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Faculty of Economics and Management

COURSE WORK

Analysis of the formation of a product range and its optimization using the example of the Magnit retail chain

annotation

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

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

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

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

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

Introduction

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

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

Conclusion

Appendix A

Appendix B

Appendix B

Appendix D

Appendix D

Appendix E

Appendix G

Appendix I

Introduction

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

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

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

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

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

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

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

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

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

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

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

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

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

The objectives of the course work are:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The classification of the product range is as follows:

1) by location of goods:

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

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

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

2) in terms of product coverage:

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

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

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

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

3) according to the degree of satisfaction of needs:

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

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

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

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

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

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

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

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

b) according to the assortment structure:

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

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

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

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

e) the type of range of services is detailed

large-aggregate types of services;

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

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

1. 2 Assortment indicators and factors influencing them

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

Let's list these indicators.

The breadth of the assortment is the number of groups and subgroups of goods that are included in the store’s assortment. In turnover, the assortment structure of department stores and specialized stores is distinguished based on their share in inventories.

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

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

Table 1 - Trade assortment alternatives by breadth and depth

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

Simplicity is the main advantage of the narrow range.

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

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

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

The indicators of the assortment also include its sustainability.

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

Ku = 1 - Оn/n*а,

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

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

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

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

0.90 for supermarkets and grocery stores;

0.80 department stores;

0.75 shoe and clothing stores;

0.85 haberdashery, household and sporting goods stores.

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

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

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

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

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

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

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

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

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

Kp = Rf/Rn,

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

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

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

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

Bush = Р1 + Р2 + Рз +... + Рn/ Рн*n,

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

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

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

n - number of checks.

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

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

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

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

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

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

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

General factors do not depend on the specific operating conditions of the company. General factors are divided into:

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

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

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

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

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

Specific factors reflect the specific operating conditions of the company.

Taken into account when determining the breadth of assortment:

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

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

3) type and capacity of the company;

4) characteristics of segments;

5) transport connections.

Taken into account when determining the depth of the assortment:

1) income level by segment;

2) specificity of demand within segments;

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

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

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

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

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

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

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

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

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

2) assortment profile of the store;

3) profitability of the enterprise and individual product groups;

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

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

Table 2 - Principles for forming a trade assortment

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

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

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

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

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

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

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

Establishing a group range of products for various types of firms allows us to determine the role and place of each type and the overall system of trade services for the population.

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

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

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

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

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

Figure 1 - Stages of formation of the trade assortment

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

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

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

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

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

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

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

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

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

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

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

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

Values ​​of the Magnit store chain:

1)honesty;

2) frankness;

3) dedication to the company;

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

5) constant improvement of professionalism;

6)improving the level of service for clients;

7)providing exceptionally high-quality products.

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

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

TS "Magnit" is:

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

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

The target audience:

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

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

A third of regular customers drive their own car;

Almost half of the families that are regular customers have a car.

Open Joint Stock Company "Magnit" operates in:

Renting out real estate;

Wholesale trade of dairy products;

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

Wholesale trade of soft drinks;

Wholesale trade of edible oils and fats;

Wholesale trade of alcoholic beverages, not including beer;

Wholesale trade in sugar;

Wholesale trade of beer;

Wholesale trade of confectionery products;

Wholesale trade of fish and seafood;

Wholesale trade of tea, coffee, cocoa and spices;

Wholesale trade in flour confectionery products;

Wholesale trade of prepared food products;

Wholesale trade of flour and pasta;

Wholesale trade in salt;

Wholesale trade of cereals;

Wholesale trade in cleaning products;

Wholesale trade of toilet and laundry soap;

Wholesale trade in cosmetics and perfumes, not including soap;

Other retail trade in non-specialized stores;

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

Coordination of activities of subsidiaries;

Implementation of all types of foreign economic activity;

Other types of activities that do not contradict the law.

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

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

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

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

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

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

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

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

Figure 3 - Organizational structure of TS "Magnit"

The development strategy is:

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

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

Improve logistics processes for the most efficient management of transport flows;

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

Develop a multi-format business model to meet the needs of clients with different income levels.

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

Form No. 1 - balance sheet;

Form No. 2 - profit and loss report.

It was these documents that were used to analyze the financial position of TS Magnit.

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

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

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

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

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

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

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

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

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

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

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

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

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

Table 4 - Costs of TS "Magnit"

The dynamics of expenses are clearly shown in Figure 5.

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

Figure 5 - Dynamics of expenses in the Magnit vehicle

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

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

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

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

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

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

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

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

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

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

1) qualifications of personnel and its composition;

2) financial capabilities;

3) management skills and competence;

4) use of technology;

5) image of the enterprise;

6) the company's experience in the market.

The characteristics of marketing capabilities are one of the most important parts of the internal environment.

Internal environment of the Magnit vehicle:

1) qualifications of personnel and its composition:

From time to time, specialists undergo professional retraining.

2) financial capabilities:

Revenue for 2012 amounted to 448.661.13 million rubles.

3) the company’s experience in the market:

The company has existed and developed for almost 20 years.

External environment of the Magnit vehicle:

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

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

2) focus on dialogues with the customer;

3) it is necessary to constantly study competitors;

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

Needs of potential clients:

1) quality of service;

2) product quality;

3) decent and understanding treatment of workers;

4) reasonable prices.

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

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

Table 5- SWOT Analysis of TS "Magnit"

	Possibilities
	Adding new products; Sufficient popularity, as well as high qualifications of the company’s personnel; Quality control, unsuccessful behavior of competitive enterprises can provide an opportunity to keep up with market growth.	Government policy, increased competition, inflation and rising taxes may affect the implementation of the strategy; Fame can add an advantage in competition; Changing customer tastes.
	Non-participation of staff in decision making; Reduce the price level, taxes and duties, while maintaining the average price level. This will allow you to receive excess income.	The emergence of new competitors and high prices will worsen the competitive position; Unfavorable government policies; Non-participation of staff in decision making.

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

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

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

Table 6 - PEST Analysis of TS "Magnit"

Politico legal	Economic	Socially cultural	Technological factors
1) labor legislation; 2) tax system; state regulation	1) cost of production; 2) inflation rate; 3) exchange rate; 4) unemployment rate.	1) demographic changes; 2) changes in lifestyle; 3) changes in customer tastes and preferences; 4) social mobility of consumers; 5) level of education.	1) the emergence of new products; 2) the latest technologies; 3) automation of quality control; 4) advanced technological processing methods.

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

2) propaganda;

3) sales promotion;

4) personal selling.

Each element has its own specific communication techniques.

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

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

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

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

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

4) encouraging the consumer to return to this network;

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

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

7) acceleration of trade turnover of the network;

8) the desire to make this client permanent.

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

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

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

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

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

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

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

Figure 11 - City format of TS "Magnit"

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

Figure 12 - Stella TS "Magnit"

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

Figure 13 - “Indoor Video” in the Magnit vehicle

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

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

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

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

Figure 14 - Emblem of the vehicle "Magnit"

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

1) increase sales volume in the short term;

2) maintain consumer commitment to this particular store chain;

3) introduce any new product to the Russian market and the market of the Omsk region, this includes both goods of own production and supplied products;

4) support various promotion tools.

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

1) opportunities for personal contact with potential clients;

2) a large selection of sales promotion tools;

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

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

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

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

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

Formation of consumer beliefs and preferences;

Carrying out an act such as a deed of sale.

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

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

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

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

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

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

The formation of an assortment of goods acts as the most important factor in the life of a modern trading enterprise.

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

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

Identify target customers;

Determine the price range;

Create an assortment classifier;

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

Determine the number of brands/suppliers represented;

Define the concepts and format of the sales division.

You also need to consider:

Time of presence of products on the market;

Analysis of this product from competitors;

Current market trends.

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

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

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

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

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

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

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

Name	Actual latitude, pcs.	Base latitude of everything on the market, pcs.	Latitude coefficient, %
Own production
Products
Cosmetics/Household

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

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

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

Table 9 - Stability of the Magnit vehicle assortment

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

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

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

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

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

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

Table 10 - Update of the Magnit vehicle range

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

Table 11 - ABC analysis of the Magnit vehicle

	Pretzel "Vyborgsky"
	Liver pancakes
	Bran bread
	Butter cookies “Kurabiye”
	Fried potatoes with mushrooms and onions
	Salad "Vitamin"
Products	Cheese "Smoked Braid"
	Coffee "Black Card"
	Processed cheese "Viola"
	Oatmeal "Miracle"
	Nectar “My Family”
	Chips "Laze"
	Buckwheat “Uvelka”
	Lecho "Picanta"
	Greenfield tea
	Butter 72.5% “Prostokvashino”
	Margarine "Rama"
	Sour cream 25% “Prostokvashino”
	Kvass "Russian Gift"
	Milk 3.5% "Prostokvashino"
	Kefir 3.2% "Prostokvashino"
	Shock. sweets "Swallow mail"
	Cottage cheese "101 grains + cream"
	Dry breakfast "Dansonia"

	Chocolate "Sladko"
	White beans "Globus"
	Mayonnaise "Mr. Ricco"
Cosmetics	Haggis diapers
	Shampoo "Head and Shoulders"
	Oral bi toothbrush
	Antiperspirant "Dove"
	Washing powder "Bi-Max"
	Blend-a-honey toothpaste
	Glass cleaner "Mr. Muscle"
	Johnson's baby bath product
	Dishwashing liquid "Sorti"

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

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

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

The data is presented in Table 12 and Table 13.

