Introduction

Marketing activities at the enterprise actual topic to date. The process of marketing activities involves a system of various activities that need to be analyzed and the best option selected.

The course work uses a number of schemes of organized structures used in marketing activities, after analyzing which you can choose the best option.

As practice shows, in the context of the transformation of the domestic economy into a market economy, marketing is often the most “bottleneck”. With an ineffective marketing system, the flexibility and resource capabilities of the production, financial and other subsystems of firms remain unclaimed.

Many businesses are currently slow to implement real marketing efforts and research. However, along with this, there is often a lack of correct understanding of the very concepts of “marketing activity”, “marketing system”, “marketing management”, “marketing management” as an integral subsystem of company management. The objective reasons for this are related to the fact that marketing comes into contact and intersects with a variety of aspects of the enterprise’s activities, but at the same time does not duplicate them. Marketing, in the broad sense of this concept, is understood as a system for implementing the following principles: consumer orientation, economic efficiency as the basis of the company’s activities; coordinating the efforts of all services and departments to achieve their goals. Here marketing takes on some management functions.

Problems with marketing activities are very relevant, since most state enterprises do not have an optimal marketing organization system or do not have it at all.

That's why I chose the topic course work"Analysis of the marketing activities of an enterprise."

The purpose of the work is to study and master the methodological foundations of managing marketing activities, identifying weaknesses, their analysis and development, as well as analysis of the financial condition of the enterprise.

The object of the study is OJSC "Khakassian Fish Processing Plant" - an enterprise that is engaged in fish reproduction.

The work consists of two parts. The first part reveals theoretical basis analysis of marketing activities. Here the essence and significance of the analysis of marketing activities is given, the analysis methodology is studied.

In the second part, an analysis of the financial and economic activities of the research object was carried out based on absolute and relative indicators.

The theoretical basis for the research was the scientific works of domestic economists and articles from periodicals.

Analysis of marketing activities

Organization of marketing at the enterprise

The term “marketing” - literally the process of promoting to the market - does not fully reflect the internal duality of the process and emphasizes the more “active” side of marketing in comparison with the “analytical”. To characterize this duality, the terms “strategic” and “operational” marketing are used. Strategic marketing is an analysis process that includes needs analysis, market segmentation, competitiveness analysis, and finally, the choice of an enterprise development strategy. Operational marketing is the process of selecting a target segment, followed by drawing up a marketing plan and applying a mix of marketing communications to selected market segments based on their marketing budget.

Marketing is a system for organizing and managing the production and sales activities of enterprises, studying the market in order to create and satisfy demand for products and services and make a profit.

As a management function, marketing is no less important than any activity related to finance, production, scientific research, logistics, etc.

As a management concept (business philosophy), marketing requires a company to view consumption as a “democratic” process in which consumers have the right to “vote” for the product they want with their money. This determines the success of the company and allows it to optimally satisfy the needs of the consumer.

Since marketing is a way of convincing the masses to make a purchase, most people mistakenly identify this concept with sales and promotion. The difference is this: Sales primarily involves face-to-face contact—the salesperson deals with potential buyers. Marketing uses means mass media and other ways to capture the attention and persuasion of many people - people who may not have any direct contact with anyone in the marketer's company at all. One of the leading management theorists, Peter Drucker, puts it this way: The goal of marketing is to make sales efforts unnecessary. His goal is to know and understand the client so well that the product or service will exactly suit the latter and sell itself.

Marketing is a complex, multifaceted and dynamic phenomenon. This explains the impossibility of giving a complete description of marketing that is adequate to its essence, principles and functions in one universal definition.

Basic principles follow from the essence of marketing. However, in domestic and foreign literature, “marketing principles” mean quite different things. Having examined the positions of various authors and compared them, we will highlight the following fundamental principles:

1. Careful consideration of the needs, state and dynamics of demand and market conditions when making economic decisions;

2. Creating conditions for maximum adaptation of production to market requirements, to the structure of demand (and not based on immediate benefits, but on a long-term basis);

3. Influence on the market, on the buyer using all available means, primarily advertising;

The main tasks of the marketing information department in accordance with the main strategic goals of the company and its current objectives, reflected in the business plans and documents on the establishment of this enterprise, the marketing information department in its daily activities is obliged to implement the following main tasks:

Providing the company's management with the necessary marketing information in the interests of developing strategy and tactics for the development and market behavior of the company. The department is obliged, if necessary, to clarify and supplement the specified information, as well as to comply with all necessary work on analysis and assessment of various kinds of current and future market situations.

