Ozheredov V.V., Doctor of Technical Sciences, Prof. Nikitina L.N.

Let's consider the development of measures to optimize the sales policy of an enterprise using the example of Salyut CJSC, which produces children's clothing.

CJSC Salyut produces and supplies clothing for children and adolescents aged 3 to 17 years to the Russian market.

The company produces a wide range of children's clothing: from light dresses for girls and suits for boys to jackets and coats made of raincoat fabrics.

The range and dynamics of sales of products of JSC "Salut" are given in table. 1.

Table 1. - Assortment and dynamics of sales of products of JSC "Salut"

The company sells its products in a company store during production, as well as in intermediary store chains.

In 2013, there was a decrease in sales volumes of Salut CJSC for the majority of manufactured goods. A similar situation is observed in many companies operating in this segment. Analysts explain this by a decrease in market demand due to a slowdown in economic growth and a decrease in real incomes of the population. In such a situation, one of the priority tasks for any enterprise is to increase the efficiency of the enterprise's sales policy. In a company store, the company independently implements a pricing policy, and in intermediary networks, the intermediaries themselves are engaged in pricing based on their own financial goals, which ultimately leads to higher prices for products for the end buyer compared to company trade and, as a result, leads to a decrease in sales volumes.

Lower prices in a branded store are due to the absence of transportation costs and low rental rates. Thus, a higher level of competitiveness of goods sold in a company store is achieved in comparison with goods sold in intermediary structures. At first glance, the company ZAO Salut should completely shift the emphasis in sales from intermediary services to branded trade, however, such an opportunity seems unlikely, since the use of intermediary services expands the sales territory, and opening its own branded stores throughout this territory will require the company will incur significant financial expenses, which will ultimately lead to higher prices for products. According to the results of a consumer survey conducted by the Salut company, only 36% of children's clothing buyers, even taking into account the positive price difference, are ready to buy clothes in specialized brand stores. This is explained by the lack of related children's products (toys, baby food, etc.) in specialized stores. Consequently, in the case of opening a branded store in close proximity to a network intermediary store, the company can count on only 36% of customers who previously purchased Salut goods in a network intermediary store, and taking into account the difference in price, will begin to use the services of the company’s company store.

Based on the available data, we will provide an economic justification for opening additional stores (or refusing to open) in different areas of St. Petersburg.

Rent of premises 40 sq. m

2) It is advisable to open branded stores in the Krasnogvardeysky and Krasnoselsky districts; there is one store of intermediary networks operating here, therefore, branded stores will be able to reach sufficient sales volumes and show high profitability in annual terms.

List of used literature sources.

Nikitina L.N. Doctor of Technical Sciences, Prof., Head. Department of Economics and Finance SPGUTD.

[email protected], [email protected]

St. Petersburg State University of Technology and Design.

Recommendations for improving the sales policy of the Composite Group holding

Like any other enterprise operating on the market, Composite Group Holding was initially faced with the task of choosing the most effective distribution channel, and in practice we are not talking about a separate channel, but about one of the possible combinations of several distribution channels.

The choice of distribution channel is determined by the purpose of the product and depends on many factors and the importance that the management of the enterprise attaches to each of the factors at a certain point in time.

A distribution channel for an enterprise is a system that ensures the delivery of goods to points of sale. At a factory, such a system consists of elements of the internal environment of the organization and the external environment.

Elements of the internal environment:

• 1. order processing,
• 2. selection of transport parties,
• 3. output control,
• 4. packaging,
• 5. preparation of documentation.

Elements of the external environment are the actual distribution channels. They perform the following functions:

• 1. research (collection of marketing information),
• 2. sales promotion,
• 3. establishing contacts with potential buyers,
• 4. pre-sale preparation of goods,
• 5. organization of goods distribution (transport, warehousing),
• 6. financing,
• 7. Taking risks.

When choosing a sales channel, Composite Group Holding also takes into account what sales channels competitors use, market accessibility, inventory storage costs and many other evaluation criteria. Simultaneously with the choice of distribution channel, the type of sales of each product is provided.

Sales organization must be carried out in accordance with the entire complex of market and production factors of the enterprise. Without this accounting, the sales system comes into conflict with the marketing strategy.

It is in the sales system that the result of all marketing activities is concentrated. Therefore, even a well-developed and correctly calculated marketing strategy can fail if the sales system does not meet the objectives.

In the conditions of market relations, when organizing sales, exceptional importance is attached to an individual approach to consumer enterprises, the importance of personal contacts with consumers, and the specialization of sales personnel in the sale of certain types of products (especially technically complex ones).

