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Development of measures to expand the sales market for products

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Introduction.. 2

1. Theoretical part. four

1.1. The concept of marketing. four

1.2. Sales channels for industrial goods. 6

1.3. Measures to expand the sales market. 7

1.4. Protecting your market share. eleven

2. Comprehensive market analysis. 13

2.1. Description of the general economic situation.. 13

2.2. Product study. 16

2.3. Analysis of competitors. 19

2.4. Demand analysis. 21

3. Analysis of the internal marketing environment.. 23

3.1. Production. 23

3.2. Distribution and marketing of products. 25

3.3. Organizational structure. 26

3.4. Marketing 27

3.5. Finance.. 28

3.6. Summary table of analysis of the internal marketing environment.. 32

3.7. Assessment of the competitiveness of the goods. 32

4. Development of the marketing program of the enterprise. 35

4.1. Market strategy. 35

4.2. Commodity strategy. 36

4.3. Sales policy. 37

4.4. Pricing strategy. 39

4.5. Calculation of the effectiveness of marketing activities. 40

Conclusion.. 42

List of references... 45

Introduction

Sales is just one of the many functions of marketing, and often not the most important one. If the marketer has done a good job on such sections of marketing as identifying consumer needs, developing suitable products and setting an appropriate price for them, establishing a system for their distribution and effective incentives, then products will certainly go easily. [*9, p.34]

The main goal of marketing is to increase the company's profits. The study of sales markets, determining the range of manufactured products, setting prices and other issues of marketing research are aimed at finding the optimal (in terms of maximizing profits) conditions for the sale of marketable products.

The fact that profits are ultimately realized in circulation explains the close attention that each firm pays to organizing and improving its marketing operations.

There is an erroneous idea that in the leading foreign countries, the sale of products is carried out by the manufacturers themselves. In reality, this is not so. In the overwhelming majority, even the largest firms offer their goods to the market through intermediaries. Each of them seeks to form its own distribution channel.

Selling through intermediaries has both positive and negative sides. On the one hand, the use of intermediaries is beneficial, since many manufacturers simply do not have the resources to carry out direct marketing. Even if a manufacturer can afford to create its own distribution channels, in many cases it will be able to earn more if it directs money into its core business. If manufacturing generates a 20% rate of return and retailing only 10%, the firm will naturally not want to retail itself. Through their contacts, experience, specialization and scope, intermediaries offer the firm more than it could do alone. Also, the advantage of this distribution system for the manufacturer is the ability to immediately supply large quantities of goods to large wholesalers. Thus, there is no need to create and finance the activities of their own distribution channels. On the other hand, working through intermediaries, the manufacturer to some extent loses control over how and to whom he sells the goods, and, as marketing experts note, he does not always receive the necessary and sufficiently effective information from trading companies about the position on the market and promotion goods. In addition, the longer the distribution route, the greater the cost of selling the product.

The development of measures to expand the sales market for products is an integral part of the organization of sales of goods at enterprises. This topic, which is relevant for modern market conditions, is the topic of this course project.

The purpose of the work is to master the practical skills of conducting marketing research and substantiating the marketing strategy of JSC "Belenergomash" in the market of small domestic boilers, as well as solving the following tasks: collecting, systematizing and analyzing information about the market situation, as well as the state of the internal marketing environment of the enterprise, analyzing the external and internal marketing environment, theoretical substantiation and development of a marketing mix based on market requirements and enterprise capabilities.

The course work was done in accordance with the requirements of the "guidelines for the implementation of term papers in marketing" (BelGTASM, 2000) using the Microsoft Word® editor.

The structure of the work: the course project consists of theoretical, analytical and recommendatory parts, and includes 10 tables, 4 figures and an application.

1. Theoretical part

1.1. The concept of marketing

Market research involves, first of all, the study of product distribution channels. There is a certain distance between producers and users, which is expressed in the ignorance of each side of the means and needs of the opposite side, in the discrepancy between the amount of products produced by one side and the needs of the other side. Thanks to marketing - the main "intermediate stage" between production and consumption (or use), the user gets at his disposal the right products and services at a certain place, at a certain time.

Distribution of a product is a set of activities that take place from the moment the product, in the form in which it will be used, enters the place of business of the manufacturer or the final manufacturer, until the moment the consumer purchases it. There are methods and forms of marketing [*3, p.51].

The traditional scheme of selling through shops, self-service points, mail order, through vending machines, at home, in the markets is common in the trade in food and non-food consumer goods. The proxy method is used to sell industrial products, as well as expensive consumer durables.

In practice, various marketing methods are used. The main ones are:

a) trading systems, including centralized and decentralized sales;

b) own or external forms of sales organization;

c) direct and indirect sales through trading intermediary enterprises (distribution routes) (Fig. 1.1) [* 1, p. 367]

Direct sales

Indirect marketing

Level Zero

single level

duplex

three-level

Through internal marketing

company bodies: salespeople, sales departments, vending machines, mailing list

Through external sales bodies of the company: commission agents, brokers, fairs, auctions

Fig.1.1. The main ways of marketing products [* 1, p. 369]

Among the forms of trade, there are [* 3, p. 52]:

Independent isolated trade, wholesale and retail, declining in industrialized countries (driven by universal trade). These are small enterprises, almost always of family type. It is characterized by poor management and lack of commercial or financial ties with other commercial enterprises.

Universal (concentrated) trade. It distinguishes:

· associative trade - purchasing associations of wholesalers, purchasing associations of retailers, voluntary associations, collective stores of independent participants;

United trade - enterprises with numerous branches, department stores, cheap shops, direct marketing channels for manufacturers' goods, cooperatives;

· large independent trade - large discount stores, supermarkets.

Mixed forms that are difficult to classify:

· supply chains in which suppliers are contractually bound by a manufacturer on an exclusive or other basis. In any case, we are talking about unusual goods with high prices that require qualified after-sales service (jewelry, expensive clothes, high reliability equipment, exclusive);

franchise agreements (special benefits) - this is a contract under which a well-known company that has mastered special marketing techniques (range, management, advertising) sells the right to act under its sign and use its methods and methods of marketing to the trading company that bought this benefit.

1.2. Distribution channels for industrial products

Unlike consumer goods, which we purchase for personal use, industrial goods are consumed by enterprises and their market is different from the markets for consumer goods.

Usually complex and expensive equipment (heavy equipment) is delivered directly as a result of negotiations between the manufacturer and the buyer, with the participation of commercial and technical specialists. Other goods are supplied through intermediaries, often independent of the supplier-manufacturer. These are merchants-suppliers, industrial supply agents, supplying both industrial consumers and specialized private traders. Cross-industry wholesalers play their useful role in marketing to industry consumers products for which there is a detailed demand: individual spare parts, small tools.

"The intention of the enterprise may include the management of distribution channels on the basis of association. However, a complete association is advisable only at the level of direct relations with consumers or at the level of the suppliers themselves (creation of branches). In fragmented markets, it is necessary to transfer part of the sales to resellers and adjusters. But the manufacturer can also use mixed systems, resorting to direct connections with very important customers, or with special supplies, selling products through integrated independent suppliers to medium-sized enterprises, and through dealers in the case of small disparate consumers" [* 3, p. 54].

1.3. Measures to expand the sales market

Many business sectors are led by recognized leaders who have captured the largest pieces of the overall pie in their respective markets. Such companies typically set an example for competitors by changing pricing policies, introducing new products, expanding distribution channels, and setting the intensity of promotional activities. The leader may command admiration and respect, his policies may be criticized by the public and competitors, but somehow his dominant position in the market is not questioned. The leader is targeted by competitors, challenged, shunned, imitated. Some of the most well-known market leaders are General Motors (automobiles), Kodak (cameras, film, paper), IBM (computers), Xerox (photocopiers), Procter & Gamble (packaged consumer goods), Caterpillar (earth-moving equipment), Coca- Cola (soft drinks), McDonald's (catering), Gillette (razor blades).

However, if the dominant company does not have an absolute monopoly, then you will not envy it: it must constantly be on the alert, because competitors seek to question its leading role, to take advantage of its weaknesses. The market leader can easily miss the next turn and end up in second or third place in the group. Competitors' novelties may also trip up (for example, Tylenol's acetylsalicylic acid-free pain reliever beat Bayer's Aspirin). The leader needs to be conservative in spending, allowing for the possibility of hard times, while the contender for the championship freely uses the available resources. In turn, the new leader often underestimates his competitors and lags far behind them [*5, p.450].

Every market-dominant company would like to forever claim the number one spot, which means they need to find ways to expand overall demand, protect their market segment with well-planned offensive and defensive moves, and try to expand their market share.

