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1.1. Main goals, objectives and purpose of assortment policy

1.2. Study of indicators and principles of the enterprise’s assortment policy

1.3.Methods for analyzing assortment policy

2. Analysis and assessment of the assortment policy of OJSC "KISM"

2.1. General characteristics of activities

2.2. Analysis of the assortment policy of OJSC "KISM"

3.2.Evaluation of the economic effectiveness of the proposed recommendations

Conclusions and offers

List of used literature

Applications

Introduction

IN modern conditions During the transition to the market in the country, the market concept of production and sales management, called marketing, gained wide popularity. Marketing is characterized systematic approach to production and marketing activities with a clearly defined task. identifying and transforming the consumer’s purchasing power into real demand for certain types of goods and fully satisfying this demand, as well as obtaining the profits intended by the company. The most important functions of marketing are studying demand, creating a product range, regulating prices, and stimulating goods.

As in developed countries As there is a shift from a supply environment to a demand environment, the importance of marketing has increased. Throughout its history world trade characterized by insufficient supply. Today everything has changed. The economies of developed countries are characterized by excess supply. The central problem has become attracting customers rather than meeting demand. The consumer is spoiled for choice with a wide range of products. Considering the current situation, there are currently no significant barriers to entry into the food retail market, so there is quite a presence in this market a large number of independent firms producing homogeneous services. Price competition is accompanied by non-price competition based on the quality of products or services, advertising, and terms of sale.

Assortment management and planning is one of the most important areas of marketing for every enterprise. Even well-thought-out sales and advertising plans will not be able to neutralize the consequences of mistakes made earlier when planning the assortment.

The relevance of the chosen topic cannot be in doubt, because The problems of forming an assortment policy are mainly related to the large assortment of goods on the market, the growing needs of buyers and increasing non-price competition. Many managers believe that they have a sufficiently deep knowledge of the market in which they operate, and attribute sales problems to objective factors. But in fact, these reasons can be safely attributed to subjective ones. Basically, only large trading enterprises are seriously and professionally engaged in marketing, which is a big mistake. The specificity of the problem in the Russian market is that the situation is complicated by general economic instability, inflation, low levels of effective demand, low growth in household incomes, and imperfect market relations.

Ensuring the competitiveness of domestic enterprises is determined to a greater extent by the ability of the enterprise's product range to adequately meet current consumer demand at the quantitative and qualitative levels. However, as practice shows, the choice of the structure of products at Russian enterprises is carried out without sufficient justification, but rather out of inertia, as a result of which the efficiency of the enterprise’s activities in the market decreases.

The range of goods produced is one of the factors influencing the amount of profit received, as well as a number of other quantitative and qualitative indicators of the enterprise: profitability, turnover, competitiveness, market share, etc.

The purpose of the thesis is to analyze the assortment policy of OJSC KAMAZinstrumentspetsmash (KISM).

To achieve this goal, it is necessary to solve the following tasks:

1. Reveal the theoretical foundations for studying the assortment policy of the enterprise.

2. Conduct an analysis of the assortment policy of OJSC “KISM”;

The object of the study is OJSC "KISM".

The subject of the study is the analysis of the assortment offer at JSC "KISM".

The thesis consists of three sections: theoretical, analytical and design. The first section describes the theoretical aspects of the concepts of assortment policy, the basis for the formation and management of the assortment, and also discusses methods for analyzing the assortment. The analytical part provides a general description of the enterprise OJSC "KISM" and a study of the assortment offer of this organization. The third section discusses recommendations aimed at improving and rationally forming the assortment offer.

When writing the thesis, great help was provided by theoretical sources of leading foreign and domestic authors in the field of marketing, such as Belyaevsky I.K., Zh.Zh. Lamben, Romanov A.N., Golubkov E.P. and internal documents of the organization for which the analysis was carried out. Publications were used as teaching aids, with special attention paid to marketing areas in the management of goods by a company. The periodicals studied modern approaches and principles for optimizing an enterprise's assortment policy used in trade. The following journals were reviewed: “Marketing”, “Marketing and Marketing Research”, “Marketing in Russia Abroad”, “Management in Russia and Abroad”, “Practical Marketing”, “Marketer”, “Management: Theory and Practice”, “Consultant” director."

1. Theoretical foundations for studying assortment policy

enterprises

1.1. Main goals, objectives, and purpose of assortment policy

Assortment – ​​a set of types and varieties of goods by brand, name, size, type, grade, etc.

Assortment policy is a system of measures to determine the set of product groups that are most preferable for successful work in the market and ensure the economic efficiency of the enterprise as a whole (19, p. 23).

The assortment policy of an enterprise is a key point in its activities and the basis for strengthening the position of the enterprise in a competitive environment.

Assortment policy is a set of measures aimed at developing, creating and promoting the enterprise’s assortment (22, p. 9).

From an economic point of view, Fedko V.P. determines the assortment - as, first of all, a reflection of the interindustry and sectoral proportion in the composition of the product supply, which characterizes the results of the activities of enterprises selling goods or services, that is, it is one of the factors determining the degree of balance between supply and demand (30, p. 176)

According to F. Kotler’s definition, a product range is a group of products that are closely related to each other, either due to the similarity of their functioning, or due to the fact that they are sold to the same groups of customers, or through the same types of retail establishments, or within the same price range (21, p. 272)

Managing the product range cannot be called the prerogative of sales. In addition to sales, this process affects the areas of production, financing, supply, relations with workers and the sphere of general management problems. Therefore, most of the decisions regarding the assortment are made at the level of senior management. However, the ever-growing understanding of the paramount importance of the clientele as the key to the success of the company, as never before, has elevated the role of the sales manager in matters relating to the range of products. The essence of assortment management is to offer the goods that the customer wants and needs, to offer these goods in the required quantities and on time.

Nowadays, there are practically no companies producing and offering just one product. Some industrial goods companies limit their activities to the production and marketing of a single series or family of products, that is, products that serve the same purpose or are so similar that the consumer is willing to buy them all. Many companies are engaged in the production and marketing of several series and types of goods. The set of goods produced by the company is called the assortment (17, p. 56).

The most important element of trade marketing is the formation of a product range that is effective for participants in the distribution chain. An indispensable factor determining this efficiency is the difference in understanding of the criteria for its evaluation by the participants in the commodity distribution process themselves. It will be methodologically justified to designate interests in the formation of a product range, starting from the first level of the commodity distribution chain - the commodity producer.

The purpose of commodity production is to make a profit from economic activity due to the saturation of commodity markets with funds produced as a result of its own production activities, to meet the specific needs of potential consumer segments. In the above definition of the goal of a commodity producer in the market, the determining factor is the profitability of the product range being sold, which, in turn, is determined by the following factors:

The cost of resources required for commodity production:

The breadth and depth of the product range produced:

The scale of production activities;

The value of the totality of product properties for the end consumer;

The conditions of the product market on a selected regional scale;

- the “power” of buyers and the distribution sphere;

Stage of the product life cycle on the market:

Other factors that represent the uniqueness of the internal and external environment of the manufacturing company.

Based on the action of the above factors, the profitability of the product range being sold is determined as a function of the conjugation of many of the listed arguments, among which there are no factors. taking into account the nature of consumer demand. Achieving the profitability of a product range by a commodity producer to the required level is thus a decision made by this participant in the distribution chain within the framework of the concept of competitive marketing. This, in turn, leads to equalization of product properties between competitive offers from various commodity producers. As a result of the implementation of the mentioned concept, trading enterprises find themselves choosing the best product offer, underestimating the values ​​of performance indicators for commodity producers. At the same time, the current situation, called “classical purchasing,” does not bring market benefits not only to commodity producers, but also to other participants in the commodity distribution chain. A loss economic efficiency in the last link of the distribution chain when using the classical purchasing method is caused by the following factors:

1) an ineffective assortment of supplied goods, arising as a result of the “strength” of the supplier’s product offer, ultimately affecting such performance indicators as the speed of turnover, the stability of the product offer, its novelty and compliance with the current needs of the final buyer of goods;

2) ineffective volume of commodity flow, arising for the same reason as the previous factor, and leading to a decrease in the values ​​of such efficiency indicators as the optimal volume and structure of inventory, the volume required to provide them working capital, level of return on working capital;

3) ineffective communication between participants in the distribution chain due to the limitation of the sphere of interests of each of these participants by the stage of transfer of ownership of the product to the next link, which ultimately negatively affects such efficiency indicators as distribution costs, the effectiveness of product promotion programs, the effectiveness of the exchange of information flows, efficiency sales

The goal of the next participant in the wholesale distribution process is to make a profit from trading activities due to the saturation of markets with goods produced by many commodity producers for the sale of these goods to the next link - retail. The profitability of the product range sold at this level is determined by the following factors:

1) the cost of goods purchased from commodity producers;

2) the breadth and depth of the purchased product range;

3) the scale of procurement and sales activities;

4) the value of the totality of product properties for the retailer;

5) commodity market conditions on a selected regional scale;

6) “silon” of commodity producers and retail enterprises;

7) stage of the product life cycle on the market;

8) other factors that represent the uniqueness of the relationship between the wholesale link of product distribution and the other links in this chain.

The action of the above factors that influence the profitability of the wholesale distribution link determines the profitability of the product range sold in this link as a function of the influence of the listed arguments, among which there are also no factors. taking into account the nature of consumer demand. Ensuring the required level of profitability of the product range by the wholesale distribution link is therefore a decision made by this participant in the distribution chain within the framework of the same concept of competitive marketing. This, in turn, leads to equalization of product properties between competitive offers from various wholesale intermediaries. As a result of implementing the above-mentioned marketing concept, retail enterprises again find themselves choosing only the best product offer, underestimating the values ​​of performance indicators to wholesalers. The loss of economic efficiency in the retail link of the distribution chain when using the classical purchasing method is caused by the same three factors as in the above case with deliveries from the manufacturer to the wholesale buyer.

The goal of the last link in the product distribution process - retail trade enterprises - is to make a profit from trading activities through the sale of goods produced by many commodity producers to a retail buyer who realizes his needs through the properties of these goods. The profitability of the product range sold at this level is determined by the following factors:

The cost of goods purchased from suppliers;

Terms of payment for goods supplied:

The breadth and depth of the product range sold;

The scale of procurement and sales activities;

The level of cost intensity of goods sold;

The value of the totality of the properties of the product and the place of its sale for the retail buyer;

The conditions of the commodity market on a given local scale;

- the “force” of suppliers and retail buyers of goods;

Stage of the product life cycle on the market;

Other factors that represent the uniqueness of consumer demand for goods sold.

The influence of the above factors on the profitability of trading activities of the retail distribution link does not take into account the interests of the wholesale distribution link and is also based on the concept of competitive marketing. As a result of implementing the above-mentioned marketing concept, retail enterprises also choose only the best product offer, underestimating the values ​​of performance indicators to wholesalers. The loss of economic efficiency in the retail link of the distribution chain when using the classical purchasing method is caused by the same three factors and, as in the previously mentioned examples. The combination of disagreements in the interests of participants in commodity supply chains and their consequences leads to the need to find ways to smooth out these disagreements. This ultimately leads to increased efficiency of the entire distribution chain from the commodity producer to the retail buyer (18, p. 83).

At the end of the 90s of the last century, the main provisions of a new concept of marketing trade relations between participants in the commodity distribution chain were formulated, the practical application of which occurred at the same time. The essence of this concept is revealed by its term - effective response to customer requests.

According to this concept, participants in the distribution chain build their business relationships in accordance with the ultimate goal - the effective marketing of goods. carried out along this chain, taking into account the interests of all its participants, and, first of all, retail buyers, this new concept of trade relations also affects the process of forming a product range carried out through a sales channel, organized with the participation of entities interested in selling a specific product group (category). The manufacturer and supplier of a product category manage sales efficiency by involving the retail distribution sector in joint activities, paying increased attention to organizing the profitability of this sales participant.

Thus, the classic sales formula in the distribution sector - “selling a product range to stores” - is transformed into the formula “selling a product category through stores.”

On the other hand, penetrating low capital-intensive industries is not particularly difficult. These industries tend to have strong competition and low overhead costs. Companies accustomed to operating in capital-intensive industries are very cautious when deciding to enter an industry that requires little initial investment, since experience suggests that it will be very difficult for them to withstand price competition (15, p. 15).

The practice of forming an effective product range based on the ECR concept is carried out as follows:

The manufacturer carries out a large-scale study of consumer preferences and in-depth research of their needs, as a result of which he determines the range of goods he produces, the strategy and tactics of their sales, pricing and promotion;

The manufacturer (or another participant in the distribution chain) takes the initiative to organize a distribution channel for the product range, organizing for this purpose a system of relationships between the participants in this channel, its hardware and technological support, a system for forming and guaranteeing the profitability of the subjects of the distribution chain. as well as managing their activities, limiting their influence within the framework of the formed product category;

The organizer of the distribution channel (commodity producer or participant in the distribution sector) forms a sales network and directs the formed product category through it, informing all subjects of the distribution chain about price levels, structure and volume of product flow, strategy and tactics for accompanying it with measures to promote goods to stimulate their sales and other terms of cooperation;

Retail trade enterprises undertake obligations to accept goods from suppliers in accordance with pre-agreed conditions (permissible volumes of goods supplied, delivery times, structure of the product range of the supplied product category, terms for providing information on the sale of goods supplied, payment procedures for them, etc.);

Suppliers of a product category supply and retailers receive product flows within a given product category;

Participants in the distribution chain exchange information accompanying commodity flows, form and direct financial flows that ensure mutual settlements, implement programs to support goods with promotional activities, ensure the safety of goods in this chain and accountability to their owner.

The implementation of these actions leads to the fact that the formation of an assortment of goods for retail trade becomes a joint process, the results of which are of interest to all participants in the distribution chain.

Thus, the interests of the commodity producer as a participant in the distribution channel, in which the product range is formed on the basis of the ECR concept, are as follows:

Saving working capital through a guaranteed rhythm of trade turnover;

Increasing sales volume through the active activities of all participants in the distribution channel;

Achieving competitive parity due to the joint interest in the sale of goods produced by a given commodity producer, participants in subsequent links of the commodity distribution chain;

Obtaining operational information about the situation in which the product category being sold is located, the state of demand for it and the loyalty of all participants in the distribution chain to it, which ultimately provides decisions regarding the sale of this category;

Rational allocation of the budget for product promotion within the promoted product category at all levels of the distribution chain;

Providing interactive information for the process of developing a new and modernizing a traditional product, reducing the time for the pre-sales period, saving on risks from ineffective development of product variants;

Other benefits stem from predictability in sales and product development.

The interests of retail trade as the final distribution link, in which the range of goods is formed on the basis of the ECR concept, are as follows:

Saving working capital allocated to a supplier-managed product category due to a guaranteed turnover rhythm;

Saving distribution costs due to optimal inventory (in terms of volume and structure) due to guaranteed supply of goods and no need to attract borrowed money within a supplier-managed product category;

Increasing the volume of sales of a product category through the active activities of all participants in the distribution channel;

Achieving competitive parity through the exchange of information on the sale of goods within a supplier-managed product category, which is the basis for making decisions on the strategy and methods of pricing, promotion, placement in trading floor goods of this category;

Formation of loyalty of the consumer audience through the stability of the trade assortment within the product category managed by the supplier, the rationality of its structure and the efficiency of its placement on the sales floor;

Other benefits associated with certainty of supply for a product category.

The mutual interest of the participants in the commodity distribution chain makes it possible to increase the efficiency of their cooperation within the framework of the formed product category, while respecting the priority of the interests of the end consumer of the goods included in it. (3, p. 69)

It is more preferable to replenish the assortment from production, therefore, when critically analyzing the range of product offerings, manufacturers reduce the assortment of difficult-to-sell or unprofitable products. Typically, new products are created within a company and are the fruits of its research and development activities. In other cases, they either resort to copying not yet patented products, or enter into licensing agreements, or purchase goods from third parties with the right to produce and sell them, or purchase from a manufacturer with its entire range, production capacity and distribution system.

The process of marketing industrial goods is characterized by fierce competition, which has several main manifestations. First of all, this is competition in planning the assortment and developing new samples that determine the composition of the product range offered by the company. In addition, it should be noted that there is competition in the prices at which goods are offered on the market, competition in the services offered to customers, competition in the areas of sales and the implementation of advertising programs. Of all the listed types of competition, the most important is competition in the field of product planning, the importance of which is increasing.

Each manufacturer has its own unique characteristics. Each has its own history, its own circle of leaders who determined the characteristics of the company’s growth, its own store of knowledge and skills, its own unique combination of means of production and work force, a different sales system from others, your own circle of contacts in the market, your own reputation. The indicated characteristics of the enterprise reflect both its strengths and weaknesses, which must be taken into account when making decisions about the configuration of the product range. One of management's responsibilities is to anticipate the most advantageous course product policy for the foreseeable future.

Having considered the goals, objectives and purpose of the assortment policy and having determined the main factors influencing it, it can be argued that the assortment policy allows the enterprise to ensure the competitiveness of its products in the market.

1.2. Study of indicators and principles of formation of the enterprise’s assortment policy

Product policy presupposes a certain course of action or the presence of pre-thought-out principles that would ensure the continuity of decisions and measures in the development of a product range.

Diagnosis of problems that arise in the process of developing a product policy is based on the main factors that determine the formation of the company’s product range. The role of management is to skillfully combine the resources of the enterprise with the demands placed on production by these fundamental factors, and to lead the company along the road of product policy that ensures growth and profits.

Changes in the composition of the company's product range entail changes in the design of individual existing products and in the nomenclature of currently produced product series. New products are purchased for production, while certain products from previous years are discontinued. A new product is a novelty for the company, and in the process of its assimilation by production, the sales system and other divisions of the company, quite strong tensions invariably arise, various kinds of difficulties and disagreements arise that require resolution. However, being a new product for the manufacturing company, the product is not necessarily new to the market. It should be borne in mind that the problem of entering the market with a new, unknown product is sharply different from the problem of offering on this market a product of an already known type, although not previously produced by a specific company.

Wherein Scientific research are a powerful factor contributing to the expansion and diversification of the range of goods produced by an average company. Only a small part of industrial research is problematic in nature, i.e., has as its goal the discovery of some new principles or new areas of knowledge. Technical progress is constantly gaining momentum, and research in the field of technology and technology is the main driving force behind the change in the structure of the company's product range. Technical progress underlies a number of other factors that determine product policy.

The next significant factor determining the structure of a company's product range is changes in the product range of competitors. The release of competitive goods by firms that were not previously among competing organizations should be viewed in the same light. IN last years Such cases have become especially frequent due to the growing trend towards expanding the range and developing new series of products and new markets in which the manufacturer has not previously acted. Changing the design of competitive products is a direct challenge to the company, and if the change is in the nature of a fundamental improvement, the consequences may be disastrous for any other manufacturer unless it takes steps to nullify or even surpass the competitor's actions within a reasonably short time.

The problem of time helps to understand why firms that seem to have a strong position in the product market spend huge amounts of money on research to create new products, the emergence of which makes the currently produced range obsolete.

In addition to design changes to their products, competitors may also make changes to the structure of their product range, putting other manufacturers at a competitive disadvantage. The company's product range should be as wide as possible due to a number of very significant circumstances. Expanding the range of goods produced by a company can be a valuable aid in establishing relationships with wholesalers and reducing distribution costs.

The number of competitors may change. An increase in their number will certainly cause increased competition and a decrease in profit margins. A significant increase in the number of competitors is especially typical for industries that do not require large costs in the initial stages of activity. In these cases, the emergence of a product whose sales are rapidly growing can attract many new manufacturers to the industry. True, some of them will not be able to overcome the period of formation, which is sometimes called the period of shake-up. In industries that require large capital investments, the growth in the number of competitors is not so great. When it does occur, new market entrants seek to secure sales of their products by lowering prices, which negatively affects both overall sales and the gross profit level of the original creator and seller of the product. As a result, barely having time to release new product market, the company is forced to immediately begin improving it and searching for new products that could replace this product in the event of strong competition.

A drop in demand always causes concern to management and may cause an expansion of the product range to compensate for losses incurred.

However, increasing demand is also essential. Fluctuations in demand for a particular product can be caused by a variety of reasons. Such reasons include changes in the range of products produced by client firms, the emergence of a shortage of certain materials or components, as well as a significant increase in their prices, changes in production technology, relocation of the manufacturer's clients, making the transportation of goods unprofitable, fluctuations in the general level of business activity , introduction of government regulation measures.

Despite the fact that marketing research is of great help in establishing the direction and intensity of development of trends in demand for the goods being studied, that is, helping to predict future demand, they in no way eliminate quite significant uncertainty.

Taking this into account, the managers of some companies seek to diversify the range of their product range in order to somehow reduce the degree of risk in the event of an unexpected drop in demand for individual products (7, p. 36).

There are a number of factors contributing to the expansion of the range of products offered by industrial goods manufacturers. Let's consider the most important of them. The industrial buyer prefers to purchase several different goods from one supplier, rather than organizing purchases of a similar product or series of products from different sources. This preference is explained primarily by saving time in the procurement process and the benefits of cooperation with a single center Maintenance and settlement of claims and complaints, the possibility of simultaneous shipment of several different goods in order to reduce transport costs and the possibility of saving money by purchasing large quantities of goods at lower prices.

The industrial buyer must endeavor in every possible way to protect himself from the risk of fires, strikes and other disasters and to ensure continuity of supply of each of the most important goods by using the services of two or more suppliers. However, in reality, just the opposite is true. If the buyer acts less wisely and limits purchases from each supplier to a strictly defined amount, it not only prevents the supplier from achieving potential sales, but also deprives him of any hope of increasing sales, except in cases of searching for goods sold in another industry. As a result, as a rule, there is an expansion of the supplier’s product range (12, p. 89).

The management of an average successful company must constantly seek opportunities to expand the range by including new products in the range, the production of which could be financed from the retained share of profits (22, p. 123).

All the factors described above are external to the company. They form its product range from the outside. However, the company does not at all act as a passive observer. She purposefully works to improve the structure of her product offering and sales principles, actively influencing the environment. The task of management comes down to organizing long-term planning. The role of a company in the formation of its own product range largely depends on the nature of its activities and a number of circumstances.

The variety of factors that influence the structure of the product range offered by a manufacturer of industrial goods to its customers gives particular importance to the careful development by management of the principles of planning and product policy of the company. Product policy will not only allow for an organized update of the product range by including new products in the range that organically fit into the framework of the company’s usual activities, but will also serve management as a kind of indicator of the general direction of action when correcting situations that otherwise could lead to undermining profitability production in the future. A “sober” product policy should be thought out several years in advance, since more than one year may pass between the moment the decision is made to develop a promising idea and the moment when the newly created product begins to bring profit to the company. And indeed, in no other area business management there is no such a long time gap between the issuance of permission to study a new idea on a limited scale and the achievement of the final goal - organizing profitable production and marketing of a new product. From a financial point of view, the situation is further aggravated by the fact that throughout all these years one has only to spend money without receiving anything in return.

