Principles of organization and control of marketing activities. Control of marketing activities of an industrial enterprise. List of sources used

The main issues of organizing marketing at an enterprise can be identified as follows:

• - definition of a set of marketing functions, their content;
• - distribution of marketing functions among structural divisions and personnel of the organization, consolidating them in the relevant job descriptions;
• - determination of functional connections between employees who implement marketing functions;
• - creating a system of interaction between specialists responsible for marketing and other company specialists, ensuring coordination of marketing and other functional areas of the company’s activities (between functional connections.

The organization of marketing activities in a company comes down to the choice of a specific organizational structure for marketing management. It reflects the distribution of marketing functions at the departmental level, and the areas of competence and responsibility of the relevant employees.

Each enterprise forms its marketing management structure in its own way.

Many enterprises create special marketing services. As a rule, these are large or medium-sized enterprises. At enterprises small sizes we will be hard-pressed to find purpose-built marketing services. At the same time, any enterprise implements marketing functions. Marketing functions are distributed in a certain way among the management of the enterprise.

Based on existing experience, we can identify several typical models for organizing a marketing service at enterprises:

• - functional;
• - grocery (commodity);
• - regional;
• - segmental;
• - matrix.

The main task of marketing control is to increase the efficiency of all production, sales and scientific and technical activities of the company in real conditions of market development. Marketing control allows you to identify positive and negative aspects of a company’s competitive capabilities and promptly make appropriate adjustments to its marketing programs and plans. There are three types of marketing control: control over the implementation of annual plans, profitability control and strategic control (marketing audit). Monitoring the implementation of annual plans means that current indicators are compared with the target figures of annual plans and, if necessary, measures are taken to correct the situation. Profitability control - determining the actual profitability of various products, markets, market segments and trade channels. The purpose of this type of control is to find out how the company makes money and where it loses it. Strategic control is a regular check of the compliance of the company's initial strategic objectives with existing market opportunities. An impartial and critical assessment of a company's marketing strategy contributes to its operational improvement and achievement of high marketing efficiency. Depending on the audited areas of the company’s activities, control can be horizontal or vertical. Horizontal control, often referred to as an audit of the marketing structure, checks the overall state of the company's marketing in all its areas (functions). Vertical control is a careful study of one of the aspects of the company's marketing activities, for example, advertising work, product development planning, etc.

Control, as one of the important management functions, completes the process of marketing activities and allows you to determine how effectively the company operates. First of all, this is a form of targeted influence on the team of the enterprise, systematic monitoring of its activities, comparison of actual results with planned indicators.

Marketing control (audit) represents a deep analytical work, as a result of which management industrial enterprise seeks new methods of marketing management, methods and mechanisms of influence or adaptation to certain factors of the internal and external environment. The components of the marketing control system are shown in Fig. 12.11.

Rice. 12.11. V

The main objects of this type of control are the volume of product sales, profit and cost levels, and consumer reaction to new goods and services.

Marketing control allows an enterprise to determine the completeness and effectiveness of using existing marketing opportunities. The implementation of control must meet the requirements of sufficiency and timeliness.

In the course of marketing management at an industrial enterprise, control should be carried out in the following main areas:

1) compliance of actual results with planned indicators;

2) control of production profitability commercial activities firms;

3) strategic control and audit of marketing.

Monitoring the actual data of production and commercial activities is aimed at establishing compliance with or deviation from the planned indicators of sales volumes of goods and services, income and profit, profitability both in general and for individual goods, their assortment groups, for certain groups of consumers, time periods, prices , methods and forms of sales and the like. When conducting sales control, marketers use reporting data and current accounts.

Sales analysis based on its quantitative indicators involves assessing the susceptibility of the enterprise's marketing strategy. In this case, the main sources of data are invoices that contain secondary information about the consumer, the quantity of goods ordered, the price paid, terms of purchase, region, date of purchase, transportation conditions. Also in the control process, an analysis is carried out of the relationship between the costs of carrying out certain marketing activities and the actual volumes of product sales, i.e., an assessment of the effectiveness of costs for marketing activities.

It is important for an enterprise to organize control over the behavior of consumers of its products. In particular, establishing the level of satisfaction of customer needs, monitoring the behavior of competitors, the degree of their impact on the company’s position in the market. In turn, senior and middle managers of the company are responsible for monitoring the implementation of planned indicators and taking corrective measures.

Monitoring the implementation of annual plans involves monitoring the profitability of the enterprise’s activities for individual goods, their assortment groups, market segments, trade channels, advertising means, orders of different volumes.

Marketing cost analysis is carried out in three stages:

1) study financial statements, comparison of sales volumes and gross profit with current expense items ( wages, rent, advertising);

2) recalculation of certain types of expenses by marketing functions: expenses for marketing research, marketing planning and control, advertising and personal selling, storage and transportation;

3) distribution of marketing costs by individual goods, methods and forms of sales, market segments, sales channels, consumers, etc.

The functions of monitoring the efficiency (profitability) of operations within the framework of the product promotion system adopted by the enterprise are usually carried out by the internal audit service, which is often called the internal audit service.

Strategic control and audit of marketing involve regular, periodic or occasional inspection of the company's marketing activities.

Strategic control includes an assessment by the management of an industrial enterprise and its main objectives, strategies, marketing operational activities, marketing organization, etc., which is carried out with the aim of identifying difficulties and positive prospects for the production, marketing and scientific and technical activities of the company, developing recommendations for the content of subsequent plans for its improvement .

The main goal of a marketing audit- formulate questions that should be worked out for future planning of activities and identifying weaknesses (disadvantages), which involves studying marketing goals, strategies, methods of their implementation and management systems. A marketing audit is a comprehensive, systematic and regular study of the company’s marketing environment, its objectives, strategies and operational commercial activities in order to identify existing problems and future opportunities to develop recommendations for improving the marketing activities of the enterprise as a whole.

The marketing audit process is carried out in several stages: the composition of the group of specialists to conduct the audit is determined; the time and frequency of the audit is established; the direction of the audit is determined, that is, an audit of the marketing structure and process detailed study one aspect of marketing strategy, such as product planning;

Information sources are studied, appropriate forms are filled out;

Material is prepared for senior management, which covers the state of the company, its commercial and other activities.

To carry out marketing control, an industrial enterprise can independently conduct an internal audit if it has its own audit service or invite independent experts who have relevant experience for this work.

In the first case of control, speed, efficiency, low cost of the audit, and the ability to use any information, even confidential, are ensured. But enterprise employees who are accustomed to the internal environment may not pay attention to certain shortcomings in marketing activities. Therefore, the involvement of independent professionals from consulting firms provides the company with a more in-depth study of its marketing activities and the development of recommendations for its improvement.

The organization of marketing control through enterprise feedback is based on the connections between information and communication functions (Fig. 12.12).

Public relations services play a significant role in managing the marketing activities of an industrial enterprise. The objectives of this service are to influence variable factors of the external environment: the behavior of buyers (consumers), the actions of commercial intermediaries, personnel, heads of branches, departments and various representative offices in the country and abroad. The communication system of an industrial enterprise is responsible for the accuracy of formulation and unambiguous interpretation of all management information by those to whom it is intended.

Rice. 12.12. V

Feedback in the marketing control system makes it possible to determine success or failure advertising campaign, price and product policy, other activities to generate demand and stimulate sales. Objective criteria for this activity are growth or decline in sales, increase or decrease in profits, expansion or contraction of sales markets, etc. .

The connection between information and communication systems should provide the management of an industrial enterprise with objective data on the cost-effectiveness of various marketing activities.

Control in the management system is closely related to accounting and reporting, since not only final, but also current control is carried out on the basis of accounting data. Moreover, current control data is used for the situational process of enterprise management.

As noted above, there are three types of marketing control: control of annual plans, control of profitability and strategic control. Table 12.4 indicates the main methods and tasks for each type of control, and also recommends those responsible for its implementation.

Table 12.4. Characteristics of types of marketing control at an enterprise

Monitoring the implementation of annual plans includes analysis of actual sales, their dynamics and trends when compared with planned indicators for:

Individual goods (services) and their assortment groups;

Separate sales divisions of the enterprise and its sellers; types of buyers (intermediaries, subcontractors) and categories of consumers;

Regions (territories) and service areas; - time periods;

Price lines;

Methods and forms of product distribution and sales, and the like.

As a result of this control, it turns out which products for which the markets fulfill the planned indicators and ensure their share of trade turnover, and by what specific criteria the planned indicators were not achieved and for what reasons.

Analysis of the results of an enterprise's marketing activities aims to determine the effectiveness of sales of its products. For this purpose, financial reports are used, as well as data on turnover from product sales, distribution of sales by region, results of the sales apparatus, regularity of orders received by the company, loading of the order portfolio, sales methods, inventory status, and the like.

Monitoring profitability and analyzing the marketing costs of an enterprise allows you to monitor the profitability and profitability of the company’s activities in the context of:

Individual goods (services) or assortment groups;

Orders of various volumes, urgency, complexity, etc.;

Market segments, territories and service areas;

Sales channels;

Sales personnel;

Promotion means.

The management system for marketing activities at an enterprise is often called controlling, which covers planning, control, reporting and management. All these functions demonstrate the role of marketing in an enterprise not only as a means of intensifying sales and improving customer service, but as an important managerial function, which determines its strategic development.

Marketing as a function of an enterprise, as a sphere of management, requires a certain organization for its effective implementation. The organization of marketing activities is no less important than the level of strategic marketing thinking of the owners and senior managers of the company. Brilliant ideas and qualified personnel do not produce results if business and activities are not properly organized. The high individual level of Brazilian football players is constantly recognized, but the Brazilian national team does not often win the FIFA World Cup. Experts say: the team is not always sufficiently organized.

