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Improving marketing communications (using the example of the advertising agency UE "Belaya Karona")

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Introduction

Chapter 1. Theoretical aspects of marketing communications

1.1. Essence, content and types of marketing communications

1.3. Branding in modern communication strategies

Chapter 2. Analysis of restaurant marketing activities

2.1. General characteristics of the restaurant

2.2. Analysis of the market position of the restaurant

2.3. Features of using marketing communications in a restaurant

Chapter 3. Improving restaurant marketing communications

3.3 Sales promotion offers

Conclusion

List of sources and literature

Application

INTRODUCTION

The relevance of the choice of the topic of work is determined by the fact that today the management of marketing communications of an enterprise is a fundamental core in the success of the enterprise, which should ensure sustainable economic growth and expansion of the enterprise’s business, increasing the competitiveness of the services provided and the products produced.

In a highly competitive and rapidly changing environment, firms must not only focus on the internal state of affairs, but also develop a long-term behavioral strategy that would allow them to keep up with changes occurring in their environment. Such a strategy should be based on a marketing communications process that will best meet customer needs.

In the past, many firms were able to operate successfully by focusing mainly on day-to-day work, on internal problems associated with increasing the efficiency of resource use in current activities. Now, although the task of rational use of potential in current activities is not removed, it is extremely important to implement such management that ensures the company’s adaptation to rapidly changing business conditions. Environmental information is provided by the results of marketing research and analysis.

Accelerating changes in the environment, the emergence of new demands and changing consumer positions, increasing competition for resources, internationalization of business, the emergence of new business opportunities opened up by advances in science and technology, the development of information networks, the widespread availability of modern technologies, the changing role of human resources, as well as a number of other reasons have led to a sharp increase in the importance of marketing activities of enterprises.

Thus, the relevance is due to increased competition and the need to take into account the growing needs of customers.

The purpose of the thesis is to develop proposals for improving marketing communications in the Elki-Palki restaurant.

To achieve this goal, it is necessary to solve the following tasks:

Consider the essence, content and types of marketing communications;

Explore the role of branding in modern communication strategies;

Provide a general description of the restaurant;

Conduct an analysis of the market position of the restaurant;

Analyze the features of using marketing communications in a restaurant;

Suggest measures to improve marketing communications in the restaurant.

The object of the study is the Elki-Palki restaurant, and the subject is the process of managing the marketing communications of the enterprise.

When preparing the thesis, educational and scientific manuals on the chosen topic, reporting and statistical data from the Elki-Palki restaurant were used.

Marketing theory has now developed and described an extensive set of communication tools, structured the communication process, and proposed schemes for planning and implementing communication policy. Problems in the study of communication processes are among the most pressing and global scientific problems. In recent years, in parallel with the increasing importance of marketing, the role of marketing communications has been increasing, which are becoming the subject of close and comprehensive study by both domestic and foreign scientists: I.V. Aleshina, X. Ann, A.V. Arlantsev. GL. Bagiev, J. Barnett, A. Bushuev, E.P. Golubkov, IL. Golman, Yu. Davshchov, T.P. Danko. R. Daimary, S. Dibb, L. Simkin, P. Drucker, A.V. Zavgorodnyaya, P.S. Zavyalov, V.V. Kevorkov, A.I. Kovalev. I.V. Krylov, S.V. Leontyev, DB. Minaev. S. Moriarty, VL. Musician, A.M. Nemchin, J. O'Shaughnessy, T. M. Orlova, A. V. Popov, E. V. Popov, G. G. Pocheptsov, I. I. Skorobogatikh, V. M. Tarasevich, J. Trout, N. G. and V.P. Fedko, O.A. Shapor, D.O. Yampolskaya and others.

The methodological basis of the research is a dialectical-materialistic approach to the study of economic processes and phenomena, a systems approach, analysis and synthesis, etc.

Structurally, the thesis consists of an introduction, three chapters, a conclusion, a list of sources used and applications.

CHAPTER 1. THEORETICAL ASPECTS OF MARKETING COMMUNICATIONS

1.1. Essence, content and types of marketing communications

In psychology, the concept of “communication” is defined, on the one hand, “as the movement of something from one place to another. Messages, signals, values, etc. can move. The transmitting and receiving devices must have a common code to interpret the meaning of the information contained in the message without error"; on the other hand, psychologists interpret it as “a message or some factual information that is transmitted.” Communication in this situation is considered as the transmission of a message from a source of information (communicator) to a recipient (recipient) using a specific channel. The sociocommunicative formulation of the term defines communication as “a socially determined process of transmitting and perceiving information in conditions of interpersonal and mass communication through different channels using various communication means.” Thus, there are three main interpretations of the concept of “communication”:

1) Communication is a means of connecting various objects of the material and spiritual world.

2) Communication is communication during which information is exchanged between people.

3) Transfer and mass exchange of information with the aim of influencing society and its constituent components.

There is a large number of classifications of communication according to a number of criteria, for example: by the method of establishing and maintaining contact - direct and indirect; according to the degree of organization - random and non-random; depending on the sign systems used - verbal and non-verbal. There are also formal and informal, oral, written and printed, within one country - international, within one culture - intercultural, etc.

An important place is occupied by classification according to the number of communication participants. In this case, the following types are distinguished:

Internal communication (a person’s communication with himself);

Interpersonal (two people);

Communication in small groups (number of participants - from three to nine);

Public communication (approximately 10 to 100 participants); at this level there is already an active communicator and a passive audience;

Organizational communication (usually more than 100 participants, but may be less, for example in small businesses and organizations). At this level, a hierarchy of communication appears - from the highest management level to the lower (subordinates);

Mass communication (1000 participants) - large gatherings of people (for example, rallies, demonstrations, entertainment events, etc.), the media. Mass communication is “a system of interconnections that allows almost simultaneous access to socially significant messages to a large number of people, regardless of location, position, or social status.”

Marketing communication of an organization is the complex impact of an organization on the internal and external environment in order to create favorable conditions for its stable and profitable activities in the market. This is a two-way process, which, on the one hand, influences target and other audiences, and on the other, receives counter information about the reaction of these audiences to the impact carried out by the organization. Communication is defined as “the process of transmitting an appeal from the manufacturer to consumers in order to present the company’s product or services in an attractive light to the target audience.” “Marketing communications is the process of effectively conveying information about a product or idea to the target audience,” ensuring the functioning of the marketing-exchange cycle. The “marketing-exchange” cycle consists, first of all, of actions to determine customer needs for certain products: secondly, it is associated with the interpretation of needs in order to create products that meet the desires of the buyer; thirdly, it is focused on the development and implementation of measures to ensure the availability of the product and inform consumers about its main properties.

No matter how different researchers approach the interpretation of the term “communication,” the closest attention is always paid to the procedural basis of the phenomenon. The communication process is the interaction between various subjects of communication, accompanied by the exchange of information. Thus, this concept is used mainly to denote the interaction function in the communication process.

Almost all concepts of communication agree that communication is a process, and a nonlinear, multi-level one.

In general, the marketing communication set in the practice of marketing activities consists of the following communication tools:

Exhibition activities;

Sales promotion campaigns;

Point-of-sale promotion campaigns and trade promotion;

Package;

Informal opinion, or “informal verbal marketing communications” (rumours generated by the communicator) - they are not always considered among marketing communications, since in the practice of modern marketing aimed at mass audiences, they no longer play a decisive role, although to a limited extent they can contribute implementation of the advertiser's marketing aspirations;

Internet and new environments.

The marketing communications complex is formed by:

Personal selling;

Public relations (or public relations);

Sales promotion.

Rice. 1.1. Communication marketing mix

The main goal of the marketing communications strategy is to create the most favorable communication prerequisites for the implementation of the strategic goals and objectives of the organization’s marketing, including social and cultural service enterprises (restaurants and hotels).

Personal selling is customer-targeted communication, i.e., a personal and two-way (dialogue) form, the purpose of which is to induce the customer to make an immediate purchasing decision and at the same time obtain information for the organization.

Public relations (PR) is the directed effort that creates an atmosphere of understanding and mutual trust between an organization and various audiences. The main purpose of communication is to provide moral support for the organization's actions.

Sales promotions are all temporary and usually local measures that complement advertising and personal selling and are aimed at increasing sales of a particular service.

Personal (direct) sales are widespread throughout the world; in the last decade, this type of sales in Russia has experienced a certain boom.

For example, this method is used to sell cosmetics (Oriflame), expensive tableware (Center), cars, insurance policies, and travel packages offered by social and cultural service enterprises (travel companies).

This type of communication at certain stages of the sales process is considered the most effective, especially when it is necessary to achieve preference for a service and encourage a potential consumer to order it.

Sales promotion as a component of the marketing communications mix involves incentive measures to encourage the purchase or sale of a service. Its main task is to stimulate subsequent purchases of this service, regular commercial relations with the enterprise providing the service, for example, in the field of social and cultural services (hotels, restaurants).

Sales promotion has a dual focus and is aimed at sustainable (loyal) relationships of the organization with:

1) consumers (buyers);

2) an intermediate link - intermediaries and sellers.

Sales promotion to customers is the offer of a commercial benefit to those who purchase a service on specified terms, such as discounts (“bonus” discounts), preferential credit, free distribution of samples, free loan of a service, etc.

Cumulative quantity (bonus) discounts aimed at rewarding regular customers are becoming increasingly popular in the hospitality and restaurant business. For example, one of the most common hotel marketing programs is “frequent guest,” used by most hotel chains. The basic principle of such programs is that for each overnight stay at a chain hotel, the client receives a certain number of points, which are transferred to a special account of the participant in the corresponding reward program. Accumulated bonuses enable the client to receive certain discounts and privileges on accommodation or additional services (for example, in the form of free breakfast, free appetizers for dinner, free use of a local telephone, a hotel wellness center, etc.), Separate “frequent guest” programs » integrates with similar airline programs. Thus, the Marriott hotel chain cooperates with more than thirty partner airlines that accept bonuses under the Marriott Rewards program, which is focused on providing additional financial benefits to customers who most often stay at the hotels of this chain.

Bonus programs are also common at catering establishments. Thus, participants in the Burger King Corporation's VK Rewards program receive points for purchasing French fries that have a barcode on the packaging. In order to be able to use the points they have earned, customers must register on the corporate website and enter the barcode in a special form. The points you collect can be exchanged for a variety of goods (clothing, household appliances, etc.).

The cumulative bonus system encourages the client to spend more (for example, according to foreign experts, the average bill in restaurants increases by 20-30% per year) and more often (the frequency of purchases increases by 40-50% per year): the incentive for him is that that with each purchase the number of points increases, and by collecting a certain number of them, he will receive a visible benefit. Enterprises using bonus programs to reward regular customers have the opportunity not only to increase sales, but also to promote their products in the most effective ways using targeted mailing of advertising materials .

Samples can be successfully used to spread positive information about a hotel. Thus, in Ibis hotels of the Ascor hotel chain located in Australia and New Zealand, guests are provided with free accommodation and service for 24 hours if the reported complaint about equipment malfunction or other shortcomings in the room was not satisfied within 15 minutes.

In catering establishments, the distribution of samples is used in the process of tasting dishes, which is an excellent way to generate consumer interest in them. Trial portions allow guests to try new dishes without having to pay for a whole portion. This type of new food offering is most effective if it includes show elements. For example, waiters offering a new dish of Russian cuisine may be dressed in Russian costumes, the hall is decorated in the national style, and the tableware has national ornaments. The restaurant informs guests in advance about the time of the tasting.

Providing samples is an extremely effective sales promotion tool, but at the same time the most expensive. It is recommended to be used when introducing a new product or when targeting an enterprise to new markets.

Some restaurants offer premium alcoholic drinks or desserts served in a special glass or on a special plate. Customers actually pay full price and take a “gift” home as a reminder of the pleasant experience of visiting the restaurant. At Sheraton hotels located at airports, guests receive a “transit kit” as a gift, which includes all the essential toiletries.

Sales promotion in relation to intermediaries is to encourage them to sell a service with maximum energy and enterprise, to expand the circle of buyers. In particular, intermediaries are supplied with special equipment for the service free of charge or on preferential terms, given discounts from the sales price depending on the results of intermediary activities, etc. For enterprises of social and cultural services, an example of such incentives are discounts from tour operators to travel agents, or discounts from hotels to tour operators depending on sales volumes.

Sales promotion in relation to sellers is to reward them for achieving high sales figures; monetary rewards, valuable gifts, provision of additional vacation days, etc.

For example, McDonald's restaurants use the following methods to motivate employees: salary bonuses based on the results of periodic certification, free lunches, tourist trips or valuable prizes for the best employees who have achieved great success in their work.

PR is a type of socio-psychological business management that has become a separate science and specialty in the management of an organization, determined by the laws, traditions and needs of society, a controlled process of communication between different groups of society.

The art of PR is to reconcile the public and private interests of the organization and its clients (based on the priority of the latter), to find common ground between them, to anticipate and eliminate possible conflicts. Sometimes the success or failure of a product on the market is predetermined by the PR campaign carried out by the organization.

Future-oriented organizational leaders must harness the full potential of PR opportunities. A well-functioning PR system makes it possible to anticipate and promptly use changes in mood in society, the capabilities and desires of consumers, and fashion trends to maintain its competitiveness.

Public opinion has declared itself as an independent force capable of seriously influencing the long-term commercial success of any organization and its social position (rating). Therefore, public opinion should be formed seriously, skillfully and constantly. Leaders of organizations must formulate basic conceptual approaches to presenting the organization to society in the form of a philosophy of its activities (it should cover such questions as: why this organization was created, what useful services it provides to society that are not directly related to making a profit, etc. .).

Work to maintain public relations should be based on the national mentality, social research, and an ideological scheme for influencing mass consciousness. It is different from advertising in the direct sense of the term and cannot be assessed by specific commercial results. An effective PR policy is to ensure the well-being of the organization both in the near and more distant future.

The basic principles of using PR are:

Truthfulness, sincerity and goodwill in the presentation of information;

Search for “connections” with reality, the ability to independently calculate and implement these same “connections”;

The information presented should not be too noticeable, much less intrusive (or annoying, irritating);

Careful monitoring of the interests and style of presenting materials of all journalists specializing in the preparation of materials in the PR system for their publication in the media.

The main goal of PR is to create a situation for the success of an organization in society. To implement it use:

1) Positioning of a PR object (from the English position - position, location) - creation and maintenance (reproduction) of a clear, favorable and manageable image.

2) Increasing the image occurs after skillfully performed positioning, when you can move on to increasing (elevating) the image, using the ranks of image indicators and ranking them in order of importance.

3) Anti-advertising, i.e. reduction of image. It is usually easier to lower an image than to elevate it, that is, to position one’s advantages. The purpose of anti-advertising is to reduce the influx of customers in the event that the organization is not able to satisfy everyone, and it is undesirable to offend with a refusal. In this case, the existing problems should be explained to clients.

4) Detuning from competitors is a combination of raising one image while lowering another (or positioning your PR object against the background of competitors). The detuning can be obvious or hidden (for example, why drink bad coffee if you can drink good tea).

5) Counter-advertising (or “washing”) - restoration of an accidentally reduced image. Refutation of unfair (unethical, deliberately false) and other advertising of competitors. In this case, counter-advertising must be given on time, and then it is doubly effective. Counter-advertising is distributed with the aim of eliminating the negative consequences of unfair advertising and eliminating contradictions.

6) Studying the influence of the external environment on the activities of the organization - tracking changes in government policy, international situation, public opinion, and the mood of the masses - potential users. Research of demographic, cultural, ethical and other factors in order to search, study and identify sponsors and investors. Overcoming the “barrier of mistrust” in an organization or its service by influencing stereotypes and people’s consciousness.

PR serves as a source of reliable information about society and consumers through a feedback system, which makes it possible to determine with a high degree of reliability for which categories of consumers the product should be produced, what its market novelty should be, and what the possible actions of competitors should be.

The PR strategies of any restaurant are primarily based on its image or concept, so PR tools vary from one type of restaurant to another. At the same time, in restaurants, the work of PR managers is carried out in the following areas: 1) dissemination of information about the restaurant; 2) dissemination of information about the restaurant, 3) advertising.

Thus, the marketing communication of an organization is the complex impact of the organization on the internal and external environment in order to create favorable conditions for its stable and profitable activities in the market. The main elements of the marketing communication mix are: advertising, personal selling, public relations (or public relations), sales promotion.

Advertising is the dissemination of information about the existence of a service, its qualities, availability on the market and purchase. The purpose of advertising is to promote the services of a specific customer without his direct participation, but at his expense. Enterprises in the sphere of social and cultural services cannot do without advertising.

The essence of advertising is to achieve the economic interest of producers. A form of advertising is communication with the market. The effectiveness of advertising lies in the formation of a positive attitude of consumers towards the organization and its products.

The third step is deciding on the means of advertising distribution. The main steps in choosing a media to convey an advertising message to the target audience are:

Selecting coverage, frequency and impact;

Selection of main types of media;

Selection of specific types of information dissemination media;

Choosing the timing of publication in the media.

The fourth step is decisions about the choice of specific advertising media and the time schedule for their use.

The fifth step is to evaluate and measure the effectiveness of advertising.

In global and domestic practice, there is no unified classification of types of advertising, which makes marketing communications difficult. One of the possible classification options, which may be useful for practical activities, is presented in Table. 1.1.

Classification sign
	services, goods
Focus
	informative persuasive reminding
Method of influencing the target audience	rational emotional
Concentration on a specific segment	selective mass
Area covered	local regional national international
Source of financing	from a separate organization joint
	in the press printed audiovisual radio and television advertising advertising souvenirs direct mail outdoor exhibitions and fairs computerized

Newspaper.

Magazine.

Postal, panel and light.

Mobile (installed on various types of rolling stock and moving objects).

Worn (on clothes, shoes, hats, etc.).

Souvenirs (badges, keychains, pens, etc.).

Media advertising is known to be expensive. At the same time, advertising in magazines at a high cost does not provide the opportunity for a flexible advertising policy. Firstly, you can’t tell much about yourself in a small “economical” module, and secondly, the production period for a magazine can reach three months. But the most unpleasant thing is that in large cities, where there are restaurants at every turn, people still go to “sit and relax” mainly on a geographical basis - either where they live or where they work. This means that advertising in the media is ineffective. Visitors will not go to a restaurant from Altufyevo to Prazhskaya if the menu states another “European and Russian cuisine”. Radio advertising has the same effect - again you broadcast to the whole city, although you only need “your own”, district ones. In this regard, restaurant business enterprises most often use outdoor advertising, as well as the Internet. At the same time, it should be noted that small advertising budgets force restaurateurs to look for new ways to attract guests. Someone is distributing discount cards. Some actively use art programs and animators. Some build relationships with corporate clients.

7) Monitoring and evaluating the effectiveness of advertising communications.

Let us clarify some elements of communicative interaction shown in this diagram (Fig. 2.1.).

Sender (communicator) is a person or group of persons who are the initiators of communication connections, form and transmit a message to the addressee. The sender can be a manufacturer advertising its services, or an advertising agency.

Reaching the sender's signal to the addressee, i.e., a potential buyer, is defined as an advertising contact.

Appeal is a communication tool, the main carrier of advertising information.

