Encyclopedia of Marketing. Improving the product range in the store Expanding the range of goods and services

How to increase sales by changing the assortment.

Initial statement of the problem.

At one of the round tables, when issues related to the possibility of increasing sales were discussed, one of the participants asked a question - how can sales be increased by changing the assortment?

It was a regional distributor of household chemicals, hygiene products, cosmetics, perfumes, and household goods, which sold to both wholesale and retail customers in the city and region. He explained that the issue of assortment is one of the areas for increasing sales that they are considering in their company.

As a result, based on the answer to his question, this article was born. The complexity of this issue is that the assortment specialist is responsible for increasing sales only in the retail segment, and for other types of business this is not so obvious.

Therefore, within the framework of this material, we tried to simultaneously combine two different points of view of specialists who consider this problem from different positions. From the position of an assortment management specialist and from the position of a sales management specialist.

Arthur: expert in analysis and inventory management, analyst.

Nikolay: expert on complex sales increase projects.

How to build a product line to increase sales?

Nikolai : It is better to consider this separately: the task of increasing sales for the company and the task of assortment analysis and its capabilities for solving this problem.

Another factor we must consider is what kind of business we are considering this task for.

The possibilities of using assortment analysis to improve business and sales efficiency depend on what we are considering:

An industrial company that carries out production,

A trading company that resells goods,

Retail trade (chain companies).

In all of these cases, the task of increasing the efficiency of assortment management and forming an optimal “product line” will differ.

Arthur: I would also add the question of how we formulate the goal of increasing sales efficiency. We want to increase turnover or profitability of sales and the entire company. These are somewhat different tasks, although the analysis tools may be very similar. There are nuances that must be taken into account depending on the goal.

Nikolai : In this case we are considering typical set problems of a trading (distribution) company and opportunities to increase its sales.

First, in order to increase the sales volume of a trading company, you can consider using a whole set of sequential algorithms, the effectiveness of which depends on the specific situation.

In most cases, the solution to this problem is complex...

In the most general form they can be reduced to:

Increasing the efficiency of the existing sales system,

Attracting new clients,

Increasing the efficiency of working with existing clients,

Expansion of sales geography,

Expanding or narrowing the product range.

Secondly, in this case we will consider only those issues that are related to the analysis of the assortment and product line and how the results obtained can be used for the task at hand.

So it is given: trading company,

a) local distribution - sales geography city and region,

b) clients - retail companies, small and medium wholesale,

c) assortment, trade matrix: household chemicals, hygiene products, cosmetics, perfumes, household goods

Arthur: First, we need to agree on basic terminology so that we do not have differences in their understanding.

The first concept is " assortment policy". This is a document that reflects what we consider our assortment, where and what assortment we buy, how and to whom we sell it.

Ideally, the “assortment policy” defines long-term objectives and indicates general rules and principles of assortment management. As a rule, “assortment policy” is one of the sections of the company’s strategy.

The second concept is "assortment matrix". It includes a listing and description of all the products the company works with. This matrix reflects the division of the assortment into groups, subgroups, categories, etc. It describes the important characteristics and properties of goods, their roles, input and selling prices, and much more. A correctly formed matrix will allow you to use modern analysis tools, such as OLAP cubes and Data Mining.

The assortment matrix is ​​the very working tool with which we can change and manage the composition and behavior of the assortment. The more complete (informative) and rigidly it is built into the company’s business processes, the more effective the analysis and management of the product line. Based on the information contained in the matrix, we can analyze different sections of the data. Typically, the matrix indicates whether the assortment belongs to certain product groups, subgroups and categories, suppliers, the start date of sales of the assortment, seasonality, minimum order, etc.

The third concept is “business processes of assortment management.” They can be different in a company - it depends on the corporate culture of the company and the distribution of responsibilities within it. Business processes include the following: “input and output of assortment into the assortment matrix”, “purchases and returns”, “pricing”, “analysis of sales and balances”, “promotions”, etc.

Nikolai: If there is a company development strategy, then there is a sales development strategy, which in turn determines the assortment management strategy, which actually leads to the development of an “assortment policy.” I think no one argues with this.

How to check, or rather make a diagnosis: how effectively does the company manage its assortment?

Arthur: There are two sub-points to this question: is the assortment managed at all and, if so, how effectively?

In order to understand for yourself about assortment management, you need to ask a few questions within the company.

Who in the company is responsible for assortment management?

If he answers, then how and in what way?

How often is the issue of withdrawing or introducing new suppliers or product lines raised/discussed?

How often does this happen?

Are there any “rules” for holding such meetings?

How many (what number) factors are analyzed to prepare a decision on the withdrawal/input of a supplier or product items?

...The list of questions can be continued... But the answers to them allow us to assess how the company approaches solving this problem.

Comments on possible answers to these questions.

No. 2. Allows you to evaluate the main algorithms for working with the assortment that are adopted in the company.

No. 3. If the answer is “as necessary,” then this means that the company is not systematically dealing with this issue.

No. 4. A clarifying question to No. 3 allows us to assess: when and in what cases does the company become interested in improving the efficiency of the assortment.

No. 5. In essence, this is a simplified assessment of the existing business process “input-output of assortment into the assortment matrix.”

No. 6. This allows you to evaluate the key factors that guide the company when resolving issues related to the assortment.

Nikolai: What practical techniques can be used to identify that there are problems in the Company’s assortment, other than the desire to increase sales?

Arthur: There is a certain algorithm for analyzing the available assortment. It is not the only one and is based on systematic approach and working with numbers in the following order:

A) Analyze the sales structure.

B) Perform an inventory investment analysis.

C) Study the distribution of indicators.

I will demonstrate the application of this algorithm using a specific example of data in Table No. 1.

Table No. 1. Summary of annual sales by product category.

	Product Group	Revenue t.ru	Margin t.rub	Units sold thousand	Average inventory t.r/
	Cosmetics and Perfumes	59 000	16 520		5 428
	Household chemicals	75 000	9 750		3 444
	Household goods	22 000	11 000		1 408
	Other Assortment	9 000	4 500
	Total for the year	165 000	41 770	1 218	10 565

A. One of the “classical” approaches to studying the assortment is to find out the sales structure, for example, by conducting an ABC analysis. Isolating product categories “A”, “B” and “C” allows you not to deal with “everything at all”, but to concentrate efforts on significant values ​​that are usually responsible for 80% of the result - product groups “A” and “B” for the corresponding indicators.

Typically, for ABC analysis the following indicators (aggregated sales data) are required: sales, margin, unit volume and “average monthly” inventory in rubles. The group results of products for each indicator are then sorted in descending order. Groups, as an option, forming 80% of the total, starting with the largest, are assigned group “B”, the rest “C”. The group forming 80% in group “B” is assigned the attribute “A”.

In ABC practice, analysis is applied at the level of subgroups or other lists with a number of items greater than 10. However, to understand the structural relationships in the assortment, it is possible to study the proportional relationships with a smaller number of items. After studying the structure at a large scale level, one can move on to ABC analysis on a larger number of groups.

In the form in which the data are presented in Table No. 1, the structure is not obvious. To do this, it is better to divide each line by the total of the column (Table No. 2). To formulate our conclusions, we will consider the indicators in the order of their ranking (the largest will be in 1st place, the smallest in 2nd, etc.).

Table No. 2. Sales structure. The place of the indicator in the ranking of indicators is in parentheses

	Product group	Share in revenue	Margin share	Share in unit turnover	Share in inventory
	Cosmetics and Perfumes	36% (2)	40%(1)	19%(3)	52%(1)
	Household chemicals	45% (1)	23% (3)	37% (2)	33% (2)
	Household goods	13% (3)	26% (2)	38% (1)	13% (3)
	Other assortment	5% (4)	11 % (4)	6% (4)	3% (4)
	Total for the year XXX	100%	100%	100%	100%

From these data it is clear that more than half of the sales volume is made by the 1st and 2nd groups (81%), more than half of the Margin (63%) is made by the 1st and 3rd groups. In addition, the main unit turnover, and therefore the greatest burden on logistics (delivery and warehouse processing), is exerted by the 2nd and 3rd product groups. Significant logistics costs can offset high margins. Groups with the greatest contribution to the corresponding indicator require priority attention, because changes in them will have a greater impact on the overall outcome.

A strong difference in the shares of one group in “Revenue” and “Margin” may indicate its internal imbalance: there is a lack of expensive (interesting for buyers) goods, or goods with a high margin (markup), or maybe, on the contrary, expensive ones are unnecessary, and there is a shortage of cheap ones . The numbers allow us to raise the question of the quality of the existing product range. In our situation, only the Cosmetics and Perfumes group looks balanced (36% in revenue and 40% in total margin). This may mean that you need to add a high-margin “Household Chemicals” and a more expensive product in the “Household Goods” group. By the way, the latter measure can reduce the percentage of logistics costs to turnover. They depend more on the number of pieces transported and processed rather than on the price of the product.

When working with the sales structure, you need to keep the “Assortment Policy” in mind. Because different products have different roles in sales.

Some products generate revenue - these products have a high share of revenue. They are usually expensive, but they don't have to be.

Other products generate a flow of requests to the company - these products have high sales expressed in units.

Still others bring in margin. They have a large contribution to overall gross profit and usually, but not necessarily, have high markups. The margin actually forms the income on which the company lives. Therefore, this is the most important commodity role.

There are also products whose presence is necessary in order to show customers your leadership and the uniqueness of your offer. These are products that are unique in quality or price from a company in a given market segment.

In our situation, looking at the sales data in Table No. 2, we can conclude that we are more of a Household Chemicals company than a Cosmetics and Perfumes company, because the share of Household Chemicals in sales and units is higher than that of Cosmetics and perfumery." If this is not the image that we want to achieve in the market, we should adjust our assortment or come to terms with how our customers perceive us, change our assortment policy and expand in this particular direction.

If you pay attention to the groups’ shares in the inventory balance, you can see that the greater its share in sales and margin, the greater the share in the inventory. It looks plausible. It would be worse if it were the other way around. But in order to make an informed conclusion about the consistency of Inventory and sales, further study of the return on investment in inventory is required.

B) Based on the available data, we will calculate a special indicator: GMROI (Gross Margin return on Investment). Despite the consonance with the medical term, it characterizes the profitability of monetary investments in the product range. The indicator is calculated using the formula:

(1)

This indicator is sometimes called the return on inventory. It reflects how much interest per annum investing in inventory brings us.

Based on the calculation using formula (1) of the indicator for the data from Table No. 1, we will construct Table No. 3:

	Product group	Average markup for the group	Turnover period	Profitability % per year	Share in commodity turnover
	Cosmetics and perfumes			304%	52% (1)
	Household chemicals			283%	33% (2)
	Household goods	100%		783%	13% (3)
	Other Assortment	100%		1556%	1% (4)
	Total year XX			395%	100%

The GMROI indicator is calculated for individual product groups, by SKU and for the entire product range as a whole. Its essence is that, as a first approximation, a low-turnover assortment should have a high margin, while a high-turnover assortment may have a low one. The higher this indicator, the better. By comparing the numbers with each other and the share occupied by the assortment in the inventory, you can immediately see problem areas.

Based on the data presented, we can say the following:

The assortment on which we make our main sales: No. 1 and No. 2 give a return that is worse than the average return: 304% and 283%, which is lower than 395% for the entire assortment as a whole.

A) It is possible that we have excess inventory of a given assortment, which leads to an extension of the turnover period, which leads to low profitability.

C) Perhaps we don’t have enough markup: are we either buying high and/or selling cheap?

C) Perhaps, on the contrary, we should reduce the price (margin), then increase the speed of sales. In this case, the drop in markup will be more than compensated by the acceleration of turnover.

In any case, we see a bottleneck and can focus our attention on this group.

But this is only part of the conclusions.

It can be reasonably suggested that expanding the assortment of the Household Goods group will most likely lead to a slowdown in turnover. Because expanding the range requires additional investment in inventory. But overall sales may increase, and we will increase turnover overall and earn additional margin.

“Other Assortment” looks especially noteworthy - it has extreme profitability. It is 4 times more for the entire range as a whole. This usually indicates insufficient stocks of goods. Out-off-stock is observed - a situation in which buyers leave without purchasing, because... do not find the usual product. In any case, you can try to increase the inventory of this type of assortment - its sales can increase by 2-3 times, increasing overall sales and margin. You can also try.

It is unlikely that an increase in sales of the “Other Assortment” group will reduce sales of other groups, unless there is a serious imbalance in the product directory and we mistakenly classified cosmetic products or household chemicals as Other Assortment.

Additional note: When we talk about investments in inventory, we can further study the relationship between the turnover period of goods and the deferment provided for this product.