Effective marketing requires appropriate organization of marketing activities. This section discusses organizational structures of marketing in enterprises, issues of efficiency control marketing processes.

Organization of marketing at the enterprise

The main issues of organizing marketing at an enterprise can be identified as follows:

Definition of a set of marketing functions, their content;

Distribution of marketing functions among the structural divisions and personnel of the organization, securing them in the relevant job descriptions;

Determination of functional connections between employees who implement marketing functions;

Creating a system of interaction between specialists who are responsible for marketing with other company specialists, ensuring coordination of marketing and other functional areas of the company’s activities (between functional connections).

In practice, the deployment (building) of a company's organizational structure occurs from top to bottom. That is, the structure of the upper management level is first determined, and then the organizational structure at the lower levels is built step by step. Moreover, this process is creative, individualized, this leads to the fact that each enterprise has its own characteristics of organizational structure.

The position of the first manager in the executive bodies of an enterprise may have the following title options: director, CEO, chairman of the board and the like. The first manager, as a rule, has deputies (or directors in areas) from production, financial, marketing (commercial), general and other issues. Some of them are doing general management marketing at the enterprise (options: deputy for marketing, deputy for commercial issues, deputy for development issues, first deputy).

Each of the deputies directly manages certain structural functional divisions of the company (at this level they may have such options common names: services, departments, departments, divisions, etc.). Depending, for example, on the size of the enterprise, the scale of its activities, and the views of senior management, a special marketing division is not created. So, for example, if we're talking about about a small enterprise, it is unlikely that it has a special marketing service (department). It is common for large and medium-sized enterprises to have a special marketing unit in the management structure. Note that the absence of a marketing division does not mean that no one is engaged in marketing activities at the enterprise. Any enterprise operating in a competitive market space is doomed to engage in marketing. Therefore, the absence of a special marketing unit indicates that marketing functions are unconcentrated, that is, they are distributed in a certain way between managers and departments of the enterprise.

The main ways of organizing the marketing service of an enterprise are:

1) functional organizational structure;

2) commodity (product) organizational structure;

3) market organizational structure;

4) matrix organizational structure.

Functional model for building a marketing

service provides for the functional structuring of the marketing division, that is, the allocation of subfunctions. In Fig. 11.1 shows one of possible options functional construction of a marketing service.

Rice. 11.1.

When getting acquainted with Fig. 11.1 (and subsequent figures in this section), the following should be taken into account: a) the diagram presented is simplified; in particular, deputy managers and other possible departments are not represented on it; b) within each department (and not just the marketing department, as shown in the figure) there may also be its own divisions.

The functional management model is considered simple in terms of administrative construction. The specialization of marketing service employees allows them to constantly improve their relevant knowledge and skills. It is clear that a person who is constantly involved in, say, PR campaigns has a chance of becoming a PR manager high level. The situation is different when a person is simultaneously engaged in both PR campaigns and advertising, sales promotion, and marketing research.

The general coordination of the company's marketing activities in the functional model and the adoption of strategic marketing decisions is carried out by the first manager or his deputy, who is responsible for marketing activities.

The functional model does not provide for the personification of responsibility for market results for specific products (product lines) of the company. Each structural unit in the marketing service is tied to a specific function (and at the same time to the entire set of goods), and not to a specific product (market) area of ​​the company’s activity. That is, the results of the activities of each individual employee (their groups) do not have a specific market expression, but are the market success or failure of the entire marketing service as a whole.

It is believed that the functional model for constructing marketing management is most adequate for those companies that have a limited range of products.

The commodity (product) model for constructing marketing management provides for a certain combination of functional and product specialization of employees. In Fig. 11.2 presents a typical diagram of such an organization of marketing management. It is widely used in situations where a company sells various products using common distribution channels.

Product managers (brands, product categories) are responsible for market results for certain specific products. Personification of responsibility occurs and can be considered as one of the incentives to achieve efficiency. In addition, information about a specific market, the advantages and disadvantages of “their” products, market development trends, and the like is concentrated at the level of product line managers. That is, managers in this model “get closer” to a specific market, to consumers.

Rice. 11.2.

Product specialization in the construction of marketing management can lead to a limitation of the potential for effective self-assessment of one’s products, one’s actions, and market trends. Your own, “internal” view dominates, and this is not enough - you need an “outside” view. In addition, the personification of responsibility for market results, on the one hand, is, indeed, an incentive. But, on the other hand, it creates a temptation for managers to concentrate their attention on current results - attention to issues of strategic analysis, its depth, and fundamental innovative solutions decreases, and, conversely, interest in the use of short-term measures, such as, for example, sales promotion, grows.

The market model of marketing management involves focusing on the behavioral characteristics of various consumer groups (market segments). A segment criterion can be type, regional location, income, age of consumers, etc. For example, it is well known that in many markets there are simultaneously two groups (types) of consumers - organizations and households. They are different consumers, will require different marketing approaches. It is the presence of important features in the market behavior of various segments that determines the advisability of using a market (segment) model of marketing management. In Fig. Figure 11.3 shows a typical scheme for constructing such a control.

Marketing executives must know their consumer groups intimately. The model potentially brings managers closer to consumers; It is on the latter that the attention of the company’s management divisions is focused. The manager of a certain market direction simultaneously manages individual products (lines, brands), which creates the prerequisites for coordinating activities in the context of the needs of the relevant consumer groups, including joint marketing activities - communication, sales promotion campaigns, etc.

The matrix organizational model involves a combination of functional and product approaches. That is, it can be considered a hybrid - functional-commodity model.

Rice. 11.3.

In Fig. 11.4 presents one of the possible options for constructing marketing management on a functional-product (matrix) basis. But it generally reflects the fundamental points of such a model.

Rice. 11.4.

Vertically there is a functional control influence on processes, horizontally - specialized-commodity. Horizontal management involves groups of people responsible for certain goods (trade marks, product categories etc.). They must interact with “functional” marketers - specialists in advertising, marketing research, marketing research, etc. The head of the marketing service must ensure appropriate coordination. The main advantage of this model is the combination of two “specializations” - functional and product, in the combination of two views on the situation - “internal” (specialists who are responsible for a specific product line) and “external” (specialists of a marketing-functional nature). "Front" plus "headquarters" can create the preconditions effective management. At the same time, in such a model there is a “split” of responsibility, the importance of the factor of effective coordination of activities increases, and with a large number of selected product lines, the load directly on the head of the marketing service increases.

So, having analyzed the main, most common ways (models) of organizing marketing activities at enterprises, we note: each individual company is “its own world”, its own vision of the “correct” (“most adapted”) marketing management, therefore general schemes acquire certain specifics , local management flavor.

The implementation of the marketing concept at a printing enterprise requires the creation of an appropriate marketing service. Currently, without such a service that provides marketing research to study the prospects of demand, consumer requirements for a publication and its properties, and trends in these requirements under the influence of various factors, it is difficult for manufacturers to survive in competition. The ultimate goal The functioning of marketing services is the subordination of all economic and commercial activities of the enterprise to the laws of existence and development of the market. Both manufacturers and consumers of printed products are interested in this.

Marketing services at enterprises have gone through several stages in their development, starting from ordinary sales departments to special marketing departments.

But not all of them fully meet the requirements for modern organization marketing service. First of all, it depends on the role assigned to marketing in the enterprise. For the real implementation of marketing in an enterprise, it is not enough to create an appropriate service there. The main thing is what is the status of this service, what role is assigned to it. The famous American management specialist P. Drucker noted: “It is necessary to place a marketing specialist at the beginning, and not at the end, of the production cycle and integrate marketing into every phase of the business... Marketing must influence design, release planning, economic analysis, as well as for distribution, sales and provision of services for the product.” Consequently, we can say that an enterprise has reached the modern level of marketing only when marketing has become the basis of its activities. In Fig. a diagram of the changing role of marketing in an enterprise is presented, which clearly shows how marketing, being one of the functions carried out by the enterprise, gradually became its core.

The marketing service comes to the attention of all problems associated with consumers of the products offered. Therefore, it is quite natural to recognize the marketing department as the function of coordination (integration) of all enterprise activities. In order for it to set the tone for production, it is necessary to make its status the highest among other divisions. This is the key to the real marketing orientation of the enterprise.

If the marketing department has the same status as other departments of the enterprise, contradictions are inevitable. Such contradictions may arise: during product development (the developer is interested in the simplest and most economical publication, which may be unpopular on the market); in the production of a publication (the production manager is interested in reducing the costs of production of the publication, which may worsen its quality and consumer properties); at financial assessment results (finance department employees strive to make a profit from each operation, while the enterprise is sometimes forced to invest significant funds to conquer the market); for consumer credit (the consumer credit manager tries to prevent large debts on loans, establishes more stringent lending conditions, while the marketing manager devotes a lot of effort to expanding the number of buyers), etc.

For these reasons, other departments often reject the marketing concept on the grounds that, in their opinion, it increases costs, complicates financial problems, etc., although it is already recognized that the standard reason for the financial weakness of an enterprise is the lack of effective marketing.

You can ensure the highest status of the marketing department in an enterprise different ways. It is possible, for example, to subordinate the marketing department directly to the director of the enterprise or his first deputy - the marketing director. The latter must be a good economist, marketing-oriented (i.e., have a marketing mindset), an innovator, have a broad outlook and a non-standard approach to solving the problems facing the enterprise.

Depending on the scale of the enterprise’s activities, its characteristics, manufactured products, and sales markets, any other scheme can be adopted that can provide the marketing service with the highest status.