Having studied the principles of forming an assortment policy, we can conclude that the use of the fundamental principles of assortment management allows an enterprise to plan costs and develop new directions in the direction of expanding or reducing the assortment. In this regard, it is necessary to consider existing methods for analyzing assortment policy, which allows the manager to determine the optimal size or product range in terms of the width and depth of the assortment

1.3. Methods for analyzing assortment policy

The dominance of the role of marketing in the assortment policy of the enterprise is obvious, because The answers to questions about assortment management lie within the framework of marketing theory, and not product science or pricing. Assortment development is, without a doubt, the most important area of ​​marketing for a retailer. This is the activity of compiling a set of products that allows you to satisfy real or predicted needs, as well as achieve the goals defined by the management of the organization. The formation of an assortment cannot be abstracted from a specific organization and must be based on pre-selected goals and objectives that determine the direction of development of the assortment. This determines the assortment policy of the organization (24, p. 65).

Making the right decision on the formation and management of the company’s assortment will ensure its competitiveness. Ensuring the competitiveness of an enterprise is determined to a greater extent by the ability of the company's product range to adequately meet current consumer demand at qualitative and quantitative levels, no less strong than for competitors' products. Accordingly, providing the enterprise, when forming an assortment policy, with an adequate scientific methodological apparatus that allows the formation of an assortment range that is justified by the situational factor environment is an urgent problem.

To make an effective decision on the formation of a product range, it is recommended to conduct marketing research on external and internal environment enterprises. Marketing research is a complex and hierarchically structured process, consistently unfolding over time and associated with all stages of marketing (8, p. 19).

When studying various methods of creating or optimizing an existing assortment, they turn to appropriate methods that make it possible to determine the qualitative and quantitative structure of indicators: questionnaires, ABC analysis, calculation of the breadth, depth, richness, and harmony of the assortment.

When forming an assortment, the regulation of a set of properties and indicators of the assortment is carried out, which requires an understanding of their essence and knowledge of the nomenclature of properties and indicators of the assortment (Table 1.3.1).

Table 1.3.1

Nomenclature of properties and assortment indicators

The breadth of assortment is the total number of types, varieties and names of goods of homogeneous and heterogeneous groups.

This property is characterized by two absolute indicators - actual and base latitude, as well as a relative indicator - latitude coefficient

Actual latitude (Shd) – the actual number of types, varieties and names of goods available (d).

Base latitude (Bb) – the latitude taken as the basis for comparison. The number of types, varieties and names of goods regulated by regulatory or technical documents (standards, price lists, catalogs, etc.), or the maximum possible, can be taken as the base latitude. The breadth coefficient (Ksh) is expressed as the ratio of the actual number of types, varieties and names of goods of homogeneous and heterogeneous groups to the base one.

Completeness of assortment is the ability to select products of a homogeneous group in which the same needs are satisfied.

Completeness is characterized by the number of types, varieties and names of goods of a homogeneous group. Completeness metrics can be either real or basic.

The actual indicator of completeness is characterized by the actual number of types, varieties and names of goods of a homogeneous group, and the basic indicator by the regulated or planned number of goods. Completeness coefficient (Kp) – the ratio of the actual indicator to the base one.

Indicators of assortment completeness are of greatest importance in a saturated market. The more complete the assortment, the higher the likelihood that consumer demand for goods of a certain group will be satisfied.

Harmony of the assortment is a property of a set of goods from different groups, characterizing the degree of their proximity to ensure rational distribution of goods for sale or use. (24, pp. 56-64).

One of the main and most commonly used methods for obtaining marketing information about consumers and their behavior is a survey. A fairly independent and very common form of survey is a questionnaire, that is, filling out pre-prepared forms with a list of questions. Belyaevsky I.K. gives the following definition: a questionnaire is a table with a list of questions that the respondent must answer. Questioning is a survey using a questionnaire (8, p. 71).

Creating a questionnaire is a complex research process involving

setting goals, putting forward hypotheses, formulating questions, developing a general population and sampling from it, determining a survey method, and so on. The questionnaire can be carried out orally, that is, the registrar himself fills out the form from the words of the respondent (forwarding method). Another form is the written method (self-registration), when the respondent fills out a questionnaire with his own hand, which is sent by mail (correspondent method).

Typically, the questionnaire is in the form of a table with questions printed and space for answers. The traditional scheme includes three blocks:

– introduction – the purpose of the survey, information about the respondents: name, characteristics, address, guarantee of anonymity of the survey and confidence of the answers;

– a list of questions characterizing the subject of the survey – the main part; – information about the respondents – the requisite part, or passport.

The introduction (preamble) briefly informs about who is conducting the research and why, about the company, its reputation, the goals it pursues this study. The introduction provides information on completing the form and returning it. Gratitude is also expressed here for the time the respondent kindly devoted to the researcher.

When developing the main part of the questionnaire, you should pay attention to the content of the questions, their type, number, sequence of presentation, presence test questions. The content of the questions should characterize the subject of the survey.

Information regarding respondents is given in the requisite part (passport): age, gender, belonging to a certain class, occupation, marital status, name and address - for private individuals. The number of questions should be optimal, that is, ensuring completeness of information, but not excessive, which increases the cost of the study. To avoid offending or alarming respondents or causing a negative reaction on their part, questions should be written in a tactful manner. Questions are classified according to the degree of freedom, the nature of the answers and the form of the questions. They are divided into open, when the answer is given in free form, without restrictions, and closed, when a specific list of answer options is offered, from which one or more are selected. Alternative questions are often asked and the answers are “yes”, “no”, “I don’t know”. It is not advisable to begin the questionnaire with difficult or personal questions or with questions of no interest to the respondent; It is recommended to ask such questions in the middle or at the end of the questionnaire (8, pp. 71-78).

In the assortment marketing strategy of an organization, an important place is given to the principle of diversification, that is, the simultaneous sale of goods with different quality characteristics and the failure of one dominant product, which corresponds to the theory of risk.

In marketing analysis of diversification, the so-called ABC analysis is often used. The methodology for its implementation is described by Belyaevsky I.K. Its goal is to identify the prospects of assortment policy. With its help, you can identify product items with the greatest economic significance for sale. In the process of ABC analysis, all products are divided into three groups according to their value, that is, a hierarchical scale of goods with maximum value with their minimum quantity is built. (8, p. 262)

The company's products are divided into blocks A, B, C, corresponding to certain assortment positions, which make it possible to increase the share of covering the fixed costs of the company's income to 80, 90 and 100%, respectively. Once such assortment blocks have been identified, the company pursues a policy of reducing block C in order to reduce low-productivity costs and diversify block A, thereby reducing the risk of becoming dependent on the results of promoting one or two products (Fig. 1.3.1).

Figure 1.3.1. ABC analysis curve example

During the analysis, a Lorenz curve is constructed. The x-axis shows assortment groups, arranged in descending order of their share in total sales, and the y-axis shows the size of turnover. Assortment groups are divided into three blocks according to selected criteria (sales, profit, costs). Blocks A, B, C correspond to a large contribution to total sales (assortment group 1-4), medium (5-7) and small contribution (8-20). Having identified such assortment blocks, the company should pursue a policy of reducing or eliminating block C in order to reduce low-productivity costs and diversify block A, reducing the risk of becoming dependent on the results of promoting a small number of products. (8, p. 270)

One of the most common methods for assessing the quality of the activities of a diversified company is a matrix analysis of its business portfolio. The business portfolio matrix is ​​a table that compares the strategic positions of each structural unit companies.

The BCG matrix makes it possible to determine which agricultural enterprise (strategic business unit) or which product occupies a leading position in terms of its market share compared to competitors, what is the dynamics of its market.

The matrix identifies four types of goods (SCP): “stars”, “cash cows”, “wild cats” and “dogs” (Figure 1.3.2). For each type, the matrix suggests appropriate strategies.

Relative market share

high low

Figure 1.3.2. Example of a BCG matrix

Stars have a leadership position (high market share) in an emerging industry (high growth).

Marketing strategy is the intensification of marketing efforts to increase or maintain market share.

Stars generate significant profits, but also require significant amounts of resources to finance continued growth or maintain market share, as well as tight control over these resources.

The main challenge is to maintain the distinctive advantages of the company's products in an increasingly competitive environment.

As the pace of market development slows down, the “star” turns into a “cash cow”.

A cash cow is a leader in a relatively stable or declining market (slow growth). Since sales are relatively stable without any additional costs, this product generates more profit than is required to maintain its market share.

Marketing strategy - the main tasks of these SHPs boil down to offering new product models in order to stimulate loyal customers to repeat purchases, periodic reminder advertising and price discounts.

Wildcat has low market impact (low market share) in emerging markets (high growth).

Typically, it is characterized by weak customer support and unclear competitive advantages. Competitors occupy a leading position in the market.

Marketing strategy is the intensification of a company's efforts in a given market or withdrawal from it.

Maintaining or increasing market share in a highly competitive environment requires large amounts of capital. Therefore, the firm must decide whether it believes that the product can compete successfully with appropriate support (improving product characteristics, lowering prices, identifying new distribution channels) or whether it needs to exit the market.

A dog is a product or agricultural product with a limited sales volume in an established or shrinking market.

During their long stay on the market, these products failed to win the sympathy of consumers, and these products are significantly inferior to competitors in many respects (market share, size and cost structure, product image, etc.).

Market strategy - weakening efforts in the market or eliminating the production of this product.

Having analyzed the theoretical aspects that influence and determine assortment policy, drawn the necessary conclusions and formulated the main arguments in favor of assortment management, it is necessary to apply these aspects to a specific enterprise. OJSC "KISM" was chosen as such an object.

2. Analysis and assessment of the assortment policy of OJSC "KISM"

2.1 General characteristics of JSC "KISM"

The production of OJSC "KISM", created in 1974 as a repair and tool plant (RIZ) as part of a complex for the production of heavy-duty vehicles, is located on an industrial site north-east of the city of Naberezhnye Chelny. The initial capacity is designed to provide the main production of KamAZ OJSC with special, abrasive, diamond, hard-alloy standard tools, technological equipment and spare parts for technological and non-standard equipment, as well as for carrying out major repairs of vehicles and engines.

OJSC "KISM" today is a subsidiary of the group of enterprises of the Open Joint Stock Company "KAMAZ". The Company’s economic relations with KamAZ OJSC and its divisions are built in accordance with the interaction agreement and relevant civil law agreements in the field of provision of services, performance of work and provision of resources. OJSC "KISM" in its activities is guided by the legislation of the Russian Federation and the Republic of Tatarstan, the charter of OJSC "KAMAZ", orders general director KamAZ OJSC, orders of the management of KAMAZ OJSC and other regulations.

OJSC "KISM" is a legal entity and owns separate property, which is accounted for on its independent balance sheet; it can, on its own behalf, acquire and exercise property and personal non-property rights, bear responsibility, and be a plaintiff and defendant in court. The Company in its activities is guided by the legislation of Russia and the Republic of Tatarstan and the Charter.

OJSC "KISM" is one of the largest enterprises in Russia producing special tools and technological equipment, as well as supplying standard and special tools produced both in Russia and in the CIS countries and abroad.

Along with the production of products, KISM OJSC provides all KAMAZ OJSC plants and any customers with purchased domestic and imported tools and equipment.

The main goal of OJSC "KISM" is to generate profit and use it in the interests of shareholders, as well as saturate the market with goods and services.

OJSC "KISM" produces products in the following areas:

Special tools and technological equipment;

Molds and dies;

Pneumatic tools and accessories for them;

Equipment and stands;

Add-ons for KamAZ vehicles;

Overhaul of equipment;

Automobile parts for the conveyor and spare parts for KamAZ, GAZ, VAZ vehicles;

Spare parts and components for oil production equipment;

Chassis for buses.

The products manufactured by OJSC "KISM" are environmentally friendly. Waste of all technological processes: thermal, galvanic, painting, used in production, are disposed of in accordance with measures agreed with the service of the Chief Ecologist of KamAZ OJSC.

The tools and technological equipment produced by KISM OJSC are being modernized in accordance with the requirements of the main production of KamAZ OJSC. To increase competitiveness, work is underway with foreign companies.

It is planned to purchase software products for the design and manufacture of molds, technology and the manufacture of precision tools.

The company consists of two industries:

KAMAZinstrument – ​​production of the following types of tools and provision of services:

Cutting tools (prismatic cutters, multi-stage drills);

Measuring tools (staples, templates, complex gauges, control devices);

Auxiliary tools (boring bars, mandrels, various types of cartridges, collets, etc.);

Molds (molds for car parts made of plastic, rubber goods weighing up to 5.5 tons);

Thermogalvanic services (all types of heat treatment, including the application of wear-resistant titanium nitride coatings, galvanic operations: oxidation, phosphating, galvanizing, chrome plating of parts with a surface area of ​​up to 1.5 sq.m.).

Production of special equipment and add-ons for automotive vehicles, produces bodies for cars of the following modifications 5511, 55111, 65115, 6520, with a carrying capacity of up to 20 tons, bodies of garbage trucks, fuel trucks, timber trucks and other special vehicles (fire trucks);

In the field of machine tools, washing machines, transport lines, special machines, hydraulic presses with a capacity of up to 300 tons are produced according to customer drawings, as well as spare parts for technological equipment OJSC "KAMAZ";

In the area of ​​tools, a range of pneumatic tools is produced under license from Deutsche Gardner Denver, Germany.

From the first steps, the product production technology was focused on advanced processing methods: profile, diamond, electrical erosion, spraying of wear-resistant coatings on an electrobeam installation and many others, using high-performance domestic and imported equipment, such well-known companies as Elb-Elif, Steinel, Mikron, Mano, Dekkel, Glisson.

JSC "KISM" rightfully occupies a leading position in the field of product quality.

Taking into account the achieved technological level of its products, the international club of entrepreneurs awarded JSC "KISM" in August 1997 with the 18th annual International Prize for achievements in the field of technology and quality.

On November 23, 1998, at a special annual symposium, KISM OJSC was awarded the “International Platinum Star for Excellence and Quality” as an award.

The organizational structure of enterprise management is linear-functional.

The highest management body of the Company is the Board of Directors of KamAZ OJSC. The current management of the activities of OJSC "KISM" is carried out by the sole executive body of the Company - the General Director, whose linear subordination is the First Deputy General Director, Commercial Director, Director of Tool Production and Director of SpetsMash Production.

The main production workshops are subordinate to production directors. Subordinate to the commercial director are the marketing and planning department, the logistics department, the commerce and sales department, and the purchasing tools department.

They also report to the General Director Chief Engineer, Deputy General Director for Quality, Deputy General Director for Economics and Finance, Deputy General Director for Social and Personnel Issues, Deputy General Director for Construction and Transport, who, in turn, manage the services under their subordination.

The main consumers of goods produced by JSC "KISM" are:

In the city of Naberezhnye Chelny: JSC "Chelny-Khleb", Gorzhilstoy, Meat Processing Plant, Chelnyvodokanal, Solid Waste Landfill, NPO Polimer, Gorzhilupravlenie, LLC "KOM", JV "Astays", Chelnypromagregat.

In the Republic of Tatarstan: CHPP, ElAZ, Nizhnekamskshina, Kazan Artificial Leather Plant, JSC Tatneft, Kazan GARO, Kazan KMPO, Trade House of Tatarstan, Nizhnekamskneftekhim, PSK Tatarstan, OJSC Alnas, UGPS Ministry of Internal Affairs of the Republic of Tatarstan, Kazan International Airport.

In the Russian Federation: Podolsk Battery Plant, Lasertern company, Moscow, Zavolzhsky Motor Plant, Kommash company, Mtsensk, Severonickel company, Monchegorsk, Volzhsky Pipe Plant, VAZ, JSC Balakovorezinotekhnika, Tutaevsky Motor Plant , Ural Automobile Plant, Ryazan Automotive Plant, Ulyanovsk Automobile Plant, AZLK, Serov Pipe Plant, Pervouralsk Pipe Plant, Volgograd Tractor Plant, ZIL, Pavlovsk Bus Plant, Cheboksary Automotive Plant, JSC "Metalorukav".

In the CIS: Scientific and Technical Center "Metal" in Baku, Minsk Tractor Plant, Borisov Automotive Equipment Plant, Minsk Automobile Plant, Melitopol Motor Plant, ZAZ.

2. 2 Analysis of the assortment policy of JSC "KISM"

In order to analyze the work at an enterprise with an assortment, consider the number of products produced during the year and the number of newly developed products.

Today, JSC "KISM" specializes in the production of a wide range of metal-cutting, measuring, auxiliary tools, pneumatic tools, molds, fixtures, special technological equipment, washing and drying units, test benches, special metal-cutting machines and spare parts for equipment, special equipment, parts and spare parts for KAMAZ vehicles (including power steering, water pumps, planetary gearboxes, etc.).

In 2003, the plant managed to win two tenders from the Russian Ministry of Emergency Situations and supplied this customer with more than 40 fire engines. In total, the plant has mastered the production of four modifications of this equipment. The plant also began to revive the range of machine tool manufacturing in terms of manufacturing new ones, modernizing existing machines and equipment, overhauling the machine tool fleet of the company’s factories, as well as third-party customers.

As has already been written about the manufactured products of OJSC "KISM", they can be combined into product groups. Thus, 8 consolidated areas can be distinguished: parts 802 of the model (parts and components of the KAMAZ vehicle); industrial electronics products for cars; tools and equipment; spare parts for technological equipment; industrial work; machine tool industry; special add-ons; MPS details.

Each of the directions is characterized by the peculiarities of its technological processes. Both KAMAZ and third-party consumers are represented in almost every direction. The exception is parts of the 802 model, which are supplied only to KAMAZ and parts of the Ministry of Railways, a third-party customer. These groups are characterized by a monopoly position of consumers. Each group occupies a certain share in the volume of commercial products produced and has its own growth rates and profitability.

Based on production volumes, the nomenclature can be ranked as follows (Table 2.2.1).

Table 2.2.1

Share in the total sales volume of AOA product groups

"KISM"

As you can see, about half of the production volumes are parts and components for KAMAZ vehicles (802 model), supplied to the conveyor and spare parts. Although this nomenclature is not core for the enterprise, according to the technical project. The development of this range was caused by the lack of orders for other types of products or their reduction, especially in the mid-90s, when KAMAZ OJSC was on the verge of stopping, and there was no talk of any development. Today this situation is gradually changing. KAMAZ develops and introduces new vehicle models that require preparation of production, production of equipment and tools, modernization and repair of equipment. That is, the plant-specific nomenclature.

In order to identify the leaders and outsiders of these groups, analyze the prospects for their development and draw conclusions about their strategic directions BCG analysis was performed.

Market growth rates (sales volume) and relative market share were considered as criteria when constructing the BCG analysis matrix (Table 2.2.2).

Market growth rates characterize changes in sales volumes, which were determined for each product through the growth rate index for the last period under review (2006-20007) (Table 2.2.2.). The growth rate index for each type of product was determined as the ratio of the volume of product sales for 2007. (current indicator) to the volume of its sales for 2006. (previous year) and was expressed in growth rates.

For example, the market growth rate for product No. 1 is 1.2 (Table 2.2.4.).

Table 2.2.2

Characteristics of the product portfolio of JSC "KISM"

In order to determine the relative market share for each product, an expert survey was conducted. In this case, the relative market share was determined through an expert survey, because information about the volume of sales of similar products from competing companies is a trade secret. The expert group included representatives of the following positions: head of the marketing and contracts department Mugerman R.B.; Deputy Head of the Marketing and Contracts Department Makarushin S.P.; project manager “Special equipment” Pankratoav A.S.; head of tool production Zorin A.V.; production manager at Spetsmash, Bogatyrev M.A.; Deputy Director of the Department of Repair and Maintenance of Process Equipment Krapivin I.S.; Chief Specialist for Strategic Development V.V. Arshinov

During the expert survey, the relative market share was determined for all product groups of manufactured products (Table 2.2.3).

Table 2.2.3

Relative market share of assortment groups of JSC "KISM"

Table 2.2.4

Initial data for constructing the BCG matrix

The following were used as the scale for assessing individual types of products:

Average market growth rate index, equal to the average value of market growth rates for individual products;

Relative market share is an average value ranging from minimum to maximum;

The diameter of the circle for the image was chosen in proportion to the share of production volume in the total sales volume;

Based on the initial data, a BCG matrix was constructed according to the nomenclature of JSC "KISM" (Fig. 2.2.1).

1.8 “DIFFICULT CHILDREN” “STARS”

"DOGS" "MILK COWS"

0 0,15 0,3 0,45 0,6 0,75 0,9 1,05 1,2 1,35 1,5 1,65 1,8 1,95 2,1 2,25 2,4

Figure 2.2.1. BCG matrix according to the nomenclature of JSC "KISM"»

As can be seen from the analysis matrix, the product range is distributed across 4 zones; let’s consider this distribution:

"Cash cows" Only “802 model” fell into this zone, that is, parts supplied to the main conveyor of KAMAZ OJSC. This group is characterized by fairly high growth dynamics and the largest share in the volume of TP output. It can be assumed that it is the main source of financing the growth and development of other product groups.

"Dogs". This zone includes 4 product groups: spare parts for technological equipment, industrial work, special equipment, tools and equipment. Let's look at each of the groups.

The obvious outsider is “spare parts”, which have negative growth dynamics and occupy the smallest share in the plant’s technological process. The production of this product range itself is characterized by the singularity and uniqueness of each order; high level of technological support and production preparation (tools and equipment, workpieces); long production cycle. Although, taking into account the physical wear and tear of equipment at enterprises in the technological chain, this area will be in much greater demand.

“Works of an industrial nature” also ended up at the bottom of the list in terms of growth dynamics and share in the volume of technical equipment. At the same time, the main decrease occurred in the provision of services to third parties. The main area of ​​work in this group is equipment repair. We cannot say that this type of service is not in demand, but the market is characterized by high competitiveness and concentration of consumers (industrialized cities and regions). And transportation over long distances is only beneficial for unique equipment that cannot be repaired by local organizations. This area is in demand from KAMAZ, which is characterized by stable demand and expected growth due to the modernization of equipment for new vehicle models.

"Special equipment." This is a relatively new area of ​​the plant’s activity, less than 5 years old. It is characterized by constant updating of the model range, due to the development and production of new types of specials. add-ons. Since 2004, the sales system for these products has changed. According to the decision of the shareholder, KAMAZ OJSC, sales were transferred to the Trade and Finance Company, the monopoly dealer of KAMAZ. Which led to sales through the dealer network, and not through personal sales, which is typical for the sale of such products, a narrow range of consumption (Ministry of Emergency Situations, Ministry of Defense, fire departments). In addition, in 2004, non-special equipment was implemented. equipment, only add-ons on toll chassis, which reduced sales volumes in ruble terms. In general, this area is a separate type of business, with its own unique product, technology and marketing (unlike other product groups). It has certain prospects for development, because Consumers increasingly need not standard cars, but various modifications to solve special problems, which is solved by installing appropriate equipment on a standard car chassis.

"Tools and equipment." A group that found itself on the very border with the “cash cows” zone. Apparently, within the framework of the study, it should be attributed to this zone. The reason is that the analysis is done through a comparison of volumes in ruble terms. But considering that the cost of the “802 model” consists of 40% of components and materials, and the “tools” of workers’ labor, comparable resources are spent on processing these groups.

"Difficult children." This zone includes 3 groups of product nomenclature: “industrial electronics products”, “machine tool industry”, “mechanical railway parts”. Let's look at each of them.