In addition to the financial question - “how much does the deferment cost”, another one arises - who invests in inventory - our Company or the Suppliers of the goods, providing us with a deferment. To find out, you need to compare inventory not by product groups, but by suppliers - information about them should be in the assortment matrix. It is necessary to compare the inventory turnover period with the deferment provided by the supplier.

- purchase analysis,

- shopping cart analysis,

- collaborative filtering,

- frequency analysis,

- identification of purchasing patterns and others.

Nikolai: From the point of view of analyzing trade turnover, we can only consider and analyze only the fact of sales that have already taken place. In this sense, any analysis of the product range allows us to identify trends and possible problem areas that need to be paid attention to in the future.

The assortment is always a “potential” that the Company already has, since in most cases it has already been developed, but it must be able to be used and developed. Finally, this “potential” turns into income when a specific product is purchased by a specific client.

In this sense, we can understand and evaluate the effectiveness of any decision aimed at developing the assortment and changing the existing product line only based on the results of a specific period, summing up the results.

Arthur: Here we can add that an important tool for increasing income from the existing assortment is its distribution. In this case, I use this term by analogy, since traditionally this term is used in the meaning of quantitative and qualitative distribution.

Let us describe a specific situation from the point of view of distribution of sales (distribution) of goods among clients. We will consider products from one subgroup, for example, “Toothpastes” or “Washing powders for colored laundry.” It is important that the products in question are similar to each other or are used for similar purposes.

Let's define two types of goods in our subgroup: “Good” and “Bad”. “Good” ones have high sales throughout the company and bring in significant margins. Typically these are products of category “A” or “B” according to the results of “ABC” analysis or products that have high ratings in overall sales and margin. “Bad” is category “C”. They are bought in small quantities and bring in small margins. There may be other reasons why we classify products as the first or second type: the Supplier’s active or passive position in promoting the product, “tasty” retro, etc.

Let's assume that the aggregated sales data for "Good" and "Bad" for specific customers looks like this.

Table No. 4. Distribution of goods to clients

The light cells indicate the volume of goods sold in pieces, and the criterion for classifying goods as good and bad is margin. Without any special changes, our analysis will be suitable: “Revenue per client”, “Margin”, “Sales in pieces”. In our situation, 3 out of 4 clients take “Good” products from us and 2 take “Bad” products.

Let's look at a few questions:

Which one should you offer to a new client?

It is logical to assume that “Good”. After all, in this way we will improve the distribution of “Good” goods - more of them will be sold. The overall margin will increase more than if we were selling “Bad” (we took “margin” as the criterion). The volume of purchases of this product from the Supplier will increase, which means that it will be easier for us to achieve good prices deliveries and bonuses for fulfilling volumes. A “good” product will become even better.

The question rightly arises: why do we need a “Bad” product? It takes up space in warehouses and store shelves. Makes the already large price list of sales representatives even larger. And most importantly, it “eats away” sales from “Good” goods.

We now have two alternatives:

1. In general, refuse the “Bad” product, but there is a risk that we will lose Client No. 3, because he only takes “Bad” goods from us. So, first you need to offer him a “Good” product for good conditions(so that I couldn’t refuse). Those. try to increase the distribution of “Good” goods.

or

2. Or increase the distribution of the “Bad” product. It is possible that our Clients will have buyers who were not satisfied with our “Good” product and they will buy our “Bad” product. After all, it is bad for us - “it brings little margin”; for the buyer it may be “what we need.” There is a risk that in our sales, the “Bad” product will partially displace the sales of the “Good” product. This phenomenon is called "cannibalization", but usually a new product range can attract new customers and provide additional revenue and margin.

By increasing the distribution of a “Bad” product, it is quite possible to make it “Good”. For example, if you compare how many customers are offered a specific product from categories “A” and “C” (according to the results of ABC analysis), then it may well turn out that a product from category “C” is offered to almost no one.

If instead of “Bad” we mean “New” product, unknown to the client, then the strategy becomes clear - to offer a product that has proven itself among other clients as a new product and offer it to as many clients as possible. In short, this is the logic of victory in war: “we must strengthen the strong.” The distribution of “Good” goods should be increased, and the distribution of “Bad” goods should be reduced to “0”, making room for new goods.

Nikolai: If we return to the original description of the Company’s mission, then it will be characterized by the following customer matrix:

The criteria for developing such a classifier may be different. Based on the developed classifier, it is necessary to determine their “product” specialization, taking into account the Company’s product range.

As a result, we can combine the results of customer analysis and assortment development tasks, taking into account the developed customer segmentation. For each customer segment, we can develop a target program for the development of “our” product range, taking into account the existing customer structure.

Ultimately, this is the implementation of an algorithm for increasing sales efficiency based on existing customers, taking into account the tasks of developing the assortment for “our” Company.

If we summarize the results of the article, we can draw the following conclusions.

a request to expand or narrow the product range for a trading company is a tactical issue that is based on the company’s implemented strategy.

5. An increase in sales for a Trading Company is a consequence of a number of comprehensive solutions, and not just changes in the range of products sold.

If you have any questions related to assortment analysis in the Company and the choice of assortment for your company, or you want to increase sales or profitability, we will most likely be useful to you.

Entering any market should begin with collecting information about it. It is the weak validity of decisions that is the main reason that the situation may not develop as management predicted.

Stage 1: Consists of checking the novelty of the market.

The main research methods at this stage are desk research and market monitoring. Using desk research, you can search for similar projects and collect information about substitute products. Further, if the need arises, monitoring of the market under study is carried out.

Stage 2: Consists of forming hypotheses for studying the prospects of the market.

Brainstorming is used as a research method, which allows you to raise questions about the needs that a new product (service) can satisfy, identify the segmentation of needs and the formation of proposal options based on hypothetical needs, it becomes possible to form potential consumer segments.

Stage 3: At this stage, testing the research hypotheses becomes necessary.

Here, the main method becomes qualitative research with in-depth interviews or focus groups with potential consumers. These methods make it possible to pose a number of questions that identify the needs and deep motivation of potential consumers, preferred sources of information and methods of promoting a product/service, criteria for using a product/service, and spending strategies for a product/service. To be more specific, we can identify the following questions for qualitative research: is there a need for a new product, who might be interested in a new product, under what circumstances can a new product be used, how much can one pay for a product, etc.

Stage 4: Allows you to assess the market prospects of a new product in specific digital indicators (if necessary).

The research method at this stage is a quantitative survey.

At Stage 4, the following research tasks are set:

forecast of sales volumes of a new product in each market segment identified at the previous stages.

identifying effective sales channels for a new product

optimal ways to inform the market about a new product

A deep assortment allows you to satisfy the needs of different customers for one product, make maximum use of space in retail outlets, prevent competitors from entering the market, and increase the price range. The goal of expanding the range is to gain a larger market share, which coincides with the goal of ASIA - Trade LLC.

Let's consider expanding the range by introducing the following products into production: potato dumplings.

We will consider the development of new products from the point of view of the novelty of manufacturing; from the point of view of the nature of the variable characteristics, these will be products with a new positioning; the update will be carried out on the basis of our own developments.

Stages of product development.

The first stage is the formation of an idea and methods for its implementation. The methods used are intuitive and creative.

This idea is to organize the production of the following products - potato dumplings - on the production premises leased by ASIA-Trade LLC.

Table 25

Marketing activities at market stages of the product life cycle.

Events		Achievement method
1. Rational sales program.	Wide distribution of goods in the distribution channel.	We resort to motivating sections (intermediaries) of distribution channels, provide advances (the goods will be sold without payment in cash, i.e. for sale, payment will occur upon sale, i.e. intermediaries will not invest their own funds and bear minimal risk ).
2. Familiarization with the consumer’s product.	Buyer awareness about quality and properties.	“AZIA-Trade LLC informs its customers about the release of new products - potato dumplings. The highest quality and affordable prices of our products will suit your taste."
3. Encouraging the consumer to try the product.	Increasing product sales.	The products are placed in packaging with a capacity of 0.5 kg. (since the product is new, consumers will quickly resort to purchasing it if it is smaller in volume and price). The packaging design will be similar to all previous packaging of ASIA-Trade LLC (since buyers have developed a certain image of the company, the basis of the image is the quality of products at affordable prices).

At this stage, we will develop a rational sales program aimed at widespread distribution of the product in sales channels, familiarizing potential buyers with the product using the information advertising, encouraging the buyer to test the product (Table 25).

The second stage is market segmentation, selection of target segments and product positioning.

At this stage we resort to targeted marketing, i.e. We make distinctions between the market segments that we will mainly serve; this requires three main activities (Figure 1).

Figure 1 - Targeted marketing activities.

So we are holding events regarding the new products of ASIA-Trade LLC:

• 1. Selection of the main variables used to segment consumer markets and their breakdown:
  • - geographical principle (region, districts, city, climate);
  • - psychographic principle (social class, lifestyle, personality type);
  • - behavioral principle (reason for purchase, benefits sought, user status, intensity of consumption, degree of commitment, degree of readiness to perceive the product, attitude towards the product);
  • - demographic principle (age, gender, family size, stage of the family life cycle, income level, occupation, education);
• 2. Assessing the degree of attractiveness of the resulting segments for a new product and selecting them for ASIA-Trade LLC. When applied to a new product, the behavioral principle corresponds.

The desired conclusions - one of the effective forms of segmentation is the classification of buyers based on the benefits that they are looking for in a product, i.e. the main buyers of the product will be the following consumers (Table 26).

Table 26

Potato dumplings market segmentation based on individual benefits

Segments by types of benefits	Demographic characteristics	Behavioral characteristics	Psychographic characteristics	Preferred Brands
Savings (low price)	Lower Income Consumers	Active consumers	Higher inferior, inferior middle, upper middle class	available on sale
Taste qualities	Consumers who value quality, regardless of the cost of the product	Active consumers
Ease of use (preparation is quick and simple)	Men, teenagers, students, people with limited free time	Routine purchase	life lovers
Commitment to the product	Lovers of potatoes in any form	Degree of commitment strengths - strengths	traditionalists
Service (packaging 0.5 kg.)	Family size 1-2 Human, women	Routine purchase

Marketing segmentation reveals the possibilities of various market segments, in which ASIA-Trade LLC will act.

• 3. Market coverage. There are three options for market coverage:
  • - undifferentiated marketing;
  • - differentiated marketing:
  • - concentrated marketing.

The management of ASIA-Trade LLC decided to address the entire market at once with the same offer, in this case the management will concentrate its efforts not on how the needs of clients differ from each other, but on what is common in these cases, let’s imagine this in the form of a diagram (Figure 2).

Figure 2 - Scheme of undifferentiated marketing

The management of ASIA - Trade LLC has developed a product (potato dumplings) that will seem attractive to the largest possible number of buyers, relying on methods of mass distribution and mass advertising, it strives to give the product an image of superiority in people's minds.

The main factors that the management of ASIA-Trade LLC should take into account when choosing a market coverage strategy are the following:

• - degree of product homogeneity;
• - stage of the product life cycle;
• - degree of market homogeneity;
• - marketing strategies of competitors.

Combining the factors into one, we can conclude that the market coverage strategy will be undifferentiated marketing.

Disclosure of factors presented in table 27.

4. Product positioning.

Before deciding on its own positioning, the management of ASIA-Trade LLC needs to determine the positions of all existing competitors.

Table 27

Factors in choosing a market coverage strategy

		Disclosure of the factor regarding ASIA - Trade LLC
	Degree of product homogeneity	The goods produced by ASIA-Trade LLC are uniform and do not differ in technology and production organization methods.
	Product life cycle stages	When entering the market with a new product, it is advisable to offer only one version of the new product for the general consumer market.
	Degree of market homogeneity	Buyers have common needs, expressed in such properties as quality, economy, ease and speed of preparation.
	Competitors' Marketing Strategies	The sales market is free from competitors.

Having conducted marketing research by interviewing intermediaries who have their own retail premises intended for retail trade, we reveal the following facts: the sales market for these products is free from competitors. In stores in Irkutsk there is practically no assortment of dumplings; only meat dumplings from various companies appear on sale.

Therefore, in this case, I believe that the influence of competition is insignificant, i.e. ASIA - Trade LLC will win over consumers looking for dumplings of this type, since competitors do not offer them

However, before making such a decision, the management of ASIA-Trade LLC must ensure the availability of:

• - a sufficient number of buyers who prefer Potato dumplings;
• - technical capabilities for creating “Potato” dumplings;
• - economic opportunities for creating Potato dumplings.

If all the answers turn out to be positive, then the management of ASIA-Trade LLC has found a “gap” in the market and must take measures to fill it.