When the market as a whole expands, as a rule, the dominant company wins first of all. If people buy more cameras and film in an effort to capture their every move, Kodak's profits, which account for 80% of this market, will inevitably increase. The market leader must tirelessly look for new consumers, new ways of consumption and strive for intensive use of their products.

Consider these basic marketing strategies.

Each class of products has the potential to attract new buyers: people who did not have information about the properties of goods, were unable to purchase them due to high prices, did not want to buy a product whose characteristics did not satisfy existing needs. For example, a perfume manufacturer seeks to convince non-perfume-wearing women to at least try new fragrances (market penetration strategy), give men a rationale for using perfume (new market strategy), or start exporting their products (geographic expansion strategy).

Johnson & Johnson has achieved one of the most significant successes in creating a new class of baby shampoo consumer. Statistical data and demographic forecasts spoke of the reality of the threat of a decrease in its sales due to a decrease in the birth rate. The company's marketers noticed that other family members often use baby shampoo, and proposed an advertising campaign aimed at adult consumers. After some time, Johnson & Johnson baby shampoo became the leading brand in the shampoo market. Another example: OilofUlay, an anti-wrinkle cream intended for women, is now advertised in stores for teenagers [*5, p.451].

The expansion of markets is facilitated by the discovery and promotion of new ways to use products. For example, the average American is served porridge for breakfast three days a week. Undoubtedly, cereal producers will benefit if they manage to convince consumers that their product is good not only in the morning, but also in the afternoon or evening.

A classic example of market expansion through a new way of consuming a product is the story of DuPoint's invention of nylon. Every time nylon seemed to reach maturity, DuPoint discovered a new way to use it. Nylon was used for the production of parachutes, the manufacture of ladies' stockings; later women's blouses and men's nylon shirts became popular. It was then used in the manufacture of car tyres, seat upholstery and carpeting. Each new way to use it opened up a new product life cycle. However, it is unlikely that nylon would have such a glorious fate without a research program aimed at finding new ways to use the product [*8, p.29].

In many cases, the priority of discovering new ways to use a product belongs to consumers. Petroleum jelly was originally marketed as a lubricant for various mechanisms, but over time, customers have discovered a host of other uses for it, from skin cream to hair styling product.

Arm & Hammer, a manufacturer of baking soda, produced a product that has seen its sales decline steadily over the past 125 years. Although baking soda has many different uses, none of them have been advertised. When the company became aware that some consumers were using baking soda as a refrigerator freshener, it launched a massive advertising campaign that resulted in half of American housewives keeping an open pack of soda in their refrigerators. A few years later, Arm & Hammer promoted their product as an excellent grease remover [*8, p.31].

The third market expansion strategy is to try to persuade consumers to increase their use of the company's products. If a corn flake manufacturer can convince customers that they will get great pleasure if they eat not half, but a whole pack of his product per day, his sales will undoubtedly increase. Procter & Gamble, for example, assures consumers that the effectiveness of Head & Shoulders shampoo increases dramatically with a doubling of its single serving.

An example of creativity in stimulating product use was demonstrated by the French company MichelinTire, which set itself the goal of encouraging motorists to continue driving, which was supposed to lead to the need for frequent tire changes. The company made a non-trivial move - it took part in the classification of the best French restaurants, during which it turned out that the best culinary forces of France are concentrated in the south of the country. As a result, poor Parisian gourmets were forced to turn the wheel for hours in the direction of Provence or the Riviera, checking the path according to the published guide [* 5, p. 452].

1.4. Protecting your market share

Increasing the size of the market, the company needs to take measures to protect it. The leader is like an elephant being attacked by a flock of bees. The giant is especially annoyed by the largest, annoyingly buzzing "insects" constantly circling above it. Coca-Cola must constantly monitor the actions of Pepsi-Cola; Gillette - repel Bic attacks; Kodak - keep track of Fuji's technical innovations.

What can a market leader do to protect its territory? The most constructive response in this situation is continued innovation, where the leader is not satisfied with the established order of things and he leads the forward movement of the industry, developing new products and services, creating new distribution channels, increasing production efficiency, reducing costs and offering the consumer more and more valuable goods. In this case, the leader acts according to the age-old army principle: "The attacking side has the initiative, determines the direction of the strike and reveals the weaknesses of the enemy." Attack is the best defense.

The leader must be able to "plug holes" on the borders so that not a single attacker leaks through them. For example, a leader in packaged consumer goods needs to present its product in a wide variety of ways so that the brand meets the preferences of a wide range of consumers and occupies the maximum space on store shelves.

The costs associated with plugging the holes can be high, but the cost of neglecting an unprofitable product or market segment is much higher! General Motors believed that it was cutting costs by moving away from the production of compact cars. But who will appreciate its losses today, when the US market is filled with products of Japanese automobile companies? Xerox believed that the production of small copiers was unprofitable, but who counted its lost and "picked up" profit by the Japanese in this market [* 5, p. 453]?

2. Comprehensive market analysis

2.1. Description of the general business environment

OAO "Belgorod Power Engineering Plant" is one of the largest power engineering enterprises in Russia and the largest enterprise in Belgorod.

Tens of thousands of Belgorod residents are closely connected with the enterprise. In every kilowatt of electricity produced at thermal and nuclear power plants of the former Soviet Union, and today independent states, there is a piece of work of Belgorod machine builders.

Over 60 years of work, 11,000 boiler units of more than 300 types have been produced and 1.5 million tons of pipelines have been manufactured, which are supplied to 35 countries of the world.

In recent years, the market situation has changed, which forced us to look for new areas of activity. Thus, such types of products as small-sized plants for processing oil and gas condensate into motor fuels have been mastered and are currently being supplied to customers.

In addition to the installation of traditional equipment, OJSC offers:

monoblock gas-oil boiler installations,

small boiler houses

natural gas heaters for turbo-expander units of generating stations,

block-modular power plants of gas-tube type,

auxiliary boiler equipment,

waste incineration boilers.

The main goal of the JSC today is aimed at meeting the needs of customers to the maximum, ensuring the supply of reliable high-performance equipment.

When analyzing the macro system, some important factors can be identified that affect all enterprises in a given geographical market in a certain way.

Threats and opportunities of the external environment.

Table 1.

Factor		Possibility	Enterprise Response
GENERAL ENVIRONMENT
1. Economic factors
1.1. The growth of the dollar	-2	Making payments in hard currency
1.2. Increasing the duration of payment transfers	-2	Control over the movement of payments
1.3. Profitability of enterprises - potential consumers	+3	Market expansion
1.4. High interest rates on loans		Return of the loan in a shorter period, due to the receipt of prepayment for work
1.5. Unprofessional staff		Hiring highly qualified workers
1.6. Increasing the rate of tax payments		Making the Most of Tax Benefits
2. Political factors
2.1. Decreased political stability		Political risk insurance
3. Technological factors
3.1. Lack of information on the latest technologies		Analysis of similar products, search for information
3.2. Increasing demand for a new product	+4	Production diversification
OPERATIONAL ENVIRONMENT
1. Consumers
1.1. Low effective demand	-2	Targeting a specific market segment
1.2. Interest in company services	+4	Increasing the price and quality of products
Table 1 continued
2. Competitors
2.1. Threat of competitors	-4	Market activation, original services
2.2. The absence of analogues of some types of equipment, the use of the latest technical developments		Increasing the price of specific types of services

Table continuation

An analysis of the table of threats and opportunities of the external environment shows that environmental factors carry 10 threats and give rise to 6 opportunities. However, in terms of points, the integral assessment of the impact of threats is - 22, and the integral assessment of opportunities is +21 points. Thus, the integral assessment of threats is higher than the integral assessment of opportunities by 1 point. This characterizes the external environment as not quite favorable in the existing operating conditions. The biggest threat to the enterprise among the factors characterizing the general environment are economic factors. The integral assessment of threats and opportunities for these factors is -10 and +6, respectively. For successful activity, the enterprise should concentrate its efforts as much as possible in the economic field and develop only those projects that will bring profit.

Technological factors, as well as the operational environment as a whole, have a positive impact on the activity of the enterprise. The integral assessment of the influence of threats and opportunities of the operational environment is 9 and +11 points, respectively.

The following conclusions can be drawn from this section:

The enterprise under consideration has a production organization system that meets the requirements of the time;

· JSC has links with other companies in the field, which contributes to close cooperation;

the company is able to quickly adapt to sudden changes in the external environment and market conditions;

· the influence of the external environment is negative, so it is necessary to take into account economic factors.

2.2. Product study

Due to the diversification of production at JSC "Belenergomash", it is advisable to analyze the enterprise for a separate specific type of product. In this paper, small domestic boilers are used as the selected product.

