Organizational marketing services. Organizational structure of marketing services of the enterprise. Marketing structures of the enterprise Functional structure of the marketing service

Achieving the goals of the enterprise depends mainly on three factors: the chosen strategy, the organizational structure and how this structure functions.

The organizational structure of marketing activities in an enterprise can be defined as the structure of the organization on the basis of which marketing management is carried out, in other words, it is a set of services, departments, divisions, which include employees engaged in one or another marketing activity.

The optimal structure and form of marketing organization depend on various factors and conditions of the situation in which the company is located. The determining factors are:

1. Objectives of the enterprise:

From a technical and economic point of view, the organization should ensure the fulfillment of tasks, facilitate the management of the enterprise, minimize coordination problems;

The mobility of the organization, the motivation of employees and the realization of their creative potential must be ensured.

2. Environmental conditions.

External conditions: competition; external distribution channels; the number and size of markets; number, structure of needs and purchasing power of consumers; legal regulations; political and social relations.

Internal conditions: the size of the enterprise and its age; the number and diversity of products; qualifications of employees; financial potential; available distribution channels.

The marketing structure is critical to a successful marketing concept. There is no one-size-fits-all scheme for organizing marketing. Marketing departments can be created on different foundations; they are usually part of the commercial area of the enterprise. However, in enterprises producing specific products, these departments sometimes become part of the technical sphere. Each enterprise (firm) creates a marketing department in such a way that it would best contribute to the achievement of marketing goals (identifying unmet customer demand, geographic expansion of markets, 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 and markets in which they are sold, on the existing enterprise management structure. Despite the very large number of options, the real unification of the marketing activities of enterprises is most often carried out by function or by product. The organizational structure of a marketing service can be one of the following orientations:

functions;

markets and buyers;

regions;

functions and goods;

functions and markets;

functions and regions.

Functional marketing organization means that marketing acts as a line along with other functions of the enterprise. The structure of the functional type is appropriate for enterprises in which the number of goods and markets is small. In this case, the markets and manufactured goods are considered homogeneous, for which specialized departments are created. In fig. 1.5 is a diagram of a marketing service organized by function. In addition to solving specific marketing problems, the important tasks of functional marketing services are to ensure that all activities of the organization are focused on the use of marketing principles, coordinate the work of all departments and services of the organization in this direction.

Figure 1.5

From the point of view of marketing, sales is one of its functions and can be part of the marketing service (see Fig. 1.5). However, in practice, the sales department, as a rule, is not included in the structure of marketing services, but forms an independent branch in the organizational structure of the organization's management. At the same time, sales staff often, in contact with intermediaries and consumers, perform purely marketing functions. For example, they collect information about the attitude of consumers to the company's products. Despite this, salespeople are mainly engaged in operational rather than analytical work. Therefore, the marketing department may have a sales department that evaluates the effectiveness of existing sales channels and makes recommendations for improving the distribution network.

In addition to these divisions, the marketing department can be created departments: marketing planning, product management, new goods.

The functional organization of marketing is based on the division of labor according to established and newly emerging functions, on the specialization of workers. Specialization, standardization of management processes, a clear delineation of competencies determine the high efficiency of this organizational structure. With a small range of products, a functional marketing organization is highly maneuverable due to ease of management. However, with the expansion of the range of manufactured products, production flexibility decreases, since the period of reaction to changes in external conditions increases.

The functional structure is characterized by the following problems: group egoism, difficulties with coordination; the solution of tasks that go beyond the competence of the line is transferred to the top, which entails the danger of excessive centralization; employees do not always understand the ultimate goal, lack of motivation. The functional structure of marketing is also characterized by weak flexibility of the strategy, since it focuses on achieving the current effect, and not on the introduction of innovations. This kind of marketing structure is not conducive to dynamism and innovation. In general, such a structure is an effective form of organization only with sustainable production of a limited range of products.

To overcome coordination problems within a functional organization, product management is introduced (Figure 1.6). The product manager is responsible from implementation to discontinuation for one or a group of similar products. Its task is to coordinate the work of various departments of the enterprise in connection with the release of this product. The product manager usually performs a coordinating role without specific authority. Typical tasks of a product manager are, for example, the following: observation and analysis of the market; product planning and control; product positioning; suggestions for product improvement, innovation; checking the set of marketing tools.

Figure 1.6

Implementation under such a structure remains with the functional managers, so the product manager's performance of his tasks depends on his competence and the power of persuasion.

When integrated into the organizational structure of an enterprise, product managers can report directly to the management of the enterprise or the marketing department. Historically, the second option prevailed at first. The advantage of the first is the ability of the product manager to influence all areas of the enterprise, not just marketing. However, in both cases, there are problems with the delimitation of competences. Product management can improve product planning, market adaptability, coordination between services, but this requires the support of enterprise management.

For enterprises that produce a large number of various products that require specific conditions for production and sale, it is advisable to organize marketing according to commodity principle (fig. 1.7). It has a number of advantages. A product manager coordinates the entire marketing mix for that product and responds more quickly to market challenges. This marketing structure is more expensive than functional because more labor costs are required due to the increase in the number of employees. Therefore, the organization of the marketing service on a commodity basis is common only in large enterprises, where the volume of sales of each product is sufficient to justify the inevitable duplication of work. A similar marketing structure in developed countries takes place in large decentralized companies, where each branch specializes in the release of a specific product. With such an organization, the potential for conflicts in management is relatively low, and employees are better motivated.

Figure 1.7

Marketing of a specific product has recently become more important because in countries with a developed market, product differentiation is becoming one of the main factors of competition. In this regard, the activity of the product manager is important. The scope of his duties in different firms (enterprises) is not the same, nevertheless, his main functions can be noted:

drawing up a plan and budget for marketing your product;

forecasting possible changes in the product market;

collecting information and studying the activities of competitors;

coordination of the activities of all divisions of the enterprise that affect the marketing of a particular product;

control over the ratio of prices and compliance with budget items;

introduction of new goods and removal from production of old ones.

It should be noted that, depending on the specific conditions of the enterprise, these functions may be somewhat different. Responsibility for marketing should lie with the product manager where purchasing habits are determined by the nature of the product and are the same for all categories of industrial buyers and end users. If, however, differences in the needs and habits of individual groups of consumers can be grouped, the latter can be viewed as different markets.

Figure 1.8

For enterprises selling their products in different markets, where there are different product preferences, and the goods require specific service, it is advisable to organize marketing according to markets(fig. 1.8). The market can be an industry sector or a segment of homogeneous buyers. The introduction of the position of market manager puts customer needs at the center of attention. The main markets are assigned to market managers, the latter cooperate with specialists from functional units to develop plans for various areas of functional activity. Each market must have its own marketing strategy. Sometimes the manager is assigned only one, but very important client. Such a structure justifies itself if the market segments are large enough and sufficiently different from each other. The problems of this structure also lie mainly in the coordination of individual areas and the implementation of common functions (research, supply, etc.).

At enterprises producing products purchased by many regions, in each of which it is advisable to take into account the specifics of the consumption of these products, marketing structures can be organized by region(fig. 1.9). By organizing marketing on a regional basis, sales agents can live within the service area and work with minimal travel time and money. This marketing structure is most often found in large decentralized firms (especially international ones) with large markets that are sometimes delineated into separate zones and districts. The disadvantage of such a marketing structure, as well as of structures focused on goods and markets, is the duplication of work, as well as problems of coordination of activities.

Figure 1.9 Organizational Structure of the Marketing Service by Region

Figure 1.10

Figure 1.11

In an organizational structure with an orientation by function and product functional marketing services of the enterprise develop and coordinate the implementation of some common goals and objectives of marketing for the enterprise. At the same time, the product manager is responsible for developing and implementing marketing strategies and plans for a specific product or product group. He also formulates tasks for the functional marketing services of the enterprise in the field of marketing certain products and monitors their implementation. Used by enterprises producing diversified products.

The advantages of this type of building a management organizational structure are as follows:

a manager dealing with a specific product has the ability to coordinate various work across the entire marketing mix for a given product;

the manager can quickly respond to market demands;

all product models, both in high demand and less popular with buyers, are constantly in the field of vision of the manager.

This type of organizational structure also has certain disadvantages:

the manager responsible for a certain product is not endowed with powers that would fully correspond to his activities (he, as a rule, in the production sphere only determines the policy in the field of developing new products, tracking its completion to production; he does not have obey);

a product organization is often costly;

Product employees may have dual reporting lines: their line managers and those of functional marketing services.

Organizational structure of a targeted marketing service by function and market applies when an organization produces relatively homogeneous products intended for different types of markets. The main advantage is the concentration of marketing activities around the needs of specific market segments, rather than around individual products. The disadvantages are similar to the disadvantages of the previous type of organizational structure.

In addition to the considered approaches to the organization of marketing management, two more types of organizational structures of management can be distinguished, which are quite universal in nature and are used in organizing the management of various types of production and economic activities of an enterprise, including marketing. This refers to management by project and matrix structure management used when it is required to concentrate resources, including personnel and management, on solving problems that are especially important for the organization, for example, entering the market with new products. These organizational structures do not cover the solution of all marketing problems, but only individual target tasks.

As both the organization and the customers placed more emphasis on the end results, i.e. to the final product with high consumer properties, it became more and more obvious the need to empower someone with the authority and responsibility for obtaining these final results. This can be achieved with a traditional org chart by function and product. If, within the framework of the latter, the person responsible for marketing a certain product is given broad powers, temporarily subordinating to him all employees from linear and functional units engaged in the development, implementation, production, after-sales service, and the implementation of other marketing functions, then we will get an organizational structure for project management for the release and marketing of a certain product ...