The third stage is determining the volume of the sales market and the production program.

1. The management of ASIA - Trade LLC, using the methods described in table 27, determines data on the volume of the sales market and production program, the calculation results are also entered into the table.

Table 28

Sales market volume and production program of ASIA-Trade LLC

Indicators	Quantity
Demand (at one outlet).	5 packs	A method of asking intermediaries who owns these retail outlets.
Quantity distributors of this product.	22 intermediaries.	20 intermediaries with whom contracts have already been concluded for the sale of products 2 - own retail outlets.
Total demand for a given product per month.	3300 packages of 0.5 kg.	Calculation method 5 x 22 x 30 = 3,300 (packages).
Accepted production program.	packs of 0.5 kg.	To reduce the risk, we will reduce the production program to 2,400 packages per month.

2. To implement this production program, additional labor resources will be required; the need for labor resources is calculated in table 29.

Table 29

Determination of additional labor requirements.

We are hiring an additional 5 molders. The volume of work per work shift will be distributed between them as follows:

• 4 molders, each of which produces 10 kg of products. per shift;
• 1 modeller produces 6 kg. dumplings and does auxiliary work (peeling potatoes and preparing mashed potatoes).
• 3. The main cargo flow for raw materials for one month to produce 1,200 kg. potato dumplings. Work schedule - we accept 26 working days. According to technology per 1 kg. dumplings, the following amount of raw materials is consumed:

flour - 0.55 kg;

potatoes - 0.4 kg;

flavorings (salt, eggs, spices) - 0.05 kg.

Table 30

Monthly demand for raw materials for products of ASIA - Trade LLC

4. Production scheme: molders make dumplings and raw materials, perform auxiliary works a handyman helps, delivery of raw materials is provided by a driver who also performs the work of a forwarder, a storekeeper receives and releases finished products from the warehouse, a cashier records products, draws up cash documents, and accepts payment for sold products.

The fourth stage is drawing up a monthly cost estimate.

Raw materials (flour, potatoes, additives)

Flour consumption per month is 660 kg, wholesale price from flour suppliers is 10.6 rubles. with VAT per 1 kg. The cost of flour per month is 6,996 rubles.

Potato consumption per month is 480 kg, wholesale price from potato suppliers is 8.00 rubles. for 1 kg. The cost of potatoes per month is 3,840 rubles.

The consumption of flavoring additives per month is 60 kg, their average wholesale price is 6 rubles. per 1 kg. Dumplings, the cost of flavoring additives is 360 rubles.

Packaging RUB 1,440

Total raw materials: 12,636 rubles.

Equipment depreciation. To produce dumplings we will need:

dough mixer;

refrigeration equipment.

We purchase a dough mixer costing 20,000 rubles, and a mixer costing

4,000 rubles, the warranty service life of the equipment is 2 years for the dough mixer, 1 year for the mixer, to calculate depreciation we take these periods as a basis.

The depreciation of the dough mixer will be 833 rubles per month, the depreciation of the mixer will be 330 rubles. per month.

Refrigeration equipment is rented along with production space; its volume is sufficient to accommodate the volume of new products.

Total depreciation: 1163 rub.

Renting premises. According to the requirements of the SES, the production of potato dumplings must take place in a separate isolated room (separate from the production of meat dumplings). In the production areas rented by ASIA-Trade LLC there is such a premises, the rental rate for this premises is set at 50 rubles. for 1 sq.m. per month (including utility costs).

The cost of renting the premises is 1000 rubles.

Total rent: 1000 rub.

Wage. The contract with our workers stipulates the following conditions: for production and sales per month 1,200 kg. Potato dumplings are paid the following set salary:

molder 1,800 rub. per month each;

handyman 500 rub. per month (additional payment to wages by main type of activity);

storekeeper 300 rub. per month (additional payment to wages for the main type of activity);

accountant 200 rub. per month (additional payment to wages for the main type of activity).

If more or less is produced and sold, then wages will change proportionally, which stimulates, through collective responsibility, an increase in labor productivity.

UST deductions 26% - 2600 rubles

Total salary: 12,600 rubles.

Energy consumption. Equipment power:

dough mixer 6 kW;

mixer 4 kW.

Operating time:

dough mixer 2 hours a day;

mixer 1 hour a day.

There are 26 working days per month. The cost of 1 kW per hour of electricity including VAT is 0.5 rubles. Electrical costs for the dough mixer:

2 hours x 6 kW x 25 days x 0.5 rub. = 150 rub.

Electrical costs for the mixer:

1 hour x 4 kW x 25 days x 0.5 rub. = 50 rub.

Total energy costs: 200 rub. per month.

Fare. Delivery of raw materials is carried out by a Gazelle vehicle, owned by ASIA-Trade LLC.

The load capacity of the machine is 1,500 kg. A monthly production program requires 1,200 kg.

In total, transportation costs amount to 180 rubles.

Total transportation costs: 180 rubles. per month.

Other fixed expenses (buckets, gowns, rags, soap, powder, knives, cutting boards, etc.).

Total 200 rub. per month.

Total cost: RUB 27,979. (all data on its calculation are included in table 31).

Table 31

Classification production costs by element In rubles

Elements		Calculation method
1. Raw materials, incl.		6 996 + 3 840 + 360+ 1 440 = 12 636
		660 kg. x 10.6 = 6,996
B) potatoes		480 kg. x 8.00 = 3,840
B) flavorings		60 kg. x 6.00 = 360
D) packaging		2,400 pcs. x 0.6 = 1,440
2. Depreciation incl.		833 + 330 = 1 163
A) dough mixer		20,000 / 2 years / 12 months. = 833
B) mixer		4,000 / 1 year / 12 months. = 330
3. Rent of premises, including utilities		50 x 20 sq.m. = 1,000
4. Salary:		9 000 + 500 + 300 + 200 = 10 000
A) molders		1,800 x 5 people = 9,000
B) handyman
B) storekeeper
D) accountant
5. UST deductions 26%
6. Energy consumption, incl.
A) dough mixer		2 hours x 6 kW x 25 days x 0.5 =
B) mixer		1 hour x 4 kW x 25 days x 0.5 =
7. Transport costs incl.
A) driver		According to the contract.
B) gasoline		10 liters x 8 = 80
8. Other fixed expenses (buckets, bathrobes, rags, soap, powder, knives, cutting boards, etc.)
9. Total production cost		12 636 + 1 163 + 1 000 + 10 000 + 2 600 + 200 + 180 + 200 = 27 979

The distribution of costs into conditionally fixed and conditionally variable costs is presented in Table 32.

Table 32

Conditionally - fixed and conditionally - variable costs

Cost type		Conditionally - permanent	Conditionally - variables
Depreciation
Rental of premises
Energy costs
Transport
Other constants

The fifth stage is a financial plan.

The calculation data is included in table 33.

Table 33

Financial plan of ASIA-Trade LLC In rubles

We determine the volume of production and sales at which there is no loss and no profit, in other words, we determine the critical volume of production.

Let us derive the formula for the critical production volume:

where W is revenue;

P - price per 1 kg;

Q - production volume of dumplings in kg.

S = Vunit x Q (3)

where S - variable costs;

Ved. - variable costs per unit of product;

Ved. = V/Q = 13,016/1,200 = 10.8 rub.

At a critical production volume, revenue is equal to cost:

W = S and profit = 0

(how much you received, so much you spent)

F = P x Qcr. - Ved. x Qcr.,

where F - fixed costs

Combining formulas W and S, we derive the formula for the critical volume of production - the number of products without losses: units. cr.

P x Qcr. = F + Ved. x Qcr

Qcr. = F / (P - Ved.)

Qcr. = F / (P - Vunit) = 14,963 / (44.00 - 10.80) = 450.7 kg. per month.

Financial profile of the project.

Profitability products sold will be:

Ррп = П/Вр x 100 (8)

where, P - net profit;

Вр - sales revenue.

RRP = 18,863.96/52,800 x 100% = 35.73%

(shows how much profit the enterprise has from each ruble of sales).

The sixth stage - formation of prices for products of LLC "ASIA - Trade"

Setting pricing objectives for ASIA-Trade LLC - gaining leadership in terms of market share - is a long-term strategy for an enterprise that is confident in the high demand for its products.

Although the maximum price for a product can be determined by demand, the minimum by costs, the establishment of an average price range by an enterprise is facilitated by the prices of competitors and their market reactions.

If the product is similar to the product of the main competitor, then the company will be forced to set a price for it that is close to the price of the product of this competitor. If the goods are higher or lower in quality, then the price will be higher or lower accordingly. Having analyzed the sales market, we found that the influence of competition in this production is insignificant, but despite this, we still focus on the prices of Irkutsk Meat Processing Plant JSC, since this is the main competitor of ASIA-Trade LLC

The price for similar products from OJSC Irkutsk Meat Processing Plant is 46.00 rubles. per kg. In order to increase the competitiveness of our products, and the price ensured the position of the leader in terms of market share, we will set the following price for new products of ASIA-Trade LLC, equal to 44 rubles. per kg. Let's consider how this price compares with the cost per 1 kg. products, data in table 34.

Table 34

Formation of prices for new products of NGO "ASIA - Trade"

Those. price of ASIA-Trade LLC products per 1 kg. equal to 44 rubles, fully ensures reimbursement of costs and maximum profit.

The seventh stage - the formation of a sales policy for a new type of product, is included in table 35.

Thus, the decision to expand the depth of the assortment will allow ASIA-Trade LLC to increase its net profit by 14,094.37 rubles. Each month, in addition, it will provide work for an additional five hired workers.

Table 35

Stages of developing a marketing policy for the production of potato dumplings

Name of stages	Activity.
Stage 1 - determining sales goals.	The purpose of sales is to increase market share.
Stage 2 - sales strategy.	Selecting a distribution channel: A) direct (through own retail outlets in market 1 and market 2) Sales channel diagram: ASIA - Trade LLC Consumer B) indirect (through intermediaries with retail outlets in Irkutsk) Sales channel diagram: LLC "ASIA - Trade" Retail Consumer The principle of constructing an indirect channel is “Mixed” (both “push” and “pull”) - i.e. sales efforts are divided between cooperation with intermediaries and work and work with end consumers; By the number of intermediaries: selective (limiting the number of intermediaries), in order to achieve a large sales volume while maintaining control over the distribution channel, i.e. final diagram of the indirect sales channel for ASIA-Trade LLC: LLC "Asia - Trade" Retail Consumers
Stage 3 - selection of intermediaries and participants in the distribution system.	Requirements for intermediaries put forward by ASIA - Trade LLC market opportunities of intermediaries (market coverage), provision of services to consumers, product demonstration opportunities.
4 - stage search for ways to achieve successful cooperation between distribution channel participants.	ASIA - Trade LLC chooses the following methods: 1. motivating participants, in order to achieve the interest of intermediaries in the sale of goods, to improve their own competitive position in their eyes; funds - new products are released for sale, payment is made upon sale, i.e. owners of retail outlets without investing their own Money, receive a share of the profit in the form of a trading margin, and bear minimal risk. 2. formalization of relations in order to ensure regularity of contacts with the intermediary; means - contracts, agreements, placing an order for products.
Stage 5 - control of sales activities.	Controlled parameter: image won among consumers; achieved sales volume.

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INTRODUCTION

Every entrepreneur sets himself the main task of constructing his activities in the most rational way and getting the maximum economic effect from it.

Due to the current commodity circulation, most enterprises make great efforts to sell their products, i.e. are working intensively to find solvent buyers. The consumer, in turn, places increasingly new and stringent demands on products. Trade organizations are forced to constantly satisfy the increasing demands of their customers.

The most important aspect of an enterprise's policy should be its product range - it is a well-formed assortment that allows you to attract a solvent buyer and achieve the main goal of business activity - extracting the maximum possible profit. Because of this, the study of the assortment of a trading enterprise acquires special significance and practical value.

In order for an enterprise to be effective, they must be able to identify all the shortcomings of the trade, technological and organizational process and eliminate them. One of the components of this process is the formation of assortment and inventory. The economy of the enterprise depends on the incorrect formation of the assortment, which affects product supply and consumer demand and many other factors.

As you can see, the question of ways to improve the range of goods today is very relevant, interesting, and most importantly requires special attention.

This topic is relevant because assortment policy has not yet been fully studied, and the impact the right choice This enterprise policy is very large to meet consumer demand and enterprise profitability.

1. THE CONCEPT OF ASSORTMENT AND ITS CHARACTERISTICS

An assortment of goods is a set of their types and varieties, combined according to one or more characteristics.

