Test: Marketing structures and building a marketing service. Types of organizational structures of the marketing service Construction of the organizational structure of the marketing service
As a result of mastering this chapter, the student should:
know
- types organizational structure marketing services;
- stages of creating a marketing service/department;
- functions and tasks of the marketing service/department;
be able to
Develop Regulations on the marketing service/department;
own
skills in creating a marketing budget.
Conditions for organizing marketing activities
Organization of marketing in a company involves:
- 1) awareness of the new function of interaction between the enterprise and the market;
- 2) development of a management system for marketing activities;
- 3) creation of a marketing structure (service or department) that ensures the implementation of marketing in the enterprise together with other departments.
The creation of a marketing division depends on the goals of the enterprise, its financial capabilities, the specifics of its products, the existing organizational structure and its size. Large enterprises create marketing services, and small and medium-sized enterprises create departments. In some companies there is no need at all to form their own department, so in the best case there is only one marketer, and in the worst case, his functions are performed by one of the employees.
Experts highlight the following options for creating a marketing service at an enterprise:
- initiative, when a group of specialists, full-time employees of an enterprise takes the initiative and approaches management with the idea of organizing a marketing service (department);
- compromise, when a marketing group is formed within a department, for example, a sales department;
- intermediate, when a marketing group is formed from among full-time and external employees to solve a problem;
- administrative, when a marketing service (department) is created by decision of the enterprise management;
- modern, when a marketing service (department) is created taking into account the selected justified organizational structure.
It is no secret that some managers of Russian companies still do not always understand the feasibility of creating a marketing division, therefore, when organizing it, you should:
- convince management of the need to create a marketing structure;
- have a clear idea of what place the marketing department will occupy in the structure of the enterprise;
- establish connections with other structural divisions of the enterprise;
- ensure organizational subordination to one of the top managers of the enterprise (for example, the commercial director in the absence of the position “marketing director”);
- choose the appropriate organizational marketing structure, taking into account the specifics of the products, the number of markets and scale sales activities enterprises;
- develop regulations on the marketing service/department and determine the optimal number of employees - marketing specialists;
- resolve issues with material resources and the formation of a marketing budget.
In the future, in the process of work, it is necessary to build the authority of the marketing structure through deep knowledge of the company’s activities, conducting marketing analysis, planning marketing activities taking into account the enterprise development strategy, obtaining results from the implementation of specific marketing activities, etc.
Types of organizational structures of marketing services
The organizational structure of marketing plays a leading role in the successful implementation of the marketing concept of enterprise management.
The organizational structure of the marketing service is based on the use of one of the organizational structures: functional, product, market, regional, as well as divisional, matrix (Table 10.1).
Table 10.1
Types of organizational structures for marketing services
|
Type of organizational structures |
a brief description of |
|
Functional structure |
A traditional structure focused on the marketing department performing core functions and coordinating with other departments. Vertical management is used (manager - subordinate) |
|
Commodity structure |
It is used in large enterprises that produce a large number of different products that require specific production and sales conditions. For each product, a manager is appointed who coordinates the entire marketing complex |
|
Market structure |
It is used in enterprises that sell their products in different markets, where there are different product preferences, and the products require specific service. Work with markets is carried out by appropriate managers, and the market can be both an industry sector and a segment of buyers. Each market has its own marketing strategy |
|
Regional structure |
It is used in large enterprises that produce products that are sold in many regions. Managers work with regions |
|
Divisional structure |
Applicable when an enterprise is differentiated by product range or operates in several markets |
|
Matrix structure |
A temporary structure focused on creating working groups to solve a specific problem. Associated with a combination of vertical control of functional departments and direct horizontal coordinating control |
Functional structure involves organizing the activities of marketing service (department) specialists based on the functions they perform. It is used for enterprises with a small range of products that are sold in a limited number of markets (Fig. 10.1).
This is the simplest marketing organization, but its effectiveness decreases as the range of products and the number of markets served increases.
The advantages of this structure are:
- simplicity (clear to all employees);
- conciseness and convenience (easy enough to build);
- clear delineation of rights, duties and responsibilities.
The disadvantages include:
- focus on performing functions, and not on achieving results;
- high level of operating costs.
Rice. 10.1.
Commodity structure – typical for enterprises that produce a wide range of products, which require specific conditions of production and sales in a large number of homogeneous markets (Fig. 10.2).
Rice. 10.2.
The advantages of a commodity marketing organization are full marketing of each product and the ability to study the specific needs and main consumers for each product.
The disadvantages are the wide range of responsibilities of the product marketing manager, who coordinates the entire marketing complex, coordinates the activities of all departments of the enterprise that influence the marketing of the product he supervises, and studies the activities of competitors; predicts market dynamics, develops a marketing plan and budget, etc.
Market structure – used for businesses selling their products in multiple markets with different consumer preferences. As noted above, the market can be either an industry sector or a segment of buyers (Fig. 10.3).
Rice. 10.3.
The advantages of a market organizational structure include better coordination of services when entering the market; the ability to develop a comprehensive market entry program; a more reliable market forecast taking into account its specifics.
Disadvantages include a low degree of specialization of departments, duplication of functions, poor knowledge of the product range, and lack of flexibility.
Regional structure – typical for enterprises that produce products that are sold in several regions that differ from each other in natural and climatic conditions, people’s lifestyles, etc. This will allow marketing strategies to take into account the specifics of consumption of the same product in different territories and reflect it in the consumer properties of the product (Fig. 10.4).
The main advantage of this structure is the ability to specialize in certain regions (territorial zones), knowing their consumers well.
The main disadvantages of a regional marketing structure are duplication of work and problems of coordination of activities.
The product, market and regional structures of the marketing organization are very similar in form. Their difference is that at the second level of the hierarchy, managers can be focused on working with the product, or working with the market, or working with the region.
Rice. 10.4.
The above organizational marketing structures are general in nature and can only be the basis for creating the most appropriate marketing service for a particular enterprise. In practice, based on the conditions in which the enterprise operates, the structure of its marketing service can combine the features of product and functional, or market and functional, or regional and functional structures, i.e. represent more complex from an organizational point of view, mixed organizational structures (Table 10.2).
Table 10.2
Mixed organizational structures of the marketing service
|
Type of organizational structures |
characteristic |
Advantages |
Flaws |
|
Product-functional structure of the marketing service |
Used in enterprises that produce a wide range of products, where the product manager is responsible for developing strategy and marketing plans for a specific product (or group of products) |
Support for each product; the ability to study the specific needs and main consumers for each product; quick response to market demands |
Increased management costs; Possibly low quality of management decisions; lack of coordination within the product/brand portfolio |
|
Market functional structure of the marketing service |
It is used when an enterprise operates in several markets. For each market, an appropriate strategy is developed, focused on the needs of the consumer of this market, the responsibility for which lies with the managers of individual product markets |
Manageability and adaptation to the characteristics of each market; concentration of marketing activities around the needs of specific market segments |
|
|
Regional functional structure of the marketing service |
It is used when an enterprise produces homogeneous products intended for sale in several regions with distinctive features. Regional sales managers are responsible for the development of strategy and implementation of marketing plans. |
This organization allows marketers to live within the service territory, know their consumers well and work effectively with minimal time and money spent on travel. |
Increased management costs; duplication of work and problems with coordination of activities |
Divisional structure Usually used by large enterprises, since it allows for the independence of divisions, which is the logical conclusion of universalization and at the same time the development of the principle of specialization at a new qualitative level.
A divisional organizational structure is a set of independent divisions that are part of an organization, spatially separated from each other, having their own sphere of activity, independently solving current production and economic issues. At the same time, the company's management provides the strategy for its development as a whole, controlling the profitability of subordinate divisions (Fig. 10.5).
Foreign experience
American corporation General Motors was one of the first organizations that managed to overcome the limitations of the linear-functional structure. In conditions of diversified production, it was decided to significantly expand the independence of large divisions and, by giving them the right to react to market conditions, turn them into “profit centers.” This bold management decision was proposed and implemented by the president of the company
L. Sloan, who called the new structure “coordinated decentralization.” Subsequently, this organizational structure was called divisional.
Rice. 10.5.
The main advantage of a divisional organization is a closer relationship than other organizational structures between the material incentives of divisions and the results of their activities, which enhances the motivation of employees.
The main disadvantages of the structure are duplication of management functions at different levels, which leads to increased costs for maintaining the management apparatus, and duplication of work for different departments.
Matrix organization is a two-level organizational structure, in which the vertical level is created by a hierarchical structure, and the horizontal level is created by marketing programs. In other words, the matrix structure is based on the principle of double subordination of performers: on the one hand, to the immediate head of the functional service, and on the other, to the head of the marketing program (Fig. 10.6). This structure is suitable for large marketing-oriented companies.
The matrix structure is effective when solving any project problems, for example, the need to develop a new marketing program in a short time, advertising campaign or others
To solve problems, temporary groups of specialists from different functional departments of the enterprise are created. Employees included in the program are not released from their current work and for this period they fall under double subordination: the program manager and the heads of the relevant structural divisions.
The advantages of the matrix structure are the involvement of managers at all levels and specialists in the field of active creative activity, the possibility of using effective management methods, the personal responsibility of the manager for the implementation of the program as a whole, a large scope of work and management objects, etc.
Disadvantages include the problem of double financing, the emergence of conflicts between heads of functional departments and program managers, problems of distribution of rights, duties and responsibilities, etc.
- URL: good-reklama.ru/osnovymarketinga/133.html
- URL: aup.ru/books/ml50/18.htm
- Gaidaenko T. A. Marketing management. Full MBA course. Principles of management decisions and Russian practice.
In the hotel and restaurant industry
1. Organization of a marketing service at the enterprise
2. Schemes of organizational structures of marketing
3. Marketing management in the hotel industry
4. New trends in the hotel and restaurant business
5. Key factors for success in the hospitality industry
Organization of a marketing service at an enterprise
Dynamic changes in technology, the struggle for consumers and product quality, and increased competition force enterprises to reconsider the whole range of issues of marketing activities.
