Introduction
Section 1 Analysis of the activities of individual entrepreneur T.I. Kolpakova
1.1 general characteristics IP Kolpakova T.I.
1.2 Characteristics of the internal environment of individual entrepreneur T.I. Kolpakova
1.2.1 Main activities
1.2.2 Production function analysis
1.2.3 Personnel management
1.2.4 Financial performance indicators
1.2.5 Marketing management function
1.3.1 Competitors
1.3.2 Suppliers
1.3.3 Consumers
1.4 SWOT analysis
Section 2 Organization of a trading enterprise: Theoretical aspect
Section 3 Development of programs for the development of activities of the retail trade enterprise "Panda"
3.2 Introduction of merchandising methods into the practice of individual entrepreneurs Kolpakova T.I.
3.3 Improving work with suppliers
3.4 Activities to promote goods I.P. Kolpakova T.I.
4.1 Structure of trade turnover
Conclusion
List of sources used
In the process of commercialization of the Russian economy, such an important form of sales of goods as retail trade acquires special significance.
Retail trade is the final form of selling goods to the end consumer in small volumes through shops, pavilions, trays, tents and other retail outlets. Commercial sales work in retail trade enterprises, unlike wholesale enterprises, has its own characteristics. Retail trade enterprises sell goods directly to the public, that is, to individuals, using their own specific methods and methods of retail sales, and finally complete the appeal from the manufacturer of the product.
Trade services to the population presuppose the presence of specially designed and equipped premises, adapted for the best service to customers, the selection and formation of a trade assortment and the possibility of its prompt change in accordance with the changing demand of the population, constant study and consideration of consumer needs of customers, the ability to offer and sell goods to each specific person .
The development of retail trade requires the creation of special services for the study and forecasting of consumer demand, the formation of an optimal assortment of goods, the analysis and determination of progressive forms and methods of retail trade at the level of the region, region, region, district with the strict support of state and municipal authorities in order to control the progress of retail trade, the development of new types of products and goods.
Effective organization of management within retail trade contributes to the growth of trade turnover and fairly complete satisfaction aggregate demand population and achieving commercial success.
The relevance of the chosen topic lies in the increasing importance of the development of retail trade, since it is retail trade that allows not only to dynamically respond to changes in the market environment, but also to improve the quality of life by timely satisfying the needs of each consumer.
The goal of the diploma project is to develop a program for the development of the activities of a retail trade enterprise using the example of individual entrepreneur T.I. Kolpakova.
To achieve this goal, the following tasks must be solved:
Analyze the current activities of individual entrepreneur T.I. Kolpakova;
Identify shortcomings in the activities of individual entrepreneur T.I. Kolpakova;
Study the theoretical aspects of activity;
The object of this diploma project is the trade organization of individual entrepreneur T.I. Kolpakova.
The subject of the diploma project is the commercial activity of individual entrepreneur T.I. Kolpakov.
1.1 General characteristics of IP Kolpakova T.I
Individual entrepreneur Tamara Ivanovna Kolpakova began her activity in 1998, from the moment she received a Certificate of entry into the Unified State Register of Individual Entrepreneurs of an entry about an individual entrepreneur registered before January 1, 2004. In accordance with the law “On state registration of legal entities and individual entrepreneurs”.
The organization was created without a time limit, but can be reorganized or liquidated in accordance with current legislation.
The location and postal address of the company is: Russian Federation, 183000, Murmansk, Kolsky Ave. 7
The organization has several branches.
Branches carry out activities on behalf of the organization. The organization is responsible for the activities of its branches. The heads of branches are appointed by the director, represented by T.I. Kolpakova.
The organization operates on the basis of a Certificate of entry into the Unified State Register of Individual Entrepreneurs of an entry about an individual entrepreneur registered before January 1, 2004.
1.2 Characteristics of the internal environment of IP Kolpakova T.I.
1.2.1 Main activities
The organization was created to meet the needs of the population for non-food products, increase the material well-being of its employees, ensure employment of the population, increase revenues to the local budget and make a profit.
The organization is engaged in the purchase and delivery of non-food products, namely women's clothing, and their delivery to its own stores and further sale to consumers.
Organizational structure of IP Kolpakova T.I. is quite simple due to its small size and relatively small number of employees. The organization employs 12 people, namely a director, an accountant, 2 administrators, a manager, 3 cashiers and 7 sales consultants.
The purpose of the organization’s activities is to satisfy the public need for consumer goods, goods, services, to provide a wide range of high-quality services, as well as to implement, on the basis of the profit received, the social and economic interests of the workforce and the director of the organization.
The economic activity of an enterprise in modern Russia is carried out in a market environment, the features of which determine the functioning of its financial mechanism. The need to achieve the goals of entrepreneurship determines the need for systematized knowledge about the ways of formation and operation of economic structures, methods for increasing the efficiency of the production and commercial activities of the organization.
For normal functioning, enterprises must have certain financial resources. The financial potential of the enterprise is formed in such a way as to ensure growth in sales, income, profit, and other indicators of economic activity. The financial condition of an enterprise is characterized by a set of indicators that reflect the process of formation and use of financial resources (capital), fulfillment of obligations to the state and partners. It is a criterion for assessing the financial competitiveness of an enterprise.
To achieve the goal of the organization, it is necessary to solve the following tasks:
Studying methods for analyzing the most important economic indicators recommended by scientists for application to the information of an organization’s financial statements;
Determining the composition of key indicators that determine the financial condition of the organization and its change as a result of economic activities;
Application of a methodology for analyzing indicators of the financial condition and financial results of the economic activities of a retail trade enterprise;
Summarizing the results of the analysis and developing directions for strengthening the financial position of a retail enterprise.
The organization’s task is to take a confident position in the outerwear market, carry out marketing activities and identify the desired segment among consumers, establish stable relationships with product suppliers, find a stable bank to obtain financing for the further growth of the organization, and enter the regional sales market.
The scale of activity within the city, that is, trade is carried out through a network of stores - two stores in the city, and in the future there will be an increase in the number of sales points. In the context of the global financial crisis, increasing the scale of activity is impossible due to the fall general level income of the population and, as a result, a decrease in purchasing power (a drop in demand for outerwear).
The organization's retail outlets are located in the city center, which is due to the high traffic of potential consumers both on weekends and on weekdays.
There is a point of view that the image of a store consists of two intersecting components - the general functional advantages of the type of trading enterprise (specialized, universal, discount, warehouse store, etc.) and the specifics of a particular store belonging to one type or another. This means that buyers choose a place to make a purchase based on two groups of factors: their own preferences (evaluation criteria) and specific characteristics of the store. In each market segment, buyers form a store image for themselves, guided by indicators that seem most significant to them.
The organization in this case will represent the image of a specialized store; the specificity of the store will be that it presents goods only for women and only outerwear. Buyers form the image of a store based on one criterion of their own preferences.
The nature of production cooperation, the supply and sales system.
The organization's supply and sales system is managed by the director
The organization's sales policy is focused on:
Obtaining business profit in the current period, as well as providing guarantees for its receipt in the future;
Maximum satisfaction of effective consumer demand;
Long-term market stability of the organization, the competitiveness of its products;
Creating a positive image of the organization in the market and its recognition by the public.
The sales policy, formulated on the basis of sales goals and objectives, must correspond to the business concept of the organization (what the organization is, why it is stronger than competitors, what is its desired place in the market, etc.), as well as the adopted course of action (guidelines).
When founding the Panda chain of stores, the director set himself clear goals:
Making profit;
Studying the consumer and researching the motives of his behavior in the market;
Analysis of the enterprise market itself;
Research of product and type of service;
Analysis of sales forms and channels;
Analysis of the volume of turnover of the enterprise;
Studying competitors, determining the forms and level of competition;
Determining the most effective ways to promote goods on the market;
Studying the “niche” market.
After a detailed study of the market, profitable contracts were concluded.
Efforts were then aimed at ensuring the smooth flow of goods into the retail chain throughout the month.
Enterprise planning and organization.
The company is headed by a director who organizes all work
enterprise and bears full responsibility for its condition. Director
represents the enterprise in all institutions and organizations, manages the property of the enterprise, concludes contracts, issues orders for the enterprise, in accordance with labor legislation, hires and dismisses employees, applies incentive measures and imposes penalties on the organization's employees, opens bank accounts for the organization. The manager manages the enterprise on the basis of a certain organizational structure. The structure of the enterprise and its divisions is determined by the enterprise independently.
When organizing an enterprise, the manager takes into account the following factors:
The nature of the production process, its intensity, rhythm
duration;
Climatic state of the environment and production
premises;
Interior and production design;
The nature of material and moral incentives;
Moral and psychological climate in the production team;
Forms of organization of information services and level of equipment of workplaces;
The state of the social and material environment of workers.
The work of the organization of IP Kolpakova T.I. can be described as follows:
The administrator is a specialist in managing the circulation of goods, organizes work in the store.
Organizational structure of IP Kolpakova T.I.
Figure 1 - Organizational structure of IP Kolpakova T.I.
IP Kolpakova T.I. uses a linear-functional organizational structure. The advantage of this structure is that there is unity of command in the organization, that is, the manager concentrates the leadership of all departments in his hands, at the same time, this structure is simple and economical
In IP Kolpakova T.I., the staff participates in the management of the organization. This means that the manager takes into account the opinions of the organization’s employees when making important decisions and obtaining information on issues directly affecting the interests of employees. The manager also discusses with senior staff the plan for the socio-economic development of the organization, the development and adoption of collective agreements. Participation of personnel in the distribution of profits received from the sale of products. Also, for active participation in the activities of the organization, they are rewarded with a monthly bonus.
The stores of the Panda retail chain use their own technology for selling goods, developed taking into account the individual characteristics of the buyer. The sales technique consists of the following steps:
Visual contact with the buyer - when entering the store, the seller must establish visual contact with the buyer, say hello, pay attention to which part of the store the buyer is going to;
Identifying needs - the seller must identify which group of products interests the buyer. This is done using so-called open questions;
Consulting – the seller is obliged to tell the buyer about all the technologies used in the product, to offer him an alternative (color, size, product);
Trying on - the seller must help the buyer select the model he is interested in, select the size, and carefully monitor the buyer’s reaction;
Making a purchase - the seller must accompany the buyer to the cash register, pack the goods, talk about the technique for using the goods, explain what to do if a manufacturing or other defect is discovered;
Completion of the purchase - the seller must thank the buyer for the purchase, tell about seasonal sales and discounts, and invite them to the store for their next purchases.
The existing sales technique is aimed at working with the buyer as efficiently as possible. Employees independently conduct sales training before their working day, aimed at identifying weaknesses in the developed technology.
Sale form – sale with open display of goods
Using the reference catalog<<Товары и цены>> was selected
the following equipment:
Table 1 – Production equipment of the Panda store
The degree of mechanization and automation of production and management processes.
The stores of the Panda retail chain have a high degree of automation of trading processes. Retail outlets use cash registers of the AMC-100 K type (allows you to connect electronic scales, as well as a barcode scanner), as well as terminals for accepting non-cash payments (bank payment cards, credit cards such as Master Gold, Visa electron, Maestro, etc. .p.) SHTRIH-MobilePAY II. The 1C: Trade and Warehouse program is also used.
Level of specialization, cooperation and concentration of production
Non-production area, specialization – trade in textile products.
1.2.3 Personnel management
Currently, two approaches to selection have been formed, carried out after familiarization with the candidates’ documents, their oral and written recommendations:
An interview (or interview), which is the most common and cheapest method of personnel selection, but its results largely depend on the knowledge and skills of the employees conducting the interview, i.e. the role of the subjective factor is great here;
Tests that help predict how effectively a future employee will be able to carry out professional activities.
Assessment of personnel work activity is a purposeful process of establishing compliance of qualitative characteristics of an individual (character, abilities, skills, motivation) with the requirements of the organizational role being performed. This assessment includes:
Current monitoring of performance results;
Carrying out various certification activities;
Analysis of the results of ongoing monitoring and certification;
Communicating the results of ongoing monitoring and certification to employees.
The main purpose of assessment and analysis of work activity is to obtain objective information about the results of employees’ work, the required efforts to achieve these results, and the satisfaction of employees with working conditions and the rewards received.
The work of the organization of IP Kolpakova T.I. , can be described as follows:
The head of the organization is the director - the duties of the director include representative functions and control functions over the activities of his subordinates. All transactions are carried out by the director.
The chief accountant is the person who maintains accounting records in the individual entrepreneur T.I. Kolpakova.
An administrator is a specialist in managing the circulation of goods and organizes work in the store.
Cashier is an official who manages a cash register and is responsible for issuing and receiving money.
Manager - manages the production activities of groups of store employees.
Sales consultants are officials who sell products and are responsible for order in the sales area, display and accounting of products.
In IP "Kolpakova T.I." personnel participate in the management of the organization. This means that the manager takes into account the opinions of the organization’s employees when making important decisions and obtaining information on issues directly affecting the interests of employees. The manager also discusses with senior staff the plan for the socio-economic development of the organization, the development and adoption of collective agreements. Participation of personnel in the distribution of profits received from the sale of products. Also, for active participation in the activities of the organization, they are rewarded with a monthly bonus.
In IP "Kolpakova T.I." A linear organizational structure is used. The advantage of this structure is that there is unity of command in the organization, that is, the manager concentrates the leadership of all departments in his hands, at the same time, this structure is simple and economical (see Appendix).
Leadership style is the way a leader behaves in influencing subordinates and encouraging them to achieve the goals of the organization.
