assortment trading efficiency formation
Assortment policy analysis methods are used to determine the current position and results of the enterprise's assortment policy. The evaluation results are used to form a new or change an existing assortment policy.
All methods of assortment policy analysis are classified according to the number of factors and indicators that they take into account. So, we can distinguish matrix methods that analyze the assortment policy of an enterprise using two factors, single-factor and multi-factor methods. Matrix methods for evaluating the assortment policy are used, as a rule, to develop a further strategy for the development of a particular product group.
In the economic literature, many methods of analysis and formation of assortment policy are known.
The classification of methods for analyzing the assortment and assortment policy of the enterprise is shown in Figure 1.2.
Figure 1.2 - Classification of methods for assessing the assortment policy of an enterprise
Note - Source: own development.
Matrix methods for assessing the assortment, as a rule, are portfolio methods, i.e. such, the use of which involves the development of strategies for each product group.
Analysis of the profitability of the assortment group of goods is the simplest and least time-consuming method of analyzing the assortment, which is based on determining profitability indicators for different states of the product range and comparing them with each other.
The profitability indicator of products is the ratio between the profit received from the sale of goods and the costs of its production. Profitability is an estimated indicator, since on its basis it is possible to determine the production efficiency of each stock item and decide on the feasibility of its production. If this indicator is calculated for a group of goods, then it is possible to evaluate the effectiveness of changes taking place in the nomenclature. If the profitability of the product group increases, then assortment changes should be accepted.
The classic tool for assortment analysis is the so-called ABC analysis. It consists in identifying the proportions of covering total costs and ensuring profits by various groups of goods included in the assortment.
The ABC analysis technique provides for grouping ranked objects in terms of their weight to form the selected indicator. The first group (group A) is characterized by a significant contribution to the analyzed indicator, group B has an average contribution, group C has a very small contribution. Products that fall into group C may be excluded from the assortment if this does not affect other interests of the enterprise.
The advantage of this method is its simplicity and accuracy of calculations. However, it does not take into account the effectiveness of a particular group at all, since it is focused on quantitative indicators, market factors, seasonality, production factors of the enterprise, as well as risks (variation) of sales.
The scope of the method is trade, it is used to manage a large volume of assortment items.
A method that eliminates one shortcoming of ABC analysis is XYZ analysis, which takes into account fluctuations in demand and, on the basis of this, divides the product range into categories. The main idea of XYZ analysis is to group the objects of analysis according to the homogeneity of the analyzed parameters (by the coefficient of variation).
The advantage of this method is its relative simplicity and efficiency of calculations. At the same time, the method does not take into account qualitative indicators, and it is difficult to accurately determine the coefficient of variation if the product is new or there are no reliable data on sales in previous periods.
The scope of the method is, as a rule, trade; it is used only to determine product groups that consistently generate income.
The collaborative shopping matrix is a range analysis method that identifies links between products resulting from their mutual complementation to meet a need (complementary goods) or the stable behavior of buyers who purchase these goods at the same time.
Certain goods can complement each other while satisfying a need. An assessment of the intensity of the relationship between products makes it possible to justify the decision to keep the product in the assortment if its sales are not effective enough, but its presence in the assortment causes joint purchases.
The advantage of the joint procurement method is its objectivity, which is due to the cash output. The disadvantage of the method is the limited factors used to evaluate the commodity policy. The method is typical only for large trading enterprises; it is used in determining the optimal structure of counters, links between names or product groups.
E. Dichtl and H. Hershgen offer an analysis of the assortment based on the method of constructing the space of perception of the product by consumers. According to him, based on a survey of consumers, two qualities are selected that are most important to them. Based on this choice, a two-dimensional model is built, in which each product group occupies a place in accordance with the values for these factors.
The disadvantage of this method is that consumers evaluate the product on more than 2 factors. Moreover, the price is important when choosing a product, which makes it one of the factors. Also, the method does not take into account any quantitative and qualitative indicators, which makes its use without any other method ineffective.
The product life cycle method is also used for assortment analysis. It is most fully described in the work of E. Dichtl and H. Hershgen. The life cycle model is used to forecast the development of sales and evaluate the assortment policy.
To use the model, it is necessary to unambiguously identify the individual phases of the product life cycle. In this regard, the Polli-Cook method is applied, based on the change in sales volume over time. To exclude the influence of market conditions, the change in sales of all products included in the product group is used for comparison.
First, changes in sales volume for all products in the group are determined compared to the previous year (growth to the previous year is determined). It is assumed that these changes are distributed according to the normal law. Then a product is in a declining or declining phase if its gains are lower than the group average gains minus half the standard deviation of gains. If the growth is greater than the average growth plus half the standard deviation of the growth of the product group, then this product belongs to the growth phase. If the change in sales is between these two values, then the product is in the maturity or saturation phase.
Scope of the method - together with other methods, it serves as the most important basis for making a decision on the removal of a product group or name from production. The considered method answers the question: “wouldn’t it be premature to discontinue the production of a product if it is very promising?”. The disadvantage of the method is the complexity of calculating the growth rates of individual product groups, especially new product groups.
Another method for analyzing the assortment policy of an enterprise is the matrix of the Boston Consulting Group. According to this method, a graph is constructed, the growth rates of the industry and the relative market share are fixed along the axes. Each product group is represented as a circle, the size of which is determined by the share of the profit of this group in the total profit of the enterprise. The BCG matrix is shown in Figure 1.3.
Figure 1.3 - BCG matrix
Note - Source: .
The matrix proposes the following classification of the types of commodity groups - "Stars", "Cash Cows", "Wild Cats" ("Question Mark"), "Dogs" - and suggests appropriate strategies for each of them.
Zvezda's strategy is aimed at increasing or maintaining market share. The main task of the organization is to maintain the distinctive features of its products in the face of growing competition. The main tasks of "cash cows" are reduced to the proposal of new product models in order to encourage loyal customers to repeat purchases, periodic "reminder advertising" and price discounts. The "question mark" has little market impact in an emerging industry due to its small market share. It is characterized by weak customer support and unclear competitive advantages. Strategy"?" has alternatives - intensification of the firm's efforts in a given market or withdrawal from it. The strategy of the "Dogs" is to weaken the efforts in the market or liquidation (sale).
The BCG matrix is used in determining the strategic positions of the enterprise, as well as in the distribution of strategic resources in the short term. However, it should be noted that before using the BCG matrix for analysis, it is important to make sure that the growth in the volume of output can be a reliable indicator of development prospects, and the relative position of the company in the competition can be determined by its market share.
The Dibb-Simkin method is used to analyze the assortment in terms of only two parameters: sales volume and cost contribution. Specific management recommendations have been developed for the various quadrants. So, A is the most valuable product group of the enterprise, which needs to be increased. The goods of this group serve as standards. For B1, it is necessary to look for ways to increase the profitability of the commodity group, for B2 - the growth of turnover. For group C products, it is necessary to consider the possibility of reducing positions or removing the entire product group from production. The method is used to determine the most profitable product groups based on two selected parameters, and serves to develop recommendations regarding the strategy of each product group.
Another matrix method for evaluating assortment policy is the Industry Attractiveness / Competitive Position matrix developed by General Electric (GE).
The matrix "Attractiveness of the industry / position in competition" is presented in Figure 1.4.
Figure 1.4 - Matrix "Attractiveness of the industry / position in competition" Note - Source: .
Developed for the analysis of a diversified portfolio, this nine-cell matrix is located, like the BCG matrix, in a two-dimensional coordinate system - industry attractiveness and strength / position in the competition of a particular business. Both elements of its vertical and horizontal construction are characterized by a complex of values, and are not determined by a single indicator.
The criterion for determining long-term industry attractiveness includes the size of the market and its growth rate; technological requirements; tension of competition; entry and exit barriers, seasonal and cyclical fluctuations; the need for investment; threats and opportunities of developing industries. A feature of this method is that all indicators are determined by the expert method, which leads to a sufficient subjectivity of the method. This is both a disadvantage of the method and at the same time its advantage, since sometimes experts can take into account more factors than an impersonal optimization model.
Similar to the BCG matrix and the GE matrix, the method "Market attractiveness - product position" is offered by A.P. Pankrukhin. The method is based on comparing product groups with the main competitor (rating - "worse" or "better"), as well as assessing the attractiveness of the market ("above average" or "below average"). The main drawback of this method is related to the subjectivity of determining the attractiveness of the market.
Another method that allows you to evaluate the assortment policy of an enterprise is operational analysis, which is based on actions to determine intermediate indicators (interim balances) that allow you to gradually separate sales revenue from the costs of the enterprise. As part of the implementation of operational analysis, it is possible to determine not only the profitability threshold of the entire enterprise, but also a separate type of product or service. It is the ability of each product to "responsible" for the financial condition that is the basis for the formation of the assortment policy of the enterprise.
The scope of the method is in manufacturing enterprises to optimize the production structure by goods. The method was created to take into account only the internal factors of the production process of the enterprise.
Another method for evaluating the assortment policy is the method of statistical correlations using economic-statistical (statistical) models, which accumulate primary statistical data to the maximum extent, making it possible to significantly increase the reliability of estimates of the activity of a market entity and identify many acceptable options for its development. This method is too time-consuming, it is very difficult to collect information for its use, and it is necessary to take into account data for many periods, as well as for several enterprises.
According to the method of expert assessments, a list of indicators characterizing commodity groups (demand, sales volume, price, profit, profitability, etc.) is compiled. Each indicator is assigned a significance (the sum of the significances is equal to 1). Then a group of experts evaluates each product group, the sums of the ratings are multiplied by the significance, and the most effective product groups are determined. The scope of this method is at any enterprise with a shortage of time. This method is practically not used separately from others and in this form, since it is much more profitable to use experts to make a final judgment on the product range after using other methods.
The Marcon matrix is one of the methods for analyzing the assortment policy of an enterprise and is a simple analytical structure that combines information important for current and strategic management. According to this method, the initial data are divided into qualitative, which determine the typical characteristics of specific products, and quantitative, which include basic economic data. The Marcon matrix uses three parameters: total gross margin, marginal revenue, or marginal profit.
The various parameters (Q, P, C, MCA, MCU, MCI) of each product are assigned binary codes (0 or 1) depending on whether the product (for that particular parameter) benefits or loses relative to the weighted average of the assortment. Each product of the product range is determined by two series of binary codes 0 or 1. The first refers to the "decisive" parameters: Q, P, C, the second - to the "control": MCA, MCU, MCI. Each product is characterized by a sequence of six digits 0 and/or 1 in various combinations. Products that are characterized by the same series 0 and 1 have the same market position. This is how homogeneous marketing groups of the product range are defined. For the simultaneous analysis of all products, it is necessary to build a double entry table, in the vertical columns of which the triples of codes Q, P, C are indicated, and in the horizontal columns - the triples of codes MCA, MCU, MCI. The Marcon matrix is shown in Figure 1.5.
Figure 1.5 - Marcon matrix
INTRODUCTION
1. THEORETICAL FOUNDATIONS OF ASSORTMENT POLICY IN A RETAIL TRADING ORGANIZATION
2. ANALYSIS OF THE STATE OF THE RANGE IN THE STORE "SILHOUETTE"
2.1 Brief description of the enterprise
2.2 Analysis of the assortment structure of the Silhouette store from the standpoint of profitability
3.1 Product assortment planning
3.2 Measures to improve the range of products
INTRODUCTION
Today, there are a huge number of trade and retail organizations on the market. Each of them is engaged in trade or the provision of any type of service.
The consumer makes ever newer, more refined requirements for goods. Customers want the products they buy to be more practical, beautiful and durable. Trade organizations are forced to meet the ever-increasing demands of their customers. That is why assortment correction is very important today.
Retail trade is one of the main sources of supply for the population. Based on this, a product offer and consumer demand are formed, and it is also a source of cash flow. Trade ensures the financial stability of the enterprise.
A rich competitive environment has formed in this branch of the economic system. Entrepreneurial and investment activity in this area is the highest.
In retail organizations, the process of circulation of funds invested in production is completed, the commodity value is converted into monetary value, and an economic basis is created for the supply of goods. Here, constant and qualitative changes are taking place, caused by management methods that ensure an increase in the efficiency of the work of trade organizations and an increase in the culture of trade.
The success of retailing depends on the ability to please the customer - this is already an axiom. Currently increasing the range of goods. Does not always correspond to quality and does not meet modern world requirements.
Mistakes in choosing a product, ignorance of its properties, characteristics, conditions of storage, transportation, incorrect assessment of quality can result in large losses and losses for the entrepreneur. Therefore, future entrepreneurs need basic ideas about the commodity science of various groups of goods.
The social environment and the economy of the enterprise depend on the incorrect formation of the assortment that affects the product offer and consumer demand and many other factors.
It is important that the trade enterprise attracts the attention of the buyer at least once and in the future they wish to enter it. Success will depend on the breadth and completeness of the assortment, as well as prices corresponding to the solvency of the consumer. An important factor will also be where the store is located and how much space it occupies.
Market success is now a criterion for evaluating the activities of domestic enterprises, and their market opportunities predetermine a properly developed and consistently implemented commodity policy. It is on the basis of studying the market and the prospects for its development that the enterprise receives the initial information for solving issues related to the formation of the assortment, its management and improvement.
The purpose of the study is to develop proposals for optimizing the assortment of a retail trade organization in terms of profit.
To achieve the main goal in the work, it is necessary to solve the following tasks;
To study the theoretical foundations of the assortment, its indicators;
identify the features of the assortment policy in a retail trade organization;
To study the state of the assortment of the store "Silhouette";
· substantiate proposals for optimizing the assortment according to the criterion of profit for the Silhouette store.
The object of the study is the range of LLC "Lyudmila" (Silhouette store), the subject of the study is the profit received by the retail trade organization.
In the course of the study, books, articles by domestic and foreign authors on this issue, accounting and financial statements of Lyudmila LLC (Silhouette store) were used.
1. THEORETICAL FOUNDATIONS OF THE ASSORTMENT POLICY OF A RETAIL TRADING ORGANIZATION
Concept, range indicators
The assortment policy determines the product groups that ensure the successful operation of the company in the market and economic efficiency in general.
The market determines the relationship between new products and products in the stage of growth, maturity and decline, the optimal ratio of basic models and their exploits and modifications. Assortment policy solves questions about the origin of the product and by whom it is produced.
With the rapid growth of trade organizations, the range of products and services is growing, which means that it is sometimes difficult for buyers to navigate in this diversity. Trade organizations must master more and more new and different situations of assortment policy.
One of the main characteristics of the goods is the assortment, which determines the fundamental differences between goods of different types and names.
A product range is a set of products formed according to certain characteristics and satisfying diverse, similar and individual needs.
The term itself comes from the French word "assortiment", which means a selection of different types and varieties of goods. The set of goods is limited by their names, and varieties, as gradations of the quality of goods of the same type and name, are attributed to the assortment.
The concepts of product range and nomenclature are inseparable from each other - this is the whole set of products manufactured by the enterprise.
The type of goods is divided into assortment groups (types) in accordance with functional features, quality, price.
The product range means the selection of items, the totality of their names for some reason. From this point of view, the assortment can be simple or complex, narrow or wide. Such a classification provides for the allocation of groups of homogeneous products or goods on the basis of type, variety, brand, etc. assortment groups are formed, within which objects have a certain similarity.
The group assortment of goods shows a list of enlarged product groups that make up the nomenclature of goods. So, for example, in a women's clothing store there are different sections of goods that meet the needs of customers.
The species assortment of goods reflects the presence of a number of species in a group of goods. For example: women's outerwear coats, jackets, down jackets.
The intraspecific assortment of goods is represented by a variety of products, dividing the species into parts. For example: a coat can be both demi-seasonal and winter, fabrics of different colors, etc.
Branded assortment - a set of goods of the same type, branded names or belonging to a branded group. For example: prestigious firms satisfy the needs of customers.
In relation to industrial enterprises, a production range of products is established, in relation to trade enterprises - a trade assortment of goods. The first of them reflects the specialization of the enterprise and serves as the basis for the conclusion of supply contracts. In the second case, there are grounds to judge the scale of the ability of a trading enterprise to meet the needs of the population and distinguish between specialized and universal trading enterprises.
With good reason, the stated provisions on the range and range of products can be attributed to the performance of work and the provision of services, in respect of which groups, types, subtypes of products are also distinguished.
One of the indicators of the product range is characterized by breadth, the number of positions in each assortment group and the ratio between the expected assortment groups in terms of consumer commonality, of course use, distribution channels and prices.
The latitude indicator (W) exists, both real (Whd) and basic (Shb). The only difference is that the real one is available, and the base one is used for comparison.
Latitude coefficient (Ksh) - is expressed as the ratio of the actual quantity, types, varieties and names of goods of homogeneous and heterogeneous groups to the base.
where, Shd - real latitude,
Shb - base latitude,
Ksh is the coefficient of latitude.
The breadth of the assortment depends on the saturation of the market and demand. In a situation where demand exceeds supply, the manufacturer and seller dictate their prices on the market. With an increase in the range, the cost of raw materials, the expansion of production facilities, new types of packaging, labeling, etc. increase. This indicator is a criterion for the competitiveness of a retail trade enterprise.
The formation of the assortment is the problem of selecting specific products of their individual series. Definitions of correlations between "old" and "new", single and serial production, "high technology" and "ordinary", embodied goods, licenses and know-how. When forming the assortment, there are problems of establishing a pricing policy, requirements for the quality of goods, determining guarantees and the level of service, etc.
The formation of the assortment is preceded by the development of an assortment concept by the enterprise. It is a directed construction of an optimal assortment structure, a product offer, and is taken as a basis for the consumer requirements of certain groups. The tasks of planning and forming the assortment are, first of all, to prepare a "consumer" specification for the product, transfer it to the design (design) department, and then make sure that the prototype is tested, modified if necessary and brought to the level of customer requirements. In other words, in the formation of the assortment, the decisive word should belong to the heads of the marketing service of the enterprise, who must decide when it is more appropriate to invest in product modification, and not incur additional increasing costs for advertising and selling an obsolete product or reduce the price of it. It is up to the head of the marketing department of an enterprise to decide whether it is time to introduce new products into the assortment, replacing existing ones or in addition to them.