There are industrial and commercial assortments of goods. Industrial assortment - an assortment of goods produced by one industry or a separate industrial enterprise. Enterprises producing such goods produce a narrow range of goods, which allows them to introduce advanced technology production, improve the range of manufactured goods, improve their quality. The trade assortment is a range of goods to be sold in a retail chain. It includes a range of goods produced by many enterprises and is divided into two product sectors: food and non-food products.

Each of the industries is divided into product groups, which include goods that are combined according to a number of characteristics (uniformity of raw materials, consumer purpose, degree of complexity of the assortment).

An important feature of classification is the special properties of goods. Thus, taking into account the limited timing of sales and the need to create special storage conditions, goods are divided into perishable and non-perishable.

Taking into account the complexity of the assortment, goods of complex and simple assortment are distinguished. Simple assortment goods include goods consisting of non- large quantity species and varieties (vegetables, salt, laundry soap, etc.).

Goods that have an internal classification within one type according to various criteria (style, size, etc.) are classified as goods of a complex assortment (shoes, clothing, etc.).

Product groups are divided into product subgroups, which include goods that are homogeneous based on their unity of production origin. Each subgroup consists of goods of various types. The type of product refers to identical goods for various purposes.

Within each type, goods may differ from each other according to special characteristics (articles, varieties, etc.), i.e., they are divided into varieties.

There are also enlarged and expanded assortments.

An enlarged assortment is products combined according to common characteristics into certain aggregates (class, group, type of product). The expanded assortment is a detailing of the enlarged assortment for specific types of goods.

These two concepts, in turn, are closely related to the concept of breadth and depth of assortment. At the same time, the width of the product range is determined by the number of product groups, subgroups and product names, estimated by the breadth coefficient:

Ksh = Gf / Gn,

where Gf is the number of product groups at the time of determination, units.

Gn - total number of product groups, units.

The depth of the assortment - the number of varieties of goods for each item, is estimated by the depth coefficient:

Kg = Rf / Rn,

where Rf is the actual quantity of goods at the time of inspection, units.

Рн - the number of varieties provided for by the assortment list, terms of the contract, price list, etc., units.

Also, the main characteristics of the assortment are structure, completeness, stability and novelty.

The assortment structure is the percentage of certain sets of products to their total quantity.

Completeness is the correspondence of the actual availability of types of goods to the developed assortment list and existing demand. The completeness of the assortment is expressed through the completeness coefficient Kp:

Kp = Kf / Kv,

where Kf is the actual number of types of goods at the time of the survey, units.

Kv - number of types provided for by the assortment list, supply contract, standards, etc., units.

Stability (stability) characterizes the constant availability of a product of the corresponding type (variety) for sale:

Ku = 1 - (P"f1 + P"f2 +... + P"fn / Rn Ch N),

where R"f1, R"f2, ..., R"fn - the actual number of types (varieties) of goods from those provided for in the assortment list and not available for sale at the time of inspection, units.

Рн - number of varieties (types) of goods provided for in the assortment list, units.

N - number of checks.

The assortment stability coefficient is determined for a specific period.

Novelty characterizes the emergence of new varieties of goods over a certain period of time:

Ko = Ro / Rf,

where Po is the number of new varieties of goods that appeared at the time of inspection, units.

RF - average number of varieties, units.

The novelty coefficient characterizes the degree of updating of the assortment.

2. ASSORTMENT POLICY OF A RETAIL ENTERPRISE

A retail trade network is a collection of retail trade enterprises and other trading units located in a certain territory for the purpose of selling goods and serving customers.

The assortment policy of a trading enterprise is a system of views and a set of measures to manage the assortment of goods at all levels in the interests of individual market entities and the state as a whole.

On a national scale, assortment policy comes down to determining the social and scientific basis of the assortment and the activation of each group of goods. At the same time, it is allowed to expand, reduce assortment positions and update the assortment on a qualitatively new basis.

Assortment policy is not something permanent. It changes as the production of goods grows, wholesale and retail trade develops, and the socio-economic level of needs increases.

The objectives of the assortment policy are as follows:

Satisfy consumer requests;

Effectively use the knowledge and experience of the company;

Obtain optimal financial results for the company;

Expand the scope of application of production programs in order to attract attention the largest number buyers;

Expand the company’s production and service areas;

Assortment policy in retail trade enterprises is influenced by a number of economic, social, demographic, specific and other factors.

Economic factor: monetary incomes of the population and their distribution between individual groups, the level of retail prices and their ratio between certain types and groups of goods; the degree of provision of the population with durable goods.

Social factor: this includes the social and professional structure of the population served; level of education and cultural development of people, holidays, fashion, etc.

Demographic factor: changes in the population and its composition by gender, age, place of residence; family size.

Specific factors have different implications for the assortment policy in each specific store, depending on the type and size of the store, its specialization, technical equipment, conditions of goods supply (the presence of stability of sources, remoteness, type, supplier), the number and composition of the population served, transport conditions, availability other retail stores in the area of ​​operation of this store.

Carrying out an assortment policy requires making decisions not only on the inclusion of new products, but also on the removal of goods from sale. Manufacturers and suppliers of goods are constantly updating the range of their products, trying to gain more and more profits. The assortment is part of the retail strategy and a weapon in the competition, which implies its continuous and dynamic change. In some cases, the need to exclude a certain product from the assortment is quite obvious.

To implement an assortment policy, it is necessary to make a decision not only on the inclusion of goods in the assortment list, but also on the removal of goods from sale.

A store’s assortment policy presupposes knowledge of the life cycles of production and sale of goods, without which it is impossible to properly manage the trade assortment. Product life cycle stages:

1. Introduction: production of the most popular and basic models that are in demand among customers;

2. Maturity: output of all possible assortments;

3. Recession: the best and most popular product remains.

When determining assortment policy, two principles are distinguished:

The principle of synergy. Products and services are internally related and complement each other. The scale of the firm's operations determines broad savings.

The principle of strategic flexibility. Overcoming the disadvantage is the construction of strategic zones of management and product range, which depend on various technologies, require heterogeneous economic, cultural and political conditions, balance risky and stable product groups, which affects the activities of the company. This principle requires financial costs and is within the power of large firms.

A feature of the assortment policy is pricing, which is perceived not by the economic, but sometimes by the psychological perception of the buyer’s price.

3. PROCEDURE FOR FORMING THE RANGE OF PRODUCTS

Formation of a product range is the development and establishment in a certain order of a range of goods that form the necessary set for trade.

The formation of a trade assortment is aimed both at the most complete satisfaction of customer requests, and at actively influencing demand in order to increase the level and culture of consumption, as well as in order to obtain the greatest profit for the enterprise.

When forming an assortment of goods, it is necessary to take into account compliance with the assortment profile established for the store, ensuring the breadth and stability of the assortment, interchangeability and complexity in the selection and purchase of goods, seasonality of demand, etc.

In each store it is impossible, and it is not economically feasible, to ensure the availability of the entire range of goods, therefore, for each type of store an optimal assortment must be formed, which would allow, on the one hand, to create customers best conditions for the purchase of goods, and on the other hand, would ensure the profitability of the store.

The formation of an assortment in a store begins with the selection of its assortment profile and the determination of a group assortment of goods that should be sold there. To form a specific assortment in a store, it is important to determine the intragroup assortment, that is, to establish quantitative relationships between individual subgroups of goods. This work is carried out by the stores themselves, taking into account expected changes in population demand.

When forming an assortment of goods, it is necessary to take into account that most food and a number of non-food products are everyday goods and are characterized by the frequency and constancy of demand. Therefore, a certain stability must be achieved in the formation of the range of such goods, ensuring their uninterrupted sale. The constant availability of a wide and stable assortment of goods in the store within the limits of inventory standards and meeting the requirements of customers helps to improve the store’s performance.

An important factor in the formation of the assortment in a store is interchangeability, and one of the factors is the complexity in the purchase and consumption of individual food products, which requires the constant availability for sale of products that form the basis of the diet. Forming an assortment of goods without taking these factors into account can lead to a reduction in trade turnover and a decrease in the level of trade services.

When forming an intra-group assortment, it is necessary to ensure not only stability, but also its certain flexibility.

When forming an assortment of goods, it is necessary to take into account such factors as seasonality of demand. The seasonality of demand for food products is associated with the seasonality of production of agricultural products.

The basis for the formation of the assortment is the assortment list of the main groups of goods and their varieties, which must be on sale constantly. Assortment lists are developed for each store and are reviewed periodically. The actual assortment of goods in the store is wider than the established assortment list.

Thus, when forming an assortment of goods in a store, the following principles must be observed:

Ensuring in each store a sufficient completeness of goods of frequent demand, a simple assortment, not irreplaceable and difficult to replace in consumption and demand;

Ensuring a sufficient breadth of types of goods for each group and subgroup, depending on the assortment profile of the store;

Establishing a certain number of varieties for each type of product, depending on the product profile and area of ​​the store;

Taking into account and reflecting in the assortment the characteristics of demand in a given zone, determined by the professional and age-sex composition of the population, its purchasing power, as well as the dispute between other regions.

Based on these principles for the formation of a product range, there are factors influencing this formation:

Production (including import receipts);

Store assortment profile;

Store activity area;

The state of its material and technical base.

The formation of an assortment, as practice shows, can be carried out various methods, depending on the scale of sales, the specifics of the products being manufactured, the goals and objectives facing the manufacturer.

4. IMPROVING THE RANGE OF PRODUCTS IN RETAIL TRADE

Improvement of assortment policy can be carried out in the following areas: reduction, expansion, stabilization, renewal. These types of directions are interconnected and often complement each other. assortment goods store

There are a number of reasons that may determine the need to reduce the range: falling demand for goods; flaw working capital at the store; low turnover of goods; changing the store format (from larger to smaller), etc.

In conditions of economic growth, the reduction in assortment is carried out, as a rule, at the expense of cheap food and non-food products. In a crisis, on the contrary, the assortment is reduced at the expense of expensive, fashionable goods.

Expansion of the assortment involves quantitative and qualitative changes in the product category, aimed at increasing the width, depth and novelty of the assortment.

The following reasons are identified that determine the advisability of expanding the range of product categories:

growth in demand for goods;

growth in production volumes of goods;

the emergence of new manufacturers of this product on the market;

high turnover of goods;

favorable economic conditions;

development of the store, its transition to a larger format, etc.

Expansion of the assortment can occur by updating the assortment while simultaneously reducing the number of goods that are not in demand.

Assortment reduction is a quantitative and qualitative change in the state of a set of goods by reducing its breadth and completeness.

The reasons for the reduction in assortment may be a drop in demand, insufficient supply, unprofitability or low profitability in the sale of individual goods. For example, in last years There is a tendency to reduce the assortment due to cheap food and non-food products that are unprofitable for the manufacturer and seller, but necessary for the consumer.

Stabilization of the assortment is a state of the assortment characterized by high stability and a low degree of renewal.

In a market economy, stabilization of the assortment is a rather rare phenomenon, since the needs of society are constantly evolving and this requires constant updating of the assortment. However, there are groups of goods that are characterized by stabilization of the assortment. This is, first of all, an assortment of the most necessary food products, the so-called everyday goods. The range of non-food products, on the contrary, is characterized by instability, since these products (audio, video and household appliances, household chemicals, perfumes, etc.) are characterized by constant improvement, the emergence of new products or new models of existing ones. All this leads to the fact that non-food products quickly go out of fashion and become obsolete, which determines the constant updating of their range.

Assortment renewal refers to quantitative and qualitative changes in the product range, characterized by a high degree of novelty. Constantly updating its assortment, the store pursues the following goals:

increasing the competitiveness of the store (new product items can attract new customers to the store who demonstrate an innovative type of behavior);

meeting the constantly changing needs of customers;

reflection of fashion trends in the assortment;

compliance with advanced achievements of science and technology, etc.

The desire of stores to constantly update their assortment is based on the belief that consumers perceive new products as more High Quality and technically more advanced than previously produced ones. However, there is a certain danger in this: if a new product does not meet consumer expectations, this can lead to consumer dissatisfaction and increased distrust both in the manufacturer of the new product and in the store offering for sale a not entirely successful new product.

In this regard, updating the assortment is a very responsible and risky direction for improving the formation of the assortment. However, in a market economy, when competition is becoming increasingly fierce and consumer demands are becoming more demanding, it is impossible to achieve success without updating the assortment. Thus, the novelty of the goods offered for sale is one of the competitiveness factors of a modern store.

CONCLUSION

The range of goods, its characteristics and formation plays an important role in the activities of the enterprise. Getting the greatest profit depends on a properly formed assortment.

For the best formation of the assortment, it is necessary to take into account various factors, such as the assortment profile of the store, the area of ​​​​operation of the store, the correspondence of the assortment to the nature of the population's demand, etc. One of the basic principles of forming the assortment is to ensure its sustainability.

