The basis of marketing activities are activities such as product development, research, communication, organizing distribution, setting prices, and deploying service.

In relation to the market, marketing has a 2-sided structure, namely: marketing carried out by sellers and marketing carried out by buyers.

When conducting marketing research The company's management receives the necessary information about what products consumers want to buy and why, about the prices that consumers are willing to pay, about in which regions there is demand for these products, i.e. market capacity, the highest, where sales of the company's products can bring the greatest profit. With the help of marketing research, it is determined which types of production, which industry is most profitable to invest in, and where to establish your enterprise. Conducted marketing research also allows us to understand how a company should organize the sale of its products, how to conduct a campaign to promote new products to markets, and build an advertising strategy; determine which types of products, sold to which consumer and in which region, will bring the greatest return per ruble.

W. Fox, one of the largest American marketing experts, summed up the questions that company management tries to get answers to when conducting marketing research:

By whom? Where? How? Why? When? In what quantity?

products manufactured by the company are bought, sold, and used.

Marketing analysis is a set of activities aimed at studying issues such as:

consumer research;

research into the motives of his behavior in the market;

analysis of the enterprise market itself;

research of a product (product or type of service);

analysis of sales forms and channels;

analysis of the volume of turnover of the enterprise;

studying competitors, determining the forms and level of competition;

determining the most effective ways to promote goods on the market;

studying the “niche” market.

Market analysis

Market analysis, which consists of systematically identifying, based on market research methods, all the circumstances associated with the real and potential partners of the enterprise, is aimed at obtaining comprehensive information about all elements of the market, the focus of which, as a rule, is consumers. In special cases, increased attention may be paid to other elements of the market - suppliers, traders, intermediaries. For analysis, both existing information is used, for example, sales service reports, customer letters, and data obtained using market research methods.

The subject of the analysis are markets and market segments, which must first be identified and then examined, determining the structure and possible development trends.

Market analysis includes quantitative and qualitative characteristics of research objects.

Quantitative characteristics: market potential, market volume, market saturation level, market growth rate, market distribution between manufacturers, level of stability of demand, price dynamics, actual data on profits and its forecast, etc.

Qualitative characteristics: structure of customer needs, purchasing motives, type of purchase, methods of obtaining information by the consumer, distribution of forces between elements of the market system, etc.

The market is the sphere of circulation (exchange). The emergence and development of markets is due to the development of social distribution of labor and commodity production. The totality of the country's markets (commodity and financial, internal and external) forms the national market, and the totality of the world's markets forms the world market. If we are talking about a specific product, then this is already a national market (for example, the car market). To operate effectively, it is necessary first of all to find out in which national market and in which “narrow” product market the enterprise wishes to conduct commercial operations. Only after this can all other conditions be determined - competitors and the degree of competition, requirements for the consumer properties of goods, etc.

During the market research process, you need to study the following:

geographical position;

market capacity and possible share of the enterprise’s product;

product and corporate structure of all market segments;

the intensity of competition in each market segment;

trends in the development of market conditions in the coming years.

Study of company products

The purpose of any market research is to assess the current situation and develop a development forecast. The results of such a comprehensive study depend on determining the characteristics of the product, the nature of the enterprise’s activities, the scale of production of export goods and other factors. Nevertheless, several most typical areas of analysis can be identified. Since no market research can be targeted without determining what product the enterprise wants to sell, the analysis begins with a study of this product. It is necessary to characterize each product (service) produced for sale in the market sector, and its characteristics in the past and present, and provide information about its improvement; data on the position of the product on the market and determine which categories of goods from the point of view of the strategy for the further development of the enterprise each of the analyzed goods belongs to.

Typically, there are four product categories, or strategic sectors:

“stars” - bring profit and contribute to economic growth; if they are self-financing, they contribute to maintaining the same level or expanding the relative market segment;

“cash cows” - experiencing a period of maturity; contribute to economic growth to a small extent and do not require investment; bring in profits that are used to finance “problem children”;

“difficult children” - need funding; have a certain potential if the enterprise finances scientific and marketing research and production development;

“dead weight” (“losers”) - not viable or fading away; do not contribute to economic growth, do not generate profit.

Determining product categories allows you to correctly formulate the strategy of enterprises in the pursuit of achieving the maximum combination between various areas of strategic activity, in financing “difficult children” who in the near future may become “stars”, in preserving “dead weight” if it still brings any - profit and does not harm the image of the company, in supporting a sufficient number of “stars” and “cash cows”.

In order to correctly formulate an action strategy, one should take into account the availability of financial and other resources of the enterprise, clearly define the stages of the “life cycle” at which each product is located in a separate market segment; Based on numerous studies, five stages of the “life cycle” of a product are distinguished, the duration of which depends on specific situations:

Stage zero - characterized by studying and testing the idea of ​​​​developing a new product, and then the product itself. This is an expensive stage for the enterprise itself, which invests money, but is not sure that the product produced will find its market.

The first stage (product launch and implementation) is the decisive moment. In the “life” of a product, when it becomes clear whether it will or will not be successful. The profit is not high because significant funds are used to amortize research and release the product to the market (advertising, sales).

Second stage (growth and development of sales) - if the product survives in the first stage, it continues to develop and begins to make a profit; if consumers give it good mark, it quickly covers all necessary costs and becomes a source of profit, although advertising support for its promotion on the market requires large expenses.

The third stage (maturity) - the product has its own market, it is in demand and provides more or less regular income, since it is in its most profitable period; the enterprise no longer needs to promote it; it invests money only in advertising support and “support for fame.”

The fourth stage (saturation and decline) - at first the sales volume does not change, then gradually and sharply decreases. The reasons for this can be very diverse. An unpredictable reason for a decline in sales is the technical obsolescence of a product. A product that does not undergo any changes becomes boring to consumers, or the need that the product was intended to satisfy disappears. However, some enterprises whose products are approaching the saturation stage seem to “come to their senses” before the recession. This is precisely the case when an enterprise perceives impending changes and, moreover, anticipates them using the following methods:

• 1. Expanding the scope of application of existing products through their technical improvement.
• 2. A product that is in demand is withdrawn from the market and replaced by another that is expected to bring greater profits.

A product is a complex multidimensional concept, but the main thing in it is consumer properties, i.e. the ability of a product to fulfill its function - to satisfy the needs of its owner. When analyzing a product, attention is paid to the entire set of properties, both associated with it and accompanying it: functionality, reliability, durability, ease of use, appearance, packaging, maintenance, warranty, accompanying documents and instructions, etc. The consumer value of the product higher, the greater the compliance of its quality indicators with the requirements identified as a result of studying the needs of customers and other characteristics that determine demand: an excellent design of a passenger car with poor maintenance will not save you from failure in the market.

Consumers as a subject of analysis

In marketing, there is no standard program for studying buyers who differ in a large number of characteristics. Only through market segmentation can it be possible to identify groups of consumers that are more or less homogeneous in terms of the characteristics of interest. Segmentation criteria usually include gender, age, marital status, profession, income, ownership of an item (car, TV...).

When marketing research, it is necessary to have an understanding of the characteristics of buyer behavior and the factors that determine their behavior. In the economic literature, there are many models to explain the processes associated with the purchase of goods. Thus, buyer behavior is influenced by:

incentives of social origin (family, belonging to a certain social group, etc.);

socio-demographic characteristics (age, gender, etc.);

psychological characteristics (opinions, impressions).

Methods from sciences that study human behavior are also used to study buyers. In this regard, the concept of neobehaviorism, proposed by the American psychologist Watson and taking into account the influence of internal mental processes in the body, is of particular interest. It was called the “stimulus-organism-response” paradigm (Fig. 1).

The behavior of organizations when purchasing goods differs significantly from the behavior of individuals, primarily in that purchasing decisions, as a rule, are collective and are made by professionals. In addition, connections with organizations are characterized by greater stability.

Fig.1. Schematic representation of the stimulus-organism-response concept as applied to marketing.

In any market, as a rule, there are many consumers of various types of products (services). These are different manufacturing enterprises the most diverse forms of ownership, state and municipal enterprises and organizations, a huge number of individuals, citizens-consumers of personal goods, enterprises and organizations of economic infrastructure.

The task of the supplier enterprise is to select from a large number of potential buyers (consumers) of a certain type of product such more or less homogeneous groups that, under optimal conditions of the enterprise, will become actual consumers of the product more easily and quickly than other groups.

Competitor analysis

To conduct a competitor analysis, it is necessary to unambiguously identify all entrepreneurs who can be classified as real or potential competitors. The study of the latter is of particular importance in conditions of rapid market expansion, high profitability and relatively easy access to the market and should be aimed at the same areas that were the subject of the analysis of the enterprise’s own potential:

possible strategies of competitors;

current position of competitors;

financial opportunities;

entrepreneurial philosophy and culture;

competitors' goals.

Research into the activities of competing firms, as well as demand analysis, is carried out in three stages:

Identification of current and potential competitors.

Analysis of performance indicators, goals and strategies of competitors.

Identifying the strengths and weaknesses of competitors.