The effectiveness of the implementation of the marketing concept largely depends on the organizational structure of the marketing service. It can have many construction options. There is no universal scheme here. Marketing departments can be created on different bases. They are usually part commercial sphere activities of the enterprise. However, in enterprises producing specific products, these elements sometimes become an element of the technical sphere. An enterprise in the printing industry must create a marketing department in such a way that it best contributes to achieving marketing goals (identifying unsatisfied customer demand, geographical expansion of the market, finding new market segments, increasing profits, etc.).

At the same time, marketing structures largely depend on the size of the enterprise's resources, the specifics of the products produced and the markets in which they are sold, and on the existing enterprise management structure. Main options organizational structures The marketing department of an enterprise can be:

functional;

commodity;

market;

mixed (commodity-market).

The functional organization of the marketing service assumes that responsibility for the execution of each functional task is assigned to an individual or group of individuals.

A functional organization is appropriate for enterprises that have a small number of publications and markets. In this case, the markets and publications produced are considered homogeneous, and specialized units are created to work with them. In addition to the above, other divisions can be created: marketing planning, product distribution management, new publications, etc. The functional organization of marketing is based on the division of labor according to established and newly emerging functions, and on the specialization of workers. With a small range of products, the functional marketing organization has high maneuverability due to ease of management. However, with the expansion of the range of products, production agility decreases, since the response period to changes in external conditions increases. The functional structure of marketing is characterized by weak flexibility of the strategy, since it is focused on achieving the current effect, and not on the introduction of innovations. This structure of marketing activities does not promote dynamism and innovation. In general, such a structure is an effective form of organization only for the sustainable production of a limited range of publications. Its users may be small enterprises offering a limited number of publication titles sold in a limited number of markets. This structure can also be used by large enterprises that produce publications that are unique in their technical specifications. The functional marketing structure is the basis for all other forms of organization of the marketing service.

For enterprises producing a large number of various publications that require specific conditions of production and sales, a commodity organization of a marketing service is advisable.
At the same time, each type of publication has its own manager with a division of employees who perform all functional marketing tasks.

Marketing of a specific product has recently become of great importance because in developed market countries, product differentiation is becoming one of the main factors of competition. In this regard, the activities of a product marketing manager are important. The range of his responsibilities varies from company to company. Let's look at the main functions of a marketing manager for a publication in a print industry enterprise:

drawing up a marketing plan and budget for your publication;

forecasting possible changes on the publishing market;

collecting information and studying the activities of competitors;

coordination of the activities of all departments of the enterprise influencing the marketing of a particular publication;

price control and use of funds provided for in the marketing budget;

introduction of a new edition and discontinuation of the old one.

The commodity organization of the marketing service is much more expensive than the functional one. This is due to an increase in labor costs due to an increase in the number of employees. Therefore, it is common only in large enterprises where the sales volume of each product is sufficient to justify the inevitable duplication of work. A similar marketing structure in developed countries exists in large decentralized companies, where each branch specializes in the production of a specific product.

For a printing industry enterprise that sells its publications in different markets where there are unequal consumer preferences, a market organization of a marketing service is advisable.

The introduction of a market manager position puts customer needs at the center of attention. The main markets are assigned to market managers, the latter collaborate with specialists from functional departments in developing plans for various directions functional activity. Each market must have its own marketing strategy.

To determine the limitations of the commodity and market organization, large enterprises can use the commodity-market organization of the marketing service. It involves a combination of product and market approaches using the matrix principle: product managers are responsible for planning sales and profits from the sale of their publications, and market managers are responsible for development profitable markets for existing and potential publications.
Such an organizational structure is appropriate when there is a wide range of publications and a large number of markets in which the enterprise operates.

It must be borne in mind that there is no ideal organizational structure for a marketing service that would be suitable for all conditions. Each of the above forms of organizing a marketing service has both advantages and disadvantages (Table 9.1).

Table 9.1

Strengths and weaknesses of organizational structures of the marketing service

The considered options for organizational structures for building a marketing service are quite simplified, without taking into account the possibilities of creating numerous hybrid structures. In general, choosing an organizational structure that is most effective for a particular type of activity is a job that requires skill, patience and sober thinking. When choosing them, you must also take into account the fact that schemes that look beautiful on paper are by no means a guarantee of effectiveness in practice.

When organizing the marketing structure of an enterprise, it is necessary to observe the following basic principles of its construction.

Principle 1. Simplicity of the marketing structure. The simpler the structure, other things being equal, the more mobile control it has a higher chance of success.

Principle 2. Effective system of communications between departments. This ensures clear communication and feedback.

Principle 3. Low level of marketing structure. The fewer links a structure is characterized by, the more efficient the transfer of information is, both from top to bottom and from bottom to top.

Principle 4. Flexibility and adaptability. Under the influence of rapid changes in consumer demand, high rates of scientific and technological progress, growing scale and complexity of production, as well as other factors, the nature and direction of the enterprise’s goals and methods of achieving them change.

Because of this, marketing structures can only be considered flexible if they are able to change their organizational forms when the enterprise strategy changes. Organizational restructuring can be quick and without reducing the efficiency of the enterprise, if the ability to change is inherent in the structure itself. In order for marketing structures to be flexible, enterprises must constantly have current information about the internal state of affairs and external environment, which is represented by demographic, economic, natural, technical, political and cultural factors.

Of no small importance for achieving the set marketing goals is the creation of internal organizational units in the marketing service of the enterprise. Here, as a rule, the following structural divisions are organized:

• technical maintenance (service);

  marketing planning and forecasting.

Depending on specific conditions, smaller units may be created within these units. Thus, the market research department may include: an information and research group (bureau), a demand research group (bureau), a demand research group (bureau). maintenance market research, etc. Often, an advertising department (bureau) is allocated as an independent division in the structure of the marketing service, and a service division is created only at enterprises producing complex technical goods, machines and equipment.

The correct choice of the organizational structure of the marketing service is only a prerequisite for its effective operation. It is necessary to staff this service with highly qualified specialists, correctly distribute responsibilities among them, give them the appropriate rights, and create favorable conditions for work.

Managers and leading specialists of marketing services must satisfy general requirements requirements for management personnel (competence, ability to manage oneself, problem-solving skills, ability to train subordinates, ability to form and develop a workforce, etc.). In addition, they must satisfy a number of specific requirements determined by the characteristics of work in the field of marketing. Such requirements include:

systematic knowledge, great erudition and outlook;

high analytical skills;

ability to predict the situation and make effective decisions;

communication skills;

diplomacy, ability to resolve conflicts.

According to experts, three quarters of marketing problems lie in the field of psychology. Therefore in personally a marketing specialist must have such character traits, such as punctuality, breadth of soul, high culture.

The activities of any enterprise are aimed at achieving its goals. These goals are the starting point for developing marketing plans and programs, the process of implementation of which should ensure accurate progress towards the target goals. Assessment of the degree of fulfillment of the intended goals and programs is ensured using a marketing control system.

Marketing control is a constant, systematic and unbiased check and assessment of the situation and processes in the field of marketing. In essence, it means a comparison of norms and the real situation. The control process usually occurs in four stages:

establishment of planned values ​​and standards (goals and norms);

finding out the real values ​​of indicators;

comparison;

analysis of comparison results.

The stages of the marketing control process are aimed at the timely identification of all problems and deviations from normal progress towards the set goals, as well as the appropriate adjustment of the enterprise’s activities so that existing problems do not develop into a crisis. Its specific tasks and goals may be:

establishing the degree of goal achievement (analysis of deviations);

identifying opportunities for improvement (feedback);

checking how adaptable the enterprise is to changing conditions environment corresponds to the required one.

Marketing control system
involves the implementation of certain types of control intended to monitor and evaluate the effectiveness of the enterprise, identify all shortcomings and take appropriate measures.

Results monitoring is aimed at establishing the coincidence or non-compliance of the main planned indicators with the actually achieved results according to economic (sales, market share) and non-economic (consumer attitude) criteria. Control can be directed both at the marketing complex as a whole and at its individual elements.

Market dynamism, structural changes in the economy, new social guidelines, for example, to improve the quality of life, social and ethical standards for the production and consumption of goods, environmental aspects - all these and many other factors critical for an enterprise can lead (and real life already lead) to the abandonment of previously planned goals, a change in the development model, and significant adjustments to previously adopted plans, strategies and programs. Every enterprise must periodically evaluate its approach to marketing activities and its suitability to changing environmental conditions. F. Kotler calls this type of control a marketing audit: “Marketing audit is a comprehensive, systematic, impartial and regular study of the marketing environment of a company (or its organizational unit), its tasks, strategies and operational commercial activities in order to identify emerging problems and emerging opportunities. to develop recommendations for improving the company’s marketing activities.” The purpose of a marketing audit, therefore, should be to identify existing problems in the organization of marketing activities and develop appropriate measures to overcome them.

As part of the marketing audit, a detailed analysis is carried out information base planning, control of goals and strategies, marketing activities, organizational processes and structures.

An enterprise can conduct a marketing audit as on our own(internal audit), and by attracting independent experts for this work (external audit). Both methods have advantages and disadvantages.

When conducting audits on its own, the company can solve all problems related to this work quickly and efficiently. In addition, internal marketing audits are much cheaper than external ones. All internal information, including confidential information, may be available to auditors who are employees of the enterprise. Internal auditors do not need to delve into specific issues of organizing production and sales of the enterprise's products - they are professionally knowledgeable on these issues.

The disadvantage of internal audit is that not in all cases an objective and impartial assessment of the state of affairs at the enterprise is possible. Employees are adapted to the internal environment and may not pay attention to individual, even significant, shortcomings in marketing activities (the effect of the so-called “factory blindness”).