IP "Kolpakova T.I." uses a democratic leadership style. That is, the leader listens to the opinions of subordinates when making any decisions.
1.2.4 Financial performance indicators
See Appendix A (balance sheet).
A1 - The most liquid assets. These include all cash items of the enterprise and short-term financial investments.
A2 - Quickly realizable assets - accounts receivable, payments for which are expected within 12 months after the reporting date.
A3 - Slowly moving assets - items in Section II of the balance sheet asset, including inventories, value added tax, accounts receivable (payments for which are expected more than 12 months after the reporting date) and other current assets.
A4 - Hard-to-sell assets - items in section I of the balance sheet asset - non-current assets.
Balance sheet liabilities are grouped according to the degree of urgency of payment:
P1. The most urgent obligations include accounts payable.
P2. Short-term liabilities are short-term borrowed funds, etc.
P3. Long-term liabilities are balance sheet items related to sections V and VI, i.e. long-term loans and borrowed funds, as well as deferred income, consumption funds, reserves for future expenses and payments.1. The current ratio shows whether the company has enough funds that can be used to pay off its short-term obligations during the year. This is the main indicator of the solvency of an enterprise. The value of this coefficient should be in the range of 1-2. Naturally, there are circumstances in which the value of this indicator may be greater, however, if the current liquidity ratio is more than 2-3, this, as a rule, indicates an irrational use of the enterprise’s funds. A value of the current liquidity ratio below one indicates the insolvency of the enterprise.
From balance sheet data:
Table 2 – Liquidity indicators of individual entrepreneur T.I. Kolpakova
The current liquidity ratio is determined by the formula
KTL = (A1 + A2 + A3) / (P1 + P2).
KTL1= 87505/14048=6.22
KTL2= 107974/19711=5.47
Since KTL1 and KTL2 are greater than 3, we can conclude that the company is using its funds irrationally.
The quick liquidity ratio, or the “critical assessment” ratio, shows how much an enterprise’s liquid funds cover its short-term debt. Liquid assets of an enterprise include all current assets of the enterprise, with the exception of inventory. This indicator determines what proportion of accounts payable can be repaid using the most liquid assets, i.e. it shows what part of the enterprise’s short-term liabilities can be immediately repaid using funds in various accounts, short-term securities, as well as settlement proceeds. The recommended value of this indicator is from 0.7-0.8 to 1.5.
The quick liquidity ratio is determined by the formula
KBL = (A1 + A2) / (P1 + P2).
Tk. KBL1 and KBL2 are greater than the value of 1.5, then we can conclude that the company cannot pay off its accounts payable immediately from funds in various accounts, in short-term securities, as well as settlement proceeds.
The company can repay the accounts payable immediately. The value of this indicator should not fall below 0.2.
The absolute liquidity ratio is calculated using the formula
KAL = A1 / (P1 + P2).
Because KAL1 and KAL are greater than 0.2, therefore the company can pay off its debt immediately.
For a comprehensive assessment of the liquidity of the balance sheet as a whole, it is recommended to use the general indicator of liquidity of the balance sheet of the enterprise, which shows the ratio of the sum of all liquid funds of the enterprise to the sum of all payment obligations (short-term, long-term, medium-term), provided that various groups of liquid funds and payment obligations are included in the specified amounts with certain weighting coefficients that take into account their significance in terms of the timing of receipt of funds and repayment of obligations.
The value of this coefficient must be greater than or equal to 1.
The overall balance sheet liquidity indicator is determined by the formula
COL = (A1 + 0.5A2 + 0.3A3) / (P1 + 0.5P2 + 0.3P3).
1.2.5 Marketing management function
The choice of store location is determined by the following factors:
Proximity to the buyer.
The shops are located on the central streets of the city of Murmansk (Chelyuskintsev St. and Knipovich St.). They are the main transport artery of the city of Murmansk, several thousand cars pass through it every day.
Transport flows in the area of trade.
Transport connections on the streets of Knipovich and Chelyuskintsev are dense. The main traffic flows are to and from the central part of the city. Public transport stops are located 15-25 minutes from the shops.
Table 3 - Characteristics of the location of the object
1.3 Characteristics of the external environment of IP Kolpakov
1.3.1 Competitors
The choice of a specific market is determined by both the circle of competitors of the company and the possibilities of its positioning. Studying the position of competitors allows the company to decide the question: Whether to take a position close to the position of one of the competitors, or try to fill one identified in the market<брешь>?
In terms of location, the stores of IP Kolpakov have competitors located in the Rus shopping center; on Chelyuskintsev Street this is the Spartak store,
"Fedor", "Clothing Market". Since the stores of IP Kolpakova occupy a position next to competitors, it is necessary to make an attempt to differentiate their offer due to the product, its price and qualitative differences.
However, a buyer, in search of the thing he needs, can go to any part of the city to satisfy his needs, so one should consider not only nearby competitors, but also the positions of competitors in the city as a whole.
The strength of competitors is also regular professional advertising of their stores and their products.
The weakness of competitors is that the range of products is mainly made in China. IP Kolpakova’s store offers its customers a wide selection of high-quality, inexpensive, stylish clothing from leading Greek manufacturers, which makes it competitive.
Table 4 -Comparison of competitors
The comparison results revealed that the set of evaluation criteria for the Panda store gives an equal amount of points among its competitors.
It follows from this that the store of IP Kolpakova T.I. Panda is competitive.
1.3.2 Suppliers
IP Kolpakova T.I. in its activities it uses goods purchased in Greece. The purchase is made through an intermediary, whose role is performed by the company<<Нео-Торг>>, located in Moscow and having established relationships with fur coat manufacturers in Greece. Thanks to this, IP Kolpakova T.I. saves time on purchasing goods because Pre-ordering is carried out on the Internet (http://firm.optomvse.ru).
This also allows you to save money, which consequently affects the price of the product to a lesser extent, because There is a system of discounts and there is no need to fly Moscow-Athens.
1.3.3 Consumers
IP Kolpakova conducted segmentation of the market in the city of Murmansk and identified the necessary segments. By gender - women. Age - from 22 to old age. Earning level - from 15,000 rubles. The approximate image of the buyer is a middle-aged woman, average income, preference for the classic type of clothing. Thanks to the segmentation of individual entrepreneurs, Kolpakova managed to take the most advantageous position in her activities from a marketing point of view.
1.4 SWOT analysis
I used SWOT analysis to identify strengths and weaknesses.
It is necessary to conduct a SWOT analysis to identify the strengths and weak sides organizations.
Table 5 - Strengths and weaknesses of the organization of individual entrepreneur T.I. Kolpakova
| Strengths | Weak sides | ||
| 1 | Reliable market monitoring | Supply disruptions | |
| 2 | Well-functioning sales network | Weaknesses in advertising policy | |
| Wide range of products | Average price level | ||
| 4 | High quality control | Low level of service (additional services) | |
| 5 | High profitability | Not full capacity utilization | |
| 6 | Growth of working capital | ||
| 7 | Highly qualified personnel | Insufficient control over the execution of orders and instructions | |
| 8 | Good staff motivation | ||
| 9 | Sufficient fame | ||
After analyzing the strengths and weaknesses of the organization, you can build a SWOT analysis matrix that will reflect the main opportunities and threats of the organization.
Table 6 - SWOT analysis matrix.
| Possibilities: | Threats: | ||
Improving the standard of living of the population Development of the information industry Emergence of new suppliers Fashion changes Reduced prices for raw materials and finished products |
Changing consumer preferences The emergence of substitute goods Changes in product import rules Product supply disruptions The emergence of a fundamentally new product |
||
Reduced taxes and duties Management improvement Decrease in unemployment Ruin and departure of selling companies 11. Reducing mandatory legal norms Improving production technology Proposals for cooperation from domestic entrepreneurs Unsuccessful behavior of competitors |
Declining standard of living of the population Inflation rate growth Tightening of legislation Change in price level Exchange rate jumps Emergence of new concerns Increasing competitive advantages from competitors Increase in taxes and duties Increased competition Rising unemployment Deteriorating political situation Nationalization of business The emergence of new companies on the market |
||
| Strengths: | "Strength and Opportunity" | "Power and Threats" | |
Reliable market monitoring Well-functioning sales network Wide range of products High quality control High profitability Growth of working capital Highly qualified personnel Good staff motivation Sufficient fame |
entering new markets, increasing the range, adding related products and services will allow the availability of financial resources; sufficient fame will facilitate entry into new markets; personnel qualifications, quality control, unsuccessful behavior of competitors and the development of advertising technologies will make it possible to keep up with market growth; A clear strategy will allow you to take advantage of all opportunities. |
increased competition, government policy, inflation and rising taxes, changing consumer tastes will affect the implementation of the strategy; the emergence of competitors will cause additional costs of financial resources; fame will protect against substitute products and add advantages in competition; reliable monitoring will catch changes in consumer tastes. |
|
| Weak sides: | "Weakness and Opportunity" | "Weaknesses and Threats" | |
|
Average price level Low level of service (additional services) Not full capacity utilization Non-participation of personnel in management decision-making Insufficient control over the execution of orders and instructions |
non-participation of personnel in decision-making and insufficient control over the execution of orders when reducing unemployment can lead to sabotage; reducing the price level, taxes and duties while maintaining the average price level will allow you to receive excess income. |
the emergence of new competitors, low levels of service and average prices will worsen the competitive position; unfavorable government policies may lead to exit from the industry; underutilization of production capacity with rising inflation rates and fluctuations in exchange rates can lead to bankruptcy of the company. |
|
After conducting a SWOT analysis and constructing a SWOT analysis matrix, it was revealed that the organization of the activities of IP Kolpakova T.I. needs improvement.
Section 2 Organization of a trading enterprise: theoretical aspect
2.1 The role and importance of retail trade in market conditions
Currently, retail trade occupies a special place in the organization of trade services to the population. Retail trade is the final form of selling goods to the end consumer in small volumes through shops, pavilions, trays, tents and other retail outlets. Commercial sales work in retail trade enterprises, unlike wholesale enterprises, has its own characteristics. Retail trade enterprises sell goods directly to the public, that is, to individuals, using their specific methods and methods of retail sales, and finally complete the appeal from the manufacturer of the product. The well-being of the population and regions is assessed, first of all, by the level of trade services.
Retail trade is the final link that closes the chain of economic relations in the process of distribution of goods from manufacturers to consumers. In a retail trading network, material resources move from the sphere of circulation to the sphere of collective, individual, personal consumption, i.e. become the property of consumers. This occurs through buying and selling, as buyers purchase the goods they need in exchange for their cash income. So, when a product turns into money, starting opportunities for a new production cycle are created. It follows that retail trade should be considered in the process of circulation of the entire social product, where the stages of production, distribution, exchange and consumption are closely interconnected.
The social significance of a retail trading network is to satisfy the material, social and everyday needs of members of society, improve the standard of living of the people, and create favorable conditions for the comprehensive development of the individual. We can say that the social aspect of retail trade is reflected in the amount of free time of workers. Thus, reducing the time spent on purchasing goods and preparing food creates the necessary conditions for the development of a market economy, the technical process, increasing labor productivity and the efficiency of social production.
The presence of different types of stores among retail enterprises, in our opinion, is one of the important indicators of the state of retail trade in market conditions. Their role can hardly be overestimated; these stores have the largest assortment in the trade and offer a number of other services to customers.
Retail trade is one of the most significant sectors of the economy for society. There are 1.5 million retailers in Russia, whose combined annual sales exceed 1 trillion. dollars. The retail industry employs about 24 million people. It is worth noting, however, that over the past 10 years in Russia the number of trade workers has increased by 30%, while the number of production workers has decreased by 21%. In the formation of the consumer market of the Murmansk region, consumer cooperation plays an important role. In 2008, enterprises and consumer cooperation organizations sold goods worth 328.1 million rubles, which in terms of product mass is 81.1% of the 2007 level. Their share in the city's retail turnover is 1.5% (in 1999 - 1.6%). As we see, consumer cooperation has lost its priorities.
Retail trade has become so firmly established in our lives that we no longer notice it and take it for granted. As buyers, we do not think about what difficult decisions the managers of trading enterprises make, what technologies they use to offer us goods and services.
It is believed that store managers should pay special attention to issues related to strategy development, store placement, selection of product assortment and services provided, as well as pricing, promotion and provision of goods in the store, because in conditions of strong competition and constant rapid changes in the market environment , making these decisions can lead to the store's success exceeding expected revenue levels.
Retail trade, which offers consumers goods and services intended for personal use, is the last link in the distribution channels connecting producers and buyers. The place of retail trade in product distribution channels is demonstrated in Figure 1. Manufacturing enterprises manufacture goods and sell them to enterprises engaged in wholesale or retail trade. Wholesalers resell these goods to retailers, who resell them to end consumers.
Production - Wholesaler - Retail - Consumer
Figure 2 - Product distribution channel
As can be seen from Figure 2, the product goes through 4 stages as it moves from manufacturer to consumer. Each stage is characterized by its content, features of function and methods of achieving them:
Providing a certain range of goods and services. The average supermarket offers about 15 thousand types of goods from more than 500 manufacturers. By offering such a wide range, enterprises provide their customers with the opportunity to purchase goods of a wide variety of brands, styles, sizes, colors and prices in the same place;
Splitting of incoming batches of goods. To reduce shipping costs, manufacturers typically ship goods in bulk to retailers in appropriate packaging and containers;
Retailers, in turn, offer goods in small quantities that meet the needs of individual consumers. This is the function of crushing incoming batches of goods;
Inventory storage. By maintaining a certain amount of inventory, retailers create an additional advantage for consumers, since the latter's storage costs are reduced;
Providing service. Retailers provide services that make it easier for customers to buy and use products, displaying the products they carry so that consumers have the opportunity to look at them, hold them in their hands, and often try them before they make a purchase.
