Principles, goals and objectives of the marketing service The state and quality of the marketing of an enterprise depends on how the marketing service (department, group) that performs marketing management is organized and how efficiently it works. Before entering the market with your

The main types of organization of the marketing service At some enterprises, the marketing service has gone through several stages in its development, ranging from sales departments to special structures for managing marketing activities. Depending on the size of the enterprise,

Functional organization of the marketing service In the functional structure of marketing management, departments and services are formed according to the marketing functions performed, or responsibility for the performance of each function is assigned to an individual employee or group

Evaluation of the effectiveness of the marketing service The effectiveness of the marketing service is evaluated by various indicators: achievement of the intended results; the efficiency of the resources used; the quality of services provided to the customer; company profitability from

Staff Joaquin worked as the head chef and prepared all poultry, fish and beef starters, as well as pasta. A short, stocky Guatemalan with a wide mustache and a scar on his cheek spoke broken English with a terrible accent. Kenny worked as a cook's assistant and did everything

natural

Competition in the confectionery market is getting tougher every year. In order to comply with the latest trends in the industry, enterprises first of all need to create such organizational conditions that would allow them to guarantee the stability of the quality of their products.

.4. Organizational structure of the enterprise LLC "SLUSTRY" and personnel analysis

Figure 1.4 - Organizational structure of the enterprise OOO "SLUSTRY"

Detailing the functional responsibilities of structural units / positions.

Table 1.4. - Functional responsibilities structural divisions / positions.

1.5 Analysis of the existing marketing service for the enterprise LLC "SWEET"

Currently, marketing functions at the enterprise are performed by the director Pashin A.V. Due to increased competition in this market, as well as the need to grow and develop in an emerging market, it was decided to create a separate marketing division.

2. Theoretical basis organization of the marketing service at the enterprise

2.1 Concept and functions of the marketing service

Marketing service is an integral and most important part of a company's marketing system. The marketing system is employees, technical means, rules of conduct, a set of information with the help of which the business processes of the company's interaction with the market are built and function.

The most important function of the marketing service is marketing planning, organization and control of marketing activities. Planning the marketing activities of an enterprise can be divided into the development of an activity strategy and the definition of tactics for implementing the developed strategy. Control, as one of the functions of management, occupies a very important place in marketing. First of all, it is a form of purposeful influence on the company's team, systematic monitoring of the enterprise's activities, comparison of actual performance results with planned ones.

The main objects of control are the volume of sales, the size of profits and losses, the reaction of buyers to new products. Marketing management should be flexible, adaptive, and the control system should facilitate the search and implementation of new management methods commercial activities corresponding to changes in the external environment.

The process of activity of the marketing service is shown in Figure 1. This scheme is based on marketing research of market opportunities and enterprise resources, as well as the goals put forward by management. The final definition of the goals and objectives of the marketing service is carried out on the basis of marketing research, and the goals of the research are determined by the goals and strategy of the enterprise as a whole.

Figure 2.1. - Marketing management process

In general, the achievement of the goals of the enterprise depends on three factors:

Enterprise strategies.

organizational structure.

From the quality of functioning of the organizational structure.

The organizational structure of the marketing service is the structure on the basis of which marketing is managed in the enterprise. In general, the marketing service can be given the following definition: it is a set of services, departments, divisions, which include employees engaged in a particular marketing activity.

The following main functions of the marketing service in the enterprise can be distinguished:

Processing and analysis of information.

1. Monitoring and systematization of information about the market (competitors, prices, products and services, target market segments, changes in macroeconomics).

2. Collection of information and preparation of draft management decisions (strategy, product promotion plans, etc.).

3. One-time marketing research (on new types of products and various business improvement ideas).

organizational component.

1. Diagnosis of problems of the enterprise and the formulation of tasks.

2. Planning your own activities.

Creating a marketing service in an enterprise will help achieve the following positive results:

The choice of more liquid and profitable goods and services, the rejection of less

Increasing customer satisfaction by improving customer service.

Entering new markets ahead of competitors.

Improving the quality of existing products.

Choosing the best price for goods and services.

Accurate pricing and inventory minimization.

Competent positioning.

Improving the quality of the distribution network.

Figure 2.1.2 - Functions of the marketing service

2.2 Forms of organization of the marketing service

marketing service organization

Building the organizational structure of the marketing service.

Selection of appropriately qualified marketing specialists.

Distribution of tasks, rights and responsibilities.

Creation of conditions for effective work.

Organization effective interaction marketing services with other divisions of the company.