Involving third-party organizations or professional consultants in the audit allows you to overcome this shortcoming of internal audit and, in addition, provides the enterprise with a more in-depth study of problems, access to objective and impartial results of a survey of marketing activities and the development of effective recommendations for its improvement. The services of external marketing auditors can cost the enterprise much more expensive than an internal audit, but they provide a much greater chance of improving all production and commercial activities, reducing the risk of various undesirable situations arising in the internal and external environment of the enterprise. An external marketing audit, as a rule, is distinguished by an integrated approach of expert analysts to the development of a more advanced and updated marketing strategy, to the creation of conditions for strengthening the company’s position in the market.

Making a decision to conduct a marketing audit on your own or with the help of third-party experts in each specific case depends on the size of the enterprise, personnel qualifications, complexity of control tasks and other factors.

Ural Institute of Management Economics and Law

Course work

On the topic:Control of marketing activities in an enterprise

Introduction

1. Marketing activities of the enterprise

1.1 The essence of the enterprise’s marketing activities

1.2 Relationship between planning, marketing organization and control system

2. The concept of marketing control in an enterprise

2.1 Concept, stages, goals and objectives of marketing control

2.2 Types of control of marketing activities

2.3 Marketing analysis and audit

Conclusion

List of sources used

Introduction

In a highly competitive environment modern market Marketing plays an important role in the activities of any company because it allows for the establishment of an optimal relationship between the organization and the environment of which it is a part.

The marketing activities of an enterprise should be aimed at the long-term existence of the company, its sustainability, strong and long-term connections with consumers or other market participants, and increasing the competitiveness of the services and goods offered.

The ultimate goal of the functioning of marketing services is to subordinate all economic and commercial activities of the enterprise to the laws of the existence and development of the market. The activities of any enterprise are aimed at achieving its goals. These goals are the starting point for developing marketing plans and programs, the process of implementation of which should ensure accurate progress towards the target goals. Assessment of the degree of fulfillment of the intended goals and programs is ensured using a marketing control system.

When drawing up a marketing plan, it is difficult to provide for all unforeseen circumstances that may arise during the work process. Therefore, monitoring the implementation of the planned marketing activity plan should become a mandatory aspect of the company’s work.

Control of marketing activities is an assessment of the results of the implementation of the marketing plan and taking the necessary measures to correct it, since if you miss the time when clarifications and changes can be made to the plan painlessly for the company, the consequences can be unpredictable. The stages of the marketing control process are aimed at the timely identification of all problems and deviations from normal progress towards the set goals, as well as appropriate adjustments to the enterprise’s activities so that existing problems do not develop into a crisis

However, the control procedures that exist in many companies are clearly imperfect. Some firms do not clearly set goals and define performance measurement systems. Many people do not have a clear idea of ​​the profitability of their transactions and do not analyze their costs for storing goods and maintaining distribution channels. All this speaks to the need to study such a problem as control of marketing activities in an enterprise.

Currently, there are constant changes in strategies and methods in the world, so the problems of this research are still relevant and of scientific and practical interest.

IN modern conditions Having control over marketing activities at an enterprise is a prerequisite not only effective activities and development, but also, often, a necessary condition for the survival of the company.

The scientific significance of this work lies in the optimization and streamlining of the existing scientific and methodological base on the issues under study.

The theoretical and methodological basis of the study consisted of the works of the following foreign and domestic authors: M. Afanasyev, G. Bagiev, P. Zavyalov, E. Golubkov, G. Goldstein, T. Gregor, A. Zharov, A. Kovalev, V. Kevorkov, B Clark, F. Kotler, E. Popov, V. Tomilov, etc. Specialized websites were also used in the work.

When conducting a study on the topic “Control of marketing activities at an enterprise,” the following research methods were used:

· analysis of the existing source base on the issues under consideration (method of scientific analysis).

· generalization and synthesis of points of view presented in the source database (method of scientific synthesis and generalization).

· modeling based on the data obtained from the author’s vision in revealing the problems posed (modeling method).

Purpose of the study– study of the organization of control of marketing activities at the enterprise.

Object of study- the process of monitoring marketing activities at the enterprise.

Subject of study– types of marketing control at the enterprise.

The set goal determines research objectives:

1. Expand the concepts of “marketing activities”, “control of marketing activities”.

2. Reveal the marketing management process. Identify the relationship between planning, marketing organization and control system.

3. Identify the stages, goals and objectives of marketing control.

4. Describe the types of control of marketing activities.

The work consists of an introduction, main part, conclusion, bibliography and appendix.

1. Marketing activities of the enterprise

1.1 The essence of the enterprise’s marketing activities

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

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

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

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

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

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

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

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

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

Marketing is understood as a type of market activity in which the manufacturer uses a systematic approach and a program-targeted method for solving economic problems, and the market, its requirements and the nature of implementation are criteria for the effectiveness of activities.

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

The company's marketing activities are aimed at establishing, quite reasonably, based on market demands, specific current and mainly long-term (strategic) goals, ways to achieve them and real sources of resources economic activity; determine the range and quality of products, its priorities, the optimal production structure and the desired profit. In other words, the manufacturer is called upon to produce products that will find sales and bring profit. And for this it is necessary to study social and individual needs, market demands as a necessary condition and prerequisite for production. Therefore, there is a growing understanding that production begins not with exchange, but with consumption. This concept has found its way into marketing.

Marketing activities are a set of activities focused on researching issues such as:

· analysis of the external (in relation to the enterprise) environment, which includes markets, sources of supply and much more. The analysis allows us to identify factors that contribute to or hinder commercial success. As a result of the analysis, a data bank is formed for making informed marketing decisions;

· analysis of consumers, both current (current, buying the company’s products) and potential (who still need to be convinced to become relevant). This analysis consists of studying the demographic, economic, geographical and other characteristics of people who have the right to make purchasing decisions, as well as their needs in the broad sense of this concept and the processes of purchasing both our and competing products;

· studying existing and planning future products, that is, developing concepts for creating new products or modernizing old ones, including their assortment and parametric series, packaging, etc. obsolete goods that do not provide a given profit are removed from production and export;

· planning of product distribution and sales, including the creation, if necessary, of appropriate distribution networks with warehouses and stores, as well as agent networks;

· providing demand generation and sales promotion (fosstice) through a combination of advertising, personal selling, prestigious non-profit events (“public relations”) and various types of economic incentives aimed at buyers, agents and direct sellers;

· provision pricing policy, which consists in planning systems and price levels for exported goods, determining the “technology” for using prices, loan terms, discounts, etc.;

· satisfaction of technical and social norms the country importing the goods of the enterprise, which means the obligation to ensure adequate levels of safety in the use of the goods and environmental protection; compliance with moral and ethical rules; proper level of consumer properties of the product;

· management of marketing activities (marketing) as a system, i.e. planning, implementation and control of the marketing program and individual responsibilities of each participant in the enterprise, assessment of risks and profits, and the effectiveness of marketing decisions.

To implement the above activities, it is necessary to take into account the large role of those on whom, in essence, the effectiveness of the marketing strategy depends, namely marketing entities, which include manufacturers and service organizations, wholesale and retail trade organizations, marketing specialists and various consumers. It is important to note that although responsibility for performing marketing functions can be delegated and distributed in various ways, in most cases they cannot be completely neglected; they must be performed by someone.

The marketing process begins with studying the buyer and identifying his needs, and ends with the purchase of goods by the buyer and the satisfaction of his identified needs.

The market in which marketing entities operate can be divided into a “seller’s market,” where the enterprise sells its own products, and a “buyer’s market,” where it purchases the necessary production components. Thus, marketing is mainly beneficial to both sellers and buyers of goods.

Communication and business conversation with actual and potential partners is the most important part of marketing.

Obviously, the type of marketing determines the way it is managed. Marketing management, as defined by F. Kotler, is the analysis, planning, implementation and control of activities designed to establish, strengthen and maintain profitable exchanges with target customers in order to achieve certain organizational objectives, such as making a profit, increasing sales volume , increasing market share, etc. .

The practical implementation of marketing functions is associated with the marketing management process, which includes:

Analysis of the market opportunities of the enterprise;

Selection of target markets;

Development of a set of measures to enter the market;

Deeper penetration into the traditional market with an existing product (for example, by increasing the volume of production of goods);

Entering the traditional market with a new product;

Entering a new market with an existing product;

Entering a new market with a new product.

Marketing research is directly related to:

Production potential of the enterprise;

Flexibility and structure of production capacities;

Financial resources.

Under the conditions of a centralized economic management mechanism, the main part of forecasting and marketing research is carried out by government agencies.

Enterprises, especially large ones, that participate in these studies, specify the data obtained, considering them as auxiliary.

1.2 Relationship between planning, marketing organization and control system

The marketing management process is a two-way process, the basis of which is the relationship between the subject and the object of the labor market. During the control process, the control body receives information about the state of the controlled object. This information is perceived by the governing body, and on its basis it is developed management decision. Based on the latter, a control action is carried out on the control object to transfer it to the required state.

An integral property of control, without which purposeful behavior of the system is impossible, is the continuous circulation of information between the system as a whole, its subsystems and the external environment. Subsystems and regulators form a closed system through which they circulate three streams of information: information-analyzing, information-command, analytical-command. The functioning of these flows is designed to minimize costs and losses of marketing activities in the labor market.

An information and analytical communication channel is a channel for collecting primary information about the current and future need for labor, about the current and future need for labor of able-bodied citizens of society, about the state of efficiency and development trends of the managing object, the accumulation of this information and its processing into a form that is convenient for use by decision-making bodies.

An information-command communication channel is a channel for communicating decisions made, as well as any other type of secondary information obtained as a result of processing primary data in the information-analyzing subsystem, to the performer.