All these actions constitute from 20 to 50% of the cost of goods sold at retail. In my opinion, such a high figure once again emphasizes the need for effective retail trade and the importance of its role in modern society.
Particular attention should be paid to the fact that the basis of retail trade is made up of customers and competing firms, as well as the environment in which it exists. If a retailer is to succeed, it must know what its customers want and provide products and services that satisfy their needs and compete with competitors. All this is considered possible only if the retailer constantly monitors the emergence of new consumer needs, the emergence of new competitors and new technologies.
2.2 Features of the functioning of retail trade
The retail trade network is classified according to two criteria:
stationarity and product assortment profile. Based on the first criterion, the retail trade network is divided into:
Stationary (shops);
Semi-permanent (pavilions, tents, stalls, kiosks);
Mobile (delivery and distribution).
According to the second criterion, the retail trade network is divided into:
Mixed (trading goods of one or two or three groups or complexes);
Specialized (trading individual subgroups and types of goods);
Universal (trading all groups of food or non-food products).
An analysis of the characteristics of each type of retail trade showed that modern trends in the development of retail trade should be based primarily on the ratio of in-store and non-store forms of sales of goods.
In recent years, this ratio has not lost its positive dynamics. More than half of retail turnover is realized today on the basis of store sales. This circumstance has very definite consequences - an increase in retail turnover.
In order to actively compete with non-store sales, in my opinion, the general operating principles of a retail chain should be:
Universalization of food trade, with the exception of goods of rare occasional demand;
Development of specialized and highly specialized non-food stores in residential centers;
Formation of retail chains, large universal retail enterprises, shopping centers and shopping complexes;
Organization of enterprises in the central shopping areas of residential areas with high level trade services;
Formation of a system of so-called convenient stores located within walking distance and selling a wide range of food and non-food products;
Allocation of special areas for street fairs and bazaars;
Formation of autonomous trade service zones along highways;
Restoring retail trade through vending machines.
The retail infrastructure of any regional model of trade services must provide a variety of structural and functional parameters of retail facilities and always be focused on specific areas of trade services. The diversity of retail trade enterprises from the perspective of their structural and functional parameters should be ensured on the basis of the formation and development of:
Independent retail trade enterprises;
Retail trade enterprises owned by commodity producers;
Retail trade enterprises owned by wholesale trade organizations;
Municipal retail trade enterprises;
All this proceeds from the fact that the formation of a system of retail trade enterprises by commodity producers, wholesale organizations, as well as municipal authorities is a completely natural process and is aimed at creating a full-fledged socially oriented market environment.
In this environment, an independent retailer is an enterprise that is not affiliated with any association. A store owned by a commodity manufacturer or wholesale organization always operates as part of the corresponding company and is therefore dependent. A municipal retail facility is, as a rule, a socially oriented retail trade enterprise that complements the system of trade services that has developed within the municipality.
The diversity of retail trade enterprises from the point of view of their orientation to a specific area of trade service should provide for the allocation in any system of trade service:
Local stores;
Stores of general system importance;
Stores within shopping centers;
Shops (tents, kiosks, pavilions, along highways).
It is believed that local stores should be located within walking distance and sell a universal range of food and non-food products.
The typical composition of stores of system-wide importance is more diverse, so they should include specialized and department stores, stores with a combined range of goods.
A special place in the classification of market structures is occupied by a shopping center, which is a collection of retail enterprises planned, built and managed as a single territorial complex with an extensive parking lot, therefore, a special group of retail trade enterprises should be made up of enterprises within shopping centers. The shopping center always offers a universal range of food and non-food products. Shopping centers, in my opinion, need to be formed at the intersection of major highways and major city streets with a tendency to shift outside of intensive urban development.
I would like to note that the systematic organization of market trade facilities should be based not only on the rational differentiation of stores, but also on the development of non-store forms of sales.
The development of non-store forms of selling goods, on the one hand, is determined by the evolution of the trade practice itself, and on the other hand, by the increasingly large-scale penetration of various means into the everyday life of the average consumer. technical progress. In this regard, we can say that non-store forms of sales are always aimed at certain segments of the product market; with their help, a certain range of problems are solved.
World practice shows that even in the most highly organized systems of trade services there are both clothing markets and street mobile trading. The prospect for the development of clothing markets should be their focus on seasonal sales, the sale of second-hand goods, the sale of handicrafts, and the provision of private imports of goods.
It is believed that parcel trade will receive significant development in the near future, because... minimizing costs to ensure the process of bringing goods to the consumer is a decisive factor stimulating its progress.
Network marketing should become a fundamentally new form of non-store trade, which has the prerequisites for wide distribution in domestic trade practice. The main feature of this system is that goods are sold by specially trained sales agents at home, in institutions and organizations, in transport, and on the street. This allows you to dramatically reduce distribution costs.
The development of electronic technology and telecommunications Internet networks creates the opportunity to expand such forms of trade in which the consumer gets acquainted with the assortment, selects goods and makes appropriate orders using information and telecommunication technologies.
Currently, in world practice, there are two models for the development of e-commerce: an electronic trading company with consumers - individuals and electronic commerce between business partners.
In Russia today there are already some prerequisites for the implementation of both models of e-commerce. The main ones are the development of the Internet, as well as the fairly high preparedness of many corporate users.
In my conclusions, I proceeded from the fact that the development of electronic commerce will ensure the most active inclusion of Russia in the global information and economic space, which can significantly increase the transparency of commercial transactions and, as a consequence, reduce the volume of actually possible export of capital abroad, thanks to the cross-border nature of financial transactions.
It is believed that the development of the retail trading network should proceed in the following main directions:
The growth in the number of retail trade enterprises will occur both due to new construction, reconstruction and comprehensive rationalization of existing stores, and on the basis of progressive technology;
In retail trade, there are processes of creation of inter-industry associations and the opening of branded trading enterprises in commodity-producing industries. For example, in Moscow a network of branded stores is developing that sell goods from light and textile industry enterprises and are part of their joint stock companies. It is necessary that the process of universalization of trading enterprises take place everywhere, and the number of mixed stores also grows;
Trading enterprises, as follows from economic theory and practice, rightly consider profit making to be the main goal of their activities;
To achieve the main and all other goals, trading enterprises must focus on customer demand, better satisfaction of their needs, and thereby contribute to the well-being of people and social progress.
In the trading industry, as a result of reforms, the foundations for the development of various types and types of trading enterprises were destroyed, the existing retail and wholesale-retail “chains” were broken, which were based on general approaches to the formation of assortment, selection technical means equipment, interior and exterior design of enterprises, and the use of uniform forms of service.
In my opinion, it is necessary to revive the activities of enterprises of certain types and types that would perform the functions of a leading link and would contribute to the introduction of new forms of trade organization and modern technological processes.
The experience of foreign countries testifies to the rapid development of large trading corporations, which form the foundation of the country's economic power and competitiveness, both in domestic and foreign markets.
Such corporations, by all accounts, will have a positive impact on restoring the position of domestic producers. A trading corporation can be created to sell, for example, light industry products, which, together with a joint-stock company, could take part in placing orders for outerwear at free capacity, purchasing raw materials on favorable terms. It is possible to provide for the implementation of targeted programs of domestic industry and trade in such areas as “Outerwear for the older generation”, etc. Taking into account the analysis of global trade practice, integration processes in trade will be associated with the formation of such types of associations as chain trade organizations, cooperative associations of trade structures and voluntary wholesale and retail chains.
It is believed that chain trading organizations can become the most characteristic structure for the retail chain. The essence of such an association is that a large trading enterprise creates its own chain network of enterprises or enters into an agreement with small and medium-sized trading structures, on the basis of which the latter, as branches, receive the right to sell certain goods on a specific product market under the trademark of the parent enterprise (system franchising).
In order to maintain their positions in the market, wholesale structures will also strive to integrate with retail structures on a long-term basis, creating wholesale-retail chains. Remaining independent legal entities, they will implement a common commercial strategy, develop a common sales policy, form a trade range according to common principles and coordinate the solution of other tasks.
In the context of the emergence of a market economy and increased competition, new approaches to the development of retail enterprises have emerged. The corresponding concepts are built taking into account the idea of forming an assortment and serving the population. Typically, the concept of retail trade development includes the following sections: assortment lists of goods; layout of equipment and goods; instructions for organizing settlement nodes; defining self-service areas and selling some goods over the counter; list of additional services: pricing procedure; providing discounts on certain goods, etc. Also, all enterprises must be guided by generally accepted operating principles in a market economy with a focus on supporting domestic producers (formation of orders, assigning a well-known trademark, quality mark to goods that meet certain requirements, application of a flexible system of price discounts and etc.)
Small and medium-sized trading enterprises are especially in need of the services of wholesale warehouses. It is impossible for them to organize transit deliveries of goods.
Only bases can offer them a wide range of products and guarantee a stable and uninterrupted supply.
In the West, there are diversified trading companies - these are firms that own at least 10 stores of the same type and are under common management. Trading companies are managed by contract wholesale and retail associations. There are such organizations in all developed capitalist countries. It is headed by a wholesale, sometimes retail, company that purchases goods from industrial enterprises at a discounted price, it provides various services to members of the association in the form of credit, registration and equipment.
Thus, the development of various types and types of enterprises and the development of new methods of retailing is one of the important areas of retailing.
The variety of types of retail trade enterprises involves the use of in-store and non-store types of trade services: mail order trade, catalog trade, telephone orders, home sales, non-store trade using electronic technical means, trade in markets and other forms of trade services to the population.
From the point of view, a feature of this form of management in trade should be the desire to involve the interests of buyers in corporate management, to make them regular visitors to the enterprises of this corporation. Corporate stores must use well-organized management, be guided in trading activities by marketing data, achieve efficient labor organization, savings in distribution costs and a high level of customer service.
2.3 Forms and types of retail trade
In the process of distribution of goods from manufacturer to consumer, the final link is retail trade. In retail trade, material resources become the property of the consumer. Retail trade includes the sale of goods to the public for personal consumption, organizations, enterprises, institutions for collective consumption or economic needs. Products are sold primarily through retail and food service businesses. The sale of consumer goods is carried out from the warehouses of manufacturing enterprises, intermediary organizations, company stores, procurement points, etc.
Retail functions:
Explores the situation on the commodity market;
Determines supply and demand for specific types of goods;
Searches for goods needed for retail trade;
Carries out the selection of goods, their sorting when compiling the required assortment;
Makes payments for goods received from the supplier;
Conducts operations for acceptance, storage, labeling of goods, sets prices for them;
Provides suppliers, consumers, freight forwarding, consulting, advertising, information and other services.
Retail trade, being an expression of small business in Russia, is distinguished by a variety of forms of private entrepreneurship in the form of individual entrepreneurs, small enterprises, LLCs, closed joint-stock companies, cooperatives and other forms of private entrepreneurship.
Advertising serves the purpose of actively stimulating the sale of goods. An advertising company should be formed in various directions, starting from its simplest ideas - the design of window and in-store displays - to the organization of advertising exhibitions of goods using print, transport, radio, television, video advertising and other types of advertising.
Types of retail trade:
The stationary retail chain is the most widespread and includes both large modern, technically equipped stores, as well as stalls, tents, and vending machines.
There are many types of stores, including:
Traditional service over the counter;
Self-service stores in which the buyer has free access to goods; As a result, the trading transaction time is reduced and the store throughput is increased, with a subsequent increase in sales volume. Payment for selected goods is carried out at payment centers serviced by cashier controllers. Despite the obvious advantages, under current conditions the established network of self-service stores in Russia has almost completely ceased to exist;
Stores of the “shop-warehouse” type, in which goods are not laid out on display cases or shelves, which significantly reduces the costs of loading, unloading, and stacking, so sales are carried out at lower prices;
Stores selling from catalogues. Catalogs can be given to potential customers who visit a given store or mailed to them. The buyer, having studied the catalog and selected the goods, sends the order indicating his details to the store by mail. The store decides to ship the goods to the buyer. If the store has a showroom, the buyer can place an absentee order from the catalog or visit the store and personally select the product he needs. When trading on pre-orders, payment may be different: upon receipt of the goods, in the form of an advance payment or by postal order; fulfillment of an order is often accompanied by delivery of goods directly to the buyer’s address;
Vending. Vending machines are convenient because they can operate around the clock, without sales personnel. They are installed inside or outside the store (on the streets, train stations, cafes, etc.). The item of trade is usually a certain range of everyday goods (drinks, sandwiches, cigarettes, stationery, postcards, etc.). II. A mobile retail network helps to get closer to customers and provide prompt service.
Types of trade:
Delivery using trays and other simple devices;
Delivery using automatic machines, trolleys;
Direct sale at home.
The mail order trade is engaged in providing the population, enterprises, and organizations with books, stationery, audio and video recordings, radio and television equipment, medicines, and some products for industrial and technical purposes. Great convenience for the population lies in the possibility of purchasing goods on credit with installment payments. In Russia, this form of trade has already managed to sufficiently discredit itself, despite its large size in the leading capitalist countries.
E-commerce has become quite widespread abroad as a new type of storeless trade. With this form, the buyer, using personal computers, can select the required product model from catalogs and at the same time pay for the selected goods using special credit cards.