Let's consider the evolution of marketing in an enterprise, proposed by F. Kotler in the form of a schematic illustration of the change in the role and place of marketing in the organization (Fig. 1).
Rice. 1. Changing the marketing function at the enterprise
Historically, the first position in an enterprise that had some relation to the performance of functions preceding marketing was the position of commercial director (deputy director for sales, head of the sales department). As the sales process became more complex, the commercial director acquired an assistant whose functions included:
Planning the sale by appropriately comparing the plan and the actual state of affairs;
Market analysis and competition monitoring, preparatory planning work;
At the same time, the sales department was gradually transformed, performing separate marketing functions, then gave birth to a specialized marketing department, the manager of which was first subordinate to the deputy director of sales, and later received equal rights with him. However, both leaders acted independently and inconsistently.
Later, firms move from an instrumental to a conceptual, strategic understanding of the role of marketing. Marketing begins to combine all functions related to the enterprise's entry into the market. The marketing division branches out and begins to include sales structures. In this case, the position of vice president (deputy director) of a marketing company or marketing director arises, who receives management rights, including sales divisions, and becomes not only the main judge, an arbiter between the fact of a sale and the actions of divisions affecting the sale, but also responsible for the market goals of the enterprise and ways to achieve them, i.e. for all elements leading to the achievement of the main goals of the company.
The application of a marketing approach to enterprise management involves restructuring its organizational management structure with the allocation of a special marketing unit, the organizational structure of which depends on many factors and in particular on:
Number of sales markets;
Dynamics of consumer demand;
Geographical location of the enterprise and sales markets;
The complexity of the product in terms of its design, technological and operational parameters;
Duration of product life cycle stages;
Degree of specialization, cooperation and diversification of production;
Type of production and nature of the production process;
Level of standardization and unification of products;
Degree of competition, etc.
Marketing organizational charts
Marketing Service is an organizational structure whose purpose is to provide marketing support for the activities of an enterprise. The marketing service is an administrative and management division of an enterprise that performs marketing functions.
Creating an effective organizational marketing service allows an enterprise to take full advantage of all marketing tools and achieve the desired goal.
The firm must have the capabilities to perform certain tasks, although some of them may be outsourced. For example, there is no need to conduct market research by the company's own employees, but its management is obliged to ensure that the work is completed to a high level.
Large enterprises create departments or even marketing departments.
The optimal structure of the marketing service depends on many factors: the goals of the enterprise, the conditions of the macro- and microenvironment, as well as the specifics of the enterprise itself, its size, quantity and degree of homogeneity of goods, level of qualifications of employees, etc.
- Functional- service units are formed depending on the functions they perform;
- Regional– each department of the marketing service is assigned a service region;
- Commodity- for each product or group of products, its own division is formed, which is engaged in their development and promotion;
- Market- each department of the marketing service is assigned its own product market;
- Mixed form organization of marketing services;
- Matrix scheme.
The organization of marketing along functional lines is manifested in the creation of a unified marketing service, each of whose divisions is responsible for the implementation of one or more marketing functions (Fig. 2). All departments report to the head of the marketing service, who coordinates their activities
Rice. 2. Functional diagram of marketing organization
The marketing service is headed by a responsible manager (vice president of the company for marketing, marketing director, etc.), who coordinates the activities of the marketing departments among themselves and other services of the company, approves the marketing plan and budget, gives tasks to employees and controls them activity.
If the company is very small, then one person can take on marketing functions. The main advantage of this scheme is simplicity. Employees who specialize in performing a specific task gain extensive experience and become proficient in performing their assigned functions.
Organization by geography(Fig. 3). This scheme for organizing a marketing service is used by enterprises that operate in large (in terms of geography) markets. If an enterprise sells goods in different regions of the country, then an organizational chart of the marketing service is possible, in which each division carries out a full marketing cycle in one or more regions (geographical zones).
The chart shows one national sales manager, four regional sales managers, 24 zonal sales managers, 192 district sales managers and 1,920 sales agents. When organized geographically, sales agents can live within the territories they serve, get to know their clients better, and work effectively with minimal travel time and expense.
Fig.3. Organization by geography
Organization for commodity production(Fig. 4) justifies itself in cases where the products produced by a company differ sharply from each other and there are so many varieties of these products that with a functional marketing organization it is no longer possible to manage this entire range. Marketing a specific product is of greater importance because product differentiation is becoming one of the main factors of competition. Each marketing department is assigned a specific product or group of similar products. In such a division, the entire marketing complex for a given product is developed: product and pricing strategies, communications and sales policies.
There are a number of advantages to having a commodity production organization. First, the product manager coordinates the entire marketing mix for that product. Secondly, a product manager can respond faster than individual specialists to problems that arise in the market. Thirdly, smaller, secondary branded goods are not ignored, since the production of each of them is managed by its own manager. Fourthly, product production management is an excellent school for young managers, because in this work they are involved in almost all areas of the company’s operational activities.
However, these benefits also come with costs. First, the commodity production management system gives rise to a number of conflicts and disappointments. Often, product managers do not have sufficient rights to effectively perform their duties. Second, while product managers become experts in everything related to their product, they rarely become experts in functional areas. Third, commodity management systems are often more expensive due to the increased costs of paying more workers.
Fig.4. Organization for commodity production
Organization of a marketing service based on market principles. Each department serves its assigned market segment. This structure is appropriate when the segments are large enough and differ greatly from each other. The main task of each department is to “maintain close and long-term relationships with its customers across all product ranges.
Rice. 5. Scheme of organizing the marketing service according to the market principle
The market manager manages the activities of several managers in individual markets. The Market Manager is responsible for developing long-term and annual plans for sales and other types of functional activities. The main advantage of this system is that the company builds its work in relation to the needs of consumers who make up specific market segments. For enterprises that sell their goods in markets with different consumer preferences, and the goods themselves require special services, a market organization of a marketing service is advisable.
Combined (mixed) options for organizing a marketing service. In such structures, several functions are implemented on the basis of a product or market structure, and the remaining functional departments serve all areas (individual products or markets).
The limitations of the commodity and market organization of marketing services are overcome by the introduction of a commodity-market or matrix scheme (Fig. 6).
Rice. 6. Matrix marketing organization diagram
Marketing Service Matrix Diagram consists in creating marketing units based on a combination of characteristics (product/market + functional). For example, a program is developed for each product and specialists are appointed who are responsible for its development and implementation. At the same time, each program passes through functional departments.
With this scheme, the needs of customers in specific market segments are optimally taken into account. The main markets are assigned to market managers, who collaborate with functional department specialists in developing plans for various areas of functional activity.
We summarize the advantages and disadvantages of the considered schemes in a table (Table 1) :
The principle of choosing the structure of a marketing service. For the real implementation of marketing in an enterprise, it is not enough to create an appropriate service; it is important to determine the status of this service.
The marketing department focuses on all problems related to the consumption of products, while other departments concentrate their attention on various specific tasks. Therefore, it is quite natural to recognize the marketing department as the function of coordinating all activities. In order for it to be a leader in production, it is necessary to give it the highest status among other divisions. This is the key to the real marketing orientation of the enterprise.
Selecting a Specific Option The organizational structure of the marketing department is closely related to the marketing strategy of the company, it is determined by it and serves it. Much also depends on the structure of the company itself, the presence of separate branches and branches in it. If the overall structure of the company is quite ramified, several options for organizing marketing activities are possible:
Table 1
Advantages and disadvantages of various schemes for organizing marketing services
| Organization diagram | Advantages | Flaws |
| Functional | Ease of management Description of employee responsibilities Functional specialization and growth of personnel qualifications | There is no marketing management for specific products. There is no marketing management in specific markets. |
| Commodity | Full marketing of each product Deeper study of the specific needs of the market and meeting them | Increasing costs and expanding responsibilities for employees makes it difficult to increase their qualifications Presence of overlapping departments |
| Market | High coordination of services during market introduction Development of a comprehensive market introduction program More reliable market forecast | Complex structure Low degree of specialization of activities Duplication of functions Poor knowledge of product range Lack of flexibility |
| Commodity market (matrix) | Good organization of work during market introduction Development of a comprehensive market introduction program More reliable market forecast Good knowledge of the product | High management costs Possibility of conflict between different services when resolving issues on the same market |
Formation independent marketing departments in all large departments, branches of the company (industry or geographic macrostructure with internal product or functional structure) without any marketing division at the highest level of management;
Organization along with marketing departments in branches corporate marketing department, performing advisory functions, facilitating, if necessary, unification or at least coordination of efforts;
Formation of a company-wide marketing department that determines the company-wide strategy and marketing program and manages the work of its divisions in branches and associations.
Organization of a special marketing unit focused on the external market, i.e. export, is not usually practiced. In conditions where the foreign market is characterized by a different degree of product content and imposes qualitatively different requirements for marketing activities than the domestic one, a special division can be created, but as a temporary structure, with the prospect of transferring export requirements (usually more stringent) to products for the domestic market .
The structure of the marketing service being developed or implemented must meet the following requirements:
Be as simple as possible;
Provide an effective system of communications between departments;
Be low-level (low-link);
Have good flexibility and adaptability.
ContentIntroduction………………………………………………………………………………………...3
Theoretical part……………………………………………………4
Internal organizational structure of the marketing service
Sales promotion is an active element of marketing………….9
Conclusion………………………………………………………………………………….16
List of references……………………………………………………………...17
Introduction
Currently, the relevance of creating marketing services is increasing. All enterprises want to make a profit, expand their markets, and identify unmet consumer demand, so it is necessary to distinguish between the types of organizational structures of marketing services and their importance for a particular enterprise.