The formation of the assortment, as practice shows, can be carried out by various methods, depending on the scale of sales, the specifics of the products, the goals and objectives facing the manufacturer. However, they are united by the fact that assortment management is usually subordinate to the head of marketing.
In certain cases, it is advisable to create a permanent body chaired by the general director (his deputy), which would include the heads of the leading services and departments of the enterprise as permanent members. Its main task is to make 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 funds 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 base product. Both cases have their pros and cons.
Thus, although it is very tempting to create a standard product that is the same for all markets, it is often impracticable. At the same time, the policy of differentiation does not justify itself economically where market conditions allow for partial or complete standardization (universalization) of the product.
The benefits of this kind of product standardization include: reducing the cost of production, distribution, marketing and service; unification of the elements of the marketing mix; acceleration of return on investment, etc. Incomplete use (in comparison with differentiation) of potential market opportunities, insufficiently flexible response of marketing to changing market conditions in this case hold back innovation.
Differentiation, or modification, of a product allows you 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, the definition of such a direction in the assortment strategy is an expensive undertaking, associated with the need to modernize and expand production capacities, diversify and restructure the sales network and, of course, expand the marketing mix. Ultimately, the use of standardization, differentiation, or a combination of them depends on the specific conditions of the manufacturer's activities and is determined by the end result - the level of economic efficiency of sales and its volume, achieved using these methods.
Along with the correct formation of the assortment, an important task is to ensure its sustainability. The sustainability indicator (Y) allows you to satisfy the demand for the same goods.
One of the indicators characterizing the stability of the assortment of goods in a store is the stability coefficient, where the ratio of the number of types, varieties and names of goods that are in steady demand among consumers (Shu) to the total number of types, varieties and names of goods of the same homogeneous groups (Shd)
where, Y is a stable demand for a particular product,
Shb - base latitude,
The optimal value of the stability coefficient of the assortment of goods in the store during the quarter should not be lower than:
For supermarkets and grocery stores - 0.90
For department stores - 0.80
For shoe and clothing stores - 0.75
For shops selling religious goods, sports, household haberdashery goods - 0.85
A wide and stable assortment of goods in stores is provided by a set of measures in the field of commercial activities for the purchase of goods.
To characterize a retail enterprise and determine the effectiveness of the assortment policy, an analysis of the structure of the assortment, its breadth and partly depth, allows us to characterize only the actual structure of the assortment of goods in stores, since employees do not have information about the preferred assortment, and the study of demand is reduced mainly to elementary accounting for sales.
Another indicator of the assortment is the completeness that satisfies the same needs (P). The completeness indicator can be both valid (Pd) and basic (Pb). The completeness coefficient (Kp) is the ratio of the actual completeness indicator to the base one.
where, Pd is the real fullness,
Pb - completeness basic,
Kp - coefficient of completeness.
The actual completeness of the assortment and its dynamics are a competent assortment policy. The completeness of the assortment depends not only on the sales area of the store, the volume of trade.
Important factors that ensure the completeness of the range are the financial stability and authority of the enterprise in the market of goods and services. Suppliers of goods have great confidence in stores that accept goods in large quantities, make payments on time, and have a high degree of reliability.
From how often the assortment is updated, psychological social needs are so satisfied.
Updating the range is the satisfaction of changing needs through new products.
where, H is the novelty of the product,
Shb - base latitude,
Кн – coefficient of novelty.
Constant and increased updating of the assortment for the manufacturer and seller is associated with certain costs and the risk that they may not be justified, for example, a new product may not be in demand. On this basis, updating the assortment should also be rational.
Indicators of the structure of the assortment is expressed in physical or monetary terms. When the predominance of expensive or cheap goods, the cost recovery for their delivery, storage and sale, as well as the solvency of the consumer segment on which the trade organization is oriented. Relative indicator of the structure (Ci) of individual goods (I).
where, Ci is the relative index of the structure,
Ai is an indicator of individual indicators,
Si is an indicator of individual indicators.
The indicator of harmony expresses the specialization of the store and its individual sections.
The harmony of the assortment is a property of a set of goods of different groups, characterizing the degree of their proximity in ensuring the rational distribution of goods, sale and use.
Harmony gives a qualitative characteristic of the product and is descriptive.
1.2. Features of the assortment policy in a retail trade organization
The more qualitatively the assortment of goods of a trading enterprise is selected, the greater the profit will be received. The assortment policy of a trading enterprise is a purposeful activity in the field of commodity supply of the market, based on long-term planning and regulation, aimed at meeting consumer demand, taking into account the optimization of the product range and ensuring the profitability of all activities.
The objectives of the assortment policy are:
· Satisfying consumer needs;
· Efficient use of technological knowledge and experience of the company;
· Optimization of the financial results of the company, when the formation of the range is based on the expected profitability and profit volume;
· Winning new customers by expanding the scope of the existing production program (the life cycle of the product is applied);
· Compliance with the principle of flexibility due to the diversification of the company's activities and the inclusion of non-traditional industries for it in the portfolio of strategic business zones;
· Compliance with the principle of synergy, which implies the expansion of the areas of production and services of the company, interconnected by a certain technology, a single qualification of personnel, and other logical dependence, which gives significant cost savings.
A number of economic, social, demographic, specific, and other factors influence the construction of an assortment policy in retail trade enterprises.
Economic factors include monetary incomes of the population and their distribution among certain groups of the population, the level of retail prices and their ratio between certain types and groups of goods; the degree of provision of the population with durable items.
Social factors include the social and professional structure of the population served; the level of education and cultural development of people, holidays, fashion, etc.
To demographic factors, changes in the population and its composition by sex, age, place of residence; the size of the family.
Natural - natural factors - these are climatic conditions, the duration of the seasons, the physiological characteristics of the human body, depending on gender, age, etc.
Specific factors have a different meaning on the assortment policy in each particular store, depending on the type and size of the store, its specialization, technical equipment, commodity supply conditions (the presence of stable sources, remoteness, type, supplier), the number and composition of the population served, transport conditions, availability other retail stores in the area of activity of this store.
When forming an assortment of non-food products in a retail network, it is necessary to take into account the factor of their interchangeability.
In the absence of the desired product on sale or the unsatisfactory quality of the alleged product, the buyer, as a rule, does not delay. And he is looking for a replacement with similar satisfying needs. The demand for many goods is influenced by seasonality and production, with the change of seasons, people's needs for clothing, footwear, and sports goods change significantly. The assortment policy in the retail trade network is an important part of the commercial strategy in the retail trade.
Conducting an assortment policy requires making decisions not only on the inclusion of new products, but also on the removal of goods from sale. Manufacturers and suppliers of goods are constantly updating the range of their products, trying to get more and more profits. The assortment is part of the retail strategy and a weapon in the competitive struggle, which implies its continuous and dynamic change. In some cases, the need to exclude a certain product from the range is quite obvious.
Assortment policy of the store involves knowledge of the life cycles of production and sale of goods, without which it is impossible to properly manage the trade assortment. It is necessary to pay attention to the stages of the product life cycle:
At the first stage implementation produce the most popular and basic models that are in demand by buyers;
・To the stage maturity all sorts of assortment comes out;
・In progress recession remains the best and most popular product
Assortment policy identifies a set of products that are simultaneously on the market, in different life cycles. The nomenclature of a product that is in a decline in its life cycle, but according to the degree of novelty, guarantees the company relatively stable sales volumes, covering costs and profit levels.
Product groups should be distinguished:
· main - goods that bring the company the main profit and are in the growth stage.
· supportive - products that stabilize sales revenue and are in the stage of maturity.
· strategic - goods designed to ensure the future profits of the enterprise.
· Tactical - goods designed to stimulate sales of the main product groups and are, as a rule, in the stage of growth and maturity.
When determining the assortment policy, two principles are distinguished:
The principle of synergy goods and services are internally linked and complement each other. The scale of the firm's operations determines broad economies.
The principle of strategic flexibility overcomes the disadvantage, the construction of strategic business zones and product ranges that depend on different technologies, require heterogeneous economic, cultural and political conditions, balance risky and sustainable product groups, which affects the company's activities. This principle requires financial costs and is within the power of large firms.
The principles of selection of assortment groups of goods should be harmonious for all assortment groups.
The principles of forming the assortment of a trade organization:
Focusing on one product group is typical for specialized stores. A stable assortment of goods in the store reduces the time spent by buyers searching for goods, allows you to standardize all the most important trade and technological processes and operations, organize their implementation with minimal labor, material and financial resources (shoes, clothes, haberdashery).
Orientation to the place of production of goods (this is less common) is suitable for those trade organizations that focus on production in a certain geographical region (clothing from Germany, Belarusian knitwear, etc.). Ensures that the assortment corresponds to the nature of the demand presented by the contingents of buyers chosen to be served.
Orientation to a certain price level means that the trade organization selects the assortment in such a way that it corresponds to the solvency of buyers.
Orientation to self-service can be combined with other principles of assortment formation, but so that the goods have bearing information about it and are simple enough and do not require additional advice from the seller. This principle of assortment formation makes it possible to create great convenience for customers, facilitates the process of getting acquainted with the goods offered for sale, reduces the time spent on shopping, and contributes to making “impulsive purchases”.
Orientation to the breadth and depth of the assortment of goods. The width and depth of assortment in a store depend on a number of factors, the most important of which are the form of product specialization, the size of the selling area, and the state of supply in the consumer market.
One of the principles of the correct formation of the assortment of goods in the store is to ensure the conditions for its profitable operation. Profitability is the main factor for the functioning of a trading enterprise. When building an assortment, it is necessary to take into account the cost and tax intensity of the sale of individual groups of goods, the possible size of trade allowances, inventory turnover and other economic factors.
A feature of the assortment policy is pricing, which is perceived not by economic, but sometimes by psychological perception of the buyer's price. This sets:
Price lines - where the set of prices for the same product will differ with quality.
The price is "above the normal" - characterized by a low price for the main product and the addition of an additional product to it;
Price "with bait" - the availability of prices to the mass buyer of the main product and increased prices for a wide range of additional products to it;
Prices for related products;
Price per set (cost of a set of goods);
Prices for by-products;
Psychological prices (for example: prices that end in 9 or 99 rubles).
There can be various relationships between individual products within the assortment:
· Interchangeability;
· Interdependence.
Cross-elasticity is used to change the relationship of goods. This can be done by switching demand from one product to another.
1.3 ASSORTMENT MANAGEMENT
The commodity policy of an enterprise is a set of actions of a reseller based on the presence of a clearly formulated program of actions in the market. It is designed to ensure the 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 product niche for goods (market segmentation), developing a pricing policy, after-sales service, etc. Commodity policy is developed on the basis of data on the state of supply and demand, the availability of substitute goods, and the general state of the market.
The market is a complex and multifaceted phenomenon, which is characterized by a different level of its development, historical, social, cultural features inherent in different countries; this is the environment in which all the needs of consumers can only be satisfied through the interaction of supply and demand; those. on the one hand, it is the sphere of relations between the subjects of the economy, and on the other hand, it is an integral part of the market economy, which includes the spheres of production of goods, their consumption and distribution, as well as elements of planning and regulation of the economy. Constant analysis of the market environment, evaluation and thoughtful application of the information received is the key to the success of any company. The market development forecast consists in determining the conditions under which the most complete satisfaction of consumer demand in the goods of a given enterprise is ensured and prerequisites are created for the effective marketing of these products.
The best place to start your market assessment activity is with general market research, i.e. assessment of the general economic situation on it. The market environment places limits on what can be achieved. Such an assessment allows timely and without serious costs to change the marketing policy regarding the range and volume of products sold, timely search for new markets, new types of goods, ways to promote them, optimize costs and determine the need for investment.
The analysis is facilitated by the consideration of conjuncture-forming factors, which can be divided into two groups - permanent and temporary. Constantly operating conjuncture-forming factors are especially evident in the market of industrial goods and services. These include:
1 Scientific and technical progress, changing the sectoral structure of the economy, product range, contributing to a change in the structure of product markets, increased competition, and destabilization of the current economic situation. It is the main cause of structural unemployment.
2 The level of price monopolization, which characterizes the economic strength of the firm, as well as its market share and ability to adapt to changes in demand. This criterion is especially important for commodity markets.
3 State regulation, both administrative, affecting the dynamics of production and effective demand, and through direct purchases and sales to adjust demand and assumptions in socially and strategically important markets (agricultural markets, foreign exchange, etc.)
4 Interstate regulation is significant for world markets for various types of food, for protecting one's own domestic markets from outside competitors, and for establishing uniform world prices for certain goods.
5 Status of information systems. Nothing is more unnerving for economic agents than the lack of information.
6 Currency and credit - monetary situation in the country and abroad. Fluctuations in the national exchange rate either help domestic producers compete with imported goods (a slight depreciation of the national currency and, as a result, an increase in the cost of import supplies), or puts them at a disadvantage when it is much cheaper to bring from distant lands than to produce locally.
7 Energy and environmental problems are fairly tough conjuncture-forming factors in terms of their impact. Recently, these are the main parameters that determine the production technology and requirements for the properties of the product.
In addition to constant factors that any market participant must take into account, there are also those that depend on the specifics of the goods or services being sold, among which are:
1. Seasonality is important for the agricultural market and, as a result, related markets (fuel and lubricants market, road and rail transportation, etc.). To some extent, NTP allows leveling this factor;
2. Political conflicts. Residents of the Russian Federation know firsthand about the effect of this group of factors.
3. Social conflicts are especially dangerous for key sectors of the economy of national importance (military-industrial complex, mining industry.);
4. Natural disasters, often resulting in the disruption of entire sectors of the economy and sometimes serious environmental problems, which in turn causes crises in related sectors of the economy.
The value of the proposal can be estimated in physical terms.
Demand indicators in the domestic market reflect the nature of consumption in the markets of consumer goods and include data on wholesale and retail trade, the movement of commodity stocks, and the volume of domestic transportation of goods. In the foreign market, such indicators of demand are gross imports and gross exports. An increase in these indicators indicates an increase in demand for a product, and a decrease indicates a decrease in it. The magnitude of demand can also be estimated by such calculated indicators as capacity (E p), market share (D), and saturation (H) of the market.
Market capacity means the possible volume of demand and the volume of sales on the market for a product at a given price level and for a certain period of time, usually within a year. The capacity of the national market for any product for the year is calculated on the basis of domestic and foreign trade statistics in natural (physical) units or by value according to the following formula:
where T is the volume of national production of this product;
Z - the balance of commodity stocks in the warehouses of enterprises;
I - import;
And k - indirect import (import of components);
E - export;
E k - indirect export (export of components).
Accounting for indirect exports and imports, as well as the movement of commodity stocks, is often difficult to take into account, therefore, in practice, the market capacity is calculated using a simplified formula:
Comparison of the market capacity for a number of previous years makes it possible to judge the change in the economic situation.
Market share is the share or share of a firm's sales in the market and is calculated as follows:
where, P is the volume of products sold by the company.
A decrease in market share indicates the unfavorable position of the company and should be a signal for a revision of marketing and production programs. At the same time, a large market share does not yet guarantee the desired financial result without constant monitoring of costs.
Market saturation H p (%) is an indicator determined by the ratio of the number of consumers who have already bought a product (P t) to the total number of consumers of this product (P). The lower the value of the indicator, the more promising this market for sales.
Indicators of the currency and credit - monetary situation show the expectations of market participants, based on the current prerequisites. And finally, prices. They are an important barometer of market conditions. They can be characterized by absolute values in monetary terms and relative (price indices), characterizing changes over time. In fact, the dynamics of prices reflects the movement of all other indicators and the factors influencing them, because. price is a multi-component value. The ratio of prices for own and competitive products should always be in front of your eyes, because. The price factor is one of the main ones when making a decision to make a purchase.
The study of price indicators is a difficult task due to the specifics of diverse product markets, the presence of several series of price indicators for the same product, and not always reliable and accessible information about prices. Therefore, when analyzing price indicators, one should rely on a detailed knowledge of the product and its market, the study of all price ranges available for the product, and taking into account the dependence of the analysis results on the qualifications of experts.
Typically, market forecasts are used to determine tactical actions in the short term (no more than 1 year). it is within these time limits that it is possible to accurately predict the nature of changes in the market (for our country, even for a year, it is impossible to make a forecast with a sufficient degree of reliability due to the inconsistent intervention of the state in the private sector of the economy and the legal framework lagging behind modern realities of life.). Although, in some cases, firms need to develop long-term (5-10 years) and medium-term (3 to 5 years) forecasts of product markets, because the process of developing strategic plans for the development of an enterprise and conquering the market depends on this. In this case, forecasts are of an averaged (generalized) nature and are made only for the general directions of development of the respective markets.
In world practice, several forecasting methods have been developed, of which the following have found the greatest practical application: Expert assessments, extrapolation method, mathematical modeling, graphical analysis.
The extrapolation method consists in transferring the phenomena that have taken place in the market in the past and present to the forthcoming period. This is a simple, but not entirely reliable method. As a result, it can be applied only in cases where there is confidence that in the future the same factors will act as in the previous period, the nature of their impact will not change.
The method of expert assessments or the Delphi method is based on the involvement of a group of experts for a serious economic analysis of the main factors affecting the situation on the market and the development of their own forecasts by each member of the expert group. Forecasts are largely subjective. much depends on the professionalism of the consultant, which means that it can only be used in combination with other methods.
Methods of mathematical modeling are based on the identification of a functional relationship between individual indicators based on the data on the conjuncture of commodity markets available for a number of previous years and express them in the form of a system of equations.
Graphical analysis or "chartism" is most often used in short-term forecasting. It allows you to evaluate the dynamics of individual economic indicators to identify similar moments in their behavior in order to determine the nature of their changes. It is used mainly on commodity and stock exchanges. the price change curve accumulates the main conjuncture-forming factors, as well as in the markets of oil, non-ferrous metals, etc.