In the production of boilers JSC "Belenergomash" specializes in the production of:

· energy boilers of small, medium and large capacity for thermal power plants, thermal power plants, industrial energy and utilities;

· Waste heat boilers and energy technology boilers for various industries;

· complete boiler houses for heating, heat and steam supply, household boilers, transportable mini-boiler houses of container type for heating and hot water supply of buildings with an area of up to 2200 m2 and steam supply with a capacity of 3.2 tons of steam per hour.

JSC "Belenergomash" produces:

steam boilers with a capacity of 0.4 to 160 tons of steam per hour,

hot water boilers with power from 0.1 to 209 MW,

household boilers with power from 16 to 100 kW,

water-tube and gas-tube waste heat boilers for cooling process gases,

energy technological boilers for burning black silk (soda recovery), hydrogen sulfide, carbon black production waste and other products,

boilers for the disposal of industrial and domestic waste,

energy technological boilers for installations for the incineration of wastewater residues (sludge),

· boilers for burning low-grade fuels in a circulating fluidized bed.

Quality control. JSC "Belenergomash" has highly qualified specialists, modern equipment and devices for non-destructive testing by radiography, acoustic methods, magnetic particle and capillary flaw detection, spectral analysis. In the control of manufactured products, JSC attaches great importance to first-class equipment and uses equipment, flaw detectors and materials from leading companies in the world: "Krautrramer", Phillips, AGFA.

Multilateral control at all stages of the technological process guarantees the high quality and reliability of the equipment manufactured by JSC.

Quality service specialists are members of the club of the Russian Society for Non-Destructive Testing and Technical Diagnostics. Participation in international organizations and events makes it possible to provide performers with information about the latest developments in the field of non-destructive testing. Improving the quality of products is the main and main task of the employees of JSC "Belenergomash".

Fire-tube boilers, steam and water-heating types "KPZh" and "KVZh", were developed by a special design bureau for small boilers of JSC "Belenergomash" in 1993-1994. Brands of steam boilers: KPZh-1; KPZh-2.5; KPZh-4; KPZh-6.5; hot water: KVZH-0.7; KVZh-1.1; KVZH-2; KVZh-3.5; KVZH-5.

In Western Europe, 85% of energy is based on fire-tube boilers. In the United States, almost all energy is based on water-tube boilers. In Russia, both boilers are used.

Fire-tube boilers are easier to manufacture, operate, repair, and therefore cheaper than water-tube boilers.

Analysis of the proposed product

Table 2.

Parameter	Grade (score)	Characteristic
1. Compliance with local laws, existing rules and customs	5	This product complies with the requirements of GOST and the rules of Gosgaztekhnadzor. Since the Belgorod region is almost completely gasified, only gas is used as fuel, and, for example, electricity is not economically viable.
2. Ability to meet the current and future needs of potential buyers	4	The plant satisfies the current fuel needs, but it is possible to give new properties to the product (boiler) and make (equip) it with additional devices that allow, for example, turning it on / off using cell phones or also adjusting the water heating temperature in the heating circuit.
Continuation of table 2
3. The need to comply with the requirements of buyers, government regulations, etc.	5	The company's policy is aimed at attracting the Buyer through the "image of a truthful seller", so compliance with the requirements is an important element of the sales policy. OJSC "Belenergomash" is the first enterprise in Russia to receive certificates of conformity of pipeline and boiler production quality systems to the requirements of MS ISO 9001; 1994. Certificates issued by certification centers VNIIS (Russia), DNV (Italy), TUV (Germany).
4. Novelty and product life cycle	4	The life cycle of the product in question is about 10-15 years, so its novelty allows us not to expect a significant decrease in sales. The novelty of the product corresponds to the level of technology that has developed in the last 5-7 years (half of the life cycle).

2.3. Competitor analysis

What was the market for small boilers in the mid-90s and what does it look like now?

Several factories, the largest of which: Biysk Monastyrishchensky, Borisoglebsky, Izhevsk, Dorogobuzh, all together produced a complete range of small boilers, but each - its own part. Each sat in his niche. The prices are very different, the technical level is the same.

In recent years, some factories have fallen into disrepair, unable to adapt to changing market conditions.

Dozens of new enterprises producing small boilers appeared. Some were formed on the basis of installation and commissioning organizations, some on the basis of sites and workshops of the largest plants (for example, ZiO and Rostselmash), some on the basis of communities of engineers and scientists of the defense industry, including aviation and aerospace. The latter brought their designs and technologies to this industry.

In the former USSR, the main manufacturer of low-power water-tube boilers (up to 8 MW) was Monastyrishchensky Boiler Plant (Ukraine), and fire-tube boilers - Borisoglebsk Boiler Mechanical Plant (KSVa series), Kamyshinsky Plant "Rotor" (VK-21 series), Belkotlostroy (Minsk , a series of fire-tube boilers brand "VA"). And today, these manufacturers produce the largest number of boilers, the features of which are shown in table 3.

Strengths and weaknesses of competitors' products

Table 3

In general, the technical level of small boilers among competitors was high, but it was the level of the 70s - 80s, reconstructions were rarely done, because mass-produced boilers are difficult to modernize. For example, the ultra-reliable, but super-heavy, and therefore expensive Biysk DKVRs were upgraded into lighter DUs. Unfortunately, not without losses: some DUs have problems with the reliability of circulation in the rear and front screens. several decades and have problems with ecology and outdated automation.The same can be said about every former manufacturer of small boilers.

In the last 8 years, new manufacturers have appeared on the market of fire-tube boilers: Conord, Rostov-on-Don; "Rumo", Nizhny Novgorod, as well as our "Belenergomash".

JSC "Belenergomash"

Monastery Boiler Plant (Ukraine)

"Conord", Rostov-on-Don

Fig.2.1. Assessment of competitive advantages of firms

2.4. Demand Analysis

What interested the Buyer before 2000? Practically, only low price. In the fight to cut prices, Manufacturers stripped their boilers more and more.

What are the requirements of current Buyers? The following:

· low price;

· full set;

· small emissions of oxides of nitrogen and carbon;

· Efficiency not less than 94-95%;

Short production time.

JSC "Belenergomash" and other newly emerged firms create their boilers taking into account the above market requirements.

In the struggle for a stable position in the market in the production and sale of boilers, OJSC "Belenergomash" brought two more advantages:

Full factory assembly

· "hot" testing of the boiler in the factory laboratory.

After the appearance on the industrial goods market of such strong firms as Conord, Rumo, Belenergomash, the position of the former competitors worsened. If they do not take measures to improve the consumer qualities of their boilers, then in 3-4 years they will be forced out of the market. But, in turn, if OJSC "Belenergomash" continues to produce boilers 93-94. birth, then in 4-5 years will be forced to leave the market.

Some competitors, trying to attract buyers, complete their boilers with imported burners and automatic devices, but this greatly increases the cost of their boilers. Buy such expensive products can only be in the rich regions of the Moscow and Leningrad regions, which do not make up a very large part of the market. JSC "Belenergomash" is able to sell no more than 2% of boilers with imported burners.

Product Demand Analysis

Table 4

Parameter	Characteristic
1. Potential buyers of the goods.	First of all, the target market segment is buyers with a high level of income in industrialized areas, that is, it covers the territory of the European part of the Russian Federation, the CIS member countries.
2. Typical ways of using the product, characteristic of these buyers.	The product is intended for continuous operation during the heating season and partially (for example, a bathhouse) in the summer.
3. The main incentives that make you buy a product	These include the desire to have prestige in society due to the presence of a cottage, the construction of individual housing - causes of a social nature.
4. The usual way of making a purchase by consumers in this segment.	Early decision on the type, capacity and manufacturer of goods, cash.
5. Type of demand	Demand is seasonal (fluctuating), the peak is in July-September.

3. Analysis of the internal marketing environment

JSC "Belenergomash" came to the market of small boilers with its "luggage".

What was the factory like at that time? He was 53 years old and the traditional products of the plant were pipelines for large power plants, including nuclear ones, waste heat boilers with a capacity of up to 450 tons of steam per hour and boilers of medium capacity from 14 to 160 tons per hour. These products predetermined the presence at the plant of unique technologies that are not available at the plants of small boilers, unique engineering personnel and unique quality systems.

Having studied by name all domestic and many Western competitors, their products, prices, strengths and weaknesses, a strategy for introducing small boilers into the market was developed and implemented, and then a retention strategy in it.

3.1. Production

Each plant produced and produces today a limited number of models. At Belenergomash, they developed a complete range of so-called fuels for two types of fuel. small boilers: these are 33 items, 72 modifications of steam boilers with a capacity of 0.4 t/h to 10 t/h and hot water boilers with a capacity of 0.3 MW to 8 MW. Along with the widespread schemes of double-drum (BEM and E-D) and vertical (E-Gn) water-tube boilers, fire-tube boilers (KPZh and KVZh types) that are easier to operate and repair have been developed and produced. All these boilers do not require a special foundation, are small in size and can be installed in place of boilers from other plants: types DKVR, DE, NR-18, "Universal", "Minsk", "Energy" and others.