Marketing activities ensure flexible adaptation of the production, financial, trading, sales, and personnel activities of an enterprise to the changing economic situation (income, prices, market conditions) and the requirements of consumers in the market.
In the transition to a market economy, the marketing service is the most important link in enterprise management, which, together with other services, creates a single integrated process aimed at satisfying market demands and generating profit on this basis.
Knowledge of the principles and fundamentals of marketing activities helps to reduce commercial risk, calculate its options, select the most optimal conditions from existing ones, ensure the profitability of production and sales with high quality products and services in a competitive environment, determine sales prices acceptable for different groups of buyers in a sustainable environment. sales
You can increasingly see promoters in shopping centers. They help promote the product in the markets by distributing free samples, tastings, providing special discounts, prize draws, etc. Promotion is only part of the sales promotion campaign. There are many other sales promotion methods, such as increasing product warranty. All these methods are relevant recently, and the manufacturer cannot do without them.
I. Theoretical part.
1.1. Internal organizational structure of the marketing service
at the enterprise.
The organizational structure of the marketing service at an enterprise can be defined as the structure of the organization on the basis of which marketing management is carried out, i.e. - this is a set of services, departments, divisions, which include employees engaged in one or another marketing activity 1.
Marketing structure is critical to the successful implementation of a marketing concept. There is no universal scheme for organizing marketing. Marketing departments can be created on different bases. They are usually part of the commercial scope of the enterprise. Each company creates a marketing department in such a way that it best contributes to the achievement of marketing goals: identifying unsatisfied customer demand, geographical expansion of markets, finding new market segments, increasing profits, etc.
However, marketing structures significantly depend on the size of the enterprise's resources, the specifics of the products produced and the markets in which they are sold, and on the existing enterprise management structure. The organizational structure of the marketing service may have one of the following function orientations; goods; markets and buyers; regions; functions and products; functions and markets; functions and regions. The real unification of the marketing activities of enterprises is most often carried out by function or by product.
Structure functional type is appropriate for enterprises with a small number of goods and markets. In this case, markets and manufactured goods are considered homogeneous, and specialized departments are created to work with them. A marketing service organized by function can be represented as a diagram ( Fig.1).
Rice. 1. Functional structure of marketing
Advantages: clear division of responsibility and competence; simple control; fast and economical forms of decision making; simple hierarchical communications; personalized responsibility.
Flaws: high professional requirements to managers; complex communications between performers; pronounced authoritarian leadership style; overload of managers.
In addition to the indicated divisions, departments can be created in the marketing service: marketing planning, product distribution management, new products. The functional organization of marketing is based on the division of labor according to established and newly emerging functions, and on the specialization of workers. With a small range of products, the functional marketing organization is highly maneuverable due to ease of management. But with the expansion of the range of products, production agility decreases, since the reaction period to changes in external conditions increases. The functional structure of marketing is characterized by weak flexibility of the strategy, since it focuses on achieving the current effect, and not on the introduction of innovations. This structure of marketing activities does not promote dynamism and innovation. In general, such a structure is an effective form of organization only for the sustainable production of a limited range of products. The functional marketing structure is the basis for other forms.
For enterprises that produce a large number of diverse products that require specific production and sales conditions, it is advisable to organize marketing according to commodity principle ( Fig.2).
Rice. 2. Organizational structure of the marketing service with product orientation
This structure has a number of advantages. A manager for a specific product coordinates the entire marketing mix for that product and responds more quickly to problems that arise in the market. This marketing structure is more expensive than a functional one because more labor costs are required due to the increase in the number of employees. Therefore, organizing a marketing service on a product basis is common only in large enterprises, where the sales volume of each product is sufficient to justify the inevitable duplication of work.
For enterprises selling their products in different markets, where there are unequal product preferences, and products require specific services, it is advisable to organize marketing according to markets (Fig.3).
The main advantage of a market marketing organization is that marketing activities are aimed at satisfying a specific group of consumers, in contrast to a product organization, in which all attention is concentrated on goods, or a purely functional organization, in which the main importance is given to the implementation of marketing functions
Rice. 3. Organizational structure of the marketing service with a focus on markets and customers
At enterprises that produce products purchased by many regions, in each of which it is advisable to take into account the specifics of consumption of these products, marketing structures can be organized according to regions (Fig.4).
Rice. 4. Organizational structure of the marketing service with orientation by region
When marketing is organized on a regional basis, sales agents can live within the service territory and work with minimal time and money spent on travel. This marketing structure is found in large decentralized firms (especially international ones) with large markets, which are sometimes delimited into separate zones and regions. The disadvantage of such a marketing structure, as well as product- and market-oriented structures, is duplication of work, as well as problems of coordination of activities.
When organizing the marketing structure of an enterprise, it is necessary to adhere to the following principles of its construction:
unity of purpose;
simplicity of the marketing structure;
an effective system of communications between departments, ensuring clear transfer of information;
the principle of unified subordination;
low level of marketing structure. The smaller the number of links in the structure, the less time-consuming it is to transfer information from bottom to top and management orders from top to bottom.
Of considerable importance for achieving set marketing goals is the creation of internal organizational units in the company's marketing service. The following structural divisions are organized:
Market research department, including: information and research group: group for researching demand for products; group Maintenance market research.
Product range management department, including groups for: old product range management; managing the range of new products.
Sales department, containing divisions for operational sales work.
Demand generation and sales promotion department: advertising groups; sales promotion.
Service department.
^ Tasks of the Department of Market Conditions, Demand and Product Advertising : development of marketing strategies; research of demand, market conditions;
Sales department tasks: concluding contracts for the supply of products;
^ Tasks of the product maintenance department : maintenance of manufactured products, pre-sale service;
Tasks of the Marketing Forecasting and Planning Bureau: development of forecasts of market conditions, effective demand, prospects for the development of the enterprise, product range;
^ Tasks of the sales and demand market research bureau : study of market conditions; product demand, needs, competitiveness;
3 tasks of the advertising bureau: organization of all necessary types of advertising.
^
1. 2. Sales promotion is an active element of marketing.
Sales promotion should be understood as short-term incentive measures to encourage the purchase or sale of a product or service 2 . Characteristic feature of these events is that they are not directly related to the consumer properties of the product, which is its fundamental difference from traditional advertising, because it is assumed that the main consumer properties are already known to the consumer.
The main task of sales promotion is to encourage consumers to purchase large quantities of products and to engage in regular commercial relations with the enterprise.
Examples of possible goals that can be achieved through sales promotion activities include:
encouraging repeat purchases;
formation of long-term consumer loyalty;
encouraging consumers to visit a specific point of sale;
formation of product inventories in the retail trade structure;
expansion or increase in distribution of a product or brand.
In turn, these techniques can cover the following areas:
1. Consumer Promotions/Incentives (samples, coupons, cash back offer, bonuses, demos);
2. Trade promotions / stimulation of the trade sector (credits for purchases, provision of goods for free, joint advertising, issuance of bonuses);
3. Promotion of sales representatives / stimulation of own sales representatives (competitions, sales conferences).
Rice. 5. Activities and methods of sales promotion.
^
Consumer Promotions
The most widely used consumer promotion is price discount. :
the product is offered at a discount;
They offer an additional quantity of products for the regular price (two for the price of one);
coupons for a price discount on your next purchase;
introduction of discount cards.
Premium offers are techniques that provide additional value to goods and services over a short period of time.
Self-liquidating premiums - offer inside or outside the package. The price of such a product shows the costs of the product for the promoter, who has the opportunity to buy the product in bulk and thereby transfers part of the savings to the consumer. This type of product promotion involves the need to collect labels.
Gift for packaging - in this case, a premium is added to the product. The premium may be a related or unrelated product.
“Series” is a set of products that can be collected sequentially during purchases (pictures, cards) and form a set. The bonus is provided either as an attachment to the product, or the buyer must send a certificate to the supplier to receive the bonus.
Coupon system. Coupons are collected and then exchanged for a number of products listed in the catalog. Such systems have replaced brands and customer vouchers that can be exchanged for cash.
Free Trial - Free magazine attachments given away at retail outlets.
The advantage of organizing competitions is that there is a good balance between efficiency and cost when the price of the prizes is spread over a large number of participants. The competition entry form is placed on the product.
Trade Promotions
The purpose of this type of promotion is usually to push products through sales channels to the customer. The motivating influence comes in the form of additional rewards (cash discounts, competitions among dealers, participation in exhibitions, offers of vacation).
The goals of stimulating distributors are:
Achieving wide distribution of the new brand;
Elimination of excess inventory;
Achieving the required level of product demonstration;
Achieving the availability of a large stock of the product;
Encouraging sales representatives at the distributor level to recommend the brand;
Incentives for supporting the overall promotion strategy.
Gift giving in business is not part of the promotional campaign, but it has something to do with it. Gifts serve as a promotional tool, especially if they have a company logo on them. The gift-giving campaign is characterized by seasonality.
^
Staff motivation
The activities of sales representatives and retailers require encouragement. The most widely used reward is the incentive system. In this case, the reward is offered to everyone on the same basis. They may take the form of prizes in competitions. Usually prizes are given to teams, because... an employee with average or low ability will not feel sufficiently motivated.
The goals of such motivations can be:
Introduction of a new product series;
Activation of sales;
Ensuring wide coverage of the territory;
Finding new potential consumers;
Overcoming seasonal sales declines;
Ensuring visibility;
Formation of new skills and abilities in the field of sales.
^ Sales promotion using investments
Investments are often used to improve the sales of goods. An example would be the issuance of loans at low interest rates for the purchase of nth goods by state banks. For example, recently the government has implemented such a program to support the domestic automobile industry. Many firms invest in a sales promotion program hoping to see a return later on.
The sales promotion program is usually carried out in following cases:
when there are too many similar products on the market competing with the company’s products;
a new type of product is introduced to the market or the enterprise develops a new market or segment;
when it is necessary to maintain the company’s position in the market;
when products enter the saturation phase of their life cycle.