For a number of reasons, project-only management is often not possible. It is not always possible to ensure full employment of personnel (the workload of personnel of different specializations is uneven as the project is developed). In addition, the duration of the project may be relatively short. Often, project managers do not have the authority to make a real impact on the activities of functional units. In these cases, they act only as a kind of accumulator of information about how things are with the projects entrusted to them.

These disadvantages are largely overcome in the matrix-type management organizational structures. The advantage of the matrix structure is low loss of information and better coordination of activities.

The essence of relations in the formation of matrix organizational structures of management is as follows (Figure 1.13).

The head of the program, for example, for the development of a certain market for a certain product, is delegated from the management of the enterprise the necessary powers for the allocation of resources, as well as for the implementation of the activities that make up the program. The head of the marketing program is temporarily subordinate not only to the employees of the relevant marketing services, but also to the employees of the departments involved in the development and finishing of the corresponding product (in Figure 1.13 this is shown by the arrows outside the figure). Thus, each participant in the work on the program, being in the staffing table of the corresponding division, has a double subordination: in the line of program work, he is subordinate to the head of the marketing program, for everything else - to his line manager.

Figure 1.13 Matrix organizational structure of management

When several programs are being developed at the same time, then for the general management of all program activities (the development of a single market, scientific, technical and economic policy, the distribution of resources between programs, etc.), the position of the head of the marketing program management center can be introduced (Figure 1.13). Then the heads of individual programs are directly subordinate to him.

The duality of leadership inherent in the matrix structure gives rise to the following disadvantage. If there are difficulties with the implementation of the program, it is often very difficult for the management of the enterprise to find out who is to blame for this and what is the essence of the difficulties that have arisen. They are overcome by establishing clear boundaries of authority and responsibility for the implementation of the entire program; they establish contacts with customers, manage the program budget.

Functional managers are empowered to direct the employees working in their area and oversee the integrity and completeness of their research, development and other work.

In general, when organizing the marketing structure of an enterprise, it is necessary to comply with the following principles of its construction.

Unity of goals. The basic objectives are: sales volume, profit, profit-to-sales ratio, earnings per share, market share of the company, capital structure (i.e. the share of subsidized capital). At the same time, the goals should not be mutually exclusive.

Simplicity of the marketing structure. The simplicity and clarity of building the organizational structure contribute to the easier adaptation of the personnel of the enterprise to it and, therefore, active participation in the implementation of goals.

An effective system of communication between departments, ensuring a clear transfer of information. The communication system must necessarily have a feedback.

The principle of unified subordination. An employee should receive orders from only one boss. For a set of functions performed with the same goal, there should be one leader.

The lack of links in the marketing structure. The fewer the number of links the structure is characterized, the less time-consuming is the transmission of information from the bottom up and orders of the management from top to bottom.

Responsibility should be coordinated by the top management of the marketing team.

Under the influence of a rapid change in consumer demand, high rates of scientific and technological progress, an increase in the scale and complexity of production, as well as other factors, the nature and direction of the goals of the enterprise, the ways of achieving them, change. As such, marketing structures must be flexible and adaptable.

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 the external environment, which is represented by demographic, economic, natural, technical, political and cultural factors.

Organizational structures can be of two types: “rigid” (mechanistic); “Soft” (organismic). The rigid structure has the following features: the terms of reference of the employees are clearly defined by the contract; increased centralization and specialization of power; the employee is not obliged to perform work not provided for by the position; many formal instructions apply. Such organizational structures are effective in a stable external environment. In a changeable environment, “soft” structures are more appropriate. They are less specialized in comparison with the rigid ones; they are dominated by the decentralization of powers. The scope of duties of employees is approximately determined, and the employee is obliged to perform any work related to the main one. The content of the work is constantly changing, and the management expects proposals for improving the work from the performers. There are few formal instructions in soft structures, and the relationship between employees is better. The “softness” of the organizational structure provides a favorable climate for innovation and encourages the advancement of new ideas.

Of considerable importance for achieving the set marketing goals is the creation of internal organizational units in the marketing service of the enterprise (firm). Here, as a rule, the following structural divisions are organized.

1. Department for market research, including: information and research group (bureau); a group (bureau) for researching the demand for products; market research technical service group (bureau). The information and research group needs specialists in economic information, in the collection and processing of commercial information, library and information services. The product demand research team should have specialists in demand analysis and forecasting. The market research technical services team is looking for computer and information processing specialists.
2. Department for managing the assortment of products, including groups (bureaus) for: managing the assortment of old products; managing the range of new products. These divisions should have specialists in the formation of the range of products, as well as in the quality of products.
3. The sales department, containing divisions for operational and sales work, the number and name of which are determined mainly by the breadth of the range of products produced and the specifics of the production and economic activities of the enterprise.
4. Demand generation and sales promotion department. As a rule, it includes groups (bureaus): advertising; sales promotion. The advertising group should be composed of specialists in the main forms and means of advertising, an economist for advertising appropriations, specialists in organizing exhibitions and fairs, shop windows, product demonstrations, organizing brand stores and conducting trade events.
5. The service department is created only at enterprises (firms) that produce complex equipment and machines. The department should employ specialists in managing the service network, repair shops, and providing spare parts for workshops and service centers. High-quality service can be the main competitive advantage of an enterprise, allowing you to set higher margins.

The transition of commodity producers to activities based on the principles, methods, functions, methodological approaches of marketing marked a real revolution in the organization, management and control of the process of the firm's activities as it increasingly perceived the "philosophy" and management capabilities of marketing.

The process of recognition of marketing in the field of production and marketing activities of economic units, which has stretched for almost a century, in combination with other factors that transform their activities (qualitative improvement of the material and technical base of production, an unprecedented expansion of its capabilities, the internationalization of production and sales processes, the dynamization of all market processes, an extraordinary the increase in the technical capabilities of the transmission and processing of information, etc.), has led to fundamental qualitative changes in the organization and implementation of the management process in the company, which in modern conditions are ultimately oriented towards the market and the consumer.

The main essence of all the changes in this area, which are even more intense at the present time, is as follows. An economic unit is experiencing an objective need to create and maintain in working order such an organizational and managerial mechanism that would allow it to quickly and adequately respond to changes in the surrounding (primarily market) environment, effectively influence its internal environment, maximally satisfying the needs and requirements of consumers , at the same time to influence them based on the main interest of the firm, to create and maintain such competitive advantages that allow us to strengthen market positions, intensively develop external relations - economic, technical, production, market, social, etc., strengthening the aggregate potential of the firm, strengthening its position in the external environment.

Marketing allows you to combine company-wide strategic planning and marketing planning into one "technological process", and subordinate organizational forms of management, its functions and control to strategic goals and objectives. As a result, business units are able to act like a well-coordinated orchestra under the direction of an experienced conductor.

Management of a company operating on the basis of the principles and methods of marketing consists of two parts: the first is a company-wide management system based on the principles of marketing as a market management concept; the second part is the management of the actual marketing activities of the company through the appropriate organizational structures (service, department).

The growing role of marketing in the activities of business entities was gradually reflected in the construction of organizational and management structures and their functions. As an economic function, marketing went through four stages: the fulfillment of the distribution function, organizational concentration (as a function of sales), separation into an independent service (performing one of the main functions in the company's activities) and the transformation of marketing into the general function of the company. The evolution of organizational and managerial forms of marketing is shown in Fig. 12.1.

The dialectic nature of the development of organizational forms and marketing functions in the company was manifested in the fact that the accumulation of quantitative elements of marketing caused qualitative organizational and managerial shifts, which, in turn, led to the quantitative growth of marketing employees or various departments. As a result, from a modest and inconspicuous “cell” in the sales department, marketing has turned into a full-scale service that has a strong impact on all aspects of the business life of the company. Moreover, in firms whose activities are entirely based on the principles of marketing, virtually all basic services, not just marketing, are marketing (if not in form, then in the essence of their activities).

The global and gradually accumulating domestic experience indicates that the restructuring of organizational corporate management structures in order to focus them on marketing is a complex process that requires careful preparation and participation in it not only of the management team, but also of the entire staff. The practice, widespread in the past, of renaming sales departments and services of many Russian enterprises into marketing departments and services without radically changing their functions was not only a profanation of the required transformations, but also discrediting marketing and its capabilities.

Another typical mistake is the creation of marketing departments (services), which only formally correspond to the prevailing ideas about them. Haste in the creation of these departments (services), unpreparedness of the team for a positive perception of such an innovation, poor qualifications of managers and personnel of marketing departments, opposition from heads of other services, lack of persistence, conviction, initiative, and just understanding of the real benefits of using marketing - these are the main reasons for the inefficiency of these departments (services).

One of the possible ways to actively adapt Russian industrial enterprises to market conditions with the help of marketing is to create a purely marketing company that performs all marketing functions, and first of all, the sale of the manufacturer's products, with which it is associated with financial interests. Such a marketing firm, being legally independent, has common interests and joint capital with the manufacturing firm. A phased transition to such an extraordinary organizational form is shown in Fig. 12.5 and 12.6 on the example of JSC JV "TIGI Knauf" (Krasnogorsk, Moscow region), which produces semi-finished products and finished construction products. Based on the results of work in 1997, the enterprise was ranked among the best Russian enterprises in the nomination "The most efficient enterprise with the participation of foreign partners"; his work is distinguished by the stability of market and economic results in general, since 1993.

The ways and possibilities of using marketing in newly created enterprises are presented differently. In such cases, there is a real opportunity from the very beginning to form well-oiled organizational and management structures in which marketing would take its due place, taking into account the profile of the enterprise being created, the scale of production, the range of products, the planned geographical coverage of the market and other strategic objectives.

An important issue is the status of the marketing management unit. Having a low status, it can turn into a powerless registrar of events taking place - in this case, it will be an unnecessary structure that increases costs and complicates management problems.