Assortment policy is a technology for forming a product range depending on market needs, the financial condition of the enterprise and its strategic goals. In order to ensure that the company’s assortment policy does not fail, it must be constantly monitored and improved as often as possible.

To summarize, we can state that in modern market conditions, in order to withstand difficult competition and ensure stable existence and prosperity, a trading enterprise needs to plan, form and improve its product range.

Within the framework of this essay, the concept of product range, its characteristics and the assortment policy of a retail enterprise was considered. The procedure for forming and ways to improve the range of goods were presented.

Thus, having examined literary sources on this topic, analyzed the features of improving the range of goods and formulated the conclusions of the work done, the goal set by me was fully achieved.

For a more in-depth study of ways to improve the range of products, it is necessary to contact specialists, conduct research, and, of course, study a huge amount of literature on this topic.

LIST OF SOURCES USED

1. Abryutina M.S. Economic analysis of the commodity market and trading activities. - M.: Business and Service, 2012. - 464 p.

2. Bagiev G. L., Asaul A. N. Organization of entrepreneurial activities. Textbook allowance / Ed. G.L. Bagieva. - St. Petersburg: St. Petersburg State University of Economics and Economics, 2010. - 231 p.

3. Baklin, L. Retail strategy and classification of consumer goods / trans. from English St. Petersburg: Peter, 2012.

4. Bragina, L. A., Danko, G. P. Trading business: economics, marketing, organization / Textbook, 2nd ed. - M.: INFRA - M., 2012 - 560 p.

5. Golubkov E. P. Marketing research: theory, methodology, practice. M.: Finpress, 2008.

6. Dashkov L.P., Pambukhchiyants V.K. Commerce and trade technology: Textbook, 11th ed. - M.: INFRA - M., 2013. - 692 p.

7. Drucker P. Effective management. Economic problems and optimal solutions: trans. from English - M.: FAIR PRESS, 2010. - 288 p.

8. Ilyenkova N. D. Demand: analysis and management: Textbook. allowance / Ed. I. K. Belyaevsky. - 2nd ed. - M.: Finance and Statistics, 2012.

9. Levi M., Weitz B. Fundamentals of retail trade / trans. from English edited by Yu. N. Kapturevsky. St. Petersburg: Peter, 2011.

10. Nikolaeva M. A. Theoretical foundations of commodity science: textbook. for universities - M.: Norma, 2010. - 448 p.

11. Pambukhchiyants O.V. Organization of commercial activities. - M.: Dashkov and Co., 2012. - 448 p.

12. Solomatin A.N. Economics and organization of activities of a trading enterprise: Textbook, 2nd ed. - M.: INFRA-M, 2010. - 292 p.

13. Chkalova O. V. Trading business: Textbook, 2nd ed. - Eksmo, 2010. - 320 p.

14. Dmitrichenko M.I., Zybin O.S., Kiyatova A.L. Managing the assortment of goods at modern trading enterprises // Technical and technological problems of service. - 2013. - No. 4 (26). - p.75-80.

15. Gordeev D. Assortment management in modern market conditions /D. Gordeev // Risk: resources, information, supply, competition. - 2012. - No. 2. - P. 59-63.

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In this article, we will tell you what actions you can take in the area of ​​product policy. Your specific actions will depend on the specifics of the enterprise and your goals, but we only pose questions that need to be taken into account, and also introduce you to possible options actions in a given situation.

Your product: basic questions

As part of the product policy, you need to answer the following questions:

What product or service can you offer (are you already offering) to your customers? How do they benefit from using this product/service?

What quality should this product/service be, what characteristics should it have? What level of service should be offered to consumers?

How often should the product/service offered be modified and new products/services offered? In what direction should we develop the range?

Should you develop and develop a brand for your product/service?

The classification of goods proposed below, as well as a description of the multi-level product model, will help you answer the first two questions. You can make informed decisions on the third issue by familiarizing yourself with the theory of the product life cycle and the main directions for expanding the product range. And the material regarding brand policy will help you make a decision regarding the advisability of creating a brand and its type.

What can you offer your consumers?

Getting to know the classification of products will help you take a fresh look at your products and, perhaps, give you new ideas for developing new products, modernizing old ones, or changing their positioning and methods of promotion.

So, consumer goods are divided into:

1. consumer goods;
2. goods pre-selection;
3. special demand goods;
4. goods of passive demand.

Everyday goods these are consumer goods and services that are often purchased without much thought, with minimal comparison with other goods. As a rule, these are inexpensive goods of fairly short-term use. FMCG products are divided into basic products, impulse products and emergency products.

Staple products are products that consumers buy regularly.

Impulse purchase goods goods, the purchase of which is not planned in advance, are purchased based on a sudden desire. Examples: chewing gum, sweets. The scheme of action in relation to such goods is to ensure their presence in as many places of sale as possible, and to be located in those places where the consumer can easily see and immediately purchase this product.

Emergency goods goods purchased when there is an urgent need for them (classic example plastic raincoats or simple umbrellas during a rainstorm).

Pre-selection items goods that the buyer, during selection and purchase, compares with each other according to various indicators (price, quality, design, etc.). As a rule, this group includes expensive durable goods: household appliances, furniture, etc.

Special demand goods goods with unique characteristics or unique brands, for the purchase of which some consumers are willing to make significant efforts (for example, rare car models).

Passive goods goods that consumers, as a rule, do not think about purchasing life insurance, new products. In this case, active promotion of goods is necessary in order to inform consumers about the existence of this product and the benefits obtained from its use.

What exactly are consumers purchasing?

Product is not only specifications, quality parameters and packaging. First of all, a product is a benefit that a consumer acquires by becoming the owner of this product. A multi-level product model will help you view your product as a set of benefits embodied in actual performance and supported by additional services and improvements (see Figure 1).

This model suggests considering a product at three levels, the content of which can be illustrated, for example, using the example of a washing machine.

In this case product by design this is a high-quality laundry wash. In fact, the consumer is not buying a car; he is paying money for the opportunity not to wash clothes by hand, for saving time. Identifying a “product by design” allows an enterprise, firstly, to take a broader look at competitors (it becomes clear that a washing machine’s competitor is not only another model of the same washing machine, but also laundry services), and secondly, to select the most effective arguments , which can be used in advertising of this product.

Real product this is, in fact, the washing machine itself from a certain manufacturer, which has a certain set of functions and characteristics.

Product with reinforcement this is a washing machine plus the offer of free delivery and installation, additional service, and provision of washing powder for a certain period.

So, using this model, we can put forward, for example, at least two proposals relating to the sale of washing machines in this case. Firstly, consider the possibility of using in advertising (or in the process of presenting a product on the sales floor) not only the qualities of a specific model or brand of washing machine, but also the benefits for the buyer (for example: “the presence of the “anti-crease protection when washing” function will make it easier for you ironing and will save 2 hours a week"). Second, this model encourages you to think about what additional products and services you can offer your washing machine customers (for example, giving a laundry detergent, softener, and bleach bundle with purchase). In order not to make a mistake with the choice of “reinforcement” for a product, it is necessary to find out from consumers what services and/or product improvements are most in demand by them. The easiest way to do this is to survey your customers (see previous article).

Product life cycle

So, you have determined what products/services you sell, what benefits these products bring to the consumer, what qualities they should have, what additional qualities they need to be given and what additional services you need to offer so that the buyer is completely satisfied with his purchase. The following question arises: how often should the product/service offered be modified and new products/services offered? To answer this, you need to turn to the product life cycle model.

Product life cycle time from the moment of its initial appearance on the market until the termination of its sale. During the life cycle of a product, its sales volumes and profits change, as well as marketing costs. The product life cycle consists of four stages: product introduction, growth, maturity and decline (see Figure 2).

The stage of introducing a product to the market is characterized by an extremely low sales volume and low level of growth, since consumers are not yet aware of the new product and practically do not buy it. As a rule, this stage is unprofitable due to the need for significant marketing costs (product promotion, research), small volumes of product output and the lack of development of its production.

Growth stage characterized by rapid growth in sales driven by consumer acceptance and interest in the product, increased profitability, and decreased marketing costs.

Maturity stage characterized by a slowdown and/or cessation of sales growth (the product has already been purchased by the majority of potential buyers), increased competition, as a consequence, an increase in marketing costs, stabilization or decrease in profits.

Recession manifests itself in a sharp decline in sales and profits. Various marketing techniques (price reduction, sales promotion, product modernization, advertising support) at this stage can only prolong this stage.

Thus, the answer to the question of how often it is necessary to modify products and introduce new products is quite simple. As a rule, it makes sense to release various modifications of a product at the maturity stage in order to delay the onset of decline (for example, the release of fabric softener or detergent with different scents). By releasing even slightly modified products, you can significantly extend the maturity stage, provoking more and more waves of interest in this product.

However, since the decline stage will eventually come, by this time your company needs to have products that can replace it, and these products must already be in the growth stage.

In other words, it is necessary to release modifications of a product when it is at the maturity stage, and then (at the maturity stage) it is necessary to prepare for the launch of new products on the market, so that by the time the first product enters the decline zone, the following products will already be at the growth stage approaching the stage of maturity.

Range

Now, having determined, using a product life cycle model, how to ensure the stable existence of an enterprise by constantly replacing obsolete products with new ones, let’s move on to issues of increasing the assortment.

Product range a group of products that are closely related due to the similarity of their functioning, sold to the same groups of customers, through the same types of retail establishments, within the same price range.

The decision to expand or narrow the assortment depends on the goal that you set for yourself. If you want consumers to perceive you as a company with a wide assortment, in which there is a different type of product for each group of buyers, and at the same time you do not care that some products are not very or not at all profitable, then you need to expand the assortment by introduction of new types of goods. It is advisable to expand the range of products to increase the market share occupied by your company. If you are trying to maximize profits, then it may be necessary to reduce the product range at the expense of those goods that are not highly profitable.

Expansion of the range can occur in two ways: through saturation and expansion itself.

Saturation of assortment release of new products at the same price range as old ones, aimed at the same consumer groups. There are several reasons why they resort to saturation of the assortment:

1. desire to receive additional profits;
2. attempts to satisfy dealers dissatisfied with gaps in assortment;
3. the desire to use unused production capacity;
4. attempts to become a leading company with a comprehensive range of products;
5. the desire to prevent competitors from conquering your market.

Expansion of product range can occur in two directions: up and down.

Building Down means adding cheaper goods to your assortment, targeting them at less affluent segments of the population. Growing down may be aimed at containing competitors, attacking them, or penetrating the fastest growing market segments.

Building up, on the contrary, involves the inclusion in the assortment of goods of a higher price category than those that the company has dealt with so far. This desire may be caused by higher growth rates in the upper segments of the market, and the desire to position itself as a company with a wide range. However, it is quite difficult to enter the upper segments of the market, since potential buyers may not believe that a company that has always produced low-price products is capable of releasing an exclusive product.

Sometimes a company producing goods in the mid-price category can attempt to expand its assortment in both directions at once - up and down, but this requires significant resources and is practically impracticable for a small enterprise.

Brand

And finally, the last question that needs to be resolved as part of the development of a product policy for your enterprise is the brand under which you will produce your goods / provide services. The first problem that needs to be resolved is the question of whether it is worth releasing a branded product or whether it is possible to do without developing and supporting the brand.

A branded product has the following advantages over an “unnamed” product:

1. Product recognition (the consumer recognizes a “branded” product);
2. Possibility of setting a higher price;
3. Formation of a group of loyal consumers;
4. The ability to produce similar products aimed at different consumer groups.

However, there is also a flip side to the coin. If you produce a branded product, you must strictly monitor its quality (since a consumer, having encountered a low-quality product at least once, can spread a negative attitude to all products under this brand). In addition, developing a brand and its promotion require significant capital investments, and by charging a high price for a branded product, you can scare off some potential buyers. Nevertheless, in our opinion, the advantages of developing the brand are more significant than the disadvantages.

If you decide that you need a brand, the next question will arise: what approach to choosing a brand should you take? The fact is that there are three main approaches to a product brand: single-brand, multi-brand and mixed brand.

Monomark. When using this approach, each product in a product line has its own name. This approach is used for products with a relatively short life cycle and allows each product to be clearly positioned in the minds of consumers, regardless of the name of the manufacturer. Thus, the failure of one product will not affect the image of the company itself and its other brands - this is an undoubted advantage of this type of strategy. However, due to the fact that each brand has to be promoted “from scratch,” promotion costs increase, which makes the product more expensive. An example of using this approach is the Tide, Ariel and Myth washing powders from Procter&Gamble.