Filter (barrier) - various restrictions on the passage of an advertising message from sender to recipient. Filters are related to characteristics of the sender, the environment, and the recipient. As a filter in advertising communication, one can consider the conscious reluctance of people to come into contact with various types of advertising and distrust of it.

Channel - the media in which the message is posted (TV channel, radio station, magazine, newspaper).

A communicator is a person into whose mouth an advertising message is placed.

The closer the image of a person advertising a particular service is to a visual stereotype, the greater the likelihood that the advertising message will be favorably received by the recipient and will receive a positive commercial response for the advertiser.

Advertiser - any organization, company, party, public association, private person who pays for advertising, uses the media and other means of advertising support as advertising media. The advertiser is a key figure in the advertising market. The size of the advertising budget, the geography of the advertising campaign and the development of advertising in a broad sense depend on it.

Intermediaries are organizations specializing in the field of advertising: communication groups (full cycle), advertising agencies, design studios, narrow-profile agencies (media buying agencies, media sellers), media advertising divisions, etc. Their task includes the implementation of advertiser orders, production of advertising products, establishing contacts with the media to place advertising materials, etc.

The media is traditionally used as an appeal in advertising. Advertising in the media includes advertisements placed in the press (newspapers and magazines), heard on the radio, shown on television, on standard outdoor advertising billboards, and in cinemas.

The decoding system is aimed at ensuring the recipient deciphers the advertising message and completely depends on his individual, social and psychological characteristics.

As part of the response, feedback may occur between the advertiser-sender of the message and the recipient. In addition, the impact of various environmental factors on the communication process can provoke various types of communication interference.

There are commercial and communication effectiveness of an advertising campaign. The communicative effectiveness of an advertising campaign can be assessed on the basis of market testing before it begins (trial testing, pre-testing) and during its implementation (post-testing).

The main objectives of this testing include:

1) Determine how many people remember the advertisement they saw.

2) To what extent is the meaning conveyed in the advertising message captured.

The most commonly used methods are:

1) Interview (after the organized screening).

2) Laboratory tests (for example, a test for observing the gaze of a person watching an advertisement).

Pre-testing is based on assessing the reaction of consumers to alternative advertising messages for the subsequent selection of the most communicative ones.

The following methods are used:

1) Direct assessment using a verbal scale.

2) Portfolio test (interview after an organized display) to assess the memorization of alternative advertising messages transmitted through print media, video, audio, etc.

3) Laboratory test (using various instruments) to determine attention and emotions in relation to the proposed advertising.

Post-testing shows the communicative effect of advertising after its launch. The main goal is to determine the level of achievement of the goals set by the organization for this advertising campaign.

In this case, survey methods, experiments, and panels are used.

They are aimed at obtaining results for the following test assessments:

1) Memory test.

2) Recognition test.

3) Perception test.

3) Level of motivation.

Methods for assessing the increase in sales volumes before and after an advertising campaign;

Analytical methods based on the correlation of advertising costs and sales volumes;

experimental methods using trial (with advertising) and control (without advertising) markets.

So, advertising, as an independent market tool, is a form and part of the marketing communications system. The main functions of advertising (informing, exhorting, reminding, positioning, retaining customers loyal to the advertised product and brand, creating an individual image of the company in the eyes of consumers) correspond to the general goals of marketing communications, the main of which is increasing sales, generating demand and stimulating sales. In this regard, such communicative characteristics of advertising appear as the non-personalized nature of the appeal; one-way direction of the advertising message from the advertiser to the advertising consumer; the difficulty of determining the economic and communication effectiveness of advertising; the certainty of the subject of advertising activity (advertiser), in whose interests the advertising message is carried out; use of advertising influence as “communication of influence”.

1.3. Branding in modern communication strategies

Brand is a term in marketing that symbolizes a set of information about a company, product or service. There are two approaches to defining a brand:

1.mission and also individual attributes: name, logo and other visual elements (fonts, designs, color schemes and symbols) that help differentiate the company or product from competitors;

2. image, image, reputation of a company, product or service in the eyes of clients, partners, and the public.

Branding is the process of creating and managing a brand.

In the field of social and cultural services, service marks are widely used. Service marks are used by hotels, restaurants, airlines, travel agencies, laundries, etc. The economic role of service has increased in recent years, so service marks are becoming increasingly important.

From the point of view of a marketing approach, a service mark is a special symbol of responsibility, indicating who has the exclusive right to provide these services, make a profit and bear responsibility for low-quality goods.

A service mark is a symbol (a name, a sign, a certain combination of letters and (or) numbers), adopted as a means of individualizing the manufacturer, and can be considered as a trademark or brand name.

The possibilities for using a brand name are great, and... as practice shows, it brings a significant effect because:

1) facilitates the identification of services;

2) makes targeted responsibility for the service;

4) guarantees a certain level of service quality;

5) guides the consumer to the possible price level;

6) facilitates market segmentation, creates a distinctive image;

7) makes it easier to enter a new product category;

8) reduces the risk during acquisition (in the minds of consumers);

9) has a positive effect on the activities of sales channels;

10) increases the prestige of the service as public recognition of the brand name grows.

Brand management is the process of managing brand names to strategically increase brand value.

When forming a brand, a company must decide whether it wants to make its brand a leader or prefers to put it “along with others.” There is a principle in branding called the “positioning principle.” It lies in the fact that the first company to take its position in the minds of consumers can no longer be deprived of this place.

A trademark becomes a brand when not only its owner, but also the consumer begins to realize the need for it. This occurs when the consumer is offered values ​​and consumer benefits that meet his needs and expectations. Such benefits can be functional, social and emotional. The ideal marketing solution can be considered to achieve a harmonious combination of three types of benefits (functional, social and emotional).

Brand building is the process of turning a brand name into an integral part of the consumer’s everyday, social, cultural and other life.

Positioning is a critical component of a branding system. Positioning is the place that a given brand occupies in the mind of the consumer. The brand is assessed by the consumer according to a number of parameters or positioning scales. For each type of service the set of these parameters is individual. Each of the positioning scales has extrema - maximum and minimum indicators. Thus, it is necessary to formulate consumer positioning based on the optimal ratio of indicators.

The essence of positioning is expressed in a positioning statement, the meaning of which must be conveyed to the consumer with the greatest possible accuracy. The closer the product characteristic given by the consumer during marketing research to the positioning statement, the more successful the brand development program implemented by the company.

When planning and shaping brand positioning, you must follow four “golden” rules:

First, the positioning must be unique and recognizable. This is necessary for successful and clear differentiation from competitors. You cannot win a competitive war by offering the consumer the same positioning that is already occupied by another, often successful, brand;

Secondly, positioning must meet the explicit and implicit needs of target consumers. It is necessary to ask yourself the question whether the consumer needs the product, whether he needs the qualities offered by the product;

Thirdly, positioning must be supported by real facts. This is necessary so that the consumer never experiences disappointment from communicating with the brand. Violation of this principle leads to a situation that can be characterized as a syndrome of unjustified expectations. Reverse situations provide the basis for success;

Fourth, positioning must be consistent across all elements of marketing. This is more related to the practical implementation of positioning.

Finally, the fifth unspoken rule: there must be positioning. It serves as the cornerstone on which the entire brand building is built and the work of the brand manager is based.

Effective brand management and successful competition are possible only on the basis of a clear understanding of the state of the brand and its position in relation to competitors at any given time. From this point of view, brand marketing research is a critical component of the brand management process.

Brand research involves both the use of secondary marketing data (statistical information, results of general research, etc.) and specialized research. For all their many advantages, panel projects implemented by well-known large research institutes, their results will never provide a complete picture of the life of a brand on the market. After all, they are not dedicated to him and the segment where he has to fight for his consumer. The value of such research lies in a comprehensive understanding of the market and consumer trends, not just a deep understanding of submarkets and brands.

The information needed by a brand manager is divided into several groups. Each of them involves comparison with competitors in all key indicators.

Firstly, this is knowledge and consumption of the brand. The most important indicators here are top-of-mind knowledge (the first brand that comes to mind), spontaneous (on an open-ended question), with a hint (on a closed-ended question) and loyalty (exclusive consumption). Of particular importance is the comparison of these indicators in the context of advertising campaigns, which affect sales precisely through increasing knowledge and readiness to consume.

Secondly, attitude towards the brand. This is a fairly broad group of indicators, including assessment of quality, understanding of the consumer advantages of the brand, price loyalty (willingness to pay a high price for a product under this brand), comparison of the characteristics given by the buyer to a specific brand in comparison with a certain “ideal” brand. In addition, this is the brand’s position on the most significant positioning scales and its relationship with planned positioning. Research into consumer perception of brand advertising is of great importance.

There are several levels of consumer brand loyalty.

The lowest level is the indifferent buyer who considers all brands to be equally suitable for satisfying his needs, in which case the brand name has no influence on the purchasing decision. This type of buyer may be called a “wanderer” or “price-oriented” buyer because he is price sensitive and will likely choose the cheaper product.

The next level is a buyer who is satisfied with the product, or at least has no complaints about it (does not experience “dissatisfaction” with the brand). Unfortunately, it is impossible to determine the level of customer “dissatisfaction” at which he will switch to another brand. Such buyers can be defined as “brand habituated.” This segment is susceptible to influence from competitors, and if they can create clear advantages for their brand, then this will be a reason for customers to switch to their products. However, this segment is not easy to influence because buyers have no reason to look for a substitute for the service they already use.

The third level is consumers who are satisfied with the brand and have costs to switch to another brand. For example, the cost of time, money or the possible risk that another brand will perform worse. To attract these customers, competitors will have to overcome these costs by offering a brand benefit that more than compensates for them. This group of buyers is called “committed with switching costs.”

The fourth level consists of those who really like the brand. Their preference may be based on associations, symbol, experience with the brand, or high perceived quality. However, liking a service or not is a very general feeling, and people are unlikely to be able to determine exactly why they like this brand, especially if the “relationship” with the service has been going on for a long time. Sometimes even the very fact of long-term use of a brand is enough to create an attachment to it. This segment of customers can be defined as “friends of the brand” because the connection with the brand exists on an emotional/feeling level.

Finally, the highest level of brand loyalty is loyal customers. They are proud to use this brand. For them, the brand is important both functionally and as an expression of who they are. Their confidence in the brand is such that they will recommend it to others. Followers are important not so much for the size of the business, but because of their influence on others and the market itself.

These five groups of buyers do not always exist in a “pure” form; mixed forms of brand loyalty may arise, for example, those who like the brand, but they may have incentives to reorient to another brand, etc. However, such a classification shows how The attitude towards a brand and how it can influence brand equity can vary.

Thirdly, these are brand performance in the trade channel. On the one hand, these are data characterizing the importance of the brand for each participant in the trading channel: the average rate of profit at the level of large wholesale, small wholesale, retail, etc. On the other hand, these are retail indicators: quantitative and weighted distribution, retail prices (their stability, relationship to expected price positioning).

Campaigns to study the brand should be systematic in order to be able to track the dynamics of changes in certain indicators and, accordingly, predict changes in the life of the brand, as well as plan appropriate actions and changes.

So, the strength of any brand lies in two of its elements - unique competitive consumer advantages and a loyal target consumer group. These elements constitute the most important value, the preservation of which is an important part of brand management.

The concentration of brand power should go in the following two directions:

Focusing marketing programs on communicating the brand’s competitive advantages to the target consumer and creating faith in these advantages;

Formation and retention of a loyal consumer group.

It must be remembered that one loyal customer is more valuable to the company than five random ones. Moreover, building loyalty is much more difficult than breaking it. Therefore, when contemplating any action in relation to a brand, one must first of all evaluate what impact this event will have on consumer loyalty. A loyal consumer is the most valuable brand equity.

In relation to the restaurant business, it should be noted that restaurants, with the exception of large chains (McDonald's, Rostiks, Elki-Palki and a number of others), are relatively rarely considered as brands. At the same time, successful projects in this area have the characteristics of a successful brand. They have their own unique image, a clear position, a stable circle of loyal visitors and other typical brand characteristics. If successful, such a brand can go beyond the restaurant business and be used in related areas. Or, conversely, a successful restaurant may grow from a successful brand in a different market category. Examples of such versifications are the Samara brand “Ot Palycha”, which started from food outlets and grew to an umbrella food brand, or “Tinkoff”, which, on the contrary, expanded and became not only a product brand, but also a brand of a restaurant chain.

Thus, branding is not only a system for forming and developing a brand, but an essential component of marketing communications. The main goal of branding in the service sector is to replace the designation of a given service through a name (word) in the minds of as many target consumers as possible with the designation of a given service through other elements (usually visual). Such a replacement in service markets cannot be carried out without mass communication. Marketing communications create demand and position the service.

CHAPTER 2. ANALYSIS OF MARKETING ACTIVITIES OF THE RESTAURANT "ELKI-PALKI"

2.1. General characteristics of the restaurant "Yolki-palki"

The idea of ​​creating the first Yolki-Palki tavern dates back to the early 90s. A beginner then, and now one of the most famous restaurateurs in Moscow, Arkady Novikov opened one of his first restaurants, Tsarskaya Okhota. The best traditions of Russia of the late 19th and early 20th centuries were collected and reflected in its kitchen and interior. The extraordinary demand for this restaurant gave rise to the idea of ​​​​creating a more democratic establishment of Russian cuisine.

On December 14, 1996, the first Yolki-Palki tavern, which was not yet planned as a chain tavern, opened on Tishinskaya Square. In a restaurant-style, but at the same time simple and understandable to a compatriot, tavern atmosphere, guests were offered familiar, very tasty and, most importantly, healthy food, and were served quickly. The tavern instantly became popular among Muscovites, and travel companies received an excellent opportunity to demonstrate in practice the basics of Russian cuisine. High-quality wooden furniture combined with design in the style of a Russian village farmstead supported the appropriate ambience.

The success of the first tavern prompted the founders to think about creating a network. The ever-increasing popularity gave rise to the opening of another tavern, and then another... The network grew quickly, several taverns were opened in Moscow per year, a unified management apparatus was formed, and qualified personnel were attracted. The Yolki-Palki trademark has become well recognized and loved.

In the Yolki-Palki taverns, decorated in a colorful Russian style, a cozy homely atmosphere is created for guests. The legendary richness of the Russian table, healthy products and reasonable prices are the basis of the popularity of our chain and the main principles of the restaurant. Friendly, attentive waiters provide a warm welcome and fast service.

The recent increasing consumer demand for public catering services in general, and for Yolki-Palki taverns in particular, provides a good opportunity for active expansion of the network. Muscovites have long been familiar with the Yolki-Palki taverns, which operate in many districts of Moscow. Residents of the regions are showing great interest in the network. Yolki-Palki restaurants operate in the following cities: St. Petersburg, Nizhny Novgorod, Ivanovo, Tyumen, Chelyabinsk, Tula, Odintsovo, Mytishchi, Podolsk, Saratov, Ufa, Surgut, Sergiev Posad, Voronezh, Lipetsk, Omsk, Ulyanovsk, Vladimir.

Now, dynamically developing, the company is trying to preserve the best traditions of Russian cuisine, combining them with modern nutritional requirements and focusing on home cooking, and therefore on natural healthy nutrition.

In all establishments of the Yolki-Palki tavern chain, the same high level of service and excellent quality of food are guaranteed, which results in the love and recognition of our guests.

In 2003, the Yolki-Palki Express project was launched. The cafe is distinguished by a convenient format for places with high traffic, airports, shopping centers, as it is based on the principle of self-service. The interior retains the stylistic concept of the Yolki-Palki taverns.

For greater convenience of visitors, who sometimes do not have the opportunity to wait for their order, the express tavern operates according to the free-flo system, the principle of which is that all dishes are prepared in front of the visitors, who walk along the serving line with a tray and put what they have on their plates. they will like it.

The menu of the Yolki-Palki Express cafe includes cold and hot appetizers, a variety of first courses and an amazing variety of second courses, including pork ribs, grilled salmon and other delicacies that have long been loved by all visitors to the cafe. Pancakes with all kinds of fillings, Russian salads, pickles and marinades, as well as traditional drinks - fruit drink and kvass are very popular.

The organizational structure of the restaurant is shown in Fig. 3.2.

Rice. 3.2. Organizational structure of the restaurant "Yelki-Palki"

In accordance with the presented structure, the management of the restaurant is carried out by the manager.

The restaurant manager performs the following functions:

Manages the financial activities of the restaurant:

Monitors the work of the accounting department (payment of bills, payroll, cash balance, etc.).

Signs bills.

Controls cash flow and sales level.

Controls wage payments.

Controls the company's expenses.

Conducts administrative work:

Draws up current trade and administrative plans.

Develops and organizes reporting systems for the implementation of planned economic indicators (sales volume for individual assortment items; sales volume per waiter/bartender and per team; average check per guest, average check per table; average check from total sales per waiter/bartender and per team; cost standards for the kitchen and bar, etc.).

Prepares required written reports.

Reports to the founders (investors).

Analyzes submitted reports from subordinates.

Carries out correspondence with business partners.

Manages HR work:

Recruits and fires personnel.

Conducts briefings.

Organizes training sessions for staff.

Organizes personnel certification and activities to improve their qualifications. - Forms a personnel reserve.

Makes personnel changes.

Supervises the work of staff.

Approves the internal regulations of the enterprise.

Creates work schedules for shifts and vacations.

Maintains production discipline among employees.

Monitors the correct use of disciplinary procedures.

Improves the reward system - material and moral incentives.

Forms the corporate culture of the staff.

Conducts meetings with staff.

Imposes administrative and material penalties on personnel.

Manages marketing:

Manages the marketing activities of the enterprise (studying guests, analyzing advertising effectiveness, studying competitors and suppliers, etc.)

Plans and organizes events to create a brand and promote restaurant services on the market.

Analyzes the possibilities of diversifying the restaurant's activities.

Provides operational management:

Production;

Service;

Maintenance;

Sanitary condition;

Security.

The restaurant manager is responsible to the founders (investors) for the profitability of the enterprise - increasing the share of profits and reducing the share of costs, and for his reputation and for the implementation of the trade and financial plan of the enterprise:

Revenue plan.

Direct cost plan for the purchase of products and drinks.

Personnel cost plan.

Cost plan for repairs and equipment of premises.

Cost plan for additional purchase of small equipment.

In organizational terms, the manager is responsible for organizing the work of services and departments of the enterprise:

Personnel service.

Accounting (chief accountant, chief cashier, calculator, senior storekeeper). - Purchasing services.

Production workshops (kitchens).

Service organization services.

Banquet service.

Engineering, technical and operational services.

Administrative office.

Organization of sponsorship and representative events.

In the area of ​​enterprise development, the manager is responsible for:

Development and updating of the range of main, auxiliary and special menus.

Organizing project teams to implement development programs with the participation of all departments and services of the enterprise.

Review of the staffing table and job descriptions of employees at all levels based on the results of qualification certifications and performance assessments of the main departments and services of the restaurant.

Thus, Elki-Palki restaurants have existed on the Russian market since 1996. Elki-Palki is the most democratic brand, the average bill in a tavern is 400-700 rubles. Taking into account the low cost and special features of the menu, "Yelki-Palki" is quite suitable for creating a national restaurant brand. The Elki-Palki trademark has become a symbol of high quality and healthy nutrition; it reflects the cultural characteristics of Russia and therefore has become well recognized and loved by hundreds of thousands of people. Now the Elki-Palki chain unites 32 of its own establishments in Moscow and 18 franchised establishments in the regions.