The plant produces a complete set of auxiliary boiler equipment (BEA) for organizing a boiler house: deaerators, chemical water treatment, chimneys, fittings and pipelines, as well as construction, installation and commissioning of boiler houses with a capacity of up to 50 MW and more, spare parts for any boilers, made in any factory.

Thus, the plant has a wide range of products and services, it is "like a supermarket that has everything."

Main characteristics of production

Table 5

Parameter	Characteristic
1. Production volume	In fact, 125 boilers were produced in 2001. In relation to 2000, the growth was 20%.
2. Provision of raw materials and materials	The enterprise is provided with raw materials in sufficient quantity. The main suppliers are Pervouralsky Novotrubny Plant, Sinarsky Pipe Plant, Nizhnedneprovsky Pipe Plant. All incoming materials have certificates of origin. At the enterprise at the present time it is possible to note excess stocks of goods and materials.
3. Methods of quality control of raw materials and finished products.	Incoming goods and materials are selectively subjected to non-destructive testing, posting is carried out in accordance with instructions P6 (in terms of quantity) and P7 (in terms of quality). All finished products are hydrotested and subjected to non-destructive testing in accordance with ISO 9001.
4. The state of the available equipment park.	The equipment park is worn out by 40%. At the enterprise, according to the plan for technical re-equipment, equipment is being updated. So for the production of boilers in 2001, semi-automatic welding equipment from Polisud was purchased, which allows to improve the quality of products by an order of magnitude.
5. Communication level	The joint-stock company successfully uses computer technologies to improve production efficiency. In 2001, all workshops and the central warehouse were united into a single computer network, which made it possible to keep records of the production progress in real time.
6. Image and reputation	The image of the enterprise is constantly growing - this is due to the fact that the equipment is manufactured with a high degree of quality and within the time specified by contractual relations with customers. The share of new products in the total volume of finished products amounted to 8.8%.

Economic and environmental indicators of small boilers correspond to the level of knowledge of 1993 - 2001 and are the best among traditional manufacturers.

Clarification: this is not because the OAO manufacturers are smarter, but because they entered the market later, studied the strengths and weaknesses of competitors, invested huge energy in the implementation of strategic tasks, and therefore managed to achieve their goal and occupy their niche in the market of small boilers .

3.2. Distribution and marketing of products

Based on the requirements of the market, a decision was made and implemented on the complete delivery, at the request of the customer, of all the heat engineering equipment of the boiler house. Water treatment units, deaerators, hot water and steam water heaters, various auxiliary equipment have been developed and put into production. The logical continuation of this approach is the supply of turnkey boiler houses. Subsidiary enterprise "Energomashservis" performs installation and commissioning works on boiler houses.

Unfortunately, small-scale energy equipment is a seasonal product. The buyer begins to think or, at best, to purchase goods immediately before the heating season, so he needs the equipment immediately, from a store or warehouse. At the same time, the Buyer may not know that the equipment from the warehouse is more expensive than on order. Buying mainly in summer leads to unstable work of manufacturing plants and, as a result, to an increase in cost and price, and to problems for the Buyer himself due to the rapidly approaching heating season. Having a large range of MKU, "Belenergomash" keeps a small warehouse, mainly manufacturing boilers on order for 3 months after prepayment.

Distribution and marketing characteristics

Table 6

Table continuation

The development of new forms of product promotion to sales markets involves the improvement and development of organizational conditions for expanding sales: the search for new sales markets, including the markets of the CIS countries; the development of new forms of entrepreneurial activity, the use of leasing services, the intensification of the work of Russian trade missions abroad; introduction and development of new schemes for the sale of products - turnkey construction, globalization of services on the terms of "construction - ownership - operation".

3.3. Organizational structure

The enterprise has a hierarchical management structure. Hierarchical management structures have shown their effectiveness in large and super-large organizations, in which it is necessary to ensure the well-coordinated and precise work of large numbers of people working for a single goal. They allow mobilizing human energy and cooperating the labor of people in solving complex projects in mass and large-scale production.

Advantages and disadvantages of a hierarchical structure.

Table 7

Flaws

Advantages

it does not contribute to the growth of the potential of people, each of whom uses only that part of his abilities that directly require by right the nature of the work performed, the general managerial intelligence is lost;

the impossibility with their help to manage the process of changes aimed at improving the work;

the leader in this case must have a full range of managerial functions, have versatile knowledge;

there is an overload of manager's information, and therefore there is a difficulty in making a managerial decision;

communication between departments of the organization is difficult here;

there is an increase in the amount of work for the head to coordinate actions between all structural divisions.

unity of command and responsibility, i.e. performers report only to one immediate superior, and he, in turn, is responsible for the work of his subordinates;

a clear linear subordination of all positions and levels of management, which ensures the consistency of actions;

ease of management, since there is only one communication channel;

personal responsibility of the head for the final result of the activities of his unit.

Appendix 1 shows the current organizational structure of the enterprise.

3.4. Marketing

Market research. Continuous research on small boiler plants (MBU) has been carried out since the first day of the existence of the Design Bureau for small boilers - since 1994, and to this day. Previously, these studies were carried out in the KB MKU, since 1998 - in the OFSP (sales strategy formation department) of the sales service.

The following are investigated: the emergence of new competitors, the brand of manufactured boilers, the fuel used, equipment parameters, completeness and design features, other data (order lead time, warehouse, number of manufactured boilers, awards, etc.).

Quarterly reports reflect the prices of competitors' products, price movements, the dependence of prices on the season and other factors; discontinuation of individual boilers, the emergence of new ones, methods of attracting a buyer.

Innovations. OFSP, studying the market and competitors, aims design services at certain new developments or modernization of old ones.

Price policy. Pricing is more difficult. The sales service lives in the market, the designer and price makers are in the past. Prices are formed in the constant struggle of various services of the plant. Designers are gradually coming to the understanding that new development must begin with the price of the product. The process is very difficult.

Sales promotion. For many competitors, the price depends on the volume of purchase. JSC "Belenergomash" does not work according to this principle yet. In order to increase the sales of products, it is practiced to stimulate design organizations, which include in the design of the boiler house the product for which they are paid a dealer's fee.

public relation. The company spends huge amounts of work and huge money on advertising in all its forms and manifestations: participation in exhibitions, conferences; organization of conferences; mailing thousands and thousands of flyers, catalogues. Telephone conversations, Internet services are used.

The marketing budget in the cost of production is 8%.

3.5. Finance

The financial position of the enterprise, despite the inflationary processes in the country, remained stable. The Joint Stock Company paid taxes to the budgets of all levels and extra-budgetary funds on time and in full. Wages were also paid on time.

Using the data of accounting and statistical reporting, which are provided by the enterprise in a timely manner to the tax services and the statistics committee, it is possible to analyze the financial activities of the enterprise:

The most complete financial stability of the enterprise can be disclosed on the basis of the study of the relationship between the assets and liabilities of the balance sheet.

Depending on the sources of formation, the total amount of current assets (working capital) is usually divided into two parts:

The variable part, which was created at the expense of short-term liabilities (IV section of the balance sheet)

A constant minimum of current assets (stocks and costs), which is formed at the expense of permanent (own and long-term borrowed (IV + V) capital).

The lack of own working capital (SOC) leads to an increase in the variable and a decrease in the constant part of current assets, which indicates an increase in the financial dependence of the enterprise and the instability of its position.

Own capital in the balance sheet is reflected in the total amount (IV section of the balance sheet). To determine how much it is used in circulation, it is necessary to subtract the amount of long-term (non-current) assets from the total amount in the fourth section of the balance sheet liabilities. The difference will show what amount of current assets is formed on the equity account.

SOK k. g. \u003d (IVp + Vp) - I p. \u003d (734645 + 749) - 689113 \u003d 46,281 thousand rubles. 1998

SOK k. g. \u003d (IVp + Vp) - I p. \u003d (753722 + 749) - 647185 \u003d 107,286 thousand rubles. 1999

We also calculate the share of SOK in the amount of current assets.

This indicator is called the coefficient of security of current assets with own sources of financing. The data given in table 8 show that in 1998 current assets were formed by 6% at the expense of own funds, and in 1999 by 12%, this indicates a decrease in financial dependence on external investors. An important indicator that characterizes the financial condition of the enterprise and its stability is the security of the mother. rev. funds from their own funding sources. It is established by comparing the amount of SOC with the total amount of tangible current assets. The table shows that the material working capital for 1998 was provided by its own sources of financing by 16%, and for 1999. security amounted to 32%. This is a positive trend, since the optimal value of this coefficient is 0.5 or 50%.