The main way of selling products at the plant is through its own sales network. Those. The manufacturer directly sells the product to the consumer organization, bypassing the intermediary. This channel is also called the direct marketing channel, which accounts for more than 60% of the transactions at the factory. There are a number of advantages in this regard. For example, an organization can exercise better control over its employees and, if necessary, they can be reinforced or reassigned to other areas of production with better prospects. The costs of own sales personnel are generally lower, and their efficiency is higher.

In general, its own sales network is focused exclusively on selling the company’s products in accordance with the strategy being implemented. And thus the company directly controls the progress of implementing its strategy in the market. In addition, such a sales system allows the company to maintain direct contact with consumers of its products.

At the same time, organizing your own sales network seems advisable if there is a sufficient volume of sales on the market. If the plant served a narrow market segment and individual non-regular customers, then using its own sales staff would, of course, be inappropriate.

But it is also worth considering that an enterprise, as a rule, combines this sales method with sales through intermediaries: exporters, dealers, distributors and brokers. They account for about 40% of all transactions carried out at the enterprise.

The sales system through independent intermediaries has its advantages in certain situations, for example, when introducing an enterprise's products into new sales markets, when its own sales system has not yet been created. In some cases, the use of an independent sales network is also necessary in the main market, if this network is represented by strong competing enterprises due to their good market development, close contacts with consumers, or due to their financial strength.

Establishing connections with independent sales organizations for the plant can help oust competing enterprises from markets that cooperate with the same agents on less favorable terms.

The use of independent intermediaries is of particular importance in cases where the enterprise is interested in providing the consumer with related services that it is not able to provide on its own, while sales companies are engaged in providing such services.

Each element of product distribution takes its place in its overall system. Based on this provision, it is necessary to develop several options for the goods distribution system, differing in the type of transport, transportation routes, etc., in order to choose the optimal one.

The efficiency of distribution of finished products is also determined by the efficiency of inventory management of finished products, which can be carried out on the basis of a “fixed order size” or a “fixed interval”.

The essence of sales organization based on a “fixed order size” is that, by agreement between the plant and the consumer (or other recipient of the product), a fixed quantity of ordered products is established, and the order time is a variable value. Then transportation costs are optimized. The “order point” is the moment when the stock of finished products in the warehouse reaches a predetermined value. With this method, regular monitoring of finished product balances in the warehouse is carried out.

The essence of a “fixed interval” sales organization is that orders must be fulfilled regularly, at a predetermined time interval, but the quantity of items may be different each time. The maximum amount of finished goods stocks in the warehouse in this case should provide the consumer during a fixed interval and include a constantly renewable guarantee stock. By the time the fixed time interval expires, the quantity of products sold is established and a new required quantity is produced.

In the context of direct economic relations between manufacturers (suppliers) of products and consumers, the organization of legal and claims work takes on special importance. This function at the enterprise is performed by highly qualified lawyers who know all the regulatory materials governing the relationship between suppliers and buyers.

Not unimportant in sales activities is the presence of trade communication of the enterprise, i.e. transfer of trade information from one consumer to another. Trade communications should include all forms of influence and ensure targeted transfer of commercial information to interested parties. Its goal is to transmit information about the product through all channels of its promotion to create a favorable attitude towards the company that produces it.

At the factory, trade communication is carried out through:

• 1. demonstration of the product to trade representatives, trade and purchasing organizations, consumer enterprises and other interested parties;
• 2. conferences (trade, scientific and practical, etc.), fairs;
• 3. commercial correspondence and newsletters;
• 4. advertising, catalogues, exhibition materials, etc.

The success of an enterprise depends on the preparedness of its sales personnel, the formation of which is complex and expensive. The factory supports the idea that sales personnel must be able to create a situation in which the client himself would like to have a conversation.

There are a number of key points that need to be taken into account when preparing negotiations with a client:

• - arrange a meeting in advance, set the time for negotiations, determine the interests and needs of the client;
• - be able to make assumptions, justify the advantages of the product, the benefits of the client, inspire confidence in the enterprise and the transaction, encourage people to buy products and conclude a deal.

At an enterprise, an important condition for successful negotiations is that the seller (i.e., the plant) has the necessary documentation (brochures, catalogs, prospectuses, etc.), which is prepared in such a way as to instantly attract the client’s attention and interest him in the transaction. Their quality reflects the culture of the company, so it is prepared by professionals. Important criteria for this are:

• 1. the material from which the advertising products are made;
• 2. decoration;
• 3. information about the product and its areas of application;
• 4. information about the enterprise.

A salesperson must not only know how to sell, but also believe in the business and its product. Without a firm belief in the need for these three components of success, the salesperson will not be able to convince the client. Conviction breeds enthusiasm, which in turn makes success possible.