2.2. Analysis of the market position of the Elki-Palki restaurant

In Russia, the public catering market has not yet reached the saturation stage, so in recent years the growth rate has remained at a high level (20-25%). The reason for this growth was the increased purchasing power of Russians: more and more people preferred to eat not at home, but to visit some cafes or eateries. The main growth in turnover occurred in the fast food segment - the most affordable at prices - and various affordable formats in the middle price segment.

On the other hand, the economic crisis is affecting the growth rate of the public catering market. For example, according to some data, the turnover of Moscow restaurants decreased by 10%. The reason: declining interest in eating out from the middle class, hit by the economic crisis. The majority of restaurants are aimed at representatives of the middle class. As a result, the growth rate of the foodservice industry is slowing down. If before 2008 the growth dynamics of 20-25% per year, unrealistic for any developed market, were typical, then in 2009, according to the optimistic scenario, the market turnover will not change, and according to the pessimistic scenario, the drop was 15-20%.

At the same time, the crisis also has positive aspects for the public catering market: the crisis gave the public catering market a new impetus for development due to a shift in demand for food to a cheaper segment.

The main problems that owners of public catering chains have to solve are the following: staff shortages, rising food prices and poor development of franchising in Russia.

But the main problem of the market is finding a premises that meets the necessary parameters and is located in a place with high traffic. High real estate prices are hampering development. Suitable premises are easy to find, but rent is too expensive. This explains the interest of the owners of this industry in shopping centers (shopping centers) - the availability of space and a high flow of visitors.

The leading place in public catering is occupied by quick service establishments, or fast food eateries, not only in Russia, but throughout the world. One of the reasons for the rapid growth is the emergence of new shopping and entertainment centers in the city. The construction boom continues. This cannot but affect the restaurant market. Restaurant chains McDonald's, Rostik's KFC, and Sbarro are actively developing in food courts.

McDonald's dominates the fast food segment in Moscow today, due to the advantages of early entry into the Russian market, abandonment of the franchising scheme and a well-established system of personnel development within the company. By all accounts, McDonald's main competitor today is the Rostix chain, owned by Rosinter.

Competing networks (Sbarro, SubWay, etc.), although represented in Russia, occupy disproportionately smaller market volumes. The development of existing and the entry of new players into the fast food niche is seriously complicated by the existence of numerous networks of mobile trailers - “tonars” - “Kroshka-Kartoshka”, “Steff”, “People’s Kitchen” and many others, combining extremely low prices with not always indisputable quality.

According to surveys by the research agency MAGRAM Market Research, respondents are well aware of various types of fast-food enterprises and use them quite actively. Young people use these services the most: 55% of users are people aged 16-24 years. At the same time, the older part of the audience (35-50 years old) largely uses mobile food outlets (stalls), while people aged 25-34 years old mainly prefer stationary fast-food chain restaurants.

There are two main groups of consumers: those who use fast-food services 2-3 times a week and those who use these enterprises 2-3 times a month. Men are more active users than women. It is men who mainly make up the first group. Many of them resort to fast-food services even more often - once a week.

The reason for this is rooted in the basic motive that motivates men when turning to fast-food services - the feeling of hunger. When asked under what circumstances do you use fast food, 56% of men answered “Any time you want to eat.” Thus, they solve this problem in the most accessible way - by turning to mobile tents located in different places.

Respondents choose a fast-food establishment mostly spontaneously (74% of respondents) and rarely think through a place for a quick meal in advance. Only a quarter of respondents choose a specific restaurant before visiting. This means that in this market segment, it is very important how firmly restaurant brands settle on the surface of the consciousness of visitors.

The criteria that guide users when choosing fast food outlets are entirely related to the functional focus of these enterprises: to eat quickly and inexpensively. The main factors that visitors pay attention to before choosing a place are location (60%), price and quality of food (49%), as well as the menu offered (39%).

Rice. 4.2. Factors for choosing a fast-food restaurant

According to a study by the MAGRAM Market Research agency, the fast food market is dominated by 5-6 brands that can be called well-known and aimed at a wide range of consumers. Among them, the most attractive, in terms of territorial location and food prices, respondents named mobile fast foods - tents with hot dogs, shawarma and grilled chicken. The dominant factor is the convenience of the location. Factors such as comfort and politeness of staff were primarily considered by respondents in relation to stationary fast food restaurants.

The most famous company in this category is McDonald's. It is spontaneously recalled by 89% of respondents and they primarily associate it with the concept of “fast-food”, “quick service”. It also turned out to be the undisputed leader among enterprises whose services respondents had ever used (94%).

The second place in terms of spontaneous popularity is occupied by Rostix. It is followed by hot dog stands, Russian Bistro and grilled chicken stands. Due to its wide distribution and low price, the popularity of hot dogs turned out to be higher than that of Russian Bistro (22%), stalls with grilled chicken (21%) and shawarma (20%). Then follow "Pizza Hut" (18%), "Yolki-Palki" (17%), "Kroshka-Kartoshka" (14%), "Steff" ("Stop-Top") (14%), "Russian pancakes" " (10%), etc. This indicator characterizes brands that are on the surface of the consumer’s consciousness.

Rice. 5.2. Fame of fast-food restaurants

Among the fast-food that respondents have ever visited, according to the survey results, after McDonald's there is a dense group of enterprises that are popular among consumers almost equally - this group is led by the Rostix restaurant chain (59%) with a minimal margin. . Mobile tents on the streets are almost as popular - tents with shawarma - 58%, tents with hot dogs, grilled chicken - 57% each, "Russian Bistro" - 45%, "Pizza Hut", "Yolki-Palki" - 42% each, “Kroshka Potato” - 36%, “Russian Pancakes” - 31%, “Metro Express” - 29%, “Steff” (“Stop-Top”) - 28%, etc.

Rice. 6.2. Attendance of fast-food restaurants by respondents

In terms of popularity and attendance, the restaurant ranks seventh among other fast-food enterprises.

Thus, in terms of attendance, Elki-Palki taverns also occupy seventh place among other fast-food restaurants.

Elki-Palki restaurants have quite a lot of competitors on the market who use progressive models and methods of behavior in the market. We can distinguish the main group of competing companies - McDonald's, Rostik's, Mu-Mu, etc. It is convenient to present the analysis of competitors in the form of a table:

Table 2.2.

Competitor analysis

Criteria	"Tree sticks"	Main competitors
		McDonald's	"Rostik's"
Meeting consumer needs	Full compliance	Full compliance	Partial match	Partial match
Reliability of services/products	High degree	High degree	Average degree	High degree
Quality of services/products			Satisfactory
Range of services/products

According to the data presented in table 2.2. we can conclude that all companies occupy an equal position based on the totality of the studied parameters. At the same time, it should be noted that all competitors have a lack of assortment of dishes and services. For example, the provision of additional services can help reduce the risk of competition for the analyzed enterprise.

An analysis of the strengths and weaknesses in comparison with the main competitor company is presented in table. 3.2.

Table 3.2.

Analysis of strengths and weaknesses

Indicators	Score compared to McDonald's
Staff motivation;
Effectiveness of management decisions;
Condition of the material base;
Efficiency of information channels
Distribution channels
Technology flexibility
Availability of capital
Product protection by patents
Degree of satisfaction of target group requests
Creativity

The analysis allows us to say that the weaknesses of the analyzed enterprise include: the state of the material base, the availability of capital, and the ability to creatively solve problems. Strengths of the enterprise: effectiveness of management decisions, technology flexibility, product security, degree of satisfaction of the target group's requests.

The assessment of the enterprise's competitive advantages is presented in table. 4.2.

Table 4.2.

Competitive advantages.

Indicators	Characteristic								Characteristic
2. Business share in the industry
3. Experience and length of service
	Unsatisfactory								Optimal
5.Consumer commitment to products
6. Financial situation
7. Filling the portfolio with orders
8. Level of business connections
9.Degree of satisfaction of the target group's requests
10. Product fit to perfection
11. Wide range of services

KP=S /11=(4+2+3+4+4+3+3+4+5+3+5)/11=3.63

Based on the presented assessment, we can conclude that the analyzed enterprise has an average level of competitiveness.

In addition to good and high-quality Russian cuisine, visitors to Elki-Palki restaurants are attracted by the atmosphere of the taverns, where they can come as if they were at home, and always count on high-quality service, excellent dishes, warm hospitality and home comfort. In taverns, a guest will never feel abandoned. The Elki-Palki trademark has become a symbol of high quality and healthy nutrition; it reflects the cultural characteristics of Russia and therefore has become well recognized and loved by hundreds of thousands of people. Dynamically developing, “Yelki-Palki” preserves the best traditions of Russian cuisine with modern requirements for the technological process, focusing on natural nutrition. According to ratings, Russian cuisine ranks third in popularity (Fig. 7.2.).

Rice. 7.2. Priority of cuisines (according to http://www.restorate.ru/)

The menu of the Elki-Palki restaurants always includes a wide range of dishes of traditional Russian cuisine, designed to suit various gastronomic preferences. The decoration of the taverns is in the traditional Russian courtyard style for the Yolki-Palki taverns. In all restaurants of the network it provides the same high level of service.

The Elki-Palki restaurant belongs to the category of democratic restaurants. Typical visitors to democratic restaurants, according to market research data, in Moscow are young men and women (under 35 years old) with higher education, every second one is married. The family of a person who regularly visits restaurants in the mid-price segment usually consists of three people, and somewhat less often - of two or four people. The majority of restaurant visitors in this segment are working people with high incomes. Most of them (86%) can easily afford durable goods. Most of them have personal transport and get to the restaurant by it or by taxi. 68% of respondents use the Internet, and every fourth representative of this group is an active user who accesses the Internet daily. Visiting restaurants is the most popular way of spending leisure time for representatives of this group. Every third of them visits cinemas and theaters.

The most typical frequency for men to visit a restaurant is 7-8 times a month. While women go to a restaurant 2-3 times a month (Fig. 8.2.).

Rice. 8.2. Frequency of restaurant visits (number of times per month)

Thus, the analysis showed that Elki-Palki is a very popular brand. In terms of popularity and attendance, Elki-Palki taverns rank seventh among other fast-food enterprises. Elki-Palki restaurants have quite a lot of competitors on the market who use progressive models and methods of behavior in the market. The main competitors occupy approximately equal positions. At the same time, it should be noted that all competitors have a lack of assortment of dishes and services. For example, the provision of additional services can help reduce the risk of competition for the analyzed enterprise. The weaknesses of the analyzed enterprise include: the state of the material base, the availability of capital. Strengths - the effectiveness of management decisions, technology flexibility, product security, degree of satisfaction of the target group's requests. According to marketing research data, Russians from near and far corners of the country who have visited the Yolki-Palki tavern at least once would like to have such an establishment in their city.

2.3. Features of the use of marketing communications in the Elki-Palki restaurant

In the Elki-Palki restaurant, the work on implementing marketing communications is entrusted to the marketing department, the structure of which is presented in Fig. 9.2.

Rice. 9.2. Marketing service structure

The main function of the marketing service is marketing, advertising and PR activities aimed at increasing the fame and image of the company and increasing competitiveness.

The presence of a marketing service in Elki-Palki restaurants allows you to maneuver in achieving your goals and provides the opportunity for comprehensive customer service using all necessary types of marketing communications. This allows the restaurant to conduct business related to the provision of services to visitors, analyze demand, form the necessary assortment, quickly respond to shortcomings in the work being carried out, and control the advertising process.

The functions of the marketing department of the Elki-Palki restaurants include creative development of advertising materials, preparation of text and artistic design of advertising publications, development of the original advertising layout, formation of a corporate identity, restaurant interior design, design of street windows, advertising of dishes, selection of the necessary means of advertising and the desired media channel and their coordination with the management of the enterprise. The marketing service of the Elki-Palki tavern carries out research on corporate presentation and advertising programs using its own resources and resources. In addition, her functions also include preparing presentations, tastings, etc.

The main objectives of the marketing service of the Elki-Palki restaurant are:

Conducting marketing research;

Informing visitors about the restaurant menu using various media channels: television, press, radio, outdoor advertising, etc.;

Informing potential visitors, i.e. targeting specific groups of people for the purpose of selling and making a profit from them;

Creating an idea about dishes means informing visitors not only about the product and its characteristics, but also talking about the place of its production, quality, benefits, etc.;

Increasing the number of visitors through increased advertising;

Promotion of purchases;

Informing about the locations of restaurants: in shopping centers there are radio centers where an announcer informs about the location of the establishment, special signs, and on a city scale this includes television, radio, press and outdoor advertising.

For more efficient and harmonious work of the marketing department of the Elki-Palki restaurant, its activities are structured in such a way that it can cooperate with all services and departments of the enterprise.

1.1. Development, planning, organization, holding presentations, exhibitions, tastings.

1.2. Organization, development and implementation of advertising campaign strategy.

2. Formation of a corporate image: creation of a corporate identity and control over the use of the company’s corporate identity.

The main functions of the PR manager in the marketing department of the Elki-Palki restaurant are:

1. Interaction with the media:

1.1. Maintaining stable relations with journalists, Russian media, authorities, advertising agencies, printing companies, designers.

1.3. Drawing up press releases.

1.4. Media monitoring: press reporting, press digest.

1.5. Budget planning for PR events.

The main tasks of a marketer at the Elki-Palki restaurant are to develop and implement a marketing plan. Among the main functions of a marketer are:

1. Operational analysis and organization of regular marketing research:

1.1. Collection, analysis and systematization of information on competitors, customers and product suppliers.

1.2. Collection and systematization of information on market conditions.

1.3. Analysis of information on development trends in the restaurant market in which the company operates.

2. Operational analysis and regular marketing research of sales in the company, taking into account the needs of visitors:

2.1. Food sales statistics.

2.2. Systematization of the needs of restaurant guests.

3. Formation of proposals for pricing of dishes.

4. Regular training of employees of selling departments on goods included in supervised product groups.

6. Interaction with the company’s partners on joint marketing activities.

To promote the Yolki-Palki restaurant chain, a commercial concession (franchise) is used. The franchising program was launched in 2004. As a result, the number of restaurants increased from 27 to 49. The dynamics of the increase in the number of restaurants is shown in Fig. 10.2.

Rice. 10.2. Dynamics of the number of restaurants

In honor of the opening of a new restaurant, as a rule, during the first working day of the establishment, all customers receive gifts (a glass of branded cranberry liqueur, souvenirs with branded symbols), and prize drawings are held.

In addition to franchising, traditional advertising means are used to promote Elki-Palki taverns: banners, billboard advertising, advertising on transport, printed advertising in magazines. The distribution of advertising budget funds by type of advertising media is presented in Table 5.2. Annual advertising expenses are about $2 million.

Since the Elki-Palki restaurant is a chain restaurant, marketing activities are carried out within the framework of a single policy (taking into account local specifics). Unified advertising campaigns are carried out, new restaurants are organized on the basis of identical technological, management, marketing and other solutions.

It should also be noted that the Elki-Palki tavern chain has its own Internet resource, which is a powerful and inexpensive means of promoting a brand.

It allows:

Post an unlimited amount of information, and you can change it almost instantly, including telling in detail about the company, its history, current and future plans;

Post full information about the chain - the location of restaurants, opening hours, their menus, the availability of special menus, the possibility of holding banquets, children's programs, etc.

Conduct regular visitor surveys;

Report about newly opened establishments.

The site has a convenient navigation system and is updated regularly.

So, marketing communications in the Elki-Palki restaurant are carried out mainly by our own marketing department. The department includes: a marketer, a PR manager and an advertising manager. The main means of marketing communications in the Elki-Palki tavern are advertising, PR, and its own Internet resource. In the regions, the development of the Elki-Palki restaurant chain takes place according to a franchising scheme. Over 10 years, the total number of restaurants has reached 50. At the same time, developing as a franchise, it is impossible to respond quickly enough to changes in the local catering market. In Moscow, the Elki-Palki taverns are visited by about four million people a year. In the regions, the flow of clients is much smaller, and most of them are regular. In order to retain regular visitors, it is necessary to be varied, since choosing from the same thing every day quickly gets boring.

CHAPTER 3. IMPROVING MARKETING COMMUNICATIONS IN THE "YOLKI-PALKI" RESTAURANT

Practice shows that it is economically feasible to have a small number of specialists in the marketing department of the Elki-Palki restaurant. Therefore, on the one hand, it is possible to attract specialists with practical skills in a certain area to perform contract work. You can also create teams to solve specific problems and disband them after the work is completed.

On the other hand, the above work can be transferred to specialized enterprises that have the appropriate materials, equipment, staff of specialists, so-called advertising and PR agencies.

The expediency of cooperation with agencies is due to the fact that they: 1) have the opportunity to look at the restaurant’s problems from the outside and give them an independent assessment, 2) have unique knowledge and experience that will be useful for enterprises in various industries; 3) there are qualified and experienced specialists; 4) there are established connections with the media, which are necessary when resolving issues of advertising placement.

Agencies can do the following for their clients:

Market research for the Elki-Palki restaurant;

Studying the position of the Elki-Palki restaurant in terms of its competitiveness;

Analysis of the motives of guests of the Elki-Palki restaurant and research into methods of influencing demand;

Development of a concept and plan for an advertising campaign for the Elki-Palki restaurant;

Development and production of various types of advertising;

Selection of optimal means of advertising distribution for a specific advertising campaign;

Buying space and time in the media, i.e. advertising placement;

Development and implementation of public relations programs;

Organization and holding of exhibitions and presentations;

Provide consulting services, etc.

When interacting between the marketing service of the Elki-Palki restaurant and the agency, it is advisable to differentiate their functions as follows:

The main functions of the marketing service of the Elki-Palki restaurant:

Preparation and transfer of source data and materials to the agency: formulating the goals and objectives of advertising taking into account target consumer groups, preparing source texts with an emphasis on the main advantages of the advertising object and existing features;

Preparation of an agreement with the second party - the agency - for the creation of advertising materials and placement of advertising in the media, for holding various events;

Approval of sketches, texts, scripts, created advertising materials and originals of advertising products;

Payment for completed work.

In the same communication process, the agency undertakes the following main functions:

Communicates with the media, placing orders in them, and controls their implementation;

Based on the orders received from the marketing service of the Elki-Palki restaurant, he creates advertising products, develops plans for complex advertising campaigns and other advertising events, using the potential of both creative and technical specialists;

Collaborates with printing houses, studios, advertising factories, and freelance specialists.

Thus, the effectiveness of marketing communications in the Elki-Palki restaurant can be increased through cooperation with PR and advertising agencies. This is due to the fact that, firstly, the agency can look at the problems of the Elki-Palki tavern from the outside and give them an independent assessment; secondly, the agency has unique knowledge and experience that is useful for enterprises in various industries; thirdly, the agencies have experienced, qualified specialists; fourthly, the agency has established relationships with the media, which are necessary when resolving advertising placement issues. In cooperation with the agency, the number of personnel in the marketing department of the Elki-Palki restaurant can be reduced.

3.2. Proposals for improving the advertising policy and PR of the Elki-Palki restaurant

Due to the fact that advertising in central media is expensive and does not provide the opportunity for a flexible advertising policy, it must be abandoned in favor of local media, which are distributed in the areas where Elki-Palki restaurants are located, because In large cities, where there are restaurants at every turn, people visit restaurants based on geography - either where they live or where they work.