Profitability. Profitability indicators characterize the efficiency of the enterprise as a whole, the profitability of various activities, cost recovery, etc. They reflect the final results of management more fully than profit, because their value shows the ratio of the effect to the cash or resources used.

Indicators of the financial stability of the enterprise

Table 8

Name of indicator		Calculation method	1998 year		1999 year
Permanent asset index		K=	0,94		0,86
Agility factor		K=	0,06		0,14
Current assets coverage ratio with own sources of financing		K=	0,06		0,12
Material security factor. working capital with own sources of financing		K=	0,16		0,32
Capital efficiency.
Profitability of property	R im. =			2,2%		2,0%
Return on current assets	R about. act =			4,2%		3,5%

Table continuation

Profitability of non-current assets	R extrab. Act. =		4,5%		5,12%
Profitability of production	R pr-va. =		3,6%		3,6%

Return on equity		R sc. =		4,3%	4,4%
Return on equity		Crayfish. =		8432	8801
Table 8 continued
Profitability of sales		R p. =		4,4%	4,4%
Profitability of sold products		R r. n. =		7,4%	7,7%

Profitability of property - shows how much profit is received per 1 ruble of invested capital.

Profitability of production - shows how much profit is received per 1 ruble of production assets (average annual cost of fixed assets and average annual balances of circulating assets).

Profitability (yield) of capital - the ratio of balance sheet (gross, net) profit to the average annual value of the entire invested capital or its individual components: own (share), borrowed, permanent, fixed, working, production capital, etc.

Profitability of sales (turnover) - the ratio of profit from the sale of products, goods and services or net profit to the amount of revenue received. It characterizes the efficiency of entrepreneurial activity: how much profit an enterprise has from 1 ruble of sales. This indicator is widely used in a market economy. It is calculated as a whole for the enterprise and for individual types of products.

Profitability of products (return on costs) - the ratio of profit from the sale of products to the amount of costs for products sold. It shows how much the company has profit from each ruble spent on the production and sale of products. It can be calculated as a whole for the enterprise, its individual divisions and types of products.

3.6. Summary table of analysis of the internal marketing environment

Table 9

3.8 SWOT analysis

Growing number of competitors;

Unstable foreign policy environment;

equipment obsolescence;

Uncertainty in assessing the dynamics of macroeconomic indicators and investment activity;

Tightening customs regulations.

Possibility of production diversification;

Leadership in quality;

Qualified specialists;

Modern technologies;

Economic and geographical location;

Additional service;

Rigid contracts with adjusters and suppliers;

Trademark, name;

Capabilities

Growing demand for small boilers;

Expected recovery of the economy and expansion of market capacity;

Deterioration of positions of some competitors due to changing market conditions;

Weakness

Lack of a long-term strategy;

Depreciation of fixed assets;

Inflexible pricing system;

Difficult access to the markets of developed countries;

3.7. Product competitiveness assessment

Completing the analysis of the internal environment, we will evaluate the competitiveness of the proposed product (using the example of hot water boilers of the KVZh-2.0-115 brand).

As an analogue product, we will take its closest potential substitute - the VK-21 boiler, manufactured by the Uralkotlomash (Rotor) plant. This product meets the requirements for comparison products: they belong to the same product group and are widely represented on the market. Comparative consumer and economic characteristics are shown in table 10.

Calculation of indices of consumer and cost parameters Ip, s:

Ip, s \u003d gf / gan

Their values, taking into account the direction of the ideal vectors, are given in Table 10.

2) Calculation of composite indices for consumer and cost parameters:

Iwp=1.00 0.18+0.10 1.33+0.13 1.17+0.14 1.00+0.16 1.05+0.13 1.00+0.16 0.95 =1.0551

Isvs=1.00 0.89=0.89

3) Competitiveness ratio calculation:

K \u003d Isvp / Isvs \u003d 1.18> 1

The competitiveness coefficient shows that this product is competitive in the studied market, and the company does not need significant measures to improve and modify it.

Fig.3.1. Competitiveness Radar

Product competitiveness analysis

Table 10

Options	Value for the boiler KVZH-2.0 (BZEM), gf	Value for the boiler VK-21 ("Rotor"), gan	Vector direction (+/-)	Parametric index value, I	Parameter significance, a (Sai=1)
1. Consumer options
Heating capacity	2,0	2,0	+	1,00	0,18
Working pressure, MPa	0,8	0,6	+	1,33	0,10
Steam temperature	70	60	+	1,17	0,13
Feed water temperature	115	115	+	1,00	0,14
Efficiency,%	92	88	+	1,05	0,16
Type of fuel	Similar (gas)			1,00	0,13
Cell area for installation	4720x3500	4500x3500	–	0,95	0,16
1. Economic parameters (III quarter 2001)
Price, thousand rubles	395,0	446,0	+	0,89	1,00

Fig.3.2. Boiler type KVZH

Analysis of the internal marketing environment provides the prerequisites for building an enterprise marketing strategy.

4. Development of the marketing program of the enterprise

4.1. Market strategy

Each Buyer wants to be tormented once by buying a boiler, but not everyone knows that various manufacturers under the brand name "boiler" sell products with different configurations. "Boiler" in the form of a pipe system with or without insulation is offered to their Buyers by Biyskenergomash, Izhevsk-Bummash, Uralkotlomash and others. Some factories supply their boilers in a complete set, but in bulk. This is how the Monastyrishchensky plant made its boilers. Almost completely (with the exception of fuel lines) DE Biysk can complete its own. And only JSC "Belenergomash" ships to the buyer all hot water boilers with a capacity of up to 8 MW and steam boilers up to 10 t / h in full factory readiness, which ensures their quick commissioning and low installation costs.

At present, the demand for transportable and modular boilers has increased, which can drastically reduce construction and installation costs, while at the same time ensuring a quick commissioning of the supplied equipment.

But the market is changing before our eyes. The buyer, having traveled abroad, conferences and exhibitions, today makes more and more stringent requirements: full automation, operation of a boiler house without attendants, small-sized, high-quality fittings, block burners, miniature automation. Such products are very expensive even from domestic producers, so they are beginning to appear only in the rich markets of the Moscow and Leningrad regions. But the periphery will also get rich, and our Buyer will also set these requirements.

The market began to demand MCU, working on various combustible waste from their production: husks, sawdust, bark. There is a competent, but not always fair price war in the MCU market. The one whose MKU will meet the market requirements of the current day will survive.

4.2. Commodity strategy

After implementing the strategies for entering the MCU market and retaining it, it is necessary to develop a strategy for expanding and deepening the occupied niche. In this sense, the following options for a commodity strategy are possible:

Renovation of small-sized MKU, creation of small but powerful block-modular boiler houses. This will require significant marketing costs, and although the expected demand for them in the future is able to recoup the costs, this option requires a long time to develop and study the changing market conditions.

An attempt to introduce imported automation. But imported automation is too expensive. In addition, attempts to sell a trial batch of boilers equipped with imported components showed that our Buyer is not yet ready for such prices, and it is unrealistic to offer a Mercedes at the price of a Moskvich.

Creation of block-boilers operating on renewable energy sources (wood bark, wood chips, sunflower husks, etc.). The demand for such boilers is explained by rising energy prices: oil and gas.

It is necessary to conduct large-scale market research and potential competitors in the field of steam and hot water boilers for industrial and municipal energy, as well as transportable boiler plants, boiler auxiliary equipment. This will allow you to find niches and determine the criteria for equipment by potential customers. The design department must constantly work to improve existing and develop new designs of steam and hot water boilers for these purposes. The existence of a modern boiler production and experienced professional staff in the joint-stock company makes it possible in the shortest possible time to arrange the production of the most popular, well-known boilers to buyers.

4.3. Sales policy

Sales policy requires special attention. The general financial and economic condition of the enterprise depends on it. The sales system at the plant is organized at a high level, but since OJSC "Belenergomash" has been on the MCU market relatively recently, it has all the prerequisites for a deeper penetration into this industry.

One of the most significant positive aspects in the market penetration strategy of JSC "Belenergomash" is the quality assurance system, which meets the requirements of international standards ISO 9001.

The quality of JSC "Belenergomash" products significantly exceeds the quality of competitors' analogues.

Specific strategic directions for capturing the market and strengthening our positions on it are:

· production of block-modular boiler-houses on the basis of own coppers and the boiler-auxiliary equipment;

· development of fundamentally new ideas in new designs of boilers, the implementation of which gives the boilers exceptional qualities (unusual external attractiveness, light weight, any unusual consumer properties).