The high status of the marketing department can be ensured, for example, by subordinating the department or marketing service directly to the CEO or his first deputy. However, this will not bring the desired results in the absence of expanding the rights and functions of the unit, assigning functions to it that allow, from the marketing standpoint, to really influence decisions on the creation and production of goods, taking into account market demand, the choice of target sales markets, the formation and implementation of sales, price, advertising policy, etc.

12.1. Marketing organizational structures

In fig. 12.1 marketing is shown as one of the equal basic functions of the business of the company. However, in many Russian industrial enterprises with a marketing structure, the functional importance of the marketing service is still not equal to that of other basic services. And even more so, she is not considered as a general integrator of all structural divisions of the company in order to achieve stable market success.

The introduction of marketing into the organizational structures of industrial firms occurs in two main directions: by creating a specialized service or marketing department and by modernizing other basic services in order to better adapt them to market requirements and more flexible response to changes in the external environment.

On the other hand, the introduction of marketing into the organizational structure of a company that has existed for decades and is subject to various changes cannot but influence the organizational structure of marketing, which is forced to take into account the general principles of building a management structure in the company and the forms of their implementation.

Let us recall the types of company-wide organizational structures:

functional,
grocery / commodity,
geographical,
market.

Each of the listed types of organizational and management structures has both advantages and disadvantages (Table 12.3)

To build a marketing service, the following types of organizational structures or their combinations are used: functional-product, functional-market, product-market, product-functional-market.

Functional Marketing Organization the most simple. Specialization, clear delineation of competence, standardization of management processes determine the high efficiency of this organizational structure. However, its effectiveness usually decreases as the range expands and the number of sales markets increases. Existing problems: coordination difficulties; the need to transfer the solution of tasks that go beyond the limits of competence to the top echelon; lack of motivation among employees due to a lack of understanding of the ultimate goal.

Product (commodity) organizational structure characterized by the fact that the manager has the ability to coordinate and control all work on the product (group, family of goods), knowing well its market opportunities. Disadvantages: high potential for conflicts with unclear separation of powers, product implementation by functional managers.

Geographic organizational structure allows you to specialize in certain territorial zones, knowing their consumers well. The disadvantage is the need for good coordination with other “geographic” divisions and functional services.

The main advantage market organizational structure- concentration of market activity in target markets: the disadvantages are basically the same as those in the presence of a product (commodity) organizational structure.

As already noted, one of the real possibilities for creating an effective marketing organizational structure by Russian industrial enterprises is to move it outside the industrial enterprise itself and give it the status of a legal entity. The evolutionary development of this process, during which the manufacturer transfers all marketing and sales functions to the marketing firm (perhaps within 2-3 years), helps to avoid all kinds of organizational and power shocks (Fig. 12.5 and 12.6). However, for the effective functioning of such a system, at least two main conditions must be met: the presence of joint ownership uniting both firms, and their rights and obligations clearly defined in the contract in relation to each other in the field of economic, production, sales, service, financial and other interactions.

A variant is possible when several industrial companies with a complementary production profile create a joint marketing firm, endowed, among others, with a sales function. The benefits for all participants in this case are clear: the possibility of concentrating the attention of manufacturers on scientific, technical and production problems and getting them the synergy effect from the sale of complementary products on the market. Of course, such a sales organization will require a negotiated solution of many problems, the presence of goodwill towards each other and a willingness to make mutual concessions when resolving controversial issues.

With all the originality of the organizational forms of marketing, each of them must meet the following criteria.

1. Flexibility, mobility, adaptability. These are the qualities that are necessary not only for the actual marketing structure of the company, but also for its organizational and managerial mechanism as a whole. The marketing service is the "driving belt" that sets the pace of the entire company demanded by the market, gives it the features of flexibility and adaptability to changing market conditions.

Flexibility is provided by the ability of the organizational structure to change its forms in a timely manner when strategic objectives change, and the opportunity for changes should be embedded in the structure itself.

2. Ease of Marketing Organizational Structure- an indispensable condition for its effectiveness. The complexity of the structure always increases the cost of the management process, makes it more cumbersome, and therefore less susceptible to ongoing changes. Simplicity is also one of the conditions for effective communication between marketing departments and the presence of a small number of its links.

3. Correspondence of the scale, complexity of the structure of the marketing service to the structural and spatial dismemberment of the organizational structure of the company, the peculiarities of the profile of its activities, the nature of the strategic goals and the corresponding tasks.

4. Compliance of the organizational structure of marketing with the nature of the products produced, the breadth, completeness and depth of the assortment. This means that in any organizational structure a commodity principle should be incorporated to one degree or another.

5. Orientation of the marketing organizational structure, with all its competitive differences, towards end consumers. Any organizational structure that does not adhere to this principle is ultimately doomed to failure.

6. Endowment of the marketing organizational structure with proper rights, including coordination, which allow it to integrate all the economic activities of the company in order to achieve market goals.

Rice. 12.1. Changing the role of marketing in the firm

Rice. 12.2. Sales-oriented manufacturing company

Rice. 12.3. Marketing-oriented manufacturing firm

Rice. 12.4. Stage I. Direct sales by orders, through the Gossnab system and the system of ministries (planned distribution of products)

Rice. 12.5. Stage II. Creation of a legally independent marketing company in parallel with a functioning sales department

Rice. 12.6. Stage III. Full implementation of the sale of the manufacturer's products through a marketing firm

Rice. 12.7. Typical variant of the enlarged organizational structure of the marketing service of an industrial company

Rice. 12.8. Generalized typical diagram of the marketing service of the enterprise

Table 12.1. Functional areas of the manufacturer

Functional area	Main strategic orientation
Marketing	Attracting and retaining a loyal group of consumers through a unique combination of product, distribution, promotion and price
	Searching for opportunities for technological breakthroughs, improving product quality, identifying innovations
Production	Whenever possible, full use of production potential, reduction of relative production costs, optimization of the process of maintaining quality
Supply	Purchase homogeneous materials in large quantities at low prices and maintain optimal stocks
	Functioning within the established budget, focusing on profitable products, monitoring loans and minimizing the cost of borrowed funds
	Reporting standardization, cost detailing, transaction standardization
Legal service	Providing legal protection against actions of the government, competitors, marketers and consumers

Table 12.2. Typical reactions of the main services of the firm to each other's activities

Factor	Typical remarks from marketers	Typical remarks of production workers	Typical comments of financiers	Typical remarks from maintenance workers
Maintenance	"We need technical assistance when visiting clients"	"Marketing has sold products for uses they are not fit for."	"Our maintenance costs are higher than the industry average."	“The need of marketers for our help is lower than the real need for us; they use us to build trust in them. "
Promotion	"Our promotion is overly technical."	"The main focus should be on product performance and our quality control program."	"Promotion should come from the level of costs and benefits"	"Our promotion is not technical enough."
Change in design	"Design changes too rarely"		"Design changes are usually very expensive and should be kept to a minimum."	"Design changes too often"

Table 12.3. Advantages and Disadvantages of Marketing Service Organizational Structures

Dignity	disadvantages
I. Functional organization
Ease of controls An unambiguous description of the responsibilities of each employee The possibility of functional specialization of marketers as a factor in the growth of their professional preparedness Competition between individual participants as a stimulus for increasing work efficiency	Decrease in the quality of work when expanding the range of goods Lack of a mechanism for searching for non-traditional types and directions of the firm's activities Competition between individual functional participants is a struggle for private, not general interest
II. Commodity organization
Complete marketing of each product The ability to study the specifics of needs and main consumers for each product	A wide range of responsibilities of one employee, which complicates the growth of qualifications The presence of overlapping (in a functional sense) units
III. Market organization
Better service coordination when going to market	Complex structure Low degree of specialization in the work of departments Duplication of functions Poor knowledge of the product nomenclature Lack of flexibility
IV. Commodity market organization
Better go-to-market organization Ability to develop a comprehensive go-to-market program More reliable market forecast, taking into account its specifics Sufficient knowledge of the product	The highest cost of maintaining the service Possibility of conflict in case of ambiguous solution of issues on the same market by different services (intersection of marketing results)

12.2. Management of the marketing activities of the company

In the current market conditions in Russia, many problems of commodity producers cannot be satisfactorily resolved with the help of traditional management methods. In this situation, a management system is required that ensures the efficiency of the economic unit in the new conditions, uniting the efforts of managers, production workers, technical specialists, commercial workers and end consumers, orienting the company to the consumer and the market, allowing it to quickly respond to environmental changes and at the same time selectively influence her in certain directions.

Marketing offers effective means for solving these and other problems, therefore it can be argued that marketing is a market system for managing the activities of a business unit. The place of marketing in the system of managing the production and marketing activities of the company is determined by the tasks that it is designed to solve (see Chapter 1).

Marketing means a systematic approach to management activities, the presence of a clearly defined goal, a carefully developed system of measures to achieve this goal and the corresponding organizational, technical, commercial and financial support for its implementation.

Another important position is the subordination of marketing to the strategic goals and objectives of the company, due to which this type of management is called strategic (Table 12.4). The strategy should correspond to marketing goals (achieving a certain market share within a specified time frame, entering the target market with specific goods and fixing on it by the target date, achieving the international level of competitiveness of a certain group of goods within a specific time frame, etc.). At the same time, it is important to rank strategic goals according to the degree of their importance and urgency to achieve (Fig. 12.9, Table 12.6) in order to reflect this assessment in the management process.

Russian and foreign practice shows that the effectiveness of marketing management increases when strategic and opportunistic management are combined.

Marketing, being an effective means of increasing the effectiveness of the company's management system, is itself an object of management. The effectiveness of marketing in the activities of a particular business unit depends on the correctness of the construction of such an organizational and managerial process.