As a rule, Elki-Palki restaurants are often located near entertainment centers or business centers. For example, if a restaurant is located next to a cinema, then you need to focus on the program of screenings organized in the cinema. This will create the opportunity to attract additional visitors to the restaurant. The Elki-Palki restaurant can advertise in viewing programs and design its menu in such a way as to target both spectators rushing to the start of the performance and those who will visit the restaurant after the viewing. To attract viewers, you can also use the distribution of “flyers” (advertising leaflets) before and after the end of the sessions and a personal invitation to actors and directors to visit the restaurant as especially important guests. Advertising can also be placed on the radio station of the shopping center.

If the Elki-Palki restaurant is located next to a business center, then it is advisable that the restaurant’s marketing strategy includes attracting employees from the business sector for dinners and business lunches. For business visitors, club evenings could be offered, which could be held once or twice a week. Advertising can be placed in corporate or regional newspapers.

Thus, the overall strategy for working with clients will be focused on increasing the number of regular visitors to the restaurant, combining high quality food preparation and service with interesting and rich forms of spending free time.

The advertising policy should also include intensive promotions during the first time after the restaurant opens, followed by a reduction in advertising activity as the restaurant begins to gain popularity. In addition to the listed advertising activities, it is advisable to organize the distribution of menu cards to nearby institutions and organizations, and prepare a series of publications about the design and atmosphere of the restaurant. It is constantly necessary to place information with the coordinates of the restaurant in leading telephone directories and information publications.

Due to the fact that the Elki-Palki taverns are networked, it will be useful to create on-line printed publications. Such a printed publication, aimed at restaurant guests, will serve to increase brand loyalty, create a group of people involved in the brand, committed to it and promoting it among potential customers of the chain. An employee-oriented publication can help organize prompt informing of employees about the processes taking place in the company.

About the company, about working methods and technologies, about long-term plans, about new equipment, about how the catering process takes place, about the usefulness of the food offered, etc.;

All changes taking place in the restaurant (new menu, change in service system, etc.);

About opening restaurants;

About programs of discounts, bonuses, lotteries, happy hours, etc.;

Information and analytical materials about the restaurant market, its latest trends;

- “children’s page” to keep children occupied while waiting for an order;

Entertainment information, as well as about various cultural and entertainment events taking place in the city.

PR in the restaurant business is, first of all, creating a “unique” image of a particular establishment; This is the organization of positive public opinion for the purpose of the most successful functioning of the enterprise and increasing its reputation, which is carried out in various ways. PR in the restaurant industry is a management function that promotes the establishment and maintenance of communication, understanding and cooperation between the organization and the public; defines and emphasizes management's primary purpose of serving the public interest; helps management be prepared for any changes and use them most effectively.

A good and positively oriented article written by a well-known journalist can make a name for a restaurant. There are a sufficient number of people with spare money who would want to visit such a restaurant, if only out of pure curiosity. Typically, a restaurant gains its highest popularity within 4-6 months after the publication of such an article, and then this popularity begins to wane.

Internal PR of a restaurant can be carried out in the following ways:

Employee survey, research and assessment of their opinion about work;

Personal characteristics;

Information “from the back door”;

Guidelines for new employees;

Open day for family members;

Free time program;

Seminars on advanced training and reference literature;

Involving employees in planning and conducting PR events;

Press reports mentioning the best employees of the enterprise;

Participation in culinary competitions.

The most used PR campaigns in the restaurant business are:

Carrying out children's carnivals, holidays, etc.;

Weeks of cuisines from different regions;

Joint preparation of dishes under the guidance of a chef.

The use of these PR tools will allow the Elki-Palki restaurant to increase interest in itself.

Thus, the Elki-Palki restaurant is recommended to place advertisements in local and corporate media, and use radio advertising in shopping and entertainment centers where the chain’s restaurants are located. In addition, it is necessary to pay attention to the creation of intranet information publications, as well as to make wider use of opportunities to promote the Elki-Palki brand via the Internet. Conducting PR campaigns and publishing articles will allow the Elki-Palki restaurant to increase interest in itself.

3.3 Sales promotion offers

A good way to increase loyalty to the Elki-Palki restaurant are various incentive programs:

Discount programs (including savings);

Prize drawings;

Bonus programs.

Currently, cumulative quantitative (bonus) discounts aimed at rewarding regular customers are popular. To expand the number of regular customers, it is advisable for the Elki-Palki restaurant to introduce a “frequent guest” program. The essence of the proposed program is that for each visit to the establishment the client receives a certain number of points (points), which are transferred to a special account of the participant in the corresponding reward program. Accumulated bonuses enable the client to receive certain discounts and privileges on accommodation or additional services (for example, in the form of free breakfast, free snacks for dinner, wellness center, etc.). It will also be useful to participate in coalition loyalty programs that unite suppliers and manufacturers of various goods and services. An example of such a program is the Malina program, which unites the companies Ramenka, VimpelCom, Pharmacy Chain 36.6, BP, Rosinter Restaurants, Raiffeisenbank and Formula Kino. For purchases from program participants, customers are awarded points that can be spent on the purchase of various goods or services.

The cumulative bonus system encourages the client to spend more, the average bill in restaurants increases by 20-30% per year, and the frequency of visits increases by 40-50% per year.

For a restaurant visitor participating in the bonus program of the Elki-Palki taverns, the incentive is that with each order of food the number of points increases, and by collecting a certain number of them, he will receive a visible benefit. Using bonus programs for rewarding regular customers, the Elki-Palki restaurant will have the opportunity not only to increase sales, but also to promote its restaurants in the most effective ways through targeted mailing of advertising materials.

Generating interest in new dishes in Elki-Palki restaurants can be done through tastings. This will allow guests to experience new dishes without having to pay for a whole portion. This type of new food offering is most effective if it includes show elements.

As a bonus, restaurant guests may be offered alcoholic drinks or desserts served in a special glass or on a special plate. Customers actually pay full price and take a “gift” home as a reminder of the pleasant experience of visiting the restaurant.

Due to the fact that during the day the number of guests visiting Elki-Palki restaurants is not uniform, there is a need to stimulate sales at a specific point in time.

In order to increase the flow of visitors at a certain time, it is necessary to distribute coupons or certificates to visitors, which can be used only during those hours when it is necessary for the Elki-Palki restaurant. This method, despite its apparent simplicity, can actually generate good income, and it is much more effective than the traditional use of advertising. At the same time, it is not recommended to get carried away with providing discounts, otherwise there is a risk of reducing the value of the brand in the eyes of visitors. It is better to change discounts to gift certificates at some point. The client will perceive this gesture as a sign of respect for himself and will be confident that he has chosen exactly the right restaurant.

In order for staff to be effective, their work must also be stimulated. This is due to the fact that the success of the Elki-Palki restaurant largely depends on the work of the staff.

You can stimulate staff in different ways, for example, through career growth. Another effective way of stimulation is monetary rewards, for example, for exceeding the sales plan. Salary bonuses based on the results of periodic certification, free lunches, tourist trips or valuable prizes can also be used for the best employees who have achieved great success in their work.

Thus, sales promotion in the Elki-Palki restaurant should be aimed not only at guests, but also at employees. The Elki-Palki restaurant is recommended to implement a bonus program for accruing points for each restaurant visit or order. According to foreign experience, such a program allows you to increase the bill amount by 20-30% per year, and increase the frequency of visits by one and a half times. To develop the interest of restaurant guests in new dishes, it is recommended to use tastings. In order to increase the flow of visitors at a certain time, it is recommended to distribute coupons or certificates to visitors that can be used only during those hours when the restaurant needs it. To motivate staff, it is recommended to develop a motivation and incentive system that will use: monetary rewards, for example, for exceeding the sales plan; salary bonuses based on the results of periodic certification; free lunches; tourist trips or valuable prizes for the best employees who have achieved great success in their work. The use of various incentives for the staff of the Elki-Palki restaurant will increase the efficiency of its work.

CONCLUSION

Marketing communication of an organization is the complex impact of an organization on the internal and external environment in order to create favorable conditions for its stable and profitable activities in the market. The main elements of the marketing communication mix are: advertising, personal selling, public relations (or public relations), sales promotion.

Advertising, as an independent market tool, is a form and part of the marketing communications system. The main functions of advertising (informing, exhorting, reminding, positioning, retaining customers loyal to the advertised product and brand, creating an individual image of the company in the eyes of consumers) correspond to the general goals of marketing communications, the main of which is increasing sales, generating demand and stimulating sales. In this regard, such communicative characteristics of advertising appear as the non-personalized nature of the appeal; one-way direction of the advertising message from the advertiser to the advertising consumer; the difficulty of determining the economic and communication effectiveness of advertising; the certainty of the subject of advertising activity (advertiser), in whose interests the advertising message is carried out; use of advertising influence as “communication of influence”.

Branding is not only a system for forming and developing a brand, but an essential component of marketing communications. The main goal of branding in the service sector is to replace the designation of a given service through a name (word) in the minds of as many target consumers as possible with the designation of a given service through other elements (usually visual). Such a replacement in service markets cannot be carried out without mass communication. Marketing communications create demand and position the service.

Elki-Palki restaurants have existed on the Russian market since 1996. Elki-Palki is the most democratic brand, the average bill in a tavern is 400-700 rubles. Taking into account the low cost and special features of the menu, "Yelki-Palki" is quite suitable for creating a national restaurant brand. The Elki-Palki trademark has become a symbol of high quality and healthy nutrition; it reflects the cultural characteristics of Russia and therefore has become well recognized and loved by hundreds of thousands of people. Now the Elki-Palki chain unites 32 of its own establishments in Moscow and 18 franchised establishments in the regions.

The analysis showed that Elki-Palki is a very popular brand. In terms of popularity and attendance, Elki-Palki taverns rank seventh among other fast-food enterprises. Elki-Palki restaurants have quite a lot of competitors on the market who use progressive models and methods of behavior in the market. The main competitors occupy approximately equal positions. At the same time, it should be noted that all competitors have a lack of assortment of dishes and services. For example, the provision of additional services can help reduce the risk of competition for the analyzed enterprise. The weaknesses of the analyzed enterprise include: the state of the material base, the availability of capital. Strengths - the effectiveness of management decisions, technology flexibility, product security, degree of satisfaction of the target group's requests. According to marketing research data, Russians from near and far corners of the country who have visited the Yolki-Palki tavern at least once would like to have such an establishment in their city.

Marketing communications in the Elki-Palki restaurant are carried out mainly by our own marketing department. The department includes: a marketer, a PR manager and an advertising manager. The main means of marketing communications in the Elki-Palki tavern are advertising and PR. In the regions, the development of the Elki-Palki restaurant chain takes place according to a franchising scheme. Over 10 years, the total number of restaurants has reached 50. At the same time, developing as a franchise, it is impossible to respond quickly enough to changes in the local catering market. In Moscow, the Elki-Palki taverns are visited by about four million people a year. In the regions, the flow of clients is much smaller, and most of them are regular. In order to retain regular visitors, it is necessary to be varied, since choosing from the same thing every day quickly gets boring.

To increase the effectiveness of marketing communications of the Elki-Palki restaurant, it is recommended:

1) expand cooperation with PR and advertising agencies. Firstly, the agency can look at the problems of the Elki-Palki tavern from the outside and give them an independent assessment; secondly, the agency has unique knowledge and experience that is useful for enterprises in various industries; thirdly, the agencies have experienced, qualified specialists; fourthly, the agency has established relationships with the media, which are necessary when resolving advertising placement issues. In cooperation with the agency, the number of personnel in the marketing department of the Elki-Palki restaurant can be reduced, and work efficiency will increase;

3) it is necessary to create your own intranet information publication, because Conducting PR campaigns and publishing articles will allow the Elki-Palki restaurant to increase interest in itself;

4) to stimulate restaurant guests, it is advisable to introduce a bonus program for accruing points for each restaurant visit or order. According to foreign experience, such a program allows you to increase the bill amount by 20-30% per year, and increase the frequency of visits by one and a half times;

5) in order to generate interest among restaurant guests in new dishes, it is recommended to use tastings;

6) in order to increase the flow of visitors at a certain time, it is recommended to distribute coupons or certificates to visitors that can be used only during those hours when the restaurant needs it.

7) to stimulate staff, it is recommended to develop a motivation and incentive system, within which the following will be used: monetary rewards, for example, for exceeding the sales plan; salary bonuses based on the results of periodic certification; free lunches; tourist trips or valuable prizes for the best employees who have achieved great success in their work.

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www.elki-palki.ru - the official website of the Elki-Palki tavern network.

http://ru.wikipedia.org/wiki/Marque

ANNEX 1.

Website of the Yolki-Palki tavern chain

APPENDIX 2.

New profitable promotion at the Elki-Palki restaurant

From May 27, every weekday, from 12:00-17:00, order the “Cart” salad bar and receive soup and a drink as a gift!

APPENDIX 3.

Terms and conditions for ordering food at home

You can order any dishes from the menu and have them delivered to your office or home. A variety of salads from the Cart buffet, soups and appetizers, hot grilled meat or fish dishes, desserts.

Orders are accepted from 9.00 to 21.30

Delivery time within one and a half hours.

Order amount from 750 rub.

Delivery is FREE!

Payment is made in cash to the courier.

APPENDIX 4.

The famous “Cart” of the Elki-Palki restaurant

APPENDIX 5.

Professional awards

The company ZAO LANCH has been awarded numerous awards, titles, and distinctions for its professional activities. Here are just a few of them:

Diploma of the Laureate of the “Russian Trade Olympus - 2007” award in the nomination “People’s Recognition”,

Diploma of the Winner of the Competition among tourist infrastructure facilities located in the tourist and recreational zone “Golden Ring of Moscow” 2005-2007,

Diploma of the Laureate of the “Taxpayer of the Year 2006” award,

Diploma of laureate of the Moscow City Competition “Best Table” 2007,

Diploma of the International Culinary Salon “Restaurant World - 2004”.

APPENDIX 6.

Gift certificate from Arkady Novikov

A gift certificate from the Arkady Novikov Group of Companies gives the right to visit any of Arkady Novikov’s restaurants. The certificate is a one-time use and if the bill exceeds the card's nominal value, you can simply pay the difference.

For the convenience of guests, we made one-time use Gift Certificates in the following denominations:

5,000 rubles (Standard)

10,000 rubles (Classic)

15,000 rubles (Platinum)

A limited edition Exclusive certificate (with a denomination of 30,000) provides for an unlimited number of visits to Arkady Novikov’s restaurants, within its amount.

APPENDIX 7.

Dynamics of turnover of the Elki-Palki restaurant chain

Dynamics of restaurant chain turnover, million dollars.

Thus, over 3 years, the turnover of the restaurant chain has almost doubled.

APPENDIX 8.

Campaign classification parameter
	Increasing, uniform, descending
Focus	Targeted, socially oriented
Dates	Short term, long term
Geography of the event	National, regional, local
Market coverage	Segmented, aggregated, total
	Specialized, combined, complex

APPENDIX 9.

	The purpose of the advertising campaign is determined and a clear answer is given to the question of why it is being carried out. The following issues and related aspects are addressed: the general strategy of the advertiser; marketing and marketing communications strategy, marketing goals; competitors, their products and strategy, etc.
	The target audience is identified and studied. Sometimes the target audience includes representatives of contact audiences, intermediaries and reference groups - persons who influence decision making. The audience and communication goals are determined: to whom the advertising message is planned to be addressed, what kind of message it is and what the result should be
	The approximate amount allocated for the advertising campaign is established
	The employees responsible for the advertising campaign are approved. A decision is made on the involvement of advertising agencies and the functions they will perform. An agency is selected

(continuation)

	Starting from this stage, the selected advertising agency is actively involved in the work. An advertising idea is determined and on its basis the concept of an advertising campaign is developed. The main idea of ​​the campaign and its themes, depending on the marketing goals: if the goal is to promote a seasonal product (for example, ice cream or soft drinks), then the main idea may be a new purchase motive (the emphasis shifts from pleasure to nutritional value); if the theme is “dessert for the whole family,” the advertisement will project this abstraction onto a practical plane. Of course, at this stage of development, many topics and formulations will be proposed.
	Advertising media and optimal communication channels that will be used during the advertising campaign are determined. The media plan and campaign schedule are approved: this item of the plan contains proposals for the selection of information distribution channels and advertising media
	Advertising messages and additional actions related to the advertising campaign are being developed, such as sales promotion, advertising at points of sale, publishing brochures, catalogs, etc., participation in fairs and exhibitions, holding public relations events, etc. All these actions must be well coordinated within the framework of the ongoing campaign.

(Ending)

	The cost estimate for the advertising campaign is finally formed. The campaign budget necessary to achieve the goals is approved. The estimate indicates the costs for each operation and for each calendar period.
	A detailed plan (calendar schedule) is drawn up for the main events of the advertising campaign, indicating the timing and responsible persons
	The practical implementation of advertising campaign activities begins - one of the most important stages
	The stage of determining the effectiveness of an advertising campaign. Control measures are carried out that are necessary to assess the effectiveness of the advertising campaign and other measures to promote goods. Such events are carried out both before its start, during the advertising campaign, and after its end.

State educational institution of higher professional education

Khakass State University named after. N.F. Katanova

Institute of economics and management

Department of Management

Final qualifying work

Improving the organization's marketing communications

Abakan, 2011

Introduction

In recent years, along with the increasing role of marketing, the role of marketing communications has increased. Indeed, effective communications with consumers have become key factors in the success of any organization.

Enterprises of various types of activities, from small retailers to large commodity producers, as well as non-profit organizations (educational, medical, churches, museums, symphony orchestras, etc.) are constantly promoting their activities to consumers and clients, trying to achieve several goals:

) inform prospective consumers about your product, services, and sales conditions;

) convince the buyer to give preference to these particular products and brands, make purchases in certain stores, attend these particular entertainment events, etc.

) force the buyer to act - consumer behavior is directed towards what the market offers at the moment, rather than postponing the purchase for the future.

The above is called promotion or marketing communications management.

Communications, being an integral part of the marketing complex (marketing mix), is a connecting link between elements within the production and economic system, and also, outside it, between this system and elements of the external environment.

Marketing communications, as well as international marketing in general, are based on the fundamental principles of marketing. This means that marketing is a system of activities and a set of technological techniques that allow an enterprise to win and subsequently maintain profitable clientele through constant monitoring of the market in order to influence its development or, in the worst case, adapt to it.

Thus, marketing communications contain the idea of ​​communication with consumers.

The trend towards integrating marketing communications, i.e. The combination of advertising, public relations, sales promotion, direct selling, point-of-sale communications and event marketing with other elements of the marketing mix is ​​one of the most significant marketing developments of the 1990s.

In the past, companies often viewed the elements of communication as separate activities, while marketing philosophy now believes that integration is absolutely essential to success, as well summed up in the following quote from Spencer Plavukas: “The successful marketer in today's environment he is the one who coordinates the communications complex so tightly that from advertisement to advertisement, from article to article, from one program to another, you immediately recognize that the brand is speaking with the same voice.”

The reason why so much attention has been paid to marketing communications is that many organizations have traditionally resisted the integration of various communication elements. The reluctance to change was largely due to managers' fear that changes would lead to budget cuts and a decrease in their authority and power. Corporate advertising agencies were reluctant to change for fear of expanding their functions beyond advertising. However, they have expanded their functions by merging with companies or creating their own branches specializing in sales promotion, direct marketing, etc.