In connection with the release of new, previously unproduced products, the plant needs objective information about its consumer characteristics, as well as places and forms of sale, i.e. advertising of these products.

Participation in exhibitions, screenings, demonstrations, prototype exhibitions, fairs, consumer and press conferences allows you to realize the communicative function of advertising. Maintaining the required level of communication is a guarantee of timely response to changes in external conditions.

To increase the efficiency of advertising management, interaction with advertising organizations is of no small importance, which allows maintaining a high level of demand for products at the stage of mass production and forming a favorable attitude towards the appearance of a new product on the market.

The enterprise's sales system is no exception, without which comprehensive enterprise management is impossible. Today, lack of proper attention to sales issues leads to a decrease in the effectiveness of management decisions. However, it should be noted that the problem of assessing the effectiveness of the sales system and other systems is quite complex because: There is a wide variety of organizations on the market that have both similar parameters and characteristics and significantly different ones.

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Developing an organization's sales strategy is part of strategic planning. Strategic planning is one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions; the functions of organization, motivation and control are focused on the development of strategic plans. The dynamic process of strategic planning is the umbrella under which all management functions are sheltered; without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way of assessing the purpose and direction of the corporate enterprise.

The process of developing a marketing strategy is one of the stages of strategic planning of an organization.

Developing a marketing strategy is the process by which individuals and organizations can:

understand the market and predict market trends;

understand the needs and desires of different buyers, including the percentage of potential buyers of the company;

fight and defeat competitors;

understand the organization's strengths and weaknesses compared to its competitors;

develop competitive products and services;

test the assumptions included in the plans;

define marketing goals and strategies;

create maximum motivation among staff;

optimize the use of limited resources, both financial and human;

position the company and its products to achieve stability and growth in volatile markets.

The main players in the marketing strategy development process are:

organization or company;

consumers (markets are people, not products);

competitors

Definition of the research problem. Defining the problem is the formulation of the object, subject and method of marketing research. The implementation of this operation focuses on the collection and analysis of specific information necessary for making a management decision. Since the cost of the study is determined by the chosen method of analysis, the method of conducting it must be chosen at the stage of formulating the problem.

Development of the research concept. Marketing research is part of strategic planning and serves to reduce the uncertainty surrounding marketing decisions.

After clarifying the problem, the next stage of research is to find out how the problem can be solved. At this stage, a detailed plan for further action should be developed. Developing a research concept includes defining the hypothesis, data collection method, and sample size.

The central link is the formulation of a theoretical hypothesis, an assumption that requires confirmation as a result of marketing research. A hypothesis contains preliminary explanations for a particular event. It must be quantifiable. The formulation of a hypothesis is necessary, first of all, for two reasons: firstly, for subsequent statistical testing; secondly, to limit the researcher’s possibilities for manipulation. The hypothesis must meet the requirements of categoricalness, unambiguity and verifiability. The company must decide which products and which markets it should pay attention to.

The next step in developing a research concept is choosing a data collection method.

Methods of collecting and processing information for marketing management. Information support for strategic programs and marketing plans includes a set of methods for collecting and processing information and analyzing the results of the company's marketing actions.

Methods for collecting and processing information in marketing management include:

survey;

testing;

sample survey;

experiment, etc.;

Methods of data collection when conducting marketing research can be combined into two groups: quantitative and qualitative

Quantitative research is usually identified with conducting various surveys based on the use of structured, closed-ended questions that are answered by a large number of respondents.

The characteristic features of such studies are: a strictly defined format of the collected data and the sources of their receipt; the processing of the collected data is carried out using ordered procedures, mainly quantitative in nature.

Qualitative research involves collecting, analyzing, and interpreting data by observing what people do and say.

Observation. Observation methods form the basis of qualitative research and involve an outsider's perspective rather than communication with respondents.

Observation in marketing research is a method of collecting primary marketing information about the object being studied by observing selected groups of people, actions and situations. In this case, the researcher directly perceives and records all factors related to the object being studied and significant from the point of view of the objectives of the study.

For successful observations, certain conditions must be met.

1. Observations should be carried out over a relatively short period of time. For example, from a time and cost perspective, it is hardly advisable to observe the entire home buying process. But this observation can be carried out in parts, at individual stages of this process.

2. The observed processes and phenomena must be accessible to observation and take place in public. This requirement is not satisfied, for example, by a private conversation.

3. Observations should be made only on behavior that is not based on frequently repeated, systematic activity: the respondent is not able to remember its course well. Thus, a driver usually cannot remember what radio program he listened to in the car last Monday on his way to work.

