consumer psychology. To do this, it is necessary to identify possible motives prompting the consumer to buy.

On the the final stage an assessment of the risks existing at the retail trade enterprise Ural LLC was carried out, as a result of which the three most significant risks were identified:

Rising prices for raw materials, supplies, transportation.

Unforeseen costs, 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. SPb .: Peter, 2008.S. 306.

3. Larréchet J.C. The 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. P. 259.

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

6. Frolova T.A. Marketing. Taganrog: Publishing house TRTU, 2005. P. 184.

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

8. Poisons V.A. Sociological research strategy. M .: Omega-L, 2008.S. 164.

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

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

11. Yasheva GA Effectiveness of marketing: methods, assessments and results // Practical marketing No. 8 2003. P. 31.

12. Assel Henry. Marketing: principles and strategy: 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 dummies with a whistle / http: // www. management.com.ua/marketing/mark037.html.

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

17. Niels-Goran Olwe, Jean Roy, Magnus Wetter Assessment of the company's performance A practical guide on the use of a balanced scorecard. M., Williams, 2006.S. 142.

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

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

20. Murashkin N.V., Demchenkov V.K., Moshtakova E.V. etc. Marketing Basics. Velikie 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. Bauer R., Kollar E., Tan V., Investment Project Management: The IBM Experience. M .: - INFRA-M, 2005.S. 298.

24.D.Bolt, Sales Management Guide, M .: Economics, 2001. P. 264.

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

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

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

28. Drucker P., Market: how to become a leader. Practice and principles, Moscow: Book chamber international, 2009, p. 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 development of the company. - M .: UNPK MIPT, School of Management, 2006.S. 420.

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

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

33. Kevorkov V.V., Konin V.N., Lukyanov A.V., Shalimova T.G., Organization of marketing activities at the enterprise (in the 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. Edited by B.A. Anikin 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. Reference dictionary. Minsk, 2003.S. 302.

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

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

ANNEX 1

QUESTIONNAIRE "THE EFFICIENCY OF YOUR MARKETING"

The Marketing Effectiveness Questionnaire is designed to help you assess how customer-focused your business is. She will tell you what needs to be done to improve marketing and increase the efficiency of your business.

Base your answers on your own assessment of the effectiveness of your marketing, not on an estimate that you hope your consumer would give. Check the answer that best suits your business.

MARKETING RESEARCH

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

A. Several years ago (before 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 profitable potential of different market segments, customers, distribution channels, manufactured products, etc.?

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

B. A little - there is information on certain issues.

Q. We don't 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. A very effective information system, constantly updated and used. Created by electronic base data.

B. Pretty efficient system- but sometimes not fast enough, accurate and complete enough to make decisions. The information is mainly located on paper.
Q. 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.

Q. 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 the marketing of your competitors?

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 the marketing activity organized in your company?

A. We have a marketing department that deals with sales.

B. We do not have a marketing department, we have a sales department.

B. There is a marketing department, which includes structural divisions (bureau, sector or performers for market research, organization of advertising, exhibitions, etc.).

Question 8. To what extent is internet marketing used in your business?

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

B. We use the Internet for marketing research and advertising. We have created our own website.

C. We conduct marketing research on the Internet, advertising campaigns using various Internet resources (advertising on our own website, catalogs, banners, banner exchange services, etc.), as well as e-commerce.

PLANNING MARKETING

Question 9. How widely is strategic planning applied in your company?

A. We develop a strategic marketing plan (by products - 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. Marketing strategy is not clearly defined.
B. The strategy is simply complementary to 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 by significantly increasing our market share and aggressive growth.

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

COMPLEX OF MARKETING

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

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

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

C. We define a pricing strategy and also apply a flexible pricing system using a system of discounts, price levels for the corresponding segment, complementary products, etc.

B. There is some progress, but not enough.

Question 14. How experienced and efficient are your salespeople?

A. They are very experienced, mastering new sales markets.

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

B. Inexperienced, do not work efficiently.

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

A. We form a product range based on studying the needs of buyers, assessing internal resources and external factors (competitors, suppliers).