The main ultimate goal of any company is to satisfy the needs and desires of the buyer, therefore, in a saturated market, modeling the behavior of the buyer or the product policy of the enterprise becomes the most important part of its analysis. Knowledge of the features of this behavior is an essential factor in the competition for the consumer, because, knowing the needs of people and the motives of their behavior, it is possible to accurately predict such an indicator as demand and influence its value. Demand is a solvent need, i.e. the amount of money that buyers are able and willing to spend to purchase the desired goods. Market demand is determined by summing the quantity demanded by each buyer at different price levels. Demand is a kind of scale that shows the amount of purchased goods and the potential need for it in the market at different possible prices, with other factors unchanged (i.e. other things being equal). The dependence of the volume of purchases on the price level is called the law of demand.
The main stage before the direct segmentation of the market is the choice of reasonable criteria, which will be different for the consumer and industrial markets:
Regional - population size and density, transport infrastructure, geographic location, structure of commercial activity in the region, climate, etc.;
Demographic - age, gender, level of education;
Lifestyle - social status, occupation, income.
The result of market segmentation is the characteristics of the product, its properties that buyers would like to see in it.
The modern consumer market is characterized by intense competition among similar products and substitutes (interchangeables), as a result, it becomes necessary to pay more and more attention to the study of consumer behavior in order to find out how purchases are made.
In the process of realizing and justifying the need to make a purchase, the buyer is under the constant influence of economic, political, social, cultural, and psychological factors. In addition, one's own personal characteristics play a big role in the buying decision process.
Freud believed that the real psychological forces that impel a person to action lie in his subconscious, i.e. he is not fully aware of the motive of his behavior. Most of the advertising that affects the subconscious elements of the human psyche is based on this statement.
The American scientist Maslow tried to build human needs in a hierarchical order according to their degree of importance and presented them in the form of a pyramid. It is based on the needs that have the greatest impact on personality and behavior.
Each person receiving the flow of information through their senses interprets it in their own way and forms their own idea of a particular subject. Having perceived the information and assimilated it, regarding any product or situation, a person acquires beliefs that increase motivation or dull it.
When analyzing the process of making a purchase decision, one should identify the roles of people involved in this process in one way or another. The distribution of roles may look like this: the initiator is the person who first proposes or suggests the need to purchase a particular product or service; influential person - whose views or advice are essential to the final decision; decision maker - the person directly making the purchase; consumer - one who consumes the purchased product or service.
It is important for the manufacturer and the seller to know how the consumer understands his needs and satisfaction, which of them he associates with the purchase of this product. A person begins to look for information about products, ways to satisfy her. Management of information sources allows you to influence the decision-making process. After collecting information, the stage of evaluating alternative solutions to the problem begins, based on the fact that each product, from the point of view of the buyer, has a set of properties, from which the most important ones stand out at the moment. The advantage is given to the product that has the most complete package of properties that are significant for the buyer.
The last step in making a purchase is the consumer's reaction to it. If the client is satisfied with his purchase, he will come again, and if the product does not live up to expectations, then this threatens to drop the level of demand and, as a result, reduce the company's market share for this position, as well as loss of income.
If all of the above is translated into graphical form, then the dependence of the quantity demanded on the price is called the law of demand (ceteris paribus, a decrease in price leads to an increase in the quantity demanded and vice versa)
Lower prices expand purchasing power, which increases the number of potential buyers. The influence of all the factors indicated earlier can shift the curve to the left or right. Quantitatively, the magnitude of their influence is determined by such an indicator as the elasticity of demand (a measure of the response of one variable to a change in another), Elasticity is expressed by a coefficient as a percentage change in one variable in response to a change in another). Denoted E. The most popular price elasticity of demand.
Where, E is the elasticity of demand
% - change in the physical volume of sales;
P in % - price change.
If the elasticity coefficient is greater than or equal to 1, then demand is elastic, i.e. easily reacts to any price change (Fig. 4). If the elasticity index is less than 1, then the price is not a decisive factor when making a purchase, and the mathematical sign does not matter when making calculations (Fig. 5). The indicator can be calculated on any basis that has a quantitative expression, then it can be used to make forecasts. In addition, the most elastic goods occupy the largest share in the budget of the buyer. Moreover, the shorter the time interval, the less elastic the demand, because people slowly adapt to everything new, including new products on the market. This means that the quantity demanded also depends on the time the product is on the market.
Q(number of items)
Figure 4 - Perfectly elastic demand
Q number of items)
Figure 5 - Inelastic demand
In addition to the demand curve itself, an indifference curve can serve as its characteristic, showing consumers' preferences when choosing goods for purchase. Analysis of consumer demand based on indifference curves is based on the fact that:
1.) the marginal utility (the degree of satisfaction of needs attributable to an additional unit of goods consumed) of a product is a quantity that depends not only on its quantity, but also on the quantity of other goods;
2.) utility can be measured on some precise physical scale of measurement;
3.) in accordance with Maslow's pyramid of needs, the needs underlying it (lower) are first satisfied and only then the higher ones, that is, the consumer knows his needs and can rank (compare) them;
4.) the choice of a person is always meaningful, rational;
5.) a larger quantity of a product is always preferred to a smaller one, even if it does not bring additional benefits.
If the buyer does not care which combination of goods to prefer, then he is in a position of indifference. A graphic representation of this is the indifference curve (Fig. 6).
Y(number of goods)
X (quantity of goods)
Figure 6 - Indifference curve
The name is explained by the fact that at each point there is a set that gives the same satisfaction to the consumer.
An indifference curve is a set of points at which alternative combinations of two goods are located that bring the same satisfaction and the choice of which the buyer is indifferent.
It has a negative slope, reflecting the fact that the consumer receives satisfaction from both goods under the following condition: if the consumption of good X increases, then the consumption of the good must decrease. Y, in order to maintain the overall level of utility. Movement along the curve is characterized by the marginal rate of substitution of good X for good. W, which measures the desire (inclination) of the consumer to exchange one product for another.
Indifference curves are an analytical tool for determining possible demand.
What combination of goods a person can afford is shown by the budget line superimposed on the indifference curve graph. The budget constraint is the totality of all combinations of goods X and Y, the amount of goods that the buyer can actually purchase under given price, assortment, income restrictions, i.e.
P x X + P y Y \u003d D (5),
where D is the consumer's income,
P-price of goods per unit,
X, Y-quantity of goods (. Fig. 7
Y(number of goods )
X(number of goods)
Figure 7 - Budget line
The superimposition of indifference curves and the budget line on each other will show the most beneficial set of goods for the consumer at the point of their contact, which must satisfy several conditions: the maximum utility from the selected combination of products and the rational use of available funds.
The theory of consumer behavior makes it possible to understand the motives of people's behavior in different situations, which is important for manufacturers and sellers. allows you to assess the potential of the market and influence such an economic category as demand.
Assortment management involves the coordination of interrelated activities - scientific, technical and design, integrated market research, marketing, service, advertising, demand stimulation.
For the effective organization of product quality management, it is necessary that not only the object of management is clearly identified, but also that the categories of management are clearly defined, that is, phenomena that make it possible to better understand and organize the entire process. With regard to product quality management, at least the following categories should be distinguished: Object of management - product quality. Sometimes competitiveness, technical level or some other indicator or characteristic acts as an object. As a control object, either the entire set of product properties, or some part of them, a group or a separate property can act. The purpose of management is the level and state of product quality, taking into account the economic interests of the manufacturer and consumer, as well as the requirements for safety and environmental friendliness of products. It is about what set of properties and what level of quality should be set, and then achieved and ensure that this set and this level correspond to the nature of the need. At the same time, questions arise about the efficiency of production and consumption, the affordability of prices for the consumer, the level of cost and profitability of products for its developer and manufacturer. It is also impossible to lose sight of the timing of product development, deployment of its production and bringing to the consumer, which is directly related to competitiveness. The subject of management is the governing bodies of all levels and persons designed to ensure the achievement and maintenance of the planned state and level of product quality. Methods and means of control - the ways in which the controls act on the elements of the production process, ensuring the achievement and maintenance of the planned state and level of product quality.
2. ANALYSIS OF THE STATE OF THE RANGE IN THE STORE "SILHOUETTE"
2.1. Brief description of the enterprise LLC "Lyudmila"
LLC "Lyudmila" (abbreviated name of the store "Silhouette").
A limited liability company was adopted in accordance with the law with Article 87-94 of the Civil Code and the Federal Law of February 8, 1998.
LLC "Lyudmila" is located at the address: 248016, Kaluga, st. Lenina, 56.
A trade enterprise has a seal with its name, brand name (symbols).
The Company is liable for its obligations only to the extent of its property.
The main goal of the Company is to make a profit from the proceeds.
The main activities of the trading company are:
1. organization of clothing trade;
2. carrying out barter operations;
3. purchase and sale of goods;
4. Free customization service for customers.
Pricing is formed in accordance with the current legislation.
The authorized capital of the Company is 406,353 rubles.
The store serves a contingent of customers with different income levels. It is mainly aimed at middle-income buyers.
The trade organization has a very convenient location, as there are two schools, a clinic, a stadium, a concert hall, a savings bank, and a grocery store nearby. This means that there will always be buyers in it.
The trading area of the shop "Silhouette" is 757.3 m 2 . There are two storage rooms - a pantry, a toilet, a kitchen with a total area of 101.8 m 2 , the area occupied by the administration is 35.1 m 2 . The area of the trading floor is 620.4 m 2 .
Shop "Silhouette" occupies the first floor of a five-story hall.
The use of commercial equipment is associated with the total area, the layout of the main premises, the features of the goods, the form of sale. In the trading floor, wall panels, gratings, counters, brackets, glass showcases, mannequins are used.
In the utility rooms, the following equipment is used: undercarriages for storing goods in a packaged form, racks, brackets, hangers. All commercial equipment used in the store meets economic, ergonomic, aesthetic requirements. Now the choice of commercial equipment is all kinds, but unfortunately not every head of the organization will allow you to have modern equipment in the store. Shop "Silhouette" is trying to update, so that consumers are satisfied with the appearance of the store.
The enterprise unloads, transports goods, accepts them in terms of quantity and quality, stores, prepares for sale, sells.
The main activity of the company is related to the sale of goods and customer service, selection, payment for goods, etc.
As of 01.01.06 retail trade turnover amounted to 5,777,290 rubles. The average monthly turnover of the store is 481,440 rubles. During the eight-year period of existence in the store, 10,540 people made purchases, which is 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 the goods are purchased for cash. The rest of the goods are accepted for sale by suppliers.
The store is divided into two departments "Men's" and "Women's"
LLC "Lyudmila" employs 33 people. Of them:
18 people - sellers,
3 people - accountants,
1 person - economist,
1 person is a lawyer,
1 person - driver,
2 people - cleaners,
1 person - janitor,
3 people - seamstresses,
2 people - electrician,
1 person - handyman.
The mode of operation 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 hours for the population of the beginning and end of work.
The schedule for going to work is rational, because the duration of working hours provided for by labor legislation is observed. Time is provided for preparatory - final work with its inclusion in working hours, a rhythmic alternation of work and rest of employees during the day is provided.
The shop "Silhouette" practices a quality management system for the work of employees. To do this, employees take refresher courses and weekly sales classes. Accounting for the quality of work of sales workers is carried out daily and is carried out by the heads of the "Male" and "Female" departments. The assessment of the quality of work of managers is given by the director and his deputy. The use of this system makes it possible to objectively assess the work of each employee and provide the right material incentives, which is expressed in a cash bonus - 15% of the salary of employees.
With a decrease in the quality of work, as a rule, this is not the performance of their functions by employees, 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 is represented by a linear system. It involves the direct subordination of all categories of employees to the head of the organization.
Lyudmila LLC (Silhouette store) trades in men's and women's clothing and accessories. The main permanent suppliers of OOO "Lyudmila" are; Upgrade LLC, Oka LLC, LTD Trading House, Delfin LLC, etc.
OOO "Lyudmila" sells men's, women's and children's clothing. The range of women's clothing is represented by the following groups: suits from 2520 to 7420 rubles, knitwear from 900 to 3960 rubles, demi coats and winter from 1200 to 10000 rubles, a blouse from 850 to 2500 rubles, bags from 3500 to 8000 rubles, scarves from 150 to 2000 rubles, shoes from 3000 to 9000 rubles.
The range of men's clothing is represented by 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, demi coats and winter from 2570 to 14980 rubles, leather outerwear from 2500 up to 26,000 rubles.
The level of profitability of the trading company LLC "Lyudmila" determines the ratio of profit to turnover. Profitability shows how many percent is the profit in the turnover. This level of profitability should not be calculated for the entire (balance sheet) profit, but only for profit from the sale of goods, since non-operating income, expenses and losses are not directly dependent on changes in the volume of trade. Profitability of sales is directly dependent on the level of gross income, located at the location of the trading enterprise and inversely on changes in the level of distribution costs. For the trading company, it amounted to 88.8% of the turnover and increased compared to the plan by almost twice the turnover and against the previous year by 12.2% of the turnover.
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, levels of gross income and distribution costs, amounts of profit and loss from the sale of other assets, non-operating income, expenses and losses).
Overfulfillment of the turnover plan led to an increase in profits of 2,520,000 rubles. Consequently, the overfulfillment of the turnover plan led to an increase in the level of profitability of functioning capital by 0.50%.
Profitability indicators are calculated on the basis of profit from the sale of goods, balance sheet and net profit, which makes it possible to study the influence of the components of profit and its use on the profitability of the work of Lyudmila LLC.
The trading enterprise LLC "Lyudmila" has achieved high rates of profitability growth, both in comparison with the plan and in dynamics. This testifies to the strengthening of its financial stability. However, it should be pointed out the high level of profitability of sales, which is 88.8%. The company is stable, developing, solvent, pays off payments in a timely manner. It has no debts to the budget and its suppliers.
2.2 Analysis of the state of the assortment in the store "Silhouette"
The formation of a trading assortment is one of the main functions of a retail organization, which determines its competitiveness.
Consider the structure of the assortment in the shop "Silhouette" of the department "Women's clothing". The study showed that the main part of the assortment is made up of outerwear, suits, blouses, skirts, trousers, knitwear and leather goods. The target category of buyers are residents of nearby houses with low and medium purchasing power.
The turnover of the "Women's Clothing" department of the "Silhouette" store is constantly growing. In 2006, its total volume amounted to 5,777,290 rubles, which is 252,000 rubles more than in 2005. The growth rate in this case was 4%. In 2006, the turnover of the "Silhouette" store increased by ¼ part due to the increase in prices, the data are shown in Table No. 1.
Table 1
Evaluation of indicators of the competitiveness of the store "Silhouette"
table 2
Competitiveness indicators of the "Silhouette" store with different purchasing power, in % *
*Note: Data based on customer survey.
The indicators presented in the tables allow us to note that the store is well located and has a beautiful interior. The Silhouette store has a high level of customer service culture. However, the studied enterprise loses to such indicators as the range of goods. In the course of a survey of buyers, it was found that the assortment for some groups of goods was not sufficiently expanded.
A survey of the store management showed that the formation of the assortment is carried out by the merchandiser based on the requests of 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 analysis of the assortment was carried out using ABC methods.
The essence of ABC analysis is built on the basis of the Pareto principle: “a relatively small number of causes are responsible for the majority of possible outcomes”, currently better known as the “80:20 rule”. Due to its universality of effectiveness, this method of analysis 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 range account for 80% of total sales.
Data on the store "Silhouette" are presented in table 3.
Table 3
The amount of products sold in 2006 by product groups
Table 4
Ranking the range in descending order of the contribution to the turnover of each position
This method will allow you to determine the optimal ratio of groups and types in a retail trade organization, taking into account the basic requirements to achieve the goal. The method provides for the division of the entire trading range according to several criteria into three categories for each criterion. Category "A" includes goods that make up about 70% of the sale of goods (in rubles). Category "B" includes goods that make up about 25% of the sale of goods (in rubles), and category "C" - about 5%. Moreover, it is recommended to include in the first category approximately 15% of the names of goods from the total quantity, in the second group 35%, and in the third 50%.
Figure 1 - Graphical representation of the distribution of goods in areas A, B, C
On the basis of the tables and graphs constructed above, it is possible to rank goods (Table 5).
Product group |
total | |
| rubles | % | |
| Product group BUT | 5719050 | 71,8 |
| 1 | 2 | 3 |
| Coat | 2237160 | 4,1 |
| Jackets | 2325000 | 4,3 |
| Costume | 3186350 | 5,9 |
| Trousers | 3677390 | 6,8 |
| Blouse | 4035940 | 7,5 |
| Knitwear | 4298020 | 7,8 |
| Skirt | 4554470 | 8,6 |
| Leather goods | 4715930 | 8,7 |
| Blazer | 4872910 | 8,8 |
| The dress | 4936050 | 9,2 |
| Product group IN | 48880 | 18,7 |
| Shoes | 9,3 | 4970130 |
| Scarves | 9,4 | 4984930 |
| Product group FROM | 9360 | 9,5 |
| Cloak | 4994290 | 9,5 |
ABC - analysis is widely used in various trade organizations. The selection of groups is based on the use of one of the following parameters;
commodity circulation
number of units sold
gross profit
the main characteristics displayed in the report;
1. product description
2. warehouse balances;
3. amount of sales;
4. number of units sold;
5. gross profit;
6. Percentage of goods on sales (number of units sold, group gross margin);
7. cumulative percentage;
8. grouping of objects based on ABC - analysis.
Ensuring the required level of customer service and the growth of the main economic indicators of the activity of a trading enterprise depend on the correct formation of the assortment of goods in the store.
The range of women's clothing in the store "Silhouette" is very diverse. One of the important indicators characterizing the assortment of goods in a trade organization is the stability coefficient. It is calculated according to the formula;
where Y is the number of types of goods in demand;
Shb - names of goods of a homogeneous group;
Ku - coefficient of stability.