"Industrial electronics products." This direction appeared at the plant in the 2nd half of 2003, after the transfer of this function from the department of the chief mechanic of KAMAZ OJSC. If we compare the growth in volumes within the plant, it exceeded 2.3 times, but taking into account the six-month work, it amounted to 130%. The direction has sufficient potential for further development, but requires investment, both in the development of new products and the introduction of new technologies. Growth under existing conditions is only possible within the limits of increasing the production of trucks (the conveyor belt is the main consumer).

"Machine tool building". This direction was practically lost for the plant a few years ago. Now it is undergoing its revival, which is characterized by high growth rates, but a relatively small share in TP volumes. Requires investment in personnel, because the level of work is higher than in other groups.

"Details of the Ministry of Railways". A new direction in the plant's activities. Although technologically it differs little from the “802 layout”, the consumers here are repair enterprises of the Ministry of Railways. In 2005, the direction received further development, both in terms of the range of parts and volumes. To grow volumes, significant investments in equipment are required.

Based on the results of the BCG analysis, the ESU entered the “star” zone. In 2005, OJSC "KISM" began production of a new product, "Power Power Plants" (EPU). This decision was made in view of the development of a new market segment. Based on the results of the BCG analysis for two years of production of this product, a trend of increasing market growth rates and a high market share was revealed.

The conquest of KAMAZ OJSC of the Russian market share of electrical installations from 100 to 200 kW in 2005 amounted to 0.5% (Table 2.2.5).

Table 2.2.5

KAMAZ OJSC gaining a share of the Russian electrical installations market
from 100 to 200 kW in 2005

A graphical representation of KAMAZ OJSC gaining a share of the Russian market for electrical installations from 100 to 200 kW in 2005 is presented in Fig. 2.2.2.

Rice. 2.2.2. KAMAZ OJSC won a share of the Russian market for electrical installations from 100 to 200 kW in 2005

The conquest of KAMAZ OJSC of the Russian market share of electrical installations from 100 to 200 kW in 2006 amounted to 6.4% (Table 2.2.6).

Table 2.2.6

KAMAZ OJSC won a share of the Russian market for electrical installations from 100 to 200 kW in 2006

A graphical representation of KAMAZ OJSC gaining a share of the Russian market for electrical installations from 100 to 200 kW in 2006 is presented in Fig. 2.2.3.

Rice. 2.2.3. KAMAZ OJSC won a share of the Russian market for electrical installations from 100 to 200 kW in 2006

The conquest of KAMAZ OJSC of the Russian market share of electrical installations from 100 to 200 kW in 2007 amounted to 21.2% (Table 2.2.7).

Table 2.2.7

KAMAZ OJSC won a share of the Russian market for electrical installations from 100 to 200 kW in 2007

A graphical representation of KAMAZ OJSC gaining a share of the Russian market for electrical installations from 100 to 200 kW in 2007 is presented in Fig. 2.2.4.

Rice. 2.2.4. KAMAZ OJSC won a share of the Russian market for electrical installations from 100 to 200 kW in 2007

Based on the results of the analysis of the BCG matrix, the following conclusions can be drawn.

1. Almost all areas of activity are either promising for the plant or strategic for KAMAZ OJSC (related to the development of new vehicle models and technologies).

2. Three groups (RPH, special equipment, spare parts) located in the “dog” zone require separate study for strategic importance for KAMAZ, in order to make a decision on their liquidation (withdrawal from the plant territory), sale or concentration through the liquidation of such units at the factories of the complex (almost all factories have their own repair shops or areas).

3. Nomenclature groups that fall into the “problem children” zone require investment for their further development, which is confirmed by the forecast of demand growth from KAMAZ OJSC. The source can be “cash cows” and external investments within the framework of KAMAZ development programs.

4. “Cash cows” do not require significant investments, but the “tool” group has the prospect of losing growth rates, because Existing equipment and technologies do not allow manufacturing products in accordance with new requirements. Therefore, further development of this group is possible only by updating equipment and technologies. The “802 layout” group, which, from the point of view of the technical design of the plant, is not the main nomenclature, should be reduced in the future. This will free up capacity for promising areas.

5. Group "special" technology" is one of the main contenders for entering a separate type of business, taking into account its technological and marketing features.

In order to identify product items with the greatest economic significance for sale, an ABC analysis was carried out.

The purpose of ABC analysis is to determine the effectiveness of the assortment policy of OJSC "KISM" by identifying the degree of economic value of each product item. In the process of ABC analysis, all products are divided into three groups according to their value, that is, a hierarchical scale of goods is built with the maximum value with their minimum quantity.

The criterion for determining the economic value is the share of the product in the total sales volume. After determining the economic value, a calculation table is filled out. The list of assortment offers is contained in the table (Appendix 1).

Based on the results obtained, it is possible to determine the percentage of blocks A, B and C based on quantitative criteria. This relationship can be represented as pie chart. (Figure 2.2.5.)

Figure 2.2.5.Percentageratio of assortment items

Also, based on the initial data in the table (Appendix 1), a graph of the ABC analysis curve was constructed. (Fig. 2.2.6).

A B C

5 10 15 20 25 30 35 40

Item no.

Rice. 2.2.6. ABC analysis curve

Based on the constructed graph, it can be determined that block A includes goods located in the calculation table from positions 1 to 11, i.e. has 11 products. These products are of greatest interest because they have a higher share of income. The second block B contains products located from 9 to 25 positions in the table and there are 15 of them in the total. They occupy an average place in the total sales volume. Block C is the least promising and includes goods located in positions 25 to 38, i.e. 13 products.

The process of marketing industrial goods is characterized by fierce competition, which has several main manifestations. First of all, this is competition in planning the assortment and developing new samples that determine the composition of the product range offered by the company. In addition, it should be noted that there is competition in the prices at which goods are offered on the market, competition in the services offered to customers, competition in the areas of sales and the implementation of advertising programs. Of all the listed types of competition, the most important is competition in the field of product planning, the importance of which is increasing.

Each manufacturer has its own unique characteristics. Each has its own history, its own circle of leaders who determined the characteristics of the company’s growth, its own store of knowledge and skills, its own unique combination of means, production and labor, a different sales system from others, its own circle of contacts in the market, its own reputation. The indicated characteristics of the enterprise reflect both its strengths and weaknesses, which must be taken into account when making decisions about the configuration of the product range. One of management's responsibilities is to anticipate the most advantageous course of commodity policy for the foreseeable future.

Based on the analysis, the following recommendations are proposed aimed at improving the assortment in the selected group. Optimization is carried out in two directions - the reduction of economically unprofitable goods and the saturation of goods with the greatest economic value. But since the optimization process can negatively affect the richness of the assortment, which plays one of the most important roles in retail trade spare parts and components, it is necessary to form a minimum assortment. Summarizing all of the above, we can identify a sufficient range of problems of the enterprise in the organization and its assortment policy. The essence of the problem is that the company’s assortment policy is not optimized.

Thus, the improvement process can be divided into several stages:

1. The analysis showed that the goods included in group C are economically ineffective and have low demand. Basically, these goods are supplied to various enterprises of KamAZ OJSC and have long service life, which is why their sale in the short term causes difficulties. But we cannot ignore the fact that the need for these goods for production is of great importance. In this regard, it is proposed to produce goods included in group C, namely control devices, keys, PVA, SHVVP, TRV, PVA, PGVA on order. Production of parts to order will significantly reduce storage time in the warehouse, which will increase warehouse space for storing other types of products. In accordance with this, it is necessary to concentrate the attention of the marketing department on the sale of goods that were proposed to be produced to order. Information about manufactured goods to order can be posted on the company’s website. The website will also be an indispensable marketing tool. By conducting surveys, analysis and statistics, you can find out the preferences of potential customers and instantly respond to all changes in demand.

2. Based on the analysis, it can be determined that block A includes goods located in the calculation table from positions 1 to 11, i.e. has 11 products. These products are of greatest interest because they have a higher share of income. Based on this, it is proposed to diversify block A. It is proposed to diversify block A by saturating the group. Before this, it is also necessary to determine how the product got into block A; in this regard, it is proposed to saturate the group by increasing the supply options (i.e. increasing the depth of the group) of those items of goods whose sales volume is high. Also, saturation of the group can be done by adding components of a similar action and purpose, which should affect the increase in sales volumes.

4. In 2005, OJSC “KISM” began production of a new product, “Power Power Plants” (EPU). This decision was made in view of the development of a new market segment. Based on the results of the BCG analysis, the ESUs fell into the “star” zone. Over the two years of production of this product, a trend of increasing market growth rates and a high market share have been identified. To maintain the same growth rates and relative market share, it is proposed to increase production volumes. To increase production volumes it is necessary to expand production areas. Expansion of production space can be achieved by reducing the repair and installation workshop of technical equipment. Also, to increase production, it is necessary to purchase new equipment and attract ECS specialists. The purchase of new equipment implies the purchase of 3 test stands, 5 semi-automatic welding machines, and an increase in the tooling of workers. In connection with the expansion of production, it is necessary to attract new personnel: a process engineer (3 people), a foreman (1 person), a team of assemblers (12 people). To expand the production of ESUs, it will be necessary to increase purchases of diesel engines based on “Diesel Euro 2” by 20 more units.

To increase the volume of sales of electrical installations, centralized delivery can be introduced. In August 2004, the order of the State Duma of KAMAZ OJSC No. 241 dated July 19, 2004 came into force. for centralized delivery. But this order applied directly to KAMAZ vehicles. The purpose of introducing centralized delivery of cars to dealers is to develop a policy of uniform prices, strengthen control over the territorial distribution of cars and spare parts, and reduce defects that arise during the delivery of ECS to consumers. Centralized delivery has a stimulating effect on dealers in terms of developing new forms and methods of work.

Positive aspects of implementing centralized delivery:

– Long-term investment in your own future.

– Price equality (or a narrow price range) increases consumer confidence in a product, brand, manufacturer, seller (regional seller).

– The trend of transition of sales centers for electrical installations, bringing them closer to the territory of long-distance vehicle operation.

– The real connection of the client with the regional dealer, the strengthening of local dealer-consumer relationships provide the prerequisites for improving service and the final transition of the dealer to the acquisition of the enterprise.

– Redistribution of sales from “multi-brand” to “mono-brand” (KAMAZ only) dealers, i.e. the most devoted. Since, as a result of the transition to centralized delivery, sales are growing in remote regions where dealers specialize in one brand, therefore they are more interested in strengthening the position of power plants in their assigned territory.

– With the introduction of centralized delivery, the value of the brand “official dealer of JSC KISM” will increase significantly. There will be many more people wishing to become dealers of KamAZ OJSC, therefore, the requirements for them may be increased.

– Centralized delivery is a prerequisite for the transition of OJSC “KISM” to uniform prices “without bargaining”, without “cheating” in accordance with the progressive “Western” mentality as opposed to the “Eastern” one. This is especially important, since at present it is Western forms and methods of work that are exemplary for the consumer.

– There is a tendency for dealers to move from price competition to improving the quality of services.

The essence of the problem of assortment optimization is the planning of virtually all types of activities aimed at selecting products for future production and sale on the market and at bringing the characteristics of these products in line with consumer requirements. Formation based on planning of a product range is a continuous process that continues throughout the entire life cycle of a product, starting from the moment the idea of ​​its creation is conceived and ending with its withdrawal from the product program.

Assortment management involves coordinating interrelated activities - scientific, technical and design, comprehensive market research, organizing sales, service, advertising, and stimulating demand.

Thus, the above measures to optimize the assortment were proposed using the example of all assortment groups for the BCG analysis and one group that was selected for the ABC analysis. The implementation of such measures for all assortment groups of OJSC "KISM" can presumably help increase the efficiency of the assortment policy, since improving the assortment will lead, first of all, to reducing costs associated with operations for the acquisition and storage of economically unprofitable goods, and will also increase profitability the entire range as a whole.

3.2.Evaluation of the economic effectiveness of the proposed recommendations

We will calculate the costs of centralized delivery of ESG to the regions and the maintenance of Regional TFC sales centers in the cost of electrical installations, taking into account the capacity of markets in the regions that were opened on the basis of Regional Trading Houses at the first stage of the program. We summarize the calculation results in Table 3.2.1.

Table 3.2.1

Calculation of costs for centralized delivery of ECS to the regions

The average price of an ESU (excluding VAT) is RUB 478,349.

The average cost of ESU delivery is 15,906 rubles.

The share of delivery costs in the ESU price is 3.3%. (delivery cost of the electrical installation divided by the average price of the electrical installation).

The average monthly cost of maintaining one branch is 327.0 thousand rubles.

The average monthly cost of maintaining one Trading House is 138.3 thousand rubles.

The average monthly cost of maintaining the first 8 Trading Houses will be 1106.4 thousand rubles.

The average monthly cost of maintaining 4 branches of TFC is 2,616 thousand rubles.

The share of the costs of maintaining 8 Trading Houses in the price of the ESU is 0.13% (the price of the electrical installation divided by the costs of maintaining the Trading Houses), the calculation for the branches of TFC is similar.

The share of costs for maintaining 4 branches of TFC in the ESU is 0.31%.

The total share of costs in the price of an electrical installation when creating the first stage of Trading Houses is 2.13%.

The total share of costs in the price of an electrical installation when creating branches is 2.31%.

So, an increase in the price of an electrical installation by only 2.5% will cover the cost of implementing a new sales system and centralized delivery of ECS to the Regional Sales Centers (Trading Houses) of OJSC TFC KAMAZ in the regions.

At the same time, in 2006, KAMAZ OJSC was forced to cease operations of most of its branches and trading houses located in the above-mentioned regions. This event is due to a decrease in transparency in the work of these enterprises, the lack of reliable information about their economic activities, as well as a number of other circumstances that explain the actions of the parent company. Since OJSC "KISM" plans to increase the volume of sales of electrical installations in 2009 by 20%, in this regard, we will predict the effectiveness of the implementation of the program for the centralized delivery of electrical installations of OJSC "KISM" for 2009. To do this, we will carry out a calculation similar to Table 3.2.1, taking into account adjustments to the quantities used in the calculations (Table 3.2.2).

Table 3.2.2

Calculation of costs for centralized delivery of cars to the regions for 2009

Initial data for calculating costs and the calculation itself (excluding VAT):

The average price of an electrical installation (excluding VAT) is 478,349 rubles.

The average delivery cost is RUB 29,914.27.

The share of delivery costs in the price of the electrical installation is 6.2%. (delivery cost of the electrical installation divided by the average price of the car).

The average monthly cost of maintaining one branch is 1,058.82 thousand rubles.

The average monthly cost of maintaining one Trading House is 1039.9 thousand rubles.

The average monthly cost of maintaining one Regional warehouse is 153.41 thousand rubles.

The average monthly cost of maintaining 2 Trading Houses will be 2079.8 thousand rubles.

The average monthly cost of maintaining 5 branches of TFC is 5294.1 thousand rubles.

The average monthly cost of maintaining 5 Regional TFC warehouses is 767.07 thousand rubles.

The share of costs for maintaining 2 Trading Houses in the price of a car is 0.003% (the price of a car divided by the costs of maintaining Trading Houses for the annual market capacity), the calculation is similar for branches and Regional warehouses of TFC.

The share of costs for maintaining 5 branches of TFC in the price of an electrical installation is 0.0001%.

The share of costs for maintaining 5 branches of Regional warehouses in the price of an electrical installation is 0.007%.

The total share of costs in the price of an electrical installation when creating the first stage of Trading Houses is 3.303%.

The total share of costs in the price of a car when creating branches is 3.3001%.

The total share of costs in the price of an electrical installation when creating Regional warehouses is 3.307%.

The total share of costs is calculated as the sum of the share of delivery costs in the price of the electrical installation and the share of the costs of maintaining Trading Houses in the price of the electrical installation.

So, an increase in the price of the electrical installation by 3.4% will cover the amount of costs when introducing a new sales system and centralized delivery of vehicles to the Regional Sales Centers of OJSC TFC KAMAZ in the regions.

Thus, the introduction of a new sales system for electrical installations and their centralized delivery will also make it possible to expand the sales market and increase sales of spare parts. The sales market will increase due to the fact that Regional Trading Houses selling ECS ​​will provide pre-sale preparation and service services, using branded KAMAZ spare parts, thereby reducing the share of the “gray” market.

Sales volume will also increase due to an increase in bandwidth Spare parts center of OJSC TFC KAMAZ. Due to the current predominance of small orders, the Spare Parts Center is physically unable to cope with the shipment of all orders in an extremely short time - buyers go to alternative sellers and “gray” manufacturers of spare parts.

A similar principle applies to centralized delivery. spare parts However, due to the specific nature of sales of spare parts, it is not practical to set a single price for them in all regions. The difference in unit price of a spare part in different regions is less noticeable than the difference in cars. The main thing here is the assortment, as well as the quality guarantee by the manufacturer. The pricing policy should be based on the capabilities of each specific region, but should not contribute to the redistribution of spare parts between them.

Conclusions and offers

One of the most important in the company’s activities is the policy of rational formation of the product range. Forming an assortment is a complex and lengthy process that requires an in-depth analysis of scientific and technical information in the field of development of goods and services, market research and generalizations, and a substantive study of the total potential of the enterprise and its components. Such tasks should be solved at the level of senior management, however, the preparation of the materials necessary for this is the prerogative of lower divisions. The enterprise must, first of all, determine a detailed list of products produced and sold by type, type, grade, brand and size, that is, assortment.

During the work, the following conclusions were made:

1. Having considered the goal, objectives and purpose of the assortment policy and identifying the main factors influencing it, it can be argued that the assortment policy allows the enterprise to ensure the competitiveness of its products in the market.

Having studied the principles of forming an assortment policy, we can conclude that the use of the fundamental principles of assortment management allows an enterprise to plan costs and develop new directions in the direction of expanding or reducing the assortment.

2. Almost all areas of activity are either promising for the plant or strategic for KAMAZ OJSC (related to the development of new vehicle models and technologies). Three groups (RPH, special equipment, spare parts) located in the “dog” zone require separate study for strategic importance for KAMAZ, in order to make a decision on their liquidation (removal from the plant territory), sale or concentration through the liquidation of similar units at the plants complex (almost all factories have their own repair shops or areas). Nomenclature groups that fall into the “difficult children” zone require investment for their further development, which is confirmed by the forecast of demand growth from KAMAZ OJSC. The source can be “cash cows” and external investments within the framework of KAMAZ development programs. “Cash cows” do not require significant investments, but the “tool” group has the prospect of losing growth rates, because Existing equipment and technologies do not allow manufacturing products in accordance with new requirements. Therefore, further development of this group is possible only by updating equipment and technologies. The “802 layout” group, which, from the point of view of the technical design of the plant, is not the main nomenclature, should be reduced in the future. This will free up capacity for promising areas. Group "special" technology" is one of the main contenders for entering a separate type of business, taking into account its technological and marketing features.

3. Based on the ABC analysis, it can be determined that block A includes goods located in the calculation table from positions 1 to 9, i.e. has 9 products. These products are of greatest interest because they have a higher share of income. The second block B contains products located from 9 to 24 positions in the table and there are 14 of them in the total. They occupy an average place in the total sales volume. Block C is the most unpromising and includes goods located from positions 24 to 38, i.e. 14 products.

Based on the results of the study, the following recommendations were developed for the rational formation of the assortment policy of OJSC “KISM”:

1. The analysis showed that the goods included in group C are economically ineffective and have low demand. Basically, these goods are supplied to various enterprises of KamAZ OJSC and have long service life, which is why their sale in the short term causes difficulties. But we cannot ignore the fact that the need for these goods for production is of great importance. In this regard, it is proposed to produce goods included in group C, namely control devices, keys, PVA, SHVVP, TRV, PVA, PGVA on order. Production of parts to order will significantly reduce storage time in the warehouse, which will increase warehouse space for storing other types of products.

2. Based on the analysis, it can be determined that block A includes goods located in the calculation table from positions 1 to 11, i.e. has 11 products. These products are of greatest interest because they have a higher share of income. Based on this, it is proposed to diversify block A. It is proposed to diversify block A by saturating the group. Before this, it is also necessary to determine how the product got into block A; in this regard, it is proposed to saturate the group by increasing the supply options (i.e. increasing the depth of the group) of those items of goods whose sales volume is high.

3. Based on the analysis carried out by BCG, the production of spare parts for the Ministry of Railways fell into the “problem children” zone, but at the same time it has high growth rates and an average relative market share. In order to establish whether this category of goods could turn into “stars” with investment, it is necessary to conduct additional research.

4. Based on the results of the BCG analysis, the ESUs fell into the “star” zone. Over the two years of production of this product, a trend of increasing market growth rates and a high market share have been identified. To maintain the same growth rates and relative market share, it is proposed to increase production volumes. To increase production volumes it is necessary to expand production areas. Expansion of production space can be achieved by reducing the repair and installation workshop of technical equipment. Also, to increase production, it is necessary to purchase new equipment and attract ECS specialists. To increase the volume of sales of electrical installations, centralized delivery can be introduced. In August 2004, the order of the State Duma of KAMAZ OJSC No. 241 dated July 19, 2004 came into force. for centralized delivery. But this order applied directly to KAMAZ vehicles. The purpose of introducing centralized delivery of cars to dealers is to develop a policy of uniform prices, strengthen control over the territorial distribution of cars and spare parts, and reduce defects that arise during the delivery of ECS to consumers. Centralized delivery has a stimulating effect on dealers in terms of developing new forms and methods of work.

Thus, the above measures to optimize the assortment were proposed using the example of all assortment groups for the BCG analysis and one group that was selected for the ABC analysis. The implementation of such measures for all assortment groups of OJSC "KISM" can presumably help increase the efficiency of the assortment policy, since improving the assortment will lead, first of all, to reducing costs associated with operations for the acquisition and storage of economically unprofitable goods, and will also increase profitability the entire range as a whole.

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Annex 1

Initial data for constructing the ABC curve

Introduction.

Assortment policy is one of the most important areas of marketing activity for each enterprise. This direction is especially important in the current conditions of transition to a market economy, when consumers place increased demands on the product in terms of quality and assortment, and everything depends on the efficiency of the enterprise’s work with the product produced. economic indicators organizations and market share. As world experience shows, leadership in competition goes to those who are most competent in assortment policy, master the methods of its implementation and can manage it most effectively.

In this course work, a study of assortment and product policy is carried out using the example of Lyudmila LLC. Elements such as characterization, analysis and evaluation of the assortment, as well as the development of recommendations, are considered.

Relevance of the chosen topic course work obvious, since with the right choice of assortment policy of a trading enterprise, the demand of its consumers will be maximally satisfied and, ultimately, the enterprise will be profitable.

The purpose of the work predetermined the formulation and need to solve the following interrelated research problems:

Master sufficient theoretical knowledge in the field of assortment and marketing policy;

Determine the features of the formation of a product range at an industrial enterprise;

Analyze the assortment and marketing policy of Siluet LLC and develop recommendations for the formation of the enterprise’s assortment policy;

The object of this study is Siluet LLC, and the subject is the assortment, its characteristics and the formation of the enterprise’s assortment policy.