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

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

THANK YOU FOR YOUR 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 Learning 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 Consumer Marketing »

Practical guide

Your KPIs are your results. I think you will agree that you cannot move forward if you do not know where you are now. Unfortunately, many entrepreneurs realize this too late ...

Not counting key indicators? Wait for trouble!

Over the 10 years of my entrepreneurial activity, I have participated in the creation of 10 different companies:

sale of commercial real estate;
sale of rolled metal;
sale of houses from a bar;
dentistry;
car portal (publishing house);
marketing agency;
sale of video surveillance systems;
organization of events;
retirement broker;
center for the development of educational projects.

Only 3 out of 10 companies have survived to this day and are successfully developing. The main reasons for the failure of other projects are cash shortages, lack of money for development, growing accounts receivable, etc.

Now I can say with confidence that the main trouble was the lack of financial planning. That is, planning in which everything is subject to numbers and analytics.

Today our agency serves over 130 projects. And I got to know each of these businesses very carefully. With great regret, I can say that only 10% understand why they need to calculate key indicators and apply financial planning.

What and how to count

I know that an entrepreneur often does not have enough time for this job. But let's figure out together why you need to know what key indicators you need to calculate and on what basis to make decisions.

Let's look at the simplest example.

Input data

Imagine that you have an English language school.

The cost of 1 month of training is 10,000 rubles.

contextual advertising in Yandex;
targeted advertising in social networks;
outdoor advertising (lightboxes in the subway).

The profit is less than 100,000 because you have to pay taxes, rent and wages.

Let's imagine that you have 30,000 rubles left for your personal needs.

On the one hand, you have a profit, which means that you are on the right track. The only problem is that there is no room for maneuver.

Solution

The first thing to do is to measure the effectiveness of each advertising channel separately.

If you have any questions on how to correctly measure the effectiveness of advertising channels, then write to me at my personal address [email protected], I will shoot a special video on this topic.

The simplest thing is to put a separate phone with the ability to record all incoming calls for each advertising channel. To solve this problem, you can use special services - for example, such as zadarma.com.

This way you can determine how many new customers came from each of the 3 advertising channels. I assure you that a lot of new clients come through recommendations, that is, without paid advertising.

Calculated how many new customers came from this or that advertising channel? This means that you just need to figure out how to reallocate the advertising budget depending on the return.

Therefore, the first metric you need to calculate is the return on your marketing investment.

ROMI (Return on Marketing Investment) is the rate of return received from the cost of marketing activities.

Formula: ROMI = (income - expenses) / expenses * 100%

Example: we calculate the effectiveness of one advertising channel (Yandex.Direct), with the help of which we attracted 10 clients. These clients bought courses from us for 100,000 rubles. At the same time, the advertising budget of the campaign amounted to 110,000 rubles.

Then ROMI = (100,000 - 110,000) / 110,000 = 0.9 * 100% = 90%

It turns out that we went to minus 10% of the money invested. Since we do not need losses, we stop advertising in Yandex.

But everything is not as simple as it might seem at first glance. The second most important financial indicator enters the scene. This is the profit that the client will bring during the entire period of cooperation.

LTV (Lifetime Value) is the total profit of a company received from one client for the entire period of cooperation with him.

Formula: LTV = customer revenue - customer acquisition and retention costs

The purpose of this indicator is to clarify the true value of an advertising channel, taking into account how much money each will bring us. new client for all the time of cooperation with him.

How many students do you think will continue to study after the first month? If you have quality education, then more than half of the students will move on to the next month. Now let's calculate how this will affect the overall picture of our progress.

Example: we have invested 110,000 rubles in attracting 10 new students through Yandex.

In the first month, we made 100,000 from 10 sales. And in the second month - another 50,000 from those who continued to study. That is, we earned a total of 150,000 rubles.

In total, we got LTV + 40,000 rubles. Accordingly, it makes sense to continue to advertise your courses using Yandex.