Market competition analysis is carried out within the framework common system collection and processing of information operating within the company. There are a large number of open sources of information about the activities of competing firms: advertising brochures, annual reports and texts of speeches by company executives, reviews in commercial periodicals, conference materials, trade shows and fairs. In addition, research into the activities of competitors should be based on operational sources of information, including information received from consumers, market experts, government legal and economic institutions, and the stock exchange. An important method of obtaining data on the activities of competitors is surveys of consumers and their dealers on the sale of products on the market.

Identification of current and potential competitors is carried out, as a rule, on the basis of one of the approaches: the first is associated with an assessment of the needs satisfied in the market by the main competing firms; the second focuses on classifying competitors according to the types of market strategies they employ.

In the first approach, competing firms are grouped according to the type of needs that their products satisfy, and the following main groups of competitors are identified:

companies that focus on satisfying the entire range of consumer demands for a given product;

firms specializing in meeting the specific needs of individual market segments;

companies planning to enter the market with similar products;

firms serving other markets with similar products, whose entry into this market is likely;

firms producing substitute products that can displace a given product in the market.

This grouping is based on the corresponding classification of goods that satisfy a particular need.

To identify the most important competitors and their role in the sales market, companies widely use the methods of so-called “associative” consumer surveys, identifying with what useful qualities and conditions of consumption the buyer associates a particular product of a well-known competitor in the market. Similar methods are used to analyze competition in the capital goods market.

Methods for identifying competitors based on groupings by type of strategy are widely used not only by companies producing consumer goods, but also by companies producing and marketing capital goods. This approach is based on grouping competitors according to key aspects of their orientation and production and marketing activities:

• - strategy for market expansion (growth/maintenance);
• - strategy in the area pricing policy and quality policies;
• - technology strategy.

Such research allows us to identify the most dangerous potential competitors, which most often include:

firms prone to market expansion that operate in geographically adjacent markets;

firms following production diversification strategies and operating in this or related industries;

large companies that purchase the company's products;

large suppliers of materials, raw materials and equipment for this company;

small firms that, as a result of being acquired by a large company, become strong competitors in the market.

Based on the analysis of these factors, conclusions are drawn about the strengths and weaknesses of competitors’ strategies. Determining the strengths and weaknesses of a competitor’s activities is the final result of a marketing study of competition in the market, which concentrates the result of an analysis of all aspects of production, finance, sales and strategy of competing firms and draws conclusions about possible ways to counter them. The extent to which strengths and weaknesses are analyzed depends on the availability of relevant information and the degree of threat of the competitor in question.

Analysis of the product distribution process

Product distribution in marketing is a system that ensures the delivery of goods from the manufacturer to the point of sale, and for industrial goods - to the installation site at a precisely defined time and with the highest level of customer service. Each manufacturer strives to create its own product distribution system through direct contact with the consumer, therefore the analysis of the product distribution process is intended to show what is preferable: creating its own system or acting through intermediaries. In both cases, the product distribution system should be aimed at the most important principle marketing - meeting the needs of consumers with the least cost for the process of moving goods in space and time. A measure of the efficiency of product distribution is the ratio of the results obtained in the product distribution system of the manufacturing enterprise to its costs for this system. The final result of this system includes the level of customer service, which depends on:

speed of order fulfillment;

Possibility of urgent delivery of goods upon special order;

readiness to accept back the delivered goods if a defect is found in them and replace them as soon as possible the shortest possible time benign;

ability to take advantage of the most suitable look transport;

ensuring different batch sizes of shipment at the request of the consumer;

highly efficient operation of the service department;

well-established warehouse network;

a sufficient level of stocks of both goods and spare parts for goods of the entire range, including discontinued ones;

the price level at which goods distribution services are provided to the buyer.

None of these factors in itself is decisive, but they all, to one degree or another, affect the level of customer service. Therefore, when analyzing the level of customer service by a particular distribution system, it is necessary to consider all these factors and relate them to costs.

The costs of a product distribution system are determined by the organization and internal structure of the system. The product distribution system includes elements that can be classified into two classes:

• 1) related to the internal marketing environment of the manufacturing enterprise;
• 2) related to the external marketing environment.

Elements of the internal environment include:

creation of a new level of product - “product with continuation”, through packaging, labeling and the formation of a system of pre-sale and after-sale service;

processing consumer orders for this product;

control of products received from external suppliers and sent as spare parts to the enterprise’s warehouses;

selection of batches of goods according to consumer orders and formation of optimal batches from the point of view of stacking, warehousing and transportation capabilities of these batches;

packaging in accordance with safety requirements and transport services;

registration of documents for the movement of goods;

cargo insurance;

Maintaining necessary supplies and storing them.

Elements of the external environment include:

organizations providing cargo transportation and a complex of loading, unloading and warehouse operations;

intermediaries providing warehousing and processing of goods at points of sale;

sales communications, which provide contacts with consumers;

a communications network that provides feedback from the consumer to the manufacturer on the transfer of information about a product or service.

When analyzing the product distribution system, it is important to consider all its links, all elements in order to identify possible gaps in this system.

It is important to determine who and how performs the individual functions of the product distribution system: who processes consumer orders; who and how forms transport shipments of goods; Are the batches optimal when loading a vehicle? does the packaging meet the requirements of the consumer, distribution network and vehicles, etc.

The distribution channel (sales channel) is a set of firms or individuals who take over or help transfer to someone else the ownership of a particular good or service as it travels from producer to consumer.

The choice of distribution channels is one of the key issues, and the main condition for the choice should be its availability to the manufacturer. To achieve commercial success when using this or another distribution channel, you need to carefully analyze all financial issues. It is necessary to conduct a comparative description of the enterprise's costs for possible distribution channels. These costs include: costs for recruiting and training sales personnel; Administrative expenses; advertising and sales promotion costs; for the organization of goods distribution, including the costs of transportation and warehousing; level of commission payments, etc.

For each of the distribution and sales channel options under consideration, it is necessary to assess the following parameters:

• 1) geographic location of consumers to assess possible transportation costs;
• 2) concentration of consumers and the size of average purchase lots by each consumer in order to combine supply lots for nearby consumers;
• 3) volume and time of deliveries to consumers, as well as frequency of deliveries;
• 4) technological conditions of delivery and organization of sales by each distribution channel;
• 5) conditions for assistance to each distribution channel from the manufacturing enterprise;
• 6) the purpose of consumer purchases or the terms of trade credit to each consumer, if this is an intermediate distribution channel;
• 7) the price for a consignment delivered at a certain time, as well as the price for one transport unit of goods;
• 8) the technical side of packaging, which would ensure the safety of the goods and at the same time make it possible to easily form a transport unit of the goods;
• 9) conditions of competition in distribution channels;
• 10) functional specialization of a particular distribution channel;
• 11) legal protection of distribution channels;
• 12) the possibility of insuring cargo in distribution channels;
• 13) need for subsequent service, etc.

The distribution channel takes over and helps transfer to someone else the ownership of a specific product or service on the way from producer to consumer.

IN in a broad sense advertising is a means of marketing communication between the manufacturer, distributor and consumer; it is a dialogue through which the seller expresses his intentions to sell a product, and the buyer expresses his interest in purchasing it.

research into the need and feasibility of using advertising in one form or another and for specific marketing purposes;

• 1. Research - study of the object to which advertising influence is directed.
• 2. Strategic planning- formation of the main ideas and goals of the advertising campaign, putting forward hypotheses of its final results; planning an advertising campaign budget; creative development of forms and types of advertising information; development of plans for the use of advertising means.
• 3. Technical solutions - cost estimates; selection of specific media and other means of advertising distribution; determining the timing and duration of promotional events; organization of a system of current control over the implementation of an advertising campaign as part of marketing controlling.
• 4. Production of advertising products and conducting an advertising campaign - preparation of layouts, decoration, writing texts, etc.; publication, broadcast, replication, distribution of advertising information; monitoring the implementation of promotional activities and the expenditure of funds.
• 5. Summing up the results of the advertising campaign - a comprehensive assessment of the implementation of the advertising campaign plan; analysis of the correct choice of reference (target) groups; assessment of the economic efficiency of an advertising campaign.

Assessing your own position in the market

The simplest and most effective way to assess a company's strategic capabilities is to conduct a four-field analysis (SWOT analysis).

SWOT analysis is an assessment of the external and internal environment of a company, its strengths and weaknesses, as well as opportunities and threats.

The result is an assessment of one’s own position in the market and the development of an appropriate strategic line of behavior.

Internal factors are factors that a firm can control:

• - the strengths of the company show what the company has succeeded in and what provides it with additional opportunities: availability of financial resources, an established positive reputation in the eyes of consumers, low costs, perfect structure management, a well-functioning product update system.
• - weak sides show how vulnerable the company is and what puts the company in an unfavorable situation: outdated production facilities; lack of a clear strategy; imperfection organizational structure management; narrow range of products; weak marketing service; lack of financial resources.