Developing methods to stimulate consumers is an extremely creative task. The advantage gained by “inventing” a new incentive tool can be lost very quickly, since if it is effective, competitors will quickly adopt it. In this case, you will have to invent something new. It is sometimes said that 80% of marketing lies in the field of psychology.
II. PRACTICAL PART
Test.
Name the marketing control blocks:
A. Planning;
B. Marketing functions;
B. Control;
D. Production.
Marketing management is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain profitable exchanges with target customers in order to achieve certain organizational objectives, such as generating profit, growing sales, increasing market share, etc. .p 3.
Answer: A; IN.
Conclusion
Creating a specific organizational structure for the marketing service at an enterprise is necessary to achieve the goals of the enterprise: increasing profits, identifying unsatisfied customer demand, geographical expansion of markets, searching for new market segments, etc.
It is necessary to take into account that the choice of a specific organizational structure for the marketing service largely depends on the size of the enterprise’s resources, the specifics of the products produced and the markets in which they are sold, and on the existing enterprise management structure.
An active element of marketing is sales promotion. Recently, this method of increasing sales is very relevant and is increasingly used by manufacturers.
Sales promotion refers to short-term incentive measures that promote the sale or distribution of products and services. Consumer incentives are aimed at increasing consumer purchases and use the following main methods: providing samples for testing; use of coupons; return of part of the price or trade discount; package sales at reduced prices; bonuses; souvenirs with advertising; encouraging regular clientele; contests, sweepstakes and games that give the consumer a chance to win something - money, goods, travel; exposition and demonstration of signs, posters, samples, etc. at places where products are sold.
The typical result of a sales promotion program is an increase in company sales by 15-25%, depending on the industry, as well as an increase in the importance of the company's sales force.
Sales promotion methods are quickly adopted by competitors, so it is necessary to constantly review and update the ideas of such methods.
List of used literature
1. Golubkov E.P. Fundamentals of Marketing: Textbook. M.: Publishing house “Finpress”, 1999. – pp. 348-354.
2. Danchenok L.A. Fundamentals of Marketing / Moscow International Institute of Econometrics, Informatics, Finance and Law. – M., 2003. – P. 22-23.
3. Eremin V.N. Marketing: fundamentals and information marketing: Textbook. M.: KNORUS, 2006. - pp. 135-144, pp. 379-382.
4. Kotler F. Marketing management. Express course. 2nd ed. / Per. from English edited by S. G. Bo-zhuk. - St. Petersburg: Peter, 2006. - pp. 412-413. ill. - (Business Bestseller Series).
5. Marketing: Textbook / A.N.Romanov, Yu.Yu. Korlyugov, S.A. Krasilnikov and others; Ed. A.N.Romanova. - M.: Banks and exchanges, UNITY, 1995. ill. – pp. 148-151, pp. 153-158.
6. Marketing in small business: textbook. manual for university students studying in specialty 080111 “Marketing” / I.M. Sinyaeva, S.V. Countryman, V.V. Sinyaev. - M.: UNITY-DANA, 2006. – pp. 143-154.
7. Marketing : Textbook for universities / N.D. Eriashvili, K. Howard, Yu.A. Tsypkin et al.; Ed. N.D. Eriashvili. – 2nd ed., revised. and additional – M.: UNITY-DANA, 2001. – P. 106-108.
8. Fundamentals of Marketing / Kotler F., Radynova O.G. - M.: “Progress”, 1991 – P. 13, P. 87.
9. Marketing management: textbook. a manual for university students studying in specialty 061500 “Marketing” / Ed. A.V. Korotkova, I.M. Sinyaeva. - 2nd ed., revised. and additional - M.: UNITY-DANA, 2005. – P. 188-189, P. 196-199, P. 284-304.
10. Tsakhaev R.K., Murtuzalieva T.V., Aliev S.A. Fundamentals of Marketing: Textbook / R.K. Tsakhaev, T.V. Murtuzalieva, S.A. Aliev. - M.: Publishing house “Exam”, 2005. - C 369-373, pp. 431-436 – (Series “Textbook for Universities”).
1 Marketing. Textbook / ed. Romanova A.N. – M.: Banks and exchanges, UNITY, 1995, p. 352.
2 Fundamentals of marketing / Kotler F., Radynova O.G. - M.: “Progress” 1991, p. 87.
3 Fundamentals of Marketing / Kotler F., Radynova O.G. - M.: “Progress” 1991, p. 13.
The organizational structure of an enterprise is the basis, foundation of organization, orderliness of production. Justification of the organizational structure of an enterprise is a complex, creative process based on knowledge of the theory and practice of management, production organization, understanding of the specific conditions of activity of the designed enterprise, determined by both market and regional conditions.
The organizational structure of an enterprise's management cannot be constant and unchangeable, especially in market conditions, when the situation, the market infrastructure is changing dynamically, and the demand for manufactured products and services is falling and growing. It is very difficult to retain or even retain the organization’s staff with constant delays in payment of wages. As an organizational form, the structure must correspond to the content, that is, the structure in terms of the volume of work performed, the objective conditions of their material and technical support.
Therefore, firstly, the organizational structure should be periodically reviewed in order to make adjustments to it, taking into account changes in the program and operating conditions of the enterprise.
Secondly, when designing a structure, one should not proceed from mathematical values of controllability in order to have a reserve for expansion when the demand for work (services) performed by the construction organization increases.
Thirdly, it is necessary to determine the minimum capacity of structural units performing certain types (stages) of work, as a lower limit taken into account when recruiting work and concluding contracts.
The production structure of an enterprise is determined by the composition of its production units and the form of their interrelation in the implementation of production processes. Depending on the nature of the buildings assigned to departments and services, i.e. Depending on their specialization and form of cooperation, the following classical types of structures are distinguished: divisional, functional, matrix and project. In practice, mixed types of organizational structures are most often used, formed on the basis of the objective conditions of their activities. Basic tools for forming organizational structures:
- - analysis and differentiation of management and innovation processes into individual components, functions, buildings;
- - synthesis and grouping of buildings into homogeneous groups that are quite stable over a long period of enterprise activity;
- - development job descriptions and provisions on departments, services, divisions for documenting the adopted organizational structure.
In the process of production activity - trading enterprise. In the formation of the organizational structure, Special attention pay attention to the formation of marketing services, which is designed to solve issues of distribution of goods (services) and its promotion to the target market. Thus, the marketing service performs tasks to maintain the economic profitability of the enterprise.
Types of organizational structures of the marketing service. Achieving the goals of an enterprise depends mainly on three factors: the chosen strategy, the organizational structure and how this structure functions.
The organizational structure of marketing activities at an enterprise can be defined as the design of the organization on the basis of which marketing management is carried out, in other words, as a set of services, departments, divisions, which include employees engaged in one or another marketing activity.
Marketing structure is critical to the successful implementation of a marketing concept. There is no universal scheme for organizing marketing. Marketing departments can be created on different bases; they are usually part of the commercial sphere of the enterprise. However, in enterprises producing specific products, these departments sometimes become an element of the technical sphere. Each enterprise (firm) creates a marketing department in such a way that it best contributes to the achievement of marketing goals (identifying unsatisfied customer demand, geographical expansion of markets, finding new market segments, increasing profits, etc.
At the same time, marketing structures largely depend on the size of the enterprise's resources, the specifics of the products produced and the markets in which they are sold, and on the existing enterprise management structure. Despite the very large number of options, the real connection of the marketing activities of enterprises is most often carried out by function or by product. The organizational structure of marketing services can have one of the following orientations: by function; goods; markets and buyers; regions; functions and products; functions and markets; functions and regions.
A functional type structure is appropriate for enterprises with a small number of products and markets. In this case, markets and manufactured goods are considered homogeneous, and specialized departments are created to work with them. For enterprises that produce a large number of diverse products that require specific production and sales conditions, it is advisable to organize marketing on a product principle. It has a number of advantages. A manager for a specific product coordinates the entire marketing mix for that product and responds more quickly to problems that arise in the market. This marketing structure is more expensive than a functional one because more labor costs are required due to the increase in the number of employees. Therefore, organizing a marketing service on a product basis is common only in large enterprises, where the sales volume of each product is sufficient to justify the inevitable duplication of work. A similar marketing structure in developed countries takes place in large decentralized companies, where each branch specializes in the production of a specific product.
Marketing a specific product has recently become increasingly great importance because in developed market countries, product differentiation becomes one of the main factors of competition. In this regard, the activities of the product manager are important. The scope of his responsibilities in different companies (enterprises) varies, however, his main functions can be noted:
- - drawing up a plan and budget for marketing your product, forecasting possible changes in the product market; collecting information and studying the activities of competitors: coordinating the activities of all departments of the enterprise that influence the marketing of a particular product;
- - control over the price ratio and compliance with budget items; introduction of new products and discontinuation of old ones.
It should be noted that depending on the specific conditions of the enterprise, these functions may be slightly different. Responsibility for marketing should lie with the product manager in cases where purchasing habits are determined by the nature of the product and are similar for all categories of industrial buyers and final consumers. If differences in the needs and habits of individual consumer groups can be grouped together, the latter can be considered different markets.
For enterprises selling their products in different markets, where there are unequal product preferences, and products require specific services, it is advisable to organize marketing by market. The market can be an industry sector or a segment of homogeneous buyers. The introduction of a market manager position puts customer needs at the center of attention. The main markets are assigned to market managers, who collaborate with functional department specialists in developing plans for various areas of functional activity. Each market must have its own marketing strategy.
The principle of unified subordination. An employee should receive orders from only one superior. For a set of functions performed that have the same goal, there must be one leader.
Low level of marketing structure. The fewer links the structure is characterized by, the less time-consuming it is to transfer information from bottom to top and management orders from top to bottom. Responsibilities should be coordinated by senior marketing management.