Conducting the entire range of market research related to the market, product and consumers, both according to the approved marketing research plan, and according to special instructions from management and on assignments from other departments of the company.

To determine the goals and functions of the marketing department, it is necessary to conduct a complete analysis of the company’s activities and identify bottlenecks and imbalances in its functioning. Based on the data obtained, build a hypothesis for resolving these problems using the forces of the created marketing department, i.e. develop a marketing plan. Based on the marketing development strategy and the goals of the marketing department, we can build a hypothesis about the rational structure of the marketing department. In this case, it will look like this: the director of the marketing department reports directly to to CEO and/or the Board of Directors. He coordinates and is responsible for the work of the department as a whole. The optimal department size is 7 employees.

Constant participation in the development of strategy and tactics of the company's market behavior through: the formation of product, pricing, sales, advertising and service marketing strategies; consulting assistance to the company's management and other departments involved in developing the strategy and tactics of the company's market behavior. Organization of advertising activities, as well as the development of a set of measures to form and maintain public relations, ensuring both the necessary profitability and profitability of the company’s activities, and maintaining its good name in the eyes of the public. Constant analysis and evaluation of the effectiveness of marketing in the company and the corresponding development of the service. Providing assistance and marketing advice to all departments of the company. Methodological guidance (and partial implementation in-house) and training of all company personnel in the basics of marketing. Assessment of the psychological suitability of employees hired by the company for the position being applied for. General analysis

psychological state of groups, teams and individual workers companies.

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Introduction

Chapter 1. Organization of marketing activities of a commercial enterprise

1.1 Goals, functions, results of the enterprise’s marketing activities

1.2. Strategic Marketing

1.3. Approaches to managing the marketing activities of an enterprise

Chapter 2. Analysis of the marketing activities of SSM in the building materials market of the Samara region

2.1. Main trends in the building materials market in the Samara region

2.2.Characteristics of SSM

Chapter 3. Improving the management of SMS marketing activities

3.1 Opportunities for improving the management of SMS marketing activities

3.2. Setting up a format for regular marketing in SMS

Conclusion

Bibliography

Application

Introduction

Marketing is an important component of managing a modern commercial company. Market or marketing orientation, as the ideology of the entire organization, which “awakens all parts of the company to focus primarily not on what is mastered, easy and familiar, but on what is in demand by the market,” is becoming more and more dominant.

Marketing activities come down to four processes: developing a product range, forming a pricing policy for it, studying the market, ensuring promotion and sales. Thus, organizing marketing activities at an enterprise is a complex task, since it is necessary to link the company’s internal resources and the requirements of the external environment in a dynamic balance.

In addition, the organization of marketing in a company itself is the subject of a separate study, to which almost all well-known marketing gurus - F. Kotler and A. Aaker, etc. - devote no less space than to the description of the nature and functioning of marketing as such. In addition, the problem of setting up marketing at most Russian enterprises is aggravated by the conflict of ideologies - marketing, with its focus on the consumer and the market; production, in which production or product priorities are put at the forefront; sales – where the main thing is sales and sales efforts.

The described situation fully characterizes the work of Samara Construction Materials LLC, which is influenced by sales orientation. Having appeared in 2004 in the city of Samara in conditions of high demand for building materials, it found itself at the epicenter of demand and very quickly became the leader of the local market. It was the focus on selling quality goods that made it possible for the enterprise to expand to the nearest regional markets - Samara, Novokuibyshevsk, Tolyatti, Chapaevsk.

However, over the past three years, the construction materials market, as a promising and rapidly growing one, especially in certain segments, has experienced significant changes, becoming redundant, according to sentences. The competitive struggle is becoming very intense, the state of the building materials market is close to saturation, therefore, successful development in it will be associated with the predominance of marketing orientation, when enterprises selling building materials are entirely focused on the interests of the consumer, building their production and network strategies to suit his capabilities and wishes. To ensure the competitiveness of the Samara Construction Materials Trade House, SSM is faced with the task of rebuilding its strategy, and doing this at the lowest cost and on a daily basis.

The thesis is devoted to the current and practically in demand topic of developing options for managing the marketing activities of SCM, taking into account situational analysis and forecast of the regional building materials market. The purpose of the work is to propose and justify options for managing SMS marketing activities.

The object of analysis and design is the management of the marketing activities of a commercial enterprise. The subject of the design is the organization of marketing activities at Samara Construction Materials LLC with a predominance of marketing orientation.

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

1. Based on a wide range of scientific, practical and educational literature:

Describe the main components of marketing activities,

Formulate the main approaches to developing a marketing strategy for an enterprise,

Conduct an analysis of approaches to managing the marketing activities of an enterprise.