External factors are factors that are beyond the control of the company:

• - Opportunities in the external environment provide the company with competitive advantages: a sharp increase in demand; weak positions of competing firms; the opportunity to develop new markets; government support; legislation.
• - threats: the emergence of cheaper technologies; unfavorable demographic changes; emergence of new competitors; introduction of a new (improved) product by a competitor; unfavorable changes in foreign exchange rates.

All elements of each field should be ranked according to their importance (see Table 3).

Table 3. SWOT - analysis of the enterprise’s activities

marketing consumers product distribution market

Marketing analysis (marketing analysis) – analysis of marketing data collected as a result of marketing research, as part of the implementation of integrated marketing tasks (“4P”), their transformation, systematization, interpretation and modeling.

Marketing analysis in the classical sense- a set of special types of analysis that have become widespread specifically in marketing and solve specific marketing problems in a special way (for example, portfolio analysis, including using the BCG matrix or the McKinsey matrix).

Purpose of Marketing Analysis– assistance in preparing informed management decisions in conditions of uncertainty in the market situation.

Objectives of marketing analysis:

• market research and justification of market trends;
• analysis of the main factors influencing demand;
• analysis and justification of pricing strategy;
• identifying real and potential competitors of the enterprise;
• assessment of the strengths and weaknesses of the activity, advantages and disadvantages;
• assessment of competitiveness in general, identification of ways to increase competitiveness;
• analysis of sales promotion methods and justification for choosing the most effective ones.

There are two main areas of analysis in marketing: operational analysis And strategic analysis:

Operational analysis in marketing– identifies a complex of relationships between the company and the environment, assessing the market reaction to marketing activities, analyzing and modeling consumer behavior in the market as a reaction to marketing activities, studying the opinions and preferences of consumers, analyzing the potential of one’s own company, competitive analysis;

Strategic analysis in marketing– assessment of the market condition (balance, scale, capacity, proportionality of development, development trends, sustainability of development, cyclical development), analysis and forecast of consumer demand. Strategic analysis reveals a complex of relationships between the company and the environment.

Marketing analysis is carried out using statistical, econometric and other methods of analysis.

Marketing analysis methods, existing and used in practice:

• statistical methods of analysis;
• math modeling;
• process and risk modeling;
• heuristic methods (methods of expert assessments);
• multidimensional (matrix) analysis methods;
• hybrid methods of analysis in marketing.

Statistical methods of analysis in marketing– this is the analysis of absolute, average and relative values, groupings, index, trend and regression factor models, methods of variation, dispersion, correlation and cyclic analysis, methods of multivariate analysis: factor, cluster, etc. Among the types of statistical analysis, descriptive (descriptive), inferential analysis, difference analysis, relationship analysis, and predictive analysis. All of these types of analysis can be used either individually or in combination. They serve as the main means of studying mass, recurring phenomena and are widely used in forecasting market behavior.

Mathematical modeling in marketing– these are calculations of the pricing system, price calculation, methods for choosing a location, drawing up a set of advertising media and an advertising budget. This method includes assessing the competitiveness of a product, the so-called ABC analysis of the assortment by blocks of product modifications that meet the needs of various market segments.

Risk modeling– process models based on probability theories and decision theory. Using the methods, models of commodity flows and customer flows, models of market reaction are built. Marketing risk modeling tools include market segmentation techniques, the so-called SWOT analysis - research and assessment of the strengths and weaknesses of a company, its opportunities and threatening factors.

Heuristic methods or expert assessment methods– based on intuition, imagination and experience. They are used to quantitatively measure those events for which there are no measurement methods (Dolphin method, method of collective idea generation, catastrophe theory).

Multivariate matrix methods– modeling of situations based on the construction and analysis of multidimensional matrices and behavior models (SWOT analysis, BCG matrix, McKinsey matrix).

Hybrid Marketing Methods– combine deterministic and probabilistic characteristics. They are used primarily to study complex processes, for example, problems of commodity distribution.

Stages of marketing analysis:

1. Collection of data as a result of marketing research;
2. Generalization of a data array by expressing it through a limited number of key parameters;
3. Conceptualization - evaluation of generalization results, communicative processing and interpretation of results in categories understandable to the customer;
4. Extrapolation - determining to what extent (to what extent) confidence interval) the sample data are typical for the entire set of objects of attention;
5. Formulation of conclusions.

Marketing market analysis– strategic analysis, forecast of market development, demand, modeling of consumer behavior.

Marketing analysis of the company– strategic analysis that reveals the complex of relationships between the company and the environment.

Competitive Marketing Analysis– study of the quality and competitiveness of the market offer;

Analysis of marketing campaign results– operational analysis of the market reaction to marketing influence.

Marketing analysis of the project– a capacious concept that represents an analysis of processes for the implementation of a single project.

Marketing analysis of goods (services, offers)– definition of competitiveness of this product on the market, understanding what is happening and what will happen to the product at a specific stage or at all stages of its life cycle.

Do not confuse marketing research and marketing analysis. Marketing research includes the collection, processing, storage and systematization of information. Marketing analysis involves conclusions - assessment, explanation, modeling and forecasting of processes and phenomena.

Introduction

Marketing plays an organizational role in the production sector of the economy. Of course, any company, first of all, must be able to produce a product. But if they do not organize its marketing, then they are doomed to death, since there is no point in producing a product that cannot be sold on the market.

Marketing activities are important not only for the manufacturer, but also for the consumer and also for the government, since at each stage of distribution of the product it can collect taxes from those who do the marketing and make a profit.

Today, in the era of post-industrial society, in the conditions of the information explosion of the enterprise, we must devote much more time to such areas as sales and marketing of products, increasing income and improving our financial condition.

No matter how qualified and competent the management of the enterprise may be, no matter what talents and abilities its managers may have, they will very soon be able to make sure that in conditions of fierce competition in the market, it is practically impossible to reduce the level of production costs in their company below a certain limit .

At the same time, if you turn your “eyes” to the other side and start looking for ways to increase the income of your enterprise and increase sales, you will see that truly limitless opportunities open up there. To do this, you only need to clearly understand what exactly the advantages of the enterprise in competition are.

This can be done only by relying on marketing, by analyzing the company’s marketing environment, knowing and understanding modern methods of studying the market, consumers, and competitors who revolve in the same market orbit.

The difficulties that arise for an enterprise in connection with the transition to a market are largely due to the fact that the management personnel of the enterprise does not know the laws of the market and the mechanism for studying it. When switching to the principles of full self-financing and self-financing, enterprises were faced with an unprecedented phenomenon: the products they produced were not in demand, and the company’s specialists did not know how to “push” them into the domestic and world markets. Studying the internal and external environment of a company is the task of marketing analysis.

Marketing analysis of a company's environment is one of the most complex types of marketing activities, since it always contains an element of foreseeing a complex and contradictory socio-economic object - the market.

By analyzing the external and internal conditions of the market, the product, consumers, competitors and more, the manufacturer will be able to improve the position of the enterprise and its product in the market, gain a foothold in the market, establish relationships with consumers and achieve certain goals: increase income, make a profit, increase sales and production volumes and so on.

Ultimately, this will help to survive in market conditions and subsequently develop the company’s marketing environment based on situational analysis.

In order to determine the organization's behavior strategy and implement this strategy, management must have an in-depth understanding of the external environment, its development trends and the place the organization occupies in it. At the same time, the external environment is studied by strategic management primarily in order to reveal those threats and opportunities that the organization must take into account when defining its goals and achieving them.

Thus, the purpose of the work is to study the factors of analysis of the external environment of an enterprise using the example of OJSC Dalsvyaz.

To achieve these goals, the following tasks must be solved:

Define the concept of the organization’s external environment and identify the main factors influencing it;

Study the external environment using the example of OJSC Dalsvyaz at the macro and micro levels;

Highlight the threats and opportunities of the enterprise.

1. The company's marketing environment. Factors that determine the micro- and macro-environment of marketing

Marketing operates in a very complex multifactorial environment. The implementation of marketing strategies and tactics may meet with rejection of any company services, unexpected market reactions, and may not correspond to macroeconomic trends. The more information a company's marketing team gathers about the marketing environment, the more successfully it will be able to influence it.

The marketing environment is the active actors and factors that influence marketing opportunities and decisions. From the point of view of the possibilities of marketing influence on the environment, the following are distinguished:

Microenvironment operating at the company level;

A macro environment independent of the company's marketing (with the exception of a limited number of the largest transnational companies)

1.1 Internal microenvironment (absolutely controlled by the marketing service)

Financial service, accounting (marketing budget capabilities).

Production (marketing production capacity level).

Supply (pricing opportunities, innovations).

Sales (sales opportunities).

R&D (possibility of updating production, product range).

External marketing microenvironment (marketing-regulated companies)

Suppliers (material prices, delivery mode, etc.).

Competitors (brand strength and marketing policy competitors, etc.).

Intermediaries (conditions of trade, transportation, advertising, etc.).

Clientele (purchasing power, brand loyalty, etc.).

Contact audiences (company image, demand, etc.).