The analytical-command communication channel is a channel for accumulating information, fixing target management programs, finding optimal option solutions.

The relationship between planning, marketing organization and control system.

2. The concept of marketing control in an enterprise

2.1 Concept, stages, goals and objectives of marketing control

The activities of any enterprise are aimed at achieving its goals. These goals are the starting point for developing marketing plans and programs, the process of implementation of which should ensure accurate progress towards the target goals. Assessment of the degree of fulfillment of the intended goals and programs is ensured using a marketing control system.

Marketing control- the process of measuring and evaluating the results of implementing marketing plans, performing corrective actions to ensure the achievement of marketing goals. Control concludes the marketing management cycle and at the same time gives rise to a new cycle of planning marketing activities. This identification of the strengths and weaknesses of marketing activities, analysis of the level of implementation of marketing plans is necessary for the right choice goals and strategies of marketing activities for the next planning period.

Areas of marketing control are presented in Figure 3.

Areas (objects) of marketing control and its types

Marketing control structure

Depending on the assigned tasks, the company distinguishes:

1. control over the implementation of long-term marketing strategy;

2. control of tactical short-term (annual) marketing plans;

3. operational control of the implementation of marketing plans.

If control of the first type is possible for the entire enterprise as a whole, then control of the second and third types is possible for structural units and divisions.

The control process usually occurs in four stages:

1. establishing target values ​​and standards (goals and norms);

2. clarification of the real values ​​of indicators;

3. comparison;

4. analysis of comparison results.

There are verbal, quantitative, qualitative, universal and specific control indicators.

Verbal (descriptive) indicators are used, as a rule, in describing the long-term goals of an enterprise or phenomena that are difficult to quantify (for example, creating a positive image of a product among consumers).

Quantitative indicators are used most often and are divided into absolute, relative and index.

Qualitative indicators are used when quantitative characteristics are not used at all (for example, when characterizing consumers, their habits, preferences).

Universal indicators are used not only for marketing control, but also for general analysis of the enterprise’s activities. These include indicators of production volume, sales, profit, costs, income, losses, productivity, etc.

Specific indicators are used to characterize specific marketing activities (for example, an indicator of the costs of a marketing campaign or the cost of one questionnaire for a consumer survey).

The main objectives of marketing control are :

1. clear definition of the number and type of indicators depending on the level of their use;

2. quantitative expression of indicators;

3. obtaining the simplest possible verbal and quantitative indicators, creating a methodology, determining the degree of their implementation;

4. use of a unified methodological basis for calculating planned and actual indicators;

5. using a set of indicators to evaluate the implementation of the marketing plan and its effectiveness.

When implementing the control function, certain norms and standards should be used that reflect the expected level of the characteristics being assessed - for example, a reduction in the number of consumer complaints per year by 20%, an increase in the number of new clients by 10% over the same period, and not exceeding the figures for marketing costs marketing budget.

Based on the results of control, adjustments are made to marketing activities. For example, if sales are lower than expected, you need to determine what is causing this and what should be done to correct the situation. If sales volume is higher than expected, then you should determine what caused this. The price of the product may need to be raised. This will inevitably lead to some reduction in sales, but may provide higher profits.

Marketing control means comparing norms and reality.

The stages of the marketing control process are aimed at the timely identification of all problems and deviations from normal progress towards the set goals, as well as the appropriate adjustment of the enterprise’s activities so that existing problems do not develop into a crisis.

2.2 Types of control of marketing activities

There are four types of marketing control of marketing activities according to Philip Kotler:

Table 1 - Types of marketing control

The marketing control system involves the implementation of certain types of control designed to monitor and evaluate the effectiveness of the enterprise, identify all shortcomings and take appropriate measures.

Most often in modern marketing There are 3 types of control:

1. monitoring the implementation of annual plans and analysis of sales opportunities;

2. control of profitability and analysis of marketing costs;

3. strategic control and audit of marketing.

Depending on the internal management system, the size of the company and its financial potential, control may include one, two or all three of these types. Of course, the greatest effectiveness comes from the simultaneous use of precisely three types of control.

Control of annual plans- assessment and adjustment of the level of fulfillment of annual targets in terms of sales volume, profit and other indicators in the context individual markets and products. Since it is in the annual marketing plan in the specified sections that, as a rule, individual areas and indicators of marketing activities are worked out in detail, information about the level of their implementation is of great interest to the management of the organization. Marketing activities involve significant costs. Their reasonableness and effectiveness are also assessed when monitoring annual marketing plans. Next, with this type of control, an analysis is made of the correctness of the assumptions regarding the external marketing environment included in the annual marketing plan.

The purpose of monitoring the implementation of annual plans is to ensure that the company has actually reached the gross income, profitability and other target parameters planned for a particular year. This type of control includes four stages.

First, management must include benchmarks broken down by month and/or quarter into the annual plan. Secondly, it is necessary to organize measurements of the company’s market performance indicators. For this purpose, the company’s financial, accounting and management reporting tools are used. Thirdly, it is necessary to identify the reasons for the discrepancy between planned and actual performance indicators. Fourthly, the company's management must take measures to adjust the company's activities and eliminate the gap between the goals set and the results achieved.

Particular attention should be paid to techniques and methods for monitoring the implementation of plans.

Sales analysis is to measure and evaluate the actual sales volume of different products in different markets in relation to the goals set in this area. The source of information can be marketing reports from sales departments or accounting data.

Market share analysis aimed at clarifying the position in the market in relation to competitors. A company's sales volume is not an indicator of how well it performs compared to its competitors. To determine the efficiency of activity, it is necessary to monitor the state of the market share that the company has. If it increases, then the company is ahead of its competitors; if it decreases, then the company is performing worse than its competitors. However, when making such conclusions, the following must be taken into account:

The assumption that the external environment affects all companies equally is often incorrect. Thus, the crisis of last year caused a general decline in the economy, but this affected the activities of different companies differently. Some companies quickly coped with the consequences of the crisis and continue to operate successfully in the market, while others still cannot reach pre-crisis levels.

The assumption that a company's performance should be compared with the average performance of other firms may also be incorrect. The company's activities need to be compared only with the activities of its closest competitors.

Sometimes a decrease in market share is deliberately initiated in order to increase profits. For example, management may refuse to sell unprofitable products or cooperate with certain consumer groups and thereby increase the company's income.

Market share can change for many other reasons, and not all changes have marketing implications.

It is necessary to clearly identify the reasons for changes in market share. The possible reasons for this change are: the company has lost some of its customers (less market penetration); the company's customers began to purchase fewer products from it (decrease in customer commitment); company prices are higher than competitors’ prices (increasing customer price discernment), etc.

The sources of this information can be government data statistical reporting, market research data and other sources of commercial information.

Analysis of the relationship between marketing costs and sales volume allows the organization to evaluate the effectiveness of marketing costs and determine their most appropriate value. Typically, such an analysis is carried out in relation to individual components of marketing costs, i.e. the magnitude and dynamics of such ratios as: advertising costs to sales volume, marketing research costs to sales volume, sales promotion costs to sales volume, sales sales costs to sales volume are studied.

The tool for this type of control is the analysis of the relationship between marketing costs and sales. Moreover, it is desirable to obtain similar data from the main competitors. The main internal sources are marketing reports, and external sources are data from commercial intelligence and audit of advertising and marketing expenses by competitors.

The results of this analysis should be assessed from the point of view of the financial performance of the organization as a whole. This is necessary in order to understand how and where the organization receives money. The financial analysis carried out to identify factors that determine the return on investment. This indicator is usually increased in two directions:

1. By increasing profits through increased sales and/or cost reduction.

2. By increasing capital turnover, which is achieved by increasing sales volume or reducing assets (inventories, fixed assets, number of unpaid invoices, etc.).

This reveals the role of marketing factors in ensuring the financial well-being of the organization.

The favorable picture obtained as a result of the previous three stages can be significantly adjusted as a result of monitoring customer attitudes. The main tools used at this stage of control are marketing research, a system of customer complaints and suggestions, consumer panels and customer surveys.

The control methods described above are mainly financial in nature. However, many of the company's rating systems are more qualitative than quantitative. One of these systems that reflects the “health” of the company and allows you to warn about impending danger is analysis of consumer opinions and other participants in market activities, which is based on observations of changes in the attitude of its clients, dealers and other participants in marketing processes towards the organization. For this purpose, surveys and conversations are conducted, oral and written complaints are recorded and analyzed. This analysis allows the organization’s management to take the necessary measures in advance.

Customer assessment involves analysis based on the following indicators: number of new customers; number of dissatisfied customers; number of lost customers; target market awareness; preferences of the target market, etc.

For each of these indicators, certain standards must be established, and when current values ​​​​go beyond these standards, company management must take countermeasures.

Corrective actions taken in the process of marketing control are, as a rule, tactical in nature. However, it should be remembered that many strategic decisions initially appear to be current or temporary. Before taking any corrective actions, an attempt should be made to plan the results of the planned activities. For this purpose, methods of statistical accounting and economic modeling are used.

Profitability control and cost analysis involves monitoring the profitability of the company’s marketing activities in general and in relation to specific products, product groups, target markets and segments, distribution channels, advertising media, commercial personnel, etc.

Analysis of the “marketing costs - sales volume” ratio allows you to avoid significant cost overruns when achieving marketing goals.