Analysis of sales and methods of promoting goods is an integral part of organizing product sales at enterprises. This topic, relevant for modern market conditions, is the topic of this diploma project “Improving the marketing communications of an organization using the example of the Society with Disabilities “Khakaskosmetika” IP Bakhar V.N.” (hereinafter referred to as the Society with Limited Opportunities "Khakaskosmetika".

The first chapter of the thesis examines the role of marketing communications in the development of an organization, reveals the concept of marketing communications, the planning process, as well as marketing communications tools. The second chapter analyzes marketing communications in the Society with Disabilities “Khakaskosmetika”. An organizational and economic assessment of the enterprise's activities is given. The company's market opportunities, its target market and competitive positions are shown. The practical side of marketing communications at an enterprise is analyzed. The third chapter presents proposals for optimizing marketing communications in an enterprise.

In this thesis, based on system analysis, the practical aspects of marketing communications by an enterprise are analyzed. When conducting applied research, it became possible to give the necessary recommendations for optimizing marketing communications of the enterprise under study.

The purpose of the diploma research is to improve the management of marketing communications of the company of the Limited Opportunity Company “Khakaskosmetika”. To achieve this goal, it is necessary to solve the following tasks:

Consider the role of marketing in the development of an organization;

Study the processes of marketing planning in the system of organizations;

consider the process of planning marketing communications;

study the tools of integrated marketing communications;

give an economic assessment of the enterprise’s activities;

analyze the company’s market opportunities and competitive positions;

conduct an analysis of marketing communications;

The object of the study is the Society with Disabilities “Khakaskosmetika”. The subject of the study is the management of enterprise marketing communications.

The degree of development of the problem. When researching this topic, websites were used, the works of Russian and foreign economists and academicians related to issues of marketing communications, sales promotion, communications, etc. were studied. These issues are discussed and analyzed in the works of: Aleksunin V.A., Barnett J., Golubkov E.P., Pesotsky E.A. and others. The greatest contribution to the disclosure of this concept was made by F. Kotler and J. Barnett. Significant contributions were made by domestic authors: V.A. Aleksunin, E.P. Golubkov, A. Malyazhov.

Work structure. The thesis consists of an introduction, three chapters containing 7 paragraphs, a conclusion and a list of references. The work includes 6 applications.

1.
The role of marketing in the development of an organization

1.1 Marketing planning process in the organization system

Planning of the marketing activities of any organization is carried out on the basis of a market development forecast, which is carried out in the long, medium and short term. Long-term forecasting allows you to choose the optimal one for the organization from the identified set of options for the possible development of the market situation, taking into account its production capabilities and the availability of resources. Focus on obtaining final results is the most important requirement for planning, but the organization’s plans themselves are constantly adjusted based on an analysis of the results of its activities. Control using feedback principles is cyclical. Based on the information received about the state of production and commercial activities, market conditions, and the state of the external environment, the long-term plan is updated, goals are adjusted, many tactical decisions are made related to strengthening the position in the market, and short-term plans are developed to achieve final practical results.

Marketing planning is one of the components of the process of planning the activities of any organization. It is carried out in four main areas: tariff policy planning, marketing (sales) planning, service and sales promotion activities. The main task of marketing planning is to develop strategies and tactics for each region where it operates.

Plans can be long-term, medium-term and short-term (operational). Operational plans (tactics) are a matrix that indicates the timing of specific activities, expected results, those responsible for their implementation and the control system.

In general terms, planning includes: identifying prospects for the development of the external environment, formulating goals and probable strategies, establishing priority objectives and determining courses of action to achieve them. The planning process covers all levels of management and creates the necessary prerequisites for ensuring, in principle, that the actions taken in the company strictly comply with the requirements of general goals. The work on intra-company planning primarily involves senior managers, who form the starting points for achieving the optimal distribution of intra-company resources and delegate the powers necessary for the effective use of these resources.

Individuals who have been delegated authority and assigned resources are required to use resources creatively. Progress in this direction depends on the ability of managers to use the latest theoretical principles and various analytical tools to find the best connections between the present and the future and to solve problems of setting goals. Industrial firms are striving in every possible way to improve the validity of their plans, seeing this as an additional source of their growth. Large corporations also use their planning services to monitor the fulfillment of obligations by suppliers.

The marketing plan includes several sections: the results of market research, the system of goals and strategy of the organization, marketing goals and strategies for each region, sales (marketing) plans, advertising events, development of a tariff policy and service system. Typically, the first section of the plan contains three main points: an analysis of the environment (the dynamics of market-shaping factors, the activities of government organizations, competing enterprises and agents of the organization itself, an analysis of the needs of the main consumer groups), an analysis of the activities of the company itself (the organization of marketing in the management structure of the company, the presence of an effective information system, etc.) and analysis of marketing strategies (how much it contributed to achieving the company’s goals, what resources were allocated for this, what were the organization’s expenses and what was the result of its activities, etc.).

Further, the plan reflects the system of goals and the general strategy of the organization’s activities, developed at the highest level of management. Depending on the available resources for each region, systems of marketing goals and strategies (sales, advertising activities of the company, etc.) are formed. Tariff policy reflects the main points of using various types of tariffs, providing discounts and benefits to certain categories of consumers. The action plan to improve the service includes the introduction of new types of services and the organization of additional services. The sales promotion plan specifies the forms and methods of conducting an advertising campaign, methods of motivating the activities of company agents, participation in various business meetings (“public relations”), company sponsorship, etc. The final stage of marketing planning is the development of a control system - click here includes control of sales and profitability, as well as analysis of the effectiveness of marketing activities in the main areas. The marketing control system contains information about the extent to which the organization's performance results correspond to the intended goals and plans, and in this regard, evaluates its position in the market at the given point in time.

As you know, the management process consists of planning, organizing actions to implement plans and monitoring the final results. The better developed and more closely interconnected these most important functions are, which together determine the essence of the subject of management, the more effective the management is. Many firms have learned from their own experience that planning is a means that allows them to determine the nature, forms and sequence of future actions over an extended period.

The meaning of intra-company planning ultimately comes down to determining the decisions that need to be made today to ensure the effective operation of the company and its growth in the future. Planning involves making decisions regarding: the choice of both short-term and long-term strategies for the firm; developing guiding lines and actions that help achieve goals or overcome threatening situations; establishing operating standards that serve as the basis for control; revising earlier plans in the light of changing conditions.

The most important goals of different companies are: ensuring a certain level of profits, sales volume, rapid sale of goods, market penetration, product improvement, increasing labor productivity, better utilization of production capacity, achieving rhythmic production.

The process for setting goals (eg, increasing production, ensuring stability, capturing a leading market position, increasing profits, ensuring return on investment) usually occurs in the following sequence: a detailed statement of the overall goals that ensure the achievement of the intended profit; formation of each goal for all major areas of activity; establishing quantitative characteristics or indicators by which one can judge the fulfillment of set goals (for example, a company’s turnover); establishing standards for the performance of work in workshops.

When formulating the main goal, they are guided by the requirement to obtain a certain amount of profit, which is established as a result of a critical analysis of the strengths and weaknesses of the companies’ activities, taking into account the surprises hidden in the uncertainty of the external environment. This work uses the method of constructing a “goal tree”. The basis of the “tree” is the main strategic concepts of the company. They consistently branch out, defining more private and at the same time more specific goals for each lower level of management.

Based on this, each manager must determine his specific goals. When goals are formulated, conditions are created for assessing the work of managers - based on their success in fulfilling the assigned tasks. The lower the levels of the hierarchy, the more specific the goals become in their nature, focus, and period covered. For a manager, each specific goal opens up the opportunity for his individual creativity, the development of which should be facilitated by sufficient organizational independence. Effective implementation of the planning function requires: receipt of information about the main general economic and market conditions, the impact on the market of the company itself and its competitors, about past sales and profits; determination of the optimal commodity structure of production at any given moment in time, taking into account scientific and technological progress; operational accounting of available resources and flexible maneuvering of them; establishing control over the implementation of plans and adjusting them if necessary.

For plans to be implemented, someone obviously must actually carry out each of the tasks arising from the organization's goals. To do this, management must find an effective way to combine key task and people variables. Setting goals and supporting them with policies, strategies, procedures and rules helps achieve this goal. Motivation and control also play a significant role in ensuring task performance. However, organization as a process is the function that is most obviously and directly associated with the systematic coordination of many tasks and, accordingly, the formal relationships of the people performing them. There are two main aspects of the organizational process. One of them is to divide the organization into divisions according to goals and strategies. This is what many people mistake for the entire organizational process. The second aspect is based on power relationships that link higher production with lower levels of workers and enable the distribution and coordination of tasks.

Stages of organizational design:

1. Dividing the organization horizontally into broad blocks corresponding to the most important areas of activity to implement the strategy.

2. Establishing the balance of powers of various positions. At the same time, management establishes a chain of command and, if necessary, further divides it into smaller organizational units in order to more effectively use specialization and avoid overloading management.

Defining job responsibilities as a set of specific tasks and functions and entrusting their implementation to specific individuals. In industrial organizations, management even develops specific tasks and assigns them to direct performers, who are responsible for their satisfactory implementation.

It is important to understand that the organizational structure that appears as a result of development is not a frozen form, like the frame of a building. Since organizational structures are based on plans, significant changes to plans may require corresponding changes to the structure. Currently, successfully functioning organizations regularly assess the adequacy of their organizational structures and change them as required by external conditions. The requirements of the external environment are determined during planning and control.

Effective control involves constant interaction with all other management functions - planning, organizing, resource allocation and managing people. The organization of control is considered one of the most difficult tasks facing modern management. This is due to the expansion and complexity of the activities of large concerns, concentration and diversification.

Management control, which is a necessary condition for the functioning of any economic mechanism, in modern conditions receives its further theoretical development and practical improvement based on improving management accounting methods and automated information processing, the use of analytical methods of decision-making, and system analysis.

The effectiveness of management control plays a vital role in ensuring the life of an industrial company.

The task of management control is to ensure the achievement of intended goals, the implementation of planned decisions by organizing the flow of production information.

1.2 Planning marketing communications

Marketing communications is the process of transmitting information about a product to the target audience. All marketing communications are aimed at providing the target audience with certain information or persuading them to change their attitude or behavior. Selling companies use a variety of methods to persuade consumers. They can use any information, arguments and incentives. It is also necessary to actively listen to the voice of customers.

Each area of ​​the marketing mix has its own goals and strategies. Marketing communications are designed to give target audiences an idea of ​​the company's marketing strategy by sending them special messages about the product, its price and methods of sale in order to arouse their interest and persuade them to accept a certain point of view.

Marketers may plan in advance for some types of contacts, such as those that occur during an advertising campaign, but sometimes contacts occur regardless of the plans developed. Such unplanned contacts may occur as a result of the dissemination of certain information received by buyers.

Hundreds of different types of communications can be used to disseminate marketing messages. The process can be carried out either through a developed marketing communications program or through the unplanned use of elements of the marketing mix and other methods of establishing contact. As shown in Fig. Appendix 1, planned and unplanned marketing communications can be used to achieve marketing contact. Clearly, both types of communications can be equally important.

Depending on the circumstances, the various activities in the marketing mix may represent either planned or unplanned calls.

All employees of the company, and especially those who directly deal with clients, can unintentionally become sources of transmission of unwanted information if they do not undergo special training, during which they become familiar with the communication effects of their actions and manner of communication. Although marketing communications professionals should not always be held accountable for these unplanned calls, they should anticipate and eliminate calls that are inconsistent with the firm's overall communications strategy and encourage the dissemination of information that fits with that strategy.

When marketing communications specialists are involved in developing the marketing mix and evaluating the results, then this mix is ​​considered as a source of planned appeals.

However, no amount of marketing communications efforts will ever help a company that produces low-quality products. As experience shows, the simplest way to “bury” any low-quality product is to create and implement a good communication program for it, since it is precisely such a program that will quickly show the target audience all its shortcomings.

The field of marketing communications is designed to convince consumers and other participants in the marketing process, so manufacturers strive to tailor their messages to each group of stakeholders. As the business develops, the manufacturer expands the circle of participants in the marketing process that are important to it, developing the sphere of marketing communications.

The development of marketing communications is also influenced by the state of the external environment in which the business and its potential consumers are located. The state of the economy, culture and scientific and technological progress has an unconditional impact on the field of marketing communications.

It is impossible not to take into account international factors, since the achievements of other countries in the field of marketing communications technology today can be quite easily perceived in Russia.

So, it is undeniable that communications are considered effective if they allow achieving the intended results. Obviously, achieving communication results will help increase sales of the promoted product.

However, when the funds allocated by manufacturers for marketing communications are limited, it is always interesting to evaluate their commercial success.

The planning process at an enterprise should be considered in sufficient detail, both in terms of strategy development and its implementation.

Next, it is necessary to consider in detail the factors influencing decision-making at each stage of planning and implementation of the marketing communications strategy. A product, its price, and its distribution method can convey important market information to consumers.

These three elements, along with marketing communications, form the marketing mix. Marketing communications are used to demonstrate the important characteristics of the other three elements of the marketing mix in order to increase consumer interest in purchasing a product. If marketing communications are based on a comprehensive, well-thought-out marketing plan, they can generate a “big idea” that will be fully internalized by the target audience.

Marketing communications, along with the other three elements of the marketing mix, are a key factor in making strategic decisions based on the marketing plan.

Integrated marketing communications should lead to the same result - increased profits. The company will not, and should not, spend money on advertising or sales promotion if the costs do not pay for themselves. In practice, everything is far from so simple. Advertising and sales promotion must produce a range of effects that, if successful, lead to profit.

For a manager, the sequence of six stages of effective marketing communications looks exactly the opposite. The manager has to plan all stages from top to bottom, from profit to contact. This happens because goals must be set before behavioral strategies are developed in the first stages.

Simply put, no one will advertise first and then come up with a purpose for it. Therefore, the manager, as it were, “goes down the ladder” of six stages of effectiveness (the first stage of planning corresponds to the last two “steps” of this ladder, and there is also an additional, final stage at which the entire advertising campaign is evaluated).

When planning marketing communications, as well as when planning integrated marketing communications, the manager must first determine the marketing objectives for a given brand and formulate the overall advertising or promotional goal from the firm's point of view.

Most often, marketing goals are somehow linked to making a profit. Advertising of many new products for the first year or two only brings losses, because sales must first cover the costs of creating the product, including investments of capital and time.

These goals were set both for the initial period and for subsequent ones and were calculated on the basis of a certain price level such that profit (net) would begin to flow within a year or so. The marketing manager either calculates the expected income himself or will receive instructions from above.

He then forecasts the required sales volume and, most likely, the price and cost levels at which the product will generate the desired income (including for the future).

At this stage, the manager must determine what, or rather who will serve as a source of sales, to whom advertising communications and sales promotion activities should be directed. The solution to this issue is the choice of the target audience of consumers. Next comes the task of defining the actions that are required of these people, or functional goals. Depending on the audience, this will be either a trial or repeat purchase. There may be other goals - buying actions that can be converted into a purchase through other marketing factors. You can also set goals for the purchasing process. For example, set a goal for the most advantageous placement of a product on store shelves.

In order for advertising communications and sales promotions to motivate consumers to take specific actions, they must produce communication effects. To do this, the manager must determine exactly what effects, that is, associations associated with the brand, should arise among consumers and what position the brand should take in their eyes in order for people to take action. For this purpose, communication goals are established, advertising communications and sales promotion activities are determined for each campaign separately.

Typically, communication goals are selected from the following set: category need, brand awareness, brand attitude, brand purchase intention, and purchase promotion.

Positioning involves the strategic application of the first three effects of communication according to the characteristics of target audiences. More precisely, for each audience, the brand is positioned in the category (by linking brand awareness and demand for the category) with an emphasis on its benefits (to influence attitudes towards the brand). The average buyer does not feel that the product is positioned differently for different people. However, he is clearly aware of what type he belongs to and what benefit or benefits the product provides.

Once the communication goals and brand position have been determined, the manager must contact an advertising agency to propose a creative strategy that can convey the brand position to people and achieve its goals.

It is possible that a more extensive integrated communications strategy will be required to achieve all communication goals. This strategy coordinates advertising and other promotional means.

This strategy requires the agency to come up with an advertising idea or creative concept that, once implemented in the form of one or more advertising messages, will be well received by the target audience.

This idea should then create the necessary communication effect and position the brand correctly. The manager's role at this stage is to approve the creative strategy and, in most cases, to test specific advertisements created from it.

An integrated communications strategy can be applied to achieve communication and positioning goals. It combines advertising, various promotional activities and, of course, sales promotion. We should not forget about the incentives for retailers themselves.

Now the manager must make a plan for using various means of promotion. This task mainly relates to contact with advertising and information processing. The manager must make two main decisions: choose a promotional vehicle where it is best to reach the target audience) and draw up a schedule for advertising and promotional events.

The principles of planning various media are the same for advertising and other types of product promotion. The latter often use slightly different “media”, such as shelves and shop windows, packaging. An integrated approach requires that they also be considered as promotional tools.

It was necessary to select promotional means (“media”) for promotional activities as well. In our case, this included newspaper inserts, direct mail advertising and connecting with consumers at the point of purchase. Newspaper inserts, by the way, are an excellent example of combining advertising and promotion. They are similar to magazine advertisements (and can even replace them) and at the same time act as coupons. The second decision - creating an advertising schedule - is quite complex. The manager had to answer a number of difficult questions. Then, in accordance with the answers to these questions, you need to distribute the advertising budget between promotional means.

At the final stage, the manager must plan how the progress of the advertising campaign will be monitored and evaluated. You need to start early, because... Even before the start of the campaign, you should analyze the state of the market, so that later you have something to compare the results with.

It is necessary to constantly monitor the process of advertising communications and sales promotion activities.

It is especially important to take control of the stages of buyer reaction: contact (how the advertising schedule is followed); information processing (whether advertising attracts attention); communication effects (is the audience aware of the brand and what kind of attitude is formed towards it) and positioning; and, finally, actions (what the target audience does - makes trial purchases, repeat purchases, or its behavior is characterized in some other way). The results obtained are linked to sales data, market share and profit.

Consequently, all stages of the effectiveness of advertising communications and sales promotion activities are covered. In addition to advertising and promotion, sales are influenced by many other factors, so tracking and evaluating a campaign is never simple or straightforward. Often managers try to avoid this stage, which, of course, is unacceptable.

Thus, marketing communications planning is one of the components of the company’s activity planning process. Focus on obtaining final results is the most important requirement for planning, but the company's plans themselves can be adjusted based on an analysis of performance results.

Based on the information received about the state of production and commercial activities, market conditions, and the state of the external environment, the long-term plan is updated, the company’s goals are adjusted, many tactical decisions are made related to strengthening the position in the market, short-term plans are developed to achieve final practical results, tools are used to integration of marketing communications.

1.3 Tools for integrated marketing communications

One of the main tools of marketing communications is sales promotion. Initially, sales promotion was used as a supporting tool that was considered less important than advertising and personal selling within the marketing communications mix. Now this point of view is outdated. Sales promotion can support or complement other means of marketing communications or act independently as a primary means.