Various forms and methods of retail trade cannot be effective without the high-quality provision of a range of additional services, among which three types are distinguished:
Related to the purchase of goods, i.e. accepting orders, competent consultations, packaging of goods and their home delivery;
Services provided to customers after purchasing goods: customizing garments for the client, cutting purchased fabrics, installation and adjustment at home complex species electronic equipment (computers, telephones, music centers);
Services accompanying the effective sale of goods: a favorable and cozy atmosphere with a high service culture; organization of buffets, bistro-type cafes, recreation rooms and children's rooms, storage rooms, parking lots, repair shops, etc.
Services can be paid or free, but all of them are implemented in order to attract the largest number of customers to stores. The structure of retail trade takes into account the assortment feature. Products are usually grouped into appropriate groups based on industrial origin or consumer purpose. In this regard, retail trade operates different kinds stores:
Specialized stores are engaged in the sale of goods of one specific group (furniture, radio products, electrical goods, clothing, milk, bakery products, etc.;
Highly specialized stores sell goods that are part of a product group (men's clothing, work clothes, silk fabrics, etc.);
Combined stores sell goods of several groups that reflect the generality of demand or satisfy the corresponding range of consumers (motorcycle, bicycle, cultural goods, books and posters, bakery and confectionery products, wine, fruit, furs, etc.);
Department stores sell products from many product groups in specialized sections.
Mixed stores sell goods of various groups, both food and non-food, without forming specialized sections.
An indicator characterizing the volume and quality of retail trade is turnover. Retail turnover is the volume of sales of goods in monetary terms. It characterizes the final stage of the movement of products from the sphere of circulation to the sphere of consumption, states the public recognition of the value and consumer value of a part of the social product in the form of specific types of goods; reflects the proportions between production and consumption, supply and demand, sales and money circulation, volume and structure of the trading network, material and labor resources.
2.4 Classification of retail establishments
Retailing is the trading activity of selling goods and services directly to final consumers for personal, family or household use. All participants in distribution channels - manufacturers, wholesalers, importers - can act as retailers if they sell products directly to end consumers.
To find out the main forms of retail trade, it is necessary to consider the criteria by which retailers are usually classified. Such criteria include the ownership structure, the structure of the trade organization strategy, the level of services offered and non-store forms of trade.
A new trend in Russian retail is the development of new formats by retail chains. Discounters are building hypermarkets, supermarkets are opening “convenience stores.” What is this: the emergence of Russian trade to new levels of development, a forced move, or an accidental grimace of Russian retail?
No matter how we evaluate multi-format technology, positively or negatively, its development cannot be stopped. Another thing is, is multi-format connected with the qualitative growth of Russian retail, with the need to build formats in a more organized manner, to differentiate business by categories and market segments, or is everything much more prosaic, and is it caused by the desire of large players to use all available retail space?
Now on the Russian market, primarily in Moscow and St. Petersburg, almost all trade formats of organized retail are represented. It is worth mentioning the most common ones.
Discounters - they have a limited assortment (up to 3 thousand items) and fairly low prices, which ensures high turnover. This format developed especially actively after the default, when the purchasing power of Russians dropped significantly.
Supermarkets are stores with a large offer of goods (up to 25 thousand items), with a higher level of markups, designed for buyers with above-average income.
Hypermarkets - with a hyper-supply of goods in various categories: from automobile accessories to fresh baked goods, prices here are quite low, but hypermarkets are designed for those who can afford to come shopping by car and stock up for a week at once, that is, also for fairly wealthy people.
“Convenience stores” are small stores designed to meet the current needs of customers living nearby. Ideally, it is assumed that you can get to such a supermarket by leaving your apartment in slippers for a bun and a carton of milk. Another name for such stores is a convenience store. A classic convenience store usually has cafes, restaurants, internet cafes, and personal services salons: from a hairdresser to a video rental store. This segment is underdeveloped in the Russian market, which is also reflected in the fact that “convenience stores” do not always provide additional services, and therefore do not correspond to the classical understanding of a convenience store.
Several years ago, the main news in the retail world was devoted to the emergence and development of retail chains within certain formats: “The Seventh Continent” and “Perekrestok” opened supermarkets, discounters “Pyaterochka” mastered the St. Petersburg market and entered the Moscow market, built and opened their own hypermarkets "Auchan". Now there is more and more news about how retail chains are looking closely and entering related formats.
“The Seventh Continent”, specializing in supermarkets, is launching a project of “convenience stores” under the “Seven Steps” brand, “Perekrestok” is operating in the same direction, which, in addition to supermarkets, already has “Mini-Perekrestok” discounters and has opened the first objects of the “Perekrestok” format. The intersection is nearby.” “Ramstore” opens hyper- and supermarkets, Spar promotes a model already mastered in other countries of the world, combining InterSpar, EuroSpar, Spar (hyper-, supermarket, “convenience store”). But some companies deny their multi-format capabilities.
But this is rather the very exception that only confirms the general rule: networks began to develop in several parallel directions.
Retail businesses are divided into independent retailers, chain stores, retail franchises, leased departments, and cooperatives.
Figure 3 - Retail classification
Independent retailers. They usually own one store and provide personal service to customers. These stores are usually conveniently located and include grocery stores, convenience stores, hairdressers, dry cleaners, gas stations, and auto repair shops. This is the largest segment of retailers and the activity requires relatively little investment and average sales force qualifications. There is significant competition in this area of trade in many countries.
Commercial network. This is one of the notable phenomena in retail trade in recent decades. They involve joint ownership of two or more retail outlets and carry out centralized purchasing and distribution of products. Currently, in the United States, chains account for 20% of retail outlets, providing 52% of the turnover of all retail trade.
Retail franchises. These are legally formalized agreements between privilege holders, which can be manufacturers, wholesalers, service organizations, and privilege holders represented by retailers. Such agreements allow retailers to carry out certain business activities under a well-known brand and according to appropriate rules. Purchasing a franchise allows small firms to take advantage of the already accumulated experience, established distribution channels and the image of large retail enterprises.
Rented department. This is typically a department in a retail store (usually a grocery store, department store, or specialty store) that is leased. The head of such a department is fully responsible for its economic activities within the framework of the rules established by the lessor. The tenant receives his benefit from working in a well-known location, from a greater number of visitors and the prestige of the trading enterprise itself.
Landlords are also interested in this form due to favorable rental conditions and attracting additional visitors to the store. This form of trade has found wide application in our country. Many store visitors use the services of rented departments - newspaper and book kiosks, trays, kiosks selling perfumes, photographic products, medical supplies, etc.
Retail cooperatives. They can be created both by traders themselves and by consumers. Uniting independent retailers into a cooperative can significantly reduce many costs associated with the purchase, transportation and storage of goods, and carry out joint planning and advertising.
In consumer-based cooperatives, the retail store is owned by its members in proportion to their investment. The purpose of such cooperation is to purchase products and goods for the members themselves at lower prices. The share of such cooperatives in the total volume of retail trade is very small.
This classification can be carried out using a combination of characteristics such as operating hours, location, product range, price level, etc. Figure 4 shows retailers that fall under this classification.
Figure 4 - Classification of retail enterprises by strategy structure
The variety of types of retail trade enterprises is determined by the scale of activity, the size of the retail space, product specialization, methods of serving the population, and the segment of the consumer goods market served (this segment is largely determined by the significant differentiation of household incomes. The latter factor began to be taken into account when typing trade enterprises recently. Currently There is a process of formation and development of trading enterprises specifically aimed at categories of buyers differentiated by income levels.
It should be noted that today some attention should be paid to the corporate management of trading enterprises. Those. such a model of conducting business activities that is designed to ensure the most effective expression of the interests of owners, managers and hired personnel.
From my point of view, a feature of this form of management in trade should be the desire to involve the interests of buyers in corporate management, to make them regular visitors to the enterprises of this corporation. Corporate stores must use well-organized management, be guided in trading activities by marketing data, achieve efficient labor organization, savings in distribution costs and a high level of customer service.
Modern retail is a very complex business. Many American trading companies are expanding their activities, entering new markets, opening many stores, sometimes all over the globe. Organizing the activities of workers and monitoring goods and the work of trading enterprises is becoming an increasingly difficult task.
The organizational structure of a company determines the tasks assigned to specific employees and the distribution of duties and responsibilities among them. In order to build an organizational structure, it is necessary, first of all, to determine the tasks that the company has to solve. The tasks of a retail company are divided into four categories: strategic management, product management, store management and administrative management or operations. Individual managers are responsible for the proper execution of each type of task. For example, decisions on retail strategy are made primarily by senior managers: the CEO, president, vice presidents and (in public companies) the board of directors representing the interests of shareholders. In addition, the organizational structures of trading firms vary depending on the type and size of the company itself. The structure of a company that operates a single store has nothing in common with the organization of a nationwide retail chain.
3.1 Development of recommendations for organizing trade activities of the Women's clothing departments of IP Kolpakova T.I.
IP Kolpakova T.I. The women's clothing department "Panda" is located in the shopping center "Rus" and "Neon" and is a tenant of the shopping center "Rus" and "Neon".
The main proposed tasks of each department are:
Formation of conditions for the most complete satisfaction of consumer demand for middle-class non-food products;
Providing a high level of trade service;
Ensuring decent efficiency of the trade and technological process.
Maximizing the amount of profit and ensuring its effective use.
The marketing strategy of the sales department is based on several basic principles:
The most complete study of the consumer and market;
Determining the optimal product range;
Development of the most effective sales policy;
The main and only task of all departments in the Rus and Neon shopping centers, I.P. Kolpakova is the fastest promotion of goods from the moment they arrive to the buyer. Despite the simplicity of the problem formulation, the chain of conditions for this promotion is not very short and includes: work on placing an order for a product that can be purchased from us, receipt and acceptance of goods by the warehouse, work on the quality of incoming goods, accounting for incoming goods, distribution of this goods.
In order to stimulate sales in the women's clothing department I.P. Kolpakova T.I. There are permanent and temporary discounts of 5% and 10%, and for wholesale buyers from 5% to 20%.
In retail sales, permanent discounts are offered:
10% for WWII veterans.
5% to labor veterans, pensioners, disabled people, repressed people,
5% on weekends.
5% for repeat purchases within 100 days, upon presentation of a receipt.
Temporary discounts:
Rozhdestvenskaya, - 25%, from December 25. to 10.01. for all goods;
Temporary discounts are cumulative with permanent discounts, but not cumulative during sales. Also the department of I.P. Kolpakova T.I. exchanges women's clothing in accordance with the Law “On Protection of Consumer Rights”.
The department also offers to provide seasonal discounts from April 15 to October 15, from October 15 to April 15.
To analyze the economic characteristics of an enterprise, you need to calculate a number of indicators that will reflect the economic efficiency of the enterprise, but since there are a lot of departments in the Rus and Neon shopping centers, we will calculate the economic indicators using the example of one department, which will reflect the entire characteristics of the women's department clothes.
3.2 Introduction of merchandising methods into the practice of individual entrepreneurs Kolpakova T.I.
Currently, companies are increasingly focused on retail business. Increasing competition in almost all markets requires companies to make increasing efforts to stimulate sales of their products. Conducted studies show that the economic effect of every $1 invested in advertising is $5, and $60 invested in customer service and stimulation. In this regard, the role of merchandising is increasing both in product markets and in service markets. The importance of merchandising has been proven after it was found that 2/3 of purchasing decisions are made by consumers directly at the point of sale.
For the Panda chain of stores, it is proposed to correctly display goods around the sales floor so that the buyer can easily find what he needs to fulfill his needs.
The placement and display of goods on the sales floor of the women's clothing department are important means of sales promotion. In the women's clothing department, rational placement of goods on the sales floor allows you to correctly form customer flows and reduce their service time. Regular customers know where this or that product is located on the sales floor and quickly find it. At the same time, the labor costs of department employees in the process of replenishing inventory are also reduced by using the shortest routes for the movement of goods from utility rooms to the placement area.
Everyone knows that human movements and behavior are not adequate to his anthropological and physiological symmetry. For example, the outwardly identical left and right limbs differ from each other in physical activity, the left and right hemispheres of the brain are used differently when processing information. Marketing specialists have long been using these human characteristics, through advertising and other technologies, influencing the subconscious of a store visitor and, thus, controlling his movements, attention, and perception. Ultimately, this influences the formation of consumer preferences in favor of certain product brands and sales technologies.
Figure 5 - Influence of factors of the human natural system on the distribution of visitors in the sales area
An attractive, well-designed and well-maintained display of goods helps ensure that visitors to the department purchase the goods and thereby provide the women's clothing department with profit.
Products in the department are grouped into sections. Products for women with large sizes and products for women with small sizes, products for women with medium sizes. Determining the location of sections is, first of all, a well-thought-out sequence of their placement on the sales floor, taking into account the psychology of buyers, the location of auxiliary premises, and the nature of consumer demand.
To determine the location of sections, you should analyze which of them are most preferable for certain product groups, which zones in the department are foam-forming, and which bring the greatest profit. Thus, inexpensive goods “work” to create a favorable impression on the buyer about the price level of the department. If you place them at the beginning of the sales floor, the buyer is drawn into the shopping process and then takes goods “automatically”, paying less attention to prices. In the women's clothing department, goods are placed on economy panels as well as special hangers on island slides and on wall slides. All goods must be laid out on the slides in order of return, the largest size first and the smallest at the bottom in descending order. On economy panels, goods should be hung by model separately by price category. All goods are proposed to be placed so that the buyer can see the quality and determine the size. It is proposed to write price tags on goods in a larger font so that buyers can not look closely but can see the price of the goods from afar. All goods are laid out on retail equipment with labels and designs on clothing facing customers. In the women's clothing department, the shelves on the shelves are wide, but the goods on them are located relatively freely and the buyer is not at a loss for choice. The most important principle of forming a product range is to ensure that it corresponds to the nature of the demand presented by the customer groups selected for service. Since the successful penetration and consolidation of a trading enterprise in the consumer market is associated with the search and complete development of a particular niche, the formation of a specific assortment of goods corresponding to the parameters of this niche is given a primary role.