Identifying marketing costs by element and function is not an easy task and is usually accomplished in three steps:

1) study of financial statements, comparison of sales receipts and gross profit with current expense items;

2) recalculation of expenses by marketing functions: expenses for marketing research, marketing planning, management and control, advertising, personal sales, storage, transportation, etc. In the compiled table of calculations, the numerator indicates current expense items, and the denominator indicates their breakdown by item marketing costs. The value of this type of analysis is the ability to link current costs to specific types of marketing activities;

3) breakdown of marketing expenses by function in relation to individual products, methods and forms of sales, markets (segments), sales channels, etc. The numerator of the compiled table indicates functional items of expenditure for marketing purposes, and the denominator indicates individual products, markets, specific groups of buyers, etc.

To evaluate efficiency and analyze marketing costs, firms sometimes use the rate of return on invested capital (often meaning working capital):

The sales volume indicator is given in the formula for a better understanding of the sources of profit.

The purpose of these calculations is to determine how efficiently the firm is using its available resources. Based on the above formula, it can be assumed that there are several ways to increase the rate of profit:

1. Increase in sales volume.

2. Increase in net profit (for example, as a result of abandoning unprofitable activities, raising prices or reducing costs).

3. Reduction of capital investments (due to reduction of inventories).

In addition, financial indicators and similar calculations help assess the state of affairs in the company and plan future activities.

If a company operates in several regions of the country, then it is necessary to have an accurate understanding of the income and expenses associated with activities in each of them. The indicator of gross profit or sales volume as an indicator of profitability in this case is very unreliable, since the company's costs in the regions may be different. And upon detailed analysis, it sometimes turns out that high costs are negated high performance sales volumes and gross profit. It is also advisable to draw up a report and analyze the profit and loss for each marketing object (various customer groups, channels of goods movement, etc.).

The data obtained allow us to draw a conclusion about the advisability of the company working in a certain territory with a particular group of clients, using specific sales channels. But even if the results of the profitability analysis turn out to be disappointing, you should not immediately refuse to use, for example, any distribution channel. Perhaps the reasons for financial loss lie precisely in the lack of attention on the part of the company and the lack of systematic work in this direction. Before you take the appropriate steps, you should answer a number of questions:

Will customers switch to other distribution channels if some of them have to be abandoned?

What determines the importance of distribution channels from the customers' point of view?

Is the marketing strategy developed for each sales channel optimal?

Based on the responses received, marketing management can begin to evaluate options for further action, for example:

If shipping costs are high enough, you can set a special (increased) price for small orders;

Conduct a training course for managers to stimulate sales;

Avoid certain costs (for example, reduce the number of phone calls, stop searching for new clients and focus on proven partners);

Refuse not the channel as such (for example, dealers or sales representatives), but only from the most “bottlenecks”, etc.

Such information allows you to decide whether to expand, reduce, or completely curtail the sale of certain products or conduct certain marketing activities.

Thus, monitoring results is aimed at establishing the coincidence or non-compliance of the main planned indicators with the actually achieved results according to economic (sales, market share) and non-economic (consumer attitude) criteria. Control can be directed both at the marketing complex as a whole and at its individual elements.

Typically, marketing effectiveness is monitored in terms of individual elements of the marketing mix.

1. Assessing the performance of sales personnel

Sales department managers should evaluate the performance of managers based, for example, on the following average indicators:

Number of telephone calls (with an offer to conclude a deal) per employee;

Time of one telephone contact;

Revenue per call;

Costs per call;

Costs of receiving visitors;

The number of new buyers for a certain period;

Number of lost customers during the same period;

Costs of maintaining sales personnel (as a percentage of sales volume), etc.

For example, if it turns out that managers spend too much time on placing orders, then it would be advisable to assign this function to less qualified operators; if the number of lost customers exceeds the number of new ones, it is necessary to reorient employees to work with trusted customers.

Many people believe that it is almost impossible to evaluate the results of advertising costs. However, the overall picture can be drawn by analyzing the following indicators:

Costs of attracting thousands of target consumers using this advertising medium (GRP indicator);

The percentage of the audience that noticed, watched or read the majority of the advertising message;

Customers' opinions on the content and effectiveness of advertising;

3. Assessing the effectiveness of sales promotion

To assess the effectiveness of sales promotion activities, you need to record the costs of each such event and evaluate its impact on sales levels. The following indicators need to be monitored:

Percentage of sales made as part of a sales promotion event;

The amount of sales promotion costs for each ruble (dollar) of sales, etc.

A. Direct Marketing: Shows how many customers are involved in direct marketing activities.

B. Contacts: Shows how many effective contacts were identified from those customers for whom direct marketing actions were taken.

C. Meetings and/or visits: indicates how many meetings and/or visits were held after contact.

D. Negotiation: indicates how many negotiations have been carried out based on meetings and/or visits.

E. Offers: Shows how many proposals were put forward during negotiations.

F. results: The results (both positive and negative) of the proposals put forward are indicated.

G. conclusions: those actions related to receiving and servicing clients at the bank that led to the purchase of products are considered.

contact efficiency = B/A (in %)

· engagement efficiency = C/B (in%)

Conversation effectiveness = D/C (in%)

· Negotiation efficiency = E/D (in%)

· efficiency general action= G/A (in %)

4. Assessment of distribution efficiency

A company should always strive to reduce the cost of distribution of its products. After all, one of the main problems is that if a company's sales volume increases sharply, the efficiency of distribution of goods decreases sharply. For example, a firm may be unable to meet delivery deadlines. Naturally, this negatively affects its reputation, and eventually sales decrease. To avoid this, company management needs to promptly identify bottlenecks and invest sufficient funds in measures to improve distribution efficiency (think about improving the location of warehouses, transportation methods, etc.).

- this is a relatively regular, periodic or episodic audit of the marketing activities of a company, which, according to F. Kotler’s definition, means “... a comprehensive, systematic, impartial and regular study of the marketing environment of a company (or organizational unit), its objectives, strategies and operational activities in order to identify emerging problems and emerging opportunities and make recommendations regarding an action plan to improve the marketing activities of this company."

Management levels and control systems. Strategic choice on the functional, SZH (strategic management zone) and corporate levels naturally determines the management structure and control system.

A. Functional level. At this level, management systems are characterized by vertical differentiation. Horizontal differentiation is less suitable since it involves the implementation of one management function, and this ensures tight control. At the same time, bureaucratic controls and output controls are used to reduce costs. Standardization is very important to control inputs, outputs, human resources. Rules and budgets must control production and personnel. In general, in production, the main task of control at the functional level is to reduce costs.

In the field of R&D ( research and development work ) The company is primarily interested in creating technological differentiation and developing new products. Control in this area is quite difficult, since it is difficult to track what people are doing. It is usually carried out in the form of self-monitoring or by small groups of employees working together.

In the field of marketing, as in R&D, the use of flat management structures is typical, where tracking the activities of employees is difficult. However, exit control and bureaucratic control are used here.

Types of control depending on the functions are reflected in table. 3.

Table 3 - Types of management and control structures for the main functions of the company

The choice of control system depends on the strategy used (Table 4) and the stage life cycle industry (Table 5).

Table 4 - Use of control systems for various strategies

Simple management structures with little differentiation and price leadership lead to relatively simple forms of cost control for the company.

In differentiation, the control system's task is also to protect distinctive advantages. For this reason, bureaucratic and team control become important. In companies using a focus strategy, control is based on a trade-off between cost control and distinctive advantage. It's usually comparative small companies, and control by the team is of particular importance.

Table 5 - Stages of the life cycle of SZH and types of control

At the nascent stage, given the small size and simple management structure, personnel control within small work groups is sufficient.

At the growth stage, with the development of management structures, the company needs to develop low-cost competence or search for future differentiation advantages and control must be quite flexible (mainly on the part of the team).

At the growth deceleration stage, the price leader should use output control and bureaucratic control, and the differentiator should pay attention to team control.

At the maturity stage, products must be standardized and their range expanded. For a price leader, the main goal of control is to reduce costs. The differentiator must strive to develop distinctive advantages. Accordingly, bureaucratic control and control by the collective become of particular importance.

In the stage of decline, control should track the costs of leaving the SZH and the full costs of changing the strategy. It is essential that such a system should be cheap.

The strategic control system includes four main elements.

1. Establishing the indicators by which the implementation of the strategy will be assessed. Typically, these indicators are directly related to the strategy that the organization is implementing. It is believed that there are several well-defined groups of indicators by which the state of the organization is recorded. These groups of indicators are:

Performance indicators;

Indicators of human resource use;

Indicators characterizing the state of the external environment;

Indicators characterizing intra-organizational processes.

The choice of indicators for strategic control is in itself a task of strategic importance, since the assessment of the success of the strategy will depend on this. When choosing indicators for strategic control, management must prioritize them in order to be able to draw an unambiguous conclusion if some indicators indicate that there are problems in implementing the chosen strategy, while others say that everything is going well.

In addition, when establishing strategic control indicators, management must establish a subordination of time preferences. The chain of command should reflect the organization's overall strategic attitude towards long-term and short-term views of performance.

Also, when establishing indicators of strategic control, it is important to reflect in the structure of these indicators the structure of interests of individual influence groups.

2. The second element of the strategic control system is the creation of a system for measuring and monitoring the status of control parameters. This is a very difficult task, since in many cases they are not so easy to measure. For example, serious difficulties arise when measuring the integral, synergistic effect. It often happens that the result of individual activities can be measured quite easily, but the addition of these results is no longer measurable.