1.2 Macro environment of marketing (regardless of company marketing)

The firm and its suppliers, marketing intermediaries, clients, competitors and contact audiences operate within a macro-environment of forces that either open up new opportunities or threaten the firm with new dangers. These forces are the “uncontrollable” factors that a firm must closely monitor and respond to. The macroenvironment consists of six main forces presented in Fig. 1.

Demographic factors (natural population growth/decrease, gender and age structure of the population, migration, etc.)

Economic factors (purchasing power of the population, interest rate on loans, unemployment rate, etc.)

Natural factors (for example, non-renewable natural resources, rising prices for raw materials and energy cause a reorientation of production)

Technical factors (new level of technology, speed of innovation affect the rate of depreciation and production efficiency, the price of products)

Political factors (legislation regulating business activities in various industries and monitoring its implementation, etc.)

Cultural factors (the degree of value for society of such concepts as honest work, marriage, family, trust in the state, etc. influence the guidelines of manufacturers and sellers)

The marketing environment of an enterprise is a set of active subjects and forces operating outside the company and influencing the ability of marketing management to establish and maintain successful cooperative relationships with target clients. Being volatile, constraining and full of uncertainty, the marketing environment deeply affects the life of the company. The changes taking place in this environment are neither slow nor predictable.

1.3 Main factors of the macroenvironment

According to the degree of influence, the factors can be arranged in the following order:

1. Political factor - due to the fact that our president and the State Duma cannot come to a political agreement. These actions can negatively affect the economy in general and each enterprise in particular.

2. Economic factor – Crisis of non-payments between enterprises, and the outflow of capital abroad. People's lack of money and rising unemployment affected the demand for many goods that were not in demand.

3. Scientific and technical factor - the fixed assets of enterprises, for the most part, have long served their service life, and Russian enterprises cannot afford to replace them. Therefore, they produce high-cost products using outdated equipment.

The development of science should occur in three main directions. The first is fundamental research within the Russian Academy of Sciences. The activities of the Academy of Sciences should be financed primarily from the state budget.

The second is to strengthen research activities in higher educational institutions for educational purposes and for the purpose of their self-financing;

Third, the development of research structures in large companies operating in on a commercial basis and focused mainly on applied research;

4. Natural factor – Russia’s raw material reserves are gradually depleted. These are mainly reserves such as manganese, chromium, and high-quality bauxite. Enterprises are forced to purchase these raw materials in other countries, which leads to an increase in production costs. It is necessary to reduce the resource intensity of products.

5. Cultural factor - begins to gradually increase its influence on companies. This is happening due to the creation of new companies for leisure and cultural and health centers, as well as through companies producing equipment for these centers.

6. Demographic – its influence mainly affects the “brain drain” to other countries. Also, due to the aging of the population and the decreasing share of the employed population, the employed population has to “take” on their shoulders the additional burden of contributions to pension funds and social insurance funds.

2. Enterprise analysis

The essence of analyzing the state of the external environment and the activities of an enterprise is the systematic study and assessment of controlled and uncontrollable factors (objects and events) related to the enterprise. The main goal of such an analysis is to obtain the necessary planning and forecast information, and an additional goal is to identify the strengths and weaknesses of the enterprise itself, as well as the opportunities and risks associated with its external environment. When analyzing the state of the external environment, special attention is paid to the analysis of markets, the level of competition and technology.

2.1 General information about OJSC Dalsvyaz

The company provides the following types of communication services

· Local, intrazonal telephone communication

· Internet access (dial-up access, high-speed access using DSL and MetroEthernet technologies, wireless access using Wi-Fi technology)

Interactive television TVi

· IP telephony

· Cellular communication standard GSM 900/1800

· Call center services

· Information and reference services

· Construction of secure corporate IP-VPN/MPLS networks in the Far Eastern Federal District

· Connection of bank terminals, payment system terminals

· Providing data transmission channels for individual client tasks

· Hosting Services

Operates in eight regions of the Far East

· Khabarovsk region

· Jewish Autonomous Region

Sakhalin region

· Kamchatka Krai

· Amur region

· Magadan Region

· The Republic of Sakha (Yakutia)

OJSC Dalsvyaz is the leading telecom operator in the Far Eastern region. The basis of the company's activities is the combination of advanced production technologies and well-thought-out marketing policies to provide a wide selection of high-quality telecommunications services for all categories of users, its advantages:

· Stable financial position, allowing to invest in the development of new services, promising market segments

· Regional network, which makes it possible to provide communication services to corporate clients and individuals in the Far East (development of special offers, tariff plans)

· Reduction of cost items due to business consolidation

· Stable market positions.

The open joint-stock company Far Eastern Telecommunications Company (JSC Dalsvyaz) operates in the telecommunications services market of the Far Eastern region and serves more than 1 million subscribers, with its head office located in Vladivostok.

On October 1, 2002, OJSC Magadansvyazinform was affiliated with the Open joint stock company"Far Eastern Telecommunications Company", abbreviated as OJSC Dalsvyaz (formerly OJSC Elektrosvyaz of Primorsky Krai). The decision to join was made on the initiative of OJSC Svyazinvest at the meeting of shareholders of OJSC Magadansvyazinform on June 21, 2001.

Five more companies simultaneously joined OJSC Dalsvyaz: OJSC Elektricheskaya Svyaz of the Khabarovsk Territory, OJSC Telephone and Telegraph Company of the Jewish Autonomous Region, OJSC Amursvyaz, OJSC Kamchatsvyazinform and OJSC Sakhalinsvyaz.

Currently, the Magadan branch of OJSC Dalsvyaz is the largest telecom operator in the Magadan region and provides a wide range of communication services to the population and enterprises of all forms of ownership. To carry out its tasks, in each regional center the branch has its own structural unit (electrical communication center). In Magadan, communication services are provided by the structural unit "Magadan Technical Center for Electrical Communications" (formed on the basis of the Telephone and Telegraph Station and the City Telephone Network).

OJSC Dalsvyaz is part of the holding company OJSC Svyazinvest

The Magadan branch of OJSC Dalsvyaz is a leader in the telecommunications market of the Magadan region; more than 90% of the population uses the communication services of our branch. They provide a full range of traditional and modern types of communication services:

Local, intrazonal telephone and telegraph communications;

Data transmission and Internet services;

Cellular communication standard GSM-900;

Broadcasting of radio and television programs;

Provision of wired radio broadcasting services;

Rent of communication channels and physical lines.

There are 55 automatic telephone exchanges operating in the region, of which GTS - 31, STS - 24. The installed capacity is 88,546 numbers, including GTS - 84,186, STS - 4,360.

In terms of fixed line density, the Far Eastern Federal District ranks 4th in the Russian Federation (27.7 telephone sets per 100 people). The Magadan region has achieved the highest telephone density - 42 telephone sets per 100 people. The telephone penetration level in Magadan is 44.3 telephones per 100 people, and in rural areas – 27.6.

The number of telephones per 100 people on the city telephone network is 39.85 units, in rural areas - 20.7 units.

The intrazonal telephone network ensures the organization of automatic and semi-automatic communication between subscribers of the regional center and subscribers of regional centers. In Magadan, the AMTSC S-12 A-1000 is operated with distributed program control of the installed capacity of 1920 channels and lines. In the regional centers of Ust-Omchug, Susuman, Severo-Evensk, Yagodnoye, long-distance communication is carried out through ATSKE “Kvant” stations, in the cities of Palatka, Ola, Omsukchan, Seymchan - through ATSK-100/2000 stations. In Magadan and regional centers there is a personal radio call system; at the beginning of 2008, the number of subscribers to the personal radio call system was about 3000. Since 2001. In Magadan there is cellular communication standard GSM-900. More than 43,000 subscribers use cellular communication services.

2.2 Analysis of the macroenvironment

The components of the macroenvironment include: economic, political, legal, social, technological, natural and geographical components.

To assess the economic component of the macroenvironment of an organization, it is necessary to consider the main indicators characterizing the economic situation of the Siberian Federal District and its constituent territories and regions at the present time.

Having studied economic indicators for 2006-2009 in the Far Eastern Federal District and in the country as a whole, which characterize the economic component of the macroenvironment of Dalsvyaz OJSC, we can conclude that at this stage of time, existing trends have a favorable impact on the organization as a whole.

In connection with the emerging stabilization and significant economic growth, the structure, quality and consolidation of communication centers are being improved. Both in the region and throughout the country, the volume of communication services is increasing, and qualitatively new communication services are also spreading, such as IP telephony, Internet, cellular communications, as evidenced by the increase in cellular and Internet companies, both in the region and and for the country as a whole. As a result, during the period from 2006 to 2009, OJSC Dalsvyaz experienced not only stabilization processes, but also an increase in the level of economic indicators, due to an increase in demand for the services of telephone companies and, accordingly, an increase in the volume of services provided and an improvement in their quality (in particular due to - due to high competition).

Currently, it is not very difficult to find a consumer who is currently not very satisfied with expensive communication services with unsatisfactory quality. Due to these circumstances, it was necessary to reduce costs at enterprises so that the level of prices for the services of telephone operators would decrease, which would allow small enterprises to survive in the current economic situation in the country.