Conduct an analysis of market trends for building materials in Samara and the Samara region using desk research.

3. Based on the study of the sales function of SMS, comparison with marketing management at competitors’ enterprises and observation:

To characterize the position of SCM in the building materials market of the Samara region,

Describe the management of marketing activities currently established at SMS,

Conduct a SWOT analysis of the SMS

4. Offer options for increasing the efficiency of managing marketing activities on SMS, taking into account existing strengths and weaknesses, as well as opportunities for its improvement.

The methodological basis for the work will be the works of honored marketers, in particular F. Kotler, D.A. Aaker, J.R. Rossiter, L. Percy; W. Wells, J. Burnet, D. Crevers, as well as Russian ones - Golubkova, V.N. Domnina.

The results of the work can be used by SSM management to develop a strategy for the transition to a marketing, market orientation. In addition, the materials of the work will be useful for setting up the marketing activity management system. commercial enterprise, and in general enterprises related to the construction industry.

The work may be of particular interest to companies operating in the building materials market in Samara and the Samara region.

In many large companies There are individual specialists or entire marketing departments who are engaged in both the complete development and management of the entire marketing complex, as well as its individual components. However, there is still enough a large number of In strategic planning, regional companies do not consider marketing orientation as a leading one, as a tool capable of radically improving the efficiency of the entire enterprise; they do not use the accumulated experience and knowledge of foreign and domestic leading enterprises in the markets. The work material, which systematically outlines the technology for designing the organization (management) of marketing at an enterprise, is relevant and in demand, since knowledge of these features allows you to reduce the number of errors, improve the quality of marketing strategies, and therefore will allow companies to achieve great commercial success.

Chapter 1. Organization of marketing activities of a commercial enterprise

1.1. Goals, functions, results and tools of the enterprise’s marketing activities

The emergence of marketing as a specific management system, a method for solving production and market problems - “this is nothing more than the response of an economic unit to such processes as the complication of the problem of production and sale of goods due to the rapid expansion of their range, rapid renewal, and an unprecedented increase in production opportunities, frequent shifts in the nature and structure of market demand, its market fluctuations, and increasingly intensified competition in the market.”

The concept of “marketing” is based on the term “market”. This concept is most general view implies market activity. Marketing is understood as a type of market activity in which the manufacturer uses a systematic approach and a program-targeted method for solving economic problems, and the market, its requirements and the nature of implementation are criteria for the effectiveness of activities.

The main idea in any definition is customer focus. At the same time, the task of marketing is not only to increase demand, but also to try to influence it so that it matches supply.

Zhulikova O.V., Reshetnikova E.O.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Table 3. Directions and methods of analysis of marketing activities

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Thus, the objectives of the analysis are:

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

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

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

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

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

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

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

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

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

Table 6.– Results of ABC analysis

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

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

Figure 2.– Map of strategic groups of competitors

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

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

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

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

Conclusion

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

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

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

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

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

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

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

Today you will learn:

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

What is marketing analysis?

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

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

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

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

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

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

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

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

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

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

The main stages of marketing analysis of a company

Marketing research and marketing analysis are inextricably linked.

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

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

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

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

Types and methods of marketing analysis

There are four types of marketing analysis:

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

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

Methods for analyzing the external environment of an organization

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

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

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

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

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

• Is the political situation in the country stable? How does the political situation affect?
• What impact does tax law for your business?
• How does government social policy affect your business?
• How does government regulation affect your business?

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

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

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

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

T – Technological factor and questions for its analysis:

• What impact does the amount of government spending on research in your field have?
• How does technological development in the industry affect your business?

E – Environmental factor requires answers to the following questions:

• How does protection legislation affect environment for your business?
• How does the volume of natural resources produced affect your business? (consider those Natural resources that are used in your business)
• How does the quality of extracted natural resources affect your business? (consider the natural resources that are used in your business)

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

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

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

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

Methods for analyzing the mesoenvironment of an organization

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

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

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

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

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

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

Second block - “The threat of new players.”

It is represented by the following parameters:

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

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

The parameters for assessing this factor are as follows:

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

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

This factor is represented by the following parameters:

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

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

The parameters for assessing this factor will be as follows:

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

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

Analysis of the organization's microenvironment

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

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

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

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

Interim analysis

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

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

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

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

Business Portfolio Analysis

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

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

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

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

Most often there are four stages:

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

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

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

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

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

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

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

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

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

For the Gruzovichkof company it will look like this:

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

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

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

As a result of marketing analysis, we received:

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