If something cannot be measured,

then it cannot be controlled,

and if it cannot be controlled,

then it cannot be improved

Bill Hewlett

If we measure our key metrics, then we can influence them. This means that we can only improve them.

I hope this article was useful to you and clarified a little what you need to measure the effectiveness of each advertising channel and customer value at all stages of interaction with him. In the next part of this material, I will tell you about such indicators as:

the cost of attracting a new customer CAC (Customer Acquisition Cost);
conversion rate CR (Conversion Rate).

If you have any questions on the topic of this material ... Or if you have any suggestions for the content of the second part of the article ... Leave them in the comments, I will definitely answer them!

In any research, the initial stage of its implementation is the setting of objectives. Certain tasks make it possible to make the right choice of research methods. So to develop a methodology for assessing 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 commodity-market positions and individual activities involves obtaining the following results:

1. the need for information;

2. the timing of the collection of information;

3. the frequency of collection of information;

4. method, format, level of information aggregation.

Marketing performance scoring systems are designed to ensure that a company has achieved target levels of sales, profits, and other goals articulated in its marketing and strategic plans. Taken together, these plans reflect the company's planning results, which indicate how resources should be allocated between the markets, products and activities of the marketing mix. These plans include line-item budgets and typically detail the actions expected of each organizational unit — within or outside the marketing department or division — that are considered necessary to meet the company's competitiveness and financial goals. The first and foremost marketing goal is the level of sales that a company or a product / market item achieves. Voevodin E.N. Development of systems for evaluating the effectiveness of marketing.

Sales analysis involves breaking down aggregate sales data into categories such as products, end users, sales resellers, sales territories, and order sizes. The purpose of the analysis is to identify areas of strength and weakness; for example, the products with the highest and the lowest sales volume, the buyers who account for the majority of the income, and the sales agents and territories with the highest and lowest quality of performance.

An important decision in the development of a sales analysis system for a company is the choice of analysis objects. 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;

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

Marketing 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 by customer. This analysis usually shows that a relatively small percentage of buyers generate 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, maintenance or change in perception of one or more product characteristics that are significant to consumers relative 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 trade visits, sales transactions, ad placement performance with specific reach and frequency. The analysis of market share factors should provide an understanding of the assumed relationships between the inputs and the firm's performance, such as the number and frequency of trade visits and efficient allocation. This, in turn, leads to a clearer understanding of the firm's marketing success.

Sales data is, of course, not the only piece of information you need to know about marketing success. It is necessary to track the values of indicators of gross margin and profit margin, as well as measure the effectiveness and efficiency of all items of marketing expenses. The creators of marketing performance measurement systems must develop suitable metrics to track critical performance indicators in relation to profits and expenses, so that interim adjustments can be made in a timely manner.

Since budgets are made up of forecasts of income and expenses over a certain period of time, they are an essential part of a firm's planning and control activities. They provide a basis for ongoing assessment 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 an eye on marketing spending to make sure the company isn't spending too much money trying to achieve its goals. In addition, managers assess the magnitude and structure of their deviations from target levels. Different marketing managers have their own benchmarks. For example, ad managers track ad spend per 1,000 people target audience, the number of buyers per advertising medium, the readership of the print media, the size and composition of the television audience, and changes in consumer attitudes. Sales managers typically track the number of visits per salesperson, costs per visit, sales per visit, and the number of newly acquired customers. The main marketing costs are the costs associated with marketing research, branding, salaries of sales personnel, sales costs, advertising in the media, sales promotion activities designed for end consumers and intermediaries, and public relations. Before taking corrective action on any spending that is excessive, managers should drill down on the aggregated data to identify the problem. For example, if the total commission as a percentage of sales deviates from the target value, analysts should examine them for each sales area and product to pinpoint where the problem lies.