The scientific novelty of the study is as follows:

Based on a generalization of existing approaches and clarification various options the concepts of “assortment”, “nomenclature”, “product assortment”, “policy”, as well as an analysis of their essential content, a definition of “assortment policy” is derived;

Classification characteristics of factors that must be taken into account when forming an assortment have been identified, and they have been ranked by priority;

General and specific principles necessary for making decisions in the field of formation and planning of the enterprise’s assortment are formulated, allowing to build a production program;

An indicator of balance has been proposed, characterizing the degree of harmony of the assortment at the enterprise and its compliance with the goals of the enterprise;

A methodology for analyzing the assortment has been developed and the features of the process of updating the assortment at industrial enterprises have been identified;

An algorithm for forming an assortment policy and an approach to assessing its effectiveness are proposed.

The practical significance of the work lies in the development of recommendations for the formation of an enterprise’s assortment policy.

Chapter 1. Theoretical aspects of the formation of an enterprise’s assortment policy.

1.1 Concept of assortment, types and classification.

The set of goods offered by a manufacturer on the market is called assortment.

Nomenclature, or product range, is the entire set of products produced by the enterprise. It includes various types of goods. The type of product is divided into assortment groups (types) in accordance with functional features, quality, and price. Each group consists of assortment items (varieties or brands), which form the lowest level of classification. A wide range allows you to diversify products; cater to different consumer requirements and encourage one-stop shopping. At the same time, it requires the investment of resources and knowledge in various product categories.

A deep assortment can satisfy the needs of different customer segments for one product; maximize the use of space in retail outlets; prevent the emergence of competitors; offer a range of prices and encourage dealer support. However, it also increases the costs of holding inventory, modifying products, and fulfilling orders. In addition, certain difficulties may arise in differentiating between two similar product lines. Typically, comparable assortments are easier to manage than disparate assortments. It allows an enterprise to specialize in marketing and production, create a strong image and ensure stable relationships in distribution channels. However, excessive concentration can make the enterprise vulnerable to threats from the external environment, fluctuations in sales, and slowing growth potential due to the fact that the entire emphasis is on a limited range of products. Nomenclature literally means a list of names. Thus, the product range is a list of names of products manufactured by the enterprise. As for the product range, this is a list of groups of goods offered by a specific seller. The seller can offer customers products from one or many manufacturers, using the product range of each of them in full or in part. Nomenclature as an economic category has a consolidated character. We can talk, for example, about men's, women's or children's shoes, bedroom or dining sets, televisions or tape recorders, caramel or chocolate. Essentially, these are assortment groups, and the product range is a list of assortment groups of products or goods. Product range literally means a selection of items, a set of their names according to some characteristics. From this point of view, the range can be simple or complex, narrow or wide. This classification provides for the identification of groups of homogeneous products or goods based on type, variety, brand, etc. Assortment groups are formed within which items have a certain similarity. And it is also possible to distinguish between product range and product range. Group assortment products shows a list of enlarged product groups that make up the product range. So, a grocery store can sell gastronomic and grocery products, and a sporting goods store can sell summer and winter sports equipment. Species assortment goods reflects the presence of a number of types in a group of goods. For example, dairy products may contain kefir, cream, cottage cheese, etc. Men's footwear includes such concepts as boots, boots, shoes, sandals. Intraspecific assortment goods represents varieties of products, dividing the type into parts. Thus, cottage cheese can be of different degrees of fat content, samovars can be of different capacities, shoes can be of different styles, fabrics can be of different colors, etc. The intraspecific assortment of goods may have different depths of development and detail. In this sense, we can talk about the degree of complexity of the assortment. For example, medications used for a specific human disease can be presented for external or internal use, in the form of tablets or liquids, have different packaging, packaging, etc. For industrial enterprises, the production range of products is established, for commercial enterprises - trade assortment of goods. The first of them reflects the specialization of the enterprise and serves as the basis for concluding supply contracts. In the second case, there are grounds to judge the extent of the ability of a trading enterprise to satisfy the needs of the population and distinguish between specialized and universal trading enterprises. With good reason, the stated provisions on the nomenclature and range of products can be attributed to the performance of work and the provision of services, in relation to which groups, types, and subtypes of products are also distinguished. Planning the nomenclature and range of products can and should be based on the entrepreneur’s knowledge of the needs of the market and its state. Such knowledge is achieved as a result of activities called marketing. There are many definitions used in marketing at different times and by different authors. Taken together, all of them, despite the variety of formulations, come down to one judgment - market research, demand analysis, sales forecast, ensuring the most complete satisfaction of social needs. Satisfaction, in turn, is achieved by the development and production of new products that meet current demand, the establishment of product sales communications, and the creation of service services that accompany the process of using the product. The product range includes certain types of goods. The type of product is divided into product groups in accordance with functional features, quality and price. For example, book publications can be divided into the following assortment groups: scientific literature, popular science, industrial and instructional, educational, program and methodological, fiction, children's, official documentary, reference, socio-political literature. Each assortment group consists of assortment items, which are the simplest unit of structure. For example, educational literature is divided into textbooks and teaching aids.

Product range characterized by breadth (number of assortment groups), depth (number of items in each assortment group) and comparability (the relationship between the offered assortment groups in terms of consumer community, end use, distribution channels and prices). Formation of an assortment is the problem of selecting specific products, their individual series, determining the relationships between “old” and “new” products, single and serial production, “knowledge-intensive” and “ordinary” goods, embodied goods, licenses and “know-how”. When forming an assortment, problems arise in establishing a pricing policy, requirements for product quality, determining guarantees and the level of service, etc. It is also important to determine whether the manufacturer is going to play the role of a leader in creating fundamentally new types of products or is forced to follow other manufacturers.

The formation of the assortment is preceded by the development of an assortment concept by the enterprise. It represents the targeted construction of an optimal assortment structure, product offering, while, on the one hand, the consumer requirements of certain groups (market segments) are taken as a basis, and on the other hand, the need to ensure the most efficient use of raw materials, technological, financial and other resources by the enterprise in order to produce products at low costs.

Classification of assortment.

The product assortment of a retail enterprise differs in its structure from the assortment of a wholesale company, namely in that it can combine different groups of goods (food, electronics, furniture, household chemicals, watches, etc.), while wholesalers have to one degree or another, specialization. By breadth, the assortment is divided into:

wide range (1-100 thousand items);

limited range (

narrow assortment (

specialized assortment.

When making decisions on the assortment, it is necessary to take into account the degree of proximity between goods of different product groups, the capabilities of the enterprise (financial, personnel, warehouse, etc.), customer requirements, and the presence of competitors. From a financial point of view, the formation of the assortment takes into account the turnover of goods, the size of turnover and the profit received. The range is expanded for several reasons, including:

1. for some products of the main range it is necessary to have complementary products (complementary products);

2.the activity of a wholesale company with this assortment is unprofitable (low turnover);

3. other marketing tasks are solved: new products are promoted, the enterprise switches to larger retail segments, etc.

As an example in Fig. Figure 1 shows the dependence of the type of retail enterprise on the assortment structure.

Rice. 1 Examples of the dependence of the type of retail enterprise on the assortment structure.

Based on the classification of types of product range discussed above, as well as the characteristics of the product itself and the tasks set by the store owners, the following types of retail enterprises can be distinguished. Specialty stores offering a narrow but rich assortment that can satisfy the specific needs of the buyer. The structure of the assortment can be aimed both at a wide offer of different options for one type of product (stores selling bicycles, tennis equipment, jeans, etc.), and at meeting the needs of a narrow segment of consumers (a store for newborns, a clothing store for tall people etc.). Department stores offer a wide range of, primarily, non-food products. Located in prestigious locations in the city, department stores attract a large number of customers. In general, department stores are characterized by an average level of service with average and high prices for goods. To increase turnover, department stores are developing food sales and also renting out part of their retail space to independent retailers. Universal food stores (Bantams, department stores, supermarkets, hypermarkets) differ in the breadth of their assortment and the area of ​​their sales floor. This Russian legislation does not define the rules for dividing stores into certain types, so a department store can have its own name (market, minimarket, supermarket, etc.). Achieving correspondence between the structural and assortment supply of goods by an enterprise and the demand for them is associated with determining and forecasting the assortment structure. A forecast of the assortment structure for a long-term period, which would take into account such important features of the product for the consumer as aesthetic characteristics, exact dimensions, and a specific price, is unlikely. The point is not in detailing the assortment according to consumer properties (for example, in terms of colors, product sizes, price ratios), but, for example, in the optimal variety of assortment according to certain criteria (types of televisions, sets of kitchen utensils, appropriate price gradations, etc. .) with a view to specific groups (segments) of consumers. Only the development trend of the assortment is predicted (and more precisely, the assortment structure of demand and product supply). Thus, it is possible to determine what variety of televisions will meet the requirements of different consumer groups, but it is unrealistic to predict the need for specific models (with a set of specific properties) for the future. These forecasts, taking into account the influence of the factor of interchangeability of goods, must be considered in conjunction.

The forecast of the assortment development trend should show such a trajectory of process development that will ensure the achievement of the planned compliance of the enterprise's product offering with the changing assortment structure of demand in the market in the future. So, the essence of the problem of forming an assortment is planning almost all types of activities aimed at selecting products for future production and sale on the market and bringing the characteristics of these products into line with consumer requirements. Formation based on planning of a product range is a continuous process that continues throughout the entire life cycle of a product, starting from the moment the idea of ​​its creation is conceived and ending with its withdrawal from the product program. Assortment management involves coordinating interrelated activities - scientific, technical and design, comprehensive market research, organizing sales, service, advertising, and stimulating demand. The difficulty in solving this problem lies in the difficulty of combining all these elements to achieve the final goal - optimizing the assortment taking into account the strategic market goals set by the enterprise. If this cannot be achieved, then it may turn out that the assortment will begin to include products developed more for the convenience of the production departments of the enterprise rather than for the consumer. From the point of view of the marketing concept, this is directly contrary to what needs to be actually done. The tasks of planning and assortment formation are, first of all, to prepare a “consumer” specification for the product, transfer it to the design department, and then ensure that the prototype is tested, modified if necessary, and brought to the level of consumer requirements. In other words, in the formation of the assortment, the final say should belong to the heads of the enterprise’s marketing service, who must decide when it is more appropriate to invest in product modification, rather than incur additional increasing costs for advertising and selling an obsolete product or reducing its price. It is the head of the enterprise's marketing service who must decide whether the time has come to introduce new products to the range to replace existing ones or in addition to them.

The formation of an assortment, as practice shows, can be carried out using various methods, depending on the scale of sales, the specifics of the products being manufactured, the goals and objectives facing the manufacturer. At the same time, they are united by the fact that assortment management is usually subordinate to the head of the marketing service. In certain cases, it is advisable to create a permanent body chaired by the general director (his deputy), which would include the heads of leading services and departments of the enterprise as permanent members. His the main task- making fundamental decisions regarding the assortment, including: withdrawal of unprofitable types of products, their individual models, standard sizes; determining the need for research and development to create new and modify existing products; approval of plans and programs for the development of new or improvement of existing products; allocation of financial resources for approved programs and plans. The pressing question for the manufacturer is whether it is necessary to develop a standard product suitable for all selected markets, or to adapt it to the specific requirements and characteristics of each individual segment, creating for this a certain number of modifications of the basic product. Both cases have their pros and cons. So, although the creation of a standard product, uniform for all markets, is very tempting, it is practically impossible. At the same time, the differentiation policy does not justify itself economically where market conditions allow for partial or complete standardization (universalization) of the product. The benefits of this kind of standardization of goods include: reduction in costs of production, distribution, sales and service; unification of marketing mix elements; acceleration of return on investment, etc. Incomplete use (in comparison with differentiation) of the potential market opportunities, insufficiently flexible marketing response to changing market conditions in this case hinder innovation.

Product modification makes it possible to more fully use the “absorbing” capabilities of markets, taking into account the specifics of their requirements in certain regions of the country and foreign countries, to fill those product niches where there is no competition or it is insignificant. However, determining such a direction in the assortment strategy is an expensive matter associated with the need to modernize and expand production capacities, diversify and rebuild the sales network and, of course, expand the marketing mix. Ultimately, the use of standardization, differentiation, or a combination of these depends on the specific operating conditions of the manufacturer and is determined by the final result - the level of economic efficiency of sales and its volume achieved using these methods. Another important element of the assortment and product policy in general is the removal of ineffective products from the program. Goods that are obsolete and economically ineffective, although perhaps in some demand, may be confiscated. The decision to remove or retain a product in the enterprise program is preceded by an assessment of the quality of the performance of each product on the market. In this case, it is necessary to take into account combined information from all markets where they are sold in order to establish the real sales volume and the level of profitability (profitability) in dynamics that each of its products provides to the manufacturer. Thus, the manufacturer must organize systematic monitoring of the product’s behavior on the market and its life cycle. Only under this condition will complete and reliable information be obtained, allowing you to make the right decisions. To facilitate solving the problem, you should have a methodology for assessing the position of the product in the various markets where the enterprise operates, and the methodology should be relatively simple. Making the final decision to withdraw a product from the program or to continue its sale can be simplified if, already at the product development stage, quantitative requirements for it are established: the level (standard) of payback, sales volume and/or profit (taking into account the full cost of resources).

If a product ceases to meet these criteria, then the nature of the decision to seize it is thereby predetermined. A product that has exhausted its market potential and is not withdrawn from the production program on time brings large losses, requiring expenditures of funds, effort and time disproportionate to the results obtained. Therefore, if the manufacturer does not have a clear system of criteria for removing goods from the production and sales program and does not systematically analyze the goods being manufactured and sold, then its assortment will inevitably be “overloaded” with ineffective products with all the ensuing negative consequences for the manufacturer.

1.2. The concept of assortment formation. Features of assortment formation, elements of assortment planning.

Assortment planning technology has the following initial conditions:

The formation of the assortment is preceded by the development of an assortment concept by the enterprise. It represents the targeted construction of an optimal assortment structure and product offering, while taking as a basis the consumer requirements of certain groups and the need to ensure the most efficient use of raw materials, technological and other resources by the enterprise in order to produce products at low costs. The assortment concept is expressed in the form of a system of indicators that characterize the optimal possible development of the production range of a given type of product. These include: a variety of types and varieties of goods, the frequency of updating the assortment, the level of price ratio for goods of a given type, etc. The goal of the assortment concept is to orient the enterprise towards the production of goods that correspond to the structure and variety of customer demand.

Target orientation and the art of planning are manifested in the embodiment of the real and potential capabilities of the enterprise into a certain combination of products that satisfy the buyer's needs and make a profit.

Features of assortment formation.

When forming an assortment, the main principle of selecting goods for sale should be mandatory testing of the first batches of new products. The sale of traditional goods and goods received through barter should act as an auxiliary function of sales (although this does not exclude a significant share of such goods in the sales structure).

Thus, in general, the range of goods sold through a company store should consist of the following groups of product receipts:

trial batches of new products (main group);

traditional (previously tested) products of a given enterprise (association);

goods received through barter, i.e. from other enterprises (associations) producing related or additional types goods;

related products.

The assortment for the listed groups should be compiled based on the prevailing function of ensuring the testing of new products and studying demand. The remaining groups are formed based on the results of a previously conducted study of demand in order to compile an assortment.

The main elements (or phases) of product range planning are:

1) identifying current and potential (unsatisfied) customer needs; analysis of the ways of using the relevant products, as well as the characteristics of the behavior of buyers (consumers) in this market segment;

2) evaluation of competing analogue products from the same angle;

3) analysis of consumer assessments of the quality of manufactured products, i.e. determining the degree of their compliance with the needs of buyers (consumers) in terms of the ability to satisfy a specific need in functional and aesthetic terms;

4) determining which products should be added to the current product range and which products should be excluded from it for reasons of insufficient profitability, obsolescence, decreased competitiveness, etc. This also includes deciding whether production should be diversified into areas that go beyond the existing specialization;

5) consideration of proposals for the development of new products, improvement of developed products, as well as new methods and areas of application of manufactured goods;

6) developing specifications for new or improved products in accordance with customer requirements;

7) study, with the help of specialists in scientific and technical products and developments, the prospects for the production of new or improved products, including issues of prices, costs and profitability;

8) testing of products with the involvement of potential consumers to identify their compliance with consumer demand across the entire range of key indicators: quality, appearance, strength, ease of use, trouble-free operation; packaging, price, consumer value;

9) development of special recommendations for product manufacturers regarding its quality, size, name, price, packaging, maintenance, etc. in accordance with the results of testing, trial sales, etc.;

10) preparation of recommendations for the sales of products, including: determining the timing and schedule for introducing a new or improved product to the market, the scale and initial form of its implementation (for example, only test sales in specially selected cities, development of individual regional markets, or direct entry into the national market ), product sales plans, development of a program for advertising campaigns and other sales promotion activities.

It is important to keep in mind that product range planning is a continuous process that continues throughout the entire life cycle of a product, from the inception of an idea to its removal from sale.

Conclusions.

In market conditions, the formation of an assortment is one of the most important conditions for organizing the effective operation of an enterprise. The formation covers all the main areas of its production and economic activities - sales, finance, production, procurement, scientific and design developments, which are closely interconnected. This activity is based on identifying and forecasting demand, analysis and assessment of available resources and prospects for the development of economic conditions. This implies the need to link the formation of the assortment with marketing and control in order to constantly adjust production and sales indicators following changes in market demand. Forming an assortment is the first and main step in the strategic planning of a company’s presence in the market. Product policy presupposes certain targeted actions of the commodity producer or the presence of premeditated principles of behavior. It is designed to ensure continuity of decisions and measures for the formation of the assortment and its management; maintaining the competitiveness of goods at the required level; finding the optimal products for product niches(segments); development and implementation of packaging, labeling and product servicing strategies. A well-thought-out product policy not only allows you to optimize the process of updating the product range, but also serves as a kind of indicator for the management of the enterprise of the general direction of actions that can correct current situations.

2.1. Characteristics of the enterprise LLC "Lyudmila"

The limited liability company was adopted in accordance with the law with Article 87-94 of the Civil Code and Federal law dated February 8, 1998.

LLC "Lyudmila" is located at the address: Kineshma, st. Lenina, 56. The trading enterprise has a seal with its name, brand name (symbols). The company is liable for its obligations only within the limits of its property. The main goal of the Company is to make a profit from revenue.

The main activities of the trading enterprise are:

organization of clothing trade;

carrying out commodity exchange operations;

purchase and sale of goods;

free service for customers to customize products according to their figure.

Pricing is formed in accordance with current legislation. The authorized capital of the Company is 406,353 rubles.

The store serves a contingent of customers with different income levels. Mainly targeted at middle-income buyers.

The trading organization has a very convenient location, as there are two schools, a clinic, a stadium, a concert hall, a savings bank nearby, grocery store. This means that there will always be buyers there.

The trading area of ​​the Lyudmila store is 757.3 m2. There are two storage rooms, a pantry, a toilet, a kitchen with a total area of ​​101.8 m2, the area occupied by the administration is 35.1 m2. The sales area is 620.4 m2.

The Lyudmila store occupies the first floor of a five-story hall.

The use of commercial equipment is related to the total area, the layout of the main premises, the characteristics of the goods, and the form of sale. Wall panels, grilles, counters, brackets, glass display cases, and mannequins are used in the sales area. In the utility rooms, the following equipment is used: counters for storing packaged goods, racks, brackets, and hangers. All commercial equipment used in the store meets economic, ergonomic, and aesthetic requirements. Nowadays there is a wide choice of commercial equipment, but unfortunately not every manager of an organization will allow you to have modern equipment in your store. The Silhouette store tries to update so that consumers are satisfied with the appearance of the store. The enterprise unloads, transports goods, receives them in quantity and quality, stores, prepares for sale, sells. The main activity of the enterprise is related to the sale of goods and customer service, selection , payment for goods, etc.

As of 01/01/08 Retail trade turnover amounted to 5,777,290 rubles. The average monthly turnover of the store is 481,440 rubles. Over the eight-year life of the store, 10,540 people made purchases, an average of 2,900 people per month. The store works with Gazenergo Bank, so you can get a loan without much difficulty.

90% of goods are purchased in cash. The rest of the goods are accepted for sale by suppliers.

The store is divided into two departments: “Men’s” and “Women’s”

Lyudmila LLC employs 33 people. Of them:

18 people - sellers,

3 people – accountants,

1 person – economist,

1 person – lawyer,

1 person – driver,

2 people – cleaners,

1 person – janitor,

3 people – seamstresses,

2 people – electrician,

1 person – handyman.

The operating mode is optimal, since the main factors were taken into account when compiling it; the volume of consumer flows in the area of ​​its activity and their distribution during the day provides for the most convenient start and end hours for the population. The schedule for going to work is rational, because the working hours stipulated by labor legislation are observed. Time is provided for preparatory and final work, including it in work time, ensures a rhythmic alternation of work and rest for workers during the day. The Lyudmila LLC store practices a labor quality management system for employees. To achieve this, employees undergo advanced training courses and weekly sales classes. The quality of work of sales workers is recorded daily and carried out by the heads of the “Men’s” and “Women’s” departments. The quality of work of managers is assessed by the director and his deputy. The use of this system makes it possible to objectively evaluate the work of each employee and provide the correct material incentives, which is expressed in a cash bonus - 15% of the employees’ salary. When the level of labor quality decreases, as a rule, this is due to employees not fulfilling their functions, violation of labor discipline, poor customer service and other omissions in work, disciplinary punishments are applied to employees in the form of deprivation of bonuses, and in extreme cases, dismissal. The structure of the management apparatus of a trading enterprise appears to be a linear system. It involves the direct subordination of all categories of employees to the head of the organization.

LLC "Lyudmila" trades in men's and women's clothing and accessories. The main regular suppliers of Lyudmila LLC are: Upgride LLC, Oka LLC, trading house"LTD", LLC "Dolphin", etc.

LLC "Lyudmila" trades in men's, women's, and children's clothing. The range of women's clothing is presented in the following groups: suits from 2520 to 7420 rubles, knitwear from 900 to 3960 rubles, demi and winter coats from 1200 to 10,000 rubles, blouses from 850 to 2500 rubles, bags from 3500 to 8000 rubles, scarves from 150 to 2000 rubles, shoes from 3,000 to 9,000 rubles. The range of men's clothing is presented in the following groups: suits from 1500 to 15340 rubles, knitwear from 1400 to 6940 rubles, shirts from 270 to 1370 rubles, underwear from 150 to 1030 rubles, deme and winter coats from 2570 to 14980 rubles, leather outerwear from 2500 up to 26,000 rubles. The level of profitability of the trading enterprise Lyudmila LLC is determined by the ratio of profit to turnover. Profitability shows the percentage of profit in turnover. This level of profitability should not be calculated based on the entire (balance sheet) profit, but only on the profit from the sale of goods, since non-operating income, expenses and losses are not directly dependent on changes in the volume of trade turnover. The profitability of sales is directly dependent on the level of gross income located at the location of the trading enterprise and inversely dependent on changes in the level of distribution costs. For the trading enterprise it amounted to 88.8% of turnover and increased compared to the plan by almost double the turnover and by 12.2% of the turnover compared to last year.

The level of profitability of sales for individual products and product groups is not the same.

The amount of profit, in turn, depends on a number of factors (changes in the volume of trade turnover, levels of gross income and distribution costs, amounts of profit and loss from the sale of other assets, non-operating income, expenses and losses).