Rational construction of the range of goods in the women's clothing department provides for the comprehensive satisfaction of customer demand within the selected segment of the consumer market. The implementation of this principle involves the formation of an assortment of goods, taking into account the complexity of their consumption within the framework of certain consumer complexes or micro-complexes. This principle of forming an assortment makes it possible to create greater convenience for customers, makes it easier for them to familiarize themselves with the goods offered for sale, reduces the time spent on shopping, and promotes “impulse purchases.”
And finally, one of the principles of correct formation of the assortment of goods in a store is to ensure conditions for its profitable operation. In the conditions of transition to a market economy, profitability is a necessary condition functioning of any commercial enterprise. In this regard, 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 markups, inventory turnover and other economic factors.
Table 7 - Assortment list of products in the “Panda” department, women’s clothing
According to Table 7, we calculate the completeness coefficient and stability coefficient.
Qf - Actual number of varieties of goods at the time of inspection
Qп – the number of varieties of goods provided for in the assortment list
The coefficient of stability or sustainability of the assortment (Ku) is determined by the formula
Ku = 
(2)
Qf1 Qf2 …..QfP – actual number of varieties of goods at the time of individual inspections
QP – the number of varieties of goods provided for in the assortment list;
N – number of checks
Outerwear
Accessories
The coefficient of completeness in the assortment list is much greater than the number of goods available, so it is necessary to increase the assortment and create advertising for this product; in addition to accessories, they are normal.
Let us determine the stability coefficient using the formula
Ku = (2)
Ku = 
(2)
The stability coefficient in the women's clothing department is low; more variety of assortment is needed. Therefore, advertising is proposed to stimulate sales and attract consumer demand. An advertising company can advertise a large selection of fur coat sizes; it was delivered too early and therefore is not for sale, and many buyers do not know that there are fur coats in the women's clothing department since they were brought in for the first time.
To begin with, the company must clearly understand the purpose of advertising, that is, why the advertising campaign will be carried out. The goal may be to build a name and prestige for the company in order to subsequently occupy a strong position in the market. The goal may simply be to sell a product. In other words, goals can be economic and non-economic, or advertising can be purely economic or non-economic in nature. It is not always possible to count on the high effectiveness of advertising for economic purposes, because almost always such advertising involves the purchase of a product by the consumer almost “instantly.” In principle, advertising of a non-economic nature also achieves economic goals. Another thing is that she does this not directly, but indirectly. In essence, the objectives of advertising are to stimulate attention, interest, desire, trust, and action. The women's clothing department must create its own advertising company in order for the product to sell much faster and in this case the turnover will also become much higher.
So, a company should base its advertising policy on the ability to somehow stand out among competitors in the general market (if any), providing consumers with a unique type of service or emphasizing in every possible way the high qualifications of its employees, the specific properties of the product, the advantage of the product or service over other companies. It is important to find what the consumer is most sensitive to.
3.3 Improving work with suppliers
The Civil Code defines the concept of a contract as an agreement between two or more persons on the establishment, modification and termination of civil rights and obligations. With equal economic relations between suppliers and buyers of goods and their complete economic independence, the role of supply contracts, which are the main document defining the rights and obligations of the parties in organizing the supply of goods, sharply increases. Agreements must be concluded in written or notarized form.
In business practice, an agreement is the basis of bi- and multilateral business relations, expressed in writing, with the relevant rules (seal, necessary details of the parties).
The agreement must come into force and become binding on the parties from the moment of its conclusion. It is considered concluded if an agreement is reached between the parties in the form required in appropriate cases on all the essential terms of the contract.
It is proposed to conclude contracts for 5, 3 and 2 years, for a year or another period (short-term, seasonal, as well as for one-time deliveries).
To facilitate and speed up the execution of contractual relations, it is proposed to apply the so-called extension, i.e. contract extension. However, in this case, it is necessary to agree on the range of goods supplied. According to the Civil Code of the Russian Federation, changes and termination of a contract are possible by agreement of the parties, unless otherwise provided by the code, other laws or the contract. At the request of one of the parties, the contract can be changed or terminated by a court decision only: In case of a significant violation of the contract by one party. In other cases provided for by the Civil Code of the Russian Federation, other laws or agreements.
IP Kolpakova T.I. must timely and correctly conclude contracts with suppliers, as well as establish rational direct contractual relations for the supply of goods, as a rule, for one year, and constantly monitor their implementation.
The contract will have to provide for the following conditions:
Date of conclusion of the contract;
Full name of the parties who entered into the agreement;
Subject of the agreement;
Price and total amount of the contract;
Payment and delivery procedure;
Procedure for acceptance and return of defective products;
Rights and obligations of the parties;
Responsibility of the parties;
Force Majeure;
Dispute Resolution;
Duration of contracts;
Final provisions;
Legal addresses and payment details of the parties;
To improve the sale of goods, individual entrepreneur T.I. Kolpakova It is necessary to properly establish relationships with suppliers. To work effectively with suppliers you must:
Select the type of relationship with suppliers;
Choose a strategy;
It is proposed to choose two types of relationships with the supplier for better efficiency. The first is a partnership relationship, the second is an opportunistic type of relationship.
An organization should seek to create partnerships if we're talking about about strategic materials or product groups. These materials and groups belong to the main positions of the enterprise and therefore cannot be purchased anywhere.
If supply items come from industries that deal with complex products that have a low degree of standardization, then partnerships with suppliers are often required. Partnerships are also recommended when sourcing products and services from emerging or monopolized markets where lack of resources may create supply bottlenecks.
Relationships built on the principle of economic feasibility (opportunistic) are suitable for working with non-strategic material or product groups where product customization is not required in accordance with customer requirements. In this case, there is no need to fear that opportunistic relationships with the supplier will negatively affect the quality of the product. We are talking here mainly about products and services with low purchase volumes. The table shows the advantages and disadvantages of the relationship type.
Table 7 - Advantages and disadvantages of the main types of relationships with suppliers
| TYPE of relationship | benefits | flaws |
| Partnerships | The desire of both enterprises to help each other since the destinies of the partners are closely intertwined; Joint implementation of long-term strategies; Ability for systemic innovation; |
The ability to maneuver is reduced: when making tactical decisions, it is necessary to take into account strategic consequences; Managing partnerships is expensive; |
Opportunistic relationship |
Maintaining active competition, reducing transaction costs; Ease of changing the supplier if the recipient is no longer satisfied with the price, quality or the product or service itself; |
Limited possibilities for joint action; The risk of a “symmetrical” response when the market situation changes; |
From Table 7 it follows that two different types of relationships are suitable for developing relationships with suppliers of IP Kolpakova T.I. .For better mobility of the Panda organization, it is proposed to use two types of relationships at once.
It is much more far-sighted to choose a negotiating strategy with a supplier consciously, taking into account the analysis of a number of factors in both the internal and external environment of the enterprise. First of all, we need to analyze what we are purchasing.
Figure 5 shows the strategy selection diagram for individual entrepreneur T.I. Kolpakova.
Figure 5 - Scheme for choosing a strategy for individual entrepreneur T. I. Kolpakova
Figure 5 shows that after analyzing the external and internal environment, it is necessary to choose two types of relationships for better work with the supplier.
3.4 Activities to promote goods IP Kolpakov advertising campaign in the formation of effective sales of goods
Advertising is the most effective tool in an enterprise’s attempts to modify the behavior of customers, attract their attention to its products, create a positive image of the enterprise itself, and show its social usefulness.
From the point of view of creating demand and stimulating sales, the division of goods into two large groups is of fundamental importance: goods for individual consumption and goods for industrial purposes. In accordance with this division, advertising methods differ significantly.
Capital goods are intended for the production of products or services, and therefore for making a profit. The decision to purchase industrial goods is not made by the people who directly use them, and the decision itself is usually made collectively at a fairly high level, often after a long discussion. Because it's a wrong choice. There is a misconception that advertising and other activities related to the formation of demand and promotion of sales of industrial goods should be addressed to a specialist. Meanwhile, the decision is made not by a specialist engineer, but by a businessman or manager. Even if we assume that a businessman is a good technical specialist in the past, he will still consider the product first from economic and organizational-commercial points of view, and only then from technical positions. Therefore, the persons to whom advertising campaigns should be primarily directed, whose interests and psychology should be taken into account, are managers and businessmen, who, in turn, must assume what socio-economic results the use of the proposed product can lead to, what its consumer will benefit. That is why those offering a product must consider it “through the eyes of the buyer.”
To decide on a purchase, there is not enough information about the socio-economic and socially significant characteristics of the product. By offering its product, a company very often, in fact, tries to persuade the buyer to abandon the previous supplier. And it will be natural if this proposal is met with caution or mistrust. In order to reduce the buyer’s “barrier of caution”, one should find compelling, truthful and unquestionable arguments, from which it will follow that the declared socio-economic and specifications the goods correspond to reality. Arguments will inspire confidence especially when they are supported by evidence from independent companies and organizations professionally involved in testing and certifying products.
Although there are usually significantly fewer potential buyers of industrial goods than buyers of personal consumption goods, their number is still very large. Therefore, advertising for industrial goods can be the same voluminous and expensive campaign as in the case of personal consumption goods.
Personal goods are divided into short-term and durable goods, which also introduces certain nuances into the decision to purchase them.
Personalized goods are usually intended for a wide range of the population, so they are replicated in hundreds of thousands, millions, and even tens of millions of pieces. Accordingly, sales require extensive distribution and sales networks, usually multi-stage. For successful marketing of individual goods, it is necessary that end consumers (buyers) are well informed about the consumer properties of the offered goods, places of sale, prices, etc. And since purchasing decisions are made by millions of people, large-scale, often national, advertising campaigns that require significant funds become necessary.
Prestige advertising, often called corporate or branded, is the commercial promotion of a positive image of an enterprise. Prestige advertising addresses the public in the broadest sense. The objectives of prestigious advertising are to create a favorable impression of the advertised enterprise, as well as to convince the public that the activities of a particular enterprise are socially useful.
Preparation and publication in special magazines of editorial (not advertising) materials about the latest achievements of a particular enterprise in the development and organization of production of new products, about socially significant areas of the enterprise’s activities, etc.;
Organization of press conferences inviting not only the press, but also representatives of the public, political figures, celebrities from various fields of science, culture, sports, etc.;
Distribution of own printed products in the form of company magazines, brochures, booklets, etc., which present the history of the enterprise, its production achievements, socially useful activities, concern for the welfare of consumers;
Participation in charitable events (contributions to charitable foundations, participation in other events in support of the poor, sick children, disabled people, pensioners, etc.);
In a word, an enterprise must take care of its reputation, not forgetting about the consumer and his opinion.
The first stage in the development of any advertising campaign is an analysis of the market for the advertised products and, in accordance with market conditions, the main stages of the campaign are developed. The goal is to determine the current situation in the production, consumption and distribution of children's clothing, the possibilities for expanding and promoting the consumption of children's clothing in the market in the future, as well as the need and feasibility of conducting a large-scale advertising campaign to promote women's clothing. Let's take a closer look at the results of this study and, based on the results obtained, we will create our own forecast and advertising effectiveness for the women's clothing department of the Rus and Neon shopping centers. A mass survey was conducted among 1,500 people over 16 years of age (residents of the city of Murmansk, Pervomaisky and Oktyabrsky districts (according to MurmanStat)). According to the average monthly total family income, survey participants were divided as follows (Table 8).
Table 8 - Distribution of respondents by total family income (% of the number of respondents)
| Total family income per month | October | Pervomaisky | Bottom line |
| Not specified | 1% | 0% | 0% |
| Up to 15,000 rub. | 8% | 15% | 10% |
| From 15,010 to 30,000 rubles. | 24% | 35% | 27% |
| From 30,000 to 50,000 rubles. | 28% | 25% | 27% |
| From 50,010 to 100,000 rubles. | 27% | 19% | 25% |
| From 100,010 to 150,000 rubles. | 8% | 3% | 7% |
| Over 150,000 rub. | 4% | 2% | 4% |
| Grand total | 100% | 100% | 100% |
A third of the respondents in the study were employees, a fifth were workers, 16% were pensioners, 13% were civil servants, 11% were students, entrepreneurs were among the “other” respondents; in addition, housewives and the temporarily unemployed were employed in the study. All respondents can be roughly divided into those who moderately buy women's clothing and those who constantly buy women's clothing, with moderate consumers currently making up the majority - 62%, every fifth respondent buys women's clothing.
Table 9 - Preference in choosing women's outerwear, windbreakers from various manufacturers (in% of the number of respondents, respondents' answers were multiple)
Most of all, survey participants prefer traditional demi-season jackets made in China; spring jackets are in high esteem, with 36% of responses. Young people noted more modern clothes with embroidery and stripes made of different fabrics.
Figure 6 - Diagram of preferences for women's outerwear models.