Sales promotion can be aimed at all or at specific audiences represented by consumers or distributors of products. The trade audience includes retailers, wholesalers, distributors, and brokers working in distribution channels. The trade audience may also represent sales personnel or other employees.

The main purpose of sales promotion is to offer consumers and participants in the trading process an “additional incentive” to act. Sales promotion helps increase sales by offering an additional short-term incentive to encourage activity. Although additional incentive is usually provided in the form of a price reduction, it can also be offered in the form of additional quantities of goods, cash payments, prizes, gifts, and the like. This kind of additional motivation is exactly what distinguishes sales promotion from other marketing communications mix tools.

Sales promotion is based on the premise that each brand or service has a set expected price and value; incentives change this accepted relationship between price and value by increasing value, decreasing price, or both.

Sales promotion offers consumers an immediate lure to buy a product by simply adding value to the product. Incentives can encourage consumers who are unaware of a product to try it or persuade those familiar with it to buy it again.

Sales promotion techniques can help achieve certain communication goals where other elements of the marketing communications mix cannot cope. For example, sales promotion can improve sales trends in a short time. It can help introduce a new product to the market, strengthen advertising images and messages, and create positive brand experiences among buyers at many stages of the purchasing decision process.

Incentives can also provide new channels to reach specific audience segments through special promotions.

The most important benefit of sales promotion is its ability to motivate people to take action - try or buy something. This is achieved by imparting additional value to the product through special pricing or some other special method that, in practice, leads to a change in the price/value ratio. From a company's perspective, sales promotion is also used to increase the frequency and/or volume of purchases.

Sales promotion gives a business the flexibility it needs to handle a variety of marketing communications tasks and reach any target audience.

However, there are weaknesses in incentives. They try to give incentives a creative character, make them shout about themselves as loudly as possible, or offer ever-increasing discounts to attract attention from consumers and trade participants.

A key weakness of trade promotion is that it is difficult to get busy trade participants, including a company's own sales force, to cooperate.

There is no guarantee that sales participants will participate in events such as competitions or that they will use sales promotion materials intended for retailers or distributors.

If used carelessly, sales promotion can contribute to the decline of brand loyalty by shifting consumer attention from brand equity to price. The advantages and disadvantages of incentives are summarized in Table 1.1.

Table 1.1 Advantages and weaknesses of sales promotion practices

Advantages	Weaknesses
Provides additional incentive to action	Adds extra clutter
Changes the price/value ratio	May set erroneous retail prices
Adds tangible value to the product offering	Some consumers won't buy unless there is a discount.
Provides incentive for immediate purchase	Leads to forward purchases by traders
Adds excitement and entertainment	Allows fraudulent redemption of coupons and theft of gifts
Stimulates “try-out” purchases	Sometimes makes collaboration difficult
Encourages repeat or repeat purchases	May reduce brand image, create brand insensitivity
Increases frequency of purchases
Develops trade through reminders
Creates databases

To use sales promotion effectively, marketing communications managers must understand how the sales promotion strategy relates to the overall marketing communications strategy. Promotion strategies can be broadly classified as push or pull strategies depending on whether they focus on consumers or sellers.

The push strategy directs the main marketing efforts to the end consumer and is usually implemented with large advertising costs. It may contain additional incentives for the consumer in the form of coupons, compensation, samples or a sweepstakes. Comparison of sales promotion with other means of marketing communications - table 1.2.

Table 1.2 Comparison of sales promotion with other means of communication mix

	Sales promotion		Public relations	Direct interaction	Personal selling
Time frame	Short term	Long term	Long term	Short term	Both
Main motive	Emotional and rational	Emotional	Emotional	Rational	Rational
The main task		Brand image	Favorable attitude
Contribution to profitability		Moderate

The strategy's efforts create consumer demand to push the product through the distribution channel. Thus, the push strategy requires little effort on the part of sellers to promote the product.

In contrast, a push strategy directs the majority of marketing efforts to resellers and sales personnel in order to stimulate personal sales.

Sales promotion techniques are summarized in Table 1.3.

Table 1.3 Sales promotion techniques in trade for intermediaries

Methodology		Implementation method
Dealer competitions	Encourage bulk purchases; arouse enthusiasm, support the “main ideas” of marketing communications
Shopping coupons	Increase the frequency and volume of purchases, achieve quick product evaluation
Bonuses to dealers for volumes of purchases	Encourage a certain level of purchases, reward the intermediary for supporting promotional efforts; create a favorable attitude
Trade agreements	Reward intermediaries financially for purchasing goods; stimulate the frequency and volume of purchases, achieve cooperation in product promotion	Sales staff

Many incentives can help increase resellers' focus on product support. Above we consider four methods: dealer competitions, trade coupons, bonuses to dealers for purchase volumes and trade agreements that include various compensation payments. Database marketing and loyalty programs serve to accelerate sales through direct marketing channels, so we will consider them as direct marketing incentives. Direct marketing is an interactive marketing communications medium that uses one or more advertising media to obtain a measurable response and/or close a sale, regardless of location. In addition, direct marketing uses a database - a consumer card index. This definition is based on five key points. First, direct marketing is an interactive system. Those. the prospect and the salesperson can engage in two-way communication. Second, as part of two-way communications, direct marketing always offers the consumer a means of response. Since an answer is possible, the number and characteristics of those who do not answer are also important for planning. Third, direct marketing can be used anytime and anywhere. Response does not require a retail store or salesperson. The order can be placed at any convenient time of the day or night and can be delivered to the buyer without the need to leave home. Fourth, direct marketing must have a measurable response - those who use direct marketing must accurately calculate the costs of using this strategy and the final income. The quantitative result obtained demonstrates the primary benefits of direct marketing and is undoubtedly the reason for the growth of its popularity. Fifth, direct marketing requires a database of customer information. With this information, a direct marketing seller can design communications aimed at potential individual or corporate customers. planning marketing communication integrated

Direct marketing is extremely flexible. This is especially true for direct mail advertising, where there are few restrictions on size, color, timing and format.

Direct marketing is different from other marketing communications tools. First, those who use direct marketing go directly to customers to distribute products rather than to resellers and retailers. Those who use direct marketing tend to avoid intermediaries and contact consumers directly. Second, direct marketing communications are designed to elicit a response rather than to create product awareness or enhance a company's image. Introductory advertisements reinforce positive brand elements in consumers' memories and can communicate cost savings through coupons, discounts and competitions. Communication in the form of direct marketing usually uses direct response advertising, i.e. advertising designed to motivate consumers to respond quickly - through an order or through a request for additional information. In addition, direct marketing communicates directly with the consumer through targeted means rather than through the mass media.

Direct marketing is also different from personal selling, a marketing communications tool often used to reinforce indirect marketing efforts. To spread the sales message, direct marketing places the emphasis beyond the sales force. Whereas in indirect marketing the sales force plays a major role in conveying information and selling to intermediaries or end users, direct marketing primarily relies on the means of delivery of information, the sales force, to convey the call to purchase.

Public relations provide the public with information about a company in order to achieve favorable attitudes and understanding of the latter's activities. Public relations professionals help shape a company's operations by advising the company's senior managers on public opinion and the positive or negative consequences of certain behaviors. They also seek out the opinions and assessments of various public groups associated with the organization and explain them to senior managers. Ultimately, public relations is the use and dissemination of information through multiple means of delivery in order to influence public opinion.

Monitoring relationships and public opinion is an important part of the role that PR plays.

Another function of public relations is planning how to manage crisis communications before it occurs, or how to quickly and accurately handle unforeseen crisis situations.

Public relations has a number of positive aspects. First, public relations targets and manages relationships with stakeholders interested in the company's activities. Second, public relations can reach difficult-to-reach audiences, such as opinion makers and high-profile consumers. Publicity is carried out through news media and can therefore reach this group of consumers more effectively. Third, public relations professionals with a finger on the pulse of public opinion can advise clients and companies on the implications of current trends and corporate activities. Fourthly, public relations specialists are able to present the company as a respectable member of society through the competent behavior of the company’s managers, monitoring the organization’s reputation and its corporate image. Fifth, they can create a crisis management plan to minimize the negative impact on the organization's reputation. Sixth, public relations offers businesses greater messaging flexibility than advertising and sales promotion because the laws governing news releases are not as strict as the rules governing advertising. Seventh, PR adds credibility and believability to messages because target audiences typically perceive messages in news broadcasts as more objective than other marketing communications that are developed, presented, and paid for by a sponsor. Eighth, public relations cuts through information chaos more effectively than other means of marketing communications, since people are more willing to believe a news story than a purely commercial message. Finally, public relations is also effective in terms of cost-benefit ratio, because if there is something interesting, the news will show it for free.

There are also three main disadvantages to public relations activities. The first of these is the inability to control how stories are covered. Business information provided to the media may not be used in the way the company intended, especially since information to the newspaper or studio may come from other sources. The second weak point of PR is the inability to control which stories receive priority coverage. . Another weakness of public relations is the difficulty of assessing its effectiveness. Public relations is monitored in terms of the extent of media coverage, but this does not provide a true measure of its impact on public opinion or on relationships with other stakeholders.

Public relations contributes to the integrated marketing communications program in several key ways. They help launch a new product because they provide the opportunity to use news to communicate the product in a credible way that attracts consumer interest. They help organizations identify key stakeholders, analyze the nature of their relationships, and deliver the messages they need to ensure those relationships remain positive and productive.

Personal selling is an individual presentation of a product to a potential client by a company representative. Compared to other means of marketing communications, personal selling has several advantages. First, they are more flexible because salespeople can tailor their presentation based on the client's needs and motivations. Second, salespeople highlight targeted prospects to a greater degree than is the case with mass advertising, so that personal selling minimizes wasted effort. Third, the interactive nature of personal selling allows salespeople to repeat calls to action that often lead to closing the sale. Fourth, sales agents can perform a variety of other jobs on behalf of the company, such as taking orders, gathering information, and offering service. Finally, the effectiveness of personal selling is easy to measure. But personal selling also has some disadvantages. Their costs are relatively high, it can be difficult to find and retain highly qualified people, sales personnel often convey messages that are not consistent with other elements of marketing communications and with all sales agents, and, in addition, sales representatives often have different levels of motivation, which affects the sales volume of a product

The marketing communications specialist must decide how to use personal selling in the marketing communications mix, taking into account several factors, including the product itself, the market, the distribution channel, the nature of the information needed to sell the product, the objectives of the marketing communications, the available alternatives in the marketing communications composition - mix and relative costs of personal selling compared to other marketing communications tools. To manage a sales force, sales managers must perform numerous tasks, such as planning, working with staff, implementing sales goals, monitoring and adapting to change.

Sponsorship is a contribution provided by a company to support an event, organization, person or good cause. The company may act as the sole sponsor of the activity, organization or individual. Companies use sponsorship activities to enhance their image in ways that resonate with mainstream segments of society. They do this by linking them to activities that interest their target audience.

Souvenirs are free goods with a company name or identification that are distributed to members of the target audience to remind them of the company or event.

Licensing is an agreement entered into by a manufacturer who wants to reproduce an organization's logo, slogan or individual image by placing it on their products.

Packaging is the last message a customer sees before making a purchasing decision. For some products it is the main message carrier. To be effective, a message must be consistent with other messages in marketing communications, such as those found in advertising or sales promotion.

Exhibitions provide an opportunity to present a product, demonstrate it and explain its characteristic features in a personal environment. This is one of the cheapest ways to sell a product to important industry buyers, as well as keep them aware of product changes and new products.

Ancillary marketing services include a variety of marketing tools that are used to build buyer confidence in a product and its manufacturer or to help close a potential sales transaction. One such support service is customer service, which focuses on smoothing out customer relationship problems and taking advantage of every available opportunity to engage in dialogue with customers. It also taps into public opinion, one of the most powerful forms of communication, and an entirely new area of ​​marketing communications planning.

Summarizing the above, it should be noted that marketing communications contain the idea of ​​communication with end consumers. In addition, they, being an integral part of the marketing complex (marketing mix), are the connecting link between elements within the production and economic system, as well as, outside it, between this system and elements of the external environment. Therefore, it is necessary to make every effort to ensure that communications with consumers are effective, becoming key factors in the success of the company at the present stage.

2. Analysis of marketing communications in a society with limited opportunities “Khakaskosmetika”

.1 Organizational and economic assessment of the enterprise’s activities

Limited Opportunity Society "Khakaskosmetika" is an enterprise whose main activity is the sale of non-food products.

In its activities, the company is guided by the current legislation of the Russian Federation, regulatory documents, and regulations on accounting policies for accounting and tax accounting purposes.

Society with limited opportunity "Khakaskosmetika" is a growing and promising trade enterprise. The company, being a distributor of industrial products, offers its customers a wide range of them.

The main purpose of the enterprise is to achieve significant financial results and maintain the target return on capital indicator through the demand for goods sold by the company. The company pays special attention to improving the quality of service for all categories of its customers and improving the sales system.

The purpose of the enterprise is to carry out production and trade settlements with potential clients. The end result is making a profit.

The trading enterprise carries out the following operations: monitors the availability of all items of goods in retail outlets; controls the delivery of goods with minimal costs; conducts contractual activities with enterprises selling retail products and suppliers; carries out quality control of goods sold; carries out wholesale and retail sales.

The organizational structure of a trading company is linear-functional with signs of adaptation - i.e. The process of dividing an organization is divided into separate elements, each of which has its own clearly defined task and responsibility.

Traditional elements of the organization: administrative premises; auxiliary premises; warehouses; transport premises (Appendix 2).

The organizational process is closely related to the production structure. And the production structure is associated with the variety of activities in the enterprise. The main processes include:

Finance is the most important resource, without which no enterprise can exist. For the Company they represent its own capital obtained on its own;

Equipment: computers, machines, office furniture, shelving, cars;

Work time: daily, during scheduled work hours;

Personnel: the company has about 50 people in total. Of these: - with higher education - 40%, with technical education - 60%;

Raw materials: packaging paper, tracing paper, film, fuels and lubricants, etc.

Information: Laws, GOSTs, regulatory and instructional literature of the enterprise.

Login - all of the above resources. The main process is the sale of consumer goods through wholesale and retail sales. The solution is customer service. Consumers are individuals and legal entities.

The management of the company acts in accordance with the tasks assigned to it: determines the main directions for improving the activities of the enterprise, measures to fully satisfy the needs of customers for food products; solves social problems of the company team; listens to reports from department heads on the state of work; considers issues of selection, placement, evaluation and dismissal of department heads. Control system. Administration: General Director, Chief Accountant, Head of Sales Department.

Characteristics of management methods: organizational; operational; well structured; production; multi-criteria; accepted through a rational procedure.

The functional system is based on the division of labor in the management system. Here, each department head has all administrative rights within his competence. At the enterprise, material incentives are variable - bonuses for the performance of employees and sales representatives in general.

The external environment includes two types of factors that influence the organization. These include direct impact factors and indirect impact factors.

Direct impact factors have a stronger impact compared to indirect impact factors.

Direct impact factors include: capital, labor resources, consumers, suppliers, transport companies, competitors; laws, GOSTs, taxes.

The indirect impact factors include the political state of the country, economic, social factors, weather conditions, seasonality, scientific and technological progress.

Financial and economic transactions are individual actions that cause changes in the volume, composition, placement and use of funds, as well as in the composition and purpose of the sources of these funds.

The financial condition of an enterprise is characterized by the size and use of assets and the sources of their formation (equity capital and liabilities), i.e. liabilities.

Consideration of the balance sheet structure is of great importance for assessing the dynamics of the financial condition.

Analysis of balance sheet indicators allows us to establish growth rates, which is important for the financial condition of the enterprise (Table 2.1).

Table 2.1 Analysis of the dynamics and structure of the enterprise’s balance sheet for 2008-2010

Index	Indicator value						Change
	in thousand rubles	in % to balance currency	in thousand rubles	in % to balance currency	in thousand rubles	in % to balance currency	in thousand rubles	growth rate %
1.Non-current assets
2.Current assets
1.Equity
2. Borrowed capital
3. Raised capital
Balance currency

The structure of the enterprise's balance sheet is not uniform. Analyzing its data, it is necessary to say about the change in the share of the value of own working capital in the value of assets. From the presented balance sheet data it is clear that the organization’s assets for the analyzed period 2008-2010. increased by 146,012 thousand rubles. But, despite the increase in assets, equity capital has a negative value, negatively characterizing the dynamics of changes in the property status of the enterprise.

Structure of the organization's assets 2010 characterized by the following ratio: 86.7% of fixed assets and 13.3% of working capital. Assets of the organization compared to 2009 increased significantly (by 80.8%). While noting a significant increase in assets, it is necessary to take into account that equity capital increased to a lesser extent - by 69.1%. A lagging increase in equity capital relative to the overall change in assets should be considered as a negative factor. However, the assets of the enterprise decreased significantly compared to 2008 - by 247 thousand rubles, while fixed assets increased by 17887 thousand rubles. The balance sheet currency increased by 8%. The active capital of an enterprise is characterized by the ratio of its non-current and working parts. This ratio characterizes the mobility and mobility of active capital. From a financial point of view, capital placed in current assets creates opportunities for maneuverability and is assessed using formula (2.1):

SK = Avn = 247902 = 6.53, (2.1) Aob 37928

where SK is equity capital; Avn - non-current assets; Aob - current assets. It is generally accepted that if the value of this indicator< 3, но >1, therefore, this characterizes the average degree of mobility of the active capital of the enterprise (6.53< 3, но > 1).

Analyzing the value of the organization's net assets, we obtain the following results: in 2008. were 21.5 times less than the authorized capital. As for the volume of assets at the end of 2010, they are 5.7 times less than the authorized capital (Table 2.2).

Table 2.2 Estimation of the value of the enterprise's net assets for 2008-2010.

Index	Indicator value						Change
	in thousand rubles	in % to balance currency	in thousand rubles	in % to balance currency	in thousand rubles	in % to balance currency	in thousand rubles
1. Net assets
2. Authorized capital
3. Exceeded assets over equity capital

It is obvious that at the end of the reporting period the basic legal requirement for the amount of net assets is not met. However, maintaining the current trend can bring the enterprise's net assets to a satisfactory level in the future. The increase in the volume of the enterprise's assets arose, first of all, due to difficulties in selling goods. The opportunity to sell by reducing prices was missed. Inventories, the use of which is unlikely at their book value, mostly lie in warehouses for a long time. It is necessary to consider the issue of their use by selling them externally at reduced prices.

Having analyzed the level and dynamics of financial results according to the income statement, it should be concluded that the final financial result of the enterprise was influenced by the following external factors.

Over the past three years, the cost of tariffs for cargo transportation has increased almost 2.5 times, which caused additional costs for the enterprise. In addition, changes in prices for raw materials, materials and fuel consumed by the enterprise also affected the profit of the enterprise.

In the conditions of market relations, the role of product profitability indicators, which characterize the level of profitability (unprofitability) of its production, is great. Profitability indicators are the most important characteristics of the actual environment for generating profit and income of enterprises. For this reason, they are mandatory elements of comparative analysis and assessment of the financial condition of the enterprise.

When analyzing production, profitability indicators are used as a tool for investment policy and pricing. Profitability indicators are relative characteristics of the financial results and efficiency of an enterprise. They characterize the relative profitability of the enterprise, measured as a percentage of the cost of funds or capital from various positions (Table 2.3).