Table 12 - Calculation of market share of goods

Table 13 - Construction of the BCG matrix by profit volume

The following conclusions can be drawn:

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

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

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

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

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

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

Narrow range of products;

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

Let's consider the solution to each problem separately.

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

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

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

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

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

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

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

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

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

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

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

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

Printing of questionnaires;

Salary of the promoter.

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

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

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

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

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

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

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

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

2 toxin, patulin, deoxynivalenol, ochratoxin A;

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

Antibiotics: grisin, bacitracin, tetracycline group,

levomycin, streptomycin;

Benz(a)pyrene;

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

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

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

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

Table 14 - Costs for testing products

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

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

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

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

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

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

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

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

Each of these tools has its own advantages and limitations.

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

As a mass means of influencing audiences of potential customers using various modes of transport, such an advertising medium as advertising on transport is indispensable. Every day thousands of people use the services of buses and trolleybuses. Advertising on transport can be divided into three types. This:

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

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

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

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

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

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

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

Table 15 - Costs of TS "Magnit"

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

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

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

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

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

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

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

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

It is also possible to use a virtual promoter.

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

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

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

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

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

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

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

Table 16 - Costs of new technologies of the Magnit vehicle

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

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

Conclusion

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The assigned tasks were completed and the goal was achieved.

List of sources used

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

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

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

4 Sidorov D.V. Retail networks

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

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

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

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

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

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

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

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

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

Appendix A

Appendix B

Appendix B

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

Appendix D

Figure D. 1 - Virtual promoter

Appendix D

Figure E. 1 - Interactive showcase

Appendix E

Figure E. 1 - Product catalog of the Magnit hypermarket

Appendix G

1. What influences the choice of where to buy?

□ price of goods;

□ quality of goods;

□ quality of service;

□ close location to home or place of work;

□ recognition of the retail network;

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

3. What products do you buy most often?

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

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

I would like to see_.

6. Please indicate your gender:

□ male;

□ female.

7. Please indicate your age:

□ under 18 years of age;

□ 18 - 25 years old;

□ 26 - 40 years old;

□ 41 - 55 years old;

□ 56 years and older.

8. Indicate your type of activity:

□ student;

□ schoolboy;

□ working;

□ pensioner;

□ other_.

Thank you for participating in the survey!

Appendix I

We ask you to answer the following questions:

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

□ on the market;

□ in chain stores;

□ in convenience stores;

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

□ “Magnet”;

□ “Neighbor”;

□ “Tape”;

□ other_.

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

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

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

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

How often?	TS "Magnit"	TS "SoseDDushka"	TS "Lenta"

Ergardt O.I. Methods for analyzing the assortment policy of an enterprise / O.I. Ergardt, O.I. German // Economics and business: theory and practice – 2017. – No. 9. – pp. 55-58

METHODS OF ANALYSIS A ASSORTMENT POLICY OF THE ENTERPRISE

O.I. Erhardt, Ph.D. econ. Sciences, Associate Professor

O.I. Herman, Ph.D. econ. sciences

Altai State University

(Russia, Barnaul)

Annotation. The article presents an analytical review of the main methods for analyzing the assortment policy of an enterprise, a definition of assortment policy is given, and based on an analysis of the definitions presented in the economic literature, the relevance of a well-formed assortment policy for an enterprise is substantiated.

Key words: a assortment, assortment policy, management, methods, price, break-even sales, optimization.

To ensure effective management V assortment management for the enterprise b You need to have a strategy for how to behave O food market, satisfy consumer demand as much as possible, determine wholesale And small product range. Assortment And mental policy covers not only production and sales activities b activity of the enterprise, but also all the work, sacred I intimate with consumers and complexmarket research. Optimal a With assortment policy of the enterprise VLI I affects its financial results, that is, it increases the revenue and profit of the enterprise And yatiya. With an ineffective assortment policy, the enterprise loses its competitive position. at profitability and financial stability and vost.

The economic literature presents V there are several interpretations of the concept of “association” R "Timent Policy of the Enterprise". According to Rusinov F.M. , "Assortment policy – a system of strategic measures aimed at creating a competitive model, ensuring And ensuring the enterprise’s stable position in the market and obtaining the necessary and they were." Knysh M.I believes that “Assortment policy – This is one of the most important components of an enterprise's competitive strategy. Question about extension And reduction (narrowing) of the product range e my (sold) products may have different solutions depending on a whole range of specific conditions: industry, product group, product sizes d acceptances and other market conditions into the barking ones." Shemitov P.V. gives b o more specific definition of assortment T new policy, linking it with nomenclature at a swarm of manufactured and sold goods .

Thus, the economic system sch the assortment policy of the enterprise And yatiya lies in the optimal forms and roving the assortmentproducts for those goods that are in demand in the market, depending on financial conditions h capabilities of the enterprise and its development strategy.

According to A.G. Porshneva, “the policy of changing the assortment may be based O take three approaches. Firstly, this is vertical diversification of activities O of the enterprise aimed at expanding And reduction (narrowing) of the product range, as well as the creation of its own distribution network to promote its products. Secondly, this is a horizontal diversion And fiction, which is h change in assortment within the framework of already O ongoing activities or in similar areas or entering new markets without moving to adjacent levels within the framework of cooperation. Thirdly, comprehensive and h change, that is, diversification in both directions" .

Making a decision to expand or narrow the assortment presents the opportunity to choose two different options. A tagy. As Lubkov notes V.A. , "extended and Assortment changes may be related c diversification, and narrowing may be caused by the need (advisable O stu) integration, like vertical and horizontal" .

According to M.Kh. Meskona, "former o" the assortment is preceded by the development A botka assortment concept. It represents a directed O the structure of the optimal assortment structure, product offering, while taking as a basis, consumer And personal requirements of certain groups (market segments)" .

Analysis methods play a major role in developing a competent assortment policy for an enterprise.To conduct a competent analysis of the assortment floor And tics these methods need to be combined, hell P focusing on the activities of a specific d acceptance. The analysis results obtained using different methods are compared e I wait with myself and on the basis of the received and n formation, proposals are being developed to optimize the assortment of water and ki.

The simplest and most common method of analyzing assorted water And ki is the ABC method. This method is anal And is built on the basis of the principle of Par e then, J. Gibson writes in his book “About R organization: Behavior, Structure, Process With sy: “for the most possible results A A relatively small number of reasons are responsible,” now better known as the “20 to 80 rule.”. This method of analysis has received great development due to its unique And versatility and efficiency. During the ABC analysis, the ABC rating of goods is formed. Toward the definition of objects and pairs A meters of analysis can be approached creatively. The greatest attention should be paid to O to the varieties of group “A”, they bring to And more income for the company. Grouped O vav product according to one parameter you need with O put the result with a friend And parameters. Group "C" can And carry 20% of income, make up 50% of goods R large inventory and occupy 80% of the warehouse space, these products bring the least income and can be reduced. However, the ill-conceived reduction in goods P py "C" (20% of enterprise income) pref e It means that after some time With the resulting goods will be distributed according to the same law, but the overall result is active O profit for the enterprise may decrease by 50%.

Another common method of assortment analysis is A lyses according to the adapted BCG matrix (Bo With Tonga Consulting Group). Matr and Tsa BCG is built on the basis of internal information of the enterprise and allows data e to build a full-fledged assortment A liz and conclusions on the structure of products. Based on the results of constructing the BCG matrix, four groups of goods are distinguished (with O responsibility for hitting a specific t O vara to the corresponding quadrant): “zve h dy", "cash cows", "wild cats", "dogs". For each of these groups there are e There is a priority strategy. Yes, n A For example, goods that have been sold by an enterprise for a long time and have a large market share fall into the “cash core” square O you,” they require little investment and bring in a lot of money. Optimal page A The tag for them is minimal and efficient V new investments. “Stars” are also a lead e ry market, but to maintain them requires at There are big investments. Investing and n investment, you can get more And profit from these goods. It is better to get rid of “Dogs” altogether, if possible. They have low market share and low growth rates. The cost of these goods is usually higher than that of competitors, and And earnings are below the industry average. Support And There is no point in investing in these goods. "Wild Cats", according to others at According to some sources, “problem children” have high growth rates but a small market share. These are unpredictable products. If they are assessed as promising A ry, then it makes sense to invest money in their development, to transfer them to the category of “stars”. If the enterprise does not intend to finance funds to support “"difficult children", then their growth will gradually slow down, and they will move into the category of "dogs".

The BCG matrix analysis must be carried out constantly, every quarter. R e Gular analysis will allow you to balance the assortment of the enterprise by analyzing O develop the potential of an existing product O new portfolio and develop a strategy for further work with it.

Strategic analysis of the macroenvironment is carried out using PEST - method. His goal– tracking macro changes e dy in four directions. PEST analysis includes political, economic, social and technical e skaya components. Analysis of these components V lying allows you to competently optimize O create an assortment, adapting the effect To tive sales to external conditions.

Favorable parameters perceived And are perceived by the organization as opportunities, and unfavorable ones as threats. Most uh f An effective and simple method for analyzing the state of an organization is SWOT analysis.

SWOT analysis allows you to analyze O show the state of the enterprise from the point of view e understanding its strengths and weaknesses is an internal characteristic of the state of the enterprise. External analysis will be carried out V from the point of view of potential h enterprise opportunities and emerging threats. As a result, a strategic e heavenly matrix, on the basis of which h the enterprise strategy is being developed.