(in % of the number of respondents, respondents’ answers were multiple)
The most preferred models of women's outerwear, which every second respondent indicated in their answers, are winter jackets, beaver fur coats, demi-season jackets, coats. As for mink coats, these species don’t have many fans of summer jackets. Mostly mink coats were chosen by respondents from the age range from 35 to 45 years, separate ones are most popular among young and old people. In the near future, there is likely to be an increase in our department of summer jackets, demi-season jackets and coats; these models were chosen by both young people and the elderly, who mostly choose fur coats.
The assortment change policy can be based on two approaches:
Horizontal change. One of the components of the policy of horizontal diversification. It represents a change in the assortment within the framework of an already ongoing activity or in similar directions or entering new markets without moving to adjacent levels within the framework of cooperation.
Complex change. Diversification in both directions.
Assessing the effectiveness of a particular approach to building an assortment strategy should be based, first of all, on calculating the possible increase in profit received in connection with a change in the range of products sold.
In accordance with this, expansion of the assortment can occur at several levels:
Increasing positions of homogeneous goods: import of new types of clothing, new models, configurations, etc.;
Introduction of heterogeneous materials: development of new product lines: search for new materials for clothing;
Increasing the level of quality of clothing models and improving its assessment by ordering models from the manufacturer;
Combination of actions: carrying out assortment changes at two or three levels simultaneously.
The characteristics of the feasibility of reaching one or another level of assortment expansion must be considered from the perspective of the need for new research developments and additional funding.
The benefits of this kind of standardization of goods include: reduction in costs for purchase, distribution, sales and service; unification of marketing mix elements; acceleration of return on investment, etc. Incomplete use (in comparison with differentiation) of the potential market opportunities, insufficiently flexible marketing response to changing market conditions in this case hinder innovation.
Another important element improving the assortment and product policy in general - removing ineffective products from the program. Products that are obsolete and economically ineffective, although perhaps in some demand, can be confiscated. The decision to withdraw or retain a product in the organization’s program is preceded by an assessment of the quality of the performance of each product on the market. In this case, it is necessary to take into account combined information from all markets where they are sold in order to establish the real sales volume and the level of profitability (profitability) in dynamics that each of its products provides the seller.
The main conclusion from the above regarding the timely removal of goods from the assortment is that the seller must organize systematic control over the behavior of the product on the market, over its life cycle. Only under this condition will complete and reliable information be obtained, allowing you to make the right decisions. To facilitate solving the problem, you should have a methodology for assessing the position of the product in the various markets where the organization operates.
Making a final decision to withdraw a product from the program or to continue its sale can be simplified if, already at the stage of selling the product, requirements for it are established: the level (standard) of payback, sales volume and/or profit (taking into account the full costs of the purchase). If a product ceases to meet these criteria, then the nature of the decision to seize it is thereby predetermined.
A product that has exhausted its market potential and is not withdrawn from the sales program in a timely manner brings large losses, requiring expenditures of funds, effort and time disproportionate to the results obtained. Therefore, if the organization does not have a clear system of criteria for removing goods from the sales program, and does not systematically analyze the goods sold, then its assortment will inevitably be “overloaded” with ineffective goods, with all the ensuing negative consequences for the organization.
The range of outerwear is expanding both through the creation of new types of clothing at the manufacturing plants where purchases are made, and through the release of new models of traditional types of products (coats made of new material). For example, the assortment of outerwear includes demi-season jackets, autumn jackets, mink coats, and suede coats.
The creation of new clothing models is the result of the constant activity of modeling organizations, thanks to which the range of clothing is updated and expanded. Materials play a huge role in the development and updating of the range of women's upper clothing. The production of women's upper garments from various materials with a high level of quality contributes to the creation of a variety of new products to better satisfy consumers. Assortment optimization should be based on a scientific basis, taking into account real and reasonable needs.
There are also two main types of reasons for failure to fulfill the assortment plan: external and internal. External reasons include changes in demand for certain types of goods, the state of logistics, etc. Internal reasons are shortcomings in the product range, downtime, accidents, and shortcomings in the management system.
Section 4 Assessment economic efficiency proposed activities
4.1 Structure of trade turnover
Having analyzed the trade turnover of individual entrepreneur T.I. Kolpakov, we can conclude that the proposed measures are important for increasing trade turnover.
The specific weight of product groups has been determined:
Udel. weight = 
For 2007 outerwear
Udel. weight = = 34.5%
outerwear fur coats
Udel. weight = 
% (1)
accessories
Udel. weight = = 4.5% (1)
For 2008 outerwear
Udel. weight = 
= 30 % (1)
outerwear fur coats
Udel. weight = = 66.5% (1)
accessories
Udel. weight = = 3.5% (1)
For 2009 outerwear textiles
Udel. weight = = 32% (1)
outerwear fur coats
Udel. weight = = 64% (1)
accessories
Udel. weight = = 4% (1)
An analysis of the turnover structure showed that the assortment in the women's clothing department is constantly changing and is replenished with new products. Due to the assortment, trade turnover also increases. The most complete assortment is represented by women's outerwear, since it is most actively purchased by buyers, therefore the profit of the enterprise depends on the assortment of outerwear. And the rest of the goods in the women's clothing departments are presented in smaller quantities, but the assortment is also constantly replenished. So, accessories, in accordance with this, should replenish the assortment of goods with more diverse types and new items.
4.2 Calculation of costs for an advertising campaign
RK "Spark" is an advertising company operating in the advertising services market of the city of Murmansk. A proposal was developed to place advertising leaflets for the Panda store in public transport, in printed publications and catalogues. Thus, the cost of 1 day is 360 rubles.
360*30 =10800 rubles per month
10800*12 =129600 rubles per year
A billboard worth 7,500 rubles was purchased. A fluorescent sign was also made at a cost of 3,000 rubles.
129600+7500+3000=140100 rubles.
4.3 Calculation of project profitability
The goal of any enterprise is profit, which is accordingly the most important object of economic analysis. However, the profit margin itself cannot characterize the efficiency of an enterprise's use of its resources. One of the main indicators characterizing the efficiency of an enterprise is profitability. Profitability, in a general sense, characterizes the feasibility of expended resources in relation to newly acquired (profit) resources.
where, Rt - profitability
P – amount
T-volume of trade turnover
For 2007
Rt = 
% (1)
For 2008
Rt = 
% (1)
Rt = 
% (1)
Therefore, we can conclude that profits are growing every year due to consumer demand for women's clothing and are also increasing due to the profits and profitability of departments. In three years, profits more than doubled, departments became much more profitable compared to 2008. The results of the activities of the women's clothing departments have a positive trend, in particular, net profit increased during the analyzed period by 1,450,000 thousand rubles. Analysis of profitability indicators indicates the effectiveness of the proposed measures.
Conclusion
In the process of development of the Russian economy, such an important form of sales of goods as retail trade acquires special significance.
Retail trade is the sale of food and non-food products individually or in small quantities for the personal (non-commercial) use of the consumer. Activities are carried out to sell goods and services to end customers.
At retail trade enterprises, the process of circulation of funds invested in industrial consumer goods is completed, the commodity form of value is transformed into monetary value, and an economic basis is created for the resumption of production of goods. There are constant quantitative and qualitative changes caused by the use of advanced technology, improvement of technology and equipment, and management methods that ensure increased efficiency of trading enterprises and improved trading culture.
Thus, the economic importance of a retail trading network is to accelerate the movement and sale of goods, as well as to maintain their quantity and quality throughout the entire path from production to the consumer. The economic aspect of trade is manifested in the value of the total social product and national income of society.
Formation of a product range is the development and establishment in a certain order of a range of goods that form the necessary set for trade.
One of the important principles of developing a product range is to ensure its sustainability. When selling consumer goods, compliance with this principle is of paramount importance.
A stable assortment of goods in a store reduces the time spent by customers searching for goods, allows you to standardize all the most important trade and technological processes and operations, and organize their implementation with minimal expenditure of labor, material and financial resources.
The purpose of this diploma project was to develop a program for the development of commercial activities using the example of individual entrepreneur T.I. Kolpakova.
To achieve this goal, the following tasks were solved:
The current activities of individual entrepreneur T.I. Kolpakova are analyzed;
Shortcomings in the activities of individual entrepreneur T.I. Kolpakova were identified and analyzed;
The following shortcomings were identified:
Lack of merchandising fundamentals in the activities of individual entrepreneur T.I. Kolpakova;
Work with suppliers is not optimized;
Not effective method selection of product range;
Based on the analysis of commercial activities, proposals were put forward for its improvement, such as:
Expansion of product range;
Use of merchandising methods;
Streamlining work with suppliers;
In the thesis, a calculation was made of the effectiveness of improving the commercial activities of individual entrepreneur T.I. Kolpakova. , which showed that the proposed changes will have a positive impact on factors of the internal environment of the enterprise such as: product range, satisfying consumer demand.
The proposed solutions were proposed for implementation to the management of IP Kolpakova T.I. as a tool to increase the sustainability of the enterprise.
In conclusion, it must be emphasized that making changes in the field of management can serve as a serious mechanism for supporting and developing the activities of an enterprise, thus, the goal of this diploma project has been achieved.
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The management structure of IP Serdyuk as of December 2011 is presented in Fig. 1. Figure 1 — Conceptual diagram of the system The management structure of IP Serdyuk is the most common, linear, since the number of employees working in it in January 2010 was 5 people, and in January 2011 - 8 people. The main functions and job responsibilities assigned to personnel are defined in job descriptions drawn up by the manager. The director provides the enterprise with the necessary personnel, arranges them, coordinates work, controls the balance of commodity resources in terms of volume and assortment, analyzes the results of economic activities, studies demand, and concludes contracts. The Deputy Director monitors the receipt of goods from suppliers in accordance with concluded orders in terms of timing, quantity and assortment, organizes the study of demand and market conditions, and draws up orders for the supply of goods. Makes proposals to encourage the workforce and individual employees for high performance, monitors compliance with trade rules, safety of inventory, labor discipline and sanitary conditions of the premises. Considers complaints and makes decisions on them. The accountant organizes the accounting policy of the enterprise, ensures rational organization accounting and reporting at the enterprise. Organizes accounting of property, liabilities and business transactions, incoming fixed assets, inventory and cash, timely reflection in the accounting accounts of transactions related to their movement, accounting for production and distribution costs, execution of cost estimates, sales of products, performance of work (services), results of economic and financial activities enterprises, as well as financial, settlement and credit operations. Ensures the legality, timeliness and correctness of paperwork, the correct calculation and transfer of taxes and fees, payments, the repayment of bank loan debts on time, as well as the allocation of funds for material incentives for employees of the enterprise. The manager ensures reception and placement, taking into account the most rational use of warehouse space, storage and release of inventory, and controls the maintenance of records of warehouse operations. Participates in conducting inventories of inventory items. Organizes work on markdowns and write-offs of goods. Studies the state and dynamics of demand, develops long-term and short-term demand forecasts. Ensures the preparation of established reports. The loader carries out loading, unloading and intra-warehouse processing of goods - sorting, stacking, carrying, re-hanging, packaging, etc. — manually using the simplest loading and unloading devices and means of transportation: wheelbarrows, trolleys, conveyors and other lifting and transport mechanisms; sheltering cargo in warehouses and vehicles; cleaning of rolling stock after unloading of cargo; cleaning and lubrication of serviced loading and unloading equipment and means of transportation. The characteristics of the work of a forwarding driver include driving a car, as well as a number of other actions: refueling cars with fuel, lubricants and coolant; preparation of travel documents; checking the technical condition and acceptance of the vehicle before leaving the line; handing over the car and placing it in the designated place upon returning from work; supply of vehicles for loading and unloading of cargo; control over the correct loading, placement and securing of cargo in the car body; elimination of minor operational malfunctions of rolling stock that arose during work on the line and do not require disassembly of the mechanisms; organizing the delivery of goods to consumers, transferring and receiving the necessary documentation. Defining the job responsibilities of the employees of IP Serdyuk allows the staff to carry out their work more effectively and the enterprise to achieve the ultimate goals of its functioning. |
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Control level and controllability rate
Control stage– this is the unity of links at a certain level, a management hierarchy (management of an enterprise, workshop, site, etc.).
The management level reflects the existing set of connections between departments. Moreover, they are formed under the influence of organizational, production, managerial and socio-economic factors. In its content, the management level is a formalized expression of all levels of management. Accordingly, if an enterprise has three levels of management, then there will also be three levels. The example below illustrates this.
Each management body (or manager) belongs to a specific management object - department, workshop, site, sector, department, etc. Consequently, the management structure will always coincide with the organizational structure of the organization, while the production structure will be part of it.
In this case, management structures are classified into linear, linear-functional, linear-staff, divisional, program-target, matrix. Each management structure has certain advantages and disadvantages.
Controllability rate– the number of employees subordinate to one line manager, in which the total labor intensity of the functions performed by him approaches the standard (8 hours a day, 40 hours a week, etc.), and the efficiency of managerial work satisfies the requirements of the organization.
Controllability standards can be established by delegating linear authority, as a result of which the optimal number of divisions in the organization and the number of management levels are determined.
Controllability factors:
- Management level
- Level of tasks to be solved
- Qualifications of managers and subordinates
An organization must strive for a minimum standard of control in order to effectively coordinate actions and control subordinates.
For enterprises in different industries and areas of activity, controllability standards can vary significantly. Average indicators for a three-level organizational structure of an enterprise:
- The highest level of management is 3-5 people.
- The average management level is 10-12 people.
- Lower management level -25-30 people.
Examples of enterprise organizational structure
The simplest type of organizational structure of an enterprise is linear.