Timeliness is a key criterion when developing a system for evaluating the effectiveness of marketing activities. Managers are more likely to track performance information — whether it’s sales, profits, or expenses — at regular intervals because they don’t have the time or need to measure performance for each item on a minute-to-minute basis. Purchasing managers and merchandisers in retail firms usually assess the performance of a product item or category on a weekly basis. For certain categories of fashion products, such as women's clothing, where timeliness is critical, having sales information days or even hours ahead of the competition can be important in terms of acquiring more in-demand product. In-store employee payroll costs are another key performance metric for retail businesses, affecting both customer service and profitability.

Typically measured weekly, store managers may be encouraged to send employees home if sales are unusually sluggish on a given day, or to call in additional help when more salespeople are needed. Sales force performance in industrial firms — measured by sales visits, sales, expenses, and other metrics — is usually assessed monthly, although some firms may do this more or less frequently. Indicators strategic control such as changes in market share, dynamics of macroenvironmental factors, etc., are likely to be intentional and reported less frequently because these kinds of long-term aspects, explored at frequent intervals, may not be as obvious or may create false alarms.

Success in development information technologies made it possible to measure and communicate information about marketing performance with 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 used quickly and easily are two different things. Calculating sales performance indicators manually must provide some degree of aggregation, so you need to determine what kind of aggregation is most useful for each consumer of information.

Even the format or way of presenting information related to the success of the work can be of great importance to the manager using the data. Weekly sales reports that include a "number of weeks in stock" metric, which are very important for purchasing staff at retail firms and merchandisers, are most useful when the models are presented in descending order of their sales rates, rather than in alphabetical or some other order. ... The models at the top of the report (with little stock on hand as measured by their rate of sale in terms of “weeks in stock”) are “candidates” for reordering. The models at the bottom of the report (for example, an ugly sweater that has 25 weeks in stock in mid-November) are “candidates” for markdown. Models in the middle can be ignored. At the end of the season, you might find it helpful to use another report that aggregates the models by vendor and measures vendor performance across the range of models they ship. 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 problems and for various users can provide a company with a significant competitive advantage.

Since all strategies and action programs designed to implement them are based on assumptions about the future, they are subject to significant risk. Too often, assumptions are taken as facts and little attention has been paid to charting specific actions to take if any or all of the assumptions prove 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; installing "triggers" that will activate the contingency plan; and details of alternative responses. We will briefly discuss these steps below.

Determining the Critical Assumptions. Because there are too many assumptions, contingency plans should only cover the most important ones. Especially important are assumptions about events that go beyond the control of individual firms, but which strongly affect the strategic tasks facing a particular product. For example, assumptions about the rate of market growth that affect the market share of a particular product will strongly influence the product's achievement of profit goals. The impact of a mistaken assumption in this case can be both positive and negative, and it is necessary to prepare a contingency plan to effectively respond to both.

Another type of uncontrolled 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 (where the competitor's reaction is to launch its own new product), although it may apply to products in mature markets (for example, a competitor's advertising activity is increasing). Industry price assumptions need to be carefully scrutinized because any change in the price chain 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 objectives. For example, this refers to the advertising objectives of the firm, which are based on assumptions about improving or maintaining consumer attitudes towards product characteristics over competitors. trade marks, or to the sums of money allocated for merchandising in order to increase the availability of the product. Moreover, when the target levels of the various priorities are met, 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, a 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 turns out to be wrong. This premise is unrealistic because there are so many situations in which critical assumptions turn out to be wrong. Compounding the problem further is the fact that implementing specific, planned responses to a firm can be daunting, depending on the situation and how it evolves. This can lead to a series of rushed actions. Therefore, most firms develop a set of alternative responses that are not very detailed, with the goal of providing flexibility and ensuring further investigation of the 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 single out the following classification of methods for assessing the effectiveness of marketing.

Quantitative methods for evaluating marketing effectiveness require comparing marketing costs with gross margins and advertising costs versus sales; they characterize the final financial results of the organization. In general terms, the effectiveness of marketing activities (profitability index) 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 higher than the rate on capital, and not effective if it is less. Conducting profitability analysis and cost analysis can also be one of the options for a quantitative method for evaluating marketing effectiveness. When evaluating marketing activities, it is necessary to present the parameters characterizing 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 a product, but also the correctness of the chosen price, and most importantly - how much the product “got” into the target group of consumers. The dynamics of sales is an indicator of an 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 development potential of the organization is taken by the analysis of the break-even point - the break-even volume shows how much of the product 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 assessing the effectiveness of marketing are aimed at using the tools of applied sociology - developing a sociological research program and, in accordance with it, conducting the research 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 tools of applied sociology.