Table 2.3 Profitability analysis for 2008-2010

Profitability indicators	Indicator (in kopecks) 2008			Indicator values ​​2009			Indicator value 2010
	for the report. period	for anal period past of the year		for the report. period	for anal period past of the year		for the report. period	for anal period past of the year
1. Value approx. sales per ruble
2. Great. approx. from sales in each rub. vyr. realities
3. The amount of profit before tax on rubles of expenses

The presented profitability indicators have negative values ​​at the end of 2008, as a result of the unprofitability of the enterprise. In the reporting period 2008 The enterprise in its normal activities received a loss of -6.3 kopecks for each ruble of sales revenue. However, there is an increase in profitability of sales compared to the same period in 2007. (+3.2 kopecks).

Profitability, calculated as the ratio of profit before tax to total expenses of the organization, amounted to -7.7%. That is, from every ruble spent in 2008. within the framework of the financial and economic activities of the organization, -7.7 kopecks were received. loss. For the same period in 2007 a loss was also received, but by 3.2 kopecks. per ruble less than in 2008 Return on sales in the reporting period amounted to 5.6%. At the same time, there is an increase in profitability of sales compared to the same period in 2008 (+11.9%).

However, profitability indicators have positive values ​​as a consequence of the profitability of the enterprise in 2009. In 2010, the organization made a profit, both from sales and from financial and economic activities in general, which determined the positive values ​​of all three profitability indicators presented in the table.

Return on assets is the most important indicator of the efficiency of an enterprise. The profitability standard, as the ratio of accounting profit to total assets, is the main indicator of inter-industry competition. Return on equity is determined by the efficiency of not only the use of assets, but also the management of capital (own and borrowed). But, since the company actually had no equity (net assets on average for 2008 were a negative value: -7841 thousand rubles at the beginning of the period and -7841 thousand rubles as of December 31, 2008), the calculation of the return on equity indicator is deprived sense and was not carried out (Table 2.4).

Table 2.4 Profitability of using capital invested in business activities in 2008-2010

Profitability indicator	Indicator value in 2008, %	Indicator value in 2009, %	Indicator value in 2010, %	Calculation of the indicator
1.Profitability of production assets				The ratio of profit from sales to the average year. cost of OS and mat.-manufacturer. reserves
2.Return on assets (ROA)				Ratio of net profit to average annual asset value
3.Return on equity (ROE)				Ratio of net profit to average annual profit. the amount of equity capital

During the period under review in 2008, each ruble invested by the enterprise in fixed assets and inventories provided 0.24 rubles. loss on sales. In the year under review, 2009. the situation is similar - since the organization actually had no equity capital (net assets on average for the period under review were a negative value: -10,746 thousand rubles at the beginning of the period and -10,746 thousand rubles as of December 31, 2009), the calculation of the profitability indicator is not was carried out. During the period under review in 2009, each ruble invested in fixed assets and inventories provided a sales profit of 0.2 rubles.

Considering the activities of the enterprise for 2010, it is also clear that since the organization actually had no equity capital (net assets on average for 2010 were a negative value: -9196 thousand rubles as of December 31, 2010), the calculation of return on equity capital is also not was carried out. In 2010 Each ruble invested in fixed assets and MTZ brought a profit from sales in the amount of 0.16 rubles.

The company needs to strive to accelerate asset turnover. The return on equity indicators allows us to conclude that investments of own funds in production did not produce good enough results. The reason for the low asset turnover was a decrease in the profitability of sales of goods, i.e. an increase in production costs due to rising prices for raw materials and materials, and, as a consequence, an increase in prices for products sold by the enterprise.

Having considered the financial performance indicators of the Limited Opportunity Society “Khakaskosmetika”, the following conclusions were made.

Despite the increase in the value of the enterprise's property in 2010, its financial stability deteriorated in a number of indicators. Having a significant value of current assets on its balance sheet, the enterprise needs a larger amount of working capital, despite the significant share in the composition of the property.

Indicators characterizing solvency are below normal, which is mainly explained by the presence of a significant amount of accounts payable at the enterprise. Balance sheet profit in 2010 has increased significantly.

Despite this, after paying income tax, the company did not have enough funds to cover all expenses, resulting in a loss in the reporting period, which indicates the ineffective use of the company's property. The profitability indicators of production assets and investments also increased slightly. In general, the financial and economic condition of the Limited Opportunity Society “Khakaskosmetika” should be considered satisfactory.

2.2 Assessing the company’s market opportunities andcompetitive positions

A large reserve of business activity in Khakassia is small business, which has already become an active participant in the market.

Small business in Khakassia today is a sector of the economy whose importance is recognized at all levels of government. This is a significant number of employed (25-26% of the economically active population of the republic), this is the successful development of many occupations in demand by society, this is significant investment in the economy of the republic, considerable tax revenues (10-12%) and a flexible response to changes in market conditions.

The organization is one of the small business enterprises of the republic.

The sectoral structure of small business organizations for 20010 was presented as follows: 44.7% - industrial, construction and transport organizations, 30.2% - trade and public catering organizations.

In the volume of investments in the fixed capital of the republic, investments from small business organizations account for 0.9%.

The bulk of small business organizations (55.4%, 14% and 14.7%, respectively) operate in the cities of Abakan, Chernogorsk and Sayanogorsk.

The development of small business is occurring at a significant pace; small business is a promising area for capital investment and contributes to the stability of the republic.

Domestic trade and services to the population are one of the most important areas of life support for the population. The modern consumer market is characterized by relatively high saturation and the absence of product shortages. Entrepreneurial and investment activity is highest in this area of ​​the economy.

The consumer market of Khakassia is a large sector of the republican economy, providing goods and services to about 550 thousand people - residents of the republic and its guests.

The industry maintains a leading position in the small business sector both in terms of the number of enterprises and the number of workers employed in it, where about 800 small businesses operate.

In relation to its share in the consumer market, the company uses various options for a “military strategy”.

The leading strategies are the strategy of concentrated offensive and concentrated defense.

Having as many competitors as possible, the company strives to satisfy the needs of its regular customers by attracting them. By taking such defenses in the goods market, the company seeks to maintain relationships, finding benefits for the client, and creating demand. The main task is to create a range of industrial products. The problem of product quality is one of the main ones. If we consider demand strategies, the company uses the following types of marketing:

Remarketing. Depending on the time of year, the demand for some products decreases, so the company uses this type, with the help of incentives, using, in most cases, discounts and delivery bonuses, a minimum of advertising, thereby reviving demand.

Supportive. By conducting research and analyzing the implementation of the business plan, this type of marketing is used to maintain demand.

When choosing target markets, the company determines the degree of their attractiveness using types of marketing strategies. The following factors are taken into account: the size of the segment and the rate of its change; structural attractiveness of the segment; goals and resources of the organization.

After analyzing all the necessary factors, you need to figure out which segments you need to select as target markets. The types of strategies that can be used in the selected target markets are: undifferentiated marketing; differentiated marketing; concentrated marketing.

From time to time, the company conducts critical assessments of marketing effectiveness as a whole, re-evaluating its overall approach to the market, using a marketing audit - a comprehensive, systematic, impartial and regular examination of the company's marketing environment, its objectives, strategies and operational activities in order to identify emerging problems, opening opportunities and making recommendations regarding an action plan to improve the company's marketing activities.

An assessment of the strengths and weaknesses of the enterprise during SWOT analysis is shown in Table 2.5.

Table 2.5 Assessment of the company’s strengths and weaknesses

Strengths	Weak sides
Distribution system
Experienced staff Availability of product stocks Analysis of customer needs	The need for risk
Company's own financial resources
Ability to replenish stocks Uninterrupted delivery of goods Improved quality of work
Organization of company management
Mobile response to objectivity Changes in company form Creation of qualified teams of specialists	Top management allocates resources and personnel
Company image
High level of service Deadlines for fulfilling contractual obligations	Meeting deadlines and accepted obligations with minimal or zero profit

You can assess opportunities and threats using SWOT analysis (Table 2.6).

Table 2.6 Opportunities and threats to the enterprise

Possibilities
Society
Expansion of the goods market	Changing political situation Uninsurance
Market Development Trend
Entering a non-traditional market Modification of product policy	Adoption of new standards
Competitors
Dumping prices Deterioration of the position of some competitors	Production of new generation goods Reducing prices of competitors
Distribution
Growing need for goods Economic growth, increased demand	Risk when assessing the solvency of buyers
Consumers
Entering new market segments	Making decisions about products from a specific seller
Technology
Production modifications	Overcoming product obsolescence
Supply
Building their inventory of goods	Irregular supply of resellers

An analysis of the company's environment showed that it has a number of strengths. Having worked for the benefit of her client for many years, she has established trusting relationships with customers. The company is known not only for its wide range of products, but also for its flexible approach to clients.

When analyzing turnover, experts consider the following characteristics: growth/decline rates of sales; to whom the goods are sold - buyers, their characteristics; commodity structure of turnover; retail outlets where goods are supplied; ratio of warehouse and transit sales; inventory status and turnover; suppliers of wholesale enterprises, their supply volumes. Analysis of wholesale turnover begins with an analysis of changes in total sales in the reporting period in comparison with calculated data or with indicators for previous periods. The growth rate of turnover, growth rate, and changes in value are determined.

When analyzing the sales structure, company management makes decisions on the use of various resources to obtain the expected economic benefits, which can be attributed to three components of the business:

Investment activities;

Primary activity;

Financial activity - the selection of own and borrowed sources of financing to ensure the effective operation of the company.

These business components are highly interconnected. The relationship of financial flows can be demonstrated in the diagram of the company's financial flows, presented in Appendix 3, which contains both the physical and financial flows of the enterprise, as well as the main elements necessary for the overall flow of financial resources. Analysis of sales of food products allows the company to more deeply understand emerging trends in sales decline or growth. In addition, sales analysis allows us to identify promising and unpromising types of sales, as well as those products that require some effort to promote them on the market. Carrying out such an analysis allows the company's management to form more specific and targeted management decisions regarding the sale of products.

The company is analyzing the dynamics and structure of product sales. During this stage of the analysis, the dynamics of product sales is assessed for the company as a whole and in the context of individual product groups, as well as an assessment of the sales structure and structural dynamics.

As part of this, the company monitors trends in sales (growth, stability, decline). If we talk about the structure of the market for goods and services to the population of the republic, the following is obvious.

However, the largest share of the enterprise falls on wholesale trade turnover (Table 2.7.).

Table 2.7 Dynamics of indices of physical volume of goods and services as a percentage of the previous year

The structure of the gross regional product of the republic during the analyzed period indicates an average degree of diversification of the republic’s economy and indicates the development of medium and small businesses in the republic.

This is due to a decrease in the share in GRP of activities that monopolistically determined the main economic trends in the development of the Republic of Khakassia.

If we consider the state of the market, then in Khakassia it is determined by the ratio of supply and demand.

Supply and demand are interdependent elements of the market mechanism, where demand is determined by the purchasing power of buyers, and supply is determined by the totality of goods offered by sellers. The relationship between them develops into an inversely proportional relationship, determining the corresponding changes in the level of prices for goods.

It is obvious that the development of the wholesale and retail market of the Republic of Khakassia directly depends on the state of the republic’s economy. Gross regional product is the main general indicator characterizing the socio-economic development of the region.

The demand values ​​in the Khakassia market have a certain meaning and relate to a certain period of time.

The purpose of the analysis is to effectively use resources and optimize the company's actions to use external factors.

The fundamental property of demand is the following: with all other parameters remaining constant, a decrease in price leads to a corresponding increase in the quantity demanded. There are cases when practical data contradict the law of demand, but this does not mean its violation, but only a violation of the assumption, all other things being equal.

The need to choose a strategy is dictated by the state of the market and its participants. Since there are many sellers of industrial goods and buyers on the Khakassia market, it would be advisable to consider market demand. Price is the most important determinant of the quantity of any item purchased, but there are other factors that influence purchases. These are non-price determinants. When they do change, there is a shift in the demand curve. Therefore, they are also called demand change factors.

Let's consider the influence of non-price determinants. A change in consumer tastes or preferences favorable to goods, caused by advertising or a change in fashion, will mean that demand has increased at each price. Unfavorable changes in consumer preferences will cause a decrease in demand and a shift of the demand curve to the left.

An increase in the number of buyers in the market causes an increase in demand. And the decrease in the number of consumers is reflected in a decrease in demand. The demand impact of changes in money income is more complex. For most goods, an increase in income leads to an increase in demand.

Whether a change in the price of a related good will lead to an increase or decrease in demand for the product in question depends on whether it is a substitute good or a related good. When two products are substitutes, there is a direct relationship between the price of one and the demand for the other. When two goods are complements, there is an inverse relationship between the price of one and the demand for the other.

Consumer expectations regarding future food prices, availability and future income can change demand. The expectation of falling prices and lower incomes leads to a reduction in current demand. The converse is also true.

An increase in demand, other things being equal, gives rise to the effect of increasing prices and the effect of increasing the quantity of goods.

A decrease in demand reveals both the effect of a reduction in price and the effect of a reduction in the quantity of goods. In the market of Khakassia, a direct connection is revealed between changes in demand and the resulting changes in the equilibrium price and quantity of goods.

2.3 Analysis of marketing communications management

Marketing activities at the enterprise are carried out by the Purchasing and Marketing Department, which works to attract buyers of goods and promote them on the market of Khakassia.

Among other things, the responsibilities of department employees include the following duties: interaction with the media, placement of advertising and information materials in the media, concluding business agreements with contractors, media coverage of information about ongoing corporate events of the enterprise, direct work on the sale of goods.

Distribution channels are impersonal media of mass advertising. The company uses advertising in newspapers and magazines, on radio and television, city advertising (billboards), participation in exhibitions, advertising in transport, and public relations.

The trading company establishes friendly relations with the general public, and as part of this, participates in charitable activities, exhibitions and fairs. It is based on the ability and desire to establish contact and beneficial mutual relations with the public.

The company provides almost complete information about spare car parts. This activity is aimed both at the external environment and at the employees of the enterprise itself.

One of the main tasks is to fulfill certain social duties. In practice, activities in this direction involve solving the problems of supporting and developing the initiative of our own employees (relations within the enterprise), promoting the creation of new opportunities for young people (education), supporting the poor (charity), etc.

Thus, human relations represent the impact on public opinion resulting from the activities of the enterprise, its advertising and charitable events.

In turn, the trading company plans activities in this area for future influence on public opinion.

As for the economic efficiency of marketing communications at a given enterprise, the simplest method of determination is to compare turnover before and after the advertising event. According to this method, the economic effectiveness of advertising is determined either by comparing the turnover for a certain period of time when the product was exposed to advertising with data for a similar period of time when the product was not advertised, or by comparing the daily turnover before and after the advertising event in the current period of time.

The first method, when considering data, requires adjustment due to rising prices due to inflation. When using the second method, data for the current year is usually considered, so a direct comparison of indicator values ​​is possible, without the need for adjustments.

For the same reason, the accuracy of the results obtained by the second method is higher than the accuracy of the first method, since an error is introduced when using corrections.

The final conclusions about the economic effectiveness of advertising are obtained by comparing the additional profit received as a result of the use of advertising with the costs associated with its implementation.

The main material when analyzing the economic efficiency of the results of a company’s sales promotion communication activities is, as in the analysis of advertising effectiveness, statistical and accounting data on the growth of trade turnover. Based on these data, it is possible to study the economic effectiveness of one or several sales promotion activities at once, as well as the entire sales promotion activities of the company. However, these measures are not used to their full potential. Measuring the economic effectiveness of sales promotion does not present much difficulty, since these measures have an effect immediately after they are used, and after their end the effect disappears.

The economic effect of advertising events can be: positive - advertising costs are less than additional profit; negative - advertising costs are higher than additional profit; neutral - advertising costs are equal to additional profit.

Consequently, the economic efficiency of advertising can be determined by the method of targeted alternatives by comparing planned and actual indicators, assessed as a result of investing in an advertising company.

The growth of trade turnover in retail outlets where such events are not held is due to the influence of those factors that operate independently of these events. The same factors influence turnover in the store, where advertising and sales promotion activities are carried out.

The economic efficiency of product promotion in this case is calculated by determining the ratio of the turnover growth index of the store where advertising and sales promotion events were carried out to the turnover growth index where such events were not carried out.

An advertising campaign must be based on a specific idea, for the implementation of which it is necessary to develop a special plan. The advertising campaign plan includes: defining the object of the advertising campaign; choosing the goal of an advertising campaign; identifying the target audience; timing and location of the advertising campaign; strategy for choosing advertising media; media planning, budget;

The company's marketing goals at this stage depend on the state of the market and the company's capabilities.

The policy chosen to achieve the goal may be: increasing primary demand, or extensive development, promoting the emergence of new users when the market is just emerging and it is necessary to stimulate demand; an increase in secondary demand, or intensive development when potential primary demand is very small; creating a circle of reliable customers who constantly buy the products of this company and attract new customers due to their commitment to the company; strengthening competitiveness to expand market share through competing products when secondary demand has stabilized or even become saturated and primary demand has not yet been fully developed.

As for the target audience of the enterprise, it consists of people to whom the advertising message is addressed. It must be defined as accurately as possible to avoid scattering of information and unnecessary costs. In addition, this will allow advertising creators to speak the same language with the consumer.

The above describes the incomplete work of management in the field of marketing communications, which gives grounds to offer recommendations in this area by the author of the diploma project.

3. Development of communication activities in the context of marketing for the Limited Liability Company "Khakaskosmetika"

Analyzing the activities of the Limited Opportunity Company "Khakaskkosmetika", we can draw the following conclusion - the enterprise has a future and is able to compete.

However, as a result of the analysis of the activities of the enterprise under study, certain shortcomings were identified. Working in the field of product policy, the company strives to increase the competitiveness of products sold through its quality characteristics and optimization of the product range.

By analyzing its positions, the company decides on its own positioning; however, the company needs a more persistent offer of the goods themselves and its image, which will allow the target market segment to: clearly understand the content of the offer and the reputation of the company and understand its difference (advantage) from competitors. Positioning will make it possible to determine the nature of the perception of the enterprise by target customers.

But to determine the position of a product on the market, it is necessary to understand how the consumers to whom the company addresses determine value for themselves, what their choice is based on, taking into account the offers of competitors, and evaluate the external environment of the enterprise. In addition, the enterprise does not analyze the use of its resources in order to optimize actions to use external factors. The following shortcomings have been identified in the area of ​​pricing policy. The company becomes a leader in the market, it owns, although not the largest, but a large share of it. It does this in the hope of high long-term profits and reduces prices as much as possible. A variant of this goal is the desire to achieve an increase in market share. Taking this into account, it forms the price and marketing activities. As for gaining leadership in terms of product quality, an enterprise can and should set itself a goal

As for the marketing of goods, it is obvious that in most cases the production and consumption of goods do not coincide either in time or in space. Therefore, no matter how diverse the consumer properties of goods may be, a company can count on real commercial success only if their distribution is rationally organized, i.e. their sales. Carrying out a sales policy requires increasing the efficiency of all departments of the company. The enterprise has the necessary staffing units designed to solve the following most important tasks: development of short-term, medium-term and long-term sales strategy; study of factors determining the structure and dynamics of consumer demand for products and market conditions; studying the demand for food and developing long-term, medium-term and short-term forecasts for food consumption; organization of advertising and product sales promotion. However, their activities are minimal.