Organizational structure of a linear enterprise
The figure below shows an example of the organizational structure of an enterprise formed according to a linear type: CEO performs all management functions, the director of the area reports to him, who may have departments, workshops or areas subordinate to him, and then ordinary performers.
In this example, there are three levels of management in the organization, as shown in the diagram:
Accordingly, each level corresponds to one of three levels of management, which includes all units that are subordinate to the manager of a particular level.
It is obvious that reorganization is necessary at this enterprise, since the organizational structure has become significantly more complicated, which has a negative impact on manageability. The natural direction of reorganization is the transition to a linear-functional management structure, which is characterized by the highest management efficiency and is also able to successfully withstand negative changes in the external environment.
Mechanistic control structures
Approximate diagram of the organizational structure of an enterprise of a linear-functional type.
Linear-functional structure of the enterprise
The example above was a manufacturing plant. The nature of the formation of project-type organizational structures is interesting. They are more characterized by a decentralized approach, involvement of employees in enterprise management, flexible structure and weak hierarchy.
The figure shows a diagram of the matrix type organizational structure
This approach is considered quite flexible, allowing the organization to better adapt to any changes.
The figure below shows an example of the organizational structure of a matrix-type enterprise, which gives a general idea of the nature of the interaction between structural divisions in organizations with a matrix management structure.
It should be noted that this is a rather simplified representation of the matrix organizational structure, since in practice in such organizations there is a large number of informal communication links. As a result, to increase the adaptability of the organization, the principle of orderliness is sacrificed, and the principle of consistency is implemented through regular general meetings and “meeting room” meetings.
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An individual entrepreneur is an individual (citizen) who personally conducts business on his own behalf, at his own expense and at his own risk, and independently makes business decisions. An individual entrepreneur bears personal full responsibility for the results of his activities. This means that in the event of debt formation, the entrepreneur pays with all his property. At the same time, the entrepreneur works himself, without attracting additional labor. Such entrepreneurship is classified as self-employed and registered with local authorities, carried out on the basis of a patent, and the entrepreneur pays taxes as an individual. Order buses, rent a passenger bus.
An individual entrepreneur can use his own property and, under an agreement, the property of other persons in business activities. He can borrow money, get a loan from banks, other organizations or individuals.
An individual entrepreneur independently distributes the profit from his activities remaining after taxes.
Individual entrepreneurial activity is terminated by decision of the entrepreneur himself or the court. The court has the right to terminate individual activities if the entrepreneur is declared bankrupt or in violation of current legislation. From the moment such a decision is made, his registration as an individual entrepreneur becomes invalid.
Individual entrepreneurship is based on private property and most often has the character of a small business. In this capacity, individual entrepreneurship contributes to the demonopolization of the economy and strengthens competitive principles. It makes the economy more flexible, capable of rapid self-regulation without state budget injections.
However, it is difficult to attract large capital to individual entrepreneurship due to lower creditworthiness compared to collective forms of entrepreneurial activity. Since an individual business is based on the entrepreneurship of one person, it is profitable while the businessman is active, and the life of such an enterprise is uncertain, so creditors are not always willing to enter into long-term financial transactions with an individual entrepreneur.
Individual entrepreneurship is characterized by a high level of risk and a lack of specialized management. Typically, an entrepreneur is the owner and performs all functions of enterprise management (production, supply, sales, finance), which requires universal knowledge in many areas of production. The lack of financial resources and the inability to attract specialist managers to management leads to the adoption of suboptimal decisions.
Activities of IP Kodash A.P. carried out in accordance with the Civil Code of the Russian Federation, as well as other regulations Russian Federation.
IP Kodash A.P. created to satisfy public needs and make profit. The company under study is engaged in the following activities:
· trade and purchasing activities;
· development, implementation, production and purchase of equipment, equipment, know-how;
— provision of all types of services and work in the field of real estate, etc.
The main activity of IP Kodash A.P. is wholesale and retail trade in food products.
Management of the current activities of IP Kodash A.P. carried out by the sole executive body - the director. Organizational management structure of IP Kodash A.P. presented in the form of a diagram (Fig. 1).
Rice. 1. Organizational structure of IP Kodash A.P.
The enterprise maintains a clear management hierarchy, which is typical for small businesses with a small number of staff and small volumes of activity.
The competence of the Director of the enterprise includes:
— issues orders on the appointment of employees, their transfer and dismissal, applies incentive measures and imposes disciplinary sanctions;
- acts in the interests of the enterprise and for the benefit of consumers;
— carries out mandatory registration of those liable for military service who are constantly working and the reservation of those liable for military service who, by decision of the territorial city or district commission for the reservation of persons liable for military service, are exempt from conscription for military service during mobilization;
· exercises other powers not provided for by the Law or other regulations.
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What is an "organizing chart"?
An organizational chart, or org chart for short, is a diagram showing positions, responsibilities, sequence of actions and powers in an organization. It regulates the organizational structure of the company. The advantage of the org board is its materiality. This is, first of all, a business document that describes the company’s product and the main business process leading to it. The organizational chart contains the functionality of the company's divisions in the form of a list of positions in each division with their key responsibilities.
The “products” of each department are clearly stated and labeled on an org chart. They make up the product of the entire company. A product is the result of an activity, so the product can also be the service provided. This applies to absolutely all companies. The product produced by a trading company is, in essence, logistics. The product of legal advice is a service provided, useful recommendations. Every activity has a product; it is for the product that the client pays us money. He is little interested in the process, he is interested in the result.
“Organizing” - because it describes all the functions that must be performed in a company for successful operation. Thanks to the organizational chart, it becomes clear who is responsible for what functions and who reports to whom. No matter the size of the company, management needs to understand exactly what functions must be performed in order for the business process to produce the expected result. Organization is possible only when each employee understands his functions and knows the functions of others so that he can interact with them.
The author of this management tool - the org board - is the American writer and philosopher L. Ron Hubbard, who was also an outstanding manager. He developed an organization management system - Hubbard Management System. In our opinion, this is the optimal system for small and medium-sized businesses. The Vysotsky Consulting company helps business owners take their companies to a new level of development and efficiency using this system. I described in detail how we do this in my book “My Company Works Without Me.”
Organizational chart on org chart
The structure of a company is the form according to which activities are carried out. If you imagine the functionality as a flow of water, it is the organizational structure that determines where this flow will move, that is, it acts as a channel. Without such a tool, the company's activities are chaotic and poorly controlled.
Having a clear organizational structure in a company is very good! But this is not enough. It is necessary to create a document that records positions, a hierarchy that names and defines the powers and responsibilities of each employee, as well as the result that is expected from each. This is exactly the org board. The company works as a single mechanism aimed at achieving the goal.
Read also: Business process management system
Organizational structure is the basis for systematizing a business. First, the idea, goal, product, strategy are determined. Then people are hired who can perform the functions. Then comes the preparation and launch of advertising and marketing campaigns, the purpose of which is to attract the client. After this, the client purchases the product, this is formalized and carried out through the finance department. The product is provided and the quality and customer satisfaction are checked. And then the successful delivery of the product is made known through affiliate programs and events for potential customers. New clients are referred to the sales department.
Globally, in order to achieve the required result, it is necessary to perform seven main functions. These functions correspond to seven departments in the company. The functions are:
1. Administrative function
Administrative – defining an idea, goal, strategy, technology, market, etc. The process of implementing an organizational chart begins with the development of an organizational structure. First, the company's Valuable End Product (VAP) is determined and formulated. Based on the product, the main business process is formed. The CCPs are then formulated for each of the seven departments and each department within the departments. The departments' central control points make up the departments' central control points, and the departments' central control points make up the company's central control points. After the products, the positions of each employee are described. The standard structure has seven branches. Each department has three departments. At the head is the owner (founder), followed by the director, deputy directors, heads of departments, departments and other employees.
2. Construction and personnel function
Construction and personnel – organizing the work process and providing the company with qualified personnel. This department is responsible for personnel, their accounting, hiring, adaptation, induction, monitors compliance with corporate rules and standards, and ensures the operation of the company’s internal communication system. The product of the department is the company's operating business processes, employees working productively and fulfilling their duties.
3. Spread function
4. Financial function
Financial – accepting money, processing, distribution. All financial flows are controlled in this department. Its main tasks are to increase the company’s material and monetary assets and order its finances.
5. Production
The production (technical) department is responsible for the product itself. For an advertising agency, this is advertising created and launched for clients. In the Vysotsky Consulting company, this is provided consulting; the work of the department begins at the time the consulting project “School of Business Owners” is provided and ends when management tools are implemented in the owner’s company.
6. Quality and qualifications
Checking and correcting product quality, as well as training company personnel. The most complex and mysterious department, and the least popular in Russia. To keep your customers coming back, this department is the one that tracks their satisfaction with the product. One of the ways to improve the quality of a product is to improve the qualifications of employees and their professional training.
7. Public relations or PR
Working with partners, events, media and any contacts with new audiences. You can tell about your company's product. Successes and achievements are what they talk about and write about. It is through public relations that you can get new customers and make your company famous. This department is responsible for the image and reputation of the company, for its media image. Your further interaction largely depends on how a potential client sees you at the stage of the first touch.
When one of the core functions is not performed, a bottleneck appears that hinders the development and expansion of the company. Without a working org board, such a bottleneck is extremely difficult to notice. The typical picture for small and medium-sized businesses is developed distribution (marketing, sales) and production departments and practically absent quality and PR departments.
The production cycle begins with the administrative department. This is where the business owner resides. His main task is the strategic management of the company. It sets the vector of movement, determines what the product will be and formulates the company's goal. Any innovations or changes begin in this department. That is why we provide consulting services only to owners. If, for example, the director tries to implement changes, and the owner does not agree or does not understand them, then nothing will be implemented.
Development of an organizing scheme
Business systematization turns the business into an asset that can operate autonomously, without you and bring stable profits. This opens up opportunities for automating business processes.
After the goals, plans, and product have been determined, the development of the organizational chart continues:
- All functions performed in the organization are written out and products are defined.
- A survey of employees is conducted to clarify the data (the owner does not always know what specific functions are performed by subordinates).
- The optimal structure of the company is determined (some companies need two sales departments, some need two technical departments).
- The obtained data is arranged according to a template (as in the illustrations above).
- Thus, the organizational chart regulates all functions, creating the basis for systematizing all the work of the company.
This is just a small part of the org board development process. In order for the org board to work, the attention of a professional is required from the initial stage to full implementation in the company’s work. A diagram drawn and hung on the wall does not change anything in business. It is necessary to understand the technology of placing people in positions and implementing changes in the business. An incorrectly formulated valuable end product for several positions negates the impact of the entire effort. This is why I do not recommend implementing an organizational structure on your own. In addition, developing an org chart with a consultant takes 20 hours. If the owner does this on his own, by trial and error, then the whole process drags on for many months.
If you are an entrepreneur and are interested in systematizing your business, register for a special training on developing an organizational chart in 4 days. And your company will take its first step towards systematicity.
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Rice. 2.14Organizational structure of IP Ivanova A.A.
As you can see, the store has a linear-functional organizational structure, in which the division of labor and specialization is clearly expressed.
Advantages of this type structure is as follows: unity and clarity of orders; consistency of actions and a clear system of relationships between the director and subordinates; efficiency in making management decisions; responsibility is clearly expressed; there is no need for high profile specialists.
The main disadvantages of the store's organizational structure are: high requirements for the director, who must have comprehensive knowledge and experience in all management functions and areas of activity; a huge flow of information is concentrated at the director; coordination of actions is difficult; There is a tendency towards red tape when making decisions.
Based on the job descriptions of IP Ivanova A.A. Consider the powers and responsibilities of individual employees.
The director of the enterprise makes decisions, carries out and controls all commercial activities of the enterprise, hires personnel and enters into employment contracts with them. The director is obliged to ensure the fulfillment of all obligations to the state budget, suppliers, customers, and banks.
Managers receive and transmit information across levels through communication in the form of orders, or verbal instructions.
Each employee of an enterprise has a job description, which contains the employee’s responsibilities and what he needs to know in order to perform his job more effectively. Considering the organizational structure of management (Fig. 2.14), it should be noted that there is no duplication in the management structure.
Representatives of the accounting department at this enterprise are the chief accountant, who is directly subordinate to the director of the enterprise, and two accountants. The chief accountant carries out accounting and reporting, monitors compliance with financial discipline, ensures strict adherence to cash discipline and proper procedures for storing money.
The head of the commercial department reports directly to the director. His functional responsibilities include: organizing the work of the product sales department, monitoring product quality, organizing periodic reconciliation of the actual availability of inventory items with registration data, keeping records of material assets, bringing orders, instructions, rules and other documents to the attention of department personnel , arranges employees in the department, etc. Managers are subordinate to her.
Managers are assigned the following functions:
1. Determination of the conformity of the quality of material resources regulatory documents and concluded contracts.
2. Establishing relationships with suppliers and consumers of products.
3. Operational accounting of receipt and sale of inventory items.
5. Preparation of documentation for production and sale of products, reporting.
6. Monitoring compliance with the rules for storing inventory in warehouses.
The manager's responsibilities include: customer service, monitoring the timely replenishment of the working stock of products, its safety, preparing the workplace, advising customers about the properties and taste characteristics.
Thus, the organizational structure of IP Ivanova A.A. is an ordered set of interconnected elements that are in stable relationships with each other and ensure the functioning and development of the organization as a whole.
The first level of management is represented by the director of IP Ivanova A.A., he determines the mission and goals of the organization, and carries out general management of the enterprise’s activities.
At the second level are the chief accountant and heads of departments.
The third level is represented by operators, shop workers, and drivers.