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

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

Summing up the results of 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.

With the development of market relations, marketing will increasingly be integrated into the general system of enterprise management, when the basis for making almost all production, sales, financial, administrative and other decisions will be information from the market.

Thus, marketing is becoming a very promising area these days. Leaders must understand that there is no point in producing something that no one will ever buy, which means that you need to have people on your 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 its rightful 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 analyzed, planned, implemented and monitored to establish, strengthen and maintain beneficial exchanges with target customers in order to achieve the organization's defined objectives. A marketing specialist must be good at influencing the level, time, nature of demand, since the existing demand may not coincide with what the company wants for itself. Therefore, interest in these activities is increasing as more and more organizations in the field of entrepreneurship, in the international sphere, realize how exactly marketing contributes to their more successful performance in the market.

Unfortunately, marketing activities require a lot of money, which is practically impossible in our unstable economic situation. However, examining various aspects of the functioning of domestic firms and organizations, we can conclude that a marketing approach to business will soon help our enterprises get out of the crisis and take a worthy place in the field of international economic relations.

Marketing indicators of business success

Marketing metrics need to be measured when conducting 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 for the 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 that 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 indicators of business performance are evaluated in monetary terms, which makes it possible to understand whether the main goal of the organization - making a profit - has been achieved.

The following main marketing indicators are distinguished:

volume of sales;
profit;
market share;
cost of one attracted consumer;
brand awareness;
conversion;
leads;
CLV (Customer Lifetime Value);
lost clients;
CTR (click-through rate, click-through rate);
cost per click;
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 industry:

awareness;
market share;
relative price (value / volume of market share);
dissatisfaction level;
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 senior management. Top management cares more about loyalty and the last metric is relative perceived quality (one of the brand equity assets). These indicators are the main indicators of the sustainability and development prospects of the enterprise.

Key marketing performance indicators

All indicators indicated in the first section affect business performance. But of them, there are five key marketing metrics for assessing the company's performance:

distribution of the marketing budget;
ROI (return on investment);
cost of attracting one client;
conversion;
CLV (Customer Lifetime Value).

Any marketing activity begins with planning and allocating budget funds. A convenient tool for drawing up a marketing budget is a calendar. It is a table. Marketing channels for disseminating information are displayed by rows, and indicators such as:

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

$ P = (D - S) - Rrekl $, where:

$ P $ - profit;

$ D $ - income;

$ С $ - production cost;

$ Kokup = ((D - S) - Rrekl) / Rrekl × 100 $% or $ Kukup = P / Rrekl × 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 customer. The value of this metric allows you to adjust the complex of marketing activities and the marketing budget, if necessary.

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

Definition 1

Conversion in marketing refers to the ratio of the number of real customers per channel to the total number of visitors.

$ Conversion = (number \ visit \ to \ site) / (number \ customers \ made \ purchase) $

If the company's website through any channel (contextual, banner advertising or advertising in in social networks) 3000 visitors have looked, and only 60 people have purchased products or services, then the conversion value will be equal to 2%. If the conversion is small, then it is necessary to take measures to update the site, intensify advertising activities and other ways to convince visitors to become customers of the enterprise.

Remark 3

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

Many products involve repeat purchases, so it is possible to determine how much profit a regular customer of the company will bring in a year and in a lifetime. Hence the name of the marketing metric.

$ CLV = average \ check × average \ number \ units \ purchased \ product \ for \ whole \ life × profit \ from \ purchases × average \ joint \ time \ life \ client \ 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 - comprehension, 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 technique. The rest of the formulas are a modification of the first one. They serve as tools for understanding customer relationships.