From this list of goods presented in table 6, those groups of goods that are in demand by buyers are selected in descending order.
Table 6
The range of goods of the store "Silhouette" is in steady demand among buyers.
Coefficient for the first group of goods;
Coefficient for the second group of goods;
Coefficient for the third group of goods;
The indicators for the width and depth of the assortment in the Silhouette store have a high coefficient value, which allows you to optimally expand the assortment for the third group of goods (table 7). The latitude coefficient is calculated by the formula
where Ksh is the latitude coefficient;
Shb - base latitude;
Shd - real latitude.
Table 7
The breadth and depth of the assortment of the store "Silhouette".
Based on the data obtained above, we propose to expand the assortment group of raincoats to 16 different models by color, size, style, in order to make a profit, and most importantly, to acquire regular customers for this product group. This group of goods is in demand by buyers. By increasing the breadth and depth of the product, the stability coefficient will also increase.
It is proposed to close the shoe department, since prices are not calculated for a buyer with an average level of income, thereby not being in demand among buyers.
The vacated area can be taken under the department of leather goods, thereby expanding it.
The selling area ratio of the Womenswear department is 0.48, and the display area ratio is 0.7. Calculated by formula;
where Ke is the exposure area coefficient;
Sm - trading area;
For the best placement of goods and the expansion of the trading area of the trading floor of "Women's Clothing", it is advisable to use wall equipment - gratings, panels and showcases.
In order not to reduce the level of the coat assortment group, we offer to conclude agreements with new coat suppliers from St. Petersburg "Turba" and with foreign manufacturers. Cooperation with one supplier of coats "Vermina" leads to a decrease in demand from buyers, due to the uniformity of models, which is undesirable, because this product is in the stage of maturity and brings a good profit to the organization.
The renewal of the assortment in the shop "Silhouette" happens every week. Blouses, skirts, trousers, knitwear are in the stage of maturity, so new items appear weekly.
The coefficient of renewal (novelty) for the year can be calculated by the formula;
where Kn is the coefficient of novelty;
N - novelty;
Shd - real latitude.
The calculation can be made according to the groups of goods presented in table No. 8.
Table 8
Updating the assortment of the store "Silhouette".
During the period of seasonality of goods of one or another group, it is proposed to store non-tradable goods for storage, thereby freeing up space for seasonal goods. An assortment that is becoming obsolete is sold at 30% discounts, which can speed up the sale of goods.
Lyubushin N. P., Leshcheva V. B., Dyakova V. G. "Analysis of the financial and economic activity of the enterprise" M - UNITY - DANA 2001. p29
Trenev N. N. "Strategic management" Textbook for universities - M "Publishing house PRIOR" 2002 page 70
Kovalev V. V., Volkova O. N. "Analysis of the economic activity of the enterprise" M - PBOYuL, 2005 page90
V. V. Kovalev, O. N. Volkova: “Analysis of the economic activity of an enterprise”, Textbook M .; "Prospect" - 2000 page 278
The supposed mutual satisfaction of needs is achieved through the sale of goods and services by a production or trade organization to a consumer. As consumers become accustomed to the range of goods and services available in a given product market, their needs evolve and become more refined and sophisticated. This changing nature of the goods and services offered by the company is the core of the assortment policy ...
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Introduction…………………………………………………………………...4
1. The essence and role of assortment policy in activities
enterprises……………………………………………………………….5
1.1. The concept of assortment and nomenclature, main indicators ... 5
1.2. Assortment policy of the enterprise, basic strategies
changes in the assortment ……………………………………………………………………………………………………………………………13
1.3. Planning the range of commercial release……………….19
2. Analysis of the assortment policy of the enterprise on the example
RUE “Belgaztekhnika”………………………………………………………25
2.1. Organizational and economic activity
RUE "Belgaztekhnika" in the market of supply and
operation of gas supply systems……………………………25
2.2. Analysis of the range of products
RUE “Belgaztekhnika”……………………………………………..39
2.3. Comparative analysis of assortment policy
RUE "Belgaztekhnika" with the main competitors…………….48
3. Ways to improve the assortment policy
RUE “Belgaztekhnika”……………………………………………………...56
3.1 Product assortment planning and development
new types of products………………………………………….56
policy of RUE “Belgaztekhnika”……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
Conclusion……………………………………………………………….70
List of sources used…………………………………...71
Applications……………………………………………………………...73
INTRODUCTION
Industrial enterprises of the republic are more and more aware of the need for widespread use of marketing principles in their practice. And if at first they began to use such marketing tools as advertising, search for sales markets, today it has become clear to them that these measures are not enough to work successfully in a market economy. The reason for the failure of some Belarusian enterprises in the market, especially the external one, is that their products, as a rule, are not able to compete with similar products of enterprises that have been operating in the market for a long time.
All this is the result of the fact that the profile of Belarusian enterprises, the range of their products were formed in the conditions of the administrative economy. The enterprises of the republic inherited not the best range of products from the former USSR. Many of them specialize in the production of material-intensive and energy-intensive products. Therefore, the problem of product range management is especially relevant for our enterprises.
The purpose of the thesis is to consider the main theoretical and practical aspects of managing the assortment of an industrial enterprise in a transitional economy.
The tasks of the work are:
Consideration of the theoretical foundations of management and assortment planning;
Analysis of the assortment policy of the research and production republican unitary enterprise "Belgaztekhnika";
Consideration of new types of manufactured products of the enterprise and recommendations for improving the assortment policy.
1. ESSENCE AND ROLE OF ASSORTMENT POLICY IN THE ACTIVITIES OF THE ENTERPRISE
The concept of assortment and nomenclature, the main indicators
Commodity nomenclature - a set of all assortment groups of goods and commodity units offered to buyers by a particular seller. In practice, the concept of nomenclature is most often used to refer to a specific list of products. Under the nomenclature is understood a list of specific products or groups of products. In economic practice, such concepts as “enlarged nomenclature” and “specified (detailed, detailed) nomenclature” are widely used, which are also consistent with this definition.
When it comes to classification groupings of products, the term “assortment” is most often used. Product range - 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 outlets, or within the same price range. . Assortment groups of goods can be created on a variety of grounds. In domestic practice, the grouping of products is most often used on the basis of the technology used for their production, the commonality of raw materials and materials, and the functions performed by the consumer. In countries with a developed market, commercial characteristics are often put forward in the first place.
Distinguish between industrial, commercial and consumer assortment of goods.
Under the production range understand the range of products produced by manufacturers. This concept is consistent with the concept of a production program used in the practice of planning the output of industrial and other manufacturing enterprises.
The consumer assortment includes the whole variety of type and size of goods that are required by the consumer. For consumer goods, the consumer assortment may correspond to the trade one. In terms of products for industrial and technical purposes, neither the production nor the trade assortment usually coincides with the consumer one. At consumer enterprises, from the material resources of standard sizes that come to it, many different blanks are cut or cut, which are necessary for a particular production.
The ratio of production, commodity and consumer assortments of products is one of the key aspects of assortment management.
In the conditions of increasing competition, the manufacturer of products will first of all strive to ensure the most complete compliance of the assortment with the needs of trade enterprises and consumers. Buyers will always give preference to a manufacturer that has a wide range of products that can satisfy the needs of various market segments. From the position of technology and organization of production, it is easier for the manufacturer to organize the production of products with an exhaustive range. This will be a higher technological and organizational level of production than if operations to expand the range will be carried out by intermediary trade organizations or consumers.
However, there are objective reasons for the impossibility or economic inexpediency of creating a complete range of products by manufacturers without the involvement of intermediaries or the consumers themselves:
expansion of the product range leads to a drop in labor productivity. It is always easier and more efficient to specialize production in one or a small number of types of products;
there is a problem of organizing the transportation of non-standard, significantly different in size products;
the process of packaging and storage of a wide range of goods becomes more complicated;
there are inconveniences in the implementation of loading and unloading operations;
the volume of work to study the demands of various market segments, as well as accounting, planning and other management work, is sharply increasing.
In the process of planning the range of products of an enterprise, its various groupings are widely used. Even more often, the term assortment planning is used, and assortment is understood as certain nomenclature groups of goods. One of the most important tasks of assortment planning is to ensure such a ratio between assortment groups that allows you to maximize sales and get the highest profit for the company. Thus, the classification of the nomenclature is an important stage in its planning.
It is advisable to apply various features of the classification of the product range. Various aspects of the nomenclature classification are of interest to certain groups of enterprise specialists. In order to determine the most rational proportions between the assortment groups of manufactured products, it is necessary to classify the actually manufactured products according to various criteria, carefully analyze them, give an appropriate assessment from the standpoint of various groups of specialists and, on this basis, make informed decisions on production volumes in the context of assortment groups. and specific product sizes.
For enterprises that have adopted the concept of marketing, classification groups according to the characteristics that marketers and marketers use in the process of market research and marketing activities are of paramount importance.
Based on the well-known Boston Consulting Group matrix, products can be classified according to their market share and sales growth rates into four groups:
1) “stars” are products at the introduction stage, they are characterized by a high share in an emerging market and rapid sales growth, but at the same time, large marketing efforts are required to support them in order to ensure further growth in turnover;
2) "cash cows" - goods that are at the stage of maturity, their sale is quite stable, they bring the bulk of the profit to the enterprise, without requiring large expenditures on advertising and sales promotion;
3) “difficult children” (“question marks”, “wild cats”) - products that still occupy a small share in the emerging market, i.e. these are products at the implementation stage, but not having much success due to more successful actions of competitors or for other reasons, in relation to such goods, the enterprise must decide to support them or refuse to produce them;
4) "dogs" - goods that have been on the market for a long time, but have not managed to win a significant market share, the most likely decisions for such goods are to remove them from the production program.
The practical implementation of such a classification is difficult, since it requires the involvement of information about the work of competitors and actual sales in a particular market. The necessary data for calculating sales rates and determining market share are not available in official statistical sources. Even more difficult is the situation with obtaining information about the state of affairs in foreign markets. But, nevertheless, using official statistics, data from periodicals, special journals and other sources, as well as expert assessments of enterprise specialists, with some assumptions, it is still possible to carry out the considered classification of their products.
All types of products, technologies and services have a certain life cycle. A distinction is made between the life cycle of a product, an individual company, and even the entire industry as a whole, which, in fact, is the total value of the life cycles of the corresponding group of analogous products in terms of physical characteristics or consumer purpose.
The success of the marketing activities of an enterprise depends on the degree of consistency of the various main stages of life cycles, i.e. individual product life cycle and the general industry life cycle of the industry as a whole. The situation on the market changes at each stage of the life cycle and requires a corresponding change in the strategy and tactics of the enterprise's behavior in the market.
The characteristics of the stages and the corresponding activities of the enterprise are given under each of the stages.
The tasks of the marketing service at each stage of the product life cycle should be aimed at maximizing the adaptation of their activities to changes in the market situation.
At the initial stage of the life cycle of a new product, it is necessary to explain to potential Consumers “first movers” how the new idea embodied in the product can benefit them and what need it can best meet.
In the intermediate and final stages of the life cycle, all service activities should be aimed at “suppression” of competing product brands. The main emphasis should be on the advantages of the company's products relative to competing ones. Everything must be done to maintain the existing sales volume and the won market share as long as possible.
In the final stages of a product's life cycle, the attention of Outsider Consumers should be focused on the losses that they can incur if they do not change their mind and do not purchase this product.
A hypothetical product life cycle is shown in Figure 1.
Product classification is used not only to identify the impact of the life cycle stages on the financial results of an enterprise, but, first of all, to determine its own set of marketing activities for each group of goods. The organization of continuous monitoring of products at various stages of the life cycle allows the enterprise to determine the most reasonable ratio between their quantity at each stage, which can serve as the basis for planning the renewal of the assortment.
The concept of "new products" is very capacious and can be characterized by a number of distinctive features. Any new product put into production by this enterprise for the first time can be considered a new product. A new product is understood as one that first appeared on a particular market and differs from similar products. A new consumer item is a new product that has entered the sphere of consumption, which has a higher consumer quality level compared to the existing one and provides a more complete satisfaction of needs. The creation of such products, which open up new, previously unknown needs, is the highest achievement of the marketing service of the enterprise. This is an active marketing activity, the result of which is not just penetration into a particular market, but the creation of a new market.
Of great practical importance when planning a product range is the classification in the context of various market segments. It is known that market research begins primarily with its segmentation. Many signs of market segmentation are used, which allows you to carefully study the needs of each consumer group. Of course, as
Picture 1. Life cycle model with characteristics of individual stages and corresponding actions of the company
N o t e. Source:
when planning the range of manufactured products, these requirements must be taken into account. If goods of constant demand occupy a large share in the product range of an enterprise, it must organize their production and supply to trading enterprises in such a way that these goods are always available for sale.
The commodity nomenclature can be characterized by a number of indicators. The following four indicators are most often used: breadth, depth, saturation and harmony (or comparability). Let us dwell on the characteristics of these indicators in more detail.
One of the most important indicators of the commodity nomenclature is its breadth. The indicator of the breadth of the nomenclature is the number of assortment groups included in this nomenclature. Therefore, this indicator reflects the enlarged product range of the enterprise. This is the most important generalizing characteristic of the enterprise's product range. Already on its basis, one can draw a conclusion about the level of development of production, its specialization, the number of potential buyers, the position in the market, the degree of development of marketing in the enterprise, etc. The indicator of the breadth of the nomenclature can be used to determine the level of diversification of production. Assortment groups, formed on the basis of the common technology of production of goods and the functions they perform for consumers, characterize the degree of specialization or diversification of production. It is by the indicator of the breadth of the nomenclature in relation to the volume of sales of products that it is possible to determine whether the enterprise is specialized or diversified.
In accordance with the criteria for classifying enterprises as one type or another, used in foreign practice, a single-product enterprise is considered to be an enterprise whose one assortment group accounts for more than 95% of the total sales volume. Enterprises, in the sales volume of which one assortment group is more than 70%, but less than 95%, are enterprises with a dominant product. All other businesses are considered to be diversified to some extent. At the same time, assortment groups are distinguished mainly on the basis of the use of products. It is the use of products by different categories of consumers that is the most important sign of diversification. This is because the life cycle of a product changes depending on its use. If the same product is used in different areas, it can be assumed that it will be at different stages of the life cycle. Consequently, the enterprise producing this product will be less dependent on the life cycle of its products than if this product were used by only one group of consumers.
A more detailed description of the product range can be carried out using an indicator of its depth. The depth of the commodity nomenclature is the number of varieties in one assortment group. The depth indicator indicates, as a rule, the degree of development of a particular product. The more variants of product offers, the more advantages the company has over competitors, the more market segments it can master. The most important thing for the enterprise at the same time, through the expansion of the range, is to achieve the application of its products in various fields. This is the most profitable direction for the development of the range, since it is possible to use the advantages of the available technology. Usually, it always makes sense to focus not so much on the development of new technologies as to try to penetrate new market segments with the already mastered production technology. This, as a rule, is less capital-intensive than mastering the production of new goods with the introduction of technology that was not previously used in the enterprise.
The total number of standard sizes of products manufactured by the enterprise is usually called the saturation of the product range. Based on this indicator, you can have a general idea of the state of affairs in the enterprise for the development of product improvement. This indicator can be used for comparative analysis of both enterprises in various industries and enterprises in the same industry. The higher the saturation index of the product range, the more positive assessment can be given to the enterprise from the standpoint of marketing, since it is able to satisfy a wider range of consumer needs.
A very important assessment of the product range is an indicator of harmony, or comparability. It shows the degree of closeness between the products of different assortment groups. This is a qualitative assessment that allows you to characterize the nomenclature and assortment from various positions. It is of great importance both for the organization of production, its logistics, and for sales, organization of trade, pre-sales and after-sales services. The most important aspect of the analysis of the harmony of the nomenclature from the standpoint of marketing is the direction of use of products. From the point of view of consumption, a product range is considered harmonious if it is consumed by a homogeneous group of consumers.
1.2. Assortment policy of the enterprise, the main strategies for changing the assortment
Assortment policy involves solving the problem of choosing the range of products and its optimization. The main task of the assortment policy is to determine the structure of production in the production department:
1. identifying the ratio (share) between new products, products requiring improvement and modification, traditional products that do not require improvements, obsolete products;
2. establishment of the range of manufactured products and planned indicators - qualitative and quantitative;
3. determination of the number of models and modifications of the same manufactured products;
4. determination of the structure of the life cycle for the entire range of manufactured products and the prospects for updating the range;
5. determination of the degree of product differentiation and the degree of technological commonality of new and existing products.
The assortment policy is formed taking into account the availability of the necessary resources, the level of technology and production technology, the possibility of creating new production in the optimal time frame, the availability of patents and trade secrets and their patent protection; expected profitability of production and payback periods of investments; availability of management personnel and a qualified cycle; the presence of stable relationships with sub-suppliers, the degree of risk associated with the seasonality of demand, conjuncture and price dynamics.
The assortment policy is aimed at optimizing the use of technological knowledge and experience of the company, optimizing financial resources in terms of the profitability of manufactured goods and the cost of innovation.
The development of an assortment policy requires constant attention to the study of the product from a life cycle point of view and making timely decisions regarding the introduction of new products, the modernization or improvement of traditional types of products, the removal of goods from production, and at the same time the continuation of the production of spare parts for products in service, with to ensure uninterrupted maintenance.
During the introduction phase, the goal is to create a market for the new product. The rate of sales growth depends on the novelty of the product and how much the consumer desires it. Usually, a product modification increases sales faster than a major innovation. Losses are due to high production and marketing costs; accordingly, the profit share is low. Depending on the product and consumer market choice, a firm may start at a high prestige price or a low mass market price. The promotion should be informative and free samples are desirable.
In the growth stage, the main goal is to expand the market and the range of available product modifications. Relative profits are high because the wealthy mass market buys distinctive products from a limited number of firms and is willing to pay for them. Modified versions of the base model are offered to meet the growing market, sales are expanding, there is a range of prices and persuasive mass advertising is used.