Exceeding the turnover plan led to an increase in profits of 2,520,000 rubles. Consequently, overfulfillment of the turnover plan led to an increase in the level of return on operating capital by 0.50%.

Profitability indicators are calculated based on profit from sales of goods, balance sheet and net profit, which makes it possible to study the impact components profits and its use on the profitability of the work of Lyudmila LLC.

The trading enterprise LLC "Lyudmila" achieved high rates of profitability growth, both compared to the plan and in dynamics. This indicates the strengthening of its financial stability. However, it is necessary to point out the high level of profitability of sales, which is 88.8%. The enterprise is stable, developing, solvent, and makes timely payments. It has no debts to the budget or its suppliers.

2.2 Analysis and assessment of the features of the formation of the product range at Lyudmila LLC.

Formation of a trade assortment is one of the main functions of a retail trade organization, which determines its competitiveness.

Let's look at the structure of the assortment in the Lyudmila store in the Women's Clothing department. The study showed that the main part of the assortment consists of outerwear, suits, blouses, skirts, trousers, knitwear and leather goods. The target category of buyers is residents of nearby houses with low and medium purchasing power.

The turnover of the “Women’s clothing” department of the “Lyudmila” store is constantly growing. In 2007, its total volume amounted to 5,777,290 rubles, which is 252,000 rubles more than in 2008. The growth rate in this case was 4%. Due to rising prices, the turnover of the Lyudmila store in 2008 increased by ¼, the data is shown in table No. 1.

Table 1

Assessing the competitiveness of the Lyudmila store

Table 2. Indicators of the competitiveness of the Lyudmila store with varying purchasing power, in %.

The indicators presented in the tables allow us to note that the store is well located and has beautiful interior. The Lyudmila store has a high level of customer service culture. However, the enterprise under study is inferior to such indicators as product range. During a survey of customers, it was found that the assortment for some product groups was not expanded enough.

A survey of store management showed that the formation of the assortment is carried out by a merchandiser based on requests from sellers, i.e. This process is influenced by the human factor. The assortment is a significant factor for the formation of customer loyalty. Taking this into account, an assortment analysis was carried out using ABC techniques.

The essence of ABC analysis is based on the Pareto principle: “a relatively small number of causes are responsible for the majority of possible results,” currently better known as the “80:20 rule.” Due to its universal effectiveness, this analysis method has become widespread. The result of ABC analysis is the grouping of objects according to the degree of influence on the overall result. It is believed that 20% of the product mix accounts for 80% of total sales.

Data for the Lyudmila store are presented in Table 3.

Table 3 Amount products sold for 2008 by product groups

Table 4. Ranking of the assortment in descending order of contribution to the turnover of each item

This method will allow us to determine the optimal ratio of groups and types in a retail trade organization, taking into account the basic requirements for achieving the goal. The method involves dividing the entire product range according to several criteria into three categories for each criterion. Category “A” includes goods that make up about 70% of product sales (in rubles). Category “B” includes goods that make up about 25% of product sales (in rubles), and category “C” - about 5%. Moreover, it is recommended to include approximately 15% of the total number of goods in the first category, 35% in the second group, and 50% in the third.

Based on the tables and graphs constructed above, a product rating can be compiled (Table 5).

ABC analysis is widely used in various trade organizations. Groups are identified based on the use of one of the following parameters;

trade turnover

number of units sold

gross profit

main characteristics displayed in the report;

product description

stock balance;

sales amount;

number of units sold;

gross profit;

percentage of goods from sales amounts (number of units sold, group gross profit);

cumulative interest;

grouping of objects based on ABC analysis.

Providing the necessary level of customer service and the growth of the main economic indicators of a trading enterprise depend on correct formation assortment of goods in the store.

The range of women's clothing in the Lyudmila store is very diverse. One of the important indicators characterizing the range of goods in a trade organization is the sustainability coefficient.

From this list of goods presented in Table 6, those product groups that are in demand among buyers are selected in descending order.

Table 6. The assortment of goods of the Lyudmila store is in steady demand among customers.

Indicators for the width and depth of the assortment in the Lyudmila store have a high coefficient value, which makes it possible to optimally expand the assortment for the third group of goods (Table 7). The latitude coefficient is calculated using the formula

Table 7. Breadth and depth of the assortment of the Silhouette store.

Based on the data obtained above, we propose to expand the assortment group of raincoats to 16 different models in color, size, style, in order to make a profit, and most importantly, to acquire regular customers for this group of goods. This group of products is in demand among buyers. By increasing the breadth and depth of the product, the sustainability factor will also increase.

It is proposed to close the shoe department, since the prices are not designed for a buyer with an average level of income, thereby not being in demand among buyers.

The vacated area can be used for the leather goods department, thereby expanding it.

For the best placement of goods and expansion of the retail space of the “Women's Clothing” sales area, it is advisable to use wall equipment such as bars, panels and display cases.

In order not to reduce the level of the coat assortment group, we propose to conclude agreements with new suppliers of coats from St. Petersburg “Turba” and with foreign manufacturers. Cooperation with one supplier of “Vermina” coats leads to a decrease in demand from buyers due to the uniformity of models, which is undesirable, because this product is in the maturity stage and brings good profits to the organization.

The assortment in the Lyudmila store is updated every week. Blouses, skirts, trousers, knitwear are in the stage of maturity, so new items appear weekly.

The calculation can be made by product groups presented in table No. 8.

Table 8 Renewability of the assortment of the Lyudmila store.

During the seasonal period of goods of one or another group, it is proposed to remove non-tradable goods for storage, thereby freeing up space for seasonal goods. An assortment that is becoming obsolete should be sold at a 30% discount, which can speed up the sale of goods.

Conclusions.

Currently on the market there is great amount trade and retail organizations. Each of them is engaged in trade or provision of some types of services. The consumer is placing ever new, more sophisticated demands on products. Buyers want the products they buy to be more practical, beautiful and durable. Trade organizations are forced to satisfy the ever-increasing demands of their customers. This is why assortment adjustment is very important today. Retail trade is one of the main sources of supply for the population. On the basis of this, product supply and consumer demand are formed, and is also a source of income Money. Trade ensures the financial stability of the enterprise.

A rich competitive environment has formed in this sector of the economic system. Entrepreneurial and investment activity in this area is the highest. In retail trade organizations, the process of circulation of funds invested in production is completed, commodity value is converted into monetary value, and an economic basis for the supply of goods is created. There are constant and qualitative changes caused by management methods that ensure increased efficiency of trade organizations and improved trade culture. The success of retail depends on the ability to please the customer - this is already an axiom.

Currently, the range of goods is increasing. Does not always meet the quality and does not meet modern world requirements. Errors in choosing a product, ignorance of its properties, characteristics, storage conditions, transportation, and incorrect assessment of quality can result in major losses and damages for the entrepreneur. Therefore, future entrepreneurs need basic understanding of commodity science of various groups of goods. The social environment and the economy of the enterprise depend on the incorrect formation of the assortment, which affects product supply and consumer demand and many other factors. It is important that a commercial enterprise attracts the attention of the buyer at least once and in the future they want to come into it. Success will depend on the breadth and completeness of the assortment, as well as prices corresponding to the consumer’s ability to pay. An important factor will be where the store is located and how much space it occupies.

Market success is now a criterion for assessing the activities of domestic enterprises, and their market opportunities predetermine a properly developed and consistently implemented product policy. It is on the basis of studying the market and the prospects for its development that the enterprise receives initial information to resolve issues related to the formation of the assortment, its management and improvement.

Conclusion.

In market conditions, the formation of an assortment is one of the most important conditions for organizing the effective operation of an enterprise. The formation covers all the main areas of its production and economic activities - sales, finance, production, procurement, scientific and design developments, which are closely interconnected. This activity is based on identifying and forecasting demand, analysis and assessment of available resources and prospects for the development of economic conditions. This implies the need to link the formation of the assortment with marketing and control in order to constantly adjust production and sales indicators following changes in market demand. Forming an assortment is the first and main step in the strategic planning of a company’s presence in the market. Product policy presupposes certain targeted actions of the commodity producer or the presence of premeditated principles of behavior. It is designed to ensure continuity of decisions and measures for the formation of the assortment and its management; maintaining goods in optimal product niches (segments); development and implementation of packaging, labeling and product servicing strategies. A well-thought-out product policy not only allows you to optimize the process of updating the product range, but also serves as a kind of indicator for the management of the enterprise of the general direction of actions that can correct current situations.

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Blank I.A. Management of a trading enterprise. - K: Ukrainian-Finnish Institute of Management and Business, 1999.

Bragin L.A. Trading business - economics and organization. M, INFRA - M, 1997.

Vesin V.R. Fundamentals of management. Textbook. - M: Triada.Ltd, 1996.

Vikhansky O.S. Strategic management. Textbook - M: Gardariki, 1999.

Girkin V.A. On the essence of trade and the nature of cooperation. M: Banks and exchanges, UNITY, 1997.

Dtones G.P. Trading business: how to organize and manage. M: International relationships, 1998.

Shapov S.Yu. Commodity research of footwear goods. M: SOFIT, 1990.

Kotler F. Fundamentals of Marketing. M: Progress, 1998.

Lambin J.J. Strategic Marketing. European perspective: translation from French. - St. Petersburg: Nauka, 1998.

Laptev V.G. Marketing tasks of trading enterprises // Marketing. 2000, - No. 5.

Marketing / Edited by Academician A.N. Romanova M: Banks and exchanges, 1997.

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Basics entrepreneurial activity: marketing / Ed. prof. V.M. Vlasova M: "Finance and Statistics", 1999.

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assortment politicians in retail trading enterprises ...

1. Improving financial and economic activities enterprises on example OOO"MultiMediaCenter"

   Thesis >> Economics

   Accounting policy enterprises; accounting... trade-production activities issued on basis of the decision and license on ... company opened a new company store. Assorted scroll OOO...MNS Lyudmila Lagutenko...approaches on example cost...

2. Assorted policy companies (1)

   Abstract >> Marketing

   WITH assortment politics companies. The second chapter conducts a study of the marketing situation on example OOO Agro-dairy plant "Ryazan", ... consumers; Type trading establishments. 3) Find out if it reacts company on transfer of goods from one stage of life...

3. Product strategy enterprises

   Abstract >> Management

   ... on against the background of obsolete ones will have obvious advantages.4 Chapter 2. Analysis of product strategy trading enterprises OOO « Lyudmila" 2.1. Assorted... product groups on example « Lyudmila". For clarity... the market on new item for adjustment politicians ...

4. Marketing research OOO Cafe

   Test >> Marketing

   ... on workers trading hall OOO ... enterprises presented in two collections: “Autumn-Winter-Spring” and “Summer”, numbering eight assortment ... on example coat OOO ... politics OOO... 9 JSC "Headwear Factory" Lyudmila"- men's jockey - men's earflap hat...

Faculty of Economics and Management

COURSE WORK

Analysis of the formation of a product range and its optimization using an example trading network"Magnet"

annotation

The topic of this course work is “Analysis of the formation of the assortment of goods on retail enterprises and its optimization using the example of an enterprise.”

The work contains 68 pages, 19 graphics, 16 tables, 15 sources used, 8 appendices.

The theoretical part contains information about the product range, classification of the range of goods and services of a retail enterprise; about assortment indicators and factors influencing them, as well as about the principles, stages of assortment formation and monitoring its condition in retail organizations.

In the second chapter of the work, an analysis of the effectiveness of commercial activities in the formation of the range of goods of retail enterprises is carried out, including the organizational and economic nature of the enterprise, an analysis of the marketing activities of the Magnit store chain and an analysis of the formation of the product range of the Magnit store chain.

The third chapter of this work provides recommendations and measures to improve the assortment of goods in the Magnit chain of stores, namely: to improve the assortment, to use new types of advertising media, to use advertising and multimedia technologies in the sales area.

Introduction

1 Theoretical foundations for the formation of the range of goods of a retail enterprise

1. 1 The concept of product range, classification of the range of goods and services of a retail enterprise

Conclusion

Appendix A

Appendix B

Appendix B

Appendix D

Appendix D

Appendix E

Appendix G

Appendix I

Introduction

The last fifteen years have been revolutionary for retail trade in Russia. The era of distribution has become an era of competitive as well as free state control retail business. Trade at that time underwent very serious structural changes and, due to its influence on the standard of living of the population and its scale, began to play a vital role in the country’s economy.

In Russia, the production of consumer goods is increasing every year. Retail turnover of both cooperative and state trade is also growing.

An increase in product consumption, as well as an increase in trade turnover, makes it necessary to study consumer demand. Its study, first of all, should be “subordinated” to the task of more fully satisfying all kinds of customer requests. This problem is being solved by improving the assortment indicators.

Currently, in a market economy, the range of various goods has increased many times. A significant part of the assortment consists of insufficient products High Quality, as well as from products that do not meet modern world requirements.

Incorrect assessment of product quality, ignorance of the properties of the product, its characteristics, as well as errors in its selection can lead to large losses and losses, both for large entrepreneurs and for ordinary buyers. To prevent the situations described above, it is necessary to have a basic understanding of the commodity science of various groups of goods.

The main criterion by which we can evaluate whether the activities of a particular domestic enterprise are successful is market success. Market opportunities depend largely on a correctly developed and consistently implemented product policy.

By studying the market, as well as the prospects for its development, an enterprise can obtain the information it needs, which will later serve to resolve certain issues directly related to improvement, management, as well as the formation of a range of goods and services.

A strategic approach, in our time, is a necessary concept for solving the problems of commodity policy. Any decision must be made by an enterprise, not only looking at current interests, but also analyzing how this decision will “work” in the future. This approach requires some effort.

The topic of our course work is “Analysis of the formation of a product range at retail enterprises and its optimization using the example of an enterprise.”

In this course work we will talk about the formation of an assortment using the example of the Magnit chain of stores.

The range of goods and services, as well as such indicators as completeness, breadth, structure, stability, renewal, greatly influence customer demand and determine whether the operation of a given enterprise is effective.

Based on this, we can say that the chosen topic is quite relevant in modern conditions of a market economy.

The purpose of this course work is: to develop measures and recommendations for improving the range of goods at retail enterprises.

The objectives of the course work are:

1) study the concept of “product range, its indicators and factors influencing them;

2) study the classification of the range of goods and services of the retail enterprise “Magnit”

1 Theoretical foundations for analyzing the formation of a retail enterprise’s product range

1. 1 The concept of product range, classification of the range of goods and services of a retail enterprise

The set of goods that are presented on the market, and also classified using the sign of consumer purpose or industrial origin, is called an assortment.

Assortment can reflect the differences that exist between services and goods. The assortment is the logical distribution of any set formed according to various characteristics into categories of different levels or into individual units. In addition to the assortment of goods, there is also an assortment of services, an assortment of ideas, etc.

The word "assortment" is a word of French origin. Each author interprets it differently. For example, the meaning of the word assortment according to Efremova: assortment is a set of different varieties and types of goods in a trading establishment or a set of products in a production organization. The meaning of the word assortment according to Ozhegov: assortment is the availability, selection of any goods, items or their varieties. The meaning of the word assortment according to Sysoeva: assortment is a list of goods sold in a store, compiled by grades, types, types, sizes and brands. The meaning of the word assortment according to Snigereva: an assortment is a set of goods that are combined according to one or more characteristics. The meaning of the word assortment according to Vinogradova: the assortment is a reflection of the inter-industry and sectoral proportions that are part of the product offering.

The assortment can more fully characterize the results of the organization’s activities, as well as industries that produce consumer goods, and trade in organizing the production of these goods, and it is necessary to consider it as one of the most important factors that determine such concepts as the degree of balance of supply and demand at a certain commodity market.

A product range is a set of goods that are combined or combined according to a certain characteristic or set of characteristics, these can be: color, type, size, and so on.

Depending on consumer goods, two types of assortment of goods can be distinguished: commercial and industrial.

The production range of goods is a list of goods that are produced by certain enterprises that are united either by branches of industry or agriculture.

The trade assortment is a list of goods that have been selected for sale in retail stores. This range includes many different items, as well as types of products, which are produced directly by organizations in various industries, as well as agriculture.

The share of all kinds of goods in the structure of the assortment of a trading enterprise is determined by the specialization of the company, its consumer demand, material and technical base, as well as other factors. For this reason, it is believed that the trade assortment is a set of goods that are formed according to certain characteristics and are designed to satisfy demand at a certain point in time.

Ensuring the proper level of customer service, as well as growth in the economic performance of a trading company, largely depends on the correct formation of the assortment.

Marketing approaches aimed at developing the assortment policy of a retail trade organization should be based on consumer preferences, and they also need to ensure a sufficient level of profitability for the company, which has the opportunity to choose from a wide range of products offered by both the manufacturer itself and small and large wholesalers.

Assortment policy is the formation of an assortment of goods depending on the financial condition of the organization, its strategic goals, as well as the needs of the market. Assortment policy usually pursues long-term goals.

The formation of an assortment policy and its implementation are necessary in order to manage the volume of profit, determine the conditions for the company’s break-even operation, and also in order to predict one’s own investments in business development.

The formation of assortment policy and its implementation begin to be of particular importance when there is freedom to choose certain activities. Assortment policy implies the availability of information on price dynamics, the characteristics of goods, market segments, the level of foreign economic relations with foreign countries, and macroeconomic trends. All these factors are necessary to determine the conditions for break-even management of the mass of profit and break-even work for such purposes as tax optimization, forecasting possible investments own funds for business development.

Operational analysis, which is a break-even analysis, is one of the tools with which you can solve this task. This analysis is based on actions that are aimed at determining intermediate indicators that make it possible to gradually separate the sales revenue and costs of the company from each other.

The next step is to remove semi-fixed costs as well.

This indicator is called the “profitability threshold” - this is revenue that ensures full coverage of all costs. There is zero profit here.

The opportunity to find the threshold of profitability of the entire enterprise and a separate type of goods and services exists within the framework of operational analysis. It is the ability of each product to be “responsible” for its financial condition that forms the basis for the formation of an enterprise’s assortment policy.

Signs of assortment classification are factors such as the location of goods in trade or industry, the breadth of coverage of goods, as well as the degree of satisfaction of needs, and so on.

It is necessary to distinguish between trade assortment, product range and product range. In a broad sense, nomenclature refers to a list of terms, names or categories that are used in any branch of technology or science, etc.

The classification of the product range is as follows:

1) by location of goods:

a) an industrial assortment is a set of goods that are produced by a manufacturer according to its production capabilities;

b) the trade assortment is a set of goods formed by trading enterprises taking into account their consumer demand, specialization and material and technical base;

c) service range is a set of services offered to consumers. According to the degree of detail, this type of assortment, like the assortment of goods, is divided into three types: specific, group and intraspecific.

2) in terms of product coverage:

a) a simple assortment is a set of goods represented by a small number of types, groups, as well as names that satisfy a limited number of needs;

b) a complex assortment is a set of goods represented by a significant number of types, groups, varieties and names of goods, differing in design, raw materials, as well as other characteristics and satisfying all kinds of human needs;

c) a comprehensive assortment is a set of goods that includes a large number of types, subgroups, varieties, as well as names that belong to a group of homogeneous ones, but differing in certain individual characteristics;

d) a mixed assortment is a set of different types, groups, names, which are distinguished by a wide variety of functional purposes.

3) according to the degree of satisfaction of needs:

a) a rational assortment is a set of goods that most fully satisfy realistically justified needs, ensuring maximum quality of life at a certain level of development of science and technology;

b) the optimal assortment is a set of goods that satisfy real needs with obtaining the maximum beneficial effect for the consumer with minimal costs for production development, design and delivery to the consumer.

4) according to the state at a specific point in time:

a) the real assortment is a set of goods available in a specific company of the seller or manufacturer;

b) the forecast assortment is a set of goods that will need to satisfy the expected needs.

5) according to the nature of the needs being satisfied:

a) the main assortment is a set of goods focused on the usual needs of the main consumer groups;

6) the accompanying assortment is a set of goods that performs secondary functions and not related to the main ones for this enterprise.

b) according to the assortment structure:

a) the group assortment of goods consists of a list of product groups, which are formulated on the basis of the homogeneity of the raw materials from which they were made, as well as by the method of production and consumer purpose;

b) the group assortment consists of a list of individual large-aggregate types of services: healthcare, education, housing and communal services, preschool institutions, communications, transport, domestic services and so on;

c) within a group assortment is a set of homogeneous products that are united by common characteristics and satisfy similar needs. This is a detailing of the group assortment;

d) the product range is a set of goods of various names and types that satisfy similar needs;

e) the type of range of services is detailed

large-aggregate types of services;

f) an intraspecific assortment of goods is an assortment that includes varieties of goods within individual types;

g) the intraspecific range of services consists of a list of specific works performed within the framework of a certain type of service.

1. 2 Assortment indicators and factors influencing them

The assortment of any enterprise, any retail or wholesale store can be characterized through a system of indicators. This approach is necessary to implement the assortment management process on a scientific basis, namely, to organize its formation, plan, and also regulate the assortment, stimulate sales and motivate sellers.

Let's list these indicators.

The breadth of the assortment is the number of groups and subgroups of goods that are included in the store’s assortment. In trade turnover according to their specific gravity In inventories, the assortment structure of department stores as well as specialized stores is distinguished.

The depth of the assortment is the number of types and varieties, as well as the names of these goods within certain groups and subgroups in the store’s assortment.

The depth and breadth of the assortment is necessary in order to shape the offer and distribute the degree of risk. This is depicted in Table 1.

Table 1 - Trade assortment alternatives by breadth and depth

With a wide assortment, buyers get the impression of a variety of numerous products. This is what attracts different categories of consumers. With this assortment, the company can better adapt to constant changes in market demand. However, it is difficult to manage this, since products that are in low demand may go unnoticed.

Simplicity is the main advantage of the narrow range.

Both the breadth and depth of the assortment must be chosen taking into account the goals and objectives that the retailer has set for itself.

On average, a Russian consumer purchases approximately 150 items of goods, however, he wants to choose these goods from a large number of different related products and hopes that new, better products will appear. If the store has all groups of goods, then the impression of abundance is created, but this does not guarantee high sales.

The depth of the trade assortment may be excessive. Sometimes the abundance of items in one product group can make it difficult to make a purchasing decision.

The indicators of the assortment also include its sustainability.

A stable assortment of products in the store leads to a reduction in customer time spent searching for products, and helps with the standardization of all trade and technological processes and operations. Stability can be determined by the following formula:

Ku = 1 - Оn/n*а,

where Ku is the coefficient of a stable assortment of goods in a certain period;

O1, O2,... On - the number of varieties of goods that were not on sale at the time of inspection;

a - the number of varieties of goods that are provided for in the developed assortment list; n - number of checks.

The optimal value of the stability coefficient of the assortment of goods in a store during the quarter should not be lower than:

0.90 for supermarkets and grocery stores;

0.80 department stores;

0.75 shoe and clothing stores;

0.85 haberdashery, household and sporting goods stores.

This indicator can be called conditional, given that in many stores with a product range of several thousand units, it is often simply impossible to check the number of missing goods.

Another indicator of the assortment is its length. Due to the fact that space on store shelves is limited, it is always necessary to maintain the optimal quantity of goods. The assortment is considered short if profit increases when adding new product units. The assortment is considered too long if, by removing product units, profit increases.