According to Goncharov V.V.: “I really am Currently, the following main directions of development can be identified:SWOT analysis: firstly, thisdisplay of dynamic changes in the organ in the model And nation and its competitive environment, secondly, taking into account the results of the analysis of the body And tion and its competitive environment using b calling classical models of strategy And technical planning and, thirdly, A a selection of SWOT models taking into account various scenarios for the development of market situations. Thus, SWOT analysis is applied T to analyze the factors of the competitive environment and a separate stage of assessing and structuring the information collected in accordance with the classical PEST and SWOT"

To optimize the assortment d acceptance, a number of economical And ical models, among which the most b the neck has become widespread“Model of economically justified size A kaza" (EOQ). This model allows e divide the optimal batch size n O product rates, and then the optimal order size. In economic literature at This formula is known as Wilson's formula .

When optimizing the assortment O In politics, it is advisable to determine periods of elastic and inelastic demand. P O the elasticity index was introduced into economics e Chinese analysis A. Marshall. Studying elasticity h low and inelastic demand can be increased And reduce or reduce sales by changing the price of a product.

V.G. Shibakov believes that “elasticity h ity is a quantity that O paradise characterizes the degree of sensitivity O the strength of any one indicator to and h change in another indicator. To choose the right type of behavior in the market in relation to demand, enterprises need to O it is difficult to know how the value of O "ca (number of sales) reacts to an increase or decrease in the price of a given product, the prices of products sold by competitors, changes in consumer income" .

The numerical value of elasticity is very important; it makes it possible to correctly calculate the price of enterprise products. And yatiya. The sign of income elasticity of demand will show the consumer’s attitude towards the given about my product. Positive Income elasticity of demand means that demand And tel considers this productfull (normal)and increases its purchases as its income increases. Negative Income elasticity of demand means that a given good will be consumed e la is inferior (such goods are also called inferior or lower category goods), and the consumer, as his income grows, will reduce his consumption. Elasticity of demand by d about progress close to zero shows that p O the consumer considers this product neutral and does not change the volume of its purchases when its income changes.

Optimization of assortment policy is also carried out on the basis of the theory of break-even sales. In this case, additional analytical capabilities and opportunities for assessing the impact of sales volume, price and cost structure on profit d puts the use of the concept of contribution to cover or marginal income of the enterprise. Contribution to cover display s shows: by what percentage will the enterprise’s profit change when there is a change in s handles one percent above point b h unprofitability of sales. The main thing for d acceptance - strive to achieve And large volumes of sales of goods with relative O significantly high coefficient value And ent contribution to cover, these goods are accounted for And are the most profitable for businesses and yatiya.

Thus, analysis aassortment policy of the enterprise must implement V use different methods, each method allows you to correctly clarify and optimize And to edit the assortment, these methods will not e repent, they complement each other, call O When creating an assortment, more With required by the consumer.

Bibliography

1. Management: textbook. manual for universities / ed. F. M. Rusinova. – M.: ID FBK – PRESS, 2012. – 504 p.

2. Knysh, M.I. Competitive e strategies: textbook. allowance. – St. Petersburg: Peter, 2012. – 284 With.

3. Shemitov, P. V. Organization theory: textbook. allowancefor universities. – M.: INFRA-M, 2013. – 362 p.

4. Organization management: training course / ed. A.G. Porshneva. – M.: INFRA-M, 2013. – 669 p.

5. Lubkov V.A. Strategic model for the development of a commercial organization // Economy And logical analysis: theory and practice. – 2011. – No. 28. - WITH. 3-7.

6. Meskon M.Kh. Fundamentals of management / M. H. Mesk on, M. Albert, F. Khedouri. – M.: Delo, 2013. – 701 With.

7. Zlobina, N.V. Strategic development of the quality management system: organization and onny and reg ional aspects// Regional economics: theory and practice. – 2011. – No. 44. - WITH. 9-12.

8. Goncharov, V.V. Guide for yousenior management personnel. – M.: Suv e nir, 2014. – 487 p.

9. Masterov, A.I. Management accounting and analysis of assortment and pricing policy as a tool for increasing efficiencyactivities of the organization// International y accounting. – 2015. – No. 9. – P. 7-9.

10. Shibakov, V. G. Methodology for operational management of product assortment d pr and learning based on learningconsumer preferences// Economic analysis. – 2011.– No. 11. – pp. 10-12.

METHODS OF ANALYSIS OF THE ASSORTMENT POLICY

OF THE ENTER R PRISE

O.I. Ergardt, candidate of economic sciences, associate professor

O.I. German candidate of economic sciences

Altaian state university

(Russia, Barnaul)

Abstract. This paper presents an analytical review of the main methods of analysis of the a s sortment policy of the company, provides a definition of assortment policy, based on an analysis of definitions presented in the economic literature. The relevance of the assortment policy for companies is explained.

Keywords:a ssortment, assortment policy, management, methods, price, break-even result, optimization.

INTRODUCTION

1. THEORETICAL FOUNDATIONS OF ASSORTMENT POLICY IN A RETAIL TRADE ORGANIZATION

2. ANALYSIS OF THE STATUS OF THE ASSORTMENT IN THE “SILHOUETTE” STORE

2.1 Brief description of the enterprise

2.2 Analysis of the assortment structure of the Silhouette store from the point of view of profitability

3.1 Product range planning

3.2 Measures to improve the range of products

INTRODUCTION

Today there are a huge number of trade and retail organizations on the market. Each of them is engaged in trade or provision of some types of services.

The consumer is placing ever new, more sophisticated demands on products. Buyers want the products they buy to be more practical, beautiful and durable. Trade organizations are forced to satisfy the ever-increasing demands of their customers. This is why assortment adjustment is very important today.

Retail trade is one of the main sources of supply for the population. On the basis of this, product supply and consumer demand are formed, and is also a source of cash flow. Trade ensures the financial stability of the enterprise.

A rich competitive environment has formed in this sector of the economic system. Entrepreneurial and investment activity in this area is the highest.

In retail trade organizations, the process of circulation of funds invested in production is completed, commodity value is converted into monetary value, and an economic basis for the supply of goods is created. There are constant and qualitative changes caused by management methods that ensure increased efficiency of trade organizations and improved trade culture.

The success of retail depends on the ability to please the customer - this is already an axiom. Currently, the range of goods is increasing. Does not always meet the quality and does not meet modern world requirements.

Errors in choosing a product, ignorance of its properties, characteristics, storage conditions, transportation, and incorrect assessment of quality can result in major losses and damages for the entrepreneur. Therefore, future entrepreneurs need basic understanding of commodity science of various groups of goods.

The social environment and the economy of the enterprise depend on the incorrect formation of the assortment, which affects product supply and consumer demand and many other factors.

It is important that a commercial enterprise attracts the attention of the buyer at least once and in the future they want to come into it. Success will depend on the breadth and completeness of the assortment, as well as prices corresponding to the consumer’s ability to pay. An important factor will be where the store is located and how much space it occupies.

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

The purpose of the study is to develop proposals for optimizing the assortment of a retail trade organization according to the criterion of profit.

To achieve the main goal of the work, it is necessary to solve the following tasks;

· study the theoretical foundations of the assortment, its indicators;

· identify the features of assortment policy in a retail trade organization;

· study the state of the assortment of the Silhouette store;

· justify proposals for optimizing the assortment according to the profit criterion for the Silhouette store.

The object of the study is the assortment of LLC "Lyudmila" (store "Silhouette"), the subject of the study is the profit received by the retail trade organization.

During the research, books, articles by domestic and foreign authors on this issue, accounting and financial statements of Lyudmila LLC (Silhouette store) were used.

1. THEORETICAL FOUNDATIONS OF ASSORTMENT POLICY OF A RETAIL TRADE ORGANIZATION

Concept, assortment indicators

The assortment policy determines product groups that ensure the company’s successful operation in the market and economic efficiency in general.

The market determines the relationship between new products and products in the stages of growth, maturity and decline, the optimal ratio of basic models and their developments and modifications. Assortment policy resolves questions about the origin of the product and who produced it.

With the rapid growth of trade organizations, the range of products and services is growing, which means that it is sometimes difficult for buyers to navigate this variety. Trade organizations must master increasingly new and different situations in assortment policy.

One of the main characteristics of a product is the assortment, which determines the fundamental differences between products of different types and names.

A product range is a set of goods formed according to certain characteristics and satisfying diverse, similar and individual needs.

The term itself comes from the French word “assortiment”, which means a selection of different types and varieties of goods. The set of goods is limited by their names, and varieties, as gradations of the quality of goods of the same type and name, are classified as assortment.

The concepts of product range and nomenclature are inseparable from each other - this is the totality of products produced by the enterprise.

The type of goods is divided into assortment groups (types) in accordance with functional features, quality, and price.

Product range means a selection of items, a set of their names according to some characteristics. From this point of view, the range can be simple or complex, narrow or wide. This classification provides for the identification of groups of homogeneous products or goods based on type, variety, brand, etc. Assortment groups are formed within which items have a certain similarity.

The group assortment of goods shows a list of enlarged product groups that make up the product range. For example, in a women's clothing store there are different sections of goods that satisfy the needs of customers.

The product assortment reflects the presence of a number of types in a product group. For example: women's outerwear coats, jackets, down jackets.

The intraspecific assortment of goods is represented by product varieties, dividing the type into parts. For example: a coat can be either demi-seasonal or winter, fabrics of different colors, etc.

Brand assortment is a set of goods of the same type, brand name or belonging to a brand group. For example: Prestigious firms satisfy the needs of customers.

In relation to industrial enterprises, the production range of products is established, and in relation to trading enterprises - the trade range of goods. The first of them reflects the specialization of the enterprise and serves as the basis for concluding supply contracts. In the second case, there are grounds to judge the extent of the ability of a trading enterprise to satisfy the needs of the population and distinguish between specialized and universal trading enterprises.