There are four possible approaches to building measurement and tracking systems. The first system is a control system based on market performance indicators of the company. Prices of the firm's products, prices of the firm's shares, and return on invested capital can be measured here. The measurement is carried out in a market comparison of the state of these parameters. The second approach is to measure and track the output status of various parts of the organization. In this case, goals are set for individual divisions (structural units) of the organization, and after that the extent to which they fulfill the tasks assigned to them is assessed. The third approach is the so-called bureaucratic approach to control. In the case of this approach, it is thoroughly described how to work, what actions to perform, etc. That is, detailed procedures and rules of behavior and action are established. With this approach, what is monitored and controlled is not what is received, but how correctly the established procedures and rules are followed. The basis of the bureaucratic approach is standardization. The fourth approach to measuring and monitoring the state of an organization’s parameters is based on establishing the normative relationships of the value system in the organization. In this case, control turns into self-control, when the participants in the activity themselves, in the process of its implementation, control their work and their results from the standpoint of the interests of the organization.

3. The third element of the control system is a comparison of the actual state of the control parameters with their desired state. When making this comparison, managers may encounter three situations: the actual state is higher (better) than the desired one, the real state corresponds to the desired one, and, finally, the real state is worse than the desired one.

4. The final element is assessing the comparison result and making a decision on adjustments. If the actual state corresponds to the desired one, a decision is usually made that nothing needs to be changed. In the case where the actual state of the control parameter is better than the desired one, you can increase the desired value of the control parameter, but only on condition that this does not contradict the goals of the organization. When the actual state of the control parameter is lower than its desired state, it is necessary to identify the cause of this deviation and, if necessary, make adjustments in the behavior of the organization. This adjustment may concern both the means of achieving goals and the goals themselves.

The adjustment is carried out according to the following scheme. First of all, the control parameters are reviewed. To do this, it is clear how the selected control parameters and the desired state defined for them correspond to the established goals of the organization and the chosen strategy. If a contradiction is detected, the parameters are adjusted. If the control parameters do not contradict the goals and strategies, then a revision of the goals begins. To do this, management compares the selected goals with the current state of the environment in which the organization has to operate. It may happen that changing conditions make it impossible to achieve your goals. In this case, they must be adjusted. But if the environment allows the organization to continue to achieve its goals, then the adjustment process should be transferred to the level of the company's strategy.

Reviewing the strategy involves understanding whether changes in the environment have led to the fact that the implementation of the chosen strategy in the future becomes difficult, or whether the strategy will no longer be able to lead the organization to its goals. If this is the case, then strategies should be reviewed. If not, then the reasons for the unsatisfactory performance of the organization must be sought in its structure or system information support, or in functional systems to support the organization’s activities. It may turn out that everything is fine in these areas too. Then the reason for the unsuccessful operation of the organization must be sought at the level of individual operations and processes. In this case, the adjustment should affect how employees perform their work and be aimed at improving motivation systems, improving the skills of employees, improving work organization, etc. .

Conducting strategic control is very important for an organization; moreover, improperly organized control work can create difficulties in the work of the organization and even cause harm to it. Possible negative manifestations of the functioning of the control system include the following:

Substitution of organizational goals with control parameters as a result of the fact that employees begin to focus their activities on the indicators by which they are controlled;

Excessive control over the activities of departments and employees;

Overload of managers with information coming from the control system.

The management of the organization must have a clear position regarding the role and place of the control system so that it effectively copes with solving only those tasks that correspond to the general objectives of strategic management.

1. The increasing dynamism of changes in the company’s environment, increased competition, increased threats and opportunities for business, globalization and internationalization of economic processes and a number of other factors have led to the transition to strategic management. Strategic management, carried out by the top management of an organization, involves establishing a dynamic interaction between the organization and the external environment in order to find and use opportunities that allow the organization to survive in the long term in a highly competitive environment.

2. The means of implementing strategic management are the company's behavior strategies. Strategies are formed based on the mission and goals of the organization, based on an analysis of the environment, the company's potential, the dynamics of the product's life and a number of other factors. Defining and choosing a strategy is a complex multi-step process that uses product portfolio analysis as one of the main tools. Execution of a strategy involves creating conditions for its implementation.

3. To implement the chosen strategy, the organization must make the necessary changes. The two main areas of strategic change in an organization are changes in the organizational structure of the company and its organizational culture.

4. Monitoring the implementation of the strategy involves recording whether the chosen strategy will lead to the achievement of the set goals, and developing recommendations for adjusting the strategy in accordance with the prevailing conditions.

Market dynamism, structural changes in the economy, new social guidelines, for example, to improve the quality of life, social and ethical standards for the production and consumption of goods, environmental aspects - all these and many other factors critical for an enterprise can lead (and in real life already lead ) to the abandonment of previously planned goals, a change in the development model, and significant adjustments to previously adopted plans, strategies and programs. Every enterprise must periodically evaluate its approach to marketing activities and its suitability to changing environmental conditions. F. Kotler calls this type of control a marketing audit: “Marketing audit is a comprehensive, systematic, impartial and regular study of the marketing environment of a company (or its organizational unit), its tasks, strategies and operational commercial activities in order to identify emerging problems and emerging opportunities. to develop recommendations for improving the company’s marketing activities.” The purpose of a marketing audit, therefore, should be to identify existing problems in the organization of marketing activities and develop appropriate measures to overcome them.

As part of the marketing audit, a detailed analysis of the planning information base, control of goals and strategies, marketing activities, organizational processes and structures is carried out.

There are four characteristic features of a marketing audit:

The breadth of coverage of marketing indicators (you should consider not only “pain points”, but also all the main areas of the company’s marketing, since such extensive research, as a rule, turns out to be more effective in terms of identifying the true sources of problems);

Systematicity (audit implies an orderly study of the macro- and micromarketing environment, its goals and strategy, and individual activities);

Independence (the best audit is usually one conducted by independent specialist consultants);

Frequency (usually a marketing audit is resorted to only after a decline in sales or other problems arise; however, companies find themselves in crisis situations partly because they did not investigate the state of their marketing in time).

A marketing audit begins with a meeting between the head of the company and the auditor and the development of an agreement on the objectives of the study, scope, depth, data sources, reporting form and timing. A detailed plan is drawn up: who to interview, what questions to ask, when and where to meet, etc. The basic rule of a marketing audit: you cannot rely on the data and opinions of company managers alone. Both customers and suppliers should be interviewed.

An enterprise can carry out a marketing audit either on its own (internal audit) or by engaging independent experts for this work (external audit). Both methods have advantages and disadvantages.

When conducting audits on its own, the company can solve all problems related to this work quickly and efficiently. In addition, internal marketing audits are much cheaper than external ones. All internal information, including confidential information, may be available to auditors who are employees of the enterprise. Internal auditors do not need to delve into specific issues of organizing production and sales of the enterprise's products - they are professionally knowledgeable on these issues.

The disadvantage of internal audit is that not in all cases an objective and impartial assessment of the state of affairs at the enterprise is possible. Employees are adapted to the internal environment and may not pay attention to individual, even significant, shortcomings in marketing activities.

Involving third-party organizations or professional consultants in the audit allows you to overcome this shortcoming of internal audit and, in addition, provides the company with a more in-depth study of problems, access to objective and impartial results of a survey of marketing activities and the development of effective recommendations for its improvement

The services of external marketing auditors can cost an enterprise much more than an internal audit, but they provide a much greater chance of improving all production and commercial activities, reducing the risk of various undesirable situations arising in the internal and external environment of the enterprise.

An external marketing audit, as a rule, is distinguished by an integrated approach of expert analysts to the development of a more advanced and updated marketing strategy, to the creation of conditions for strengthening the company’s position in the market.

Making a decision to conduct a marketing audit on your own or with the help of third-party experts in each specific case depends on the size of the enterprise, personnel qualifications, complexity of control tasks and other factors. The marketing audit process is shown in Fig. 6. .

Figure 6 - Marketing audit process

Conducting strategic control and the resulting audit (revision) of the marketing strategy, in contrast to the other two types of marketing control, is an extraordinary, and often extraordinary, measure, which is resorted to mainly in cases where:

1) the previously adopted strategy (strategies) and the tasks it defines are morally outdated and do not correspond to the new conditions of the external environment;

2) significantly, and in a relatively short time, the market positions of the company’s main competitors have strengthened, their aggressiveness has increased, and the efficiency of the forms and methods of their work has increased;

3) the company has suffered a significant defeat in the market: its sales have sharply decreased, some markets have been lost, the assortment contains ineffective goods of low demand, many traditional buyers of the company’s goods are increasingly refusing to purchase them. In this case, a general audit of the entire activity of the company is required, a revision of its marketing policy and practices, restructuring the organizational structure, regrouping reduced forces and resources, as well as solving a number of other serious problems. However, such an audit is necessarily preceded by a comprehensive analysis and identification of specific reasons that caused the company’s defeat in the market;

4) the technical, production, and sales potential of the company has increased significantly, new competitive advantages. All this will require a revision of the company’s strategy, reform of its organizational and management structures, formulation of new, more difficult tasks and goals reflecting the increased potential of the company.

To conduct the audit, a questionnaire and audit form are developed. The structure of the audit may be different. For example, the following typical plan:

I. Audit of the marketing environment:

· audit of the macroenvironment (demographic, economic, natural, scientific and technical, political, legal factors and factors of cultural development);

· audit of the microenvironment (customers, competitors, sales intermediaries, suppliers, advertising and marketing organizations, contact audiences).

II. Revision of the marketing strategy (company activity program, marketing objectives and goals, its strategic directions).

III. Audit of the marketing service organization (formal structure, functional efficiency, interaction efficiency).

IV. Audit of marketing systems (marketing information systems, marketing planning, marketing control, development of new products).

V. Audit of marketing effectiveness (profitability and cost effectiveness).

VI. Revision of the functional components of marketing - the marketing mix (product, pricing, sales policy, advertising and sales promotion, personnel policy).

Marketer Koehler offers an improved system of marketing audit - auditing, which focuses not so much on quantitative, but on qualitative indicators of the company's performance and includes quality control of incoming information, quality control of strategic directions and targets, as well as monitoring the effectiveness of marketing leverage on the market.