There are still no standards that would regulate the indicators of the assortment (except for the sustainability indicator), i.e. the indicators do not reflect how successful the assortment is, but only characterize its actual structure. Therefore, when forming an assortment, the experience of other companies is often used.

The structure of the assortment is the ratio of types, groups and varieties, as well as subgroups of goods that make up the store’s assortment. The structure is characterized by indicators of depth as well as breadth. It is of decisive importance in the process of organizing its formation in a particular store.

There are two concepts of macro- and microstructure of the product range both at the enterprise and in the store.

Macrostructure is the relationship between product groups directly in the overall assortment. Microstructure is the ratio of species as well as varieties in each product group.

To maintain the range of products in accordance with the demand of the population, concepts such as the stability of the range of goods in the store and its completeness play an important role.

The completeness of the assortment corresponds to the actual availability of products in the store, which is approved in accordance with the assortment list.

The completeness of the product range is characterized by a completeness coefficient and is calculated using the formula:

Kp = Rf/Rn,

where Kp is the coefficient of completeness of the store’s assortment on a specific date;

RF - the actual number of varieties of goods at the time of inspection;

Рн - the number of varieties of goods, which is provided for in the mandatory assortment list.

For the most objective assessment of the product assortment, its completeness must be determined for separate periods based on data obtained from several checks of the store’s assortment. To do this, calculate the assortment stability coefficient using the following formula:

Bush = Р1 + Р2 + Рз +... + Рn/ Рн*n,

where Kust is the coefficient of stability of the assortment of goods in the store for a period (month, quarter, year);

P1, P2, Pz, Pn - the actual number of varieties of goods at the time of individual inspections;

Рн is the number of varieties of goods provided for in the assortment list;

n - number of checks.

Thus, sustainability or, in other words, stability of the assortment is the uninterrupted availability of goods for sale according to their varieties, as well as according to their types, which were stated in the assortment list.

Assortment renewal represents a replenishment of the assortment the latest types products in accordance with the company's assortment policy. The store's product range should be updated by up to 10% per year.

A special place among the indicators that characterize the state of the assortment is occupied by its profitability indicator.

The profitability of a trade assortment is an assortment set that, in its totality, ensures that business entities receive a pre-planned amount of net profit, namely a certain excess of income over expenses for the sale of goods and tax and non-tax payments.

It should be noted that a positive assessment of the state of the assortment of an enterprise or store according to all the indicators described above ensures, in many respects, from the economic side, expedient commercial activity of the enterprise in the retail market.

The indicators characterizing the assortment of a particular enterprise or store are influenced by many factors.

The influence of the above factors is studied in the process of market research by marketing specialists, as well as specialists from the commercial department of a trading company. All factors are usually divided into general specific ones.

General factors do not depend on certain conditions activities of the company. General factors are divided into:

1) social. These include the social composition of the population, the level of culture, social security of the population, the nature of labor activity;

2) economic. These include the development of the production of goods, the level of income of the population and the sources of their education, the development of the economy of the area of ​​​​operation, the price of goods, etc.;

3) demographic. These include gender and age composition, number and structure of families, professional staff population and more;

4) national-everyday ones. These include National composition population, traditions, morals and customs;

5) natural and climatic. These include geographical location (cities, villages), climate, natural resources and more.

Specific factors reflect the specific operating conditions of the company.

Taken into account when determining the breadth of assortment:

1) the role of this store in the trade service system;

2) the presence of other stores in the area of ​​activity and their specialization;

3) type and capacity of the company;

4) characteristics of segments;

5) transport connections.

Taken into account when determining the depth of the assortment:

1) income level by segment;

2) specificity of demand within segments;

3) the size of the retail space and characteristics, equipment parameters.

Factors such as demand also have an impact. But first, the commercial apparatus needs to decide on which segments this trade organization will operate. This work is carried out by specialists from the marketing department, as well as business specialists in the process marketing research based on the results of a comprehensive study of retail enterprises in a certain region.

That is why, when forming an assortment of goods on the retail market, it is necessary to have reliable information about the structure of demand, its volume, the dynamics of its development, the characteristics and nature of demand for individual products and among various customer groups.

Periodic monitoring of the enterprise's operating environment, as well as its trade organization, is also necessary. This is necessary so that changes or some adjustments can be made in a timely manner to the process of forming the assortment of a particular enterprise or retail or wholesale store.

1. 3 Principles, stages of assortment formation and monitoring its condition in retail organizations

Forming an assortment is the process of selecting groups, types, and varieties of goods.

The formation of a store’s assortment must be consistent with the strategic goals of the company, as well as its assortment policy.

When forming an assortment in retail trade, it is necessary to take into account various factors. This:

1) volume, structure and content of demand of target consumers;

2) assortment profile of the store;

3) profitability of the enterprise and individual product groups;

4) the material and technical base of the enterprise, its provision with warehouse space and equipment;

The commercial service of a retail trade organization, after summarizing information about the factors influencing the trade assortment, creates an assortment taking into account the basic provisions that have an invariable meaning and content, i.e., taking into account the principles of constructing a trade assortment. These principles are depicted in Table 2.

Table 2 - Principles for forming a trade assortment

The formation of the assortment is carried out in several stages:

1) it is necessary to determine the assortment profile, as well as the direction of specialization of the store in accordance with a pre-selected commercial strategy in the retail market, taking into account the specialization of the existing retail network in the area and the assortment strategy of competitors;

2) it is necessary to establish the assortment structure in the store. At this stage, it is necessary to determine the quantitative ratio of individual groups of goods. Also here, data is linked with the store’s planned indicators and the profitability of product groups and subgroups;

3) it is necessary to determine the distribution of individual groups, as well as subgroups of goods in the size of consumer complexes and micro-complexes;

4) it is necessary to select an intra-group assortment based on distinctive features, linking it with a specific sales area and the profitability of goods.

In cooperative trade, the group assortment of products by store is established at the first stage. This work should usually be carried out through the distribution of the product range between all retail trading companies that are located in the area of ​​​​activity of the regional consumer society.

The distribution of the product range among trade organizations in cooperative trade is carried out according to the principles of assortment policy, that is, the range of everyday products is most often concentrated in the stores “Universam”, “Products”, “Everyday Goods”, as well as in specialized stores selling food products , and non-food products of a complex assortment are concentrated in department stores and specialized stores.

Establishing a group product range for different types of firms allows us to determine the role and place of each type and common system trade services to the population.

At the second stage of assortment formation, calculations of the group assortment structure for each specific trading company must be made, that is, the quantitative relationships of individual product groups must be determined. The structure of the group assortment is established taking into account the standard size of the store, its location, planned indicators and other factors.

Based on the above, the stages of formation of the trade assortment can be presented in the form of Figure 1.

An important task is to develop an ordered assortment structure. In order to determine the optimal ratio of various groups of goods that are included in individual categories, it is necessary to use the BCG matrix and ABC analysis.

The phases of the product life cycle must be taken into account in the structure of the trade assortment. Assortment analysis using the BCG matrix is ​​carried out by placing products that are at different stages of the life cycle in one of the four fields of the matrix. They are shown in Figure 2.

Product - "issues" occupy a small market share. They must achieve high sales growth rates. This product is in the market introduction phase, which requires marketing efforts. The further fate of this product is predicted based on experienced sales. The “issue” product can become a “star” product, or it can cease to be in demand and turn into a “dog” product, or immediately leave the market.

Figure 1 - Stages of formation of the trade assortment

The success of this product depends on whether it will be purchased repeatedly. “Stars” are store products that significantly exceed the sales volumes of the competitor store’s products and have a market that is growing at the fastest rate. Star products require a lot of marketing effort. Since the goal of a retail trading company is to obtain maximum profits, two strategy options can be applied in relation to “star” products.

The first option is to use a skimming strategy if competing firms do not have similar products. In the second option, the company strives to increase the volume of product sales in order to keep up with the market growth rate and maximize turnover.

Figure 2 - Matrix “Growth - Market Share” (BCG)

Over time, “star” products move into the category of “cash cows”. Cash cows occupy a relatively large market share with a low growth rate. Such products are in the maturity phase or in the saturation phase. These products are known to customers, are in demand, and therefore do not require significant marketing efforts. Many cash cow products can move into the next phase of their life cycle over time. In this case, they will turn into goods - “dogs”, occupying a small market share.

A classic tool aimed at studying the assortment structure is ABC analysis. This method is used to analyze the effectiveness of introducing various assortment groups and compare the effectiveness of individual products within one assortment group. If, when analyzing the depth of a trade assortment that contains 20 items of goods, the first four provide 80% of sales volume, the next four provide 10%, and all the rest account for the remaining 10%, then this is a fairly typical picture that characterizes assortment blocks A, B and C. But the use of this model has a contradiction: if a retail company introduces into its product range only products that account for the largest share of costs and profits, that is, blocks A and B, then the client’s freedom of choice will be limited, and this may in turn lead to a decrease in overall profits. Retailers attract customers' attention to products through elements of merchandising and service, but a narrow assortment can have a negative impact on overall sales.

Application mathematical methods analysis of the trade assortment occurs using standardized programs. There are also standardized computer programs simplex methods. They help analyze the value of individual items, which are aimed at creating an optimal trade assortment that gives the retail trading company the greatest profit. This analysis is carried out in order to optimize the depth of the trade assortment. Using expert analysis, data is obtained on the profit that was received from the sale of each product. If you know what total profit a company plans to receive from the sale of a certain assortment group, it is necessary to introduce upper and lower acceptable restrictions on the desired profit. It is necessary to assess how much the exclusion of individual product units from the general assortment list will affect the overall profit. In general, the possibility of using mathematical methods in managing the retail assortment is the subject of special research.

In the process of monitoring the state of the assortment, it must be taken into account that control cannot be an end in itself. The strategic task of control is the timely regulation of the assortment in full accordance with customer demand in order to increase the volume and speed of sales, and establish a sustainable image for the trade. To do this, it is necessary to develop and install in trade effective system management, which would include constant internal control and regulate the assortment. For this purpose, a motivation system is being developed sales staff. The work of operational managers of the trading floor is effective in this direction.

2 Analysis of the effectiveness of commercial activities in the formation of the range of goods of retail enterprises

2. 1 Organizational and economic character of the Magnit store chain

Organizationally - economic characteristics enterprises - this is a description of a certain enterprise, its type of activity, for example, in which segment of which market does this company operate, what it produces, what equipment is used, as well as which company supplies it, capacity, if there are factories or divisions, what they are, etc. similar, also when they were opened, built, form of ownership, participants or shareholders of the companies, name, as well as description of the goods that this enterprise produces, size authorized capital, the price of shares and their number, and so on.

The Magnit chain of stores was chosen as the object of research in this course work.

This company is growing rapidly. All this happens thanks to the professionalism of the employees, an active marketing strategy, as well as the expansion of the product range, which is constantly increasing its share in the Russian market in general, as well as in the market of the city of Omsk and the Omsk region. The company pays special attention to product promotion programs, using all the tools necessary for this, which include: outdoor advertising, newspapers, magazines, and PR events. In its activities, Magnit focuses on the interests of its consumers, company employees, partners, and, of course, society.

Values ​​of the Magnit store chain:

1)honesty;

2) frankness;

3) dedication to the company;

4) focus on the development and growth of personnel within the company;

5) constant improvement of professionalism;

6)improving the level of service for clients;

7)providing exceptionally high-quality products.

At the moment it was a closed joint-stock company "Magnit", on January 10, 2006 the corporate name was completely changed to open Joint-Stock Company"Magnet". Society is currently entity, operating on the basis of the charter, as well as the legislation of the Russian Federation.

Making a profit is the main goal of an open joint stock company.

TS "Magnit" is:

Market leader in terms of the number of retail facilities and their coverage area in Russia;

The average traffic per day is more than 10 million people.

The target audience:

About 50% of consumers believe that their family income is average;

A large number of clients of TS "Magnit" are people whose age is 25-45 years;

A third of regular customers drive their own car;

In almost half of the families that are regular customers there is a car.

Open Joint Stock Company "Magnit" operates in:

Renting out real estate;

Wholesale trade of dairy products;

Wholesale trade of meat, which includes poultry, meat products and canned goods;

Wholesale trade of soft drinks;

Wholesale trade of edible oils and fats;

Wholesale trade of alcoholic beverages, not including beer;

Wholesale trade in sugar;

Wholesale trade of beer;

Wholesale trade of confectionery products;

Wholesale trade of fish and seafood;

Wholesale trade of tea, coffee, cocoa and spices;

Wholesale trade in flour confectionery products;

Wholesale trade of prepared food products;

Wholesale trade of flour and pasta;

Wholesale trade in salt;

Wholesale trade of cereals;

Wholesale trade in cleaning products;

Wholesale trade of toilet and laundry soap;

Wholesale trade in cosmetics and perfumes, not including soap;

Other retail trade in non-specialized stores;

Retail trade in non-specialized stores, primarily in food products, drinks, and tobacco products;

Coordination of activities of subsidiaries;

Implementation of all types of foreign economic activity;

Other types of activities that do not contradict the law.

TS "Magnit" is one of the leading retail chains that trade food products in Russia.

TS "Magnit" works to improve the welfare of its consumers by offering them quality goods at affordable prices for everyday needs. The trading network is aimed at clients with different income levels. It is because of this that the chain of stores operates in 4 formats: hypermarket, convenience store, cosmetics store, and Family Magnit.

TS "Magnit" is the leader in the number of stores and in the area where these food stores are located. On December 31, 2012 There were 6,884 stores, of which: 126 hypermarkets, 6,046 stores in the “convenience store” format, 692 Magnit Cosmetic stores, and 20 Magnit Family stores.

TS "Magnit" stores are located in 1,605 settlements of the Russian Federation. TS Magnit stores are opening in both large and small cities.

With the help of powerful logistics system Fast delivery of goods to retail chain stores is possible. To ensure that the storage of products, as well as their delivery, are of high quality, the company has distribution network, which includes 18 distribution centers. Our own fleet of vehicles, numbering about four and a half thousand vehicles, allows for timely delivery of goods to the retail chain stores.

TS "Magnit" is one of the leading retail companies in terms of sales volume in Russia. Revenue for 2012 amounted to 448.661.13 million rubles.

In addition, TS "Magnit" is one of the largest employers in Russia. Today the number of employees is more than 180 thousand people. TS "Magnit" was awarded the title "Best Employer of the Year" several times.

The organizational structure of management consists of establishing a vertical power structure. In addition, it implies the establishment of power by the management of the company over the company. The organizational structure of TS "Magnit" is linear-functional. In which the board of directors supervises all employees of the retail chain. Figure 3 shows a diagram of the organizational structure of TS "Magnit".

Figure 3 - Organizational structure of TS "Magnit"

The development strategy is:

Open approximately 50 hypermarkets and at least 500 convenience stores every year;

Expand the network, develop it in underdeveloped regions, and also increase the number retail outlets in Siberia and the Urals;

Improve logistics processes for the most effective management traffic flows;

Develop our own imports, increase the share of direct supplies of fresh fruits and vegetables;

Develop a multi-format business model to meet customer needs with different levels income.

Each enterprise maintains annual or quarterly reporting. There are various forms of reporting. For example:

Form No. 1 - balance sheet;

Form No. 2 - profit and loss report.

These are the documents that were used for analysis financial situation TS "Magnit".

In form No. 1 we can see how indicators such as short-term and long-term assets, short-term and long-term liabilities, and capital change every year.

Form No. 2 presents indicators such as revenue, cost, profit, expenses, and so on. Thanks to these indicators, it is possible to analyze whether the activity of an enterprise is profitable or unprofitable in the reporting or previous period. These indicators for the past 3 years are shown in more detail in Table 3.

The main factors for profit growth are an increase in sales revenue, as well as a decrease in the cost of goods that are sold in accordance with the terms of supply contracts. Revenue is affected by the volume of goods sold and their prices. If the first factor depends on the company, then the second factor will depend on many circumstances.

Based on the table below, we can conclude that the income of TS Magnit in the form of revenue for the past 3 reporting periods has increased. In 2010, revenue amounted to 2810.6 thousand rubles, and in 2012 it increased almost 2 times compared to 2010. Also, in addition to the partnership’s income, the profit for the year also increased. In 2010, it amounted to 409.4 thousand rubles, but 2 years later, it increased 4 times. In addition, gross profit also increased. In the third reporting period, its size was 4947.2. The dynamics of these indicators are shown in Figure 4.

Table 3 - Dynamics of profit generation indicators for 2010-2012

Figure 4 - Dynamics of indicators for 3 reporting periods in TS "Magnit"

In addition to the growth of revenue and profit, expenses are constantly growing in any enterprise.

The amount of expenses is associated with the sale, disposal and other write-off of fixed assets and other assets other than cash, goods, and products.

In TS "Magnit" these are sales expenses, administrative expenses, income tax expenses, as well as the cost of goods and services sold.

Sales costs, which determine the cost, include the cost of natural resources used in the production of goods, basic and auxiliary materials, raw materials, energy, fuel, labor resources, fixed assets and other operating costs and non-production costs.

Administrative expenses are expenses that are classified as neither production nor distribution expenses.

Income tax expenses are the total amount of current and deferred income tax expenses (savings), taken into account when calculating net profit (loss) for the reporting period.

Cost - all costs (expenses) incurred by the enterprise for the production and sale (sale) of products or services.

Table 4 - Costs of TS "Magnit"

The dynamics of expenses are clearly shown in Figure 5.

The main task of analyzing the formation and distribution of profit is to identify trends, as well as the proportions that have developed, in the distribution of profit for the reporting year compared to the previous year. Based on the results of the analysis, recommendations will be developed aimed at changing the proportions in the distribution of profits and its most rational use.

Figure 5 - Dynamics of expenses in the Magnit vehicle

Using Figure 5, we can clearly see the increase in costs every year. Most high rate expenses is an indicator of sales costs. In 2012 it amounted to 2814.8 thousand rubles. the next largest indicator is administrative expenses. Compared to sales costs in 2012, the amount of administrative costs in the same reporting period was 30 times less than the former. The smallest amount of money is deducted for income tax expenses. The cost price increased sharply in the third reporting period and reached 495.6 thousand rubles.

TS "Magnit" carries out retail trade through a network of its own stores. The company strives to ensure that it includes only competent, responsible, and friendly employees. The Magnit chain of stores not only works with the best suppliers and gives preference to local manufacturers, but is also successfully developing own production.

2. 2 Analysis of the marketing and commercial activities of the Magnit chain of stores

The marketing environment of an enterprise is a set that includes subjects and forces that operate outside the firm and influence the firm's ability to establish and maintain successful relationships with consumers.

Management within the enterprise, as well as management of the enterprise as a market entity, are two levels in the management hierarchy. They are in a tight connection with each other. The connection is reflected in the dialectical unity of the internal and external environment of the enterprise.

The external environment of an enterprise is something that is given. The internal environment of an enterprise is a reaction to the external environment.

The external environment includes all factors that have a direct impact on the activities of the company. The external environment is a combination of factors, which include economic, demographic, political, natural, cultural and technical factors. This is shown in Figure 6.

Figure 6 - Internal and external environment of the company The potential of the company, as well as its capabilities, are characterized by the internal environment.

Adaptation of the enterprise to constant changes in external conditions, despite the fact that there are internal capabilities - this is the essence marketing management by the company.

The internal marketing environment includes characteristics and elements found within the firm itself. This:

1) qualifications of personnel and its composition;

2) financial capabilities;

3) management skills and competence;

4) use of technology;

5) image of the enterprise;

6) the company's experience in the market.

Characteristic marketing opportunities- This is one of the most important parts of the internal environment.

Internal environment of the Magnit vehicle:

1) qualifications of personnel and its composition:

From time to time, specialists undergo professional retraining.

2) financial capabilities:

Revenue for 2012 amounted to 448.661.13 million rubles.

3) the company’s experience in the market:

The company has existed and developed for almost 20 years.

External environment of the Magnit vehicle:

The market for the Magnit vehicle is the main external environment. It consists of competitors and customers, products, so the company has adopted certain principles:

1) provide services that meet the needs and expectations of the market;

2) focus on dialogues with the customer;

3) it is necessary to constantly study competitors;

4) it is necessary to constantly adapt to changing environments.

Needs of potential clients:

1) quality of service;

2) product quality;

3) decent and understanding treatment of workers;

4) reasonable prices.

After considering the external as well as internal environment of the company, it is necessary to create a SWOT analysis, which will help determine both the strengths and weaknesses of the company. It is presented in Table 5.

Today, marketing requires much more than just creating a product that satisfies all the customer's needs, pricing it appropriately, and ensuring its availability to target consumers. Enterprises communicate with their consumers and clients, or rather do not lose touch with them. At the same time, in the content of all communications of a certain company there should be nothing superfluous and accidental, since otherwise, the company may be in danger of reducing profits due to the high costs of communication, due to the damage that was caused to the image of the company.

Table 5- SWOT Analysis of TS "Magnit"

Since the retail chain operates in a market with strong competition, the best option for it is a combined strategy that is aimed at realizing its own advantages and is aimed at deep penetration and geographic development of the market.

PEST analysis is a useful tool for understanding the position of the enterprise, the market, and the potential of the company. PEST analysis can help a business manager analyze the position of the company's external environment, and also help identify the most important factors. Table 6 presents the PEST analysis of the Magnit vehicle.

Currently, enterprises interested in making a profit give a special place to marketing in the organization of their activities. The marketing department of TS "Magnit" provides for a certain set of measures, the purpose of which is to increase the profitability of this enterprise.

Table 6 - PEST Analysis of TS "Magnit"

The marketing communications mix consists of four main means of influence:

2) propaganda;

3) sales promotion;

4) personal selling.

Each element has its own specific communication techniques.

It is necessary to consider each of the main means of influence included in the marketing communications complex, using the example of Magnit chain stores.

The first means is advertising. This chain of stores actively uses it in its communication policy. There are various means by which the Magnit enterprise distributes advertising. These include both print media and outdoor advertising.

1) formation of a certain level of knowledge about the products offered by the consumer;

2) formation of the image of the chain of these stores;

3) formation of a favorable attitude towards the Magnit network;

4) encouraging the consumer to return to this network;

5) encouraging customers to purchase those goods offered by the Magnit chain of stores;

6) sales promotion of both supplied goods and goods of own production;

7) acceleration of trade turnover of the network;

8) the desire to make this client permanent.

TS "Magnit" uses various means of advertising distribution, such as: outdoor advertising, print media.

Outdoor advertising plays a huge role in the process of sales promotion. Currently, the city streets have turned into a battlefield, with a fierce battle being waged for the attention of every passerby. You can emerge victorious from this battle only if the approach to the development and design of an advertising poster is modern and quite creative. This information is shown in Figure 7.

Advertising posters of TS “Magnit” are quite memorable, concise, easy to understand, and also designed for the target audience. Their design and applied colors attract the eyes of passers-by, which constantly affects the traffic to the stores of this chain.

Customers who enter the Magnit TS store will certainly see advertising information posted on the glass doors in the lobbies. This type of advertising placement will be 100% noticed, since it will be visible both at the entrance and at the exit from the retail chain store. This is shown in Figure 8.