The marketing service can be of two types - the central marketing service or the operational marketing service. The central marketing services coordinate, plan and control the company's marketing activities. The operational marketing service deals with the prompt solution of current issues.

The organizational structure of the marketing service should be based on the following dimensions: functions, geographical areas activities, products, consumer markets.

The main types of organizational structures of the marketing service at the enterprise are:

functional

Commodity

Market

Commodity market (matrix).

For most companies, the organization of the marketing service by functional type is recommended. Typically, in companies, each division of the marketing service corresponds to one link in the structure: the research department is engaged in marketing research, the advertising department is engaged in advertising, the regional development department is marketing in the regions, etc. This structure is typical for small companies with a logically built short list of products or services. Such enterprises produce, as a rule, individualized goods, and the market in which they exist is homogeneous and stable. The disadvantages of such a structure are the lack of specialized marketing departments (product departments, regional departments, etc.) - this can cause difficulties in developing and bringing new products or services to the market. If the company works for a large number of regions and does not have a specialization on a territorial basis, then there may be difficulties with the output and promotion of products to specific markets.

In many European companies, the structure of the marketing service, formed according to the product principle, has become widespread. Enterprises with a wide range of products or services, specializing in a large number of markets - a portrait of such companies. They better adapt to changes in the market and its changes for each specific product and respond more mobile to changes in product competition. The disadvantage of this structure is the excessive weighting of the control system due to a large number goods and markets, and as a result - the weakening of coordination and control, duplication of functions.

Companies that are regionally oriented in the sale of products have a structure that takes into account the specifics of each region. As a rule, the processes of developing and bringing products or services to the markets are finely worked out here, and the products themselves take into account all the preferences of consumers in specific markets. The regional structure of the formation of a marketing service gives advantages to companies operating, for example, abroad. The disadvantages of this structure are the duplication of functions within departments, the difficulty of coordination.

At present, the structure of the formation of a marketing service by consumer groups has become more and more widespread. With the help of such a structure, the company becomes focused on a specific consumer and can implement a comprehensive marketing policy. The disadvantage may be duplication of functions.

Comparative analysis all possible organizational charts of the marketing service are shown in Table 2.2.

Table 2.2 - Comparative analysis of marketing organizational charts

2.3 Methods and principles of organizing the marketing service

There are the following principles of organization of the marketing service:

The maximum proximity of the decision-making link to the links of practical marketing.

The simplicity of the organization chart of the marketing service.

Limitation of functions and areas of responsibility of each specialist.

A clear delineation of the activities of units that perform various marketing functions.

Prevention of duplication of work by various specialists.

When creating a marketing service in an enterprise, it is necessary to pay attention to the following questions:

What is the place of the marketing service in the structure of the organization.

How it interacts with other services.

Functions of the marketing department.

Education and number of employees of the marketing service.

Material base and principles of formation of the marketing budget.

The firm must develop a marketing structure that can take over all the marketing work. If the firm is very small, all marketing responsibilities can be assigned to one person. He will be entrusted with marketing research, sales organization, advertising, customer service, etc. This person may be referred to as a sales manager, marketing manager, or director of marketing. If the firm is large, it usually employs several marketing specialists: salespeople, sales managers, marketing researchers, advertising specialists, generic and branded product managers, market segment managers, and customer service workers.

When organizing a hotel business, the level of qualification of personnel has importance, because it is the staff who meets the guests, contacts with them, serves them. Marketing service specialists must meet the general requirements for specialists of this profile, namely:

Consistency of knowledge, great erudition and outlook.

Sociability.

Striving for something new, dynamism.

Diplomacy, ability to extinguish conflicts.

Foreign language skills.

Knowledge of ethics and protocol.

Possession of all styles of presentation of thought (journalistic, artistic, bureaucratic, scientific, colloquial).

There are necessary conditions for the effective functioning of the marketing service for any of the structures:

Flexibility, mobility, adaptability.

Simplicity and transparency of the structure

Correspondence of the size of the marketing service to its tasks

Compliance of the structure of the marketing service with the specifics of the product range.

An important step is to control the effectiveness of the marketing service. To obtain control information that allows you to make decisions about the continuation or correction of the adopted line, there are three types of marketing control.

Monitoring the implementation of annual plans - carried out in order to determine the achievement of planned results. This type of control is based on checking and analyzing the possibilities of obtaining orders, analyzing the size of the market share covered by the organization, analyzing the attitude of potential customers to the offers of the organization, analyzing the effectiveness of marketing activities by evaluating the relationship between marketing costs and the growth of sales volumes.