Marketing management in a company is a complex multidimensional problem, the solution of which is impossible without an integrated and systematic approach, a clear definition of the object (objects), functions and management methods.

The main objects of management in marketing are the constituent elements of its complex, i.e. product, price, distribution and incentives.

The main task is to synchronize the process of managing influence on the elements of the marketing mix in such a way that each of them, fully fulfilling its functional purpose, simultaneously contributes to an increase in the efficiency of the remaining elements and thereby the emergence of a cumulative synergistic effect.

Forms and methods of marketing management are extremely diverse in the nature of their manifestation and results. Their diversity is determined by the presence of many strategic methods for solving marketing problems, the difference between these tasks and objects of management influence, changing operating conditions in the market, changing consumer needs and their purchasing preferences, the variety of forms and methods of competition, their continuous development and improvement, etc.

Being a flexible and highly dynamic system, marketing requires constant improvement of the applied and the creation of new, more effective forms and methods. The effectiveness of marketing, the possibility of using the firm-commodity producer of its potential largely depends on this.

The Russian experience in the application of marketing by commodity producers, including its management, unequivocally testifies to the fact that the general director of the company and other officials of his level play a decisive role in this. The success or failure of the creative use of marketing in the enterprise depends on the depth of their knowledge about marketing, capabilities, and most importantly, on the ability and perseverance to implement the set goals.

The CEO must not only have a deep knowledge of marketing, but also the determination not only to implement marketing in the enterprise, but to personally lead and direct this work in accordance with a carefully developed plan in advance. The main activities of the CEO are listed in Fig. 12.13.

Already at the initial stage of marketing implementation, the CEO has to make an important decision - to appoint a marketing director. The place of the marketing director in the management system of the company and in the marketing service, as well as his job responsibilities are shown in Fig. 12.14 and 12.15. Based on the nature of the tasks that the marketing director must solve, he must have professional knowledge of marketing in relation to the profile of the enterprise, broad outlook and flexibility of thinking, good organizational skills and the ability to resolve controversial issues.

The most important feature of marketing as a management function is its inherent ability to combine many areas of activity into a single system aimed at achieving pre-agreed goals. In addition to using other means, this is achieved through the formation of marketing programs, which reflect the optimal (or approaching optimal) options for a comprehensive solution to marketing problems. The stages and sequence of making marketing management decisions are shown in Fig. 12.10. This schematic diagram is concretized in Fig. 12.11 and 12.12, which consider two schemes for managing a product from the moment of its creation to the stage of selling a product on the market: the first figure shows generalized forms of product management, the second shows a more detailed scheme of product management by creating a free target group that regulates the stages of the technological process ...

Table 12.4. Strategic and opportunistic enterprise management

Strategic management	Market management
1. The management team strives to increase market share and constantly update the assortment through the development and implementation of fundamentally new products	1. The management team, as a rule, strives to sell the renewed assortment, depending on the pressure of the consumer market
2. This orientation is designed for deferred profit	2. This orientation is designed for situational profit making
3. The company works to stay ahead of the market by investing in the most promising products	3. The enterprise, having great mobility, adapts well to the current market fluctuations
4. The development of the enterprise is relatively stable	4. The development of the enterprise is jerky, arrhythmic
5. The managers' assessment is based on how much the new product increases the market share, maximizing the profit over the product life cycle.	5. Assessment of managers is based on how they perceive the market conditions, maximizing profits in a short period
6. The main criterion for evaluating the activities of managers is increasing profits when introducing reserves for the future	6. The main criterion for assessing the activities of managers is an increase in profits during the year
7. Relatively long-term return on investment project	7. Relatively quick return on investment project

Explanation to the table. 12.4.
In the Russian conditions of the 90s. the most effective way to manage an enterprise is to combine both types of management with the dominance of the strategic type.

Table 12.5. The matrix of the innovative organization of enterprise (firm) management

Stages of innovation	Organization of management
Stages of innovation	Management policy	Control technology	Management culture
Awareness of the need for change	Redistribution of power and delegation of authority	Reallocation of resources	Development of goals and new values of personnel
A new vision of the organization of the enterprise
Approbation of innovations
Implementation of innovations
Control of innovations
Evaluation of innovations

Note. Three points mean the deployment of the process of innovative management in three positions: the redistribution of power and delegation of authority, the reallocation of resources, the development of goals and the desire to convince the staff of the presence of new values.

Rice. 12.9. Management based on the ranking of strategic objectives

Table 12.6. Ranking management problems

Problems to be solved	The magnitude of the risks
1. Insufficient market size of potential consumers

3. Failure to fulfill obligations on the part of the supplier
4. Unfairness of regional dealers and wholesale buyers
5. Long time cycle from the moment of investing money to the moment of making a profit
6. Changes in Russian tax and customs policy
7. The unexpected appearance on the Russian markets of similar goods with higher consumer properties and a lower price
8. Wrong choice of policy for the sale of goods
9. Wrong choice of assortment of supplied commercial products
10. The inability to provide high-quality and full service to buyers on our own

Explanation to the table. 12.6.
The magnitude of the risks was assessed on a 10-point scale in terms of the urgency of solving problems. The assessment was carried out on the basis of the methodology developed by the Russian practical scientists M.V. Tonkov and Yu.D. Krasovsky. Its essence is tracking the solution of pressing problems by marketing departments. The assessment of the solvability of these problems is recorded from the point of view of solving the risks. Reducing the magnitude of risks serves as a criterion for the efficiency of both the company as a whole and its divisions (departments and services). Risk is understood as the degree of unresolved problem, which leads to certain economic losses - both real and potential. Therefore, the risks from the unsolvability of pressing problems are classified as management risks.
The problems listed in the table also record the tension of the contradiction that led to the emergence of these problems.

Rice. 12.10. Stages of making management decisions and their sequence in marketing

Rice. 12.11. Organizational forms of product management in the company

Rice. 12.12. Organization of management of the creation, production and marketing of a product on the principle of cross-fanction

Explanation for fig. 12.12.
Building organizational management structures based on the principle cross-fanction(overlapping functions) provides for the formation of target administrative groups that ensure a uniform problem-solving policy at all stages of product creation. As follows from the diagram, depending on the stage of creation and passage of goods, the role of each group changes from consultative to decisive. The quality and cost teams are the most powerful, while the marketing team is maximizing its value in the upstream and downstream phases.

Such a management structure makes it possible to develop a single point of view on problems, to coordinate different points of view in order to achieve the final result - to ensure optimal and fairly stable growth in demand for new goods.

Rice. 12.13. The main activities of the general director of the enterprise in the field of organizing and stimulating marketing activities

Rice. 12.14. Place of the marketing manager (director) in the marketing service system of the enterprise

Rice. 12.15. Main job functions of a marketing manager

12.3. Control of the marketing activities of the company

Control is the final phase of the marketing management cycle, the final link in the decision-making and implementation process (Figure 12.16). At the same time, the control phase is the starting point for a new cycle of marketing management and the implementation of management decisions.

Being the final phase of one management cycle and at the same time the starting point of a new management cycle, control is inextricably linked with situational analysis, especially in a situational management process that involves corrective feedback (Figure 12.17).

It is difficult to overestimate the role of situational analysis as an effective means of controlling marketing and all economic activities of a company. Giving an objective view of the activities of the company "in the context", it allows you to present in the aggregate the entire functioning mechanism of the company, to determine its advantages and disadvantages, to evaluate the results and costs. In other words, management receives a balanced assessment of the state of affairs in the firm, which allows him to take appropriate corrective measures or even radically change the strategic course of marketing and company-wide activities (Figure 12.18).

In order for control to be effective, it is necessary to clearly formulate its tasks, taking into account the type of control: control of current marketing activities and its capabilities; control of profitability and analysis of marketing costs; strategic control and marketing audit. The possibility of conducting a unified summary control and a corresponding comprehensive situational analysis is not excluded.

The tasks and objectives of control, the stages of its implementation are summarized in Fig. 12.19, areas (objects) of control - in Fig. 12.20, the marketing audit process is shown in Fig. 12.21. The summary scheme of strategic control is shown in Fig. 12.22.

The listed three types of marketing control differ among themselves in their goals, objectives, objects and the nature of the recommendations generated.

1. The purpose of monitoring the implementation of current (annual) plans- to establish the compliance of the current indicators with the planned ones or their discrepancy. Such a comparison is possible provided that the indicators of the annual plan are broken down by month or quarter. Key controls are sales analysis, market share analysis, cost-to-volume analysis, and customer response monitoring.

Analysis of the state and sales opportunities allows you to identify discrepancies between planned and actual sales by goods, regions, types of consumers, time periods, price, forms and methods of sales, as well as by sales departments and (or) channels. This kind of detailing provides an opportunity to identify areas of lagging and the most advanced areas, which allows you to formulate specific, well-reasoned proposals for improving sales activities.

First of all, the total volume of sales and changes in market share are monitored, which clarify the position of the company in the market compared to competitors. Sales control allows you to identify not only shortcomings, but also potential opportunities that should be transformed into real ones. Such control makes it possible to determine the structure of consumers' purchases and influence it, to establish in a timely manner the attitude of consumers to the company's goods and to take corrective measures in advance to prevent the negative impact of the identified negative moments on the size of the company's sales.

2. Profitability control and cost analysis involves monitoring the profitability of the marketing activities of the company as a whole and in relation to specific goods, assortment groups, target markets and segments, distribution channels, advertising media, commercial personnel, etc.

Analysis of the ratio "marketing costs - sales volume" allows you to avoid significant cost overruns in achieving marketing goals.