In the production of Belgorod boilers, there is one significant feature - "hot" tests of the boiler at the manufacturing plant. Perhaps soon other competitors will be forced to follow suit. By the way, a laboratory for such tests has already been built at the Rumo company.

Each manufacturer in the market has its own philosophy and culture. Many competitors try to survive on the rampant lies in their advertising, but some (rather few) manufacturers attract buyers through the image of a "truthful seller". Belenergomash adheres to this strategy as well. Articles about boiler manufacturers are written by the manufacturers themselves or by interested parties (for example, owners of shareholdings). And they write only good things, there is practically no slinging of competitors in the press, only self-praise.

Boilers of OAO "Belenergomash" are among the most expensive industrial goods on the market, because they have attractive additional qualities. Competitors sometimes hold back the prices of their products for a long time, and even reduce them, attracting a buyer. Practice shows that such funds do not justify themselves: "even having reduced (as an experiment) the prices for household boilers by 2 times, we will not be able to significantly attract a buyer."

It is also necessary to intensify and expand the company's activities in the markets of the Middle East, Southeast Asia, primarily India and China, where the construction of thermal and nuclear power plants is expected in the period up to 2010.

A significant sector of the actively developing domestic market can be boiler houses of small unit capacity using various types of fuel. Domestic equipment in this market temporarily has low competitiveness due to the low quality and completeness of supplies, meanwhile, this sector is not difficult to develop. Especially for BZEM, since its products just meet all quality regulations.

Based on the foregoing, JSC "Belenergomash" should use at this stage a strategy of further penetration and expansion in the market, constantly improving the quality of products, as well as its after-sales service, which will make it possible to gain fame in the market of low-power boilers, heating installations and sets of equipment for boiler rooms.

Do not forget about such methods of product promotion as advertising, propaganda, publicity, public relations, etc. Only huge amounts of work and money spent by an enterprise on advertising in all its forms and manifestations (participation in exhibitions, conferences; organizing conferences at home; mailing thousands and thousands of flyers, catalogs, using the Internet) can provide a favorable image of the product and the company itself in the eyes of the general public.

4.4. Pricing strategy

The first question that the Buyer of a small boiler plant asks is "How much does it cost?". This led to strong price competition in the market of small boilers, to the desire to reduce the selling price in any way, and, as a result, to almost the same prices from different manufacturers at different technical levels and different configurations from all manufacturers. The buyer often acquires problems with the boiler, chasing its low price, without examining the equipment, the degree of factory readiness, types of factory tests, technical and environmental indicators. Therefore, as a pricing policy, it is necessary to adhere to the strategy of "following a competitor", leaving the current prices at the same level (this price level, in principle, satisfies both the manufacturer, the consumer and the client). The specificity of the goods offered by Belenergomash allows to maintain consumer demand, even at a price higher than that of competitors.

But despite the complete set, factory assembly and "hot" testing of boilers, selling prices for them must be maintained at the market level. At the same time, we should not forget that if, for example, Biysk boilers of the "DE" type are completed and completed on installation to the state of our boilers, they will cost the Buyer much more than Energomashevsky ones, not to mention the lost time.

4.5. Calculation of the effectiveness of marketing activities

The choice of marketing activities is based on the calculation of their economic efficiency. This involves comparing, on the one hand, the costs associated with the implementation of the marketing program, and, on the other hand, the market results of sales growth, as well as an increase in the profitability of products, the profit of the enterprise.

The volume of production of small boiler plants at JSC is increasing year by year. This indicates the competitiveness of this type of equipment. However, the increase in customer requirements for boilers suggests the need to modernize boilers and create a new type of boiler plants for automated boiler houses with dispatching service. The current stage of work with the customer is characterized by increased requirements not only for the technical level of the product, but also increased requirements for ergonomics and aesthetics of the product.

One of the proposed measures is to improve the design and equipping of KVZH boilers with modern automation.

It is necessary to determine the economic efficiency of introducing this measure into the production of MCU.

Using the data on sales profitability, output volume and aggregated costs for the implementation of the event, we calculate the profit, efficiency and payback of the event:

Profit change (annual) -

DP=P1-P0, where

P1 - profit after the implementation of the measure;

P0 - before implementation.

P=Vyr Rent, where

Vyr - proceeds from the sale of goods;

Rent - profitability of sales.

Estimated data: Rent=4.4%,

Price (P) \u003d 395 thousand rubles,

Production volume (Q) = 125 pcs.

Assuming the aggregated planned capital investments K = 1,000 thousand rubles, and the increase in demand after the implementation of the measure DQ = 10%, we get:

DP=P1-P0=Q1 P Rent - Q2 P’ Rent’

To simplify the calculations, we will not take into account changes in the price and profitability indicators after the implementation of the measure, then:

DP=125 1.1 395 0.044-125 395 0.044=217.25 thousand rubles

General efficiency:

E \u003d DP / K> 0.15, where

DP - annual change in profit,

K - one-time expenses for the implementation of marketing activities.

E=217.25/1000=0.21725>0.15

Payback period:

Т=К/DP=1000/217.25≈4.5 years

Conclusion: the effectiveness of this measure is higher than the standard (0.15), the payback period is 4.5 years - therefore, it can be considered as an effective method of increasing demand and expanding the sales market.

Conclusion

OAO "Belgorod Power Engineering Plant" has been specializing in the production of power equipment for more than 60 years. A powerful production base and the presence of developed engineering services make it possible to manufacture a wide range of power equipment: boilers for operation on all types of fuel, steam, hot water, power technology boilers and waste heat boilers for various technological equipment, as well as for gas turbines. In the nomenclature list of manufactured products there are more than 200 names of various boilers and auxiliary boiler equipment.

All types of products have the necessary licenses and certificates of conformity. The quality system of JSC "Belenergomash" is certified for compliance with the requirements of international standards ISO 9001-94. The products are successfully operated in more than 80 countries of the world.

The situation in the energy market is changing quite quickly - recently the prices for energy carriers have risen sharply: oil and gas. Therefore, in a number of regions there is an interest in the use of solid fuels. In this direction, the plant can also develop new strategies to expand the market.

At the enterprise, later than all in Russia, they began to create small boilers and developed them at the level of technical and scientific knowledge of the mid-90s. This was preceded by the construction of a research laboratory, the complete computerization of design research work, the study of the advantages and disadvantages of small boilers of competing factories. A huge amount of analytical work has made it possible to bring these boilers to a higher technical level, making them lighter and devoid of the shortcomings known from boilers from other manufacturers. For example, steam and water-heating fire-tube boilers are comparable in weight to the lightest Italian and Swedish boilers. The economic and environmental performance of small boilers also correspond to the level of knowledge of 1993 - 2000 and are the best among traditional manufacturers.

An analysis of the internal and external environment showed that the enterprise has all the prerequisites for a deeper penetration into various markets of power engineering. Competitiveness assessment shows that the product (small household hot water boilers) is in no way inferior to domestic analogue products, and in terms of quality it significantly surpasses them.

The main distinguishing features of Belenergomash boilers are as follows:

· 30-40% more cross-section of the furnace, which guarantees the formation (concentration) of nitrogen oxides below the permissible limits;

· increased reliability of cooling of the most heat-stressed sections of the boiler screens;

· the outer fencing of the furnace and the convective bundle is made of gas-tight panels, which leads to the exclusion of the use of heavy lining and the reduction of installation and commissioning time;

· eliminated the need for lining the bottom of the boiler, which leads to an increase in the overhaul period;

· delivery of coppers is carried out complete with all necessary equipment.

The volume of production of small boiler plants at JSC is increasing year by year. This indicates the competitiveness of this type of equipment. However, the information accumulated over the years and the increasing requirements of customers for boilers convince us of the need to modernize boilers and give them additional consumer properties. The effectiveness of this measure - 26% - indicates its feasibility.

JSC "Belenergomash" has a high technical potential, has two well-equipped laboratories for "hot" testing of small boiler plants, which ensures high quality and reliable operation of the supplied boiler equipment.

Well-established relations with design institutes, the presence in its composition of the installation and commissioning organization DAO "Belenergomashservice", allows JSC "Belenergomash" to carry out work on the construction of boiler houses on a turnkey basis from project development to commissioning with subsequent adjustment, which will provide the customer with all complex of works on commissioning of heat engineering equipment.

List of used literature

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Distribution channels for industrial products

Unlike consumer goods, which we purchase for personal use, industrial goods are consumed by enterprises and their market is different from the markets for consumer goods.

Measures to expand the sales market

Market expansion.

Consider these basic marketing strategies.