With good reason, the stated provisions on the nomenclature and range of products can be attributed to the performance of work and the provision of services, in relation to which groups, types, and subtypes of products are also distinguished.

One of the indicators of the product assortment is characterized by the breadth, number of items in each assortment group and the relationship between the expected assortment groups in terms of consumer community, of course use, distribution channels and prices.

The latitude indicator (W) exists, both real (Shd) and basic (Shb). The only difference is that the real one is available, and the basic one is used for comparison.

Latitude coefficient (Ksh) – is expressed as the ratio of the actual quantity, types, varieties and names of goods of homogeneous and heterogeneous groups to the base one.

where, Шд – real latitude,

Shb – base latitude,

Ksh – latitude coefficient.

The breadth of the assortment depends on market saturation and demand. In a situation where demand exceeds supply, the manufacturer and seller dictate their prices on the market. As the assortment increases, costs for raw materials, expansion of production space, new types of packaging, labeling, etc. increase. This indicator is a criterion for the competitive ability of a retail trade enterprise.

Forming an assortment is the problem of selecting specific products from their individual series. Definitions of the relationships between “old” and “new”, single and serial production, “high-tech” and “conventional”, embodied goods, licenses and know-how. When forming an assortment, problems arise in establishing a pricing policy, requirements for product quality, determining guarantees and the level of service, etc.

The formation of the assortment is preceded by the development of an assortment concept by the enterprise. It represents the targeted construction of an optimal assortment structure and product offering, taking the consumer requirements of certain groups as a basis. The tasks of planning and assortment formation are, first of all, to prepare a “consumer” specification for the product, transfer it to the design department, and then ensure that the prototype is tested, modified if necessary, and brought to the level of consumer requirements. In other words, in the formation of the assortment, the final say should belong to the heads of the enterprise’s marketing service, who must decide when it is more appropriate to invest in product modification, rather than incur additional increasing costs for advertising and selling an obsolete product or reducing its price. It is the head of the enterprise's marketing service who must decide whether the time has come to introduce new products to the range, instead of existing ones or in addition to them.

The formation of an assortment, as practice shows, can be carried out using various methods, depending on the scale of sales, the specifics of the products being manufactured, the goals and objectives facing the manufacturer. At the same time, they are united by the fact that assortment management is usually subordinate to the head of the marketing service.

In certain cases, it is advisable to create a permanent body chaired by the general director (his deputy), which would include the heads of leading services and departments of the enterprise as permanent members. Its main task is to make fundamental decisions regarding the assortment, including: withdrawal of unprofitable types of products, their individual models, standard sizes; determining the need for research and development to create new and modify existing products; approval of plans and programs for the development of new or improvement of existing products; allocation of financial resources for approved programs and plans.

The pressing question for the manufacturer is whether it is necessary to develop a standard product suitable for all selected markets, or to adapt it to the specific requirements and characteristics of each individual segment, creating for this a certain number of modifications of the basic product. Both cases have their pros and cons.

So, although the creation of a standard product, uniform for all markets, is very tempting, it is often practically impracticable. At the same time, the differentiation policy does not justify itself economically where market conditions allow for partial or complete standardization (universalization) of the product.

The benefits of this kind of standardization of goods include: reduction in costs of production, distribution, sales and service; unification of marketing mix elements; acceleration of return on investment, etc. Incomplete use (in comparison with differentiation) of the potential market opportunities, insufficiently flexible marketing response to changing market conditions in this case hinder innovation.

Differentiation, or modification, of a product makes it possible to more fully use the “absorbing” capabilities of markets, taking into account the specifics of their requirements in certain regions of the country and foreign countries, to fill those product niches where there is no competition or it is insignificant. However, determining such a direction in the assortment strategy is an expensive matter associated with the need to modernize and expand production capacities, diversify and rebuild the sales network and, of course, expand the marketing mix. Ultimately, the use of standardization, differentiation, or a combination of these depends on the specific operating conditions of the manufacturer and is determined by the final result - the level of economic efficiency of sales and its volume achieved using these methods.

Along with the correct formation of the assortment, an important task is to ensure its sustainability. The sustainability indicator (S) allows you to satisfy the demand for the same goods.

One of the indicators characterizing the sustainability of the assortment of goods in a store is the sustainability coefficient, where the ratio of the number of types, varieties and names of goods that are in steady demand among consumers (Shu) to the total number of types, varieties and names of goods of the same homogeneous groups (Shd)

where, Y – stable demand for a certain product,

Shb – base latitude,

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

· For supermarkets and grocery stores – 0.90

· For department stores – 0.80

· For shoe and clothing stores – 0.75

· For stores selling cultural goods, sports, household haberdashery goods – 0.85

A wide and stable range of goods in stores is ensured by a set of measures in the field of commercial activities for the purchase of goods.

To characterize a retail enterprise and determine the effectiveness of the assortment policy, analysis of the assortment structure, its breadth and partly its depth allows us to characterize only the actual structure of the assortment of goods in stores, since employees do not have information about the preferred assortment, and the study of demand is reduced mainly to elementary accounting of sales.

Another indicator of the assortment is completeness, satisfying the same needs (P). The completeness indicator can be either real (Pd) or basic (Pb). The completeness coefficient (Kp) is the ratio of the actual completeness indicator to the base one.

where, Пд – real completeness,

Pb – basic completeness,

Кп – coefficient of completeness.

The actual completeness of the assortment and its dynamics are a competent assortment policy. The completeness of the assortment depends not only on the retail space of the store and the volume of turnover.

Important factors ensuring the completeness of the assortment are the financial stability and authority of the enterprise in the market of goods and services. Suppliers of goods have great confidence in stores that accept goods in large quantities, make timely payments, and have a high degree of reliability.

From how often the assortment is updated, psychological social needs are so satisfied.

Updating the assortment is the satisfaction of changing needs through new products.

where N is the novelty of the product,

Shb – base latitude,

Кн – coefficient of novelty.

Constant and increased updating of the assortment for the manufacturer and seller is associated with certain costs and the risk that they may not be justified, for example, a new product may not be in demand. On this basis, updating the assortment should also be rational.

Indicators of the assortment structure are expressed in physical or monetary terms. When there is a predominance of expensive or cheap goods, the cost recovery for their delivery, storage and sale, as well as the solvency of the consumer segment that the trade organization is targeting. Relative indicator of the structure (Ci) of individual goods (I).

where, Ci is a relative indicator of the structure,

Ai – indicator of individual indicators,

Si – indicator of individual indicators.

The harmony indicator expresses the specialization of the store and its individual sections.

Assortment harmony is a property of a set of goods from different groups, characterizing the degree of their proximity in ensuring rational product distribution, sales and use.

Harmony gives a qualitative characteristic to a product and is descriptive in nature.

1.2. Features of assortment policy in a retail trade organization

The better the quality of the range of goods of a trading enterprise is selected, the greater the profit will be received. The assortment policy of a trading enterprise is a targeted activity in the field of product supply to the market, based on long-term planning and regulation, aimed at meeting consumer demand, taking into account the optimization of the product range and ensuring the profitability of all activities.

The objectives of the assortment policy are:

· Satisfying consumer requests;

· Effective use of the company's technological knowledge and experience;

· Optimization of the company’s financial results, when the formation of the assortment is based on the expected profitability and profit volume;

· Conquering new customers by expanding the scope of application of the existing production program (the product life cycle is applied);

· Compliance with the principle of flexibility through diversification of the company’s areas of activity and inclusion of non-traditional industries in the portfolio of strategic business areas;

· Compliance with the principle of synergy, which involves expanding the areas of production and services of the company, interconnected by a certain technology, uniform qualifications of personnel and other logical dependence, providing significant cost savings.

The development of assortment policy in retail trade enterprises is influenced by a number of economic, social, demographic, specific and other factors.

Economic factors include the monetary income of the population and their distribution between individual groups of the population, the level of retail prices and their ratio between individual types and groups of goods; the degree of provision of the population with durable goods.

Social factors include the social and professional structure of the population served; level of education and cultural development of people, holidays, fashion, etc.

Demographic factors include changes in the population size and its composition by gender, age, place of residence; family size.

Natural factors are climatic conditions, the length of the seasons, the physiological characteristics of the human body depending on gender, age, etc.

Specific factors have different implications for the assortment policy in each specific store, depending on the type and size of the store, its specialization, technical equipment, conditions of goods supply (the presence of stability of sources, remoteness, type, supplier), the number and composition of the population served, transport conditions, availability other retail stores in the area of ​​operation of this store.

When forming an assortment of non-food products in a retail network, it is necessary to take into account the factor of their interchangeability.

If the required product is not available for sale or the quality of the intended product is unsatisfactory, the buyer, as a rule, does not delay. And he is looking for a replacement with similar satisfying needs. The demand for many goods is influenced by seasonality and production; with the changing seasons, people's needs for clothing, shoes, and sporting goods change significantly. Assortment policy in a retail chain is an important part of the commercial strategy in retail trade.

Carrying out an assortment policy requires making decisions not only on the inclusion of new products, but also on the removal of goods from sale. Manufacturers and suppliers of goods are constantly updating the range of their products, trying to gain more and more profits. The assortment is part of the retail strategy and a weapon in the competition, which implies its continuous and dynamic change. In some cases, the need to exclude a certain product from the assortment is quite obvious.