Multibrand. In this case, all products of one product line are produced under a single brand. This strategy is used mainly by well-known companies with a “promoted” name, for example, many manufacturers of household appliances Samsung, Philips. The advantage of this strategy is to reduce the costs and efforts of promoting new products to the market: by presenting them under a well-known brand, the manufacturer ensures that they are well received by consumers. However, if problems arise with one product sold under a given brand, other products that do not have similar defects may suffer due to the fact that consumers will no longer trust the products of this company.

Mixed brand. This approach is a hybrid of the first two strategies: famous name manufacturer's company, the name of the product is added (thus, the name of the product consists of two parts, the first of which ensures its recognition, and the second indicates differences from other products of this company). This strategy combines the advantages of both previous strategies: on the one hand, the company ensures good reception of its product by including famous name companies, on the other hand, are trying to protect themselves by adding a unique product name (example: Tefal with its brands of Caleo and Rondo food processors).

Conclusion

So, in this article we tried to provide all the necessary information so that you can answer the key questions that determine the product policy of your enterprise:

1. What products/services can you offer your customers?
2. What characteristics should the products/services you offer have?
3. How often should existing products be modified and new ones introduced?
4. In what directions should the range be developed?
5. Should consumers be offered a branded product?

In the next article we will talk about the main decisions made in the field of pricing policy of an enterprise.

The following materials were used in preparing the article:

Zavgorodnyaya A.V., Yampolskaya D.O. Marketing planning. SPb: Peter. 2002. 352 p.

Kotler F. Marketing management. St. Petersburg, Peter Kom, 1998. 896 p.

1. Literature review

1.1 Technological properties of meat

Meat is a collection of tissues that make up a carcass or half-carcass obtained from the slaughter of animals. Meat is a significant source of animal fats, minerals and extractives, which are presented in it in optimal quantitative and qualitative ratios and are easily absorbed by the body. The chemical composition of meat, its nutritional value and technological properties are directly dependent on the ratio of the tissues included in its composition. In turn, the ratio of tissues in meat is influenced by the species, breed, sex, age, fatness, the nature of the animal’s fattening and a number of other factors.

Under quality or it nutritional value imply the chemical composition of the pulpy part, which includes muscle, fat and connective tissue. Chemical composition, energy value, digestibility, taste qualities, culinary and other properties of meat mainly depend on the ratio of these tissues. Average data on the chemical composition of the pulpy part of meat, depending on the type and fatness of the animals, are given in Table 1.

Moisture and fat are the most dynamic components of meat. As the fat content in meat increases, there is a decrease in the amount of water and, to a lesser extent, proteins and minerals. The meat of less well-fed young animals contains more water and protein, but less fat than the meat of adult animals.

Water in meat is the medium where all biochemical processes take place: it is in a free and bound state. The content of free water is determined by osmotic pressure and the adsorption capacity of cellular elements. It can be removed by drying, heating, pressing. The ability of meat to retain water, and when added, to absorb, has a significant impact on its quality. The higher the moisture-binding and moisture-absorbing capacity of meat, the juicier and more tender the resulting product, the greater the yield of finished meat products.

Table 1. Chemical composition of meat

Type and category of meat fatness Content,% Energy value 100 g. water protein fat solakkalk J Beef ?67.718.912.41.0187782 Beef ??71,720,27,01,1144602 Veal 78,019,71,21,190377 Lamb ?67,616,315,30,8203849 Lamb ??69,320,89,00,9164686 Pork ? (bacon)54,816,427,80,83161322Pork ?? (meat)51,614,633,00,63551485Pork ??? (fatty)38,711,449,30,84892046Horse meat ?69,619,59,91,1167699Horse meat ??73,920,94,11,1120502 Venison ?71,019,58,51,2135649 Venison ??73.321.04.51.0125523 Rabbit 65.320.712.91.1199833

The relative content of total protein in meat is subject to relatively small changes. The bulk of meat proteins has high biological value. 100 g of meat contains 30-40% of the daily protein requirements for an adult. The ratio of the most important essential amino acids, tryptophan, methionine and lysine, in meat meets the requirements of a balanced diet. According to the absolute amount of essential amino acids, animal meat proteins different types differ significantly, beef is somewhat superior to lamb in this indicator, and the latter is superior to pork (per 100 g of meat).

Lean meat contains more complete proteins than fatty meat. It has been established that there is more complete protein in the whole pig carcass (90%) than in beef and lamb (75 - 85%). As the fatness of animals increases, the relative content of complete proteins in meat increases.

The biological value of meat depends on many factors. The protein utilization coefficient (PUR) for lean pork and veal is 90%, beef - 75, lamb - 70, rabbit - 65%. Meat from beef cattle breeds has greater biological value than meat from other types of productivity. When bull calves are castrated, the value of meat decreases, the fat content in muscles (marbling) increases due to more intensive development of adipose tissue.

Lipids in meat are represented by neutral fat, phospholipids and cholesterol, the content of which depends on many factors. Fat has a big impact on the quality of meat. Meat without fat or with low fat content is a low-quality product; it is not juicy, tender and tasty enough. Excessively fatty meat, causing its high energy value, reduces taste and digestibility. Differences in animal fatness do not have a noticeable effect on the composition of fatty acids. Lamb fat contains 48% unsaturated fatty acids, beef - 53, pork - 62%.

Lamb and beef fats have more high temperature melting. They are shelf stable. Lamb fat contains a lot of stearic acid and less palmitic and polyunsaturated fatty acids than beef fat. The fat from the meat of young animals contains less saturated and almost twice as much polyunsaturated fatty acids compared to the fat of adult cattle, so its biological value is higher. Pork fat contains more oleic, linoleic and polyunsaturated acids than lamb and beef fat.

Meat contains a small amount of carbohydrates (1 - 2%), which are mainly represented by glycogen. When storing meat, the amount of carbohydrates decreases several times, so from a nutritional point of view their importance is small, but they play an important role in post-slaughter processes.

The meat of slaughtered animals is rich in extractive substances (nitrogenous and non-nitrogenous), which have no nutritional value, have a positive effect on taste, stimulate appetite, activate the glands of the gastrointestinal tract, increase its digestibility, etc. The meat of different types of animals differs in the content of these substances, which provides each of them with a specific taste and smell. The meat of older animals has more extractive substances, and therefore has an intense taste and smell. Extractive substances are intermediate and final products of metabolism.

Meat is an important source of calcium, phosphorus, iron, zinc, manganese, copper, iodine, magnesium and other minerals (Table 2). The meat contains B vitamins, biotin, choline and others. There are few vitamins A and C in meat (Table 3).

Table 2. Content of minerals in meat of different types of animals

Element Pork Beef Lamb Calf meat Rabbit meat Ash,% 0.910.91.11.15 Potassium 316355329345335 Calcium 810.29.812.519.5 Magnesium 272225.123.725 Sodium 64.87310110857 Sulfur 2202301 65213225Phosphorus170188168206190Iron19402900209029203300Iodine6.67.22.72.75.0Cobalt876516.2Manganese28.5353533.913Copper96182238228130Molybdenum1311.69- 4.5Zinc20703240282031702310 Table 3. Vitamin content in meat

Vitamins, mg Beef Lamb PorkATracesTracesTracesE0.570.7-CTracesTracesTracesB60.370.30.33B12, mcg2.6-Biotin, mcg3.04-Niasin4.073.82.6Pantothenic acid0.50.550.47Riboflavin0.150,140.14Thiamin0.060,080.5 2Folacin, mcg8.45 ,14.1Choline709075

1.2 Main nutrients and energy value of semi-finished products and minced meat (per 100 g of product)

Table 4. Main nutrients and energy value of semi-finished products and minced meat (per 100 g of product)

Semi-finished product Protein, gFat, gEnergy value, kcal Natural large-piece meat Beef: Tenderloin - Longissimus muscle - Dorsal part - Lumbar part - Hip part - Upper piece - Inner piece - Side piece - Outer piece - Shoulder part - Subscapular part - Chest part Trim Cutlet meat Pork: Loin Brisket Hip part Shoulder part Cutlet meat Lamb: Loin Brisket Hip part Shoulder part Cutlet meat 20.2 20.5 20 20.4 20.3 20 20.3 19.4 17.8 16.3 17.6 17.8 13.7 8 15 14.7 11.4 15.9 14 17 16.1 16 2.8 2.9 3.3 2.5 2.6 2.3 2.6 3.7 6.5 18.7 14 10 36.5 63.3 27.2 29.4 41.7 21.5 25.8 14.4 14.9 19.3 106 108 110 104 105 101 105 111 130 234 196 161 383 602 305 323 4 21 257 288 198 198 238 Natural poultry fillet chicken fillet with a bone chicken breast chicken Chicken leg Boneless meat Sets: - for chicken broth - for chicken stewing 23.6 22.5 22.6 24.4 23.4 16.5 16.61.9 1.9 13.3 15.9 14.4 12 ,6 11.2113 106 210 240 223 181 167 Chopped semi-finished productsCutlets: Moscow Homemade Kiev Rump steak Beefsteak Dumplings: Russian Siberian Irkutsk Snack bars Capital Canteens Ostankino Peasant Meat and potatoes Minced meat: Homemade Beef Pork Bara special 14 8 12 14 12 13.4 14.2 14.2 13 14.5 14 14.3 8.1 11 17 11 16 16 16 18 26 26 22 20 18.7 19.6 16.8 12.1 14.5 20 20 15.3 6 17 50 33, 5 20 30 226.2 275.4 291.4 263.3 236.4 344.3 359.9 327 284.5 312 342 339 255 181.4 225 515 366 238 178.4

2. Goals and objectives of the study

.1 Goals and objectives of the study

Purpose course work is to study ways to expand the range of quick-frozen semi-finished meat products. Coursework objectives:

Explore ways to expand the range of quickly frozen semi-finished meat products.

Explore new assortments of natural and minced semi-finished meat products in stores and wholesale stores in Yakutsk.

Analysis of the Russian market for semi-finished products and study of new documentation from various information sources.

3. Research results

.1 Natural semi-finished products from beef, pork and lamb

Semi-finished meat products are divided into natural (large-piece, portioned, portion-breaded, small-piece), minced, in dough, the main of which are dumplings, minced meat.

Natural semi-finished products from beef, pork and lamb are produced in accordance with OST 49 208 - 84 and TU, semi-finished minced, dough and poultry products, as well as minced meat - in accordance with TU. GOST R 51187-98 applies to semi-finished baby food products (chopped, dumplings, minced meat).

For portioned breaded semi-finished products, pieces of meat are lightly beaten to loosen the tissues and rolled in finely crushed white bread crumbs to preserve meat juice. Semi-finished products are produced chilled (according to OST 49208 - 84), as well as chilled and frozen (according to specifications). To produce semi-finished products, beef, lamb, and pork are used in a chilled and frozen state.

Natural semi-finished products produced according to OST.Lump semi-finished products. Meat pulp or layer of meat, removed from a certain part of the carcass in the form of large pieces, protected from tendons and rough surface films; a thin surface film is left, the edges are trimmed evenly, and the stamp imprints are also removed. Depending on the type of meat, large-piece semi-finished products are divided into four groups.

First group: beef - tenderloin, longissimus muscle, hip; from pork - tenderloin, loin; from lamb - hip part.

Second group: beef - scapular, subscapular, chest parts; from pork - neck, hip, shoulder parts; from lamb - the shoulder part of the loin.

Third group: from beef - cutlet meat and beef trim of category II; from pork - brisket; from lamb - brisket, cutlet meat.

Fourth group: pork - cutlet meat.

Natural semi-finished products produced according to specifications. In accordance with the technical specifications, semi-finished products are produced not only in a chilled, but also in a frozen state. Specifications establish shelf life for chilled and frozen semi-finished products in vacuum packaging. The product range has been expanded to include the use of salting and massaging. The brine contains salt, phosphates, granulated sugar. The brine is introduced into the raw material by syringing or added to it by massaging. Semi-finished products are produced with or without breading, as well as sprinkled with spices and herbs.

3.2 Natural semi-finished poultry products in stores in Yakutsk

Many semi-finished chicken products have the same name as parts of poultry carcasses. For semi-finished products, a high quality of processing is established: hemp and hair-like feathers are not allowed in them.

In stores in Yakutsk, the assortment is mainly represented by semi-finished products from chicken meat of Neryungri Poultry Farm OJSC and Yakut Poultry Farm OJSC.

Depending on the thermal state, natural semi-finished products are divided into chilled and frozen.

The raw materials for the production of semi-finished chicken products are chilled and frozen gutted poultry carcasses. Carcasses with discolored muscle and fat tissue, bruises, hemorrhages, frozen more than once, poorly bled, and skinny are not allowed.