At the stage of maturity, the main goal of the company is not growth, but the preservation of existing positions in the market. When analyzing products at the stage of maturity, an enterprise should consider the following factors: the size of the existing market, its characteristics, needs and untapped segments; competition; product modification; availability of new products to replace mature ones; profit share; marketing efforts required to complete each transaction; satisfaction with distribution channels; promotion structure; the importance of goods in the assortment group; the impact of products on the image of the company; the number of years remaining for the product and the required management effort.
Not all products in the maturity stage can be revived or renewed. The main strategies of the assortment policy at the stage of maturity are the following:
1. Development of new areas of product application.
2. Development of new parameters and product modifications.
3. Increase in market segmentation.
4. Identification of new consumer groups for existing products.
5. Identification of new consumer groups for modified products.
6. Increasing the use of the product by existing users.
7. Change of marketing strategy.
During the downturn, firms have three alternative courses of action. First, marketing programs can be reduced, thereby reducing the number of products produced; the number of outlets through which sales are made and the promotion used; secondly, to revive the product by changing its position in the market, packaging or selling it in a different way; third, stop production. The product line concentrates on top-selling models, individual stores and prices, with an information-style promotion emphasizing availability and pricing.
In general terms, product assortment planning consists in planning all activities aimed at selecting products for future production and marketing, developing specifications and characteristics of these products in accordance with customer requirements. It refers to the policy and strategy of the enterprise in the field of development (design), labeling, packaging and pricing of products and services, which are considered and solved only as a whole, since they are inextricably linked and serve as the “image” of products or services for the consumer.
Assortment planning is a continuous process that continues throughout the entire life cycle of a product, from the conception of a new product to its retirement. In other words, an enterprise cannot supply the same product to the market for an arbitrarily long time.
Constant innovation in the production of products is a prerequisite for the survival of the enterprise in the market.
Therefore, when starting to develop new types of products, it is necessary to pay more attention to its concept, and not to the production cycle itself. The product concept must be constantly reviewed and refined, taking into account the results of test marketing and consumer comments.
Any manufacturer that decides to innovate can choose one of the following options for finding a new product idea:
Buy information about new types of products from external sources;
Invent a new type of product on their own, using information and analytical materials from the marketing service;
Improve the design or external design of previously manufactured products;
· involve another partner in the development of new products.
The need for action in one of these areas is due to the fact that, as already indicated, each type of product has its own life cycle. However, from time to time there are extraordinary types of products that have an exceptionally long life cycle. In this case, it is necessary to carefully consider the system of its development. The stages of such an analysis can be, for example:
making long-term decisions about the strategy of technological innovation or actions in case of unforeseen events;
Conducting fundamental research that opens up the possibility of a breakthrough in the field of technology;
· conducting applied research to ensure the practical use of applied research in relation to the needs of identified consumer groups;
· design and development of new types of products, both on the basis of applied research and directly on the basis of market research.
Thus, the considered system is highly “open” for interaction with the ideas of creating new products that arise from time to time, which will be the subject of further creative development in order to organize its production and market introduction.
The main types of strategies for the development of new products are actually reduced to work in the following areas:
development of a fundamentally new product that differs from competitors' products by a significant novelty protected by patents;
development of products with improved characteristics compared to those previously produced;
development of new uses for previously manufactured products due to its modernization or additional devices;
reduction in the range of products or the removal from production of products that are not in demand.
When embarking on assortment planning and new product development, one should always remember that no well-thought-out marketing and advertising plans can compensate for mistakes made earlier in product assortment planning, i.e. in the selection and evaluation of products, their technical testing, market research and trial sales. Potential friction between manufacturing and marketing can undermine the best intentions of both and lead to an unfortunate trade-off.
Product portfolio planning involves the coordination of a number of interrelated activities: scientific and technical research and development, market research, product distribution, sales promotion and advertising. Maximum efficiency is achieved not so much by optimizing each element separately, but by the sum of its components.
If the responsibility for different elements of marketing is assigned to different highly specialized departments, there is a danger that each department will consider its own activity as the most important and requiring the preferential right to use the resources of the enterprise.
This situation led, and sometimes still often leads to the fact that when the sales department received products created in compliance with all the rules for the protection of trade secrets, on the basis of specifications that fully satisfied the developers and manufacturers, it turned out that it more satisfies the ambitions of the latter. than the needs of the end user. This is contrary to the very essence of the concept of marketing.
Any idea for a new product, first of all, must be tested for its significance by a group of potential consumers in terms of its usefulness and the presence of the need itself, as well as the level of price at which it can be realized.
If the idea meets with a favorable response, it should be embodied in the "offer" to the consumer. The task of assortment planning is, first of all, to prepare a customer specification for a product, transfer it to the design department, and then ensure that the prototype is tested, modified if necessary, and brought to marketable condition.
The main stages in the development of a new type of product are shown in Figure 2.
Figure 2. Scheme of the process of developing a new type of product
Note: Source:
Practice shows that firms are constantly engaged in the development and implementation of the assortment policy. The concept of the product life cycle is quite widespread and is one of the main tools for regulating the assortment policy. Analysis of the state of the goods at certain stages of the life cycle falls on the division of the current operational and economic activities. The marketing service of the enterprise in this case must timely adjust the production program of the enterprise and make proposals for improving the range of goods produced in accordance with the needs of consumers.
1.3. Product assortment planning.
Under the planning of the product range of an industrial enterprise, one should understand the development of a set of measures for the creation and continuous improvement of products, as well as the timely removal of obsolete products from production in order to form a production program. This means that the enterprise is developing specific measures aimed at solving the following tasks:
1) ensuring constant updating of the company's products;
2) ensuring the optimal ratio between new, modernized and obsolete products in the production program of the enterprise;
3) determining the rational structure of the assortment in the context of market segments, ensuring a rational ratio between goods in new and developed markets;
4) development, creation and timely entry to the market with fundamentally new products;
5) making an informed decision on the timely withdrawal from the production program of products that are losing market positions.
It should not be thought that product mix planning is something that only applies to new products. Although the introduction of new products is undoubtedly of paramount importance for the further development and profitable operation of any enterprise, it is necessary to plan measures. In most cases, the development of new products is financed by a deduction from the proceeds from the sale of current products that the company has brought to the market for a number of years and which it hopes to sell for a number of years.
The search for new applications and new markets for existing products is necessary in order to provide a more reliable basis for the enterprise. Obviously, the range of already manufactured products can be expanded, reduced or replaced. F. Kotler wittily remarks about this: “The range is too narrow if it is possible to increase profits by adding new products to it, and too wide if profits can be increased by excluding a number of products from it.”
The concept of "new product" includes major changes in the form, content or packaging of products that are meaningful to the consumer.
The main criterion for novelty, however, is that the new product must be so different from the existing one that the existing differences can serve as the basis for the formation of a preferred consumer attitude towards it.
Changes in the materials or components used by the manufacturer do not in themselves give grounds for qualifying it as a “new product”, unless these changes are brought to the attention of the potential Consumer and are not used as an advertising motive to characterize his dignity.
Three main factors determine the introduction of new products in the assortment of the enterprise:
The need to protect the enterprise from the consequences of the inevitable process of obsolescence of existing products, which is caused by competition or obsolescence. The decrease in the profitability of manufactured products can be compensated in the long term only by introducing a new product instead, which would be in demand by the Consumer. In other words, the introduction of new products into the assortment is necessary to protect the funds already invested in the enterprise.
The need to expand production at a faster pace than is possible with a narrow range of products, to spread commercial risk over a wider range of products, to reduce the impact of competition on a single production area. At the same time, the development of new types of products is associated not only with benefits, but also with certain dangers, especially in those cases when it requires changes in the sales system established at the enterprise and the existing distribution network or new technical knowledge, additional specialists and equipment.
The need to ensure a faster and more gradual increase in the overall profitability of the enterprise, expressed as a ratio of profit to invested capital, by maintaining and increasing competitiveness, more rational use of production waste, more complete use of production capacity and staff capabilities. And, as a result, a more even distribution of some overhead costs, a decrease in seasonal and cyclical fluctuations in the level of production and sales.
Thus, to create a new product means to see the current and future needs of consumers, find an effective way to solve them and offer the necessary means for this. Moreover, it is essential that this tool does not have any functional insufficiency (in this case it has a relatively low attractiveness for the consumer), or functional redundancy (in this case, you will have to pay more for it).
The assortment planning process involves the participation of almost all departments of the enterprise, so it is important to develop a clear planning procedure at the enterprise. Since various kinds of ideas and proposals for the creation and improvement of products are of extreme importance in the planning of the assortment, it is important to create a permanent system for collecting relevant information from all specialists and each employee of the enterprise.
A well-thought-out planning scheme contributes to a clear assortment planning:
Analysis of the actually produced assortment.
Analysis of changes in the internal and external environment of the enterprise, causing the need to revise the range of products of the enterprise.
Analysis of consumer proposals for product improvement.
Analysis of the proposals of the design service of the enterprise to change the range.
Development of a preliminary plan for the range of products for the future period.
Analysis of financial and production possibilities of revising the range of products.
Making decisions on launching new products into production, on the production of modernized products, on the exclusion of obsolete products from the production program.
Determination of planned production volumes of traditional products, new and modified.
Development of measures to promote new and upgraded products to the market.
In the process of the first stage, calculate all kinds of indicators that characterize the range of products actually produced by the enterprise. It is advisable to start with an ABC analysis, as it allows you to highlight the main group of goods from the standpoint of the financial result.
The second stage of planning involves an analysis of changes in the internal and external environment of the enterprise, which may affect the range of products. As for internal factors, special attention should be paid to the use of existing production capacities. If there is a constant underutilization of production capacity, then you should think about changing the range of products. Chronic underutilization of production capacity can be the result of significant changes in the economy. The problem of production waste can also be an internal impetus for changing the assortment. Any production is associated with certain waste, and if they are not used, this leads to an increase in the cost of the main product. The internal reasons for revising the assortment can be various kinds of ideas and suggestions from the employees of the enterprise.
More significant reasons for the revision of the product range are certainly changes in the external environment of the enterprise. In order for the enterprise to respond to these changes in time, it is necessary to organize a constant study of external factors affecting the range of products. Such important factors are: achievements of scientific and technological progress in the field of manufactured products; changes in the product range of competing enterprises; change in demand for goods. The products of an enterprise can be competitive, especially in the foreign market, only when the most important achievements of scientific and technological progress in the field related to this product are used to the maximum extent in the process of its production. The marketing service of an enterprise should implement the introduction of new products into production, purchase licenses, know-how, and organize the creation of joint ventures with leading enterprises.
The work of studying competitors is very difficult, since the main information of interest to the enterprise is, of course, the subject of a trade secret. However, competitors' products eventually appear on the market. And if you constantly study it, you can have an idea of the level of technology and technology used by competitors. Even more carefully, you can study the commercial characteristics of competitors' products. It is important to create a database of competitors at the enterprise and constantly replenish it.
The third stage of planning the product range involves the maximum consideration of the wishes of customers. The marketing department needs to develop a special form for comments and suggestions on the company's products, organize its distribution through distribution channels and collect information from customers.
The fourth stage of assortment planning involves taking into account the proposals of the design service of the enterprise, factory research and experimental laboratories, which are constantly working on the creation of new types of products and the improvement of products. Since the relationship between the marketing service and the design and technological services of the enterprise is regular, it is advisable to develop special plans for the preparation and launch of new and improved products agreed between these departments.
The fifth stage provides for the generalization of the work done at the previous stages and the preparation of a preliminary assortment plan for the production of products for the future period. The main attention is paid to the assortment composition of the production program.
The sixth stage aims to determine the financial and production possibilities of revising the product range. At this stage, potential suppliers of new material resources are identified.
The seventh stage is the most responsible. The marketing service, together with the production department, must make the final decision on the start of serial or mass production in the future planning period of new products, on the production of new modifications of previously produced products, and an equally important decision on the removal of obsolete products from production.
The eighth stage is distinguished by the adoption of quantitative indicators for the production of traditional, new and modernized products. The basis for determining the planned production volumes is the data of the portfolio of orders formed by the sales department and the forecast data of the possible sales volume.
The ninth stage no longer concerns production, but marketing problems. If the distribution channels for traditionally manufactured products are known, then for newly introduced products to the market, they have to be determined. These may also be the distribution channels used, it is only necessary to carry out the appropriate preparatory work in connection with the emergence of new products. New distribution channels require more careful study. Particular attention at this stage should be given to sales promotion measures. For new and upgraded products, a specially designed advertising campaign is needed.
Thus, it is safe to say that the assortment policy of the enterprise is one of the most important vectors of the company's development. The assortment policy of each enterprise must be balanced with the production program and production capacities of the enterprise. A well-structured assortment policy is one of the most important criteria for the competitiveness of an enterprise in the long term.
2. ANALYSIS OF THE ASSORTMENT POLICY OF THE ENTERPRISE ON THE EXAMPLE OF RUE "BELGAZTEHNIKA"
2.1. Organizational and economic activities of RUE "Belgaztekhnika" in the market for the provision and operation of gas supply systems
Research and Production Republican Unitary Enterprise "Belgaztekhnika" (RUE "Belgaztekhnika"), founded in 1976, carries out research and development work to create and improve technologies, machinery, equipment and instruments for the construction and safe operation of gas supply systems.
Scientific and Production Republican Unitary Enterprise "Belgaztekhnika" was renamed from Scientific and Production Enterprise "Belgaztekhnika" (formed on the basis of the order of the Council of Ministers of the BSSR dated December 31, 1975 No. 716 and the order of the chairman of the State Committee for Gas of the BSSR dated December 31, 1975 No. 147, order of the President Belarusian Concern for Fuel and Gasification dated December 3, 1992 No. 42) in accordance with the Decree of the President of the Republic of Belarus No. 11 dated March 16, 1999 and is based on the right of economic management.
The republican state body of the enterprise is the Ministry of Energy of the Republic of Belarus.
RUE "Belgaztekhnika" is a part of the State Production Association for Fuel and Gasification "Beltopgaz" of the Ministry of Energy of the Republic of Belarus.
RUE "Belgaztekhnika" is an enterprise with its own design base and pilot production.
The main activity of RUE "Belgaztekhnika" is the provision of scientific and technical products to the enterprises of the gas complex of the Republic of Belarus. Having a high scientific production potential, the enterprise develops and produces a wide range of products for the needs of the gas industry.
RUE "Belgaztekhnika" has 30 years of experience in scientific research and development work on the creation and production of equipment and devices for gasification in the following areas:
Construction of gas networks and facilities, including the use of polyethylene pipes;
The use of liquefied hydrocarbon gases for gasification and the technology of its release by cylinders and tankers;
Operation of gas supply systems for natural and liquefied gases and technology for monitoring their condition using diagnostic devices and telemechanics;
Accounting for gas in everyday life and industry and organizing the verification of meters.
Being a specialized organization in the field of the use of natural and liquefied gases, RUE "Belgaztekhnika" offers consumers the following services:
Technical advice;
feasibility study on the introduction of equipment and technologies;
Performance of research and design work according to the technical requirements of the consumer;
Manufacture and supply of equipment, instrumentation, gas meters, telemechanics and spare parts for them;
Supervised installation, commissioning and on-site visits;
Warranty and service maintenance of manufactured products;
Training of customer personnel on operation and maintenance issues.
Development products of RUE "Belgaztekhnika" are widely known in the gas facilities of Russia, Ukraine, the Baltic countries, Kazakhstan, etc.
Smolensk, Dnepropetrovsk, Kharkiv, Chernivtsi, Nikolaev and other gas filling stations operate technological equipment of RUP, diagnostic devices in dozens of farms in these countries. The use of RUE Belgaztekhnika's developments and products makes it possible to reduce the construction and commissioning time, ensure the introduction of new technologies into production, improve the safety and uninterrupted gas supply.
All products are produced on the basis of licenses issued by the relevant authorities. RUE "Belgaztekhnika" has 14 licenses for almost all types of work: design, engineering, construction, installation, commissioning and operation of gas facilities. Products subject to mandatory certification have certificates of conformity of the State Standard of the Republic of Belarus and the Russian Federation and permissions of the Promatomnadzor of the Republic of Belarus and the Gosgortekhnadzor of the Russian Federation. The produced measuring equipment is included in the State Registers of the State Standards of the Republic of Belarus and the Russian Federation.
The Ministry of Energy of the Republic of Belarus, through the State Production Association "Beltopgaz", in the case and in the manner prescribed by law, sets the enterprise's targets for the volume of production, the supply of goods for state needs, exports, imports, as well as for the level of profitability, reducing energy intensity, etc.
The operational management of RUE "Belgaztekhnika" is carried out by the Director within the framework of the organizational and managerial structure. The Director is appointed and dismissed by the State Production Association for Fuel and Gasification "Beltopgaz" in agreement with the Ministry of Energy of the Republic of Belarus.
Below is a description of the competence of the heads of departments and departments reporting to them, responsible for the effective functioning of the main activities. [Appendix A]
The director is in charge of the day-to-day management. The functions of the Director include the implementation of the current management of the enterprise, including:
Without a power of attorney, acts on behalf of the enterprise, represents its interests in relations with state bodies of the Republic of Belarus, legal entities and individuals;
Organizes the work of the enterprise;
Approves the organizational structure of the enterprise;
In agreement with the State Production Association "Beltopgaz", appoints and dismisses officials in accordance with the Nomenclature of positions of the State Production Association "Beltopgaz";
Hires and dismisses employees in accordance with the labor legislation of the Republic of Belarus and the terms of labor agreements (contracts);
Concludes contracts on behalf of the enterprise;
Issues powers of attorney, opens settlement, currency and other accounts in banks;
Issues orders and gives instructions that are obligatory for all employees of the enterprise;
In accordance with the legislation and the Internal Labor Regulations, apply incentives and disciplinary sanctions to employees of the enterprise;
Determines the forms, systems and amounts of remuneration for employees of the enterprise, heads of its branches and representative offices, subsidiaries; the legislation and the Charter of the enterprise, manages the property, including the funds of the enterprise and bears personal responsibility for the safety of property and its effective use;
In accordance with the legislation and in agreement with the State Production Association "Beltopgaz", determines the volume and nature of information constituting the commercial secret of the enterprise, as well as related to state secrets;
Approves regulations on branches and representative offices, charters of subsidiaries;
Signs, on behalf of the enterprise, the founding documents of business entities in the establishment of which the enterprise participates, and of a limited partnership in which the enterprise is a contributor;
Acts as a party on behalf of the employer in collective agreements with employees of the enterprise;
Reports in accordance with the established procedure to the State Production Association "Beltopgaz", as well as provides documents and information related to the activities of the enterprise;
Responsible for the results of the enterprise and fulfillment of obligations to the Ministry of Energy of the Republic of Belarus. At the request of the Ministry of Energy of the Republic of Belarus, he is obliged to compensate for the losses caused at the enterprise.