A store’s assortment policy presupposes knowledge of the life cycles of production and sale of goods, without which it is impossible to properly manage the trade assortment. It is necessary to pay attention to the stages of the product life cycle:

· At the first stage implementation produce the most popular and basic models that are in demand among buyers;

· To stage maturity all sorts of assortments come out;

· In progress recession remains the best and most popular product

The assortment policy identifies a set of products that are simultaneously on the market in different life cycles. The range of goods that are in a decline in their life cycle, but in terms of the degree of novelty, guarantees the company relatively stable sales volumes, covering costs and profit levels.

Product groups should be distinguished:

· main – goods that bring the company the main profit and are in the growth stage.

· Supportive – products that stabilize sales revenue and are in the maturity stage.

· Strategic – goods designed to ensure the future profit of the enterprise.

· Tactical – products designed to stimulate sales of the main product groups and which, as a rule, are in the stage of growth and maturity.

When determining assortment policy, two principles are distinguished:

The principle of synergy: goods and services are internally linked and complement each other. The scale of the firm's operations determines broad savings.

The principle of strategic flexibility overcomes the disadvantage, the construction of strategic areas of management and product range, which depend on different technologies, require heterogeneous economic, cultural and political conditions, balance risky and stable product groups, which affects the activities of the company. This principle requires financial costs and is within the power of large firms.

The principles for selecting assortment groups of goods should be harmonious for all assortment groups.

Principles for forming the assortment of a trade organization:

Focus on one assortment group is typical for specialized stores. 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 (shoes, clothing, haberdashery).

Focus on the place of production of goods (this is less common) is suitable for those trade organizations that focus on production in a certain geographical region (clothing from Germany, Belarusian knitwear, etc.). Ensures that the assortment matches the nature of the demand presented by the customer groups selected for service.

Focusing on a certain price level means that a trading organization selects an assortment in such a way that it corresponds to the solvency of buyers.

The focus on self-service can be combined with other principles of assortment formation, but so that the products have meaningful information about it and are quite simple and do not require additional consultation from the seller. 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.”

Focus on the breadth and depth of the product range. The width and depth of the assortment in a store depend on a number of factors, the most important of which are the form of product specialization, the size of the retail space, and the state of supply in the consumer market.

One of the principles of correct formation of the assortment of goods in a store is to ensure conditions for its profitable operation. Profitability is the main factor for the functioning of a trading enterprise. When building an assortment, it is necessary to take into account the cost and tax intensity of the sale of individual groups of goods, the possible size of trade markups, inventory turnover and other economic factors.

A feature of the assortment policy is pricing, which is perceived not by the economic, but sometimes by the psychological perception of the buyer’s price. This installs:

Price lines - where the set of prices for the same product will differ from quality.

Price “above normal” - characterized by a low price for the main product and additional goods attached to it;

Price “with bait” - availability of prices for the mass buyer of the main product and increased prices for a wide range of additional goods to it;

Prices for related products;

Set price (cost of a set of goods);

By-product prices;

Psychological prices (for example: prices that end in 9 or 99 rubles).

Various connections can develop between individual products within an assortment:

· Interchangeability;

· Interdependence.

Cross elasticity is used to change the relationship between products. This can be done by switching demand from one product to another.

1.3 ASSORTMENT MANAGEMENT

The product policy of an enterprise is a set of actions of a reseller based on the presence of a clearly formulated program of actions in the market. It is designed to ensure continuity of decisions and measures for the formation of the assortment and its management, maintaining the competitiveness of goods at the required level, finding the optimal product niche for goods (market segmentation), developing a pricing policy, after-sales service, etc. Product policy is developed based on data on the state of supply and demand, the availability of substitute goods, and the general state of the market.

The market is a complex and multifaceted phenomenon, which is characterized by different levels of its development, historical, social, and cultural characteristics inherent in different countries; this is the environment in which only all consumer needs can be satisfied through the interaction of supply and demand; those. this is, on the one hand, the sphere of relations between economic entities, and on the other, an integral part of a market economy, which includes the spheres of production of goods, their consumption and distribution, as well as elements of planning and regulation of the economy. Constant analysis of the market environment, assessment and thoughtful application of the information received is the key to the successful work of any company. The market development forecast consists in determining the conditions under which the most complete satisfaction of consumer demand for the goods of a given enterprise is ensured and the prerequisites are created for the effective marketing of these products.

It is best to start your activity in assessing the market situation with general market research, i.e. assessment of the general economic situation there. The market environment sets the limits of what can be achieved. Such an assessment allows you to change the marketing policy regarding the range and volumes of products sold in a timely manner and without serious costs, timely search for new markets, new types of goods, methods of their promotion, optimize costs and determine the need for investment.

The analysis is facilitated by consideration of conjuncture-forming factors, which can be divided into two groups - permanent and temporary. Constantly operating market-shaping factors are especially evident in the market of industrial goods and services. These include:

1 NTP, changing the sectoral structure of the economy, product range, contributing to a change in the structure of product markets, increased competition, and destabilization of the existing economic situation. It is the main cause of structural unemployment.

2 The level of price monopolization, characterizing the economic power of the company, as well as the market share occupied and the ability to adapt to changes in demand. This criterion is especially important for commodity markets.

3 State regulation, both administrative, influencing the dynamics of production and effective demand, and through direct purchases and sales to adjust demand and assumptions in socially and strategically important markets (markets for agricultural products, foreign exchange, etc.)

4 Interstate regulation is important for world markets of various types of food, protecting one’s own domestic markets from outside competitors, and establishing uniform world prices for some goods.

5 State of information systems. Nothing makes economic operators more nervous than a lack of information.

6 Foreign exchange and credit and monetary situation in the country and abroad. Fluctuations in the national currency exchange rate either help domestic producers in competition with imported goods (a slight depreciation of the national currency and, as a result, an increase in the cost of imported supplies), or puts them at a disadvantage when it is much cheaper to bring from far away than to produce locally.

7 Energy and environmental problems are quite severe market-forming factors in their impact. Recently, these are the main parameters that determine production technology and requirements for product properties.

In addition to the constant factors that need to be taken into account by any market participant, there are also those that depend on the specifics of the goods or services being sold, among which are:

1. Seasonality is important for the agricultural products market and as a consequence of related markets (fuels and lubricants market, road and rail transportation, etc.). NTP allows us to level out this factor to some extent;

2. Political conflicts. Residents of the Russian Federation know firsthand about the action of this group of factors.

3. Social conflicts are especially dangerous for key sectors of the economy that are of national importance (military-industrial complex, mining industry);

4. Natural disasters, often leading to disruption of entire sectors of the economy and sometimes serious environmental problems, which in turn causes crises in related sectors of the economy.

The amount of supply can be assessed in physical terms.

Indicators of demand in the domestic market reflect the nature of consumption in consumer goods markets and include data on wholesale and retail trade, movement of inventory, and the volume of domestic cargo transportation. In the foreign market, such indicators of demand are gross imports and gross exports. An increase in these indicators indicates an increase in the need for a product, and a decrease indicates a decrease in it. The magnitude of demand can also be assessed by such calculated indicators as capacity (E p), share (D), and saturation (N) of the market.

Market capacity means the possible volume of demand and volume of sales on the market of a product at a given price level and for a certain period of time, usually within a year. The capacity of the national market for any product for the year is calculated on the basis of data from domestic and foreign trade statistics in natural (physical) units or by value using the following formula:

where T is the volume of national production of a given product;

Z - the balance of inventory in the warehouses of enterprises;

I - import;

And k - indirect import (import of components);

E - export;

Ek – indirect export (export of components).

Accounting for indirect exports and imports, as well as the movement of inventory, is often difficult to take into account, so in practice, market capacity is calculated using a simplified formula:

Comparison of market capacity over a number of previous years allows us to judge the change in the economic situation.

Market share is the share or share of a firm's sales in the market and is found as follows:

where P is the volume of products sold by the company.

A decrease in market share indicates the unfavorable position of the company and should be a signal for a revision of marketing and production programs. At the same time, a large market share does not guarantee obtaining the desired financial result without constant monitoring of costs.

Market saturation H p (%) is an indicator determined by the ratio of the number of consumers who have already purchased a product (P t) to the total number of consumers of this product (P). The lower the value of the indicator, the more promising this market is for sales.

Indicators of the currency and credit-monetary situation show the expectations of market participants, based on the currently existing prerequisites. And finally, prices. They are an important barometer of market conditions. They can be characterized by absolute values ​​in monetary terms and relative values ​​(price indices), characterizing changes over time. In fact, price dynamics reflect the movement of all other indicators and the factors influencing them, because price is a multi-component value. The ratio of prices for your own and competitive products should always be before your eyes, because price factor is one of the main ones when making a purchase decision.

The study of price indicators seems to be a difficult task due to the specifics of diverse commodity markets, the presence of several series of price indicators for the same product, and not always reliable and accessible information on prices. Therefore, when analyzing price indicators, one should rely on detailed knowledge of the product and its market, studying all the price series available for the product, taking into account the dependence of the analysis results on the qualifications of experts.

Typically, market forecasts are used to determine tactical actions for the near future (no more than 1 year) because It is within these time limits that one can quite accurately predict the nature of changes in the market (for our country, even for a year it is impossible to make a forecast with a sufficient degree of reliability due to inconsistent government intervention in the private sector of the economy and the lag of the legal framework from modern realities of life.). Although, in some cases, companies need to develop long-term (5-10 years) and medium-term (3 to 5 years) forecasts of product markets, because the process of developing strategic plans for enterprise development and market conquest depends on this. In this case, the forecasts are of an averaged (generalized) nature and are made only for the general directions of development of the relevant markets.

In world practice, several forecasting methods have been developed, of which the following have found the greatest practical application: Expert assessments, extrapolation method, mathematical modeling, graphical analysis.