Natural semi-finished chicken meat products include fillet and fillet with bone, breast, leg, boneless meat, sets for stewing and broth.

For semi-finished turkey meat products - turkey drumstick, turkey quarter, turkey wing, shoulder part of the wing, elbow part of the turkey wing. These semi-finished products are 100% produced outside the republic and, one might say, abroad (CIS countries, Brazil, Argentina, USA).

3.3 Semi-finished products in dough from meat of slaughtered animals in Yakutsk

Local production of semi-finished products in dough from the meat of slaughtered animals in stores in Yakutsk is represented mainly by dumplings produced by Siberian Delicacy OJSC, Skif MPC LLC, Khotu-As LLC, Rus MPC LLC. To produce dumplings, local producers use large quantities of pork, beef, and smaller amounts of venison and horse meat (foal).

Currently, the range of dumplings in wholesale stores can be represented by up to 40 items. Products for high-income buyers are characterized by an original recipe, high quality minced meat prepared from several types of meat: beef, veal, lamb, venison. The products of Daria LLC, Sam Samych LLC, Smak OJSC, Omich LLC and others predominate there.

Semi-finished products in dough from the meat of slaughtered animals.They belong to the traditional food products of many peoples; widespread and loved in Russia.

All-Russian Scientific - Research institute meat industry developed TU 9214-554-0041979-00, the main provisions of which can be used to characterize the range of other types of semi-finished dough products.

Semi-finished dough products produced from the meat of slaughtered animals include dumplings; meat sticks; manta rays; khinkali.

Dumplings. Frozen semi-finished dough products filled with minced meat.

Dumplings are formed on automatic machines onto trays or onto a moving conveyor belt. The shape of dumplings can be varied, including those imitating hand-made molding. The shaped dumplings are frozen; they should not be at room temperature for more than 20 minutes.

Assortment of dumplings.

Dumplings are distinguished mainly by the composition of the minced meat.

· Minced Russian dumplings are prepared from 1st grade beef (10%) and lean pork (45%); another recipe - 1st grade beef (37%) and fatty pork (20%).

· For minced meat Siberian dumplings, unlike Russians, they use 1st grade beef (26%), fatty pork (10%) and semi-fat (20%).

· Pork dumplings are prepared with minced lean pork (56%).

· Minced beef dumplings consist of 1st grade beef (47%) and fatty pork (7%).

· For minced Lamb dumplings, lamb is used (54%).

· In the minced meat of Irkutsk dumplings, unlike Russian ones, raw beef fat is added.

· To prepare minced Capital dumplings, use 1st grade trimmed beef and lean pork in equal quantities (18% each) and fatty pork (20%).

· Minced snack dumplings are prepared from pork head meat, pick meat, tripe, boiled pork stomachs, blood plasma or light whey and a protein stabilizer (chopped pork skin).

· In addition to 1st grade trimmed beef, semi-fat and fatty pork, white cabbage is added to the minced Peasant dumplings.

Meat sticks. They have a cylindrical or rectangular shape, up to 10 cm in length. When molding them by hand, the prepared dough is rolled into a layer no more than 2 mm thick, and a layer with the dimensions of the sides is cut out of it 7×10 cm, on the edge of which the prepared minced meat is placed, the layer is rolled up. Minced meat for the capital's sticks is prepared from premium beef, lean pork with the addition of onion, salt and pepper. In rural sticks, the minced meat includes beef, fatty raw materials, vegetables, egg products, milk powder, onions, salt, and pepper.

Manta rays. They are steamed in a special dish - manti-kaskan. This makes it possible to retain the shape of the products and give the dish a different taste than dumplings. The test pieces are made in the shape of a figure eight with three tucks. The weight of one product is about 70 g. The dough is prepared by hand, after stretching it, it is shaped into a loaf, from which pieces weighing 35 g are separated, rolled into balls, then rolled into a thin circle, minced meat is added, and the edges are pinched. Minced southern manti consists of lamb, raw fat and a large amount of onion (20.9%). The raw materials of the Caspian manti include beef.

Khinkali. Khinkali is boiled in water like dumplings. The weight of the product is about 50 g. The minced meat contains a high content of onions (16-17%).

The mass fraction of minced meat to the mass of all semi-finished products in the dough is 50%, except for Danilovsky dumplings (40%).

Semi-finished products in dough from poultry meat.The range of semi-finished products in this group includes Vyatka, homemade dumplings; Anjian and Atbasar manta rays; Turin ravioli.

3.4 Chopped semi-finished products from meat of slaughtered animals and poultry

A new range of minced semi-finished poultry products.

In stores in Yakutsk, I noted the products of chicken cutlets from MPC Skif LLC, Siberian Delicacy LLC, Khotu-As LLC and Kurykan cutlets from Yakutsk Poultry Farm OJSC.

The assortment is represented by the following names: Slavic, capital, old Russian, home-made, village-style, Nezhin cutlets; homemade, hunting, Cossack, Siberian meatballs; schnitzel Borodinsky, village, Slobodsky, Posolsky, peasant with herbs, onions and eggs, Kurykan cutlets.

The recipe for half of the items includes hand-boned poultry meat, while most items contain meat from slaughtered animals. Most products for binding minced meat use soy, milk, and animal proteins instead of wheat flour bread. All semi-finished products are breaded.

In addition, stuffed products, zrazy with fillings, Gordon Blue cutlets, semi-finished products with spices and breaded with spices are in great demand among the population.

The fillings used are onions with eggs, liver with buckwheat porridge, mushrooms, herbs, cheese, cabbage, beans with nuts, ham with horseradish, carrots with nuts, potatoes, rice, prunes and dried apricots.

Zrazy with fillings is produced from pieces of poultry, minced meat, and mechanically separated poultry.

Gordon Blue cutlets are made from manually and mechanically separated minced meat. The minced meat is rolled out and two thin flat cakes are cut out. Pieces of ham and cheese are placed on the first flatbread. Place a second flatbread on top, give the semi-finished product an oval shape, dip it in dough or bread it with wheat flour.

When preparing semi-finished products with spices, flavoring and aromatic mixtures are added, for example “Zurnal”.

When producing semi-finished products breaded with spices, Kurmin breading is added, consisting of two equal parts of breadcrumbs and a mixture of spices of different colors.

Chopped semi-finished products from meat of slaughtered animals.

All local producers have a traditional range of chopped semi-finished products, which include “gourmet” cutlets, Moscow cutlets, home cutlets, Kiev cutlets, rump steak, beefsteak, etc.

At the end of the 1990s, the demand for semi-finished products for mass consumers increased, so regulatory and technical documentation was developed for chopped semi-finished products, the raw materials of which include soy protein preparations, mainly textured soy flour, and mechanically separated poultry meat. The specified raw materials in products account for up to 80%, and meat from slaughter animals and raw fat are added in small quantities. To enhance the taste and aroma properties of products, dill and other spicy vegetables, mushrooms, cheese, and spices are added to the recipe.

Semi-finished products for baby food.Minced semi-finished meat products, dumplings, and minced meat are produced for baby food (GOST R 51187 - 98). Depending on the age of children, semi-finished products are divided into the following types: for early (1.5...3 years), preschool (up to 6 years), and school (over 6 years) age. Cutlets, meatballs, meatballs, and minced meat are produced for young children; preschool and school - rump steaks, schnitzels, rolls, beefsteaks, zrazy, as well as dumplings.

.5 Packaging, labeling, transportation and storage of semi-finished meat products

Frozen products are packaged in various packaging materials. Mainly, plastic containers and bags are used as packaging material, as well as combined

packaging materials (including packaging based on paper and foil, for example, for ice cream). However, with all the variety available, the main packaging material for packaging frozen products is film polymer materials. What are the main requirements for packaging for frozen products and what are the features?

In the recent past, the main functions performed by packaging were storage and transportation; Now the functions of packaging have expanded significantly. For example, according to statistics, 67% of consumers make their choice in a store in favor of a particular product or product, taking into account, first of all, the attractiveness and quality of the packaging. Of course, it is impossible to say that packaging is more important than the contents of the product. However, packaging, being a link between the buyer and the manufacturer, forms a certain image of the product and encourages the purchase of the product.

Product packaging can be compared to clothing for a person. This is a necessity, but at the same time it allows you to stand out. As you know, fashion is changeable, it is constantly changing, moving forward. Frozen foods (popularly “frozen”) are a relatively young and one of the most dynamically developing segments on the Russian market. Therefore, the packaging market for this segment is rapidly developing. Currently, many companies producing packaging for frozen products are looking for new solutions, introducing innovative materials, and conducting research.

Due to certain features of storing frozen products, the choice of materials is quite limited, since only some packaging materials can withstand low temperatures. A high degree of frost resistance of films, as well as their welds, is one of the main qualities required for packaging for deep-frozen products. Most frozen foods have sharp edges, which is why great attention is paid to the packaging's high puncture resistance. Film packaging, which is made from multilayer polyethylene or from materials based on different polymer layers, meets these requirements. Some frozen foods are subsequently heated in the packaging, which is why the packaging material must withstand both temperature changes and exposure to microwaves.

The most widely used flexible packaging materials for packaging frozen products are:

RET/RE - Berries, vegetables, fish, mushrooms, French fries, cutlets, seafood;

RE - Vegetables, berries, mushrooms, French fries, dumplings, cutlets;

VORR/RE - Dumplings, semi-finished products for baking, dough, dumplings;

OPP matte, OPP pearl - Ice cream.

Polyethylene

Modern technologies The production of polyethylene gives it the opportunity to compete with packaging materials for frozen products, which are produced by lamination. However, only modern high-tech extrusion equipment makes it possible to produce multilayer polyethylene films with specified properties for each layer and, accordingly, obtain packaging with the desired characteristics (resistance to tearing and abrasion, high processability, high welding properties, etc.). In this way, it is possible to achieve the combination of characteristics of the packaging material required by the customer. Polyethylene packaging for frozen products must be made from high-quality film using additives that improve the characteristics of strength, frost resistance and slip, which is important when used on packaging equipment for high-speed packaging. These films, in addition, must hold paint perfectly, even when exposed to condensation that forms when the product thaws. Flexographic surface printing can be applied to polyethylene packaging. Multilayer packaging for frozen foods provides the possibility of interlayer (rotogravure or flexographic) printing.

The emergence of packaging materials with unique characteristics that make it possible to extend the shelf life of products, and also provide the possibility of colorful decoration, allows manufacturers of frozen products to distinguish their product from competing products.

The marking of consumer packaging, in addition to information, must contain the following information: thermal state of the semi-finished product, dates of manufacture and packaging, for refrigerated highly perishable products - expiration time technological process; cooking method.

Transport containers for semi-finished products are reusable boxes and packaging equipment designed for a net product weight of no more than 250 kg.

Transport markings for frozen semi-finished products when delivered from other cities for information that is mandatory for all food products must have handling signs: “Compliance with temperature range” or “Perishable cargo”.

Table 5. Shelf life of frozen semi-finished meat products at (4±2)°C.

Name of semi-finished products Shelf life, hours Natural large pieces, portioned (tenderloin, beefsteak, languette, entrecote, rump steak, beef, oven-baked pork, lamb, escalope, schnitzel, etc.) without breading………………. Natural portioned breaded (rump steak, natural lamb and pork cutlet, schnitzel)…………………………… Natural small-sized pieces (beef stroganoff, azu, podjaka, goulash, beef for stewing, etc…………………… …………………………… Natural small-piece marinated, with sauces………………… Chopped molded, including breaded, stuffed……… Minced meat (beef, pork from the meat of other slaughtered animals, combined: - produced by meat processing enterprises......... - produced by trade and public catering enterprises.... Semi-finished meat and bone products (large and small pieces, portioned)... 48 36 36 24 24 24 12 36

Semi-finished meat products are transported by refrigerated and isothermal automobile and refrigerated railway transport. Particularly perishable semi-finished products (with a shelf life of up to 72 hours) in summer period transported by isothermal vehicles with ice in the back for 3 hours, without ice - 1 hour.

3.6 Russian market semi-finished products

Frozen semi-finished products - trends in the Russian market in times of crisis.

President of the largest Russian manufacturer of frozen semi-finished products under the Zolotoy Petushok and Home Fairy Tale" - Food Products company, Stefano Vlahovich, spoke at the VIII annual forum of the Adam Smith Institute "Agribusiness and food industry of the Russian Federation", November 19, 2009.

Analytical data provided by the marketing research agency AMI VETRA-Marketing.