Stickers will also be 100% noticed by all customers of the store, both those who leave and those who enter the store. This type of advertising will always be relevant. This is shown in Figure 9.

Outdoor advertising is one of the most effective ways to attract the attention of customers, and is also a way to convey new information. Due to the location of TS Magnit hypermarkets near major city highways, the coverage radius increases many times. This is shown in Figure 10.

City format is the second most popular advertising medium after outdoor advertising. Since there is a backlight inside, this media can be used both day and night. This way you can attract more attention from potential consumers. This is shown in Figure 11.

Figure 11 - City format of TS "Magnit"

Stella is usually located at the entrance to TS Magnit hypermarkets. This is a large massive advertising structure on a metal pole, which rises 16 m above the ground. This advertising medium attracts a lot of attention. This is shown in Figure 12.

Figure 12 - Stella TS “Magnit”

"Indoor Video" is a new promising advertising format. She involuntarily attracts the client's attention. Plasma panels are located in areas with the highest traffic. This is shown in Figure 13.

Figure 13 - “Indoor Video” in the Magnit vehicle

Also, for a company to be successful, it is necessary to have a website. TS "Magnit" has such a website. It is presented in Appendix G.

Using this site, it is possible to obtain information for both buyers and partners, learn about the network’s own production, you can find out what vacancies are currently available, and there is also the opportunity to leave your own review of this network.

The second means included in the marketing communications complex is propaganda. According to Philip Kotler's definition, propaganda is non-personal sales promotion for a product or service, as well as a social movement that is based on the dissemination of commercially important information about them, both in print and electronic media.

Today, the goal of PR activities is to establish two-way, mutual communication, which is aimed at identifying common ideas and common interests. It is not the firm's responsibility to maintain relations with the press. If the public is interested in the activities of TS Magnit, then in this case, maintaining relations with the press is a necessary part of the successful policy of the enterprise and acts as an integral element of the entire list of responsibilities of the organization. The media will constantly publish material and messages about this chain of stores. The possibility of significantly reducing the likelihood of distortions, as well as inaccuracies in reporting, will only be when assistance is also provided to the press itself. In addition, these relationships are also used for advertising purposes. The main means of communication between TS Magnit, like any other organization, and its clients is the printed word. In this regard, the “own person” in the system of the printed word plays the role of one of the most powerful means of marketing communication. TS "Magnit" has developed its own form style, which residents of both the city of Omsk and other cities of the Russian Federation, in which Magnit TS stores are also located, can easily recognize at first sight. Their own style lies in a special emblem, in the form and type of font that was used to write the name of this organization, and here the colors of this emblem have a special meaning, since their combination attracts the eyes of passers-by. The emblem of this organization is shown in Figure 14.

Figure 14 - Emblem of the vehicle "Magnit"

Sales promotion is the third means. Sales promotion is a marketing activity that is distinct from advertising, personal selling, and propaganda. It stimulates customer purchases and dealers' efficiency, for example, exhibitions, various demonstrations. Carrying out events that are aimed at stimulating sales is currently becoming increasingly developed in Magnit chain stores and is an effective and inexpensive way to attract potential customers. This network uses sales promotion to:

1) increase sales volume in the short term;

2) maintain consumer commitment to this particular store chain;

3) display on Russian market and the market of the Omsk region is any new product, this includes both goods of its own production and supplied products;

4) support various instruments promotion.

Also, TS "Magnit" focuses on incentives due to:

1) opportunities for personal contact with potential clients;

2) a large selection of sales promotion tools;

3) the possibility of the buyer receiving something valuable, as well as obtaining a large amount of information about the company;

4) opportunities to increase the likelihood of an unplanned purchase.

And finally, the last element is personal selling. According to

According to Philip Kotler, personal selling is a verbal presentation of a product that takes place during a conversation with one or more potential consumers for the purpose of making a sale.

This form of trading becomes most effective at the following stages:

Formation of consumer beliefs and preferences;

Carrying out an act such as a deed of sale.

In TS "Magnit" every seller knows that he is a kind of intermediary between the company and the consumer. In this case, the seller plays

the role of a source of information about product quality, customer wishes, what products are, and why they are or are not successful, and so on. With the help of this information, the policy of this network is adjusted, as well as the system for promoting the products offered as a whole.

Also, all sellers of TS “Magnit” have a clear understanding of the structure of the enterprise and what goals it sets for itself.

Along with this, it is also carried out qualitative assessment the seller, namely, an assessment of his qualifications, depth of knowledge about the product, the company, its clients, competitors, and so on.

It should be noted that the managers of this network are constantly working to improve the operation of the vending machine, because it is very effective in solving some marketing problems, and also makes a huge contribution to the profit of the enterprise.

2. 3 Analysis of the formation of the product range of the Magnit store chain

The formation of a product range plays the role of the most important factor life of a modern trading enterprise.

The formation of a product range has an impact on sales. This makes it possible to manage the share marginal income, as well as net profit.

An assortment matrix is ​​an effective method for identifying factors and elements that are of particular importance from a variety of factors. They do this in order to achieve their goals. The main factors in the formation of the product range:

Identify target customers;

Determine the price range;

Create an assortment classifier;

Determine the breadth and depth of the assortment by product categories;

Determine the number of brands/suppliers represented;

Define the concepts and format of the sales division.

You also need to consider:

Time of presence of products on the market;

Analysis of this product from competitors;

Current market trends.

The range of TS "Magnit" in this course work will be analyzed according to the product catalog "Family hypermarket "Magnit"" (valid from March 13 to March 26), it is presented in Appendix E.

The breadth of the assortment is the number of species, varieties, as well as names of homogeneous and heterogeneous groups.

Actual breadth is the actual number of species, varieties, and names of goods that are available.

The base latitude is the latitude that is taken as the basis of comparison.

The breadth coefficient is the ratio of the actual number of species, varieties, as well as names of goods of homogeneous and heterogeneous groups to the base one.

The breadth of the Magnit vehicle assortment is presented in Table 7.

Table 7 - Breadth of the range of vehicles "Magnit"

Using the breadth of the assortment, we can conclude that the assortment of the Magnit vehicle is represented above the 50% barrier compared to its competitors. This makes it possible to successfully compete in the market. But the expansion of assortment positions amounts to 20 items. This allows the retail chain to increase its possible supply. Assortment completeness is the ability of a set of products of a homogeneous group to satisfy the same needs. The actual indicator of completeness can be characterized using the actual number of species, varieties, as well as names of goods of a homogeneous group. The basic indicator of completeness can be characterized using the regulated or planned quantity of goods of a homogeneous group. The completeness coefficient is the ratio of the actual completeness indicator to the base one. The completeness of the assortment is presented in Table 8.

Table 8 - Completeness of the range of vehicles "Magnit"

It is very difficult to establish the possibility that one variety can replace another. But the indicator of assortment completeness shows that almost 54% of home-produced goods satisfy the needs in this type, almost 68% satisfy the needs of products, and almost 64% satisfy the needs of cosmetics and household chemicals. The assortment in this case is rational, because the number of product names is large enough to satisfy any customer needs with an extremely large number of names. Assortment stability is the ability of a set of products to satisfy demand for the same products. A feature of such products is the presence of a stable demand for them. The sustainability of the assortment can be characterized using the sustainability coefficient. The sustainability coefficient is the ratio of the number of types, varieties and names of products that are in steady demand among customers to the total number of types, varieties and names of products of the same homogeneous groups. The stability of the assortment is presented in Table 9.

Table 9 - Stability of the Magnit vehicle assortment

Almost half of the products presented are in steady demand, despite the difference in customer preferences.

The product is in steady demand, in some way not only because of its taste, but also because of its “convenient” low price.

The novelty of the assortment is the ability of a set of products to satisfy changing needs through new products.

The novelty of the assortment can be characterized using two indicators. These are: actual renewal and degree of renewal.

The renewal coefficient or the degree of renewal is the ratio of the number of new products to the total number of product items. The assortment update is presented in Table 10.

The update does not act as one of the main directions of the assortment policy of the retail chain. Quite the opposite - the bet is on the constant preferences of consumers. However, TS Magnit is trying to introduce new products, which they are doing quite successfully.

Table 10 - Update of the Magnit vehicle range

The idea of ​​ABC analysis is based on the well-known Pareto principle: “A relatively small number of causes are responsible for the majority of possible results,” currently better known as the “20:80 rule.” Vivid examples of this rule: “20% of goods bring 80% of the profit”; “20% of customers bring 80% of turnover.” ABC analysis of the Magnit vehicle is presented in Table 11.

Table 11 - ABC analysis of the Magnit vehicle

Thus, we can conclude that the ABC analysis showed that the main share of the turnover of the Magnit TS store is provided by such goods as dairy products, baked goods, tea, butter, which belong to group B. Products - cheese, coffee, pancakes belonging to group A are necessary for development and additional sales promotion actions are required, for example, in the form of price reductions or expansion of the range.

You can also use the BCG matrix here. The essence of the model: the BCG matrix assumes that a company, in order to ensure productive, profitable long-term growth, must generate and extract cash from successful businesses in mature markets and invest them in fast-growing, attractive new segments, strengthening the position of their products and services in them to generate sustainable levels of income in the future. Objectives of the model: BCG analysis is used to determine priorities in the development of the company’s assortment units, allows us to determine directions for future investments and develop long-term development strategies for each assortment unit.

To develop this model, I selected products from the “Products” product group. Namely: processed cheese “Viola”, tea “Greenfield”, milk 3.5% “Prostokvashino”, chocolate “Sladko”, mayonnaise “Mister Ricco”.

The data is presented in Table 12 and Table 13.

Table 12 - Calculation of market share of goods

Table 13 - Construction of the BCG matrix by profit volume

The following conclusions can be drawn:

1) the first step is to decide the fate of the product “Sladko Chocolate”. This product must be excluded from the assortment. If the market capacity is large, then you can try to make a “Cash Cow” out of this product. This requires product improvement programs.

2) the enterprise lacks “Stars”. It is necessary to consider the possibility of developing the product “Mr. Ricco Mayonnaise” (strengthen competitive advantages, develop knowledge of the product). If it is impossible to develop existing “Problem Children” into “Stars”, consider the creation of new products that can take this place.

3) the main emphasis in support should be placed on the products “Milk 3.5% “Prostokvashino”” and “Tea “Greenfield””, since they provide the main share of sales. The goal here will be to maintain the position.

4) low share of this product, it is necessary to increase the number of new products and developments. Develop the existing product “Mr. Ricco Mayonnaise” and create competitive advantages.

3 Recommendations and measures to improve the range of goods in the Magnit chain of stores

Having analyzed the activities of TS “Magnit”, we can highlight some of its shortcomings:

Narrow range of products;

The retail chain pays little attention to the design of the sales floor.

Let's consider the solution to each problem separately.

Product range management is one of the main activities of every company. This direction especially has important in the context of transition to market economy, when the client pays increased attention to quality and assortment of products. A large number of different economic indicators of the company and market share depend on the efficiency of work with manufactured products. Analyzing world experience, we can conclude that leadership in the competition will be given to those who are most competent in assortment management and also master the methods of its implementation.

Planning and management of the Magnit TS product range is an integral part of the marketing department. Even pre-thought-out sales and advertising plans are not able to eliminate the consequences of mistakes made that were made much earlier, even when planning the product range.

The development of an assortment concept precedes the formation of an assortment. This is the targeted construction of an optimal product offer, the construction of an improved assortment structure; in this case, customer requirements should be taken as a basis, as well as the need to ensure the most effective use a firm of financial, technological, and other resources in order to produce and sell goods at low costs.

The assortment concept of the Magnit TS is a system of indicators that characterize the possibilities for better development of the range of various products. These indicators include: frequency and level of assortment renewal, variety of product types, level and price ratios for products of this type, and more. The goal of the assortment concept of TS "Magnit" is the company's orientation towards the production and sale of products that would be more consistent with the structure, as well as the diversity of customer demand.

If it is necessary to develop a system for forming the assortment of goods of the TS “Magnit”, then it will consist of the following main points:

1) determine the current and future needs of customers, analyze the ways of using certain products and characteristics of customer behavior, critically evaluate the goods sold and produced by the retail chain in the same range from the customer’s perspective;

2) evaluate existing analogues of competitors in the same areas;

3) decide which products should be added to the assortment and which should be excluded from it due to changes in the level of competitiveness; whether the company should diversify its products into other areas of production of the company that go beyond its established profile;

4) consider proposals for the creation of new products, improvement of existing ones, as well as new methods and areas of application of products;

5) conduct tests of goods taking into account potential customers in order to determine compliance with respect to quality, style, price, name, packaging, service, etc.

Let us consider in detail each point regarding the goods of TS “Magnit”.

The first thing a retail chain, or rather its specialists, can do is determine the needs of its customers. This activity can be carried out through marketing research. For example, when making purchases, customers will be asked to fill out a questionnaire where they will answer questions regarding certain product groups: Does this product meet their needs? Are you happy with the price? Do you consider this product to be of high quality or not? This survey must be conducted at least once a month. This is due to the fact that customer tastes and interests are constantly changing. The company needs to constantly be aware of these changes and try to satisfy the needs of each client. This type of research can be carried out by students who have taken a job as a promoter, and in the summer this type of activity can be assigned to a student intern. The survey must be conducted within three days in one TS “Magnit” store from 15:00 to 20:00. Costs for this event (for three days) will include:

Printing of questionnaires;

Salary of the promoter.

During the three days of conducting the survey, 100 questionnaires must be printed. The costs in this case will be 100 rubles. (1 rub. x 100 pcs. = 100 rub.). An example of the questionnaire is given in Appendix G. The services of a promoter are also required. For one hour his salary will be 80 rubles. The costs in this case will be 1200 rubles. (80 rubles * 5 hours = = 400 rubles and 400 rubles * 3 days = 1200 rubles). In total, for three days of this event the costs will be 1300 rubles. (100 rubles + 1200 rubles = 1300 rubles). We can conclude that it is advisable to carry out this type of event, since a small amount of money is spent. After conducting the survey, the promoter must deliver the completed questionnaires to the marketing department of the enterprise, where marketing specialists and marketing assistants will analyze the data received and will be able to draw conclusions in the future. From these findings, it will be possible to determine the approximate needs of your consumers and take into account those points that do not suit them.

The second is an analysis of your competitors. In the city of Omsk, the main competitor of TS Magnit is the Soseddushka chain of stores. Here you can make a comparative analysis. In some ways, a competitor may outperform TS Magnit; this must be taken into account, because these are the points that can affect the competitiveness of this chain of stores. Parameters for comparison may be completely different. This could be: price level, quality of service, sales floor design, product layout, and so on. It is also possible to conduct a comparative analysis using a survey. The methodology for conducting the survey will be similar to that described in the first case, however, the questions here will be of a different nature. The costs will also be 1300 rubles in this case. An example of this questionnaire is given in Appendix I.

The third is resolving issues related to the addition or exclusion of certain products from the range of the retail chain. In this case, it is possible to create an expert group, which will consist of specialists from the marketing department.

Fourth, this means considering proposals either to create new products or to improve existing ones. For example, at the exit of a retail chain store, you can install a “Your suggestions and complaints” box, where incoming customers will throw leaflets. An example is shown in Figure 15.

Figure 15 - Example of the “Your suggestions and complaints” box in Magnit TS stores

Fifth, in this case it is possible to conduct a study of existing products or study the possibilities of own production of new products. Here it will be necessary to answer the question: “Is in-house production profitable for a retail chain? » In this case, it is possible to test the products. To conduct this type of event, it is necessary to send product samples to the laboratory. A similar laboratory has existed in Ryazan for many years. Today - Federal state-financed organization"Ryazan CSM" - modern organization, staffed by highly qualified specialists and equipped with the most precise equipment. The laboratory tests food products according to the following safety indicators:

Toxic elements: lead, cadmium, arsenic, mercury, copper, iron, tin, zinc;

Mycotoxins: aflatoxin B1, aflatoxin M., zearalenone, T-

2 toxin, patulin, deoxynivalenol, ochratoxin A;

Pesticides: Hexachlorocyclohexane (alpha, beta, gamma isomers), DDT and its metabolites, 2, 4-D acid, its salts, esters, organomercury pesticides, heptachlor, hexachlorobenzene;

Antibiotics: grisin, bacitracin, tetracycline group,

levomycin, streptomycin;

Benz(a)pyrene;

Radionuclides (cesium-137, strontium-90) are determined in food products and water;

Microbiological indicators: sanitary indicative microorganisms, conditionally pathogenic microorganisms, pathogenic microorganisms, including salmonella, spoilage microorganisms.

Melamine in milk, milk powder, products baby food milk-based, powdered eggs, yoghurts, chocolate, lactose and animal feed.

In this case, it is proposed to send samples of bakery products of our own production. Costs are presented in Table 14.

Table 14 - Costs for testing products

The total cost of the analysis was 1,187 rubles. It is also necessary to consider the costs of transporting these samples. If the cargo is light in weight, shipping will take about 5-7 days from the release date vehicle. The cost will be 5600 rubles. In total, the company will spend 6,787 rubles to conduct an examination of goods of its own production. (1187 rubles +5600 rubles =6787 rubles).

Tasting of certain food products can also serve as a product examination. The clients of TS Magnit stores themselves will act as tasters. Each client will be given a card on which he will give a point (using a 5-point system) for one or another indicator. An example of a card is shown in Figure 16.

Figure 16 - Card for evaluating the product After this, an analysis will also be carried out and conclusions will be drawn.

We can conclude that the essence of the formation and management of the Magnit TS product range will be to ensure that the chain of stores promptly offers a certain set of goods that would most fully satisfy the requirements of certain categories of buyers.

Since TS “Magnit” has shortcomings in the use of advertising, it is necessary to use new types of advertising means.

The concept of “advertising media” includes a wide range of different possibilities that are aimed at transmitting an advertising message from the advertiser to the consumer. Today there are a huge number of advertising media, which has led to the emergence various classifications according to certain characteristics, for example, the size of communication, its direction, purpose, as well as the method of disseminating information, etc.

In order for the consumer to learn about the expansion of the range, about the appearance of new products in the Magnit TS, it is necessary to make full use of advertising means, since this is the main way to convey this information to its consumers. If a consumer sees an advertisement for a new product on a banner or, for example, on TV, then he can go to the Magnit TS store to buy it. It is thanks to advertising that we can find out about the arrival of a new product, as well as in some cases about its price, discounts and new promotions in the store.

When planning the use of the main means of advertising distribution, a specialist in this area must accurately understand what indicators of strength, particularity and coverage of impact each of such means provides. These means are arranged in the following order: newspapers and television, radio, magazines, outdoor advertising, direct advertising.

Each of these tools has its own advantages and limitations.

The Magnit retail chain uses all possible means of advertising distribution. But some of them remained untouched. Among them we can highlight such as outdoor advertising (in the form of banners), advertising on and inside transport, Internet advertising, as well as direct advertising.

In the role mass media impact on audiences of potential customers using various modes of transport, such an advertising medium as advertising on transport is irreplaceable. Every day thousands of people use the services of buses and trolleybuses. Advertising on transport can be divided into three types. This:

3) posters placed at railway stations, bus stations, bus and trolleybus stops, as well as at gas stations.

Outdoor advertising, which will be distributed on city streets, will quickly attract the attention of passers-by. The banner can contain both the logo of the network and information about upcoming promotions or holidays. An example is shown in Figure 17.

Figure 17 - Example of a banner for TS “Magnit”

Considering the second type of advertising on transport, this option for presenting advertising information about the Magnit vehicle is possible, it is also shown in Appendix B. And, finally, this option for presenting advertising information about the Magnit vehicle is possible, it is shown in Figure 18.

Internet advertising is addressed to a mass client and has the nature of persuasion. In the case of the Magnit vehicle, there is media advertising. It involves the placement of text and graphic advertising materials on various sites that represent an advertising platform. An example of presenting information about the Magnit vehicle using Internet advertising is presented in Figure 19.

The last type of advertising distribution is direct advertising. Direct advertising is aimed at a specific audience using certain means. For example, distributing booklets about a given retail chain. An example of a booklet is shown in Appendix D.

The costs of the listed activities are shown in Table 15.

Table 15 - Costs of TS "Magnit"

These costs are necessary to increase the number of views of advertising for this network.

Each of the above means of advertising, transmitting information to a wide range of consumers, has its own specifics, and also fulfills the final task of advertising in its own way. Therefore, a spontaneous choice of means can lead to a decrease in the effectiveness of the advertising event.

3. 3 Recommendations for the use of advertising and multimedia technologies in the sales area

And the last drawback is the fact that the retail chain pays little attention to the design of the sales area. Therefore, recommendations will be offered on the use of advertising and multimedia technologies in the trading floor.

Nowadays, it is not only important what products make up the store’s assortment, but also the fact how they are presented to the client. Today, there are a large number of new technologies that bring new, positive changes to the work of stores.

Multimedia technologies are a set of modern audio, video, virtual, and visual communications that are used in the process of organization, planning and management various types activities. Multimedia technologies are widely used in advertising activities, when organizing marketing management of means and methods of promoting goods and services, in training and leisure activities. It is possible to disseminate information about the replenishment of the Magnit TS range not only with the help of advertising means that are located outside the retail chain stores, but also to do this inside the trading floors themselves.

The Magnit chain of stores does not actively use both advertising and multimedia technologies. We can place audio advertising in the sales area, as well as watch videos that will “tell” about the preparation of our own products. These videos can be broadcast on monitors that will be located at the exit from the store, or rather in front of the cash register. By standing in line and watching these videos about their own products, the consumer can easily come back and buy them.

It is also necessary to place monitors throughout the sales area, in each department, through which customers will also be able to watch various videos about the products of TS Magnit.

It is also possible to use a virtual promoter.

A virtual promoter is what is needed when conducting various types of promotions or exhibitions. He is

an effective form that influences the behavior of a person passing nearby. A virtual promoter always successfully leads the client to purchase the advertised products. His image can be completely different, ranging from a life-size projection of a person and ending with the image of a company or product.

At the request of the customer, this device can be equipped with an interactive system, which will make it possible to recognize an approaching person, and then turn on the corresponding video. The dynamic image of the interactive promoter, as well as the sound with a non-standard presentation of information, do not leave either ordinary passers-by or advertising professionals indifferent. An example of a virtual promoter is presented in Appendix E.

Currently, all stores compete for the attention of passers-by, both directly with each other and with thousands of different, moving advertising objects. Today, plastic figures, no matter how beautiful and ideal they are, can no longer attract as much attention as before. Interactive storefronts can help in this battle. Forbes named them one of the most promising trends.

Interactive storefronts take advantage of the benefits of standard video screens, but also have the potential to engage passers-by directly. This includes both testing the capabilities of the proposed product and various enjoyable games that strengthen the emotional connection with a certain product. In addition to all this, since this technology is not yet an industry standard, for most companies it plays the role of an opportunity to emphasize the company’s understanding of current trends, and it is also a very good information occasion that is effectively distributed across the network.

An interactive showcase will allow a company (in our case, TS Magnit) to clearly show the store’s assortment and open access to it, even if the store itself is closed. An example of an interactive showcase is presented in Appendix E.

The use of new technologies in the Magnit TS policy will entail some costs. They are expressed in Table 16.