The political component of the organization’s macroenvironment at this stage of time in the country as a whole can be characterized as stable. This is the result of D. Medvedev coming to power, in whom both the majority of Russians and the world community see a kind of guarantor of political stability in the Russian Federation. D. Medvedev pursues not only a competent foreign policy, but also an internal one, which has a positive impact on OJSC Dalsvyaz.

The stabilization of the situation in the political sphere has led to a general improvement in the situation in other areas, including the economic one, and, consequently, opportunities have emerged for more effective use of their potential by all business entities.

This situation around the enterprise is also influenced by the positive economic and political situation in the Far Eastern District.

The legal component of OJSC Dalsvyaz includes the Constitution of the Russian Federation and the Constitution of its constituent territories and regions, laws and by-laws of both federal and regional (regional) significance that regulate the activities of legal entities and individuals, as well as their associations throughout the territory countries.

The legal component is very complex in structure and therefore everything controversial issues each territorial unit has to decide together, because each unit has independent regulatory documents and acts, which in itself makes it a little difficult to maintain the internal policy of the enterprise, but Dalsvyaz OJSC manages to cope with this very successfully.

The legal environment of the communications industry is regulated federal law“On Communications”, which was amended and updated on 05/09/2005, and in May 2006 some additional adjustments were made to it, so it is sufficiently mobile and the Law “On Communications” meets all the requirements of modern legislation.

All this suggests that the legal component of the macroenvironment is sufficiently developed and is fully consistent with the normal functioning of organizations in modern conditions, which is a factor that accelerates the pace of economic development.

The situation in social sphere has a significant impact on OJSC Dalsvyaz, since the overwhelming volume of the organization’s services is consumed by the population, whose level of income, as can be seen in comparison with 2006 indicators, is growing, increases in pensions are constantly taking place, communications costs and other services for pensioners are very actively subsidized, if not the main, but one of the main consumers of the services of OJSC Dalsvyaz, new tariffs are developed, various discounts are applied, and all kinds of promotions are held. But despite this, there is an increase in mortality both in the country and in the region as a whole, which negatively affects the social situation in Russia. But still, as it turned out, this indicator does not significantly affect the consumption of communication services, so the social situation around Dalsvyaz OJSC "can be described as stable.

The next component of the macroenvironment is the technological component. Its influence is also felt through the development of production potential, which is determined by the state of fixed assets of enterprises.

The situation has changed for the better since the end of 2005. Thus, during this period, a general increase in the volume of capital investment and an improvement in the technological base at communications enterprises was recorded. There are examples of active renewal of the production base and the introduction of new technologies in communications organizations. New approaches have been tested and successfully applied in communications, in particular, the development of such promising areas as the Internet and IP telephony require the installation of the latest and most modern equipment, which is confirmed by a pronounced trend towards an increase in users of these services. Due to the increase in consumption of such services, most communications enterprises have recently replaced outdated equipment with modern equipment and modernized their facilities, which has a positive effect on the entire communications industry.

The development of technology in the country, it would seem, directly affects the activities carried out by OJSC Dalsvyaz due to the fact that due to the timely updating of the production base, costs are reduced, while reducing the cost of services provided and, thereby, increasing the competitiveness of products. But still, this component does not have a strong impact on OJSC Dalsvyaz, since modern equipment for such enterprises is produced abroad.

The last component of the macroenvironment of OJSC Dalsvyaz is natural-geographical. The natural resources of our region are not developed in all types of resources, as a result of which it is dependent on the supply of raw materials, materials for industry and fuel from outside. This has a negative impact on the district's enterprises, since enterprises have to import raw materials and fuel from other regions.

2.3 Microenvironment analysis

The study of the immediate environment of an organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. At the same time, it is important to emphasize that the organization can have a significant influence on the nature and content of this interaction, thereby it can actively participate in the formation of additional opportunities and in preventing the emergence of threats to its further existence. The elements of the microenvironment include: suppliers, consumers, competitors, labor market, infrastructure.

When analyzing the immediate environment of OJSC Dalsvyaz, it is first necessary to consider the consumers of this organization, who have a very strong influence on it. The specificity of the range of services produced is such that OJSC Dalsvyaz is a producer of consumer services, therefore the overwhelming number of consumers are individuals(more than 70% of the market). But for a share legal entities consuming the services of OJSC Dalsvyaz also account for a significant share of the total volume of services produced (more than 50% for business sector). After all, legal entities are also active users of the Internet and cellular communication services, which occupies a significant share in the range of existing services (75%), such consumers are the Pension Fund, the Administration of the Magadan Region, Sberbank, customs, city tax office, NCCP, in addition, a number of commercial enterprises are consumers of the services of OJSC Dalsvyaz.

When analyzing consumers, it is also necessary to take into account the fact that almost 80% of services are sold not on the federal, but on the regional market, so it is necessary to expand the territory of consumers.

If we talk about suppliers, then information about the names of supplier companies is confidential and this information is not available for distribution. We can only say with confidence that all suppliers of expensive, newest and most modern equipment at the enterprise are foreign companies. On the one hand, the positive side of this situation is that this enterprise receives high-quality equipment on time, which has a good effect on consumers of Dalsvyaz OJSC services, but on the other hand, this is a direct dependence on a foreign supplier. When analyzing the microenvironment of OJSC Dalsvyaz, one should also study its competitors. In the Far Eastern Federal District, OJSC Dalsvyaz has several direct competitors: in Russia these are Mobile TeleSystems (MTS), Beeline and MegaFon. The entry of these companies into the communications services market radically changes the competitive situation in the region. Due to their scale and well-advertised brand, such companies can save on many items of their budget. This means that they can offer lower prices to subscribers. In such a situation, OJSC Dalsvyaz has to engage in tougher competition, that is, reduce prices on tariffs, and for this it is necessary to reduce production costs, so a well-thought-out and prudent policy cannot be avoided here, since with all this it is necessary to take into account promotion planned social policy to increase wages. But for now, the influence of competitors can be called positive, since it stimulates the development of OJSC Dalsvyaz and allows it to make its supply market more competitive.

Next, when analyzing the microenvironment, the labor market should be examined. But this component has little impact on OJSC Dalsvyaz, since the labor market is currently saturated with personnel to work at this enterprise, and if necessary, recruitment will be carried out without much difficulty. The small influence of such a factor as labor is also explained by the fact that OJSC Dalsvyaz constantly retrains and requalifies personnel and has no problems with valuable personnel. When assessing infrastructure, it should be noted that in the region the infrastructure component received relatively high ratings in the investment rating.

And at the end of the analysis, we will determine what impact (favorable or not) the current situation in the external environment has on the activities of OJSC Dalsvyaz.

Let's build a profile of the external environment (see table).

Graphic profile of the external environment of OJSC Dalsvyaz

Ideal enterprise profile

Comparison of the ideal profile with the graphic profile of JSC Dalsvyaz

The total score is +52, which indicates a general favorable influence of the external environment on OJSC Dalsvyaz, and when comparing the graphic profile with the ideal one, it is clear that many scores coincide, which again indicates that the external environment of the enterprise has a favorable influence on the enterprise itself.

2.4 Opportunities of OJSC Dalsvyaz

Based on the results of the analysis, we can safely say that the company is developing in the right direction and in the future has a good chance of becoming the leading communications company in the region and reaching the national level. This is possible, and the enterprise has a good chance with its potential and capabilities to go beyond the Far Eastern Federal District, but along this path, in addition to good prospects, there are also some dangers.

So, if we take into account the fact that Dalsvyaz OJSC competes with communications companies not only in its region, then sooner or later the enterprise will have to go beyond the region and declare itself, since all the prerequisites for this are in place.

Firstly, an enterprise with a huge coverage area, secondly, with a large number of production capacities and number of jobs, thirdly, if it has already embarked on the path of expansion, then it simply needs to expand the list of business partners, allies and enter a qualitatively new way of development.

This can be achieved again by merging enterprises, but not at the regional level, but at the district level. Therefore, I believe that an enterprise with a long history has every chance of becoming a leader in its industry.

2.5 Possible threats

Despite the fact that a giant enterprise occupies a huge territory in the services market (in its district), at the country level this is considered a medium-level enterprise. And, therefore, it is necessary to know and remember that the competitors of OJSC Dalsvyaz are very popular and sought-after enterprises in the country’s market, these are MTS, Megafon, Beeline and others, they occupy an even larger territory and cover almost the entire country to offer their services.

Therefore, in order to stay in the market, you need to build a communications “empire” across the country and expand the scope of your offer in the service market, increase the profitability of the enterprise, and improve the offer of your communications services.

In addition to these dangers, OJSC Dalsvyaz faces other dangers: dependence on suppliers. The company is dependent on suppliers and due to this it cannot always reduce its costs. Therefore, the country needs to develop innovative technologies and supply Russian enterprises with its raw materials and equipment so that our firms can compete with our foreign neighbors.