A) new users

Johnson & Johnson has achieved one of the most significant successes in creating a new class of baby shampoo consumer. Statistical data and demographic forecasts spoke of the reality of the threat of a decrease in its sales due to a decrease in the birth rate. The company's marketers noticed that other family members often use baby shampoo, and proposed an advertising campaign aimed at adult consumers. After some time, Johnson & Johnson baby shampoo became the leading brand in the shampoo market. Another example: Oil of Ulay, an anti-wrinkle cream intended for women, is now advertised in teen stores [*5, p.451].

B) New ways to use the product

A classic example of market expansion through a new way of consuming a product is the story of Du Point's invention of nylon. Every time nylon seemed to reach maturity, Du Point discovered a new way to use it. Nylon was used for the production of parachutes, the manufacture of ladies' stockings; later women's blouses and men's nylon shirts became popular. It was then used in the manufacture of car tyres, seat upholstery and carpeting. Each new way to use it opened up a new product life cycle. However, it is unlikely that nylon would have such a glorious fate without a research program aimed at finding new ways to use the product [*8, p.29].

C) Increasing the intensity of product use

An example of creativity in stimulating product usage was demonstrated by the French company Michelin Tire, which set itself the goal of encouraging motorists to continue their trips, which was supposed to lead to the need for frequent tire changes. The company made a non-trivial move - it took part in the classification of the best French restaurants, during which it turned out that the best culinary forces of France are concentrated in the south of the country. As a result, poor Parisian gourmets were forced to turn the wheel for hours in the direction of Provence or the Riviera, checking the path according to the published guide [* 5, p. 452].

Protecting your market share

Expansion of the market for goods is one of the three main factors in the growth of the profit of the organization, as evidenced by the following formula:

where P b - the balance sheet profit of the organization;

i \u003d 1, 2 ... n - the number of items of goods produced by the organization;

Пi - selling price of the i-th product;

C i - the cost of the i-th product;

N i - the program for the release of the i-th product for the analyzed period;

H - VAT and sales tax for the organization as a whole for the same period.

What is the mechanism of influence of three factors on profit?

With an increase in the quality of goods and the quality of service, as well as with a decrease in costs in the sphere of its consumption, the price rises. The effect of the implementation of measures to improve the quality of the goods, which directly affects the degree of satisfaction of the needs of the consumer and his costs of operating the goods, should be divided approximately in equal shares between the manufacturer and the consumer, otherwise one of them will be of little interest. This division is carried out through the price.

For example, the manufacturer spent 3.5 million USD on the development and implementation of measures to improve the quality of goods and the quality of its service. The event will run for three years. The annual program for the release of goods - 80 thousand pieces. Unit price of old goods - 120 USD, new - 150 USD. The consumer's savings due to the use of a higher quality product is 12 million USD. /PCS. Then the economic effect from the introduction of measures to improve the quality of goods between the producer and the consumer, without taking into account the time factor, will be distributed as follows:

additional consumer costs:

80000 x 3 x (150 - 120) x 10 -6 \u003d 7.2 million c.u.;

economic effect received by the consumer:

savings minus costs \u003d 12 - 7.2 \u003d 4.8 million c.u.;

the manufacturer will receive an economic effect (profit) in the amount of:

7.2 - 3.5 = 3.7 million c.u.

Thus, the economic effect from the development and implementation of measures to improve the quality of goods between the manufacturer and the consumer will be distributed in proportion: 56% - to the consumer and 44% - to the manufacturer. Given that the manufacturer, when calculating the price and effect, as a rule, overestimates its costs, focusing on the uncertainty of the situation and the difficulties in mastering the innovation, we will consider the distribution of the effect to be fair.

With the expansion of the sales market for goods, the profit of the organization increases proportionally. Therefore, to solve this problem, it is necessary to solve previous problems (see paragraphs 5.6.1-5.6.4) using strategic marketing methods (see Figure 5.5) and implement these developments at subsequent stages of the product life cycle.

5.7. Control subsystem

This subsystem includes the following components:

Personnel management in the strategic marketing service;

Development and control over the implementation of strategic management decisions.

Let's take a quick look at these components.

Principles of personnel management

All problems arising in the control system (management) of any objects are solved by people.

The head (manager) as a subject of management must analyze the situation, predict the strategy and organize operational management for its implementation. And the performer as an object of management must implement the management decision made by the leader. In this case, the leader and the performer face completely different tasks. Therefore, from a methodological point of view, it is unlawful to apply the same principles of management to the subject and object.

The main conditions that determine the degree of achievement of management goals are the professionalism, organization and decency of the leader. And the higher the level of the manager's hierarchy, the higher the complexity of the problem and the responsibility for its solution, the higher the manager's salary.

It is much easier for a lower-level manager (for example, a foreman, head of a research sector) to perform his functions compared to a top-level manager (head of an organization, enterprise), and for an executor (for example, a designer of the third category, a worker) - even easier.

The manager in his work has to solve problems from any field: engineering, technology, organization, economics, psychology, ecology, as well as in the field of functions and management methods, etc. Therefore, it seems to us, the principles or rules of the work of a leader should concentrate all the previously considered principles of economic and quality management, planning, team building, operational management, etc. This is a very large circle of principles, under which leaders (top and middle managers) can achieve the goal of the system.

Thus, when forming the structure and content of the principles of personnel management, we will proceed from the following premises: 1) comprehensive coverage of the main principles of the organization's activities in the main areas; 2) ranking of managers and performers (specialists) according to the level of hierarchy; 3) differentiation of the number of applied principles of work depending on the complexity, repeatability and cost of the management task.

In table. 5.11 shows the principles of the work of a senior manager as a subject of management. If he acts as an object of control in relation to a higher subject, then he should be guided by the principles of the work of the performer.

The number of principles of work of middle and lower managers as subjects of management is the same as that of a top manager, the differences are in the depth of studying the situation and predicting the parameters of the problem. The more complex and expensive the problem, the deeper it must be worked out and the more principles must be applied.

Table 5.11

original document?


introduction
1 Theoretical foundations of product marketing in market conditions

1.2 Methodology for assessing the effectiveness of the marketing policy of the enterprise
1.3 The main directions of measures to expand sales markets for products
2 Analysis of the organizational and economic activities of Balezinsky Casting and Mechanical Plant OJSC


2.1.2 The product range of the foundry and mechanical plant
2.2 Analysis of the internal environment of the enterprise
2.3 Analysis of the external environment of the enterprise
2.4 Analysis of the main economic results of the enterprise
3 ANALYSIS OF THE SALES ACTIVITIES OF OJSC BALESINSKY FOUNDRY AND MECHANICAL PLANT AND DEVELOPMENT OF MEASURES TO EXPAND ITS SALES MARKET
3.1 Analysis of the activities of the enterprise for the sale of products
3.1.1 Characteristics of the marketing service
3.1.2 Characteristics of sales activities
3.1.3 Competitive analysis
3.2 Statement of the problem and identification of goals
3.3 Measures to expand the market for the company's products
3.4 Analysis of the economic efficiency of the developed measures.

4 SAFETY AND ENVIRONMENTAL FRIENDLY OF PROJECT ACTIVITIES
4.1 Analysis of hazardous and harmful factors in the premises
4.2 Organization of workplaces in the premises
4.3 Creating rational workplace lighting
4.4 Ensuring optimal weather conditions
4.5 Ensuring the requirements of technical aesthetics
4.6 Protection against noise and harmful factors
4.7 Ensuring electrical safety and fire safety
4.8 Ways to solve the environmental problems of the region
conclusion

APPENDIX A. Consolidated profit and loss statement of Balezinsky Casting and Mechanical Plant OJSC for 2011 - 2013
APPENDIX B. Change in marketing characteristics at various stages of the life cycle according to I. Ansof

The object of research in the thesis work is OJSC Balezinsky Foundry and Mechanical Plant.

The subject of the study is the sale of products at the enterprise.

The purpose of the thesis is to develop measures to expand the sales market of products based on the existing theoretical developments and generalization of the practice of manufacturing enterprises.

The main goal defines the objectives of the study, structurally repeating the content of the thesis:

- to consider the theoretical foundations of the sale of products in market conditions;

- conduct an analysis of the economic activity of Balezinsky Casting and Mechanical Plant OJSC;

- consider the markets for the products of the object of study;

- determine the strengths and weaknesses of the existing marketing strategy for the company's products;

- to develop measures to expand the markets for the products of the object of study;

- consider the safety and environmental friendliness of the proposed activities;

- give an economic justification for the proposed activities.

The structure of the thesis work is determined on the basis of the need to comply with the logic of the presentation of the material, the definition of cause-and-effect relationships and the interaction of factors of the objects and problems under study.

The thesis consists of an introduction, four sections, a conclusion, a list of references and applications.

The introduction considers the relevance of the chosen topic of the thesis, defines the goals and objectives.