In times of crisis, the market for frozen semi-finished products is showing steady growth. Despite the slowdown in growth rates in 2009 (in physical terms - at the level of up to 1%, in monetary terms - at the level of 3%), the market, according to analysts' forecasts, will maintain its positive dynamics in the next two years, which is explained by the availability of raw materials, a decrease in inflation rates, rising household incomes and, as a consequence, increased demand.

The main share of the market for frozen semi-finished products is still occupied by semi-finished meat products (almost 45% of the share of the frozen food market volume). At the same time, the most promising market segment in the near future will be traditional semi-finished meat products and products of medium and low price levels.

The growth of the semi-finished meat segment, as the most capacious segment of the frozen meat market, is primarily due to the growing demand for semi-finished poultry meat products, which are the fastest growing market segment over the past 2 years. According to preliminary estimates by analysts, the market for frozen semi-finished poultry meat products grew in 2009 by 10-17% in volume terms, and for the period until 2011 the average annual growth rate of this market will be from 6 to 8%.

The share of frozen semi-finished poultry meat products is already 48% of the total volume of semi-finished meat products. Semi-finished poultry products remain the most affordable category. Their consumption is growing 2 times faster than beef products, and 2.5 times faster than pork products (according to the Meat Union, 2008). Company President Stefano Vlahovic notes that consumption trends in 2009 demonstrate that demand for poultry meat products is outpacing demand for other types of processed meat products due to affordability and increased supply - this emerging situation may provide additional impetus.

In general, the impact of the crisis on the Russian food market turned out to be moderate. The crisis did not lead to a significant reduction in the consumption of ZPF. Today, about 70% of the Russian population are consumers of frozen semi-finished products. Although the frequency of purchases of frozen foods has decreased somewhat, consumers no longer refuse these products, while trust in the brand, manufacturer, quality and taste of products remain one of the key factors when choosing semi-finished products. It is obvious that, along with quality, the importance of price is increasing as a determining factor when choosing a food processor, especially in regions where, under the influence of the crisis, competition from local brands has increased and there has been an increase in the use of cheaper unbranded products.

Analysts predict that the share of active buyers (frequency of consumption several times a month or more often) of semi-finished products in the period from 2009 to 2011. will increase from 49% to 53% due to an increase in the frequency of consumption of traditional semi-finished products.

Retail continues to be the main distribution channel for semi-finished products. The winners were discounters and economy format stores, their share exceeded 12%, and turnover revenue increased by 32%. There is a tendency to increase the share of private labels. Traditional retail channels (markets and convenience stores) are most relevant for the regional market and their share is estimated at 13.5%.

The HoReCa segment suffered the most (-3%), due to a sharp decline in restaurant traffic. According to the Komkon study (March 2009), about 20% of residents of megacities refused to eat out.

The development of the market for frozen semi-finished products in the next two years will depend on the level of purchasing power of the population and the expansion of the supply of affordable products good quality, dependence on imports, growth general level distribution and further development of modern retail formats. Segments of the agricultural production market with a large share of imports will be most affected by the crisis due to a significant increase in prices.

Manufacturers who provide acceptable quality of their products, an ideal price/quality ratio and a good level of distribution of their products, as well as those manufacturers who are focused on processing chicken and pork, will be in a more advantageous position. We should expect further growth in demand for traditional semi-finished products and products in the middle and economy price segments.

If we consider the volume of consumption of frozen semi-finished products in Russia and compare it with consumption in other countries of the world, then in Russia this figure is approximately 13 kg/person. per year, which is noticeably lower than in the USA and Europe. Russia is rather a northern country in terms of its consumption model, so consumption growth can be predicted. Despite the crisis, there is great potential for further development and growth in the Russian market.

The President of the Food Products company, Stefano Vlahovich, at the end of his speech at the Forum, summed up that in 2010-2011. Analysts still predict an improvement in the economic situation, which will further stimulate demand for frozen semi-finished products, especially from poultry meat - as they are affordable and promising for further growth in consumption.

The market for frozen semi-finished meat products covers the following food products: dumplings, dumplings, pancakes, cutlets, minced meat, pizzas, semi-finished poultry products, etc.

In weight terms, the dumplings segment occupies about 80% of the market, the remaining 20% ​​comes from cutlet products. The products of the dumplings segment have outstripped all other frozen semi-finished meat products in their development, not only quantitatively, but also qualitatively. In general, in all cities the largest market share in value terms - about 60% - is occupied by dumplings. Various semi-finished meat products, although they occupy the second position in the market structure, account for only 20%, and pancakes - only about 10%.

Both large meat processing plants and small private enterprises are now engaged in the production of “quick meats”. The flagships of the industry have long had a regular clientele, and small firms strive to “take” the buyer precisely with the homemade nature of their products, quality at the lowest price. The dumplings market is characterized by low concentration: there is a place in it large companies and numerous medium and small enterprises. Consumers in most cities prefer products from local producers.

Among modern trends market, one can also highlight an increase in demand for expensive products, a decrease in price competition factors, an increase in the importance of branding, and an expansion of the range.

3.7 New meat documentation for meat and meat-containing minced semi-finished products

Semi-finished chicken products using antimicrobial agents.The film-forming composition or the Bombal preparation and the addition of black and red ground pepper allow you to extend the shelf life of semi-finished products in a refrigerated state to 5 days. These prepared foods include amateur chicken, hind quarter and seasoned chicken leg.

Semi-finished products from boneless meat. This is fillet from white red meat of chickens and turkeys, boneless chicken and turkey meat, etc. To produce fillet from white meat, separated from the breast part of the carcass muscle tissue beat, giving the piece a flat shape, then use a knife to smooth out the edges. Red meat fillet comes from a whole piece of the muscle part of the thigh. Boneless chicken and turkey meat is made from large pieces of meat with skin, cutting them into pieces with side sizes of 15...30 mm.

Shawarma. Add wine vinegar or a 3% solution to the brine for chicken shawarma citric acid.

Marinated kebab. When making it, prepared pieces of meat are mixed with salt, finely chopped onions, herbs, wine vinegar and a 3% solution of lemon or acetic acid, placed in stainless steel containers and kept for 8…12 hours.

In connection with the introduction of GOST 52675-2006 “Semi-finished meat and meat-containing products” in 2007, there was a need to revise the previously existing regulatory documentation for chopped semi-finished products of all types. This is explained by the fact that this standard provides a fundamentally new classification of semi-finished meat products, according to which semi-finished products are divided into:

groups: semi-finished meat products (containing at least 60% meat ingredients) and meat-containing products (having less than 60% meat ingredients in the recipe);

types: semi-finished pieces, chopped, in dough;

subtypes: molded, unshaped, breaded, unbreaded, weighted, packaged, etc.;

by thermal state: chilled, frozen, frozen.

According to GOST R 52675 - 2006, changes were made to the names of regulatory documents, which is due to the inclusion of the term “meat-containing semi-finished products”.

In addition, when revising previously existing technical documentation, changes related to the design, coordination and approval of technical specifications, renaming of approving organizations, and the introduction of new regulatory and technical documents into effect in the last three years were taken into account.

Semi-finished meat and meat-containing minced, casing and breaded products, depending on the raw materials and materials used, technology and manufacturing, as well as thermal state and materials, are produced chilled and frozen in the assortment given below.

Conclusion

One of the ways to reduce losses of raw materials and increase food output is to develop the production of highly prepared semi-finished products and quick-frozen ready meals.

According to my observations in stores in Yakutsk, the sales volumes of frozen semi-finished products significantly exceed the sales volumes of fresh and chilled meat. This trend is not at all difficult to explain. It is more profitable to buy frozen meat than chilled or steamed meat.

Frozen meat is cheaper than chilled meat; it no longer needs to be frozen for long-term storage - this was done at a meat processing plant, and they chose this mode in order to save as many valuable vitamins and minerals as possible. nutrients. IN industrial conditions the meat is frozen in special chambers at a temperature of minus 30-40 degrees, which cannot be repeated in the freezer of a home refrigerator. Frozen semi-finished products prepared at a meat processing plant will be stored for a long time, and after defrosting they will turn out to be tasty, nutritious and healthy dishes.

Natural semi-finished products produced according to specifications. In accordance with the technical specifications, semi-finished products are produced not only in a chilled, but also in a frozen state. Specifications establish shelf life for chilled and frozen semi-finished products in vacuum packaging. The product range has been expanded to include the use of salting and massaging.

The All-Russian Research Institute of Poultry Processing Industry has developed scientific documentation on a range of natural semi-finished poultry products. They differ from semi-finished products produced using traditional technology in that during their production seasonings are added to the raw materials, nutritional supplements and spices.

The range of semi-finished dough products is presented big amount products. The All-Russian Research Institute of the Meat Industry has developed TU 9214-554-0041979-00, the main provisions of which can be used to characterize the range of other types of semi-finished dough products.

At the Department of Biotechnology, Commodity Science and Food Expertise of the Kemerovo Technological Institute of Food Industry, the possibility of replacing part of the main raw materials with protein of microbial origin was determined and semi-finished meat products for therapeutic, prophylactic and dietary purposes, enriched with biologically active additives, were developed.

A new range of minced semi-finished products from meat of slaughtered animals. In accordance with the regulatory and technical documentation developed by VNIIMP, chopped semi-finished products of the following names are produced: from beef - special beefsteak, peasant meatballs, extra lula kebab, homemade kupaty, hunting cutlets; from pork - homemade rural cabbage rolls, city meatballs, special cutlets, lula kebab, country kupaty.

Semi-finished products can be produced for the rational nutrition of healthy children, as well as for preventive and therapeutic nutrition. Depending on the raw materials used, semi-finished products of three classes are produced: A, B, C. The mass fraction (%) of trimmed meat in semi-finished products of class A is at least 72, class B - 55, class B -45; eggs and their products - no more than 3; hydrated milk proteins of class A - no more than 18, no more than 30, class B no more than 15; plant components (vegetables, cereals) no more than 30.

Meat raw materials are subject to more stringent safety requirements. For the production of semi-finished products for baby food, meat is used from livestock raised in environmentally friendly areas, without the use of growth stimulants, hormonal drugs, feed antibiotics and other non-traditional feed additives.

New technical documentation (TU 9214-039-52924334-09, TU 9214-040-529244334-09) was put into effect in 2009 to replace the previously existing one, fully complies with the requirements of GOST R 52675-2006, has no validity period and is intended for meat processing enterprises in Russia.

conclusions

1)One of the ways to reduce losses of raw materials and increase food output is to develop the production of highly prepared semi-finished products and quick-frozen ready meals.

)The meat of slaughtered animals is rich in extractive substances (nitrogenous and non-nitrogenous), which have no nutritional value, have a positive effect on taste, stimulate appetite, activate the glands of the gastrointestinal tract, increase its digestibility, etc.

)Current market trends also include expanding the range, increasing demand for expensive products, reducing price competition factors, and increasing the importance of branding.

)The range of semi-finished dough products is represented by a large number of products. The All-Russian Research Institute of the Meat Industry has developed TU 9214-554-0041979-00, the main provisions of which can be used to characterize the range of other types of semi-finished dough products.

)The share of poultry meat products is already 48% of the total volume of semi-finished meat products. Semi-finished poultry products remain the most affordable category. Their consumption is growing 2 times faster than beef products, and 2.5 times faster than pork products (according to the Meat Union, 2008). Consequently, the demand for poultry meat products is outpacing the demand for other types of semi-finished meat products due to affordability and increased supply - this current situation can give additional impetus.

minced meat semi-finished product shop

Bibliography

1. Andreenkov V.A. Natural semi-finished poultry products / Meat industry 2009 No. 1;

Andreenkov V.A. New documentation for semi-finished meat products and fillings./ Meat industry. 2009 No. 11;

Boravsky V.A. Encyclopedia of meat processing on farms and small businesses. M.: SOLON - Press, 2002;

Kozlova G.V. Features of the use of complex preparations and natural additives and the production of semi-finished products./ Meat industry. 2009 No. 11;

Kospyreva L.M. Commodity research and examination of meat and meat products: a textbook for students of higher educational institutions. - 2nd ed., M.: Publishing Center "Academy", 2006;

Kuzmicheva M.B. Russian market of semi-finished products in crisis conditions / Meat industry. 2009 No. 5;

Negreeva A.N. Pork production and processing: Tutorial- M.:, 2008;

Makhonina V.N. Sausages and semi-finished products / Meat industry. 2009 No. 6;

Rodionov G.V. Technology of production and processing of livestock products. - M.: KolosS, 2005;

Serpova O.S. Experience in deep processing of livestock products. 062 Analytical review. - M.: FGNU "Rosinmagrotekh", 2008;

Shugurova G.B. Innovation in the field of heat treatment of meat products, semi-finished products and ready meals / Meat industry. 2009 No. 3.

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