The concept developed by German economists Nischlag, Dichtel and Hersten also defines two areas of marketing control: results-oriented marketing control and marketing audit, which involves constant monitoring and analysis of the qualitative aspects of the company's activities.

This system includes control:

The main hypotheses and forecasts about the patterns and structures of development of the marketing macro- and microenvironment;

The goals and strategic directions of the company’s activities, their adequacy to market requirements and the capabilities of the company itself;

The effectiveness of the company's marketing activities, marketing mix and marketing budget;

Organization (organizational structures of the company and the rules for their construction), as well as the system and effectiveness of methods for obtaining marketing information.

2.3 Marketing analysis and audit

Strategic Analysis and the audit covers the collection of critical information about the company's activities. This information includes information used in developing specific business goals and strategies. The audit consists of two main parts: internal and external audit.

External audit, or audit of the marketing environment, examines the macro environment and the company's task environment. Internal audit examines all aspects of the company's activities. It includes all the basic operations that are carried out in the process of movement of goods and services through organizations: logistics, production, dispatch of products, sales, marketing and after-sales service. In addition to the listed processes, the audit extends to the so-called supporting activities of the company, on which the main activities of the company depend: procurement contracts, technology development, personnel management and the organization's infrastructure. All of this is outside the scope of traditional marketing activities, but marketing strategy depends on all of the above components.

Studying financial statements is the main point for understanding the current position of the company and the features of its development. The income statement and balance sheet are the two main financial documents of a company. The balance sheet shows the company's assets and liabilities, equity capital as of a certain date. The business performance statement (sometimes called the profit and loss statement or company income statement) is more important from a marketing intelligence perspective. It shows the level of sales, costs of production and sale of goods over a certain period of time. By comparing these reports from time to time over different periods, a firm can notice positive and negative trends and take appropriate action.

SWOT analysis is a powerful methodological tool that allows you to carry out a full audit of the company’s marketing and other activities. It allows you to identify the strengths and weaknesses of the organization, opportunities and threats (strength, weaknesses, opportunities and threats) when conducting a strategic audit. After an audit, a large amount of information of varying degrees of importance and reliability is accumulated. A SWOT analysis refines this information and highlights the most important internal and external audit findings. A small number of strongholds allows the company to focus its attention on them.

SWOT analysis is structurally composed of the following 4 parts: opportunities; threats; strengths of the company; weaknesses of the company.

When compiling the “opportunities and threats” section, the marketing manager must identify the main threats and opportunities that await the company in the future. The purpose of this section is to try to predict in advance events that may have an impact on the company's activities. The manager should list all the threats and opportunities that he can imagine. When considering sources of opportunities and threats, one should take into account all factors of the company's macroenvironment: political and legal environment; demographic environment; economic environment; socio-cultural environment; technological and natural environment.

Not all threats require the same amount of attention or concern—company managers should assess the likelihood of each threat and the potential danger it poses. Therefore, the manager must focus on the most likely and dangerous threats and prepare a plan to neutralize them in advance.

Opportunities arise when environmental trends support the use of strengths organizations. Firm managers should evaluate each opportunity for its potential attractiveness and likelihood of success. Companies are rarely presented with ideal opportunities that precisely match their goals and resources. Realizing opportunities comes with risk. When evaluating opportunities, managers must decide whether the expected benefit justifies the potential risk. Depending on the company's strengths, the same development trend can be both a threat and an opportunity for the company.

Strengths and weaknesses in a SWOT analysis do not imply listing all the features of the company, but only those that relate to the key success factors. Too long a list creates ambiguity and vagueness and takes away from what is truly important. A company's strengths and weaknesses are relative definitions, not absolute ones. It's good to be strong at something, but if competitors are stronger at it, it will become a weakness of the company.

Having formulated the company's mission and the tasks at hand, management must plan its business portfolio - a set of activities and products that the company will deal with. A good business portfolio is one that optimally adapts the company's strengths and weaknesses to the capabilities of the environment. The company should, firstly, analyze its existing business portfolio and decide in which areas of activity to allocate more or less investment (or not at all), and, secondly, develop a growth strategy to include new products or areas in the portfolio activities.

Analysis of a company's business portfolio should help managers assess the company's field of activity. The company should strive to invest in more profitable areas of its activities and reduce unprofitable ones. The first step for management when analyzing a business portfolio is to identify the key areas of activity that define the company's mission. They can be called strategic elements of business.

A strategic business element (SEB) is an area of ​​a company’s activities that has its own missions and objectives, the activities of which can be planned independently of other areas. SEB can be a division of a company, product group or even a separate product or brand.

In the next stage of business portfolio analysis, management must assess the attractiveness of the various SSEs and decide how much support each deserves. In some companies this happens informally during the work process. Management examines the company's portfolio of activities and products and, using common sense, decides how much each SEB should bring in and receive. Other companies use formal methods for portfolio planning.

Formal methods can be called more accurate and thorough. Among the most well-known and successful methods of analyzing a business portfolio using formal methods are the following:

· methods of the Boston Consulting Group (BCG);

· General Electric (GE) method.

The BCG method is based on the principle of analyzing the growth/market share matrix. This is a portfolio planning method that evaluates a company's SEB in terms of their market growth rate and the relative share of those elements in the market.

GeneralElectric has proposed a comprehensive business portfolio planning method called a matrix strategic planning business. In the GE method, other factors are taken into account in addition to market growth rates as factors of industry attractiveness. A special complex of industry attractiveness has been developed, determined on the basis of market size, market growth rates, industry profitability ratio, degree of competition, seasonality and cyclicality of demand, and cost structure in the industry. All these factors, assessed quantitatively, make up the industry attractiveness index.

To assess the sustainability of a business, the GE method also uses a special index. The Business Sustainability Index reflects factors such as a company's relative market share, price competitiveness, product quality, customer and market knowledge, distribution efficiency and location advantages. These factors are quantified and combined into a business sustainability index, which ranks sustainability as high, medium or low.

BCG, GE and other matrix methods are revolutionizing the strategic planning process. However, these methods have significant limitations. Their use takes a lot of effort, time and money. It may be difficult for management to define the boundaries of SEBs and quantify their market share and growth rates. Moreover, these methods focus on classifying current activities but do little to help plan future activities. Formal methods of planning and analysis may also result in a company seeking to grow primarily by increasing its market share or by entering more attractive new markets. By doing this, many companies become involved in new, rapidly developing areas of business that are unusual for them, which they do not know how to manage. A number of companies are abandoning formal methods in favor of other, more flexible ones, but most firms remain staunch supporters of strategic planning.

Managing marketing functions is difficult enough, even if the marketer only has to deal with the controllable variables of the marketing mix. The reality is much more complicated. The company operates in a complex marketing environment, which also includes uncontrollable factors that the company has to put up with. The environment, on the one hand, provides opportunities, and on the other, it conceals threats. The company must carefully and continuously analyze this environment in order to avoid threats and realize opportunities in a timely manner. Appendix A lists all the marketing audit issues that should be in the constant attention of the company's marketing department.

A marketing audit is not a one-time event, but a constant and continuous process that provides information about the state of all elements of the marketing system in an enterprise and about markets.

Conclusion

Having studied and analyzed the literature on the research problem, we came to the following conclusions:

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

2. The company’s marketing activities are aimed at establishing, quite reasonably, based on market demands, specific current and mainly long-term (strategic) goals, ways to achieve them and real sources of resources for economic activity; determine the range and quality of products, its priorities, the optimal production structure and the desired profit.

3. Control of marketing activities is an assessment of the results of the implementation of the marketing plan and taking the necessary measures to correct it, since if you miss the time when clarifications and changes can be made to the plan painlessly for the company, the consequences can be unpredictable. The main objectives of marketing control are: clear determination of the number and type of indicators depending on the level of their use; quantitative expression of indicators; obtaining the simplest verbal and quantitative indicators, creating a methodology, determining the degree of their implementation; use of a unified methodological basis for calculating planned and actual indicators; using a set of indicators to evaluate the implementation of the marketing plan and its effectiveness.

4. There are 4 types of control: control of annual plans; profitability control; performance monitoring; strategic control. Control of annual plans - assessment and adjustment of the level of fulfillment of annual targets in terms of sales volume, profit and other indicators in the context of individual markets and products. Profitability control - assessment and implementation of corrective actions in order to ensure the profitability of various products, territories, consumer groups, channels distribution, activities in different markets. Performance monitoring allows you to evaluate and improve the efficiency of spending funds and analyze marketing expenses in the following areas: sales personnel, advertising, sales promotion, distribution. Strategic control and marketing audit is a comprehensive, systematic, impartial and regular study of the marketing environment of a company (enterprise), its objectives, strategies and operational activities in order to identify emerging problems and emerging opportunities and issue recommendations on an action plan to improve the marketing activities of this company. Strategic analysis and audit covers the collection of critical information about the company's activities. This information includes information used in developing specific business goals and strategies. The audit consists of two main parts: internal and external audit. A marketing audit is not a one-time event, but a constant and continuous process that provides information about the state of all elements of the marketing system in an enterprise and about markets.

Studying and solving problems related to the control of marketing activities is one of the most important tasks in the marketing activities of an enterprise. Since, identifying the strengths and weaknesses of marketing activities, analyzing the level of implementation of marketing plans are necessary for the correct selection of goals and strategies for marketing activities for the next planning period. When drawing up a marketing plan, it is difficult to provide for all unforeseen circumstances that may arise during the work process. Therefore, monitoring the implementation of the planned marketing activity plan should become a mandatory aspect of the enterprise’s work.

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