Conclusion

At the end of the above topic, I would like to mention that the only correct course of action is modern enterprise To achieve effective long-term functioning and successful development is to pay increased attention to the analysis of the external environment. And this requires the development and implementation of a comprehensive analysis, taking into account the individual characteristics of the enterprise with appropriate personnel, financial and technical support. Only under this condition can one count on the effectiveness of strategic and operational management decisions. The influence of various factors on enterprises is far from uniform due to the fact that Russia is currently experiencing a deep economic and political crisis. This, in turn, leads to the fact that factors such as economic and political come first in terms of influence on enterprises.

Bibliography

1. Bagiev G.L. Marketing: textbook for universities / G.L. Bagiev, V.M. Tarasiewicz, H. Ann; under general ed. G.L. Bagieva. – 4th ed. – St. Petersburg: Peter, 2008. – 736 p.

2. Kotler F. Marketing management/F. Kotler, K.L. Keller. – 12th ed. – St. Petersburg: Peter, 2009. – 816 p.

3. Kotler F. Marketing management. Express course/F. Kotler, K.L. Keller. – 3rd ed. – St. Petersburg: Peter, 2010. – 480 p.

4. Maslova T.D. Marketing: a textbook for universities / Etc. Maslova, S.G. Bozhuk, L.N. Kovalik. – 3rd ed., revised. and additional – St. Petersburg: Peter, 2009. – 384 p.

5. Lambin J.–J. Market-oriented management / J. – J. Lambin, R.K. – 2nd ed. – St. Petersburg: Peter, 2010. – 720 p.

6. Gaidaenko T.A. Marketing management. Full MBA course. Principles of management decisions and Russian practice. – M.: Eksmo, 2005. – 480 s.

7. Anurin V. Marketing research of the consumer market: textbook. manual for universities/V. Anurin, I. Muromkina, E. Evtushenko. – St. Petersburg: Peter, 2004. – 270 p.

Hello! In this article we will talk about such an important component of an enterprise’s marketing activities as marketing analysis.

Today you will learn:

• What is marketing analysis of an enterprise;
• What are the stages of marketing analysis of an organization;
• What methods and types of marketing analysis of a company exist;
• How to apply marketing analysis with an example.

What is marketing analysis?

Any activity begins with planning. Planning, in turn, begins with analysis. The marketing activities of the enterprise are fully subject to these rules. Marketing analysis allows you to identify problems and find ways to solve them, provides basic information for making decisions regarding the marketing mix.

Without a quality marketing analysis, you risk facing the following problems:

• Receive a product that will not be in demand;
• Meet insurmountable “barriers” when entering the market and selling products;
• Face something that is too much for you;
• Select the wrong market segment and product positioning;
• Make the wrong decisions on each of the elements.

This is only a small part of the problems that await you if you neglect the marketing analysis of your enterprise.

Marketing analysis of the company – analysis of information obtained as a result of various marketing studies to make decisions regarding the marketing mix and company behavior in a competitive market.

Marketing research – activities for the systematic collection of information necessary for making marketing decisions.

Marketing research is divided into “field” and “desk” research.

Field marketing research involves collecting primary information using one of the following methods:

• Observation of the research object. You can observe consumers at retail outlets, you can evaluate the display of goods and much more;
• Experiment. For example, changing the price of a product at only one outlet in order to analyze the elasticity of demand. Used to determine the influence of any factor on a purchase.
• Interviewing. This includes various surveys (telephone, Internet, mail).

Desk research involves studying existing data. Sources can be both internal information (accounting data, databases, reports, plans) and external (data from statistical bodies, data from marketing, production and trade associations, databases of independent organizations).

The main stages of marketing analysis of a company

Marketing research and marketing analysis are inextricably linked.

You can imagine any analytical marketing activity of an enterprise in the form of four stages of marketing analysis:

1. Marketing Research Planning. This stage includes setting the objectives of marketing research, determining the type of research, identifying the audience or sources of information, determining the location of the research, preparing tools for conducting the research, setting deadlines and drawing up a budget;
2. Collection of information. At this stage, information is directly collected;
3. Analysis of collected information;
4. Interpretation of the received data into a report.

When conducting a full marketing analysis of a company, it is necessary to obtain and process information about the internal environment of the organization, the external environment of the organization and the meso-environment of the organization. When analyzing each environment, the specialist must go through the stages of marketing analysis described above.

Let's look at what methods and tools of marketing analysis are used in the marketing analysis of each environment.

Types and methods of marketing analysis

There are four types of marketing analysis:

• Marketing analysis of the organization’s external environment;
• Marketing analysis of the company's mesoenvironment;
• Analysis of the internal marketing environment of the enterprise;
• Portfolio analysis.

We will consider methods of marketing analysis in the context of the type of marketing analysis within which they are used. We start with an analysis of the organization's external environment.

Methods for analyzing the external environment of an organization

External environment of the organization – the realities in which the organization operates.

An organization cannot change its external environment (but there are exceptions, for example, oil companies).

When analyzing the external environment of an organization, it is necessary to assess the attractiveness of the market. To assess the attractiveness of the market, it is effective to use such a method of marketing analysis as PESTEL-analysis.

Each letter of the name of PESTEL analysis denotes an external environmental factor that can either have a strong impact on the organization or not affect it at all. Let's look at each factor.

P– Political factor. The influence of the political factor is assessed using answers to the following questions:

• Is the political situation in the country stable? How does the political situation affect?
• How do tax laws impact your business?
• How does it affect social politics government on your business?
• How does it affect government regulation for your business?

E– Economic factor external environment. Its assessment involves answers to the following questions:

• How does the level of development of a country's GDP affect your business?
• How does the general economic situation affect your business? (economic growth, stagnation, recession or economic crisis)
• How does inflation affect your business?
• How do exchange rates affect your business?
• How does per capita income affect your business?

S– Sociocultural factor, requires answers to the following questions:

• How do demographics affect your business?
• How does the lifestyle of citizens affect your business?
• How does the attitude of citizens towards leisure and work affect your business?
• How does the socially accepted distribution of income among family members affect your business?

T – Technological factor and questions for its analysis:

• What effect does volume have? government spending for research in your field?
• How does technological development in the industry affect your business?

E– Environmental factor requires answers to the following questions:

• How does environmental legislation affect your business?
• How does the volume of extracted natural resources affect your business? (consider the natural resources that are used in your business)
• How does the quality of extracted natural resources affect your business? (consider the natural resources that are used in your business)

L – Legal factor and questions to analyze its impact on your enterprise:

• How does this or that law affect your business? (it is advisable to identify the laws that regulate activities in your market).

We recommend answering these questions using a scale from -3 to 3, where “-3” – has a strong negative impact on the organization, “-2” – has a moderate negative impact on the organization, “-1” – has a weak negative impact on the organization. organization, “0” – has no impact, “1” – has a weak positive impact on the organization, “2” – has an average positive impact on the organization, “3” – has a strong positive impact on the organization.

As a result, you will get the total influence for each factor. Factors with a positive result have a beneficial effect, while those with a negative result – negative. If any factor has a very strong negative impact, you need to think about the feasibility of doing business in this area.

Methods for analyzing the mesoenvironment of an organization

The meso-environment of the organization is presented external factors that have a direct impact on the activities of the organization. Meso-environment analysis is aimed at assessing the attractiveness of the market and the level of competition in the market, determining overall consumer demand.

The tool that most fully reflects the factors influencing the mesoenvironment was invented by Mike Porter and is called the “5 Forces of Competition Model”.

Porter's 5 forces of competition model consists of five blocks. Each block is a separate factor in the influence of a competitive market on your organization.

The central block is “Competitive environment”. This block contains all current market players - you and your direct competitors.

You need to determine the following parameters of the competitive environment:

• Main players and their market shares;
• Number of players;
• Level of market development;
• Strengths and weaknesses of your closest competitors;
• Information about your competitors’ costs for various expense items (production, marketing, etc.).

Second block - “The threat of new players.”

It is represented by the following parameters:

• Existing barriers to entry into the market (patents, licenses, government regulation, etc.);
• Required initial capital;
• Necessary costs for product differentiation;
• Access to distribution channels;
• Experience of existing companies on the market (the more experience, the less the threat of new players appearing);
• Existing barriers to exiting the market (penalty, liability to suppliers and consumers).

Third block - "Substitute goods." Such companies are not your direct competitors, however, with high elasticity of demand, they can pose a big threat.

The parameters for assessing this factor are as follows:

• The degree of consumer loyalty to your product;
• The difference in price between your product and substitute products;
• Level of professionalism of consumers (the more professional the consumer, the weaker the influence of the parameter);
• Cost of switching to a substitute product.

Fourth block - "The power of buyers in the market" which lies in the ability of buyers to dictate their terms of cooperation.

This factor is represented by the following parameters:

• The number of buyers in the market (the fewer buyers, the greater their power);
• The volume of purchase of a product by one consumer (the larger the purchase volume, the greater the influence);
• Availability of buyer unions;
• Width of product selection (the greater the choice, the greater the power of influence).

The fifth block is presented strength of suppliers in the market.