Control over profitability, as a result of which both profitable and unprofitable components of the production process are determined. This type of control consists in a differentiated assessment of profitability in relation to the types of objects, market segments, regions, order volumes, implementation methods, co-executors and counterparties.

Strategic control - aims to establish how effectively marketing is carried out and how much the complex of marketing activities being implemented corresponds to the tasks and capabilities of the organization and the conditions of the market environment.

3. Improving the organization of the marketing service at the enterprise LLC "SWEET"

In accordance with the wishes of the management, goals and objectives were determined for the creation of a marketing service.

As can be seen from the task tree, for efficient operation, it is necessary to create all the conditions for the service to work. First of all, there will be an organization of workplaces, namely, the allocation of a separate office for employees. The office is supposed to be equipped with computer equipment, workplaces, Internet, telephone, fax, etc.

The work schedule provides for the work of marketing service employees on weekdays from 8.00-17.00, Saturday and Sunday, days off. On holidays, specialists rest according to the approved days throughout Russia, vacation schedules, time off, etc. are also drawn up. Sick leave is provided on the basis of certificates from clinics and medical institutions.

Marketing Service Tasks:

Development of a market behavior strategy in all areas: types, price and quality of products, channels and methods of promotion, etc.

Development of a long-term and short-term marketing plan.

Operational information support of marketing activities.

Enterprise image management.

On the basis of the fixed goals and objectives of the marketing service, a plan was drawn up for the creation of this unit, a schedule and results of its work were outlined, and milestones were identified.

The main directions of creating a marketing service:

Formation of goals and objectives of the department.

Drawing up an organizational structure.

Distribution of duties.

Drawing up the competencies of specialists.

Development of job descriptions.

Preparation of requirements for candidates.

Search and selection of candidates.

Training of candidates and their adaptation.

The next step is to determine the functions of the marketing service, which forms the structure of the marketing service.

Function - conducting marketing research

Organization of the marketing research process, including the following operations:

identification of the problem associated with the sale of products;

obtaining primary information (external and internal);

analysis of secondary information (external and internal);

analysis of data characterizing the market of the considered type of product;

use of marketing research results;

Marketing research plans for the enterprise as a whole are developed by employees; their development is coordinated by the head of the marketing department, approved and controlled by the director.

Function - market segmentation.

The approval of the results of the selection of market segments for commercial development is carried out by the head of the marketing department.

Function - the study of customer satisfaction

Decisions on the need to study different aspects of the behavior and reactions of consumers, depending on the relevance of this problem, are made by the head of the marketing department. The director approves these decisions, they are carried out by the employees of the marketing department. Control over the implementation of decisions is carried out by the head of the marketing department.

Function - study of competitors and demand

sales volumes in general and by market segments;

overall market share;

goals and behavior in the market;

self-esteem;

Studying competitors and demand under the supervision of the head of the marketing department. The research program is also approved by the head of the marketing department.

Function - determination of prices for services

Prices are determined by the accounting department based on the recommendations of the marketing department. Recommendations are developed by marketers with the participation of the head of the marketing department and the director. The director approves price lists. Control over the development of prices is carried out by the deputy. director of economics.

Function - promotion of the enterprise (organization of an advertising campaign, exhibitions and demonstrations, sales promotion activities; personal selling; public relations)

The preparation of solutions and their execution for these functions is carried out by the group of advertising and PR of the marketing department. Plans for advertising campaigns and other activities to promote products after agreement with the accounting department, the director approves. If necessary, the relevant production and technological divisions of the enterprise take part in their implementation. Control over their execution is assigned to the head of the marketing department.

Function - search for new customers

This function is performed by the marketing department under the leadership of the head.

Function - development of strategic and operational marketing plans

The director approves the marketing plans; their development is headed by the head of the marketing department; the development of plans is carried out by the marketing department with the participation of all the necessary services of the enterprise; The director oversees the development and execution of marketing plans.

Function - marketing budget development

The development of the marketing budget is carried out by the marketing department with the participation of accounting and all other necessary services of the enterprise; the director approves the marketing budget; control of its development is carried out by the head of the marketing department; its implementation is supervised by the director .

10. Function - professional development of employees in the field of marketing

A plan for improving the skills of employees in the field of marketing is developed by the marketing department in coordination with the personnel department and

accounting. The director approves the plan. Organized and supervised its implementation by the head of the marketing department.