For the smooth functioning of production, well-established logistics are necessary. The main task of the enterprise's supply agencies is the timely and optimal provision of production with the necessary material resources of appropriate completeness and quality. At RUE "Belgaztekhnika", the logistics department consists of two specialists: the head of the department and a supply specialist who are responsible for:
study of the external and internal environment of the enterprise;
Determining the need for all types of material resources;
study of potential suppliers of raw materials and materials;
conclusion of supply contracts;
Provision of workshops, sites, jobs with the necessary material resources;
control over the use of material resources;
· other.
The company has a warehouse for raw materials and materials, which employs 4 people: a warehouse manager, two storekeepers and a loader driver.
The main problem in the work of the logistics department is the lack of choice of suppliers of high-quality raw materials, components for production among domestic manufacturers.
To organize commercial activities for the sale of finished products, the RUE "Belgaztekhnika" created a marketing department, the main tasks of which are:
study of demand and establishing contacts with consumers of products;
search for the most effective channels and forms of implementation that meet the requirements of consumers;
Ensuring the delivery of products to the consumer at the right time in the required quantity;
· control over the course of sales of products in order to reduce commercial costs and accelerate the turnover of working capital;
· other.
The marketing department includes: the head of the department, three specialists in foreign economic activity, a marketing economist, and three sales specialists.
The company has a fairly well-developed network for selling products on the domestic market, the markets of neighboring countries.
The main problem in the work of the marketing department is the lack of awareness of the enterprise. This is primarily due to the insignificant percentage of deductions of funds for the advertising company.
The production and economic department (PEO) is an independent structural subdivision of RUE "Belgaztekhnika" and reports directly to the director of the enterprise in its activities.
The number of officials who are part of the department is determined by the staffing table of the department and this regulation on the department. Administrative - technical and organizational-methodical management of the department is carried out by the head of the department.
PEO in its work performs the following functions:
1. Produces the development of projects for annual, quarterly and monthly, ten-day R&D plans, the release of EP products.
2. Ensures the preparation of estimates for the implementation of planned work on the enterprise.
3. Provides methodological guidance and organization of work to identify and use reserves.
4. Takes part in the consideration of the main issues of the enterprise, in the preparation and implementation of measures to ensure the implementation of work plans.
The IEE is preparing annual, quarterly and monthly work plans for the RUE, based on the laws and plans for the introduction of new equipment of the Beltopgaz concern, applications from organizations of the Republic of Belarus and other countries.
Based on the annual thematic plan and work schedules, the PEO develops and submits to departments and services 45 days before the start of the planned quarter a draft quarterly plan, broken down by months. Departments and services within five days return the draft quarterly plan with comments and suggestions.
The PEO processes the proposals and comments of the departments, develops and approves the thematic work plan for R&D and EP for the quarter (month) before the 1st day of the month preceding the planned quarter (month).
If necessary, thematic plans for the month are adjusted by the IEE no later than 10 days before the beginning of the month.
The heads of department No. 20, auxiliary departments and management departments develop, approve and submit work plans to the PEO before the 25th day of the month preceding the planned quarter.
The OMTO work plan is developed on the basis of the EP plan before the 1st day of the month preceding the planned quarter.
The PEO exercises control over the implementation of the thematic plan and plans of departments and services, prepares materials for operational meetings on the production activities of departments, services and in general for the PMM.
The PEO enters into contracts for R&D, for the repair and maintenance of gas equipment and monitors their implementation on time.
Thematic plans contain the following indicators:
Nomenclature of works;
Turnaround time;
The volume of marketable products. The volume of marketable output includes the cost of the topics (stages) completed in the quarter, performed on their own and by third parties;
Completion form.
Heads of departments, on the basis of approved thematic plans with the participation of heads of sectors and brigades, develop monthly work plans for sectors and brigades by the 25th day of the month preceding the planned one. Work plans should contain the following indicators:
Nomenclature of works;
Turnaround time;
Scope of work;
Completion form.
Before the beginning of the planned month, the heads of sectors and brigades issue monthly individual tasks (plans) to the executors. They should contain the following indicators:
Nomenclature of works;
Turnaround time;
Scope of work.
In the production brigades of the OP, workers are issued orders before starting work, which indicate:
Name of works;
Deadline;
The basic salary of the performer (performers with collective forms of remuneration).
In management departments and auxiliary departments, work plans for sectors and executors are not developed, and specific executors are indicated in the department plan.
Planning is carried out in accordance with the most important parameters of the forecast of the socio-economic development of the Republic of Belarus for the year approved by the President of the Republic of Belarus and the tasks brought to the State Production Association "Beltopgaz" to establish forecast indicators for the planned year. GPO "Beltopgaz" brings on 3 positions:
1) task to reduce the rate of consumption of fuel and energy resources;
2) the growth rate of supplies of products and services for export;
3) the target for the volume of investments in fixed assets.
The integrated plan of the enterprise developed by the IEE is approved by the director of the enterprise, submitted to the concern, where it is defended.
The plan for the socio-economic development of the enterprise includes the following sections:
1.Plan of production and economic activities.
2.Plan profit and profitability of production.
3. Thematic plan for R&D.
4. Thematic plan for the release of marketable products of the OP.
5. Action plan for mastering the production of new products.
6.Measures to improve the quality of products.
7. Plan of marketing activity.
8.Plan for the export of products.
9.Plan of organizational and technical measures to save fuel and energy resources.
10. Forecast of the need for personnel, the program of training, retraining and testing the knowledge of workers and employees.
11. Action plan to improve working conditions.
The results of the production and economic activities of RUE "Belgaztekhnika" are presented in table 1.
The table shows that the enterprise is functioning quite stably, and from year to year there is a tendency of growth of the main indicators of the enterprise.
RUE "Belgaztekhnika" annually increases the volume of work. Yes, in 2003. the enterprise performed R&D for 1,733 million rubles, which is 142.7%
more than in 2002 and the volume of work of pilot production increased by 147.5% compared to 2002. Due to the growth of production facilities, there is an increase in profit from the sale of products, its increase in 2003 amounted to 196.6% compared to 2002 The level of profitability is also high. In 2003, the profitability of product growth was 30% compared to 21.4% in the previous year.
Having a developed production base, the enterprise produces a wide range of products of its own development for the needs of the gas industry, and in particular:
Gas control, safety and stop valves for gasification;
Table 1. The main economic indicators of the enterprise in absolute terms.
| Indicators | Fact 2000 | % by 1999 | Fact 2001 | % by 2000 | Fact 2002 | % by 2001 | Fact 2003 | % by 2002 | |
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |
| 1. | Research and development work, million rubles | 534 | 387,0 | 1089 | 203,9 | 1214,7 | 131,3 | 1733 | 142,7 |
| 2. | Scope of work of pilot production, mln. rub. | 1279 | 131,8 | 1947 | 117,9 | 4463 | 229,2 | 6583 | 147,5 |
| 3. | Sales volume, million rubles | 1954 | 306,3 | 3412 | 174,6 | 5930 | 173,8 | 8527 | 143,7 |
| 4. | Labor productivity of pilot production workers, thousand rubles | 15598 | 143,1 | 25418 | 126,2 | 60613 | 238,5 | 87282 | 144,8 |
| 5. | Number of employees, pers. | 294 | 99,3 | 284 | 96,6 | 280 | 98,6 | 309 | 110,4 |
| 6. | Profit from the sale of products, million rubles | 263 | 295,5 | 350 | 202,3 | 737,5 | 210,7 | 1450 | 196,6 |
| 7. | Profitability from product sales, % | 21 | - | 16 | 76 | 21,4 | 134 | 30 | 140 |
| 8. | Average monthly salary, thousand rubles | 134 | - | 232 | 172,7 | 365 | 157,3 | 511 | 140,1 |
Equipment and devices for the construction of gas pipelines from polyethylene pipes;
Gas control points and installations of full factory readiness;
Technological equipment of gas-filling stations from draining from railway tanks to release to the consumer;
Gas analytical instruments for the operation of gas supply systems;
Room gas alarms;
Means of protection and diagnostics of the state of gas pipelines;
Insulation control devices used in the construction of gas pipelines.
The full structure of the company's products is presented in Appendix B.
In general, gas supply systems (or gas distribution systems) include pipeline systems (gas networks), gas distribution stations, gas control points or installations, and gas consuming equipment. The field of activity of RUE "Belgaztekhnika" and its related enterprises in other CIS countries is the development and manufacture of technical support for the technological process of gas supply to gas consumers from gas distribution stations to gas-consuming equipment.
A separate area should be considered gas supply systems with liquefied gas as having specific features in terms of the technological process and the means used for technical support of work.
The main requirement for gas supply systems is to ensure the reliability and safety of gas use, including the operation of gas-consuming equipment. In this regard, a separate area is the development and manufacture of tools, mainly instrumentation, for monitoring gas contamination, detecting gas leaks, and monitoring the operational reliability of pipelines.
Based on the foregoing, when studying the market for goods for gas supply systems in the CIS countries, in accordance with the purpose of this work, the following classification of equipment and instruments for the construction and operation of gas supply systems is possible:
pipeline fittings:
filter fittings;
· gas consumption metering devices;
gas control points and installations;
· technological equipment of gas filling stations of liquefied gas and equipment for the delivery of gas cylinders;
instrumentation to ensure the safe operation of gas supply systems.
Every year, about 30% of the company's products are sold to the foreign market. Products are exported to the Baltic countries, Russia, Kazakhstan, Ukraine. Information on foreign trade is presented in table 2.
The company exports its products mainly to Russia. Yes, in 2003. goods exported to Russia amounted to $172,000, which is 155.2% more than in 2002. and 170% more than in 2001.
In 2001 6.8 thousand dollars was received from the export of goods to Ukraine.
In general, the volume of foreign exchange earnings from the export of goods in 2003 amounted to $ 172 thousand, while the planned task of the State Production Association "Beltopgaz" was $ 170 thousand.
The enterprise is actively working to find potential consumers and sales markets, RUE “Belgaztekhnika” takes an active part in thematic exhibitions, fairs, presenting its products.
The enterprise, taking into account the changing market requirements, changes the range and range of products. Yes, in 2004. 5 types of new products are planned to be released.
The enterprise sells its products, works and services at prices and tariffs set independently or on a contractual basis, and in cases provided for by the legislation of the Republic of Belarus - at prices and tariffs regulated by the state.
One of the main activities of RUE "Belgaztekhnika" is research and development work. The enterprise has its own experimental and design base and is engaged in R&D to fully meet the social needs of the gas industry of the republic for the efficient use of production and labor resources based on the achievements of science and technology.
For 2003 RUE “Belgaztekhnika” staff performed R&D amounting to 1,720,720 thousand rubles, which is 134% compared to 2002; net profit on R&D topics increased by 58%. In 2003 1,702.7 million rubles were received from the innovation fund of the Beltopgaz concern for R&D.
Table 2. Data on foreign trade in goods and services of RUE "Belgaztekhnika"
N o t e. Source: own development
Data on the results of R&D are presented in Table 3.
Table 3 Results of R&D activities in absolute terms
N o t e. Source: own development
RUE "Belgaztekhnika" carried out work on 31 R&D topics, 18 of them were completed.
In 2003, Belgaztekhnika RUE concluded 14 contracts for the development of new topics and 19 additional agreements for the continuation of developments of previous years. The planned volume of concluded contracts is 1,773,000 thousand rubles; actually, work was performed in the amount of 1,797,392 thousand rubles.
Summary indicators of production and economic activities of RUE "Belgaztekhnika" for 2004 are presented in Table 4.
Table 4 Summary indicators of production and economic activity for 2003 and planned indicators for 2004
| No./pp | Name of indicator | Report 2003 | Plan 2004 | Growth rate, % |
| 1. | Sales proceeds, million rubles | 8546 | 10800 | 126 |
| 2. | Balance sheet profit, million rubles | 1450 | 1500 | 103 |
| 3. | Profitability, % | 30 | 27 | |
| 4. | Production cost, million rubles | 5221 | 6300 | 121 |
| 5. | Costs for 1r. marketable products, rub | 0,75 | 0,75 | 100 |
| 6. | Manufacture of products for export, thousand dollars | 172 | 172 | 100 |
| 7. | Energy saving indicator (decrease in the rate of fuel and energy resources relative to the rate of increase in marketable output). | -24,2 | -7 | 345 |
| 8. | Salary, million rubles | 1815 | 2260 | 125 |
| 9. | Number of workers, people | 309 | 317 | 103 |
| 10. | Average salary, rub. | 511200 | 630000 | 123 |
| 11. | Average annual cost of OPF, million rubles | 6247 | 7394 | 118 |
| 12. | Capital investments, million rubles | 426 | 320 | 75 |
| 13. | Commissioning of the OF, mln. rub. | 356 | 271 | 76 |
N o t e. Source: own development
In 2004 RUE “Belgaztekhnika” plans to increase the balance sheet profit from the sale of products by 103% compared to the level of 2003, which will amount to 1,500 million rubles. The increase in profits is planned by increasing sales of products. The planned level of profitability for 2004 will be 27%. amounts established by law), 3% - deductions for the maintenance of the State Production Association "Beltopgaz". Deductions to the reserve fund of the enterprise will amount to 1% of the monthly actual wages, to replenish own working capital - 30% of the profit remaining at the disposal of the enterprise. The rest of the profit is distributed to the accumulation fund – 70% and the enterprise fund – 30%. The main foreign regions-consumers of the products of RUE "Belgaztekhnika" are Russia, Kazakhstan, Ukraine, Moldova, the Baltic countries.
2.2. Analysis of the product range of RUE "Belgaztekhnika"
To ensure the functioning of gas supply systems, consisting, as noted earlier, of pipeline systems, means of distributing, regulating and maintaining gas pressure within specified limits, it is necessary to use appropriate technical means. These include:
pipeline fittings that provide control of the movement of the working medium and include:
shut-off - to block or open the flow of the working medium in the pipeline, depending on the requirements of the technological mode;
Regulating - for regulating the parameters of the working medium by changing its flow rate (pressure regulators, control valves, level regulators, throttling valves, etc.);
safety - for automatic protection of equipment and pipelines from inadmissible pressure by dumping excess working medium (safety valves, impulse safety devices, diaphragm rupture devices, bypass valves);
Protective - for automatic protection of equipment and pipelines from unacceptable or not envisaged by the technological process changes in the parameters or flow of the working medium and for shutting off the flow without ejection of the working medium from the technological system (return and shut-off valves);
filtering fittings - for gas purification from mechanical impurities;
gas control points and installations that provide communication between gas networks of various pressures included in the gas distribution system;
· technological equipment of gas-filling stations of liquefied gas.
Gas pressure regulators are control valves and are designed to reduce and automatically maintain a constant pressure at the point of impulse selection, regardless of the intensity of gas consumption. Regulation is carried out according to the deviation of the regulated pressure. Depending on the location of the regulated point in the gas pipeline, the regulators are divided into regulators “before themselves” and “after themselves”.
Direct action regulators are used - with a large permutation gain of the sensing element of the regulator, which allows control of the regulatory body, and indirect action, in which an amplifier is installed between the sensing element and the regulator to increase the permutation force and control accuracy - a command device (pilot).
According to the principle of operation, gas pressure regulators are classified into astatic - a constant force on the sensitive element (membrane) is carried out from the load, and static - pressure stabilization is carried out using rigid feedback (springs). When elastic feedback is applied, the controller is classified as isodromic.
The choice of a gas pressure regulator is carried out taking into account the following requirements:
type of object of regulation;
the maximum and minimum required gas flow;
maximum and minimum inlet pressure;
maximum and minimum output pressure;
regulation accuracy (maximum permissible deviation of the regulated pressure and the time of the transition process of regulation);
the need for complete tightness when closing the regulator;
· Acoustic requirements for the operation of regulators with high inlet pressures and high gas flow rates.
Safety devices are designed to prevent emergency situations when the gas pressure after the regulator rises or falls above the specified limits, which can lead to the appearance of an explosive gas-air mixture.
According to the principle of operation, safety devices are classified into:
safety shut-off valves (PZK);
· safety relief valves (PSK).
Safety shut-off valves are designed to automatically stop the gas supply to consumers in the event of an increase or decrease in pressure at a controlled point of the gas pipeline in excess of the specified limits. They are installed after pressure regulators, their spontaneous and automatic activation after operation is not allowed, only manual control is possible after routine maintenance to eliminate the malfunction.
The normal operational state of the safety shut-off valves is that the valves are constantly open before the operation, the closing after the operation is manual.
Safety relief valves are designed to release excess gas from the gas pipeline downstream of the pressure regulator into the atmosphere in order to prevent pressure from rising above the set value. Installed after the pressure regulator on the outlet pipeline.
The normal operational state of the safety relief valves is permanently closed until the valves actuate, closing after actuation and reaching the nominal pressure is automatic.
Full-lift valves are manufactured, with full opening of the shutter when the pressure is exceeded, and low-lift valves with a gradual opening of the shutter in proportion to the increase in pressure at the controlled point of the gas pipeline.