The extrapolation method involves transferring phenomena that took place in the market in the past and present to the upcoming period. This is a simple, but not entirely reliable method. As a result, it can be used only in cases where there is confidence that in the future the same factors will operate as in the previous period and the nature of their impact will not change.

The method of expert assessments or the Delphi method is based on the involvement of a group of experts for a serious economic analysis of the main factors influencing the market situation and the development of their own forecasts by each member of the expert group. Forecasts are largely subjective because much depends on the professionalism of the consultant, which means it can only be used in combination with other methods.

Mathematical modeling methods are based on identifying the functional relationship between individual indicators based on data available for a number of previous years on the situation in commodity markets and express them in the form of a system of equations.

Graphical analysis or "chartism" is most often used in short-term forecasting. It allows you to evaluate the dynamics of individual economic indicators to identify similar points in their behavior in order to determine the nature of their changes. It is used primarily on commodity and stock exchanges because the price change curve accumulates the main market-shaping factors, as well as in the markets of oil, non-ferrous metals, etc.

The main ultimate goal of any company is to satisfy the needs and desires of the buyer, therefore, in a saturated market, the most important component of its analysis is modeling of buyer behavior or the product policy of the enterprise. Knowledge of the characteristics of this behavior is an essential factor in the competition for consumers because, knowing the needs of people and the motives of their behavior, one can quite accurately predict such an indicator as demand and influence its value. Demand is an effective need, i.e. the amount of money that buyers are able and willing to spend on necessary goods. Market demand is determined by summing the amount demanded by each buyer at different price levels. Demand is a kind of scale showing the quantity of a product purchased and the potential need for it on the market at different possible prices, with other factors remaining constant (i.e., other things being equal). The dependence of purchase volumes on price levels is called the law of demand.

The main step before direct market segmentation is the selection of reasonable criteria, which will be different for the consumer and industrial markets:

Regional - population size and density, transport infrastructure, geographical location, structure of commercial activities in the region, climate, etc.;

Demographic - age, gender, level of education;

Life style - social status, occupation, amount of income.

The result of market segmentation is the characteristics of the product, its properties that buyers would like to see in it.

The modern consumer market is characterized by intense competition among homogeneous goods and substitute (interchangeable) goods, as a result of which there is a need to pay more and more attention to the study of consumer behavior in order to find out how purchases are made.

In the process of realizing and justifying the need to make a purchase, the buyer is under the constant influence of economic, political, social, cultural, and psychological factors. In addition, one's own personality characteristics play a big role in the purchasing decision process.

Freud believed that the real psychological forces that motivate a person to action lie in his subconscious, i.e. he is not fully aware of the motive for his behavior. Most advertising that influences the subconscious elements of the human psyche is based on this statement.

The American scientist Maslow tried to arrange human needs in a hierarchical order according to the degree of their importance and presented them in the form of a pyramid. It is based on the needs that have the greatest impact on personality and behavior.

Each person receiving a flow of information through his senses interprets it in his own way and forms his own idea of ​​a particular subject. Having perceived information and assimilated it regarding any product or situation, a person acquires beliefs that enhance motivation or dull it.

When analyzing the purchase decision-making process, you should identify the roles of people involved in this process in one way or another. The distribution of roles may look like this: initiator - the person who first suggests or suggests the need to purchase a particular product or service; influential person - whose views or advice are essential for making the final decision; decision maker – the person who directly makes the purchase; consumer - the one who consumes the purchased product or service.

It is important for the manufacturer and seller to know how the consumer understands his needs and satisfaction, which of them he associates with the purchase of this product. A person begins to look for information about products and ways to satisfy her. Managing information sources allows you to influence the decision-making process. After collecting information, the stage of assessing alternative solutions to the problem begins, based on the fact that each product, from the buyer’s point of view, is a set of properties, from which the most important at the moment are identified. The advantage goes to the product that has the most complete package of properties that are significant to the buyer.

The very last stage in making a purchase is the consumer’s reaction to it. If the client is satisfied with his purchase, then he will come again, and if the product does not live up to expectations, then this threatens a drop in the level of demand and, as a consequence, a reduction in the company’s market share for this position, as well as a loss of income.

If all of the above is translated into graphical form, then the dependence of the quantity demanded on price is called the law of demand (all other things being equal, a decrease in price leads to an increase in the quantity demanded and vice versa)

Lower prices expand purchasing power, which increases the number of potential buyers. The influence of all the factors indicated earlier can shift the curve to the left or to the right. The quantitative magnitude of their influence is determined by such an indicator as the elasticity of demand (a measure of the response of one variable to a change in another). Elasticity is expressed by a coefficient as a percentage change in one variable in response to a change in another). Designated E. The most popular is price elasticity of demand.

Where, E is the elasticity of demand

% - change in the physical volume of sales;

P in % - price change.

If the elasticity coefficient is greater than or equal to 1, then demand is elastic, i.e. easily responds to any price change (Fig. 4). If the elasticity index is less than 1, then price is not a decisive factor when making a purchase, and the mathematical sign does not matter when making calculations (Fig. 5). The indicator can be calculated based on any characteristic that has a quantitative expression and can be used to make forecasts. In addition, the most elastic goods are those that occupy the largest share in the buyer’s budget. Moreover, the shorter the time period, the less elastic the demand, because people slowly adapt to everything new, including new products on the market. This means that the amount of demand also depends on the time the product is on the market.

Q(number of product units)

Figure 4 - Absolutely elastic demand

Q number of product units)

Figure 5 - Inelastic demand

In addition to the demand curve itself, its characteristic can be an indifference curve, showing consumer preferences when choosing goods to purchase. Analysis of consumer demand based on indifference curves is based on the fact that:

1.) marginal utility (the degree of satisfaction of needs per additionally consumed unit of goods) of a product is a value that depends not only on its quantity, but also on the quantity of other goods;

2.) utility can be measured according to some precise physical measurement scale;

3.) in accordance with Maslow’s pyramid of needs, the underlying (lower) needs are first satisfied and only then the higher ones, that is, the consumer knows his needs and can rank (compare) them;

4.) a person’s choice is always meaningful and rational;

5.) a larger quantity of a product is always preferred to a smaller quantity, even if it does not bring additional benefit.

If the buyer does not care which combination of goods to prefer, then he is in a position of indifference. A graphical representation of this is the indifference curve (Figure 6).

Y(quantity of goods)

X (quantity of goods)

Figure 6 - Indifference curve

The name is explained by the fact that at each point there is a set that gives the same satisfaction to the consumer.

An indifference curve is a set of points at which alternative combinations of two goods are located that bring equal satisfaction and the buyer is indifferent to the choice between them.

It has a negative slope, reflecting the fact that the consumer receives satisfaction from both goods subject to the following condition: if the consumption of product X increases, then the consumption of the product must decrease. In order to maintain the overall level of usefulness. Movement along the curve is characterized by the marginal rate of substitution of product X for product. Y, which measures the consumer’s desire (inclination) to exchange one product for another.

Indifference curves are an analytical tool for determining possible demand.

What combination of goods a person can afford is shown by the budget line superimposed on the graph of the indifference curve. The budget constraint is the totality of all combinations of goods X and Y, the amount of goods that a buyer can actually purchase given price, assortment, and income restrictions, i.e.

P x X+P y U=D (5),

where D is the amount of consumer income,

P is the price of the product per unit,

X, Y - quantity of goods (Fig. 7

Y(quantity of goods )

X(quantity of goods)

Figure 7 - Budget line

Overlapping indifference curves and the budget line will show the most beneficial set of goods for the consumer at the point of their contact, which must satisfy several conditions: maximum utility from the selected combination of products and rational use of available funds.

The theory of consumer behavior allows us to understand the motives of people’s behavior in different situations, which is important for manufacturers and sellers because allows you to assess the potential opportunities of the market and influence such an economic category as demand.

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

For the effective organization of product quality management, it is necessary that not only the object of management be clearly identified, but also that management categories be clearly defined, that is, phenomena that make it possible to better understand and organize the entire process. In relation to product quality management, at least the following categories should be distinguished: Object of management – ​​product quality. Sometimes the object is competitiveness, technical level or some other indicator or characteristic. The control object can be either the entire set of product properties, or some part, group or individual property. The purpose of management is the level and state of product quality, taking into account the economic interests of the manufacturer and consumer, as well as the requirements for the safety and environmental friendliness of products. We are talking about what set of properties and what level of quality should be set, and then achieved and ensure that this set and this level correspond to the nature of the need. At the same time, questions arise about the efficiency of production and consumption, affordability of prices for consumers, the level of cost and profitability of products for its developer and manufacturer. We must also not lose sight of the timing of product development, deployment of its production and delivery to the consumer, which is directly related to competitiveness. The subject of management is management bodies of all levels and persons called upon to ensure the achievement and maintenance of the planned state and level of product quality. Control methods and means are the ways in which controls influence the elements of the production process, ensuring the achievement and maintenance of the planned state and level of product quality.

2. ANALYSIS OF THE STATUS OF THE ASSORTMENT IN THE “SILHOUETTE” STORE

2.1. Brief description of the enterprise LLC "Lyudmila"

LLC "Lyudmila" (short name of the store "Silhouette").

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

LLC "Lyudmila" is located at: 248016, Kaluga, st. Lenina, 56.

A trading enterprise has a seal with its name and brand name (symbols).

The company is liable for its obligations only within the limits of its property.

The main goal of the Company is to make a profit from revenue.