In the first chapter of the thesis, the theoretical foundations of the sale of products in market conditions are considered, the main directions of the event to expand the markets for the sale of products are studied.

The second chapter considers the general organizational and economic characteristics of the enterprise. The main problems are highlighted.

The third chapter of the thesis is devoted to the analysis of the marketing activities of the enterprise, the identification of weaknesses and the development of measures to expand the markets for the company's products. An economic rationale for the proposed activities is also given.

The fourth chapter discusses the safety and environmental friendliness of project activities.

The conclusion reflects the conclusions of a theoretical and practical nature.

The list of references contains a list of monographs and other literature studied in the process of developing this topic.

1 THEORETICAL FOUNDATIONS OF PRODUCTS SALES IN MARKET CONDITIONS

1.1 Concept, meaning, functions of marketing and marketing policy of the enterprise

The main content and principle of marketing - meeting the needs of consumers - provides not only the production of the necessary goods, but also bringing these goods to the consumer in a convenient way for him, in a convenient place and at a convenient time. Sales contribute to this.

There are two interpretations of the concept of sales - a narrow one, covering only its final phase - direct communication between the seller and the buyer about the sale of goods, and a broad one, characterizing sales as the distribution and movement of goods from places of production to places of sale, as well as the process of sale.

Sales goals are derived from the goals of the enterprise, among which the goals of profit maximization currently prevail. Achieving this goal is possible with the successful implementation of the following tasks in the field of marketing activities:

2) the choice of rational distribution channels for the distribution of goods;

3) minimization of total costs in the business cycle of the goods, including the costs of after-sales service and consumer service.

The main marketing functions can be grouped into three groups:

1. Functions of planning;

2. Functions of the organization;

3. Functions of control and regulation.

2 ANALYSIS OF THE ORGANIZATIONAL AND ECONOMIC ACTIVITIES OF JSC "BALEZINSKY CASTING AND MECHANICAL PLANT"

2.1 General characteristics of the enterprise

2.1.1 Organizational and legal characteristics of the enterprise

Balezinsky Foundry and Mechanical Plant was founded in December 1948. Initially, the enterprise was called the artel "Foundryman" and specialized in melting and manufacturing utensils from food aluminum - frying pans, boilers, pots, as well as sewn utensils - buckets, basins, sinks for washbasins.

A year later, on the basis of the artel, the production of cast iron products was launched. In 1956, the artel was renamed the Balezinsky Foundry and Mechanical Plant. During its history, the company has gone through several reorganizations, but has retained its name and activity profile to this day.

Reorganized and registered on December 25, 1992 by the Inspectorate of the Ministry of the Russian Federation for Tax Collections No. 2 for the Udmurt Republic as a joint stock company operating on the basis of the Civil Code.

The Company is a legal entity and organizes its activities on the basis of the Charter of the enterprise and the current legislation. The charter of the company is the founding document of Balezinsky Foundry and Mechanical Plant OJSC.

The requirements of the company's charter are binding on all bodies of the company and its shareholders.

list of USED SOURCES

1. "Civil Code of the Russian Federation // ATP "Consultant Plus"

2. Federal Law of February 8, 1998 N 14-FZ (as amended on December 29, 2012) “On Limited Liability Companies” // ATP “Consultant Plus”

3. Akulich I. L. Marketing / I.L. Akulich. - Textbook. - Mn.: Vysh.shk., 2010.

4. Afitov E.A. Planning at the enterprise: Proc. Benefit. – Mn.: Vysh. school, 2011.

5. Barinov V. A. Strategic management: Proc. allowance. - M.: INFRA-M, 2011. - 235 p.

6. Bereza, E.N. Formation of the marketing strategy of the enterprise: Dis. for the degree of candidate of economic sciences. - St. Petersburg, 2010. - 128 p.

7. Vaysman E.D., Solovieva I.A. Positioning maps in the development strategy of the company / Vaisman E.D.// Marketing - 2010. - No. 1

8. Vinogradova S.N. Commercial activity: Textbook / S.N. Vinogradov. – Mn.: Vysh. school, 2010.

9. Doyle P. Marketing management and strategies / P. Doyle. - 5th ed. - St. Petersburg. and others: PETER, 2013. - 538 p.

10. Zhikh E.M. Marketing: how to conquer the market? / Zhikh E.M., Pankrukhin A.P., Solovyov V.A. - St. Petersburg: Peter, 2009. -125 p.

11. Zvezdova, A.B., Turovskaya, M.S. Marketing: strategy and organization: Textbook. Part 1. - St. Petersburg: Institute of Additional Professional Education of the Employment Service, 2012. - 91 p.

12. Kotler, F. Armstrong, G., Saunders, D., Wong, V. Fundamentals of Marketing: Per. from eng. – 2nd European ed. – M.; SPb. Williams Publishing House, 2000 - 944 p.

13. Maslova T.D., Bozhuk S.G., Kovalik L.N. Marketing: Textbook. - St. Petersburg. and others: PETER, 2012. - 400 p.

14. Meskon M. H., Albert M., Hedouri F. Fundamentals of management: Per. from English. 2nd ed. - M.: "Delo", 2009. - 702 p.

15. Moiseeva, A.K. Modern enterprise, competitiveness, marketing, renewal / A.K. Moiseeva, Yu.P. Aniskin. - M.: 2010. - 567 p.

16. Naumova L. M. Marketing: Technology of market success in tables, figures, aphorisms: Textbook. - Yoshkar-Ola: MarGTU, 2011. - 264 p.

17. Naumov V.N. Sales marketing. [Electronic resource]

18. Ogvozdin, V.Yu. Quality management: Fundamentals of theory and practice: textbook. allowance / V.Yu. Ogvozdin. - 6th ed., revised. and additional - M.: "Business and Service", 2013. - 288 p.

19. Romanov L.E. Methods for building a sales strategy for products // Questions of Economics, No. 6, 2011.

20. Savitskaya G.V. Analysis of the economic activity of the enterprise / G.V. Savitskaya. - 4th ed., revised. and add.-M.: INFRA-M, 2005. - 328 p.

21. Semenov I.V. Strategic marketing in the formation of competitive advantages / Semenov I.V. / / Marketing - 2011. - No. 1

22. Khrutsky V.E. Modern marketing / Khrutsky V.E., Korneeva I.V., Avtukhova E.E. 3rd ed. - M .: "Finance and statistics", 2011.

23. Fedorkova, N.V. The direction of achieving competitiveness based on increasing the level of flexibility / N.V. Fedorkova // Bulletin of VSTU. - Voronezh, 2011. Issue. 5.2. - S. 146-149.

24. Fedorova M. S. Development of the marketing strategy of the enterprise [Text] / M. S. Fedorova // Young scientist. - 2011. - No. 5. T.1. - S. 232-234.

25. Feoktistova E.M., Krasnyuk I.N. "Marketing: theory and practice", Moscow, "High School", 2009.

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Development of measures to expand the sales market for products

Introduction

1. Theoretical part

1.1. The concept of marketing

1.2. Distribution channels for industrial products

1.3. Measures to expand the sales market

1.4. Protecting your market share

2. Comprehensive market analysis

2.1. Description of the general business environment

2.2. Product study

2.3. Competitor analysis

2.4. Demand Analysis

3. Analysis of the internal marketing environment

3.1. Production

3.2. Distribution and marketing of products

3.3. Organizational structure

3.4. Marketing

3.5. Finance

3.6. Summary table of analysis of the internal marketing environment

3.7. Product competitiveness assessment

4. Development of the marketing program of the enterprise

4.1. Market strategy

4.2. Commodity strategy

4.3. Sales policy

4.4. Pricing strategy

4.5. Calculation of the effectiveness of marketing activities

Conclusion

List of used literature

Distribution channels for industrial products

Measures to expand the sales market

Protecting your market share

5.7. Control subsystem

Principles of personnel management

The main directions for improving the planning of output and sales of products. Development of measures to expand the sales market for the products of the Balezinsky Casting and Mechanical Plant

How much does it cost to write your paper?

Thank you, an email has been sent to you. Check your mail.

Development of measures to expand the sales market for products

1.2. Distribution channels for industrial products

1.3. Measures to expand the sales market

1.4. Protecting your market share

2.1. Description of the general business environment

2.2. Product study

2.3. Competitor analysis

3.1. Production

3.2. Distribution and marketing of products

3.3. Organizational structure

3.4. Marketing

3.5. Finance

3.6. Summary table of analysis of the internal marketing environment

4.1. Market strategy

4.2. Commodity strategy

4.3. Sales policy

4.4. Pricing strategy

Distribution channels for industrial products

Measures to expand the sales market

Protecting your market share

5.7. Control subsystem

Principles of personnel management