Typically, the observational method is used in conjunction with other methods. The results obtained in this case complement and verify each other. Thus, if observation is used to control data obtained by other methods, it should be as strictly structured as possible and carried out under the conditions in which the information it controlled was collected.

When planning an observation, first of all, it is necessary to develop a hypothesis, on the basis of which it is possible to build a classification system for those facts and phenomena that form the basis of the observed situation and meet the goals of the study. Without this, the facts recorded will be isolated, uncertain and therefore meaningless. However, the classification system should not be made entirely complete and rigid, otherwise the researcher will be forced to discard all facts that do not fit into it.

The focus group method refers to a group of qualitative methods for obtaining information, aimed at examining collective ideas regarding a variety of areas for improving manufactured goods (their quality, design, packaging) and increasing the effectiveness of advertising campaigns. The peculiarities of buyers' perception of a trademark, the nature of its use, methods of promoting goods, emotional and behavioral reactions to certain types of advertising, etc. are studied.

Qualitative methods for obtaining marketing information include in-depth interviews, protocol analysis methods, projection methods, etc.

Survey methods refer to quantitative methods for collecting primary information in marketing.

The survey can be either structured or unstructured. In the first case, all respondents answer the same questions; in the second, the interviewer asks questions depending on the answers received. When conducting a survey, a group of respondents can be subjected to either a single or multiple surveys. Since, as a rule, large samples are used when conducting these studies, these studies are usually called sampling

Methods for assessing information.

Expert analytical methods. The essence of these methods is that a marketing expert, studying a specific economic issue or phenomenon related to the activities of a company, breaks the complex phenomenon under study into its component parts, considers the behavior of individual elements and their relationships, and then draws a conclusion using analytical methods. This group of methods includes, first of all, an arsenal of economic and mathematical methods.

Methods of communication coordination. The peculiarity of this group of methods is that they are located at the intersection of economic problems of marketing management and problems of understanding and perception of partners among themselves in the process of business activity. The effectiveness of the entire marketing management process depends on how well-coordinated the processes of communication and communication coordination are. The methods of communication coordination are based on the results of knowledge of the psychological reactions of the individual and his behavior in the group. It takes into account that the process of transmitting and evaluating information involves people with feelings, inclinations, requests, emotions, their own opinions and ideas.

The method of reflective diagnostics belongs to a special area of ​​marketing management methods, which boil down to the ability of the system and its participants to carry out a special kind of logical and analytical operations using special technology.

Matrix positioning method. This method of assessing information requires distributing information across a matrix depending on the value of each cell. Depending on the complexity of the class of tasks, the matrices can have different contents; the matrix-positional structure of information content for making investment decisions in the class of marketing management tasks is the division of the information canvas into squares (or, in other words, positions) of the matrix, where the information content of each The square (position) represents interrelated sections devoted to the activities of the enterprise.

Analysis of market conditions. When developing marketing strategies, companies must consider the strengths and weaknesses of both their own and their competitors, as well as the needs of consumers. In this approach to strategy development, called the "strategic triangle", the criteria for a company's success are superiority over competitors and good satisfaction of customer needs.

Consumer analysis. A clear understanding of customer needs and demands plays a central role in marketing planning and building a marketing strategy. After all, the very concept of marketing says that the customer should be at the center of all decisions. If a company wants to benefit from serving their needs and seize opportunities, it must develop a detailed profile of its customers' needs. For example, she must know exactly what combination of product characteristics, what level of service, what prices, what terms of payment and delivery, what promotion is needed for each type of buyer. Any uncertainty in these matters will likely result in reduced effectiveness of marketing programs.

Profile of buyers. At this stage, a formal short profile of the main types of buyers is built and at the same time a list of their core values ​​is compiled, i.e. those factors that buyers consider most important when making a purchase.

Analysis of the purchasing process and the factors influencing it. In addition to a deep understanding of buyer core values, sales organizations also need to understand how and why organizational buyers make purchases. This is all the more necessary due to the fact that the purchasing mechanism inevitably affects the nature of customer needs. Understanding the purchasing process helps companies target their marketing efforts to most effectively influence a consumer's purchasing decision.

Analysis of competitors and their strategies. The first step in the study of competitors should be an assessment of the degree of competition in the selected market (perfect, imperfect competition or monopoly). Next we should move on to the competitors themselves. It is necessary to determine: what part of the market the competitor controls, how quickly its development occurs, the quality of the competitor’s product, its price, form of advertising and sales, technical support.

Formation of a marketing plan. In the marketing plan, first of all, issues related to the needs of customers that the company intends to satisfy, the characteristics of the company’s main products (technical and consumer), the markets for these products are considered: market capacity for each nomination, market share occupied (planned) by the products of this company , the state of competition, legislative restrictions, business trends and socio-economic.