The main activities of the trading enterprise are:

1. organization of clothing trade;

2. carrying out commodity exchange operations;

3. purchase and sale of goods;

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

Pricing is formed in accordance with current legislation.

The authorized capital of the Company is 406,353 rubles.

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

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

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

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

The use of commercial equipment is related to the total area, the layout of the main premises, the characteristics of the goods, and the form of sale. Wall panels, grilles, counters, brackets, glass display cases, and mannequins are used in the sales area.

In the utility rooms, the following equipment is used: counters for storing packaged goods, racks, brackets, and hangers. All commercial equipment used in the store meets economic, ergonomic, and aesthetic requirements. Nowadays there is a wide choice of commercial equipment, but unfortunately not every manager of an organization will allow you to have modern equipment in your store. The Silhouette store tries to update itself so that consumers remain satisfied with the appearance of the store.

The company unloads, transports goods, receives them in terms of quantity and quality, stores them, prepares them for sale, and sells them.

The main activity of the enterprise is related to the sale of goods and customer service, selection, payment for goods, etc.

As of 01/01/06 Retail trade turnover amounted to 5,777,290 rubles. The average monthly turnover of the store is 481,440 rubles. Over the eight-year life of the store, 10,540 people made purchases, an average of 2,900 people per month. The store works with Gazenergo Bank, so you can get a loan without much difficulty.

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

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

Lyudmile LLC employs 33 people. Of them:

18 people - sellers,

3 people – accountants,

1 person – economist,

1 person – lawyer,

1 person – driver,

2 people – cleaners,

1 person – janitor,

3 people – seamstresses,

2 people – electrician,

1 person – handyman.

The operating mode is optimal, since the main factors were taken into account when compiling it; the volume of consumer flows in the area of ​​its activity and their distribution during the day provides for the most convenient start and end hours for the population.

The schedule for going to work is rational, because the working hours stipulated by labor legislation are observed. Time is provided for preparatory and final work, including it in working hours, and a rhythmic alternation of work and rest for workers during the day is ensured.

The Silhouette store practices a labor quality management system for employees. For this purpose, employees undergo advanced training courses and weekly sales classes. The quality of work of sales employees is recorded daily and carried out by the heads of the “Men’s” and “Women’s” departments. The quality of work of managers is assessed by the director and his deputy. The use of this system makes it possible to objectively evaluate the work of each employee and provide the correct material incentives, which is expressed in a cash bonus - 15% of the employees’ salary.

When the level of labor quality decreases, as a rule, this is due to employees not fulfilling their functions, violation of labor discipline, poor customer service and other omissions in work, disciplinary punishments are applied to employees in the form of deprivation of bonuses, and in extreme cases, dismissal. The structure of the management apparatus of a trading enterprise appears to be a linear system. It involves the direct subordination of all categories of employees to the head of the organization.

LLC "Lyudmila" (Silhouette store) sells men's and women's clothing and accessories. The main regular suppliers of Lyudmila LLC are: LLC "Upgride", LLC "Oka", trading house "LTD", LLC "Dolphin", etc.

LLC "Lyudmila" trades in men's, women's, and children's clothing. The range of women's clothing is presented in the following groups: suits from 2520 to 7420 rubles, knitwear from 900 to 3960 rubles, demi and winter coats from 1200 to 10,000 rubles, blouses from 850 to 2500 rubles, bags from 3500 to 8000 rubles, scarves from 150 to 2000 rubles, shoes from 3,000 to 9,000 rubles.

The range of men's clothing is presented in the following groups: suits from 1500 to 15340 rubles, knitwear from 1400 to 6940 rubles, shirts from 270 to 1370 rubles, underwear from 150 to 1030 rubles, demi and winter coats from 2570 to 14980 rubles, leather outerwear from 2500 up to 26,000 rubles.

The level of profitability of the trading enterprise Lyudmila LLC is determined by the ratio of profit to turnover. Profitability shows the percentage of profit in turnover. This level of profitability should not be calculated based on the entire (balance sheet) profit, but only on the profit from the sale of goods, since non-operating income, expenses and losses are not directly dependent on changes in the volume of trade turnover. The profitability of sales is directly dependent on the level of gross income located at the location of the trading enterprise and inversely dependent on changes in the level of distribution costs. For the trading enterprise it amounted to 88.8% of turnover and increased compared to the plan by almost double the turnover and by 12.2% of the turnover compared to last year.

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

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

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

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

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

2.2 Analysis of the state of the assortment in the Silhouette store

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

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

The turnover of the “Women's clothing” department of the “Silhouette” store is constantly growing. In 2006, its total volume amounted to 5,777,290 rubles, which is 252,000 rubles more than in 2005. The growth rate in this case was 4%. Due to rising prices, the turnover of the Silhouette store in 2006 increased by ¼, the data is shown in table No. 1.

Table 1

Assessing the competitiveness of the Silhouette store

table 2

Indicators of competitiveness of the Silhouette store with different purchasing power, in % *

*Note: Data provided is based on a customer survey.

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

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

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

Data for the Silhouette store are presented in Table 3.

Table 3

Amount of products sold for 2006 by product group

Table 4

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

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

Figure 1 - Graphical representation of the distribution of goods in areas A, B, C

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

Product group	total
	rubles	%
Product group A	5719050	71,8
1	2	3
Coat	2237160	4,1
Jackets	2325000	4,3
Costume	3186350	5,9
Trousers	3677390	6,8
Blouse	4035940	7,5
Knitwear	4298020	7,8
Skirt	4554470	8,6
Leather goods	4715930	8,7
Blazer	4872910	8,8
Dress	4936050	9,2
Product group IN	48880	18,7
Shoes	9,3	4970130
Shawls	9,4	4984930
Product group WITH	9360	9,5
Cloak	4994290	9,5

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

· trade turnover

number of units sold

gross profit

main characteristics displayed in the report;

1. product description

2. warehouse balances;

3. sales amount;

4. number of units sold;

5. gross profit;

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

7. cumulative interest;

8. grouping of objects based on ABC analysis.

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

The range of women's clothing in the Silhouette store is very diverse. One of the important indicators characterizing the range of goods in a trade organization is the sustainability coefficient. It is calculated according to the formula;

where Y is the number of types of goods in demand;

Shb – names of goods of a homogeneous group;

Ku – stability coefficient.

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

Table 6.

The product range of the Silhouette store is in steady demand among customers.

Coefficient for the first group of goods;

Coefficient for the second group of goods;

Coefficient for the third group of goods;

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

where Ksh is the latitude coefficient;

Shb – base latitude;

Шд – real latitude.

Table 7.

The breadth and depth of the assortment of the Silhouette store.

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

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

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

The retail space coefficient of the Women's Clothing department is 0.48, and the exhibition space coefficient is 0.7. Calculated according to the formula;

where Ke is the exposure area coefficient;

Sm – retail area;

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

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

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

The renewal (novelty) coefficient for the year can be calculated using the formula;

where Kn is the coefficient of novelty;

N – novelty;

Шд – real latitude.

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

Table 8

Updating the assortment of the Silhouette store.

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

Lyubushin N.P., Lescheva V.B., Dyakova V.G. “Analysis of the financial and economic activity of an enterprise” M - UNITY - DANA 2001. page 29

Trenev N. N. “Strategic management” Textbook for universities - M “Prior Publishing House” 2002. p.70

Kovalev V.V., Volkova O.N. “Analysis of the economic activity of an enterprise” M - PBOYUL, 2005. page 90

V. V. Kovalev, O. N. Volkova: “Analysis of the economic activity of an enterprise”, Textbook M.; "Prospect" - 2000 page 278

assortment shopping efficiency formation

Methods for analyzing assortment policy are used to determine the current situation and results of the enterprise's assortment policy. The assessment results are used to formulate a new or change an existing assortment policy.

All methods for analyzing assortment policy are classified according to the number of factors and indicators that they take into account. Thus, we can distinguish matrix methods that analyze the assortment policy of an enterprise using two factors, single-factor and multifactor methods. Matrix methods for assessing assortment policy are used, as a rule, to develop a further development strategy for a particular product group.

There are many methods of analysis and formation of assortment policy known in the economic literature.

The classification of methods for analyzing the assortment and assortment policy of an enterprise is presented in Figure 1.2.

Figure 1.2 - Classification of methods for assessing an enterprise’s assortment policy

Note - Source: own development.

Matrix methods for assortment assessment are, as a rule, portfolio methods, i.e. such, the use of which involves the development of strategies for each product group.

Analysis of the profitability of an assortment group of goods is the simplest and least labor-intensive method of assortment analysis, which is based on determining profitability indicators for different states of the product range and comparing them with each other.

The product profitability indicator is the ratio between the profit received from the sale of a product and the costs of its production. Profitability is an evaluative indicator, since on its basis it is possible to determine the production efficiency of each product item and make a decision on the feasibility of its production. If you calculate this indicator for a group of products, you can evaluate the effectiveness of changes occurring in the product range. If the profitability of a product group increases, then changes in the assortment should be accepted.

A classic tool for assortment analysis is the so-called ABC analysis. It consists in identifying the proportions of covering total costs and ensuring profit by various groups of goods included in the assortment.

The ABC analysis technique involves grouping ranked objects in terms of their weight to form a selected indicator. The first group (group A) is characterized by a significant contribution to the analyzed indicator, group B has an average contribution, group C has a very insignificant contribution. Products falling into group C may be excluded from the range if this does not affect other interests of the enterprise.

The advantage of this method is its simplicity and accuracy of calculations. However, it does not take into account the effectiveness of a particular group, since it is focused on quantitative indicators, market factors, seasonality, production factors of the enterprise, as well as risks (variation) of sales.