Identifying marketing costs, distributed across its elements and functions, is not an easy task and is usually done in three stages:

1) study of financial statements, comparison of proceeds from sales and gross profit with current items of expenditure;

2) recalculation of expenses by marketing functions: marketing research expenses, marketing planning, management and control, advertising, personal sales, storage, transportation, etc. marketing costs. The value of this kind of analysis is the ability to link current costs to specific types of marketing activities;

3) a breakdown of marketing expenses by function in relation to individual products, methods and forms of sale, markets (segments), distribution channels, etc. In the numerator of the compiled table, functional items of expenditure for marketing purposes are indicated, and in the denominator - individual goods, markets, specific groups of buyers, etc.

3. Strategic control and marketing audit 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 tasks, strategies and operational activities in order to identify emerging problems and opening opportunities and issue recommendations on an action plan to improve the marketing activities of this company. " The marketing audit process is shown in Fig. 12.21.

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

1) the previously adopted strategy (strategies) and the tasks determined by it 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 main competitors of the firm have strengthened, their aggressiveness has increased, the efficiency of forms and methods of their work has increased;

3) the firm 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 firm's goods are increasingly refusing to purchase them. In this case, a general audit of all the activities of the company is required, a revision of its marketing policy and practice, a restructuring of the organizational structure, a regrouping of the reduced forces and means, as well as the solution of 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 defeat of the company in the market;

4) the technical, production, sales potential of the company has significantly increased, new competitive advantages have been formed. All this will require revising the firm's strategy, reforming its organizational and management structures, formulating new, more difficult tasks and goals that reflect the increased potential of the firm.

Rice. 12.16. The relationship and sequence of the implementation of the main functions of marketing

The audit of the marketing of the company is carried out on its own (internal audit) or by the forces of independent experts, audit firms (external audit).

Rice. 12.17. Organization of the marketing activities of the company according to the "ring" principle

Rice. 12.18. Marketing planning and control according to the "ring" principle

Rice. 12.19. Marketing control structure

Rice. 12.20. Areas (objects) of marketing control and its types

Rice. 12.21. Marketing audit process

Rice. 12.22. The scheme of strategic control of the marketing activities of the company

Questions

1. Name the types of organizational structures of the firm that are used to build marketing services.

2. What are the criteria that should be met by marketing structures.

3. What are the main requirements for the CEO of a company who decides to implement marketing in his enterprise?

4. What are the differences between strategic and opportunistic enterprise management?

5. Name the stages of making management decisions and their sequence in marketing.

6. Tell us about the construction of organizational structures of management on the principle of cross-fanction.

7. What is "control over the marketing activities of the company" and what are its types and tasks?

8. List the objects of marketing control.

9. What is the marketing audit process?

10. In what cases is strategic control used?

1 See: E. Dichtl, H. Hershgen. "Practical Marketing". - M., 1995.

2 See: E.P. Golubkov. Marketing: Strategies, Plans, Structures. - M., 1995.

3 See: J. R. Evans, B. Berman, Marketing. - M., 1990.

4 See: A.P. Durovich. "Marketing in business". - Minsk, 1997.

5 See: I. I. Kretov. Enterprise Marketing. - M., 1994.

6 See: A.I. Kovalev, V.V. "Marketing Analysis". - M., 1996.

7 Kotler F. "Fundamentals of Marketing". - M., 1990.

Topic: Marketing Structures and Marketing Service Building

University: VZFEI

Introduction 3

I. Traditional and modern organizational structures of the marketing service 4

I.1 Concept of organizational structure 4

I.2 Traditional and Market Oriented Types of Marketing Service Organizational Structures 4

II. Internal organizational structure of the marketing service at the enterprise 11

II.1 Principles of building the marketing structure of the enterprise 11

II.2 Main structural divisions of the enterprise 12

II.3 Types of Marketing Services Organization 14

Conclusion 21

References 22

Introduction

The topic "Marketing organizational structures at the enterprise Internal organizational structure of the marketing service" from the marketing study section is quite relevant today. In the last decade of the 20th century, our country has undergone dramatic changes in attitude to marketing. Back in the 1960s and 1970s. the very mention of the word "marketing" was almost seditious. Only in the late 1980s. marketing occupies a rather respected place in a number of new terms breathing with optimism of change, such as "business", "management", "engineering", "know-how", etc., often used not only in business, but also in everyday conversations ...

Knowledge of the principles and fundamentals of marketing activities helps to reduce commercial risk, calculate its options, select the most optimal conditions from the existing ones, ensure profitability of production and sale with high quality products and services in a competitive environment, determine sales prices that are acceptable for different groups of buyers in a sustainable environment. sales.

This work contains two sections. The first - "Marketing organizational structures at the enterprise" - includes consideration of the concept and essence of organizational structures of marketing, types of structures (commodity, market, divisional, combined, headquarters, matrix structure), contains images of these structures in the form of block diagrams. The second section - "Internal organizational structure of the marketing service" - includes consideration of the basic principles of building the marketing structure of an enterprise, the main structural divisions of the marketing service, types of structures of marketing services.

I. Traditional and modern organizational structures of the marketing service

I.1 Concept of organizational structure.

Term » "organization" pro-comes from the French. "Organization" and in its most general form means the structure, the device of something. In management, this concept is usually used to denote a set of people, groups, united to achieve a goal using the principles of division of labor, division of duties and on the basis of a certain structure.

Concept "structure" - of Latin origin and denotes the interposition and connection of the constituent parts of something, structure. It is noticeable that the terms "organization" and "structure" to a large extent repeat, duplicate each other. In management theory, the word combination "organizational structure" is most often used to denote the internal structure of organizations, the totality of relationships between departments and members of organizations, social communities. Structure is one of the most important components of a system. The system, in turn, differs from the structure by the presence of a target orientation, which gives the latter a certain direction.

I.2 Traditional and market-oriented types of organizational structures of the marketing service.

Organizational structures usually differ depending on which variant of the division of labor, authority, responsibility and control is used.

One of the fundamental principles of building organizational structures is scalar principle ... He assumes that the amount of authority and responsibility delegated to a specific official in the linear chain of subordinates decreases in proportion to his distance from the main manager, i.e. scalar.

Linear structure built only from mutually subordinate elements in the form of a hierarchical ladder. Each employee is subordinate and accountable to only one manager and is connected with the superior system only through him. The division of the control system into component parts takes place according to the production criterion, taking into account the degree of concentration of production, technological features, the breadth of the product range, etc.

The linear structure is the most harmonious, formally defined, uses a clear system of mutual relations, it clearly expresses responsibility, it guarantees a quick reaction to a direct order. But it is the least flexible and least marketable. The fullness of power at any level does not allow, nevertheless, to effectively solve functional problems. There are no links for planning and preparation of decisions, there is a tendency to red tape on issues resolved between departments, and top-level managers are overwhelmed, because they act as "irreplaceable".

If a linear structure combines the hierarchical principle with the expansion of the number of links "from bottom to top", then it is called pyramidal ... In such a structure, the principle of one-of-a-kind is embodied with a new quality, where it is enriched with gradations of values and competence. Such one-man command is important on the battlefield (army), often helps, if necessary, to quickly make a number of radical decisions, when solving the problems of formation, the formation of large organizations. The pyramid structure recognizes only formal relationships and is a traditional bureaucratic structure. She is the most stable and static.

Already within the framework of the pyramidal structure, the organization finds opportunities to diversify its structure. The first sign by which various organizational structures can be formed is the division of work functions, the specialization of labor along functional lines. The relative equality of these lines made it possible to characterize such structures as horizontal-functional ... The separation of management from the executive work gives such structures a vertical structure, and the separation of powers, responsibilities, and the scope of control, we assume the emergence multilevel hierarchical structures ... A small or large number of links at each level of hierarchically organized management gives reason to single out "High" and "flat" structures.

The classic, refined functional organizational structure of the marketing service is shown in Fig. 1. As you can see, this is a structure with a rigid division of functions and responsibilities. It is good for large firms with great staff potential, homogeneous products and markets. The functional structure is simple to manage, but inert and not flexible, not focused on innovation, since every specialist feels almost indispensable here and within the framework of the organization.

Rice. 1 Basic functional structure of a marketing service

The basic structure can be oriented towards a different principle of division of labor and responsibility, in particular, according to marketing objects - goods. Example commodity (product) structure shown in fig. 2. Such a structure is used by diversified firms with a wide assortment, a variety of specific conditions for the sale and use of goods. It is expedient if special features are laid down in the goods and their specifics. The product structure quickly responds to market needs, but requires large personnel costs due to duplication of functions.

If the organization wants to take into account the special styles of behavior that are demonstrated by customers belonging to different market segments (geographic regions, industries, etc.), then it is advisable to apply a similar-looking market structure , where the sub-divisions are responsible not for individual products, but for market segments (export and domestic), including those that differ according to the segmentation criteria used.

Fig. 2 Commodity structure of the marketing service

In fact, this is already the so-called divisional structure ... An organization with such a structure, each of its divisions, is focused on buyers from a specific market segment, their problems and needs. The structure is preferable when there is a wide variety of requirements, styles of behavior and purchases of various target groups of buyers: industries, customers of different ages, with different conditions and “lifestyles”, etc.

Despite the increasing complexity and flexibility, all the previously described structures contain a fundamental flaw - the so-called fox holes of managers - isolated positions that are actively protected by all professional means from the penetration of anyone except the immediate boss.

The requirements of our time, the functioning of an organization in a complex and multidimensional world do not allow firms to stop at such refined one-factor structures. In most cases, in practice, the so-called combined organizational structures that use simultaneously two or more signs of the division of labor: by functions and goods, by functions and markets, functions and regions, or by goods and regions (see Fig. 3). Structures like these enable an organization to better adapt to multifactorial situations. True, this means a transition from relatively “flat” to “higher”, and, consequently, to more complex structures.

Rice. 3 Functional and commodity structure

But even such relatively complex structures do not yet provide an opportunity for the transition to strategic planning and management, do not provide detailed development and preparation of large-scale and effective decisions. To solve such problems, it is much more adequate staff structures (see fig. 4).