Under the influence of rapid changes in consumer demand, high rates of scientific and technological progress, growing scale and complexity of production, as well as other factors, the nature and direction of the enterprise’s goals and methods of achieving them are changing. Because of this, marketing structures must have a certain flexibility and adaptability.
Marketing structures can be considered flexible only if they are able to change their organizational forms when the enterprise strategy changes. Organizational restructuring can be quick and without reducing the efficiency of the enterprise, if the ability to change is inherent in the structure itself. In order for marketing structures to be flexible, enterprises must constantly have current information about the internal state of affairs and the external environment, which is represented by demographic, economic, natural, technical, political and cultural factors.
Of considerable importance for achieving set marketing goals is the creation of internal organizational units in the marketing service of an enterprise (company). Here, as a rule, the following structural divisions are organized.
- 1. Market research department, including: information and research group (bureau), product demand research group (bureau), market research technical service group (bureau). The information and research group requires specialists in economic information, in the field of collecting and processing commercial information, and library and information services. The product demand research group should have specialists in the field of demand analysis and forecasting. The market research technical service group requires specialists in automated information processing and computers.
- 2. Product range management department, which includes groups (bureaus) for managing the range of old products and managing the range of new products. These departments should have specialists in developing the product range, as well as in product quality.
- 3. Sales department, containing divisions for operational and sales work, the number and name of which are determined mainly by the breadth of the range of products produced and the specifics of the production and economic activities of the enterprise.
- 4. Demand generation and sales promotion department. As a rule, it consists of advertising groups (bureaus); stimulation. The advertising group should be made up of specialists in the basic forms and means of advertising, this includes an economist in advertising allocations, a specialist in organizing exhibitions and fairs, showcases, displaying goods, organizing company stores and holding trade events.
- 5. A service department is created only at enterprises (firms) producing complex equipment and machines. The department should employ specialists in managing the service network, repair shops, providing spare parts to workshops and service centers
Expanding the range of products complicates the production process; when producing small batches of products, the cost of each product increases, the organization of management becomes more complicated, and in some cases frequent re-adjustment of equipment is required. Therefore, in order to coordinate the interests of the manufacturer and the market, it is necessary to plan the range of products, both new and those already produced at the enterprise. Assortment planning is critical integral part commercial activities of an industrial enterprise. This work should be carried out by the sales department in close cooperation with the marketing department of the enterprise.
Along with assortment planning, product sales planning is an integral part of commercial activity. Sales planning includes drawing up a sales plan for an enterprise, forming a portfolio of orders, choosing the most effective sales channels for products, and distributing the volume of sales of goods by region. The sales plan should be developed by enterprises that produce products on the “free market”.
The order portfolio is formed by manufacturing enterprises that produce and supply products to the “known” market, i.e. under long-term contracts, as well as under state orders.
In order to develop a sales plan, the manufacturer must draw up a sales volume forecast, which is the basis of the sales plan.
A product manufacturer needs to know the relationship between the supply of its product on the market and its sales. The supply of a product is determined by its price, the prices of other similar products, the technology used to manufacture the product, the level of taxes and subsidies, and natural and climatic conditions. Consumer demand for an enterprise’s product, and therefore the sale of this product, depends mainly on the price of the product, the level of income and welfare of buyers, tastes and preferences, as well as buyers’ opinions about their prospects, and the seasonality of consumption of the product.
Of great importance is the operational sales work associated with the acceptance of finished products from manufacturing shops and their shipment to customers, because it is this final part of product sales that brings real results to the enterprise.
The transport factor plays an important role in this activity.
As noted above, commercial activity Sales of products begins with coordinating the interests of the manufacturing enterprise with the requirements of the market. To do this, the enterprise must first determine the structure of demand and explore the product market in the following areas:
- - study of the product;
- - determination of market potential and capacity;
- - analysis of market conditions;
- - consumer research and market segmentation;
- - analysis of competitors' activities;
- - study of the basic forms and methods of marketing goods.
The main goal of studying a product is the enterprise’s production of those goods that would best satisfy the needs of consumers and bring high profits. The solution to this problem is based on: determining the compliance of products produced or planned for production with the tastes and requirements of customers, identifying the shortcomings and advantages of products, comparing the qualities and properties of the goods of a given enterprise with the corresponding characteristics of competitors’ products, forecasting the prospects for changes in market requirements for the characteristics and quality of products produced by the enterprise products.
When studying the properties and quality of products, it is necessary to pay great attention to the possibilities of applying the achievements of scientific and technological progress in the field of production. It is very important to quickly update the product range, due to the development of science and technology.
The market potential is determined by its capacity and development prospects. The market potential for a particular product includes the existing market (exploited) and the potential market (not exploited).
Market capacity can be potential and real. Potential market capacity is the possible volume of sales of goods over a certain period of time (for example, a year). The indicator of product market capacity is influenced by the following factors:
- - changes in commodity prices;
- - modernization of products, release of new products;
- - organizing after-sales service, providing the client with a large range of services and in a shorter time than competitors;
- - improving the organization of sales and the quality of the sales apparatus;
- - level of training of sales personnel;
- - correct choice of sales channels;
- - competent advertising;
- - sales promotion.
Determining market capacity will allow you to determine what market share a given enterprise can win for each of its products.
When studying market capacity, analysis of market development trends at the industry level and investment policy in a given industry is of great importance.
Analysis of market conditions is necessary because its results enable the enterprise to sell manufactured goods at more favorable prices, as well as increase or decrease the output of goods in accordance with expected market conditions. The commodity market situation is the current economic situation that characterizes the relationship between supply and demand, as well as the level of prices and inventories. Market analysis includes economic analysis production and sales of products domestically and foreign markets, an integral part of the analysis of market conditions is the analysis of factors influencing demand, supply and price levels.
Market forecasting is of great importance, i.e. developing a scientifically based judgment about the prospects for its development, since market forecasting has the goal of ensuring the best tactics for the enterprise’s behavior in the market.
Market research also includes a comprehensive analysis of consumers, their needs and motivations. The product market consists of a large number of different types of consumers, a variety of goods. Consumer analysis is the basis for market segmentation. Market segmentation is the classification of consumers of manufactured products into groups that respond equally to the same set of purchasing incentives.
Product range planning is a reasonable selection of products for future production and sales, as well as bringing all product characteristics in accordance with consumer requirements.
Despite the fact that the introduction of new products is very important for an industrial enterprise, it is a very risky undertaking. For example, the share of unsuccessful innovations in various product groups ranges between 50 and 90%
The reasons for failures in the introduction of new types of products may be as follows:
- - the relative uselessness of the idea of a new product;
- - low quality of manufacturing of goods;
- - incorrect pricing policy;
- - insufficient funds for marketing;
- - low level of advertising and packaging;
- - underestimating the reaction of competitors;
- - existing organizational structures that do not promote innovation;
- - untimely release of a new product not on the market;
- - low level and weak use of market research;
- - bias in decision-making at the level of enterprise management.
The relative weight of each of the evaluation indicators should be determined depending on its expected value for the enterprise.
After selecting new products for production, specifications must be drawn up for each of them in accordance with customer requirements. The specification is sent to the production department of the enterprise, prototypes are manufactured and a preliminary check is made on the feasibility of manufacturing products, taking into account production capabilities. Then a preliminary calculation of production costs is made. If cost calculations indicate the possibility of obtaining a sufficient level of profitability, a small batch of products is produced for testing on the market. The results of these tests, as well as the assessments of specialists, are used to decide on the successful sale of products on the market. The marketing department prepares proposals that provide a detailed list of how, when, at what cost and profit each product should be released to the market.
When planning your product range, you should consider the product life cycle. Any product has a life cycle, which includes five stages of its presence on the market: introduction, growth, maturity, saturation, decline. Each period (stage) of a product’s life cycle is characterized by fluctuations in sales volume and profit received; in each of them, the enterprise faces certain tasks.
At the introduction stage, the product appears on the market for the first time, and sales gradually increase. This stage is characterized by the fact that the enterprise makes virtually no profit, since it incurs high costs associated with the introduction of the product to the market. The stage of introducing a product on the market is preceded by the development phase. This is a period of investment, which must subsequently be repaid through proceeds from the sale of goods.
The stage of growth (or market development) is the period when a product conquers the market and grows profits from sales. During the maturity stage, sales volume reaches its maximum. The market saturation stage continues until the actual decline.
The decline stage is essentially a contraction of the market. At this stage, the manufacturer must solve the problem: either discontinue the product when it is uneconomical, or find new means to extend its period of profitability.
At each stage of the product life cycle, a specific strategy must be chosen. At the introduction stage, a new product competes with old ones, therefore advertising, which should be aimed at informing buyers about the advantages of this product, is an important means of securing the product on the market.
At the growth stage, the main task of the enterprise is to maintain an increase in sales through:
- - improving product quality;
- - entering new markets;
- - development of new sales channels;
- - increased advertising;
- - price reduction.
At the stages of maturity and market saturation, the manufacturer directs efforts to stabilize its position as long as competition allows. These efforts typically manifest themselves in the use of new forms of advertising and sales promotion.
The concept of product life cycle is of great importance when planning a product range. It forces the manager to analyze the activities of enterprises from the perspective of both the present and the future, and to link short-term tasks with the long-term goals of the enterprise. Taking into account the length of the life cycle, old, unprofitable products are discontinued or effective measures are planned for implementation to help increase the profitability of old products.
Manufacturing and trading enterprises use direct and indirect sales in the process of marketing their products. Let's look at the advantages and disadvantages of these types of sales.
Direct sales are beneficial if the money saved due to higher trade margins is higher than the costs associated with organizing the ownership of the sales structure.
With direct sales, there is a direct impact on the consumer, so you can control the quality of the product and quickly respond to market demands.
With indirect sales, it is difficult to maintain the image of the manufacturer's brand, organize the necessary service, and control prices. There is no contact with the end consumer, which may ultimately affect the competitiveness of the product.