Sales policy is inextricably linked with demand and with its own production and sales, financial, organizational, managerial and other capabilities. If the sales policy of competitors is obviously more effective, then the enterprise should either leave the target market, or radically modernize the entire sales system in order to significantly increase its competitiveness, or change its production and sales specialization. To better implement a sales policy, it is necessary to strengthen the activities of a marketer, whose responsibilities will include regular research not only of the market, but also of the policies of competitors. In addition, it is possible to introduce units such as “business coach”. These specialists could train company employees in successful sales.

The company in its activities uses such type of advertising as branded advertising (the enterprise advertises the advantages of the enterprise); product advertising (informs about the advantages of the product). Distribution channels are impersonal media of mass advertising. The company uses advertising mainly when participating in exhibitions and city advertising (billboards). However, the company's use of advertising is minimal.

Based on the results of the study, in order to improve marketing communications for the Society with Disabilities “Khakaskosmetika”, the following proposals can be formulated with the implementation of incentive activities within the framework of such elements of the marketing concept as product, pricing, sales policy, communication policy, personnel policy, namely:

1. Carrying out activities within the framework of product policy.

Due to the great competition in the region, Khakaskosmetika LLC, when forming its product policy, it is necessary:

1. offer retail and wholesale buyers a product that is distinguished by the quality and reliability of the manufacturer’s brand;

2. ensure the availability in warehouses and retail outlets of a wide and stable range of industrial goods to meet the demand of retailers and wholesalers;

Providing wholesale customers with additional services related to the sale of products, namely:

Unloading of purchased goods directly at the destination.

Possibility of accepting applications for the supply of goods via e-mail.

Post price lists for goods on the Internet website with mandatory weekly updates.

2. Carrying out activities within the framework of the pricing policy:

Realization of the company’s economic interest based on satisfying the maximum effective demand of retailers (conducting an analysis of prices for products of competing companies);

Developing a pricing strategy by analyzing all external factors influencing decisions;

Providing support to both existing and potential retail customers by offering them installment payments.

Carrying out activities within the framework of the sales policy:

Ensuring long-term market sustainability of the company, using marketing research of the Khakassia market and the activities of competitors using a questionnaire developed by the author (Appendix 4);

Distribution of sales volumes by regions of the republic, i.e. distribution of sales volumes regionally: opening of economically justified bases, warehouses of finished products, which must be justified and generate a certain income:

1. when distributing sales volumes among points in the region, an assessment must be made of the attractiveness of each region for the company,

2. it is necessary to determine the level of profitability of the regions for the company in comparison.

Selecting distribution channels and taking into account which distribution channels competitors use, market accessibility, frequency of purchases by retailers, cost of holding inventory and other evaluation criteria. 4. Carrying out activities within the framework of communication policy. Evaluating the effectiveness of an advertising campaign

One of the main components of communication policy is advertising. The enterprise needs constant popularization of its activities in the territory of Abakan and the Republic of Khakassia through the art of advertising. But we must not forget that advertising is quite an expensive undertaking, so the company needs to analyze how justified the costs of its implementation will be. All this will depend on the correctness of calculations of the economic effect and the foresight of the company’s management.

Study and analysis of the marketing situation;

Determining the costs of achieving each goal and the total amount of expected costs;

Comparison of the amount received with the funds released;

Final Determination of Cost-Effectiveness

It is necessary to use incentives designed to accelerate and strengthen the market response. Basically, the company stimulates sales in the area of ​​price. Below, the author proposes an advertising campaign for the company, consisting of the following activities: placement in newspapers, radio, outdoor advertising, and also provides calculations for its effectiveness. The chosen media carriers were the newspaper “Chance”, radio “Siberia” and radio “Abakan”. Appendix 5 shows the characteristics of the main newspapers in Abakan and the cost data of regional printed publications).

The choice of the newspaper "Chance" is justified by the following indicators: the newspaper's circulation is 30,000 copies, volume - 56 pages. “Chance” is distributed throughout Khakassia, Tuva and the Krasnoyarsk Territory. Has an Internet version.

Radio “Siberia” and radio “Abakan” were chosen as audio advertising media. In terms of characteristics, these means are similar: broadcasting time is around the clock, broadcasting areas: Khakassia and the south of the Krasnoyarsk Territory: Abakan, Ust-Abakan, Chernogorsk, Prigorsk, Sayanogorsk, Minusinsk. Number and estimated composition of the audience: more than 400 thousand people, aged from 20 to 45 years. The source data for a radio commercial is reflected in Appendix 6.

Advertising in the newspaper "Chance" will be placed 4 times a month for a year, the tariff for placing 1 cm2 of an advertising layout is 35 rubles. The layout area is 20 cm2. The tariff for producing 1 cm2 of a model is 15 rubles.

where is the tariff for the production of 1 cm2 of the model, rub.; - tariff for placement of 1 cm2 of advertising layout, rub.; layout area, cm2.

Table 3.1 Costs for producing an audio clip

The following placement of the audio clip was chosen - 8 outputs per day and 10 times during the month.

Let's calculate the costs of producing and posting an audio clip using formula (3.2):

(3.2)

where is the cost of producing an audio clip, rub.; - costs of producing an audio clip, rub.; - costs of placing an audio clip, rub.; t - duration of the video;

SBr=SC; (3.3)

which is equal to the sum of all costs for the production and placement of all types of advertising, and will be:

As a result of the event, the following results can be achieved: the market share of the trading company will increase, which will lead to increased revenue from the sale of goods. Thus, significant savings are evident when advertising in newspapers and radio. In addition, advertising will have a positive impact on the company's image and will indicate that it is “keeping up with the times.”

Do not forget about such an important component of communication policy as Public Relations. It is necessary to establish friendly relations with the general public, namely, charitable activities, participation in exhibitions and fairs.

4. Carrying out activities within the framework of personnel policy

In all difficult times for any organization, the main support, first of all, is the professionalism of its employees. I consider it possible to introduce a “business coach” into the staff, who would train company personnel in the skills of running a successful business.

It is necessary to regularly train enterprise employees in business negotiation skills and conflict management.

Particular attention should be paid to the professional training and business qualities of the heads of the company's structural divisions, which will be the key to successful sales of goods sold by the company.

Conclusion

In this thesis, based on analysis, aspects of marketing communications by a modern trading enterprise were considered.

Marketing communications, as well as international marketing in general, are based on the fundamental principles of marketing.

This means that marketing is a system of activities and a set of technological techniques that allow an enterprise to win and subsequently maintain profitable clientele through constant monitoring of the market in order to influence its development or, in the worst case, adapt to it.

To successfully implement a marketing program, it is necessary that the marketing message at each point of contact works to convince the buyer of the merits of the product being offered.

Hundreds of different types of communications can be used to disseminate marketing messages.

The process can be carried out either through a developed marketing communications program or through the unplanned use of elements of the marketing mix and other methods of establishing contact.

The main levers of managing the marketing mix are in the hands of the head of the marketing service, and therefore many marketing decisions are controlled directly by him. However, these decisions are not always considered from the perspective of establishing marketing contacts, and communications specialists may not be involved in planning the marketing mix.

There are six successive stages of the effectiveness of integrated marketing communications: contact (consumer with advertisement); data processing; communication effects and brand positioning; actions of target buyers; increasing sales volumes or market share, creating brand equity; Receiving a profit.

Based on the information received about the state of production and commercial activities, market conditions, and the state of the external environment, the long-term plan is updated, the company’s goals are adjusted, many tactical decisions are made related to strengthening the position in the market, short-term plans are developed to achieve final practical results, tools are used to integration of marketing communications.

Ancillary marketing services include a variety of marketing tools that are used to build buyer confidence in a product and its manufacturer or to help close a potential sales transaction.

Every effort must be made to ensure that communications with consumers are effective, becoming key factors in the success of the company.

During the study of marketing communications of the Limited Liability Company "Khakaskosmetika" the following main results were obtained:

1. The role of marketing in the organization is considered.

Marketing communications are analyzed.

Communication activities in the context of marketing have been developed.

Based on the research conducted, we can conclude that the prospects for the development of the activities of the trading enterprise Limited Liability Company "Khakaskosmetika" are quite extensive. This enterprise is one of the leaders among its peers in the region. Having examined the processes of marketing communications theoretically and reviewed the financial situation, we can give the following recommendatory conclusions: The enterprise needs to constantly focus on the market, based on the principles of the modern marketing concept, which means the formation of a new way of thinking, the development of communication ties between the enterprise and the market. It is expressed through achieving maximum profitability of a given small business through consumer satisfaction with the correct organization of the sale of goods through the use of marketing communications.

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Development of recommendations for improving the marketing communications system in the company METROCash&Carry LLP

Main directions for improving the marketing communications system

Currently, two main factors influence changes in marketing communications. Firstly, due to the fragmentation of sales markets, marketers are no longer focused on mass marketing. Secondly, the rapid development of computer and information technologies contributes to the active exchange of information between disparate markets. The shift in the center of gravity of interests from mass to specialized marketing has a decisive impact on the use of company promotion means.

The foundation of communication policy is the formation of public opinion. This is due to the nature of this activity, as well as its actualization associated with development trends in both the global and domestic consumer markets.

As the domestic market becomes saturated, enterprises begin to face emerging difficulties in differentiating products through quality and price, due to increasing manufacturing standards. In this regard, the importance of individual elements of the marketing communications complex, mainly those related to the formation of public opinion and related to image management (branding), is being updated. The growing importance of the company's reputation as an object of management of public relations tools, the growing importance of image management, suggest a further increase in the importance of public opinion formation activities. In terms of investment volumes, these activities may not occupy a dominant position, but the importance attached to tools for shaping public opinion, especially in terms of image management, is growing.

Purposeful formation of public opinion plays an important role in coordinating actions within the framework of communication policy. By forming a certain public opinion that satisfies strategic goals, the enterprise creates conditions in the external environment that are conducive to the implementation of functional tasks set for the promotion complex as a whole. Therefore, the activity of forming public opinion is primary in relation to other elements of the promotion complex.

Secondly, if funds allow, you can participate in various city projects as a sponsor. A company's support of a sporting event (for example, a track and field relay) will allow it to give the competition its own name, the opportunity to run a pre-race promotion, or place billboards and banners with the company's name and logo at the event site. Expected results from sports sponsorship:

• - gaining fame. Wide coverage of the competition, both in electronic and print media, opens up wide opportunities for the sponsoring company to disseminate information about itself. Recently, there has been a significant increase in interest in sports due to the fact that communication through sports provides much more opportunities for a brand to communicate with the target audience, and it is much cheaper than direct communication channels;
• - forming a connection with a certain lifestyle. The era of influencing a mass audience is over. Today, companies address each narrow target segment with a separate marketing message. Sponsorship provides an effective channel for such personalized communication. It allows you to divide consumers by age, gender, income level and territory, that is, segment the market according to geographical, ethnic, psycho- and demographic principles;
• - merchandising opportunities. Linking to a sporting or entertainment event may be reflected in the seasonal display of goods. This will give them an attractive ambiance, brightness and uniqueness (and the strategy for laying them out can be implemented in a few weeks or even months.

Thirdly, to establish contacts and build long-term relationships with clients, use network marketing tools, for example, the Internet. Today, the development of social networks, blogs, electronic file-sharing sites, online business press, etc. makes this area the most attractive for communication with consumers. The first direction is the creation of an electronic store. You can start your own store on the Internet or buy a place in a commercial on-line service.

The second direction is participation in non-profit network resources. Such participation increases the company's authority and trust in it. The three main resources of this kind are forums, newsgroups and electronic bulletin boards.

The third direction is placing advertisements on computer networks. An organization can place an advertisement in a commercial on-line service in three ways. First, large services have a special section for advertising, divided into thematic categories. Second, you can place advertisements in certain newsgroups. You can use on-line bulletin boards, which, one way or another, arise with various popular services.

The fourth direction is the use of electronic mail (e-mail). Using an email address, a company can provide its customers with the opportunity to ask questions, express wishes, suggestions and even complaints. Through email, marketers can quickly reach customers.

As a result of using Internet resources, the company has the opportunity to contact each consumer personally and let him know that he is valued. In addition, the marketing department receives information to analyze the effectiveness of the marketing communications system.

In the consumer market, the seller works with visitors to the retail outlet as carriers of needs generated by public relations events and advertising. Its main task is the consumer to perform an action, that is, a purchase; in addition, it is no less important for the seller to maintain and strengthen consumer loyalty.

To summarize, the application of the concept of integration optimizes audience reach due to a clearer target orientation; creates conditions for faster and more effective branding; concentrates efforts to attract public opinion leaders to the side of the company; creates two-way communication with consumers; demonstrates the social position of the manufacturer; contributes to the compilation of detailed databases regarding specialists and consumers with the possibility of continuing communication.

Recommendations for the company's participation in various city projects as a sponsor are aimed at gaining fame, creating a positive attitude among consumers, and forming a connection with a certain lifestyle. Directions for using network marketing tools, namely the Internet, are proposed. The first direction is the creation of an electronic store. The second direction is participation in non-profit network resources. Such participation increases the company's authority and trust in it. The three main resources of this kind are forums, newsgroups and electronic bulletin boards. The third direction is placing advertisements on computer networks. The fourth direction is the use of electronic mail (e-mail).

Constant and intensive work with sellers is recommended, namely conducting trainings and business games. The marketer needs to provide information about the results of promotions, thematic events and other sales promotion programs. This will increase the importance of the contribution of each store employee to achieving the common goal of increasing profits. Thus, the proposed recommendations make it possible to solve the identified shortcomings in the marketing communications system.

Development of recommendations for improving the marketing communications system in the company "M. video"

The main directions for improving the marketing communications system.

The traditional concept of marketing identifies four components of the complex - product, price, distribution channels and promotion. In addition, in relation to the field of trade marketing “M. video" it is necessary to add three additional factors - changes in the staff, personnel and advertising of the online store - that influence the marketing activities of retail enterprises.

With successful advertising, traffic to the online store “M. video" should increase, therefore, the company's profit, in addition to the profit received from the work of regular stores, will increase. This is due to the fact that sales of goods will increase, along with payments for deliveries, etc.

To calculate the profitability of an online store, we need the following indicators:

• 1. Volume of the target audience in the sales region.
• 2. Planned traffic to the online store.
• 3. Conversion - the ratio of the number of visitors to the number of sales per day.
• 4. Profit from one transaction.
• 5. Cost of delivery of goods.

First, let’s estimate the size of the target audience and find out how many commercial requests there were over the past month for the keywords “TV sales,” “online store of video and audio equipment,” and similar ones.

The monthly volume of the target audience is more than 100 thousand requests.

The next factor that influences the trade marketing complex is personnel, in other words, employees of a trading enterprise who serve customers. The competence and politeness of retail employees is one of the main reasons why customers are more likely to choose one retailer over another.

It is very important that sales staff enjoy their work. "A happy employee is a happy customer." Equally important is “creating team spirit among employees.”

Marketing service.

The main functions of this marketing department are:

• -Market research, forecasting demand and product sales.
• -Analysis of the effectiveness of marketing decisions.
• -Study of supply volumes, quality of competing products, their advantages and disadvantages compared to the products of a given enterprise, etc.

For the functioning of this bureau, it is necessary to hire one person for the position - a marketing specialist, and additionally organize a workplace equipped with a PC.

Below in Table 3 is an approximate calendar plan for organizing and using temporary resources that can be spent on the process of organizing a marketing service.

Based on the results of the plan, we can draw the following conclusion: it will take approximately 12 weeks to organize a marketing service at M.Video Company OJSC. That is, within three months it is possible to carry out all the necessary transformations and launch the newly formed service.

Economic effect from the implementation of the proposed measures

To stimulate the creative activity of employees, in our opinion, there must be an opportunity for real career growth. For example, the most interested employees can actively participate in special seminars and working groups involved in developing models of flexible customer service and improving the level of service.

A possible additional stimulating factor for sellers: an employee can purchase a product on a preferential basis and thus really feel the further need to improve the quality of service. In addition, employees, being closer to customer needs, know better how to satisfy them. Thus, approximately 80% of the surveyed M. sellers video" can offer their options for improving the quality of services provided. If you look at the structure of remuneration for trade workers in general, they basically receive money for a certain volume of goods sold.

Thus, when remunerating salespeople, the factor of their formation of long-term relationships with the client is not directly taken into account. Therefore, it is not surprising that there is a certain category of workers who are aimed exclusively at quickly completing a purchase and sale transaction and do not care at all about whether the buyer will come to this store again after the purchase. About 80% of buyers strongly condemn the fact that the seller is focused only on the result of the purchase of the product and the profit generated, and not on satisfying the customer’s needs.

The period for covering the costs associated with the implementation of the project shows the time required for the enterprise to return the amount of invested costs, and is determined by the ratio of the amount of costs to the average annual amount of net profit (i.e., profit remaining after taxes) and depreciation charges:

T - period for covering costs associated with the implementation of the project;

K - amount of costs;

P - average annual amount of net profit;

A is the average annual amount of depreciation charges.

The shorter the payback period of the project, the more effective the investment of capital.

By subtracting direct costs and business expenses from the revenue received, we obtain taxable profit; After deducting taxes, we get net profit (P). Commercial expenses according to the regulatory documents of OJSC Company M.Video amount to 300,000 rubles.

P = 2187743.5 - 460,000 = 1,727,750 - 414,660 = 1,313,090 rubles.

T = 631,360 / 1,313,090? 0.5 years

Thus, we see that due to net profit, the costs of this project will pay off approximately 0.5 years or 6 months after its implementation.

For an organization that has a constant, stable income, over time the question arises of expanding its capabilities. In this case, they consist of increasing the staff and organizing an additional marketing service, which will pay off over time and bring new income to the company.

Currently, the most effective means of website promotion are (in descending order of effectiveness):

• 1. Search engine optimization (the presence of your site in the search engine results for the keywords you need) - is done at a time and costs about 4,000 rubles.
• 2. Displaying ads in the Yandex. Direct" - is carried out monthly and costs about 3,000 rubles. per month.
• 3. Offer on the Yandex trading platform. Market" - is done at a time and costs 14,000 rubles.
• 30 visitors came through advertisements in Direct. Based on the data on the cost of keywords, in order to get 30 guaranteed transitions per day, we need to invest in contextual advertising in Yandex. Direct" about 3,000 rubles. per month. As mentioned earlier, search engine optimization will cost us an average of 4,000 rubles. per month. Thus, the total advertising budget of an online store using search engine optimization and the Yandex.Direct service will be approximately 7,000 rubles. This budget is enough to ensure 2-5 sales per day.

Final calculations taking into account all indicators affecting profitability.

Let’s put together all the indicators discussed above and calculate the planned profit of the online store. Fixed costs will not be included in the calculations. Since the company already has an office, a dispatcher, accounting and a website for receiving and processing orders.

• 1. The average cost of delivery is 150 rubles.
• 2. Profit from the transaction after taking into account delivery costs is equal to 750-150 = 600 rubles.
• 3. As variable costs for attracting customers, we include the costs of optimizing and promoting the site - 7,000 rubles. per month.
• 4. Thus, with 3 sales per day we get: 600 * 3 * 30 - 7000 = 4,7000 rubles.

Of course, this is a simplified calculation, but it demonstrates a general approach to determining the economic feasibility of operating an online store.