The headquarters structure includes special units under the line managers that do not have the right to make decisions and leadership, but only help the line manager and the performance of certain functions by the staff of specialists in specific functions. The purely headquarters units include the coordination and analysis departments, inspection bodies, network planning groups, the sociological research sector, the legal service, etc.

In fact, such a structure is related to the functional management structure. This is confirmed by the fact that in practice the heads of the headquarters units receive the rights of the functional management of PEO, OTiZ, accounting, OK. But the headquarters performs a special function - the function of developing a strategy.

Rice. 4 Headquarters structure

The headquarters structure has a number of advantages. With its help, a deeper preparation of decisions and plans related to the specialization of certain categories of personnel is carried out; line managers are freed from the need for in-depth analysis of problems that go beyond their competence; it becomes possible to periodically involve for this work higher-class external specialists - consultants and experts. But it is not devoid of significant drawbacks, since it does not provide the necessary clarity with respect to responsibility, since the person who prepares the decision does not participate in its implementation. In addition, the structure can lead to excessive decentralization at the upper levels of government.

The modern world is changing rapidly. In an effort to comply with it, they increasingly form, prefer flexible structures, abandoning strict hierarchy, introducing temporary structures (for a certain period, for the implementation of a specific task, project). The most common structure of this kind is matrix - shown in fig. 5.

The main advantages of the matrix structure are as follows:

Better focus on project goals and demand;

Combining the advantages of a functional structure and a problematic management orientation;

Possibility of creating operational groups of experts-experts, reducing the time of reaction to the needs of clients;

Flexible use of professional staff;

The ability to use modern planning and management methods;

Reducing costs, increasing the effect of work.

Rice. 5 Matrix structure

The main advantage of the matrix structure is that one and the same specialist, who can be employed in one project or program by 75%, in another - by 20, in a third - by 5%, easily transfers the knowledge, skills and abilities gained in one project, for activities in other projects, thereby dramatically increasing the productivity and efficiency of their work. In addition, periodic business contacts of various specialists between themselves significantly increase the opportunities for professional mutual enrichment, the formation of an integral team.

But the matrix structure also has its drawbacks:

Lack of permanent connections, stability of groups;

The difficulty of establishing and the short duration of responsibility;

Weakening of manageability, constant possibility of violation of accepted rules and standards;

The need for constant monitoring;

Increased conflicts between managers of functional departments and project managers, each of whom seeks to "drag the blanket over" (finances, time resources, personnel).

In general, when building organizational structures, it is important to observe the basic principles used by modern market-oriented firms:

Balance of responsibility and rights;

Unity, clarity of setting, accessibility and clarity of financial and market, marketing goals throughout the structure;

Simplicity of the structure, including the lack of links and clarity of construction and management;

An effective system of communication with other departments, including feedback;

Responsibility coordination - at the highest level of company management;

Flexibility, adaptability of the structure in accordance with the wild market and the strategy of the company.

II. Internal organizational structure of the marketing service at the enterprise

II.1 Principles of building the marketing structure of the enterprise

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

Unity of purpose ... The basic objectives are: sales volume, profit, profit-to-sales ratio, earnings per share, market share of the enterprise, capital structure (i.e. the share of subsidized capital). At the same time, the goals should not be mutually exclusive.

Simplicity of the marketing structure ... The simplicity and clarity of building the organizational structure contribute to an easier adaptation of the personnel of the enterprise to it and, therefore, active participation in the implementation of goals,

An effective system of communication between departments, ensuring clear communication of information ... The communication system must necessarily have a feedback.

The principle of unified subordination ... An employee should receive orders from only one boss. For a set of functions performed with the same goal, there should be one leader.

Low link marketing structure ... The fewer the number of links the structure is characterized, the less time-consuming is the transmission of information from the bottom up and orders of the management from top to bottom.

Organizational structures can be of two types: "Hard" (mechanistic); "Soft" (organismic)

Rigid structure has the following features: the scope of duties of employees is clearly defined by the contract; increased centralization and specialization of power; the employee is not obliged to perform work not provided for by the position; many formal instructions apply. Such organizational structures are effective in a stable environment. In a changeable environment, it is more appropriate "Soft" structures ... They are less specialized in comparison with the "rigid" ones; they are dominated by decentralization of powers. The scope of duties of employees is approximately determined, and the employee is obliged to perform any work related to the main one. The content of the work is constantly changing, and the management expects proposals for improving the work from the performers. There are few formal instructions in "soft" structures, and the relationship between employees is better. The "softness" of the organizational structure provides a favorable climate for innovation and encourages the advancement of new ideas.

II.2 The main structural divisions of the enterprise

1. Market Research Department , including: information and research group (bureau); a group (bureau) for researching the demand for products; market research technical service group (bureau). The information and research group needs specialists in economic, information, collection and processing of commercial information, library and information services. The product demand research team should have specialists in demand analysis and forecasting. The market research technical services team is looking for computer and information processing specialists.

2. Department of product assortment management , including groups (bureaus) for: managing the range of old products; managing the range of new products. These divisions should have specialists in the formation of the range of products, as well as in the quality of products.

3. Sales department , containing divisions for operational and sales work, the number and name of which is determined mainly by the breadth of the range of products produced and the specifics of the production and economic activities of the enterprise.

4. Demand generation and sales promotion department ... As a rule, it includes groups (bureaus): rec-lamas; sales promotion. The advertising group should be composed of specialists in the main forms and means of advertising, an economist for advertising appropriations, specialists in organizing exhibitions and fairs, shop windows, demonstrating goods, organizing brand stores and holding trade events.

5. Service department is created only at enterprises (firms) that produce complex equipment and machines. The department should employ specialists in managing the service network, repair shops, and providing spare parts for workshops and service centers.

Marketing services usually represent two levels of management: central marketing services and operational departments ... In the general management apparatus of the company, the central marketing services are the coordinating, planning and controlling bodies of the strategy of production and marketing management. At the same time, most of the operational issues on the implementation of a comprehensive market and product policy are resolved at the grassroots level - by direct producers of a specific product.

II.3 Types of organization of marketing services

The structure of marketing services is varied. The following main types can be distinguished: by the functions of marketing activities; by product; by region; by consumer groups; matrix. In functional marketing units, each department or sector develops one or a number of specific marketing functions (market research department, advertising and sales promotion department, distribution channel department, etc.). Such a structure usually has marketing services of small firms operating with a narrow product range in a small number of markets or their segments, characterized by a certain homogeneity, stability and relatively low capacity. As a rule, these are firms that produce non-individualized goods - one that does not require significant modifications depending on the shades of demand presented to it, and is also not an object of significant action of scientific and technological progress. This approach has its drawbacks:

Lack of specialized product divisions, therefore, there may be difficulties in interaction and control over the process of developing ideas for a new product, creating it, as well as introducing it to the market;

Due to the lack of special services in the regions, regional specifics are not taken into account or difficulties arise in introducing the product to certain markets;

It is difficult to resolve the issues of financing marketing divisions.

The organization of marketing services for a product has become widespread in practice and is the basis for the formation of an organization based on a commodity and industry characteristic - the types of products and services produced. Such a structure is possessed by the marketing services of firms that produce multi-assortment products with different production technologies and specialize in a small number of sales markets of a relatively homogeneous nature. This allows firms to better adapt to market requirements for each individual product or their group for the professional knowledge of the product and, as a result, who responds to the slightest change in the situation in product competition.

Main disadvantages:

Excessive shift in focus on technology orientation;

Inefficiency of work with a significant diversification of the product range due to a serious expansion of the management apparatus;

Weakening of coordination ties for certain types of marketing functions, in some cases duplicating the fragmentation of key functions for individual marketing divisions;

Complication of strategic leadership and implementation of a unified marketing program.

The organization of marketing services by region is characteristic of firms with a regional orientation in sales activities, i.e., operating in heterogeneous markets, the structure allows them to achieve success in the implementation of an integrated and differentiated market policy, to ensure the close dependence of the processes of developing new products on the requirements of end users of specific markets, to coordinate all market strategy of the company. The regional structure makes special demands on the nature of the goods produced by the firm. They must be homogeneous and meet the uniform requirements of consumers in different segments (watches, cars). Most often these are goods that are in stable demand among large groups of the population and are sold through a wide network of intermediaries. Among the disadvantages:

Decentralization and duplication of a number of marketing management functions;

Difficulty in coordination by goods and functions, dismemberment of the product policy by market regions;

Inefficiency in relation to knowledge-intensive, highly innovative products, as well as for firms with a wide multi-product range;

The usual lack of competence in matters of assortment and quality of goods.

In modern conditions of a differentiated market, depending on the specifics of its specific segments and the characteristics of the needs of various groups of buyers among different types of structures, an organizational structure by consumer groups is becoming increasingly important, which is a kind of marketing management departments by market segments. This form makes it possible to orient all the activities of the company towards end users and, on a similar basis, to implement an individual, comprehensive market policy for each of their groups. Such a structure is most consistent with the requirements of the marketing concept, is aimed at individual service and satisfaction of the requirements for a product by a specific group of consumers, that is, the principle of in-depth segmentation of work in the market. The organizational structure for the consumer group ensures long-term relationships with partners.

Duality of leadership, inherent organizational structure of management matrix type , causes the following drawback: if difficulties arise with the implementation of the program, it is often very difficult for the management of the enterprise to identify who is to blame, what are the causes and essence of the problems that have arisen. Accordingly, friction and confusion arise, which should be expected in the absence of unity of command. Difficulties of this kind can be overcome by establishing clear lines of authority and responsibility for functional and program managers. The latter are usually endowed with full responsibility for the implementation of the entire program. They tend to establish contacts with customers and are empowered to schedule and prioritize programs. Functional managers are empowered to direct the employees working in their area and exercise control over the integrity and completeness of their research, design and other work.