To improve the activities of a production and trading enterprise, product sales forecasts are often made. But this important detail also has its drawbacks.
Market forecasting of product sales volume is possible using non-quantitative and quantitative methods.
Non-quantitative forecasting methods are based on the expert assessments of senior managers, the opinions of sales agents and customers (present and future). These forecasting methods have their advantages and disadvantages. Forecasting product sales based on expert assessments senior managers of the enterprise has the following advantages: the ability to evaluate different points of view, which is relatively inexpensive, as well as the speed of obtaining results.
The advantage of a sales forecast based on the opinions of sales agents is that such a forecast can be differentiated: by product, territory and customer. A disadvantage of this forecasting method may be the likelihood of incorrect sales estimates due to incomplete knowledge by sales agents of economic factors and company plans.
Forecasting product sales based on customer opinions has a drawback - a subjective approach.
Among non-quantitative methods of sales forecasting, the Delphi method of expert assessments occupies a special place. It has become widespread in developed countries. This method consists in collecting expert opinions on the possible sales volumes of a certain product through a written questionnaire in several rounds. Moreover, each expert gives his forecast independently of the others. In the process of processing the results, the competence of each specialist can be assessed using a special coefficient.
The extrapolation method is based on the study of the past and present patterns of development of the economic phenomenon under study and the spread of these patterns to the future based on the fact that they can be stable for a certain period of time.
By using correlation analysis you can select factors influencing the sales of products, measure the degree of connection between the selected factors and sales volume, and make a forecast for the sales of a particular product in the future period. Regression analysis allows you to express the factors influencing sales volume in the form of a regression model and use the resulting model to forecast product sales. Time series analysis refers to statistical forecasting methods, the essence of which is to generate forecasts of product sales volumes based on mathematical models. The Box-Jenkins method has become widespread in developed countries for forecasting sales volumes.
Marketing service structure:
- - Head of service - 1 person.
- - Industry managers - 4 people.
- - Raw materials manager - 1 person.
Industry and Commodity Managers manage specific industries and suppliers, including issues ranging from finding new customers and suppliers to establishing dealerships or distribution centers.
An economist is one person.
Main activity - economic calculations in case of mutual offsets and economic justification of the feasibility of various discount schemes and forms of payment within the framework of sales promotion programs.
In the process of practical work, it is possible to temporarily attract specialists from other structural divisions of the enterprise or third-party organizations to perform specific tasks.
The work of the service is carried out in accordance with approved work plans (at first quarterly, and then semi-annual).
Reporting is prompt, but at least once a quarter, providing management with a market overview of the state of the market and the position of the enterprise in it.
Goals and objectives of the marketing service.
The marketing service is an independent structural unit of the enterprise, reports directly to the commercial director and is guided in its activities by current legislation, instructions and orders approved by work plans.
The work of the service is focused on flexible adaptation of all economic activities of the enterprise to changes in the economic situation in Kazakhstan, taking into account consumer requirements and combines complex work of an economic, planning, technical, production, sales and research nature.
The main tasks facing the marketing service.
Actual analysis of sales of the company’s products and its main competitors in a group and expanded range, including:
analysis of the level and trends of demand, % provision of consumers in different industries with our products, the size of unsatisfied demand, in Kazakhstan as a whole and by industry (region) separately;
- - analysis of pricing, sales, advertising strategies and sales promotion methods used by the main competitors in Kazakhstan as a whole and in specific industries and regions, identifying their strengths and weaknesses;
- - analysis, identification and forecasting of fundamental trends in industries and regional markets;
determination of market segments for main product groups, their shares and positions in each market segment;
Analysis of the effectiveness of offset operations and search for ways to optimize these chains;
market analysis of main types of raw materials and forecast of possible trends;
analysis of the reasons for unsatisfied demand for the enterprise’s products and development of proposals to reduce its size;
- - creation and operational maintenance of “Consumers” and “Competitors” databases;
- - determination of sales saturation points by product groups and/or individual types;
- - development and formation of short-, medium- and long-term forecasts for product sales by industry and region and / or market segments and quarters;
- - development of proposals for the development of new markets / market segments and proposals for diversification;
- - development of proposals for the development of new types of products, discontinuation of production or their use in new areas that meet the needs of new consumers and the requirements of newly opening markets;
- - development of an action plan for direct marketing and its practical implementation;
- - selection of the most promising regions for the purpose of creating dealer centers in them, participation in the development of the procedure for relations with dealers and in their creation (participation in the development of a standard Agreement defining the procedure for relations with them);
- - development of proposals for the concept of a pricing strategy, including: a system of discounts as part of sales promotion programs;
- - development of proposals for the main and alternative sales plan (in case of unforeseen circumstances, for example, seasonal changes in market conditions, etc.);
- - development of proposals for the concept of a strategy for achieving sales goals and organizational measures for its implementation. Detailed tactics and scheduling Who?, What?, When? Where? does and for what? bears personal responsibility;
- - development of proposals for creating and adjusting elements corporate identity, their correct use in the design of the internal and external premises of the enterprise, at exhibitions and fairs, as well as in all advertising media used;
- - development of an advertising action plan using the most effective means of advertising, operational analysis of the effectiveness of their implementation and, if necessary, adjustments;
- - development of proposals for the formation / adjustment of a positive image of the enterprise in the minds of Consumers and a unified corporate culture, direct participation in their practical implementation using advertising media;
- - search for co-executors to carry out marketing and advertising work among third-party organizations, setting tasks for them, operational control and analysis of the work performed by them;
- - development of proposals on the procedure for information interaction between the marketing service and other structural divisions of the enterprise;
- - development of proposals for the formation of a marketing plan for the current period;
- - development of proposals for improving the organizational structure of the factory in order to effectively solve problems in accordance with the adopted marketing plan;
- - systematization, analysis and control of the marketing plan.
Job description for assortment planning and advertising manager.
- 1. General Provisions.
- 1.1. The assortment and advertising planning manager (hereinafter referred to as the manager) reports directly to the head of the marketing service.
- 1.2. The main task of the manager is to organize and carry out work on planning the assortment, developing packaging and types of packaging, and advertising.
- 1.3. The manager carries out his activities in accordance with the approved “Main goals and objectives of the marketing service”, “Main types of relationship of the marketing service with other structural divisions of the enterprise” and this job description.
- 1.4. The manager is appointed and dismissed from his position by order of the General Director on the recommendation of the Head of Marketing.
- 1.5. The manager is assigned irregular working hours.
- 2. Responsibilities.
The manager is obliged.
- 2.1. Systematize, plan and analyze your work, including:
- 2.2. Ensure completion on time and on time professional level all types of work assigned and assigned to him in accordance with the approved job description, including:
- - Conduct multifactorial comparative analysis products produced by the factory and its main competitors across the entire product range. Development of proposals for the development of new types of products and / or reduction / discontinuation of products that are not in demand.
- - Analyze the advertising and strategies of the main competitors, in Kazakhstan in general and in the basic regions in particular, identifying their strengths and weaknesses.
- - Carry out operational analysis of information available in the “Consumers” and “Competitors” databases, published in the media and obtained as a result of visiting exhibitions and fairs, in relation to their field of activity.
- - Develop principles for the creation (technical specifications) of corporate identity elements, preparation of texts and advertising materials, monitoring the correct use of them within the framework of the ongoing advertising campaign, as well as in the packaging and design of premises, exhibition displays and workwear.
- - Develop a draft thematic and financial plan, draw up a media plan, participate in its implementation, operational control over the effectiveness of the activities carried out and the advertising media used.
- - Search for third-party organizations/executors to carry out work on advertising and create new types of packaging, operational control over the quality of the work they perform.
- - Develop an action plan to stimulate sales in Kazakhstan in general and in the base regions in particular, direct participation in its implementation and operational analysis of the effectiveness of the measures taken.
- - Prepare proposals for advertising support for the dealer/distributor and branded retail network, the creation and operation of an assortment office at the enterprise.
- - Develop proposals for an action plan for the formation and / or adjustment of the image and corporate culture of the enterprise, including the use of advertising media, direct participation in their implementation and operational analysis of the effectiveness of the actions carried out.
- - Provide information and advertising support for the enterprise’s participation in exhibitions and fairs.
- - Organize accounting and control over the correct use and consumption of advertising products.
- - Participate in the development of a marketing plan, analysis of its implementation and preparation of proposals for its adjustment.
- - Participate in the development of proposals to improve the structure of interaction with other structural divisions of the enterprise.
The manager must know:
- - Government regulations, regulatory and other guidance materials in the areas of the service’s activities.
- - Principles of organizing practical activities in the field of marketing, assortment planning, advertising and sales promotion.
Fundamentals of psychology and design.
Fundamentals of management.
Basics of office work.
The issue of assessing the effectiveness of the marketing service, due to the lack of a unified methodology, is resolved independently at each enterprise. In most cases, the main criterion for assessing the performance of a service is considered to be the actual receipt of Money to the company's account in a specific period. Such an assessment does not fully reflect the goals and objectives facing the marketing service.
These trends in the development of marketing are also characteristic of domestic enterprises, with the only exception that the time interval attributable to each of these stages is much shorter.
In the context of a rapidly growing market and diversification of production, managers began to understand that in order to develop new markets, a lot of analytical work was needed, the organization of new distribution channels and the development of new methods of attracting customers. Thus, marketing from a background function periodically performed by employees of the sales department or third-party organizations (advertising, research of consumer preferences) has turned into an independent branch of activity, and the marketing sector has appeared within the sales service (Figure 1).
Figure 1. Organizational structure
Initially, it was not an independent division, it was subordinate to the “sales manager” and was only an instrument of this service.
However, with the expansion of areas of activity and the growth of markets, the volume of work for marketers increased, the staff grew, and the head of the sales service could no longer effectively organize and control the work of his subordinates.