Let's move on to consider the next section of the course work, related to the analysis of the internal and external environment of the functioning of a trading enterprise.
2.2 Analysis of the external and internal environment of the enterprise
Any organization is located and operates in an environment. Every action of all organizations without exception is possible only if the environment allows its implementation. The external environment is the source that supplies the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the opportunity to survive. But the resources of the external environment are not limitless. And they are claimed by many other organizations located in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization.
The internal environment of an organization is the source of its lifeblood. It contains the potential that allows an organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization.
Let's consider the external and internal environment of IP Ivanov A.A. (Fig. 2.15).
Rice. 2.15. External and internal environment of a trading enterprise
Let us consider the macroenvironment in more detail, i.e. Let's conduct STEP factor analysis.
The macroenvironment creates the general conditions for an organization to be in the external environment and consists of economic, political, social and technological factors. The influence of macroenvironment components is shown in Table 2.3.
Table 2.3
Characteristics of macroenvironment components
| Components | Impact of the component on the enterprise |
| Social (determines the impact of social phenomena and processes on business) | Social processes change relatively slowly, however, if any changes do occur, they have a significant impact on the organization's environment. The influence of the social factor is that the size and growth rate of the population have a beneficial effect on the company’s activities. During the study period, the population of Sharypovo decreased; for the enterprise, this factor has a negative effect, since the number of potential consumers decreases. |
| Technological (consists of tracking the process of technology development) | The company uses the latest computer and office equipment, which greatly facilitates the task of obtaining information and speeds up the processes of maintaining internal reporting. In addition, modern accounting systems are used, which are the most visible part of a complete management system based on computer technology. |
| Economic (will allow you to understand how resources are formed and distributed) | On the results of the activities of IP Ivanova A.A. The greatest influence is exerted by the amount of income of the population, since a decrease in income leads to a decrease in consumer demand, and therefore to a decrease in the profit of the enterprise. Also having an adverse impact is an increase in the inflation rate of 11-13% per year and, consequently, an increase in the price level. |
| Political (the intentions of government authorities regarding the development of society and the means by which the state intends to implement its policies) | The legislation of the Russian Federation has adopted a large number of regulatory documents regulating trade and production activities. In his activities, IP Ivanova A.A. tracks the number of newly adopted and repealed legislation. The city administration has developed a strategic development program, which outlines measures to support the development of small and medium-sized businesses. |
Let us assess the strength of the influence of environmental factors on the activities of individual entrepreneur A.A. Ivanova. The results of the ranking of factors are presented in Table 2.4.
Table 2.4
Assessing the importance of environmental factors
| Group of factors | Factors | Assessing the strength of influence of factors on the development of the company | ||||||||||
| -5 | -4 | -3 | -2 | -1 | 0 | 1 | 2 | 3 | 4 | 5 | ||
| Social | 1. Birth rate | X | ||||||||||
| 2. Population decline | X | |||||||||||
| Technological | 1. Emergence of new technologies | X | ||||||||||
| Economic | 1. Decrease in consumer income | X | ||||||||||
Introduction
1. General characteristics of the object of practice of IP “Delicate”………………….3
2. Organizational management structure of IP “Delicatnaya”…………………. .4
3. Marketing analysis of the Crimean confectionery market……….….. .6
4. Organization of personnel management................................................... ............ 18
5. Organization of control in management................................................... ............... 22
6. Crisis management.................................................... ............................... 24
Applications........................................................ ........................................................ ... 27
INTRODUCTION
The purpose of industrial practice is to deepen and consolidate theoretical knowledge acquired during the study process, promote the development of skills in solving applied problems, and prepare for independent production activities.
Main tasks of industrial practice:
· familiarization with the organization, structure and development prospects of the enterprise - the basis of practice;
· mastering practical skills in performing functions in the relevant subsections of the practice base;
· mastering the basics of scientific research;
· mastering teaching methods;
· collection of materials (statistical data, documents) for writing a thesis.
The base of practice is individual entrepreneur "Delicate"
Location of the enterprise: Republic of Crimea, Simferopol, st. Kyiv, 5v.
Types of economic activity: sale of confectionery products.
During the internship period, I was given an individual assignment:
1) collect information about the individual entrepreneur Delikatnaya and give a description of its activities;
2) conduct an analysis of the internal and external environment of the enterprise;
3) determine the organizational structure of enterprise management;
4) determine the main indicators of the financial and economic activities of IP Delikatnaya
General characteristics of the object of practice of IP "Delicate"
Management practice took place on the basis of IP “Delicate”.
Individual Entrepreneur Delicatnaya S.F. is a commercial organization carrying out trade and purchasing activities in confectionery products. This business activity is subject to a simplified taxation system.
An individual entrepreneur is an individual registered in the manner prescribed by law and carrying out entrepreneurial activities without forming a legal entity.
Trade is carried out at the Kiev Market, located at the address: Simferopol Market “Kyiv Row” st. Kyiv 5 V
Taking into account the product specialization of the private enterprise, Individual Entrepreneur Delikatnaya S.F. belongs to the group of food products that trade in confectionery products.
The range of goods in the facilities fully corresponds to its profile and corresponds to the declared assortment list and brand name.
The operating hours of the private enterprise IP Delikatnaya S.F. are set from 08.00 to 18.00, without lunch. This mode is optimal, since the store is a retail enterprise and is designed for end customers.
To achieve the established goals in his activities, an entrepreneur has the right on his own behalf to make transactions, enter into contracts, acquire property and personal property rights, bear responsibilities, be a plaintiff and defendant in court, arbitration, and arbitration.
IP Delicate independently:
· establishes, expands and reduces staffing;
· establishes forms, systems, and amounts of remuneration for employees of the company;
· establishes a working day schedule for employees, the duration of vacations, and resolves issues of social security.
According to the current legislation of the Russian Federation, individual entrepreneur Delicatnaya S.F. guarantees its employees a minimum wage and the duration of social security leave.
Organizational management structure of IP "Delicate"
Management bodies are considered to be those bodies that make certain decisions and control their implementation in mandatory. Management bodies act exclusively within their competence when making management decisions. Management bodies, as a rule, are elected and appointed.
Currently, an individual entrepreneur is one of the most common forms of doing business. Registration in this status allows newcomers to avoid unnecessary hassle with taxation and the registration procedure itself. At the same time, this status gives entrepreneurs quite extensive rights that are not inherent in ordinary citizens- individuals. These rights are vested in him by state bodies using legislative and regulatory acts. For example, some types of activities of an entrepreneur are subject to licensing; acting as an employer, an individual entrepreneur is obliged to follow the norms of the Labor Code when hiring or firing employees. Individual entrepreneurs are guided by these same standards when maintaining work books, applying for vacations, and so on. And one of these advantages is the fact that the management bodies of an individual entrepreneur are the entrepreneur himself, since he carries out his activities at his own peril and risk.
Conducting business activities is always carried out with the sole purpose of making a profit. This is possible with a fairly efficient level of management and adequate planning of activities. It is the entrepreneur who independently plans activities. A business plan in this case serves as a document that allows you to adequately build a business model, reduce the risks associated with it, and ultimately increase profits. The management bodies of an individual entrepreneur are represented by the individual entrepreneur himself. He manages his activities in the case of one employee working in a specific individual entrepreneur. If an entrepreneur hires employees, then in carrying out their activities he is the governing body, since he himself determines the business strategy. It is his instructions that hired workers follow when performing it as employees of individual entrepreneurs.
Any organization or enterprise registered as a legal entity must have its own system of governing bodies. This can be one person, who is also the founder, who independently carries out management. But management can also be entrusted to the meeting of founders, the board of directors. This is a more complex system of governing bodies, but also more effective: several people are capable of quickly making a decision or resolving a controversial situation. The number of people in the management bodies of a legal entity depends on the total number of employees, as well as on the form of business management - LLC, CJSC and others.
Thus, the governing bodies of an individual entrepreneur are the individual entrepreneur himself in the status of an individual. But, in addition to the sole management of its business entity, an individual entrepreneur in some situations comes into contact with government authorities. Taxation of entrepreneurs is managed by state tax authorities. The same structure registers an individual entrepreneur and issues him a certificate. The State Antimonopoly Committee also works closely with entrepreneurs to ensure that they establish an adequate cost for a product or service.
At the same time, an individual entrepreneur as an individual is not prohibited by law from holding any positions in other organizations and enterprises. As an employee, the entrepreneur will be subordinate to the management body of the enterprise with which he will enter into an employment or civil law contract. Occupying leadership position at an enterprise or in an LLC (legal entity), an entrepreneur can himself be a member of the management bodies of a given business entity - be a founder, be a member of the board of directors, etc.
practice report
2.1 Organizational and managerial structure of the enterprise IP Nabozheiko, cafe "Glubina"
The management structure of an organization should be understood as an institutional entity within which the integrity of transactions is ensured. Can be applied to the concept of the management structure of an organization, firm, enterprise or any other legal entity.
The functions of managing the activities of an enterprise are implemented by divisions of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relationships with each other. Thus, the structure is the organizational form within which the management process is carried out.
Organizational structure is a set of ways in which the work process is first divided into individual work tasks, and then coordination of actions to solve problems is achieved. Essentially, organizational structure determines the distribution of responsibilities and authority within an organization.
Organizational management structures are presented in Figure 4.
Figure 4 - Organizational management structures
From Figure 4 it can be seen that there are 5 main types of management structures. Let's look at their main characteristics:
1. Divisional (or departmental) management structure is the most common form of organization of management of a modern industrial company. Its meaning is that independent divisions are almost completely responsible for the development, production and marketing of homogeneous products (divisional-product management structure) or independent divisions are fully responsible for economic results in certain regional markets (divisional-regional management structure).
2. Hierarchical management structure - an organizational management structure in which vertical connections predominate, when the upper levels have decisive authority in decision-making, and these decisions are strictly binding on the lower levels.
3. The linear-functional management structure allows us to largely eliminate the shortcomings of both linear and functional management. With this structure, the purpose of functional services is to prepare data for line managers in order to make competent decisions or emerging production and management tasks.
4. A linear management structure is used, as a rule, by small and medium-sized enterprises engaged in simple production, in the absence of broad cooperative ties between enterprises.
5. Innovation and production management structure - a management structure that provides for the division:
management of departments performing innovative functions: strategic planning, development and preparation of production of new products;
management of departments, daily operational management of established production and sales of mastered products.
An organizational structure is a document that establishes the quantitative and qualitative composition of the divisions of an enterprise and schematically reflects the order of their interaction with each other. In other words, it is a set of ways in which the work process is first divided into individual work tasks, and then coordination of actions to solve problems is achieved.
Essentially, organizational structure determines the distribution of responsibilities and authority within an organization. As a rule, it is displayed in the form of an organigram - a graphic diagram, the elements of which are hierarchically ordered organizational units (divisions, job positions).
The organizational structure is aimed, first of all, at establishing clear relationships between individual divisions of the organization, distributing rights and responsibilities between them.
It implements various requirements for improving management systems, which are expressed in certain management principles.
The organizational and managerial structure of the enterprise IP Nabozheiko, cafe "Glubina" is a linear-functional management system.
This structure identifies departments that perform specific functions. The organizational and managerial structure of the enterprise IP Nabozheiko, cafe "Glubina" is presented in Figure 5.
Figure 5 - Organizational and managerial structure of the enterprise IP Nabozheiko, cafe "Glubina"
The functions of individual specialists and the work of departments of the enterprise IP Nabozheiko, cafe "Glubina" are presented as follows:
1. Director - the director of the enterprise is assigned the following functions: general management of the production, economic and financial-economic activities of the enterprise, organizing the interaction of all structural divisions, workshops and production units, ensuring the fulfillment of all obligations assumed by the enterprise.
The director’s responsibilities also include obligations to budgets of various levels and extra-budgetary funds, creating conditions for the introduction of the latest equipment and technology, progressive forms of management and labor organization, and monitoring compliance with the law in the activities of all services.
2. Deputy Director for Economic Affairs. His responsibilities include monitoring the timely maintenance of various facilities related to the economic sector. The subordination of the deputy director for economic affairs includes workers, supplies and vehicles.
3. Chief accountant. The responsibilities of the chief accountant include: work on maintaining accounting records of property, liabilities and business operations (accounting for fixed assets, inventory, production costs, sales of products, results of economic and financial activities; settlements with suppliers and customers, for services provided and etc., receiving and monitoring primary documentation for the relevant areas of accounting and preparing them for accounting processing, as well as reflecting on the accounting accounts transactions related to the movement of fixed assets, inventory and cash.
4. The cafe administrator accepts orders for banquets and additional services (breakfast delivery to the house), controls the process of serving cafe visitors, and coordinates the banquet menu with clients. All cafe staff are subordinate to him:
waiters, the number of people on staff is 20 people;
cooks, the number of people on staff is 7 people;
dishwashers, the number of people on staff is 7 people;
technical staff, the number of people on staff is 5 people.
5. Security service. The responsibilities of the security service are to monitor the protection of life and health of guests of IP Nabozheiko, cafe "Glubina".
Thus, the organizational and management structure of IP Nabozheiko, cafe "Glubina" is a linear-functional management system, which involves the distribution of all activities of the enterprise into areas. This is the simplest hierarchical management structure, also called pyramidal or bureaucratic. The linear structure consists of a manager (enterprise) and several subordinate employees, while large enterprises can have up to 3-4 or more levels of hierarchy.
The structure is necessary so that all processes occurring in the organization are carried out in a timely and high-quality manner.
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