This structure, being flexible enough and multifunctional, is most capable of being widely used in Russia, since, on the one hand, we need clear coordination of individual marketing departments, in-depth development of each of the functions, and on the other hand, tracking the slightest changes on markets (both in the markets of geographic regions and in the markets of specific goods - depending on the option).

The structure of the created marketing services should provide the following conditions of functioning: flexibility, mobility and adaptability. As a management system, marketing requires significant elasticity, efficiency in decision-making, appropriate organizational structure of management services and their periodic reorganization, in particular, the formation of target working groups, when units are created to solve a specific task for a certain period and upon its implementation are disbanded to other target units. Target groups are flexible and make it possible to overcome the conservatism of any organizational structure, since it is usually not subject to changes that require a lot of money and time and is associated with the personal factors of the staff. The introduction of target groups into the structure of an already operating company is the best option for Russian conditions, since the organization of a permanent marketing service requires large expenses. Marketing is a new phenomenon for Russian firms and a flexible structural division of specialists will be an effective option. Naturally, this structure will suit most, but not all enterprises. If we are talking about a large company or a commercial bank with branches in regions of diversified activity, then it is more effective to introduce a permanent marketing service that will catch all changes in certain markets. The flexibility and adaptability of marketing services is ensured by the regulation of rights, the competence of individual departments, however, a too detailed distribution of responsibilities hinders the implementation of a creative approach to innovative processes and excessively lengthens the time for making decisions in the management apparatus. It is also necessary to provide direct and feedback between marketing and functional services of the general management of the company. Especially important:

. relative simplicity of structure ... The simpler and lower the structure, the level of management, the more mobile the management system, the faster the decision-making process and the higher the chances of business success;

. matching the scale of the marketing service , the degree of its efficiency and the volume of sales of the firm. For Russian enterprises, for which marketing is highly necessary (especially when entering a foreign market), it is important to take into account the volume of export-import operations as a percentage of the total volume of supplies. If this percentage is insignificant, it makes no sense to create special expensive services (this also applies to small enterprises);

. compliance of the structure with the specifics of the range of products ... This concerns the choice of the structure of the marketing service and the endowment of the service with economic self-sufficiency.

Control over marketing activities is of particular importance. Marketing control allows you to identify positive and negative aspects in the competitive opportunities of the organization and make appropriate adjustments to its marketing programs and plans for market activities. Control of marketing activities, as a rule, involves:

Control over product sales and analysis of sales opportunities;

Control over profitability, analysis of marketing costs;

Strategic control in the field of marketing

Marketing control is an effective tool to improve the efficiency of all business activities of the company. " The main purpose of Marketing Control is to obtain information about the patterns and features of the market development and the compliance of the company with the needs of consumers.

The promising goals of marketing in Russia are:

More efficient use of production facilities;

Stimulating the production and sale of the most essential goods;

Further development of forms and methods of selling goods in accordance with market requirements.

The transition of industrial enterprises to the organization of their production and sales activities on the principles of marketing should be accompanied by a change in the organizational structure of management, the nature of work, and the style of thinking of economic management.

Currently, industrial enterprises are restructuring the organizational structures of management in connection with the formation of a market economy. Many companies have established marketing teams. An analysis of the organizational structures of sales management at a number of machine-building enterprises showed that enterprises with mass and large-scale production are characterized by a centralized sales management system, and for enterprises with small-scale and individual ones, a decentralized one. A decentralized sales management system is characterized by the dispersal of sales functions among various services. As a rule, the order book (planning function) is formed by the production departments, and the sales department remains with the operational and sales functions. A centralized sales management system is characterized by the concentration of all sales functions in the sales department of an enterprise. The structure of the sales department is based on the product and functional principles.

Some industrial enterprises have created small independent marketing departments. For example, an independent marketing department with ten employees was created at the Nizhniy Tagil Carriage Works. The functions of this department are:

Customer service.

As you can see, the marketing department performs a very limited range of marketing functions. The structure of the department, in fact, has not yet taken shape. This situation is still typical for many enterprises in Russia.

The tasks facing industrial enterprises in the transition to the market are more consistent with a centralized structure of sales management with developed functional divisions. Therefore, it is advisable in this period to form marketing groups as part of the sales department; they would perform the most important marketing functions. In mechanical engineering enterprises, a sales service structure with a marketing group is preferable. In the future, as market relations develop, conditions will be created for the formation of independent marketing services that perform functions in full.

Implementation of the marketing concept, which states that as soon as the idea of creating a product has appeared, it is necessary to create a market segment for this product, in an enterprise it requires the creation of such an organizational structure that would make it possible to implement this concept. Currently, without a system of marketing services that provide marketing research to study the prospects for demand, consumer requirements for the properties and quality of goods, trends of these requirements under the influence by the changing conditions of life are difficult for manufacturers to survive in competition. The ultimate goal of the functioning of marketing services is the subordination of all economic and commercial activities of the enterprise to the laws of the existence and development of the market. Manufacturers and consumers of products are interested in this.

The choice of the optimal structure of the marketing service is advisable to make, in addition to other factors, depending on the size of the enterprise.

Conclusion

Thus, the questions "Marketing organizational structures at the enterprise Internal organizational structure of the marketing service" are important components of the marketing course.

The marketing structure is critical to a successful marketing concept.

Having considered these issues, we can conclude that the organizational structure is the structure of the organization, the logical relationship between the levels of management and functional areas, organized in such a way as to ensure the effective achievement of goals.

The peculiarities of specific structures are determined by the chosen level of centralization, the variant of the division of labor, and management, and the choice of a particular structure is determined by the strategy, tasks and conditions for the functioning and development of the organization. The most adequate to the current state of society are market-oriented structures, and especially those that imply information openness, willingness to cooperate and are based on the network principle of their construction.

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In the hotel and restaurant system

1. Organization of the marketing service at the enterprise

2. Diagrams of organizational structures of marketing

3. Marketing management in the hospitality industry

4. New trends in the hotel and restaurant business

5. Key success factors in hospitality

Organization of a marketing service at the enterprise

The dynamic change in technology, the struggle for the consumer and product quality, and the growth of competition force enterprises to consider the whole range of marketing activities in a new way.

Let us consider the evolution of marketing in the enterprise, proposed by F. Kotler in the form of a schematic illustration of the change in the role and place of marketing in the organization (Fig. 1).

Rice. 1. Changing the function of marketing in the enterprise

Historically, the first position in the company that had a certain relation to the performance of the functions preceding marketing was the position of the commercial director (deputy director of sales, head of the sales department). With the complication of the sales process, the commercial director acquired an assistant, whose functions included:

Planning the sale by comparing the plan and the actual state of affairs accordingly;

Market analysis and competition observation, preparatory planning work;

At the same time, the sales department was gradually transformed, performing separate marketing functions, then gave rise to a specialized marketing department, the manager of which was first subordinate to the deputy director of sales, and later received equal rights with him. However, both leaders acted independently, inconsistently.

Firms later move from an instrumental to a conceptual, strategic understanding of the role of marketing. Marketing begins to integrate all the functions associated with entering the market. The marketing division branches out and begins to include sales structures. At the same time, the position of a vice president (deputy director) of a marketing company or a marketing director arises, who receives management rights, including for sales divisions and becomes not only the main judge, arbiter between the fact of sale and the actions of divisions that affect the sale, but also responsible for the market goals of the enterprise and the ways to achieve them, i.e. for all the elements leading to the achievement of the main goals of the company.

The use of a marketing approach to enterprise management involves the restructuring of its organizational management structure with the allocation of a special marketing unit in it, the organizational structure of which depends on many factors, and in particular on:

The number of sales markets;

Consumer demand dynamics;

The geographical location of the enterprise and sales markets;

The complexity of the product in terms of its design, technological and operational parameters;

The duration of the stages of the product's life cycle;

Degrees of specialization, cooperation and diversification of production;

The type of production and the nature of the production process;

The level of standardization and unification of products;

The degree of competition, etc.

Marketing organizational structure diagrams

Marketing service is an organizational structure, the purpose of which is to provide marketing support for the activities of the enterprise. The marketing service is the administrative division of the enterprise that performs marketing functions.

The creation of an effective organizational marketing service allows the enterprise to take full advantage of all marketing tools and achieve the desired goal.

The firm must be capable of solving certain tasks, although some of them may be outsourced. For example, there is no need to conduct market research by the employees of the enterprise itself, but its management is obliged to ensure that the work is done at a high level.

In large enterprises, departments or even departments for marketing are created.

The optimal structure of the marketing service depends on many factors: the goals of the enterprise, the conditions of the macro- and microenvironment, as well as the specifics of the enterprise itself, its size, the number and degree of homogeneity of goods, the level of qualifications of employees, etc.

- Functional- service units are formed depending on the functions they perform;

- Regional- a service region is assigned to each department of the marketing service;

- Commodity- for each product or group of products, its own division is formed, which is engaged in their development and promotion;

- Market- each department of the marketing service has its own product market;

- Mixed form marketing service organization;

- Matrix scheme.

The organization of marketing on a functional basis is manifested in the creation of a unified marketing service, each of the divisions of which is responsible for the implementation of one or more marketing functions (Fig. 2). All departments report to the head of marketing, who coordinates their activities

Rice. 2. Functional diagram of marketing organization

The marketing service is headed by a responsible manager (vice president of marketing, marketing director, etc.), who coordinates the activities of the marketing departments between themselves and other services of the company, approves the marketing plan and budget, gives tasks to employees and controls them activity.

If the company is very small, then one person can take over the marketing functions. The main advantage of such a scheme is its simplicity. Employees who specialize in a specific task gain a lot of experience and become professionals in the performance of their assigned functions.