The parameters for assessing this factor will be as follows:

• The degree of difficulty of switching from one supplier to another;
• Volume of purchases from one supplier;
• Availability of companies to replace existing suppliers;
• The degree to which the quality of raw materials influences your business.

Write down the data you have for each parameter, analyze the information and give points from “-3” to “3”, depending on the degree of influence of each parameter. Extreme values ​​“-3” and “3” indicate a strong threat and positive impact of the parameter, respectively, “0” means that the parameter does not have an impact on your business. The total value for a factor will allow you to see the most “dangerous” factors, the influence of which must be neutralized in the near future.

Analysis of the organization's microenvironment

An analysis of the organization's microenvironment is carried out to identify the strongest and weakest points of your business. For these purposes, an analysis tool such as "Chain of Values".

The value chain reflects all business processes that are implemented in the organization. Business processes are divided into main (during which the production and distribution of products occurs) and auxiliary (which provide the main activity with everything necessary).

We will not dwell on this model in detail, since it is quite simple. Let's depict it in the form of a table, where we designate all the business processes that need to be assessed. The rows indicate auxiliary business processes, the columns indicate the main ones.

Evaluate each business process in your organization and you will see which steps produce the core value of your product and what makes your product special. Those business processes that add great value to your product are the most developed and have a positive impact on competitiveness - the strengths of your organization, the rest are weaknesses.

Interim analysis

SWOT -analysis represented by a combination of environmental factors of the organization (direct and indirect influence). SWOT analysis is a matrix; the vertical axis shows the opportunities and threats of the external environment, and the horizontal axis shows the strengths and weaknesses of the organization itself. Let's depict it for greater comfort.

We obtained opportunities and threats as a result of PESTEL analysis, and weaknesses and strengths as a result of using the “Porter’s 5 Forces of Competition” and “Value Chain” models; we write them out in columns and rows.

As a result, at the intersection of external and internal environmental factors, we must write the following solutions:

• The intersection of strengths and opportunities: how strengths can be used to achieve opportunities;
• The intersection of strengths and threats: how we can use strengths to neutralize threats;
• The intersection of weaknesses and opportunities: how weaknesses can be overcome by exploiting opportunities;
• The intersection of weaknesses and threats: how to minimize the impact of threats.

Business Portfolio Analysis

After we have researched the market and the company, we can evaluate the various areas of the organization's business or, more simply, the products it produces.

At the moment, there are quite a large number of different methods of portfolio analysis, but the simplest and most popular of them is - matrix BCG . Let's immediately visualize this tool.

Thus, we identified the most promising products in the range and chose a strategy for each of them.

The second component of portfolio analysis is determining the stage of the life cycle of each product in the range . This analysis allows you to select a product marketing strategy and eliminate unprofitable products.

Most often there are four stages:

• Birth of a product or entry into the market. These products are new to the market, have consistently positive sales growth rates, but have either no profits or negative profits. As a rule, such a product has few competitors;
• Height. Products at this stage of the life cycle have the highest sales growth rates, but practically no profit. Competition at this stage is quite high;
• Maturity. The phase of the life cycle when sales growth rates fall, and profits and the level of competition in the market reach maximum values;
• Recession. Sales growth rates are approaching zero, profits are declining, and there are practically no competitors.

Marketing analysis of an enterprise using the example of the Gruzovichkof company

Let's analyze the activities of one of the really existing Russian companies. Using the example of the cargo transportation company Gruzovichkof. At the same time, we will be able to see how to correctly understand and read a marketing analysis of an enterprise.

Stage 1. We start with PESTEL analysis, that is, we describe only the influencing factors (by question) and assign points. At the same time, we have reduced the number of influencing factors, excluding the economic one, since it has no influence at all, and combining the political and legal ones, since in this industry they are closely related to each other.

As we can see, the greatest positive impact has technological factor, negative – economic.

Stage 2. Conducting an analysis using Porter's 5 Forces of Competition model.

We describe the parameters for each factor and assign points. As part of a report, it is better to do this in a table.

Thus, the greatest negative influence is exerted by the power of suppliers and the power of consumers.

Stage 3. Conducting analysis through the application of the “Value Chain” model.

For the Gruzovichkof company it will look like this:

Stage 4. Conducting a SWOT analysis, as a result of which we will receive general results and conclusions for all three analyzes performed.

We write out the most powerful threats and opportunities from the PEST analysis and highlight strengths and weaknesses based on analysis using the “Porter’s 5 Forces of Competition” and “Value Chain” models. We get a small sign.

At this point, the general marketing analysis of the enterprise is completed and we can sum it up.

As a result of marketing analysis, we received:

• A complete assessment of the attractiveness of the industry (market);
• Assessing our company’s position in this market;
• We identified the competitive advantages of our product (company);
• Determined ways to use our competitive strengths against competitors;
• We identified the main competitors, their strengths and weaknesses;
• Assessed the level of competition in the market;
• We received an information base for determining the future strategy of the organization (marketing strategy).

Zhulikova O.V., Reshetnikova E.O.

Current state The domestic market is characterized by a high degree of dynamism, variability of conditions, and requires enterprises to apply management concepts that will allow them to successfully compete and realize their potential. This management concept is marketing, providing A complex approach to enterprise management. But Russian practice shows that at the level of small and medium-sized enterprises there are serious problems associated with ineffective marketing, primarily due to the level of training in the field of marketing of small enterprise management. At the same time, there is a meaningful desire by management to improve the quality of management of marketing activities. One of the most important elements of management is the analysis of marketing activities. But the most bottleneck of the analysis is the selection of methods for analyzing marketing activities, without which it is impossible to assess the degree of compliance of marketing strategy and tactics with the state of the competitive environment. Therefore, despite the variety of methods for analyzing marketing activities, there is a problem of choosing the direction and method of analyzing marketing activities, especially in relation to small enterprises. One of the possible ways to solve this problem is to develop a methodology for selecting and evaluating the use of methods for analyzing the marketing activities of an enterprise.

Development of a methodology for selecting and evaluating the use of methods for analyzing the marketing activities of small retail enterprises

Marketing management in an enterprise includes four main elements of management: analysis, planning, motivation and control. The article focuses specifically on analysis as a basic element of managing marketing activities.

First of all, it is necessary to consider basic definitions included in the title of the work.

Marketing activities are activities related to the implementation of marketing functions in order to generate and reproduce demand and ensure the company’s profit.

Analysis of marketing activities - assessment, explanation, modeling and forecasting of processes and phenomena commodity market and the activities of the enterprise itself using economic, statistical and other research methods.

The quality of analysis of marketing activities depends on the methods of analysis. The method of analysis is a way of studying economic processes and results of enterprises based on special techniques and methods of analysis.

Based on the terms presented above, the work proposed defining such a definition as “method of analysis of marketing activities,” since an analysis of sources and methodological materials revealed the lack of a definition of this term.

Marketing activity analysis method- a way to study, measure and generalize the processes and phenomena of the commodity market and the influence of various factors on changes in the results of an enterprise’s activities in order to improve them.

Selecting the right analysis method is a very important and serious task, since the results of the analysis depend on this, on the basis of which all further decisions are made to manage the marketing activities of the enterprise. When considering various sources, as a rule, several areas of analysis of marketing activities are identified, while in the considered theoretical works there is no clear correspondence between the areas and methods of analysis of marketing activities. Nuraliev S.U. highlights such main areas of research as the market and its forecasting, the structure of market participants, consumers and demand, goods and assortment, product price, competitors and the external environment, sales promotion and advertising, the internal environment and its capabilities, product distribution and sales channels. Missorina M.A. believes that the market, competitors, consumers, prices, and internal potential of the enterprise should be subject to research.

The work examines such main areas of analysis as: market analysis, competitor analysis, product policy analysis, pricing policy analysis, sales policy analysis, communication policy analysis. The first two directions analyze the external environment, the remaining directions were chosen in accordance with the 4P concept: product, price, place, promotion.

For the identified areas of analysis, appropriate analysis methods were selected. Table 1 presents the directions of analysis in accordance with the 4P concept.

Table 1 Directions and methods of analysis taking into account the 4P concept

Modern marketing theory notes that the 4C concept is most suitable for trading enterprises: Customer needs & wants, Customer Cost, Convenience, Communication. According to V.V. Nikishkin, this is a more progressive approach to the formation of a special sales offer, therefore the marketing manager of a retail trade enterprise needs to base the development marketing activities precisely on the 4C concept.

Table 2 presents a classification of methods for analyzing marketing activities in accordance with the 4C areas, such as: consumer analysis, customer cost analysis, consumer convenience analysis, communications analysis.

table 2 Directions and methods of analysis taking into account the 4C concept

Despite the fact that for a retail trade enterprise it is necessary to study consumers as the main factor influencing the activity of the enterprise, one should not forget about the traditional concept of 4P marketing, because the resource capabilities of the enterprise may not correspond to the possibility of developing a new market segment or introducing new products into the range .

In our work, we proposed a combination of directions in accordance with the concepts of 4P and 4C. Table 3 highlights the areas of analysis and the corresponding methods of analysis based on combining the concepts of 4P and 4C.