Table 16 - Costs of new technologies of the Magnit vehicle

Based on the information presented in Table 2, it can be calculated that the total cost of new technologies is 247,000 rubles.

The use of these technologies will lead to an increase in the number of customers of this network, and consequently, will increase the profit of the enterprise, which will have a positive impact on the position of the network of these stores in the Omsk market.

Conclusion

One of the most important merchandising characteristics of goods is the assortment characteristic, which determines the fundamental differences between goods of different types and names. The assortment of goods is a list of goods united according to some characteristic and satisfying human needs.

A distinction is made between a range of services, a range of products and a trade range:

The service mix is ​​the set of services that are offered by the client. In terms of detail, the range of services includes three main types: group, specific and intraspecific;

The product range is the composition, the ratio of individual types of products in the goods of a company, industry, group of products, taking into account their quality and grade;

In marketing, the characteristics of an assortment are: width, depth, stability and height of the assortment.

The width of the assortment is the number of assortment groups in the entire set of commercial products.

The depth of the assortment is the number of products in one assortment group.

The assortment height is the average price of the assortment group.

A product range is a group of products that are related to each other either due to the similarity of their scope of operation, or within the same price range.

Assortment of goods - according to GOST R 51303-99, is a set of goods that are combined according to one or a set of characteristics.

When writing this course work, the activities of the Magnit retail chain were considered.

Concepts such as “assortment” and “formation of assortment” were studied. The classification of the assortment of goods and services of a retail enterprise, indicators of the assortment and the factors influencing them, principles, as well as the stages of forming the assortment and monitoring its condition in retail organizations were also considered.

The organizational and economic characteristics of the stores in this chain were also analyzed. After this it was analyzed marketing activities TS "Magnit", and also analyzed the formation of the product range of the Magnit store chain

And finally, recommendations and measures were given to improve the range of goods at retail enterprises. Where you can include: recommendations for improving the assortment, the use of new types of advertising media, as well as the use of new advertising and multimedia technologies in the sales area.

During the writing of this course work, it was found out that the Magnit retail chain is very successful in its activities. This is confirmed by the wide range of consumers of the goods of this retail chain.

The assigned tasks were completed and the goal was achieved.

List of sources used

1 Snegireva, V. Retail store: ex. assortment by product category / V. Snegireva. - St. Petersburg: Peter, 2007. - 416 p.: ill. - Bibliography: p. 403. - ISBN 5-469-00398-1.

2 Vinogradova, S. N. Commercial activities: textbook / S. N. Vinogradova, O. V. Pigunova. - 2nd ed., rev. - Minsk: Highest. school, 2006. -351 p. - (University. Higher education students educational institutions) - ISBN 985-06-1255-Х.

3 Paramonova T. N., Krasyuk I. N. Marketing in retail trade: Educational and practical manual / Under the general editorship of Professor T. N. Paramonova. - M.: ID FBK-PRESS, 2004. - 224 s.

4 Sidorov D.V. Retail networks

5 Zhukova, T. N. Commercial activities: textbook. allowance / T. N. Zhukova. - St. Petersburg: Vector, 2006. - 256 p. - (The best cheat sheets). - Bibliography: p. 251-252. - ISBN 5-9684-0282-2.

7 Sysoeva, S. V. Standard retail store: development of instructions and regulations / S. V. Sysoeva. - St. Petersburg: Peter, 2007. - 176 p.: ill. - (Store Director's Library). - Adj.: p. 145-169. - Bibliography: p. 170. -ISBN 978-5-91180-126-7.

8 Retail trade networks: strategies, economics, management: textbook. manual / ed. A. A. Yesyutina, E. V. Karpova. - M.: KnoRus, 2007. - 424 p. - ISBN 978-5-85971-705-7.

9 Book of the store director: practical. recommendations / V.V. Gorlov [etc.]; edited by S. V. Sysoeva. - 2nd ed., improved. and additional - St. Petersburg: Peter, 2007. - 368 pp.: ill. - Auth. indicated on the back tit. l. - Bibliography at the end of ch. - ISBN 5-469-01306-5. - ISBN 978-5-469-01306-8.

11 Surkova, E. V. Fundamentals of marketing: tutorial/ E. V. Surkova. - Ulyanovsk: UlSTU, 2007. - 152 p. - ISBN 978-5-9795-0138-3.

12 Charter of OJSC "Magnit" dated 06/05/2012 - Access mode: http: //www. magnet-info. ru/.

13 Official website of the Magnit network. - Access mode: http: //www. magnet-info. ru/.

14 Methods of collecting information and analysis tools Kislyak M. -Access mode: http: //www. antema. ru

15 Customer behavior: methods of data collection V. Smirnov - Access mode: http: //www. antema. ru

Appendix A

Appendix B

Appendix B

Figure B. 1 - Example of a booklet for a Magnit TS product

Appendix D

Figure D. 1 - Virtual promoter

Appendix D

Figure E. 1 - Interactive showcase

Appendix E

Figure E. 1 - Product catalog of the Magnit hypermarket

Appendix G

1. What influences the choice of where to buy?

□ price of goods;

□ quality of goods;

□ quality of service;

□ close location to home or place of work;

□ recognition of the retail network;

2. How satisfied are you with the activities of TS “Magnit” (according to a 5-point system)?

4. Do you have any complaints about the goods presented in the TS Magnit store? (if yes, which ones)

5. What product would you like to see on the shelves of the TS Magnit store?

I would like to see_.

6. Please indicate your gender:

□ male;

□ female.

7. Please indicate your age:

□ under 18 years of age;

□ 18 - 25 years old;

□ 26 - 40 years old;

□ 41 - 55 years old;

□ 56 years and older.

8. Indicate your type of activity:

□ student;

□ schoolboy;

□ working;

□ pensioner;

□ other_.

Thank you for participating in the survey!

Appendix I

We ask you to answer the following questions:

9. Where do you most often shop for food products?

□ on the market;

□ in chain stores;

□ in convenience stores;

10. Which retail chain do you most often shop at?

□ “Magnet”;

□ “Neighbor”;

□ “Tape”;

□ other_.

11. How satisfied are you with the activities of TS “Magnit” (according to a 5-point system)?

13. How satisfied are you with the activities of TS “Lenta” (according to a 5-point system)?

14. What products and where do you buy most often?

Analysis of the assortment policy of the trading organization LLC "Vesterbeltorg"

The trade organization has a wide range of food products:

grain flour products (flour, cereals, bread and bakery products, bagels and crackers, pasta);

fruits and vegetables and mushrooms (fresh vegetables, canned fruit and vegetables, fresh and processed mushrooms);

confectionery (cookies, gingerbread, muffins, cakes, waffles, etc.)

sugar, honey;

flavoring goods (tea, coffee, spices, seasonings);

alcoholic drinks;

low alcohol drinks;

tobacco products;

milk and dairy products (milk, cream, fermented milk products, ice cream, butter, cheeses);

meat and meat products (poultry, cattle meat, offal, sausages, semi-finished meat products, canned meat).

The trade organization offers a wide range of non-food products:

household and chemical goods;

perfumery, cosmetics and haberdashery goods;

plastic products;

metal goods.

An important principle of forming an assortment of goods and its own products at Vesterbeltorg LLC is to ensure its sufficient breadth and depth.

When forming an assortment, a trade organization uses two approaches: based on the assortment list and based on the consumer complex.

Consumer complexes in the trade organization LLC “Vesterbeltorg” are a specific list of varieties of various groups of goods, formed according to functional and consumer characteristics.

When forming an assortment according to consumer complexes, products are combined according to the principle of the unity of their consumer purpose.

The use of such a complex in the practice of a trade organization allows you to: improve the culture of customer service by: servicing a certain category of customers and reducing their time spent on purchasing; provision of services for the acquisition of several purchases in one place, including related products not planned in advance; better display of goods in consumer complexes, consultations, provision of services, etc.;

Identify patterns in needs and in the formation of a product range.

The range of consumer complexes in a trade organization is formed according to the following criteria: gender and age groups ( women's clothing, men's clothing); special occasions ( Gift Baskets); traditions and habits of buyers; seasonality of demand, etc.

Commodity experts monitor goods that are in demand among buyers: goods of a specific manufacturer (for example, dairy products “Savushkin Product”, milk “Slavic Traditions”, cottage cheese “Savushkin Khutorok”, sour cream “Tender Summer”, sour cream “Minsk Mark”, etc.). d.

Commodity experts order exactly these products, coordinate the delivery time and the volume of the batch. This allows you to eliminate overstocking and sell goods in accordance with shelf life.

Thus, the consumer complex excludes goods that are not in demand from the assortment.

The assortment list presupposes the availability for sale of the standard product offering stated in the mandatory assortment list. It is focused on satisfying a clearly defined demand.

When compiling an assortment list, a trade organization is guided by the Decree of the Ministry of Trade of the Republic of Belarus “On assortment lists of goods” No. 36 of November 16, 2006.

The assortment list of food products is approved after agreement with in the prescribed manner with state sanitary inspection authorities.

The assortment list is posted in a place visible to customers.

According to the assortment list, the trade organization offers a wide selection of goods, and each group of goods is represented in a large assortment. It is possible to select products within one product group from different manufacturers that differ in composition.

The share of domestically produced goods in the total volume of retail trade turnover is at least 90%.

Control over the completeness and stability of the assortment is carried out both at the level of the trade organization itself, and by higher regulatory authorities and organizations that have the right to do so.

To create a sustainable assortment, the trade organization has connections with more than 1,500 suppliers.

Let's consider the range of socially significant food products: milk and bread.

The trade organization offers the following types of milk:

natural milk - non-skimmed milk without any additives;

drinking milk - fresh milk product with a fat mass fraction of no more than 9.5%, made from milk without the addition of non-dairy components, subjected to heat treatment;

skim milk - the skim part of milk obtained by separation and containing no more than 0.05% fat;

cream - the fatty part of milk obtained by separation;

pasteurized milk - milk that has been subjected to heat treatment at certain temperature conditions;

normalized milk - milk, the values ​​of the mass fraction of fat or protein are brought in accordance with the standards established in regulatory or technical documents;

reconstituted milk - pasteurized milk with the required fat content, produced from milk powder or canned milk and water;

whole milk - normalized milk or reconstituted milk with a specified fat content;

high-fat milk - normalized milk with a fat content of 4 and 6%, subjected to homogenization;

low-fat milk - pasteurized milk produced from skim milk;

drinking milk is a fresh milk product with a fat mass fraction of no more than 9.5%, made from milk without the addition of non-dairy components, subjected to heat treatment.

fortified milk: with vitamin C and with vitamins C, A and D2 for preschool children.

Let's calculate the indicator of breadth of milk assortment:

The store has 15 types of milk in its assortment - therefore Shd = 15.

As a basic indicator, for comparison, you can take data from a competing store located next to the supermarket, this is OJSC Gastronom on Umanskaya.

Table 2.2 - Assortment of dairy products by width, depth and richness

The assortment of milk at OJSC Gastronom on Umanskaya is represented by 20 items - therefore, Shb = 20.

Based on the available data, we calculate the milk assortment breadth coefficient using the formula:

Ksh = Shd/Shb*100% = 15/20* 100% = 75%

The breadth of milk assortment in the supermarket is lower than in the grocery store of OJSC Gastronom on Umanskaya.

The supermarket's assortment includes for sale: 10 types of milk with a fat content of 1.5%;

Kp = Pd/Pb * 100%= 10/15 *100%=66.6%

Conclusion: the coefficient of completeness of the milk assortment in the store is rational and can satisfy consumer demand for this product.

Let's calculate the sustainability coefficient of the milk assortment in the store.

The most stable demand is:

9 types of milk out of 15;

Stability factor:

Ku=9/15*100%= 60%;

Conclusion: the sustainability factor of the milk assortment in the store is rational and does not require expansion.

Let's calculate the coefficient of novelty of the milk assortment. In the general list of assortments, the quantity of the new product - milk - is 3;

Kn=N/Shd * 100%= 3/15 * 100= 20%

Conclusion: it is desirable to increase the novelty coefficient for the milk assortment by updating the product in the general assortment list to more fully satisfy consumer demand for a new product.

The range of bakery products in a trade organization is characterized depending on the type of flour used: rye, wheat, rye-wheat and wheat-rye.

According to the recipe, simple, improved and rich (wheat only) are distinguished. The recipe for simple products includes flour, water, yeast and salt. Additional raw materials are introduced into the recipe of improved products - dairy products, sugar, molasses, malt, etc. Butter products contain a lot of fat and sugar; In addition, nuts, raisins, candied fruits, eggs, powdered sugar, etc. can be added.

Based on the baking method, a distinction is made between hearth and molded products. Table 2.3 shows the range of bakery products by width, depth and richness.

Table 2.3 - Assortment of bakery products by width, depth and richness

Note - Source: own development.

The range of bakery products of the trade organization is represented by the following assortment:

sourdough breads with long shelf life from 3 to 7 days:

“Anniversary”, Narochansky, “Baltiysky”, “Traetsky”, “Belaya Rus”, provincial new, special with spices, Suvorov appetizing, “Pribuzhye”, “Molodetsky”, “Polesie”, “Shatilovsky” with green tea, “Yavar” ", "Boldinsky", "Migaevsky with raisins", Dvinsky aromatic, "Vityaz".

Yeast-free breads:

Monastery, Chenkovsky, "Vyazynsky", Novobelitsky;

gourmet breads:

bread "Bogach", "Grand", "Delicacy" with prunes, "Delicacy" with dried apricots, tropical with walnut, "For gourmets";

toast breads.

Bakery products: loaves, baguettes, twisted and braided bakery products, with all kinds of toppings, bagel products, crumpets with raisins, poppy seeds, vanilla, crumpets for broth, small-piece buns with and without fillings, puff pastries and other products;

dietary products for patients with various diseases:

with seaweed - bread “Krynichny”, “Primorsky”, flatbread “Original”; with wheat bran - Muesli bread, doctor's bread, wheat bran bread; with crushed wheat grains - Asaloda bread, milk-grain bread, with oatmeal, oat flakes - Polesie bun, healthy Mogilev bread;

diabetic products:

with steviazid - milk bread “Novinka”, bread “Zernyatko”, baguette for diabetics, pumpkin bread; with fructose - "Primrose" bun, "Tonus" bread, "Wheat grain", with dry gluten - diabetic dill bread, diabetic protein bread;

bakery products enriched with vitamins and minerals:

they contain natural compositions of fruit, vegetable and herbal supplements that contain B vitamins, calcium, iron, magnesium, manganese, iodine, potassium, as well as inulin and pectin: bread with milk thistle, pearl, “Zdravushka”, “Breeze” bread , vitushka "Nectar".

Let us calculate the breadth of the range of bakery products.

The store sells 23 items - that means Shd = 23.

In the store of OJSC "Gastronom on Umanskaya" - 32, therefore Shb = 32.

We calculate the coefficient of breadth of assortment of bakery products:

Ksh = Shd/Shb * 100% = 23/32 * 100% = 72%.

Let's calculate the coefficient of assortment completeness.

The supermarket's assortment includes for sale: - 15 types of baked goods.

Based on the data obtained, we calculate the assortment completeness coefficient:

Kp = Pd/Pb * 100%= 15/23 *100%=65.2%.

Conclusion: the coefficient of completeness of the assortment of bakery products in the store is rational and can satisfy consumer demand for this product.

Let's calculate the stability coefficient of the assortment of bakery products in the store.

The most stable demand is for: - 15 types of bakery products out of 23.

Stability factor:

Ku=15/23*100%= 65.2%;

Conclusion: the sustainability factor of the assortment of bakery products in a store is rational and does not require expansion.

Let's calculate the coefficient of novelty of the range of bakery products. In the general assortment list, the number of new products is:

Bakery products -6.

We calculate the novelty coefficient:

Kn=N/Shd * 100%=6/23 * 100= 26%

Conclusion: it is desirable to increase the novelty coefficient for the assortment of bakery products by updating the product in the general list of assortment to more fully satisfy consumer demand for a new product.

Let's consider the assortment of vodka, which is one of the goods that brings the greatest profit to a trading organization. The assortment includes about 30 types of vodka from the Belalko plant.

Characteristics of the product range of the Belalco plant in the trade organization are presented in Table 2.4.

Let's calculate the coefficient of breadth of vodka assortment:

Ksh = Shd/Shb*100% = 30/40* 100% = 75%

Let's calculate the indicator of completeness and the coefficient of completeness of the vodka assortment.

The supermarket's assortment includes 70 types of vodka;

Based on the data obtained, we calculate the assortment completeness coefficient:

Vodka - Kp = Pd/Pb * 100% = 30/70 * 100% = 42.8%.

Let's calculate the indicator and coefficient of sustainability of the vodka assortment.

The most stable demand is for: - 13 types of vodka.

Table 2.4 - Assortment of the Brest Distillery Belalko Unitary Enterprise

Note - Source: own development.

Stability factor:

vodka Ku=12/30*100%= 40%;

Conclusion: the sustainability factor of the vodka assortment in the store requires expansion.

Let's calculate the coefficient of novelty of the vodka assortment. In the general assortment list, the number of new products: vodka - 6.

We calculate the novelty coefficient:

vodka Kn = N / Shd * 100% = 6/30 * 100 = 20%

The share of each of the groups of goods that make up the store’s assortment in turnover can be represented in the form of the following diagram.

Diagram 2.1 - Store assortment structure

Note - Source: based on materials from a trade organization

The diagram shows that the main segment of goods using most in demand among consumers and making up the largest share in the store’s turnover are flavored goods (25%), including wines and spirits (15%), as well as tea and coffee (10% of turnover).

The assortment of tea in the store is represented by approximately 50 items.

Let's calculate the coefficient of breadth of assortment of flavored goods for a supermarket.

To do this, we will define two absolute indicators of the breadth of the assortment: actual breadth (Шд) and basic breadth (Шб). Let's take the actual number of flavored products in the store as Shd.

For Shb we will take the total number of names of flavored goods according to the price lists of the main suppliers of the store: Shd = 352 names, ...

However, the management of Vesterbeltorg LLC needs to pay attention to the following points in managing assortment policy:

To improve the quality of assortment policy management and fulfill one of the principles of forming the assortment of goods in a trade organization’s store, it is necessary to use the ABC analysis method, widely used in a market economy.

This method allows you to determine the optimal ratio of groups and types of goods in a trade organization, taking into account the requirements to achieve the goal. The method involves a multi-stage division of the entire assortment according to several criteria into three categories for each criterion.

it is necessary to continue working to reduce the actual inventories above the plan - since most goods are perishable goods, the above-plan inventories lead to direct losses due to the fact that not all products are sold out within the expiration date. In addition, excess inventories cause a slowdown in commodity turnover, as well as cash turnover.

To reduce inventory you need to:

monitor consumer demand more carefully;

arrange the supply of goods in smaller quantities and at shorter intervals.

To improve the assortment policy, it is necessary to develop an assortment of goods, using, in combination with the assortment list, other methods of its formation.

it is necessary to expand the depth of the range of vegetables presented in stores - since in the Minsk region there are many suppliers who agree to bring their agricultural products. This measure will expand the range of products and attract new customers.

To form a competitive assortment model, it is necessary to take into account the requirements that the competitive assortment meets. These requirements include the following: profitability of the assortment, optimization of the assortment structure, product image, product sales strategy.

Each product item must be profitable, i.e. the size of the trade markup on a product must cover its cost intensity. If it is necessary to include socially significant goods in the assortment, the trade markups for which are limited, losses from their sale should be covered by including highly profitable goods in the assortment.

Sales profitability depends on the profitability of individual product groups.

• - monitor the profitability of sales for each assortment group of goods sold by accounting for sales costs;
• - update the range of products taking into account seasonality;
• - introduce into the assortment product items that competitors do not have.

Optimization of the assortment structure should be considered from the point of view of the adopted assortment policy, which is focused on the requirements of the target market segments.

It is recommended to formulate the proposed assortment based on customers’ decisions about the opportunity to make purchases “under one roof”, due to a wide selection of goods and the ability to satisfy the needs for purchasing goods in a wide range, comparisons of different manufacturers.

The assortment of goods available in the store affects retail turnover, which is one of the main indicators by which it is assessed commercial activity trading enterprises.

The trading organization had high economic indicators in 2013, allowing it to make a profit.

Thus, a trading organization must exclude goods that are not in demand from the assortment and increase the assortment of goods that are in high demand.

The introduction of software applications will improve the assortment policy of a trading organization, and as a result, increase turnover and the amount of profit received.

When forming a product assortment in a store, it is necessary to form overall plan retail turnover in assortment (by product groups and subgroups) based on an analysis of the volume and structure of retail turnover for the previous period, the expected receipt of goods, materials from studying consumer demand, and the planned rate of its growth.

In relation to the assortment of milk and bakery products, it is advisable to:

• - increase the completeness of the assortment;
• - update the range of milk and bakery products.

To correctly form a new assortment of goods in a store, sales workers must know the demand of the population, study the processes of its development and formation, and be able to anticipate possible changes in demand.

Demand research is a continuous process. Moreover, on the one hand, the study of population demand precedes the formation of a new assortment of goods, and on the other hand, it follows it in order to identify the correspondence of the assortment to the demand presented.

When forming a new assortment of milk and bakery products, the store must be guided by the correspondence of the assortment to the demand of the customer base being served; link the assortment with the assortment of nearby stores; comply with the approved assortment list; ensure completeness and stability of the assortment.

Checking the completeness of the product range and determining the completeness coefficient in the store should be carried out two to three times a month.

The process of regulating the entire range of goods, as well as the assortment in the store, is dynamic and continuous. Some products are excluded from the assortment, others are included.

Optimizing the assortment structure will not be effective if it is not carried out on a regular basis. An assessment of the assortment structure should be carried out approximately once every six months, and immediately if the marketing policy changes. Nevertheless, too frequent revision of the assortment structure and its composition is also undesirable - any new assortment must “show” itself.

An important point is the existence of strict regulations for the procedure for revising the assortment. It should contain the following main provisions:

• - frequency of optimization of the assortment structure;
• - composition of the unit responsible for optimizing the assortment structure;
• - description of the methodology used;
• - list of responsible persons, etc.

To create an assortment of alcoholic products, it is necessary to use the principles of merchandising. In accordance with the “fort wall” concept, the best-selling alcohol brands should be located at the edges of the shelves. As a result, the least-selling brands of alcohol, being between the popular ones, are more often seen and have the sales level of the best-selling brands.

In a trade organization, an important role should be given to the placement of goods on the sales floor, their display, and the optimal distribution of installation and exhibition space between individual groups of alcoholic beverages.

When addressing these issues in a trade organization, a number of factors and principles must be taken into account.

frequency of demand for alcoholic products;

breadth of intra-group assortment;

time spent by buyers on inspection and selection of goods;

buyer psychology.

Currently, all groups of alcoholic products are assigned permanent places in the sales area, the buyer gets used to them, this speeds up the sales process.

A trading organization can be asked to conduct an analysis of ABC method, which is based on the Pareto principle, reflecting a fact confirmed by trade practice: profit from sales of approximately 20-25% of all assortment items is about 70-80% of the total gross profit. In accordance with the ABC classification, the entire assortment is divided into three or more priority levels. These levels have the following relationship (Table 3.1).

Table 3.1 Product priority levels