Geographic organization(fig. 3). Such a marketing service organization scheme is used by enterprises that operate in large (in terms of geography) markets. If an enterprise sells goods in different regions of the country, then an organizational chart of the marketing service is possible, in which each division carries out a full marketing cycle in one or several regions (geographic zones).

The diagram shows: one national sales manager, four regional sales managers, 24 area sales managers, 192 district sales managers, and 1920 sales agents. By organizing geographically, salespeople can live within the territories they serve, get to know their customers better, and work effectively with minimal travel time and expense.

Fig. 3. Geographic organization

Organization for commodity production(Fig. 4) justifies itself in cases where the products manufactured by the company differ sharply from each other and there are so many varieties of these products that it is no longer possible to manage all this nomenclature with a functional organization of marketing. Marketing of a specific product is more important because product differentiation is becoming one of the main factors of competition. Each marketing department is assigned a specific product or a group of similar products. In such a department, the entire marketing complex for a given product is developed: product and price strategies, communications and sales policies.

A commodity production organization has a number of advantages. First, the product manager coordinates the entire marketing mix for that product. Second, the product manager can respond faster than individual specialists to emerging market problems. Thirdly, we have not ignored the smaller, secondary branded goods, since the production of each of them is managed by its own manager. Fourthly, product management is an excellent school for young managers, because in this work they are involved in almost all areas of the firm's operational activities.

However, these advantages are associated with costs. First, the commodity production management system gives rise to a number of conflicts and disappointments. Often, commodity managers are not empowered to effectively discharge their responsibilities. Second, by becoming experts in everything about their product, product managers rarely become specialists in functional areas. Third, the management system for commodity production is often more expensive due to the increased labor costs for more workers.

Fig. 4. Organization for commodity production

Organization of the marketing service based on the market principle... Each department serves its assigned market segment. Such a structure is advisable when the segments are large enough and differ greatly from each other. The main task of each department is to "maintain close and long-term relationships with their customers in all positions of the assortment.

Rice. 5. Diagram of the organization of the marketing service according to the market principle

The market manager oversees the activities of several individual market managers. The Market Manager is responsible for the development of long-term and annual plans for sales and other functional activities. The main advantage of this system lies in the fact that the firm builds its work in relation to the needs of consumers who make up specific market segments. For enterprises selling their goods in markets with different purchasing preferences, and the goods themselves require special service, a market organization of the marketing service is advisable.

Combined (mixed) options for organizing a marketing service... In such structures, several functions are implemented on the basis of a product or market structure, while the remaining functional departments serve all areas (individual products or markets).

The limitation of the commodity and market organization of marketing services is overcome by the introduction of a commodity-market or matrix scheme (Fig. 6).

Rice. 6. Matrix scheme of marketing organization

Marketing service matrix diagram consists in the creation of marketing units by a combination of characteristics (product / market + functional). For example, a program is developed for each product and specialists are appointed who are responsible for its development and implementation. Simultaneously, each program passes through the functional departments.

With this scheme, the needs of buyers in specific market segments are optimally taken into account. The main markets are assigned to market managers, the latter cooperate with specialists from functional units to develop plans for various areas of functional activity.

The advantages and disadvantages of the considered schemes are summarized in the table (Table 1) :

The principle of choosing the structure of the marketing service. For the real implementation of marketing in an enterprise, it is not enough to create an appropriate service on it, it is important to determine the status of this service.

All problems related to the consumption of products fall into the field of vision of the marketing department, while other divisions concentrate their attention on various specific tasks. Therefore, it is quite natural to recognize the function of coordinating all activities for the marketing department. In order for it to be the leader in production, it is necessary to give it the highest status among other divisions. This is the key to the real marketing orientation of the enterprise.

Choosing a specific option the organizational structure of the marketing department is closely related to the marketing strategy of the company, it is determined by it and it also serves. Much also depends on the structure of the company itself, the presence of separate departments and branches in it. If the general structure of the company is sufficiently ramified, several options for organizing marketing activities are possible:

Table 1

Advantages and Disadvantages of Different Marketing Services Organization Schemes

Organization chart	Dignity	disadvantages
Functional	Ease of management Description of employee responsibilities Functional specialization and staff development	Lack of marketing management of specific products Lack of marketing management in specific markets
Commodity	Full marketing of each product A deeper study of the specifics of market needs and their satisfaction	Increased costs and increased responsibilities for employees make it difficult to improve their qualifications The presence of duplicating departments
Market	High coordination of services when introducing to the market Development of a comprehensive program for introducing into the market More reliable market forecast	Complex structure Low degree of activity specialization Duplication of functions Poor knowledge of the product nomenclature Lack of flexibility
Commodity market (matrix)	Good organization of work when introducing into the market Development of a comprehensive program for introducing into the market More reliable market forecast Good knowledge of the product	High management costs Possibility of conflict between different services when dealing with issues in the same market

Formation independent marketing departments in all large departments, branches of the company (industrial or geographic macrostructure with an internal product or functional structure) without any marketing division at the highest level of management;

Organization along with marketing departments in branches corporate marketing department performing consulting functions, facilitating, if necessary, uniting or at least coordinating efforts;

Formation of an all-company marketing department, which determines the general company strategy and marketing program and manages the work of its divisions in branches and associations.

Organization of a special marketing unit focused on the external market, i.e. export, usually not practiced. In conditions when the external market is characterized by a different degree of commodity content and makes qualitatively different requirements for marketing activities than the internal one, a special unit can be created, but as a temporary structure, with the prospect of transferring export requirements (usually more stringent) to products for the domestic market. ...

The developed or implemented structure of the marketing service must meet the following requirements:

Be as simple as possible;

Provide an effective system of communication between departments;

Be low-level (low link);

Have good flexibility and adaptability.

A commodity (product) organization is an organizational structure of marketing management in which the product manager is responsible for the development and implementation of strategies and current marketing plans for a specific product or group of products, who is subordinate to employees who perform all the marketing functions necessary for this product.

The organization of marketing services for a product has become widespread in the practice of foreign firms and is the basis for the formation of an organization based on a commodity and industry characteristic - the types of goods produced and services provided. Such a structure is possessed by the marketing services of firms that produce multi-assortment products with various production technologies and specialize in a small number of sales markets of a relatively homogeneous nature. This allows firms to better adapt to market requirements for each individual product or homogeneous group of products. The products of these firms are characterized by different production technologies, short life cycles, and a significant degree of innovative requirements. Markets are dynamic, determining the need for flexibility and responsiveness of marketing services to changing consumer demands.

For enterprises that produce a large number of products that differ in a significant variety in manufacturing technologies, as well as in consumption, which requires special conditions for production and sales, it is advisable to build the structure of the marketing service according to the principle of product orientation. Its essence boils down to adding another level of hierarchy in the management of marketing activities in the enterprise. It turns out that the manager, for example, for product B, coordinates the entire complex of work on its marketing. And since he owns all the marketing information on this product, his reaction to problems arising in the market will be more prompt. Thus, despite the fact that such a structure will be somewhat more expensive for the enterprise, the return on it may be more significant, since the time factor in a market economy is of particular importance.

Recently, the product orientation of marketing structures is gaining momentum. This is due to the acceleration of the renewal of goods offered by the enterprise to the market. The aggravation of competition is forcing manufacturers to shorten the life cycle of goods, on the one hand, and to develop fundamentally new models of goods to offer the market, on the other. All this necessitates the focus of the company's marketing services on the consumer properties of goods, customer responses, sales procedures, competitors' actions, etc., which makes the product orientation of marketing structures in some cases simply irreplaceable.

The functional responsibilities of a marketing manager for a particular product, who have recently come to be called a brand manager, usually include the solution of the following tasks:

* coordination of the activities of all divisions of the enterprise (including production), affecting the marketing of the goods he supervises;
* development of consumer properties of goods;
* removal from production of obsolete goods and introduction of new ones to the market;
* study of the activities of competitors and control of prices in the market;
* forecasting the dynamics of the market for the goods he supervises;
* drawing up a marketing plan for this product.

It is clear that the functional area of the product manager can be supplemented, changed, adjusted - this is determined by the specifics of the product and the market. The main thing here is the full coverage by one marketing department of all tasks for the production and promotion of a specific product to the market. This is what ensures the high quality of the activity of commodity structures. The commodity structure is flexible. It is able to quickly respond to market demands, but it requires large labor costs of narrow specialists due to duplication of functions.

Regional structure of the marketing service

A regional organization is an organizational structure for marketing management in which marketing professionals, primarily salespeople, are grouped by geographic area. Such an organization allows marketers to live within the service area, know their customers well and work effectively with minimal travel time and money.

The organization of marketing services in the region is typical for enterprises in small, heterogeneous, with clearly delineated markets.

If an enterprise manufactures products that are marketed in several regions that differ from each other in climatic conditions, people's lifestyle, etc., it makes sense to orient the structure of its marketing service to the regions. This will make it possible to take into account in marketing strategies the specifics of the consumption of the same product in different territories and reflect it in the consumer properties of the product.

Such a structure makes it possible to achieve success in the implementation of a comprehensive and differentiated market policy, to ensure close dependence of the processes of developing new products on the requirements of end users of specific markets, and to coordinate the entire market strategy of the enterprise.

The regional structure gives advantages to enterprises carrying out extensive sales and production activities abroad. However, it imposes special requirements on the nature of the goods produced by the firm. Products must be homogeneous and meet the homogeneous requirements of consumers of different segments in the region, or be complementary or interchangeable. Products should not be subject to drastic changes in market conditions and seasonality, or be significantly innovative. Most often, these are goods that are in stable demand among large groups of the population and are sold through a wide network of intermediaries covering the entire region.