Table 3. Directions and methods of analysis of marketing activities

The next methodological task facing the management of the enterprise is to select a specific method from those presented above. To do this, it is necessary to identify criteria for evaluating the analysis method. There are various quantitative and qualitative criteria, but for small businesses the criteria should be simple, intuitive, and applicable to all methods of analysis. The most important criterion should be compliance with the purpose of the analysis. Defining a goal is an important initial stage of any type of activity. The goal becomes the criterion by which the effectiveness of the activity is determined, that is, the effectiveness of the analysis method used is determined by the success in achieving the set goals. Thus, a number of criteria have been identified by which one can evaluate the method of analyzing the marketing activities of small retail enterprises:

• compliance with the purpose of the analysis;
• compliance with resource capabilities;
• level of information reliability;
• cost of the method;
• completeness of information.

Also, to evaluate the analysis method, a scale for converting qualitative assessments into quantitative ones is necessary; in this work, I propose the use of the following scale:

• absolute compliance with the method evaluation criterion – “5”;
• incomplete compliance with the method evaluation criterion – “4”;
• partial compliance with the method evaluation criterion – “3”;
• complete non-compliance with the method evaluation criterion – “2”.

The result of the study is the proposal of an algorithm for selecting methods for analyzing marketing activities for a small enterprise, which is presented in Figure 1.

Picture 1. Algorithm for selecting and evaluating methods for analyzing marketing activities

In order to select a method for analyzing marketing activities, an enterprise must evaluate those analysis methods that are currently used by the enterprise. The evaluation of the methods used is carried out according to several criteria (compliance with the purpose of the analysis, compliance with resource capabilities, cost of the method, level of information reliability, completeness of information) through expert assessments. If the assessment showed that the methods used do not achieve the goal for which the analysis was carried out, are expensive to use, provide insufficiently complete information or information the level of reliability of which can be disputed, then it is necessary to decide on the selection of other methods for analyzing marketing activities. In order to compile a set of methods for analyzing marketing activities, it is necessary, firstly, to identify the most problematic areas of marketing activities, secondly, based on Table 1, to create alternative sets of methods for analyzing marketing activities, and thirdly, to evaluate each of the sets of analysis methods according to the selected criteria and select a set of methods for analyzing marketing activities. The next stage is to analyze the marketing activities of the enterprise and implement the results of the analysis into the activities of the enterprise. As noted above, conclusions about the state of the external and internal environment of the enterprise, and, consequently, management decisions aimed at managing the marketing of the enterprise depend on the correct selection of methods for analyzing marketing activities.

Using the proposed methodology for selecting and evaluating methods for analyzing marketing activities using the example of Master LLC

Master LLC is a retail trade company that sells billiard accessories, home lighting, and household furniture. The company is also represented on the Internet in the form of an online store.

In order to select the necessary methods for analyzing marketing activities, first of all, it is necessary to evaluate the currently used methods for analyzing marketing activities.

This company currently uses only one direction of analysis - consumer analysis and one method of analyzing marketing activities - Yandex.Metrica. Yandex.Metrica helps to analyze only consumers, their visits, which pages they come from, which pages they view.

Let's evaluate the use of Yandex.Metrica based on the selected criteria.

Table 4.– Qualitative assessment of the analysis carried out using Yandex.Metrica

Thus, from this table it is clear that this method of analysis does not require costs and corresponds to the resource capabilities of the enterprise, but at the same time it absolutely does not correspond to the purpose of the analysis, which is the most important factor.

Since the analysis method used does not provide complete information for making informed management decisions, it was decided that it was necessary to change the set of methods for analyzing the marketing activities of Master LLC.

In Table 3, 7 main areas of analysis were identified - market analysis, competitor analysis, consumer analysis, product policy analysis, pricing policy analysis, sales policy analysis, communication policy analysis.

The specific conditions of an enterprise’s activity in the market require the selection of only four areas of analysis of marketing activities: consumer analysis; supplier analysis; competitor analysis; analysis of product policy.

Since the management of the enterprise makes decisions to expand the range only on the basis of existing suppliers and established relationships with them, analysis of the activities of suppliers can be excluded.

Analysis of consumer behavior and drawing up a portrait of consumers is carried out using Yanedex.Metrics, but it is also necessary to analyze consumer preferences.

Thus, the objectives of the analysis are:

• identification of consumer preferences;
• competitor research;
• study of the assortment.

To select specific methods of analysis, we will compose a set of alternatives for using methods for analyzing the marketing activities of Master LLC. The evaluation of sets is carried out according to previously identified criteria.

From this table it can be seen that the most suitable is set 3, because it has the maximum rating, that is, it most fully meets the requirements and capabilities of the enterprise.

Table 5.– A set of alternatives for using methods for analyzing the marketing activities of Master LLC

Thus, to identify consumer preferences, we will use a survey, since this is the most inexpensive method presented, especially if it is conducted on the company’s website.

To analyze competitors, we will use such an analysis method as constructing a map of strategic groups of competitors, because of all the listed methods of analysis presented in Table 3, this method allows us to analyze all areas of activity at once, in our case these are three areas - lamps for the home, household furniture and billiard accessories.

The third purpose of the analysis is to study the product range. This analysis can be carried out using three methods - the BCG matrix, XYZ analysis and ABC analysis. We cannot be sure of the reliability of the information when calculating the market share of the main competitor, so we exclude the BCG matrix. XYZ analysis is more suitable for optimizing inventory. Therefore, we will use ABC analysis.

Thus, having determined the necessary areas of analysis and selected specific methods of analysis, an analysis of the marketing activities of Master LLC was carried out based on a compiled set of methods for analyzing marketing activities.

Firstly, in order to check the correctness of introducing such a product category as furniture into the assortment, an ABC analysis was carried out.

Table 6.– Results of ABC analysis

ABC analysis confirmed the correctness of the management decision, made on an intuitive level, since the furniture is included in group A.

Secondly, to determine the development prospects of Master LLC, a map of strategic groups of competitors was built. This method of analysis allowed us to conclude that the company can try to occupy the furniture segment with low prices, since there is only one direct competitor. Let's build a map of strategic groups of competitors for Master LLC (Figure 2).

Figure 2.– Map of strategic groups of competitors

Thus, this method of analysis allowed us to conclude that the company can try to occupy the furniture segment with low prices, since there is only one direct competitor.

Thirdly, an analysis of consumer preferences was carried out, which showed that consumers are interested in country and garden furniture, sofas and beds at low and medium prices.

The compiled set of methods for analyzing marketing activities in three areas allows us to conclude that it is necessary to enter the low-price segment with the offer of sofas, beds and country and garden furniture.

Thus, the methodology proposed in the work for selecting and evaluating methods for analyzing marketing activities makes it possible to improve the quality of the marketing activities of a small enterprise through a more accurate and complete analysis of the external and internal environment of the enterprise.

Conclusion

The theoretical foundations of the analysis of marketing activities are considered and criteria for evaluating methods for analyzing the marketing activities of a retail enterprise are highlighted. One of the main tasks of the marketing department is, without a doubt, the analysis of marketing activities. The quality of analysis of marketing activities depends on the methods of analysis. Selecting the right analysis method is a very important and serious task, since the results of the analysis depend on this, on the basis of which all further decisions are made to manage the marketing activities of the enterprise. Marketing analysis means collecting information about the activities of an enterprise, studying it in its main areas, and using the results obtained to select directions for business development as a whole and its individual components.

Currently, there are a large number of marketing analysis tools, so an enterprise may have the problem of selecting the most suitable method for analyzing marketing activities. For this purpose, the work proposed a methodology for selecting and evaluating methods for analyzing marketing activities.

In order to select a method for analyzing marketing activities, an enterprise must evaluate those analysis methods that are currently used by the enterprise. The evaluation of the methods used is carried out according to several criteria (compliance with the purpose of the analysis, compliance with resource capabilities, cost of the method, level of information reliability, completeness of information) through expert assessments. Based on the assessment, a decision is made on the need to change the set of methods used to analyze marketing activities. In order to compile a set of methods for analyzing marketing activities, it is necessary, firstly, to identify the most problematic areas of marketing activities, secondly, based on Table 1, to create alternative sets of methods for analyzing marketing activities, and thirdly, to evaluate each of the sets of analysis methods according to the selected criteria and select a set of methods for analyzing marketing activities.

Conclusions about the state of the external and internal environment of the enterprise, and, consequently, management decisions aimed at managing the marketing of the enterprise depend on the correct selection of methods for analyzing marketing activities.

Based on the proposed methodology, the selection and evaluation of methods for analyzing marketing activities for a small retail enterprise, Master LLC, was carried out.

Based on the analysis, specific recommendations were given for the implementation of the marketing activities of Master LLC, that is, the developed methodology made it possible to select analysis methods on the basis of which the external environment and capabilities of the enterprise were more fully assessed, which in turn led to the adoption of informed marketing decisions, that is, it improved the quality of management of the marketing activities of the retail trade enterprise Master LLC.

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