The area of ​​application of the method is trade, used to manage a large volume of assortment items.

A method that eliminates one drawback of ABC analysis is XYZ analysis, which takes into account fluctuations in demand, and on the basis of this divides the product range into categories. The main idea of ​​XYZ analysis is to group the objects of analysis according to the homogeneity of the analyzed parameters (by the coefficient of variation).

The advantage of this method is its relative simplicity and efficiency of calculations. At the same time, the method does not take into account quality indicators, and it is difficult to accurately determine the coefficient of variation if the product is new or there is no reliable data on sales in past periods.

The scope of application of the method is, as a rule, trade; it is used only to determine product groups that consistently generate income.

The matrix of joint purchases is a method of assortment analysis that identifies connections between products that are formed as a result of their mutual complementation to satisfy needs (complementary goods) or the sustainable behavior of buyers purchasing these goods at the same time.

Certain products can complement each other in satisfying a need. Assessing the intensity of the connection between products makes it possible to justify the decision to keep a product in the assortment if its sales are not effective enough, but its presence in the assortment causes joint purchases.

The advantage of the joint procurement method is its objectivity, which is due to the output cash data. The disadvantage of the method is the limited factors used to evaluate product policy. The method is typical only for large retail enterprises; it is used in determining the optimal structure of counters and connections between names or product groups.

E. Dichtl and H. Hershgen offer an analysis of the assortment based on the method of constructing the space of consumer perception of the product. According to it, based on a survey of consumers, the two qualities that are most important to them are selected. Based on this choice, a two-dimensional model is built in which each product group ranks in accordance with the values ​​​​for these factors.

The disadvantage of this method is that consumers evaluate the product based on more than 2 factors. Moreover, price is important when choosing a product, which makes it one of the factors. Also, the method does not take into account any quantitative or qualitative indicators, which makes its use without any other method ineffective.

The product life cycle method is also used for product range analysis. It is most fully described in the work of E. Dichtl and H. Hershgen. The life cycle model is used to forecast sales development and evaluate assortment policy.

To use the model, it is necessary to unambiguously identify the individual phases of the product life cycle. In this regard, the Polli-Cook method is used, based on changes in sales volume over time. To exclude the influence of market conditions, changes in sales of all products included in the product group are used for comparison.

First, changes in sales volume are determined for all products included in the group compared to the previous year (the increase compared to the previous year is determined). It is assumed that these changes are distributed according to the normal law. Then the product belongs to the decline or recession phase if its growth is lower than the average growth in the group minus half the standard deviation of the growth. If the growth is greater than the average growth plus half the standard deviation of the growth of the product group, then this product belongs to the growth phase. If changes in sales volume fall between these two values, then the product is in the maturity or saturation phase.

The scope of application of the method is that, together with other methods, it serves as the most important basis for making a decision on the removal of a product group or name from production. The considered method answers the question: “wouldn’t it be premature to discontinue a product if it is very promising?” The disadvantage of the method is the difficulty in calculating the growth rates of individual product groups, especially new product groups.

Another method for analyzing the assortment policy of an enterprise is the matrix of the Boston Consulting Group. According to this method, a graph is constructed, the growth rates of the industry and the relative market share are recorded along the axes. Each product group is represented as a circle, the size of which is determined by the share of the profit of this group in the total profit of the enterprise. The BCG matrix is ​​presented in Figure 1.3.

Figure 1.3 - BCG Matrix

Note - Source: .

The matrix offers the following classification of product group types - “Stars”, “Cash Cows”, “Wild Cats” (“Question Mark”), “Dogs” - and suggests appropriate strategies for each of them.

Zvezda's strategy is aimed at increasing or maintaining market share. The main task of the organization is to maintain the distinctive features of its products in the face of growing competition. The main tasks of “cash cows” come down to offering new product models in order to stimulate loyal customers to repeat purchases, periodic “reminder advertising” and price discounts. Question Mark has little impact on the market in a developing industry due to its small share. It is characterized by weak customer support and unclear competitive advantages. Strategy"?" has alternatives - intensifying the firm's efforts in a given market or leaving it. The “Dog” strategy is to weaken efforts in the market or liquidate (sell).

The BCG matrix is ​​used to determine the strategic positions of an enterprise, as well as to allocate strategic resources for the near future. However, it should be noted that before using the BCG matrix for analysis, it is important to ensure that growth in the volume of production can be a reliable indicator of development prospects, and the relative position of a company in competition can be determined by its market share.

The Dibb-Simkin method is used to analyze the assortment according to only two parameters: sales volume and contribution to cost coverage. Specific management recommendations have been developed for the various quadrants. So, A is the most valuable product group of the enterprise, which needs to be increased. Products in this group serve as standards. For B1, it is necessary to look for ways to increase the profitability of the product group, for B2 - to increase trade turnover. For group C products, it is necessary to consider the possibility of reducing positions or removing an entire product group from production. The method is used to determine the most profitable product groups based on two selected parameters and serves to develop recommendations regarding the strategy of each product group.

Another matrix method for assessing assortment policy is the “Industry Attractiveness / Competitive Position” matrix developed by General Electric (GE).

The matrix “Industry attractiveness / competitive position” is presented in Figure 1.4.

Figure 1.4 - Matrix “Attractiveness of the industry / position in competition” Note - Source: .

Designed to analyze a diversified portfolio, this nine-cell matrix is ​​located, like the BCG matrix, in a two-dimensional coordinate system - industry attractiveness and strength/position in the competition of a particular business. Both elements of its vertical and horizontal construction are characterized by a complex of values, and are not determined by a single indicator.

The criterion for determining long-term industry attractiveness includes market size and its growth rate; technological requirements; competitive intensity; entry and exit barriers, seasonal and cyclical fluctuations; capital investment needs; threats and opportunities for developing industries. The peculiarity of this method is that all indicators are determined by the expert method, which leads to sufficient subjectivity of the method. This is both a disadvantage of the method and at the same time its advantage, since sometimes experts can take into account more factors than an impersonal optimization model.

The “Market Attractiveness - Product Position” method, similar to the BCG matrix and the GE matrix, is proposed by A.P. Pankrukhin. The method is based on a comparison of product groups with the main competitor (assessment - “worse” or “better”), as well as an assessment of the attractiveness of the market (“above average” or “below average”). The main disadvantage of this method is associated with the subjectivity of determining the attractiveness of the market.

Another method that allows you to evaluate the assortment policy of an enterprise is operational analysis, which is based on actions to determine intermediate indicators (interim balances) that allow you to gradually separate sales revenue from the costs of the enterprise. As part of the implementation of operational analysis, it is possible to determine not only the profitability threshold of the entire enterprise, but also of a separate type of product or service. It is the ability of each product to be “responsible” for its financial condition that forms the basis for the formation of an enterprise’s assortment policy.

The scope of application of the method is in manufacturing enterprises to optimize the production structure of goods. The method was created to take into account only the internal factors of the enterprise’s production process.

Another method for assessing assortment policy is the method of statistical correlations using economic-statistical (statistical) models, which accumulate primary statistical data to the maximum extent, allowing to significantly increase the reliability of assessments of the activities of a market entity and identify many acceptable options for its development. This method is too labor-intensive; it is very difficult to collect information to use it, and data must be taken into account for many periods, as well as for several enterprises.

According to the method of expert assessments, a list of indicators characterizing product groups (demand, sales volume, price, profit, profitability, etc.) is compiled. Each indicator is assigned a significance (the sum of the significances is 1). A panel of experts then evaluates each product group, the sums of the scores are multiplied by the significance, and the best performing product groups are determined. The scope of application of this method is in any enterprise with a shortage of time. This method is practically not used separately from others and in this form, since it is much more profitable to use experts to make a final judgment about the product range after using other methods.

The Marcon matrix is ​​one of the methods for analyzing the assortment policy of an enterprise and is a simple analytical structure that combines information important for current and strategic management. According to this method, the source data is divided into qualitative, which determines the typical characteristics of specific products, and quantitative, which includes basic economic data. The Marcon matrix uses three parameters: total gross margin, contribution margin, or contribution margin.

The various parameters (Q, P, C, MCA, MCU, MCI) of each product are assigned binary codes (0 or 1) depending on whether the product (for this particular parameter) provides a gain or loss relative to the weighted average value of the assortment. Each product in the product range is defined by two series of binary codes 0 or 1. The first refers to the “decisive” parameters: Q, P, C, the second to the “control”: MCA, MCU, MCI. Each product is characterized by a sequence of six digits 0 and/or 1 in different combinations. Products that are characterized by the same series 0 and 1 have the same market position. This is how homogeneous marketing groups of the product range are determined. To simultaneously analyze all products, it is necessary to build a double input table, in the vertical columns of which the code triples Q, P, C are indicated, and in the horizontal columns the code triples MCA, MCU, MCI are indicated. The Marcon matrix is ​​presented in Figure 1.5.

Figure 1.5 - Marcon Matrix

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

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

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

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

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

Table 1.3.1 Nomenclature of properties and assortment indicators

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

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

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

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

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

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

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

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

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

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

Creating a questionnaire is a complex research process involving

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

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

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

The list of questions characterizing the subject of the survey is the main part; - information about the respondents - the requisite part, or passport.

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

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

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

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

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

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

Figure 1.3.1. ABC analysis curve example

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

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

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

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

Figure 1.3.2. Example of a BCG matrix

Stars have a leadership position (high market share) in a growing industry (fast growth).

Marketing strategy - intensifying marketing efforts to increase or maintain market share.

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

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

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

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

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

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

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

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

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

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

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

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

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

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