As a result, marketing functions not directly related to sales were moved outside the sales service and transferred to a separate unit - the marketing department (Figure 2).
It should be noted that on at this stage The organizational structure of marketing is emerging, but there is no unified system yet.
As the importance and influence of the marketing service increased, conflicts began to arise between this division and the sales department:
firstly, the “marketer” cannot always assess the degree of importance of the analytical work carried out by the marketing department;
secondly, he is always interested in understating the forecast sales volumes to make them easier to achieve.
Figure 2. Marketing organizational structure
To resolve such conflicts, a new position was introduced - director of marketing and sales (Figure 3).
Figure 3. Organizational structure of marketing and sales
On the leading domestic enterprises The solution to such problems was found in the subordination of the marketing and sales departments either to a commercial director who is not interested in lobbying the interests of certain employees, or to a marketer with extensive management experience who would take on both marketing and sales management.
From the moment of the formation of such an organizational structure, the fourth stage of marketing development began - the birth of a unified marketing system - the concept of integrated marketing appeared.
It must be remembered that this transition contains a serious problem - finding an employee for the position of Marketing Director. If the employee is from the marketing department, then the “sales people” will be dissatisfied; if from the sales department, then the marketing people will be dissatisfied. Many enterprises solve this problem by attracting specialists from outside.
The above stages reflect the evolution of the marketing structure, both in Western and domestic enterprises. The only difference between the Western and domestic approaches is that most enterprises have stopped in their organizational development, characterized by conflict situations and a lack of teamwork between marketing and sales departments.
To solve these problems and transition to a marketing-oriented business, it is necessary to carry out changes in the organizational and information structure of the enterprise. Such a reorganization, as mentioned above, can only be carried out from above, based on the logic of building an ideal marketing system.
The marketing system is assigned three global functions: analytical, production and promotion function. Note that these are only general functions of the marketing system, which for each specific case are divided in their own way and form the basis of job descriptions and departmental regulations. It is also necessary to remember the basic functions of management (planning, organization, control), without which management is impossible, including marketing. Therefore, in this case, when talking about the organizational structure and assigning its elements (departments) with certain functional responsibilities, we mean management functions within the framework of the assigned tasks. That is, if the sales department is assigned a service function, this does not mean that it should produce it. But, having entrusted the implementation of this function to another department, the sales service needs to perform all management functions in relation to this department: plan and organize the production of the service, monitor the quality of work and assess the degree of customer satisfaction.
Both in management theory and in Kazakh practice, there are two approaches to defining and building marketing structures. The essence of the first is that sales and marketing services are two fundamentally different services and combining them is impractical (Figure 4).
Figure 4. Organizational structure of consumption of large and small consumers
As practice shows, it is advisable to separate marketing and sales services at the middle level of management (Figure 4) if the enterprise produces consumer goods and has many large and small consumers.
Proponents of the second approach argue that marketing and sales are inseparable, since the latter is just one of the marketing functions (Figure 5).
The question arises, which of the above approaches is considered correct?
Figure 5
It must be remembered that the fundamental difference between sales and marketing is that sales is operational work. Marketing solves strategic problems. If marketers think about how to sell a product at the moment, then marketers think about what is necessary for effective sales in the future. Due to the fact that the return on the efforts expended by marketers appears only after a certain time.
In cases where the circle of consumers is limited, and they mainly purchase products in large wholesale, and also when the enterprise sells products in single copies, such a division is inappropriate, since working with clients will include not only the purely technical function of concluding contracts, but also other Marketing functions: studying customer needs, sales promotion, information, etc. (Figure 5).
In other words, if the principle and scope of work in the sales department does not require individual communications with clients, then it must be moved outside the marketing service and given only “technical” implementation functions: preparation of necessary documents, organization of shipment and delivery of goods, quality control and completeness sold goods.
If working with clients requires an individual approach, then these two divisions should be combined.
Let's consider the most common structure of marketing services (Figure 4): the marketing service and the sales service report directly to the deputy director of marketing, who, in turn, reports to the director of the enterprise.
The diagram shows the departments that should be included in the marketing service. The structure of the sales service depends entirely on the criteria by which the organization’s market is segmented - by geographical location, by product position, by type of consumers.
So, if an enterprise sells its goods in several regions, and the number of customers in each of them is quite large, then, most likely, it is advisable to create representative offices in these regions.
Even if the organization does not have such representative offices (this is typical for enterprises that sell products in large wholesale to a relatively small number of regular customers), it is advisable to assign employees responsible for communications with certain regions. Each employee can be assigned one or more regions.
In this case, the sales service will have a geographical structure, and in Figure 4, the sectors by area will include either regional offices or specific employees (groups of employees) responsible for working with a given region.
If an enterprise produces a sufficiently large number of product items, then it makes sense to introduce product specialization, in which each employee is responsible for certain product items. With this approach, the sectors by area (Figure 4) will include employees responsible for the sale of a certain group of goods.
When dividing by type of consumer, the main factors can be: the social status of the client; volume of products purchased by him (large, small wholesale, retail); the level it occupies in the distribution network (intermediary, retailer, consumer), etc.
The choice of a specific type of structure is also determined by what is more effective for the organization so that the employee knows very well the characteristics of his clients with regional specialization, is well versed in the characteristics of products (product specialization), knows the features of working with large wholesale clients or, conversely, with retail. In some cases, a mixed specialization may be required, for example, geographic plus product specialization. In this case, it is necessary to decide which specialization will be the leading one.
Figure 4 shows the three main building blocks that relate specifically to marketing. Note that the presence of certain departments is strictly individual for each organization. Some employees (depending on their workload and professional skills) may perform several functions at once, therefore, the organizational structure will be somewhat different. But, in general, the principles of construction will remain unchanged.
Dependence of organizational structures of marketing services on the content of the tasks they solve
Marketing activity only becomes relevant for enterprises of a particular country (region) when the producer market in this territory begins to turn into a consumer market, i.e. when the supply for a given product begins to exceed demand and the buyer begins to dictate his will in the market. The manufacturer can solve all its problems in the consumer market only through the active use of marketing methods and techniques discussed in sections I-IV. However, the effective use of marketing tools presupposes the presence at enterprises of certain services (departments, bureaus), the main functional responsibility of which would be the organization of marketing activities.
The marketing service (department or bureau) of an enterprise must deal with the following tasks.
Constant market monitoring and analysis of all external environment(near and distant environment) in order to determine possible directions for the development of the enterprise (company) in the future.
Organization of constant collection, storage and processing of customer data in order to identify market development trends and forecast sales volumes depending on the state of the external environment and the capabilities of the enterprise.
Determining the range of goods for production that will be sold on the market, as well as the consumer properties of these goods.
Development of market novelty products.
Determining the onset of the decline stage for obsolete goods and developing recommendations for their removal from the market.
Development of market strategies for enterprise development and plans for specific actions to promote goods to the market.
Implementation control technological processes and their adjustment in case of detection of deviations that lead to a decrease in the quality of products and, as a consequence, difficulties in sales.
Creation of external communications systems, conducting advertising campaigns, organizing public relations (public relations).
Development of measures to generate demand and stimulate sales (FOSSTIS) and recommendations for their implementation.
Participation in the creation and development of the mission of the company (enterprise), formation and maintenance of its image at a high level.
The content of the listed tasks that must be solved by marketing specialists is, of course, general in nature. Therefore, each of them can be transformed in accordance with the specifics of a particular enterprise. This creative work, which is necessary for highly effective marketing activities. Without it, you can hardly count on success.
Concept of organizational structure
The totality of marketing tasks facing an enterprise determines the organizational structure of its marketing service. But what is the content of the concept of organizational structure? The content of this concept can be deduced from the meanings of its constituent terms. The term organization has French roots and means the structure of something specific. In enterprise management, an organization is understood as a group of people united on the principles of division of labor to achieve a common goal that none of the people in the group is able to achieve on their own (see digression 15.1).
The term structure is of Latin origin. They usually denote relationship and connection constituent elements any more or less complex structure. In management theory, when they talk about structure, they mean the structure of the enterprise. Therefore, here these two terms are combined into one concept - organizational structure, which denotes the internal structure of an organization (enterprise) with a definition of the relationships between its constituent units, ensuring their interaction in solving problems to achieve a common goal.
Not only the enterprise (organization), but also each division has its own organizational structure: marketing department, accounting department, etc. The principles and methods for constructing the organizational structures of divisions are the same as the organizational structures of the enterprises themselves. They are also similar in shape. For example, an enterprise may have a functional structure, like its individual divisions.
The organizational structure of marketing plays a leading role in the successful implementation of the marketing concept of enterprise management. Therefore, it is very important to adapt these structures to the specifics of the enterprise’s marketing. In the process of marketing practice, the following types of organizational structures were created for marketing management at enterprises:
Functional;
Commodity;
Market;
Regional.
Functional (basic) structure of the marketing service
The functional structure is well suited for enterprises that produce products in a narrow range, which are also sold in a limited number of markets.
If, despite the quantitative limitation of the product range and markets, the enterprise has significant production and sales volumes, then its functional structure may include divisions involved in the development of new products, product distribution management, planning marketing activities, etc.
The functional structure has its advantages and disadvantages. With a small range of products and sustainable production, it is quite maneuverable and simple in coordination and control procedures. With an increase in the nomenclature, the maneuverability of the functional structure noticeably decreases, since the narrow specialization of workers, due to their division of labor, acts as a kind of brake in the enterprise’s response to the dynamics of the external environment. The functional structure of marketing is the basis for all other types of structures.
Product structure of the marketing service
For enterprises that produce a large number of products that differ in significant diversity in manufacturing technologies, as well as in consumption, which requires special conditions for production and sales, it is advisable to build the structure of the marketing service on the principle of product orientation.