Function - conducting an internal audit (identifying strengths and weaknesses) marketing activities at the enterprise

The director makes a decision on conducting an internal audit; internal audit is carried out by a commission specially created by him; the marketing department, as well as the accounting department, provide all the necessary information; control is exercised by a person appointed by the director.

Job descriptions are drawn up separately and approved by the director in accordance with the regulation on the marketing service. Next, a time schedule is developed for the work of the marketing service.

As in any other structural unit, the marketing service needs a work plan both monthly and quarterly, which is detailed by day and involves the inclusion of tools and ways to achieve the goals.

Conclusion

As part of the company's development strategy aimed at achieving long-term tasks and goals, the efforts of the marketing department are of particular importance. For the purpose of the most effective solution strategic tasks in the field of advertising and marketing, it is necessary to have a clear understanding of the specifics of the business, the features of the company's products or services, know the strengths and weaknesses of the company, have information about the market and be able to use this information correctly.

The responsibilities of marketing specialists can be divided into groups: sales, advertising and public relations, analytics. Marketing specialists work closely with management, research the market and determine the segment that the company will target. Then they study the work of their competitors, determine their strengths and weaknesses. About all the needs of customers, hotel administrators inform not only the department that is able to satisfy them, but also the marketing department.

As a rule, large marketing departments in confectionery shops, small in size, are not created - the size of the marketing service usually corresponds to the size of the enterprise itself. In the researched confectionery LLC "SWEET", marketing functions were performed by the director for a long time. However, due to increased competition in the confectionery market, as well as the need for growth and development, the company's management decided to create a separate marketing division.

The main purpose of the created marketing service is to develop recommendations based on market analysis and coordinate the activities of the enterprise.

The created marketing service consists of two specialists - a marketing analyst and an advertising specialist, whose duties and functions are fixed in their job descriptions.

It is assumed that the creation of a separate division responsible for the marketing processes of the confectionery will increase the efficiency of its activities as a whole and increase profits.

Bibliography

1. Brimer R.A. Fundamentals of management in the hospitality industry. - M.: Aspect Press, 1995.

2. Wagen L. Hotel business. - Rostov-on-Don: Phoenix, 2001.

Kabushkin N.I., Bondarenko G.A. Hotel and restaurant management. - M.: Finance and statistics, 2002.

Kotler F. fundamentals of marketing. - M.: Progress, 2001.

Ulyanov V.A. Small hotels in the hospitality industry. - M.: RIB Tourist, 2000.

Gorelik V.M. Setting up marketing in Russian companies. No. 1/1999. With. 16-18.

MARKETING PLANNING

Planning in marketing is a continuous cyclical process whose main goal is to bring the company's capabilities in the best alignment with market opportunities, as well as to bring the firm's capabilities in line with those market factors that are beyond the control of the firm, i.e. marketing activity programs allow to pursue a long-term strategic policy, avoid significant economic and social shocks and achieve stable development and long-term success.

So, marketing activity programs (hereinafter referred to as the marketing program) are strategic recommendations for drawing up a general plan for the company's activities and the basis for decisions made, taking into account consumer needs and market requirements.

Marketing programs, after their approval by the top management of the company, are included in the appropriate sections of the intra-company plan or business plan.

Marketing planning in different firms is carried out in different ways. In the most general view marketing plans can be divided into:

Strategic (long-term);

Tactical (current, annual).

strategic plan marketing, developed for 3-5 years or more, contains long-term goals and main marketing strategies, indicating the resources needed to implement them. The long-term plan, as a rule, is reviewed and updated annually, on the basis of which an annual plan is developed, which is much more detailed than the strategic one.

The tactical marketing plan describes the current marketing situation, marketing goals, and marketing strategies for the current year.

The structure of a marketing plan may be different, but nevertheless, all these plans can be divided into the following general sections:

preamble ( summary plan and main conclusions); goals and objectives of the company in this market;

Overview and forecast of the development of the target market;

■ existing problems of the firm, its competitive advantages and disadvantages;

Marketing Strategies firms;

Commodity policy of the company at this stage;

The firm's pricing policy;

FOSTIS system in this market;

The budget for the implementation of this marketing plan.

Marketing Services- special structural subdivisions, the main task of which is to ensure the fulfillment of marketing goals and functions. They can represent two levels of management: central marketing departments (departments) and operational departments (sectors).

From the various types of building marketing services, we highlight the following:

functional model;

Product model;

regional model.

functional marketing organization assumes that each department or sector develops and implements one or a number of specific functions of marketing activities. This structure is mainly characteristic of relatively small firms operating with a narrow range of goods and in a limited number of markets or their segments. The main disadvantages of this type marketing structure is the slow reaction of the company to changing market conditions and customer requirements, the difficult solution of issues of financing marketing activities, etc.