The filters are designed to purify gas from solid mechanical impurities, which makes it possible to increase the tightness of locking devices and increase their overhaul time, as well as improve the accuracy of gas flow metering units.
The design of the filters provides for the presence of fittings for connecting devices for determining the magnitude of the pressure drop across the filter element (differential pressure gauges.
Filters are classified:
according to the filtering material - mesh with a woven metal mesh and hair with cassettes with a kapron thread;
in the direction of movement - direct-flow and rotary;
according to the body material - cast (cast iron or aluminum) and welded steel.
Gas control points (GRP) and installations (GRU) provide communication between gas networks of various pressures included in the gas distribution system and are designed for:
· reduction of the inlet gas pressure to the specified value of the outlet pressure;
maintaining (regulating) the gas pressure at the controlled point of the gas pipeline constant within the specified range, regardless of changes in the inlet pressure and gas consumption by consumers;
· purification of gas from mechanical impurities;
metering of gas consumption;
protection against a possible increase or decrease in pressure at a controlled point of the gas pipeline in excess of the established limits;
· control of inlet and outlet pressure and gas temperature.
According to their purpose, gas control units are classified into network, supplying the distribution network of low, medium or high pressure, and
facilities supplying gas to individual consumers.
According to the location of the technological equipment, gas control points are divided into:
· Hydraulic fracturing – technological equipment is located in a purpose-built capital building;
Block hydraulic fracturing – process equipment is mounted in a transportable block-type container, a product of full factory readiness, installation and testing of which were carried out at the factory;
· ShRP - technological equipment is mounted in a steel cabinet-type container, also a product of full factory readiness.
As noted earlier, the main requirement for gas supply systems is to ensure the reliability and safety of gas use. To do this, first of all, it is necessary to control the atmosphere of the premises with installed gas-using equipment for timely detection of excess gas concentration, detection of leaks and taking adequate measures to notify the operating personnel, stop the gas supply and perform routine maintenance.
Along with this, remote control of the operation of gas-using equipment from central control rooms is becoming widespread, which allows constant monitoring of the operability of process equipment, assessment of its operating modes and prevention of emergency situations.
To ensure safety, quality control of work during the construction of gas pipelines and their operation, especially those covered with soil, is of great importance.
For these purposes, instrumentation equipment from various manufacturers is mainly used. The range of safety and atmospheric control devices produced in the CIS countries is quite extensive both in terms of the range and the number of similar products in the standard size ranges.
To analyze the market of the CIS countries for instrumentation to ensure the safe operation of gas supply systems, the following classification of manufactured instrumentation was adopted:
· devices for monitoring the atmosphere of industrial premises, tanks and other enclosed spaces;
· instruments for detecting pipelines, quality control of work during the construction and operation of pipelines.
Devices for monitoring the atmosphere of confined spaces are designed to control pre-explosive gas concentrations, timely detect gas leaks and prevent the formation of explosive gas-air and vapor-air mixtures, issue an alarm when they are exceeded in excess of specified limits, control the operation of secondary actuators.
According to the method of application are divided into:
stationary devices permanently installed in controlled premises and other workplaces for automatic or episodic control;
· portable devices temporarily installed in controlled rooms and other workplaces for continuous or occasional monitoring.
Separately, it is necessary to consider the equipment of monitoring systems (telemechanics), which are part of automated control systems for the technological process of gas distribution (APCS RG) and provide the receipt and processing of primary data on the state of external networks and structures of the gas distribution system with their transfer to control points. This equipment can conditionally be classified as stationary, but along with this, the placement of equipment, the availability of information exchange lines, the software and hardware complex and the functionality of the application should be considered separately.
The principle of operation of devices for monitoring the concentration of gas-air and vapor-air mixtures is based on the receipt (detection) of a primary signal about the concentration of a certain gas on a special device - a sensor (sensor) and its subsequent processing by an electronic unit. In connection with this, sensors - primary signal converters - should be considered as a separate area of the instrument technology market.
According to the principle of receiving and processing information, stationary atmospheric control devices are divided into devices with the placement of primary sensors at the location of the device and remote ones - with the possibility of installing sensors in control places at a distance from the control unit and transmitting a signal for processing by it using various types of communication lines (wired , TV - radio channel, etc.).
RUE "Belgaztekhnika" produces the following types of stationary devices:
multi-point remote gas alarm
· multifunctional gas contamination detector ARGUS-2;
Small-sized household gas contamination alarm.
Portable devices for monitoring the composition of the atmosphere are divided into individual ones - constantly worn by personnel during a work shift and special ones - for performing work with special requirements (measurement accuracy, sensitivity, etc.) for their implementation and a limited scope. These include devices - leak detectors used by specialized gas services to detect gas leaks from communications (transport, technological, etc.) and gas-using equipment.
RUE "Belgaztekhnika" produces the following types of portable devices:
· the indicator of combustible gases in micromodular execution IG-6;
MS-1 methanometer;
· measurement of concentration of combustible gases IG-7;
· signaling device of leaks of combustible gases IG-5;
· gas analyzer IG-8 (promising product);
Combined combustible gas concentration meter
and oxygen "Combi-MK";
· the device for preparation of gas mixtures (odorimeter) OO-3;
· a device for determining the concentration of an odorant (promising products);
· semiconductor sensor DMP-1;
· thermocatalytic sensor DM-1;
· electrochemical oxygen sensor DKE-1;
· selective gas sensor of carbon monoxide (promising production).
There is also a release of monitoring devices for the following items:
· pipeline insulation damage detector IPIT-2;
· defectoscope for checking the quality of insulation of gas pipelines DKI-1;
· modular spark flaw detector DKI-3;
· Insulation thickness control device UKT-1;
· the indicator of adhesion of an insulating coating of gas pipelines IA-1;
gas pipeline locator.
· cathodic protection station SKZ-630;
· the controller of the polarization potential of the gearbox;
· portable analyzer of efficiency of work of means of electrochemical protection "Multicor-1";
· Escort-3 control device for gas facilities.
In accordance with the functional purpose, the equipment used to ensure the technological process of gas supply with liquefied gas can be classified as:
equipment for filling cylinders with liquefied gas;
equipment for draining liquefied gas from cylinders and containers;
equipment for the transportation of gas cylinders;
equipment for the repair of gas cylinders;
for refueling and maintenance of fuel cylinders of vehicles;
· special and auxiliary.
Equipment for filling cylinders with liquefied gas:
· installation of filling of cylinders UNB-5, UNB-27, UNB-50;
· post of filling and discharge of gas PNS-1;
Equipment for transporting gas cylinders:
· the conveyor floor lamellar KNP;
· the conveyor chain for movement of cylinders TsT-1;
Specialized vehicles of the ASTB type for the transportation of gas cylinders with a volume of 50 liters, two- and three-tiered, based on the chassis
GAZ and ZIL.
Equipment for the repair of gas cylinders:
· machine for replacement of locking devices of SZZU;
· unit for hydraulic testing and degassing of cylinders AGDB-2;
· APB cylinder steaming unit;
· installation for preparation of decommissioned cylinders for utilization by UPSB.
Equipment for refueling and maintenance of fuel cylinders of vehicles:
· technological line for examination of fuel cylinders of passenger cars LOTB-A. The line includes:
Unit for draining gas from fuel cylinders of ASTB cars;
Unit for hydraulic testing of fuel cylinders of passenger cars AGTB;
Unit for steaming fuel cylinders for passenger cars APTB;
· line for examination of fuel cylinders of OTB trucks;
block station for refueling cars with liquefied propane - butane BZSA;
· Specialized vehicles of the ASTB type for the transportation of gas cylinders with a volume of 50 liters, two- and three-tiered, based on the GAZ and ZIL chassis.
Special and auxiliary equipment:
· a clamp filling for cylinders of 50 liters of SB-1;
· Clamp for filling cars with liquefied hydrocarbon gas SA-1;
· Level gauge for LPG tanks.
Analysis of the structure of the total volume of sales of products for 1993-2003. shows that the most exportable products are the technological equipment of gas filling stations and instrumentation for the construction and operation of gas supply systems, especially devices for the construction and operation of gas supply systems. At the same time, it should be noted that there is a trend towards a sharp decrease in export deliveries of gas indicator devices with a fluctuating demand for devices for the construction and operation of gas supply systems.
Study of the dynamics of changes in the structure of sales volume in 1993-2003. (Appendix B) allows, based on the share of nomenclature groups in the total volume of production, to single out the following priority groups in order of importance:
1. volume-block gas control points;
2. technological equipment of gas filling stations;
3. gas indicator devices;
4. cabinet gas control points;
5. devices for ensuring the construction and operation of gas supply systems;
6. valves;
7. gas pressure regulators and valves.
Implementation of volumetric-block gas control points during the period 1993-2003. has the largest share (about 72%). As can be seen from Appendix D, this product has a constant demand, the fluctuations of which depend mainly on macroeconomic factors.
The second most important assortment group of goods is the technological equipment of gas filling stations, the share of which is about 10%. Moreover, there is a tendency to reduce the gross sales of this product group. This is due, first of all, to the activation of competitors in this product segment. In this case, constructive marketing decisions regarding this product are needed: modernization and development of new products in this segment; a set of communication activities. The main emphasis should be placed on resource saving, thereby reducing the cost of products, and making the product more competitive.
The third most important is the assortment group of gas indicator devices (its share is about 10%). This group of goods is quite promising, since it covers not only industrial, but also consumer areas of activity, and this segment is quite science-intensive, which in this case is a competitive advantage of RUE Belgaztekhnika.
The share of all other groups is less than 10%. This fact must be taken into account in the further planning of a complex of marketing activities. Constant analysis of competitors is very important, especially their assortment and pricing policies.
An analysis of Appendix D shows that individual product groups have a stable implementation in a particular segment. So, for cabinet and block gas control points, other manufacturing enterprises are stable consumers. For the equipment of gas filling stations, the main sales segment is gas facilities. And for gas indicator devices, the main sales occur through exports to other enterprises.
The total sales of RUE “Belgaztekhnika” products over the past ten years is presented in Appendix E. Building a trend model shows that the enterprise, despite the difficulties of the transition economy, has constantly increased sales of products for the main priority product groups.
Of particular importance in this case is the production of new and modernized products.
2.3. Comparative analysis of the assortment policy of RUE "Belgaztekhnika" with the main competitors
When studying computer information bases, catalogs, advertising and other materials, about 160 enterprises of the CIS countries were identified that manufacture equipment and instrumentation used in the construction and operation of gas supply systems. At the same time, it should be noted that for a number of enterprises this product is the main one, but at the same time, such related products as thermal power equipment, household gas-using equipment, etc. are also manufactured. Along with this, for some other enterprises, equipment and instruments for the construction and operation of gas distribution systems are related products.
In order to identify trends in the production of equipment and instruments for the needs of gas supply in the CIS countries, an analysis was made of the structure of products by nomenclature groups of enterprises selected for study.
Taking into account the specifics of the production of products according to their functional purpose, the study of enterprises was carried out in accordance with the previously adopted classification of products:
equipment for the construction and operation of gas supply systems;
instrumentation for the construction and operation of gas supply systems.
At the same time, attention was paid to such factors of the production activities of manufacturing enterprises as the location in the regions of the CIS countries, the methods used and channels for selling products to consumers, which made it possible to segment the market of the CIS countries by types of products for the construction and operation of gas supply systems.
Based on the results of studying the range of products manufactured in the CIS countries for the construction and operation of gas supply systems, 65 enterprises were selected, which are the main manufacturers of this type of equipment and instruments. Data on the structure of equipment and instruments manufactured by them for the needs of gasification are given in Appendix G.
Data analysis shows the presence of specialization of enterprises for the production of separate equipment and instrumentation.
So, out of 65 enterprises, only three enterprises combine the production of instrumentation and gas equipment - Belgaztekhnika Republican Unitary Enterprise, GiproNIIgaz OJSC (Saratov) and Electron-Hydraulic Automation OJSC (Moscow).
It should be noted a more in-depth specialization of enterprises for the manufacture of certain types of equipment and instruments, in particular, only RUE Belgaztekhnika, OJSC GiproNIIgaz, OJSC Gazaapparat (Saratov) and OJSC Gazpromkomplekt (Kiev) manufacture equipment for systems gas supply both natural and liquefied gas. A complete set of technological equipment for equipping gas filling stations is produced only by Belgaztekhnika Republican Unitary Enterprise, Gazaapparat OJSC and Gazpromkomplekt OJSC manufacture only separate installations for filling cylinders and draining gas from them, some intrashop transporting and auxiliary equipment.
Most enterprises specialize in the manufacture of fully assembled gas control equipment, while there is a combination with the production of gas fittings both for their own needs (for completing gas control equipment, and as a separate product range.
Gas equipment according to the full range (product groups) is manufactured by only six enterprises - RUE "Belgaztekhnika", CJSC "Gazkomplekt" (Moscow region, Reutov), OJSC "Gazaapparat" (Saratov), plant "Gazprommash" (city of Reutov). Saratov), OJSC Gazservis (Saratov) and OP Agrogaz (Yekaterinburg) - the rest work in cooperation with other enterprises.
There is a specialization of enterprises in the production of special gas fittings (gas pressure regulators, valves and filters for large nominal diameters). So, the Arma plant (Moscow) specializes in the manufacture of gas pressure regulators and safety shut-off valves DN 200 mm, gas filters FG DN 300 mm are manufactured only by the Kambarsky gas equipment plant (Russia, Udmurt Republic).
Only a few companies combine the production of instrumentation for gas control, and other devices to ensure operational reliability in the construction and operation of gas pipelines - RUE "Belgaztekhnika", JSC "Sphinx" (Moscow), JSC "GiproNIIgaz" (Saratov). The rest of the plants, even such large ones as SPO "Analitpribor" (Smolensk) and CJSC "Kharkov Experimental Design Bureau "Khimavtomatika" (Kharkov) specialize in the production of gas control devices, or devices for flaw detection, detection of the location of various communications, non-destructive control, etc. - JSC "Introscope" (Chisinau), INPO "Spektr" (Moscow).
Typical representatives of enterprises for which equipment for gas distribution networks is a related product are OP "Agrogaz" (Yekaterinburg), JSC "Drogobych Machine-Building Plant" (Ukraine, Lviv region, Drogobych), JSC "Fakel" (Ukraine, Kyiv region, Fastov). Their main products are the production of equipment for the construction and operation of gas and oil pipelines, including gas distribution stations (GDS). At the same time, they have a fairly extensive range of related products, such as block and cabinet gas control points for gas distribution systems, heat and power equipment, household gas-using equipment, and consumer goods.
Instrumentation for gas control and ensuring operational reliability during the construction and operation of pipelines is manufactured by many enterprises of the CIS countries of various forms of ownership and number of employees: from small enterprises (NPP Pharmek, Minsk; LLC AKA-Control, Moscow and etc.) to such large enterprises as SPO Analytpribor (Smolensk), CJSC Kharkiv Experimental Design Bureau Khimavtomatika (Kharkov), MNPO Spektr (Moscow), RNII Elektronstandart (city .St. Petersburg). Such enterprises as SPO "Analitpribor" and CJSC "Kharkov Experimental Design Bureau "Khimavtomatika" have many years of experience in creating instrumentation and specialize in the production of devices for gas control, have a large range of products for various functional purposes from the simplest signaling devices to complex stationary installations for remote monitoring of the state of the atmosphere.
Other enterprises (the State Ryazan Instrument Plant, CJSC PO Elektrotochpribor, Omsk) combine the production of gas analyzers with the manufacture of complex radio engineering and communication systems, and other complex general industrial equipment.
A number of enterprises manufacturing devices used in the construction and operation of gas pipelines specialize in the production of non-destructive testing and technical diagnostics in various technical areas and used in various industries - MNPO Spektr, OJSC Introscope.
As a rule, for large instrument-making enterprises, the production of instrumentation for use in the operation of gas-using equipment is concomitant with the release of the main product.
Based on the results of the analysis of information on enterprises - manufacturers of gas equipment and appliances, the following distribution of manufacturers of a similar, closest to the products of RUE "Belgaztekhnika" in the CIS countries was revealed:
· in Russia - 56 enterprises, including enterprises-manufacturers of gas equipment - 33 enterprises, instrumentation -
23 enterprises;
· in Ukraine - ten enterprises, including manufacturers of gas equipment - seven enterprises, instrumentation - three enterprises;
· in the Republic of Belarus - five enterprises, including enterprises-manufacturers of gas equipment - three enterprises, instrumental equipment - two enterprises.
Instrumentation equipment for the construction and operation of gas supply systems is manufactured by one enterprise from the Republic of Moldova.
Thus, the predominant number of manufacturers of equipment and instruments for the construction and operation of gas supply systems is located in Russia, but along with this, it should be noted that their distribution across the regions of the country is not the same. The main manufacturers of gas equipment are located in the Saratov region
(14 enterprises), instrumentation - in the Moscow and Leningrad regions (15 enterprises).
At the same time, for manufacturers of instrumentation, the following distribution by regions of Russia (by type of instrument) is observed:
gas control devices:
· Saratov region – 3 enterprises;
· Leningrad region – 3 enterprises;
devices for ensuring operational reliability during the construction and operation of gas pipelines:
· Saratov region – one enterprise;
· Moscow region – 5 enterprises;
· Leningrad region – 2 enterprises.
Manufacturers of equipment and instruments for the construction and operation of gas supply systems are also located in other regions of Russia:
equipment for the construction and operation of gas supply systems:
· Nizhny Novgorod region. - CJSC "Gazelectronics";
· PO "Nizhny Novgorod Machine-Building Plant";
· Sverdlovsk region. - OP "Agrogaz";
Tyumen region – OAO IPF “Sibnefteavtomatika”;
· Udmurt Republic – JSC "Kambarsky plant of gas equipment";
· The Republic of Bashkortostan - JSC "Tuimazykhimmash";
· Blagoveshchensk Valve Plant;
Ryazan region - JSC "Gaztechsystems";
devices for the construction and operation of gas supply systems:
· Karelian Republic - JSC "Karelenergo";
· The Republic of Bashkortostan - NPP "Kvazar";
· Ryazan region, - State Ryazan Instrument Plant;
Omsk region – CJSC PO Elektrotochpribor;
Rostov region - Azov Optical and Mechanical Plant.