As follows from Fig. 15.2, the product structure of marketing cannot replace the functional one. Its essence boils down to the fact that another level of hierarchy is added in the management of marketing activities in an enterprise. It turns out that the manager, say, for product B, coordinates the entire range of work on its marketing. And since he owns all the marketing information on this product, his reaction to problems arising in the market will be more prompt. Thus, despite the fact that such a structure will be somewhat more expensive for the enterprise, the return on it may be more significant, because the time factor in a market economy is of particular importance.
Recently, the product orientation of marketing structures has been increasingly developed. This is explained by the acceleration of the renewal of goods offered by the enterprise to the market. Increasing competition is forcing manufacturers to shorten the life cycle of goods, on the one hand, and to develop fundamentally new product models to offer the market, on the other. All this makes it necessary to focus the attention of the enterprise’s marketing services on the consumer properties of goods, customer responses, sales procedures, competitors’ actions, etc., which makes the product orientation of marketing structures in some cases simply irreplaceable.
The functional responsibilities of a marketing manager for a particular product, who has recently come to be called a brand manager (or brand manager), usually include solving the following tasks:
Coordination of the activities of all departments of the enterprise (including production ones) that influence the marketing of the goods supervised by it;
Development of consumer properties of goods;
Discontinuation of obsolete goods and introduction of new ones to the market; formation and development of a brand;
Studying the activities of competitors and controlling prices in the market;
Forecasting the dynamics of the market for the product he supervises;
Drawing up a marketing plan for this product.
It is clear that the functional area of the product manager can be supplemented, changed, adjusted - this is determined by the specifics of the product and (or) market. The main thing here is complete coverage by one marketing department of all tasks related to the production and promotion of a specific product to the market. This is what ensures the high quality of activity of commodity structures. The product structure is flexible. It is able to quickly respond to market demands, but requires a lot of labor from narrow specialists due to duplication of functions.
Market structure of the marketing service
Quite often, in order to increase sales, a company is forced to operate in several markets, where there are different consumer preferences due to established traditions and customs, and in this regard, special forms of product promotion are required. In such cases, it is advisable to have a market orientation of the enterprise’s marketing service, the structure of which is presented in Fig. 15.3.
In this case, positions of market managers are introduced (by analogy with the product structure), which allows the main attention to be focused on the needs, demands and demands of buyers of specific markets or their segments. For each market, a marketing strategy corresponding to its specifics is developed, focused on taking into account the consumer properties of the product, the forms of its promotion, and the conscious and unconscious expectations of customers as fully as possible. All this makes market-oriented structures more efficient.
Regional structure of the marketing service
If an enterprise produces products that are sold in several regions that differ from each other in natural and climatic conditions, people’s lifestyles, etc., it makes sense to orient the structure of its marketing service to the regions (Fig. 15.4). This will allow marketing strategies to take into account the specifics of consumption of the same product in different territories and reflect it in the consumer properties of the product (it is obvious that, for example, cars supplied to the northern regions of our country must differ in a number of parameters from cars supplied to southern regions).
General and specific typical structures of marketing services
The last three types of marketing organization structures are very similar in form to each other. Their difference is seen only in the fact that at the second level of the hierarchy, managers (heads of bureaus) can be focused either on working with the product, or on working with the market, or on working with the region. In fact, despite the identical names of tasks at the third level of the hierarchy, the differences between these three structures are more significant. And these differences lie in the content of the tasks being solved. In particular, market research in a product structure is certainly not similar to a set of similar tasks in the other two structures. In addition, at the third level of the hierarchy, completely specific structural divisions may appear. Thus, in a market structure, it would be justified to create a division, for example, to work with intermediaries.
It may also appear that market and regional structures are adequate. But this is only possible if the markets in which the company operates are geographically separated. In a more general case, different markets can be located in the same territory. If this is so, then there is certainly a big difference between market and regional marketing structures.
The above organizational marketing structures can perhaps be called typical. They are general in nature and in each case can only be the basis for creating the most appropriate marketing service for a particular enterprise. In reality, based on the conditions in which the enterprise operates, the structure of its marketing service can combine the features of functional and product, or functional and market, or functional and regional structures. This means that the enterprise, paying great attention to marketing functions, at the same time carries out a lot of marketing work in the direction of either goods, markets, or territories. An example of the functional and product structure of the marketing service is shown in Fig. 15.5.
This kind of combined organizational structure of the marketing service, using simultaneously two or more signs of division of labor (in particular, by functions and goods, as in Fig. 15.5, by functions and regions, by functions and markets, as well as by goods and regions, etc. There can be a lot of combinations) allow organizations to better adapt to the dynamics of the external environment, characterized by the inexhaustibility of combinations of its various factors. However, this kind of combination inevitably leads to an increase in the levels of hierarchy of the organizational structure. In other words, it determines the transition from more effective, as recognized by modern management theories, flat structures to less effective high ones. This creates problems when transmitting information from top to bottom and vice versa, since the likelihood of distortions in messages increases. But at the same time, the ability of marketing services to participate in the development of enterprise development strategies, in justifying and making effective and efficient decisions focused on the future remains practically at the same level.
Headquarters organizational structures and the place of marketing units in them
Problems associated with the participation or non-participation of the marketing service in the development of strategic directions for the development of the enterprise are removed when creating headquarters organizational structures, which involve the introduction of the position of deputy head of the enterprise for marketing. This kind of structure is shown in Fig. 15.6.
The headquarters structure is similar to the functional one, but only in form. Headquarters, unlike heads of functional departments, participate in the development of enterprise development strategies. Since the marketing director is the head of one of the headquarters, marketing services become involved in the development of enterprise strategies, and not just in solving its tactical problems. However, the headquarters structure is not without some shortcomings. Since employees of various headquarters take part in the development of some decisions, there is a dilution of responsibility, including among those units that do not participate in the implementation of these decisions. In addition, the headquarters structure is quite cumbersome, clumsy and slow to respond to changes in the external environment.
Matrix structures and their role in marketing
Thanks to the development of computer technology, information and transport technologies, the business world has become more dynamic. Responding to the challenge of the time, enterprises must learn to quickly respond to the dynamics of the external environment. This can be achieved, among other things, by creating organizational structures that are susceptible to changes in the external environment. Such flexible organizational structures include matrix ones (Fig. 15.7).
Matrix structures are most effective when solving any design problems. Let’s say you need to quickly develop a new product model, a new advertising campaign, or something else that requires a significant amount of skilled labor. To solve the problem, temporary groups of specialists (teams) are created from the relevant departments. For example, as shown in Fig. 15.7, the market research division sent five people to work in marketing programs: three people to program No. 1 and two people to program No. 2. The remaining six people in this division perform ongoing work. And so on for all functional divisions of the marketing service. Employees included in the programs are not released from their current work, but their main work for some time is determined by the content of the programs in which they are included. During this period, they are subject to double subordination: they continue to report to the head of their department, in which they work on a permanent basis, and to the head of the program.
Thus, matrix structures are created for a while, they are not permanent. Among their advantages are the combination of functional content in the activities of project program participants and their (teams’) clearly expressed problem orientation, flexible use of specialists, reduction of response time to market requests, and increased efficiency of marketing departments. However, along with obvious advantages, matrix structures also have disadvantages. These include the emergence of conflicts between project managers and heads of functional departments due to the double subordination of project team members, an imbalance in the balance of rights and responsibilities due to the short-term existence of teams, an increase in control costs (again due to double subordination) .
Conceptual evolution of organizational structures
Analyzing the types and varieties of organizational structures, we can come to the conclusion that there are no ideal structures and cannot exist. The parameters of the external environment change and, in order to correspond to the situation, the organizations themselves, their structures and cultures must change. In this regard, new, unconventional views and judgments on interior design organizations. So, in particular, foreign scientists T. Berne and G.M. Stalker (1961), analyzing the factors that determine an organization's ability to respond to change, grouped all organizational structures into two large classes: mechanistic and organic (sometimes written organic).
These classes of structures can be thought of as poles of a continuum. The organizational structure of a particular enterprise may be more or less organic or more or less mechanistic and can hardly be just one or the other in an absolutely pure form. In mechanistic-type organizations, all tasks are clearly differentiated and employees carry out clearly defined instructions within a strictly defined hierarchy. This type of structure is associated with bureaucracy, characterized by M. Weber, in which great importance is attached to a detailed description of the procedures performed, the rights and responsibilities of performers. Mechanistic structures, as a rule, work well in a stable, slowly changing (more precisely, imperceptibly changing) external environment. At the opposite end of the continuum are organizational structures of the organic type, in which performers are guided not only (and even not so much!) by instructions, but also by the requirements of the external environment, new conditions of the situation that are not reflected in the instructions. Such structures are most effective in a rapidly changing external environment, since decisions are made on the basis of quick expert assessments of specialists, free from bureaucratic barriers. It is obvious that organic structures imply a move away from centralization and delegation of authority in decision-making to specialists.
A mechanistic structure can be likened to a mechanism, and an organic structure can be likened to an organism. Mechanistic structures are practically insensitive to changes in the external environment or, at best, react to them with difficulty and with great delay, but at the same time they are powerful and durable, like machines. Organic structures are more sensitive, react instantly, but are not able to bear the entire burden of organizational problems.
There are other approaches to creating organizational structures that quickly respond to changes in the external environment. Two of them, formulated by C. Handy, are discussed in digression 15.2.
Thus, the conceptual evolution of organizational structures indicates the inexhaustibility of forms of internal ordering of the activities of enterprises and their divisions. This circumstance, of course, must be taken into account when designing (or improving) marketing services at domestic enterprises. They must be reliable and efficient, on the one hand, and, on the other, flexible and susceptible to the dynamics of the external environment. When forming the organizational structures of marketing services, it should be remembered that the work of a marketer is creative, therefore, it does not tolerate rigid forms. It is very responsible, because it largely determines the future success of the enterprise in the market, therefore, it must be controlled. It is in such contradictory dialectical principles that one should look for organizational forms of interaction between marketing service workers at domestic enterprises.