Fig.9.1. Functional structure of marketing

Commodity organization of marketing services has become most widespread in the practice of firms that are engaged in the production and sale of a wide range of goods (services). This structure of marketing services allows firms to better adapt to the market requirements for each product, produce products with different production technologies, short life cycles, high level innovation. The disadvantages of a product-oriented structure are the difficulty of finding new markets and new areas of application for products; insufficient consideration of the specifics of individual markets, especially with a significant share of export activities; weakening of coordination links for individual marketing functions; complication of strategic management and implementation of a unified marketing program.

Regional the organization of marketing services is typical for firms operating in numerous and heterogeneous markets with clearly defined boundaries. Such a structure is effective if the firm's products are in demand among stable population groups and are sold through a wide network of intermediaries that completely cover a particular region. Disadvantages of this structure: decentralization and duplication of some marketing management functions; its low efficiency for firms with a wide range of products.

Fig.9.3, Marketing structure focused on regions (markets)

It should be noted that in pure form» The above types of building marketing services in practice are less common than their various combinations.

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Depending on the type of product, production volume, market capacity, there are various options for organizing a marketing service, which is usually headed by a deputy director or vice president for marketing. Each enterprise creates a marketing department (service) in such a way that it best contributes to the achievement of marketing goals (identifying unsatisfied demand, geographical expansion of the market, identifying new market segments, increasing profits, etc.). Marketing services can be built in accordance with one of the following principles: functional organization (the department consists of several functional divisions - advertising, sales, market research, etc.; commodity organization (along with the functional division of department employees, they are differentiated by types of goods); market organization (in the presence of market segments), commodity-market (matrix) organization (for firms with a wide range of products).

Organization of service according to the functional principle(Fig. 2.4.) is formed in cases where the number of goods and markets is small and they are considered as some kind of homogeneity. The company creates special departments that perform all the functions of marketing: market research, production and marketing planning, sales management, promotion, etc.

Rice. 2.4. The scheme of organization of the marketing service according to the functional principle.

Organization of a marketing service on a commodity basis is used when a company produces different goods or product groups that require special production, marketing, service, which requires the allocation of special groups of marketing specialists for each of the goods (Fig. 2.5.).

Rice. 2.5 Scheme of organization of the marketing service on the basis of the product principle.

It does not replace the functional scheme of the organization of the marketing service, but eliminates its shortcomings, since it more accurately responds to changes in market conditions, and is a good school for training personnel. At the same time, it can lead to a contradiction in the powers of managers at different levels, management costs increase, and narrow product specialization does not contribute to the acquisition of skills by employees in other functional areas.

At the same time, each product (product group) has its own manager with a subdivision of employees who perform all the functional tasks of marketing for this product. Product specific marketing greater value because product differentiation is becoming one of the main factors of competition. The main functions of the product manager are:

Developing a marketing plan and budget for your product

forecasting possible changes in the product market;

Collecting information and studying the activities of competitors;

coordination of activities of all departments of the enterprise that affect the marketing of a particular product;

control over the ratio of prices and compliance with budget items;

Introduction of new products and removal of old ones.

For enterprises that sell their goods in markets with different consumer preferences, and the goods themselves require special services, a market organization of the marketing service is appropriate. 2.6.

Rice. 2.6 Scheme of organization of the marketing service according to the market principle.

With this scheme, the needs of buyers in specific market segments are optimally taken into account. The main markets are assigned to the market managers, the latter cooperate with the specialists of the functional divisions in the development of plans for various areas of functional activity.

The limitation of the commodity and market organization of marketing services is overcome by the introduction of a commodity-market or matrix scheme (Fig. 2.7).

Rice. 2.7 Scheme of the commodity-market organization of the marketing service

Under this scheme, product managers are responsible for marketing and profit planning for their products, while market managers are responsible for developing markets for existing and potential products. Such an organizational structure is justified in enterprises with a wide range of products and a large number of markets in which it operates.

However, one should always keep in mind that there is no ideal organizational structure of the marketing service that works equally well in all conditions. Each of them has its own advantages and disadvantages. Some of them are given in Table. 2.1.

Table 2.1.

Advantages and disadvantages of various schemes for organizing marketing services

The structure of the marketing service being developed or implemented must meet the following requirements:

• be as simple as possible;
• provide an effective system of communications between departments;
• be low-level (low-link);
• have good flexibility and adaptability.