In Ukraine, enterprises for the production of equipment for the construction and operation of gas supply systems are located mainly in the Central and Western regions of Ukraine - Sumy, Vinnitsa, Lvov, Khmelnytsky and Kiev regions; for the production of instrumentation - in the Southern region - in Zaporozhye and Kharkov regions.
Comparative analysis of enterprises-competitors according to the range of products produced is given in Table 1.
Table 5 The range of equipment and instruments for the construction and operation of gas supply systems
| Nomenclature groups of equipment and instruments for the construction and operation of gas supply systems | Manufactured types of equipment, pcs.: | |||||||
| including: | ||||||||
| Total | Belgaztekhnika | enterprises of the Republic of Belarus | Russian enterprises | enterprises of Ukraine | enterprises of the Republic of Moldova | |||
| Gas equipment | ||||||||
| Gas pressure regulators | 18 | 4 | 4 | 15 | 6 | -- | ||
| Safety valves | 6 | 1 | 1 | 6 | -- | -- | ||
| Safety relief valves | 5 | 3 | 3 | 4 | -- | -- | ||
| Gas filters | 8 | 1 | 1 | 8 | 5 | -- | ||
| Shut-off valves | ||||||||
| gate valves | X | -- | X | X | X | -- | ||
| Ball valves | X | X | X | X | X | -- | ||
| Complete gas control equipment | ||||||||
| Block points | 5 | 1 | 3 | 5 | 1 | -- | ||
| Cabinet items | 16 | 1 | 1 | 16 | 7 | -- | ||
| Devices for gas control of the atmosphere of industrial premises | ||||||||
| Stationary | 30 | 3 | 6 | 18 | 6 | -- | ||
| portable | 64 | 8 | 15 | 45 | 4 | -- | ||
| Equipment and instruments to ensure operational reliability of pipelines | ||||||||
| Means of cathodic protection | 12 | 1 | X | 11 | -- | -- | ||
| Corrosion measurements | 4 | 3 | 3 | 1 | -- | -- | ||
| Devices for the construction and repair of gas pipelines | ||||||||
| Flaw detectors | 7 | 2 | 2 | 3 | -- | 2 | ||
| Coating Thickness Gauges | 7 | 1 | 1 | 6 | -- | -- | ||
| Foundation Thickness Gauges | 17 | -- | -- | 13 | -- | 4 | ||
| Routers | 7 | -- | -- | 7 | -- | -- | ||
| Combined locators | 8 | 2 | 2 | 5 | 1 | -- | ||
| Technological equipment for liquefied gas supply systems | ||||||||
| For filling balloons | 13 | 7 | 10 | 2 | 1 | -- | ||
| For draining gas from cylinders | 11 | 5 | 9 | 1 | 1 | -- | ||
| For transporting cylinders | 13 | 6 | 8 | 4 | 1 | -- | ||
| for cylinder repair | 12 | 4 | 7 | 3 | 2 | -- | ||
| Auxiliary | 9 | 3 | 3 | 4 | 2 | -- | ||
| Car fuel tank maintenance | 17 | 11 | 14 | 2 | 1 | -- | ||
| Car refueling | X | 1 | X | X | X | -- | ||
Analysis of the assortment policy of the trade organization Vesterbeltorg LLC
The trade organization has a wide range of food products:
grain and flour products (flour, cereals, bread and bakery products, lamb and crackers, pasta);
fruits and vegetables and mushrooms (fresh vegetables, canned fruits 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, dairy products, ice cream, butter, cheeses);
meat and meat products (poultry meat, 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-cosmetic and haberdashery goods;
plastic products;
metal goods.
An important principle in the formation of the range of goods and own products in Vesterbeltorg LLC is to ensure its sufficient breadth and depth.
When forming the 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" is a specific list of varieties of various groups of goods, formed on a functional-consumer basis.
When forming the assortment according to consumer complexes, goods are combined according to the principle of unity of their consumer purpose.
The use of such a complex in the practice of a trade organization allows: to improve the customer service culture by: servicing a certain category of customers and reducing their time spent on purchases; providing services for the purchase of several purchases in one place, including related products that are not planned in advance; better display of goods in consumer complexes, consultations, provision of services, etc.;
To identify patterns in the needs and in the formation of the range of goods.
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); solemn events (gift sets); traditions and habits of buyers; seasonality of demand, etc.
Commodity specialists control goods that are in demand among buyers: goods of a specific manufacturer (for example, Savushkin Product dairy products, Slavic Traditions milk, Savushkin Khutorok cottage cheese, Laskovoe Leto sour cream, Minsk Marka sour cream, etc.). d.
Merchandisers order exactly these products, agree on the time of delivery, the volume of the batch. This allows you to eliminate overstocking, the sale of goods in accordance with the shelf life.
Thus, the consumer complex excludes goods that are not in demand from the assortment.
The assortment list assumes the availability of a standard product offer for sale, declared in the mandatory assortment list. It is focused on meeting a well-defined demand.
When compiling the 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 dated November 16, 2006.
The assortment list of food products is approved after being agreed in the prescribed manner with the bodies of state sanitary supervision.
The assortment list is posted in a place visible to buyers.
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 choose products within the same assortment group of various manufacturers that differ in composition.
The share of domestically produced goods in the total retail 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 bodies and organizations that have the right to do so.
To form a stable assortment, the trade organization has connections with more than 1500 suppliers.
Consider the range of socially significant food products: milk and bread.
The trade organization presents the following types of milk:
natural milk - full fat milk without any additives;
drinking milk - a fresh dairy product with a fat mass fraction of not more than 9.5%, made from milk without the addition of non-dairy components, subjected to heat treatment;
skimmed milk - the skimmed part of milk obtained by separation and containing no more than 0.05% fat;
cream - the fat part of milk obtained by separation;
pasteurized milk - milk subjected to heat treatment under certain temperature conditions;
normalized milk - milk, the values of the mass fraction of fat or protein are brought into line with the standards established in regulatory or technical documents;
reconstituted milk - pasteurized milk with the required fat content, produced from milk powder or from canned milk, and water;
whole milk - normalized milk or reconstituted milk with an established fat content;
high-fat milk - normalized milk with a fat content of 4 and 6%, subjected to homogenization;
skimmed milk - pasteurized milk produced from skimmed milk;
drinking milk is a fresh dairy product with a mass fraction of fat not exceeding 9.5%, made from milk without the addition of non-dairy components, subjected to heat treatment.
fortified milk: with vitamin C and vitamins C, A and D2 for preschool children.
Let's calculate the indicator of the breadth of the assortment of milk:
In the store, there are 15 items in the assortment of milk - therefore, Shd \u003d 15.
As a baseline, for comparison, you can take data from a competitor store located next to a supermarket, this is Gastronom on Umanskaya OJSC.
Table 2.2 - Assortment of dairy products by width, depth and saturation
The assortment of milk in JSC "Gastronom on Umanskaya" is represented by 20 items - therefore, Shb = 20.
Based on the available data, we calculate the coefficient of breadth of the assortment of milk according to the formula:
Ksh \u003d Shd / Shb * 100% \u003d 15/20 * 100% \u003d 75%
The breadth of the assortment of milk in the supermarket is lower than in the deli of OAO Gastronom on Umanskaya.
The assortment of the supermarket includes for sale: 10 types of milk with a fat content of 1.5%;
Kp \u003d Pd / Pb * 100% \u003d 10/15 * 100% \u003d 66.6%
Conclusion: the coefficient of completeness of the assortment of milk in the store is rational and can satisfy consumer demand for this product.
Calculate the stability coefficient of the assortment of milk in the store.
The most stable demand is for:
9 names of milk out of 15;
Stability factor:
Ku \u003d 9/15 * 100% \u003d 60%;
Conclusion: the stability coefficient of the assortment of milk in the store is rational and does not require expansion.
Calculate the coefficient of novelty of the assortment of milk. In the general list of assortment, the quantity of a new product - milk is 3;
Kn \u003d N / Shd * 100% \u003d 3/15 * 100 \u003d 20%
Conclusion: it is desirable to increase the novelty coefficient for the assortment of milk by updating the product in the general list of the assortment in order to better meet consumer demand for a new product.
The assortment 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 (only wheat) are highlighted. The recipe for simple products includes flour, water, yeast and salt. Additional raw materials are introduced into the formulation of improved products - dairy products, sugar, molasses, malt, etc. rich products contain a lot of fat and sugar; in addition, nuts, raisins, candied fruits, eggs, powdered sugar, etc. can be added.
According to the method of baking, hearth and shaped products are distinguished. Table 2.3 presents the assortment of bakery products by width, depth and saturation.
Table 2.3 - Assortment of bakery products by width, depth and saturation
Note - Source: own development.
The assortment of bakery products of the trade organization is represented by the following assortment:
custard bread with long shelf life from 3 to 7 days:
"Anniversary", Narochinsky, "Baltic", "Traetsky", "Belaya Rus", provincial new, special with spices, appetizing Suvorov, "Pribuzhye", "Molodetsky", "Polesye", "Shatilovsky" with green tea, "Yavar ", "Boldinsky", "Migaevsky with raisins", fragrant Dvinsky, "Vityaz".
Unleavened breads:
monastic, chenkovsky, "Vyazynsky", novobelitsky;
gourmet breads:
bread "Rich", "Grand", "Delicacy" with prunes, "Delicacy" with dried apricots, tropical with walnuts, "Gourmet";
toast breads.
Bakery products: long loaves, baguettes, twisted and wicker bakery products, with all kinds of toppings, bagel products, pastry donuts with raisins, poppy seeds, vanilla, donuts for broth, small-sized pastries with and without fillings, puff and other products;
dietary products for patients with various diseases:
with seaweed - bread "Krynichny", "Primorsky", tortilla "Original"; with wheat bran - Muesli bread, doctor's bread, bran wheat bread; with crushed wheat grits - Asaloda bread, milk-grain bread, with oatmeal, oatmeal - Polissya bun, healthy Mogilev bread;
diabetic products:
with steviazid - milk bread "New", bread "Zernyatko", baguette for diabetics, pumpkin bread; with fructose - bun "Pervotsvet", bread "Tonus", "Wheat grain", with dry gluten - diabetic dill bread, protein diabetic;
bakery products enriched with vitamins and minerals:
they include 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", bread "Breeze" , Vitushka "Nectar".
We will calculate the breadth of the assortment of bakery products.
The store sells 23 items, which means Shd = 23.
In the store of OJSC "Gastronom on Umanskaya" - 32, therefore Shb \u003d 32.
We calculate the coefficient of breadth of the assortment of bakery products:
Ksh \u003d Shd / Shb * 100% \u003d 23/32 * 100% \u003d 72%.
Calculate the coefficient of completeness of the assortment.
The assortment of the supermarket includes for sale: - 15 types of rich products.
Based on the data obtained, we calculate the indicator of the assortment completeness ratio:
Kp \u003d Pd / Pb * 100% \u003d 15/23 * 100% \u003d 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.
Calculate the stability coefficient of the range of bakery products in the store.
The most stable demand is for: - 15 types of bakery products out of 23.
Stability factor:
Ku \u003d 15/23 * 100% \u003d 65.2%;
Conclusion: the stability coefficient of the assortment of bakery products in the store is rational and does not require expansion.
Calculate the coefficient of novelty of the assortment of bakery products. In the general list of assortment, the quantity of new goods:
Bakery products -6.
We calculate the coefficient of novelty:
Kn \u003d N / Shd * 100% \u003d 6/23 * 100 \u003d 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 the assortment in order to better meet consumer demand for a new product.
Consider an assortment of vodka, which is one of the products that brings the greatest profit to a trading organization. The assortment includes about 30 types of vodkas from the Belalco factory.
The characteristics of the product range of the Belalco plant in a trade organization are presented in Table 2.4.
Calculate the coefficient of breadth of the range of vodka:
Ksh \u003d Shd / Shb * 100% \u003d 30/40 * 100% \u003d 75%
Calculate the completeness index and the coefficient of completeness of the vodka assortment.
In the assortment of the supermarket are presented for sale - 70 types of vodka;
Based on the data obtained, we calculate the indicator of the assortment completeness ratio:
Vodka - Kp \u003d Pd / Pb * 100% \u003d 30/70 * 100% \u003d 42.8%.
Calculate the indicator and coefficient of stability of the vodka assortment.
The most stable demand is for: - 13 types of vodka.
Table 2.4 - Assortment of UE "Brest distillery "Belalco"
Note - Source: own development.
Stability factor:
vodka Ku \u003d 12/30 * 100% \u003d 40%;
Conclusion: the stability coefficient of the assortment of vodka in the store needs to be expanded.
Calculate the coefficient of novelty of the range of vodka. In the general list of the assortment, the number of new goods: vodka - 6.
We calculate the coefficient of novelty:
vodka Kn \u003d N / Shd * 100% \u003d 6/30 * 100 \u003d 20%
The share of each of the groups of goods that make up the assortment of the store in the turnover can be represented in the form of the following diagram.
Diagram 2.1 - The structure of the assortment of the store
Note - Source: according to the materials of the trade organization
The diagram shows that the main segment of goods that are in the greatest demand among consumers and make up the largest share in the store's turnover are flavor products (25%), including wines and spirits (15%), as well as tea and coffee (10 % turnover).
The assortment of tea in the store is represented by approximately 50 items.
Let's calculate the coefficient of breadth of the assortment of flavoring goods for the supermarket.
To do this, we define two absolute indicators of the breadth of the assortment: the actual breadth (Shd) and the base breadth (Shb). For Shd we will take the actual number of flavor items in the store
For Shb we will take the total number of items of flavoring goods according to the price lists of the main suppliers of the store: Shd = 352 items, ...
However, the management of Vesterbeltorg LLC needs to pay attention to the following points in managing the assortment policy:
to improve the quality of assortment policy management, to fulfill one of the principles of forming an assortment of goods in a store of a trading organization, 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 provides for a multi-stage division of the entire range according to several criteria into three categories for each criterion.
it is necessary to continue work on reducing excess actual inventories - since most goods are perishable goods, excess inventories lead to direct losses, due to the fact that not all products are bought up during the shelf life. In addition, excess inventories are the reason for the slowdown in turnover, as well as the turnover of funds.
To reduce inventory, you need to:
more closely monitor customer demand;
arrange the delivery of goods in smaller batches 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 assortment of vegetables presented in the stores - since there are many suppliers in the Minsk region who agree to bring their agricultural products. This measure will expand the range of goods, 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 commodity item must be cost-effective, i.e. the size of the trade allowance for the product should overlap its cost. If it is necessary to include in the range of socially significant goods, trade allowances for which are limited, losses from their sale should be covered by inclusion in the range of highly profitable goods.
Profitability of sales depends on the profitability of individual product groups.
- - track the profitability of sales for each assortment group of goods sold by accounting for sales costs;
- - update the assortment of goods taking into account seasonality;
- - to enter into the range of commodity items that are not available from competitors.
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 form the proposed assortment based on the decisions of buyers, on the possibility of making 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, comparing different manufacturers.
The assortment of goods available in the store affects the retail turnover, which is one of the main indicators by which the commercial activity of trade enterprises is assessed.
The trade organization has strong economic indicators in 2013, allowing to make a profit.
Thus, the trade organization must exclude from the range of goods that are not in demand, and increase the range of goods that are in high demand.
The introduction of software applications will improve the assortment policy of the trade organization, and as a result, increase the turnover and the amount of profit.
When forming a product range in a store, it is necessary to form a general plan for retail turnover in the 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 for studying consumer demand, and the planned rate of its growth.
In relation to the range of milk and bakery products, it is advisable:
- - increase the completeness of the assortment;
- - update the assortment of milk and bakery products.
For the correct formation of a new assortment of goods in a store, salespeople 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 the demand of the population precedes the formation of a new assortment of goods, and on the other hand, it follows it in order to identify the compliance of the assortment with the demand presented.
When forming a new assortment of milk and bakery products, the store should be guided by the correspondence of the assortment to the demand of the customer contingent served; link the assortment with the assortment of nearby stores; comply with the approved assortment list; ensure the completeness and stability of the assortment.
Checking the completeness of the assortment of goods and determining the coefficient of completeness in the store should be carried out two to three times a month.
The process of regulating the whole assortment of goods, as well as the assortment in the store, is dynamic and continuous. Some products are excluded from the range, others are included.
Optimization of the assortment structure will not be effective if it is not carried out on a regular basis. Assessing the structure of the assortment should be carried out approximately once every six months, and when changing the marketing policy - immediately. Nevertheless, too frequent revision of the assortment structure and its composition is also undesirable - any new assortment should “show itself”.
An important point is the existence of a strict regulation of the assortment revision procedure. It should contain the following main provisions:
- - the frequency of optimization of the assortment structure;
- - the composition of the unit responsible for the optimization of the assortment structure;
- - description of the methodology used;
- - list of responsible persons, etc.
To form an assortment of alcoholic products, it is necessary to use the principles of merchandising. In accordance with the concept of the "wall of the fortress", the best-selling brands of alcoholic products 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 in the field of view and have the level of sales of the best-selling brands.
In a trade organization, an important role should be given to the placement of goods on the trading floor, their layout, the optimal distribution of installation and display areas between individual groups of alcoholic beverages.
When addressing these issues in a trade organization, a number of factors and principles must be considered.
frequency of demand for alcoholic products;
the breadth of the intra-group assortment;
the time spent by buyers on the inspection and selection of goods;
buyer psychology.
Currently, all groups of alcoholic products are assigned permanent places in the trading floor, the buyer gets used to them, this speeds up the sale process.
A trade organization can be offered to conduct an analysis according to the ABC method, which is based on the Pareto principle, reflecting a fact confirmed by trade practice: the 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 ratio (Table 3.1).
Table 3.1 Product Priority Levels
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