home Business blogs Marketing research of the internal environment of Russian enterprises. Marketing environment of the enterprise

Marketing research of the internal environment of Russian enterprises. Marketing environment of the enterprise

The greatest interest when analyzing the operating conditions of a company is the study of the marketing environment. The marketing environment is constantly changing - new threats, new opportunities appear, consumer preferences change, etc. Each company needs to diagnose ongoing changes and adapt to them in a timely manner. The marketing environment is a set of active subjects and forces operating outside the boundaries of the company and influencing the possibilities of its successful cooperation with target customer groups. In other words, the marketing environment characterizes the factors and forces that influence an enterprise's ability to establish and maintain successful cooperation with consumers and compete in the external market environment. These factors and forces are not all and are not always subject to direct control by the enterprise. There are external and internal marketing environments.

External environment

Includes all objects, factors and phenomena that are outside the enterprise and have a direct impact on its activities. The external marketing environment consists of a microenvironment and a macroenvironment (Fig. 1.2).

The external microenvironment (direct impact environment) of marketing includes a set of subjects and factors that directly affect the organization’s ability to serve its consumers (the organization itself, suppliers, marketing intermediaries, clients, competitors (both direct and potential), banks, the media, government organizations, etc.). The microenvironment is also directly influenced by the organization itself. External microenvironment - economic entities with which the enterprise has direct contacts in the course of its activities (consumers, suppliers, competitors, both direct and potential).

Suppliers are subjects of the marketing environment whose function is to provide partner firms and other companies with the necessary material resources. In the context of a network approach to the process of interaction between subjects of the marketing system, it is advisable to study the capabilities of various suppliers in order to select the most reliable and economical supplier in terms of capital and current costs of the company. A comprehensive study of the “supplier – company – consumer” chain is a necessary condition for economic assessment when justifying the choice of supplier.

Rice. 1.2 – External marketing environment of the enterprise

Competitors are firms or individuals that compete, i.e. acting as a competitor in relation to other business structures or entrepreneurs at all stages of organizing and carrying out business activities. Competitors, through their actions in the market, when choosing suppliers, intermediaries, and consumer audiences, can influence the results of the activities of a rival enterprise, its position and advantages in competition.

Knowing the strengths and weaknesses of competitors, a company can evaluate and constantly strengthen its production and marketing potential, goals, current and future business strategy.

Direct competitors are enterprises offering similar products and services in similar markets.

Potential competitors are enterprises that can enter the manufacturer’s target market.

Intermediaries are firms or individuals who help manufacturing businesses promote, deliver and sell their products to consumers. There are trade, logistics, marketing and financial intermediaries. Resellers include wholesalers and retailers. Logistics intermediaries provide services in the system of warehousing, transportation of goods and flow of goods. Marketing intermediaries provide assistance in the system of interaction of the company with all subjects of the marketing system in the field of organizing marketing research and optimizing demand for goods and services. Financial intermediaries provide banking, credit, insurance and other financial services.

Consumers are firms, individuals or their potential groups who are ready to purchase goods or services on the market and have the rights to choose a product, a seller, and put forward their conditions in the purchase and sale process.

The external macroenvironment (indirect impact environment) of marketing is a set of major social and natural factors affecting all subjects of the microenvironment of marketing. The macroenvironment of a company is represented by factors of a natural, social and political nature, as well as demographic, economic, natural, technical and cultural, that are more common to most companies.

Political factors characterize the level of stability of the political situation, the state’s protection of the interests of entrepreneurs, its attitude towards various forms of ownership, etc.

Socio-economic characterize the standard of living of the population, the purchasing power of individual segments of the population and organizations, demographic processes, the stability of the financial system, inflation processes, the pace of economic development, the size and dynamics of income, etc.

Legal – characterize the legislative system, including regulatory documents on the protection of the natural environment, standards in the field of production and consumption of products. This also includes legislation aimed at protecting consumer rights; legislative restrictions on advertising and packaging; various standards affecting the characteristics of manufactured products and the materials from which they are made, tax legislation, methods of regulating foreign trade activities, regulatory documents regulating certain marketing issues (consumer rights, advertising law, trademark law).

Scientific and technical - provide advantages to those organizations that quickly adopt the achievements of scientific and technical progress (inventions and discoveries, the ability to create new, more advanced products, updating their products, innovations).

Cultural – sometimes have the main influence on marketing. The preferences given by consumers to one product over other products can only be based on cultural traditions, religion, customs, habits, linguistic differences, level of educational development, which are also influenced by historical and geographical factors.

Natural and climatic conditions characterize the availability of natural resources and the state of the natural environment, which both the organization itself and the subjects of the micro-external environment must take into account in their economic and marketing activities, since they have a direct impact on the conditions and opportunities for conducting activities (climate, location enterprises. Recently, they have begun to be classified as commercial factors).

Demographic conditions characterize the population size, the rate of its change, distribution by region of the country, gender and age structure, mortality and birth rates and natural population growth.

Internal environment

The internal environment characterizes the potential of the enterprise, its production and marketing capabilities.

The essence of marketing management of an enterprise is to adapt the company to changes in external conditions, taking into account the existing internal capabilities of the company.

The internal marketing environment includes those elements and characteristics that are located inside the enterprise itself (Fig. 1.3):

– fixed assets of the enterprise;

– composition and qualifications of personnel;

- financial opportunities;

– management skills and competence;

– use of new technologies;

– image of the enterprise;

– experience of the enterprise in the market.

Rice. 1.3 – Internal environment of the enterprise

One of the most important parts of the internal environment is the characteristics of marketing capabilities. They depend on the presence of a special marketing service of the enterprise, as well as the experience and qualifications of its employees.

ANALYSIS OF THE MARKETING ENVIRONMENT

Let's look at examples of analysis of the marketing environment.

SWOT analysis

When defining a personal strategy or developing a strategy for a business unit, company, corporation, etc. it is necessary to clearly understand the opportunities and threats in each market. It is necessary to reduce the influence of weak positions. When analyzing strengths and weaknesses, you should definitely pay attention to the existing corporate culture of the company and the policies of the owners. It determines the limitations and opportunities when choosing development directions. When analyzing the market and external threats, it is necessary to conduct a detailed analysis of key competitors. This will help you better understand the company's strengths and think through possible actions from competitors when choosing a new strategy or creating a new business.

SWOT is a method of analysis in strategic planning that consists of dividing factors and phenomena into four categories: Strengths, Weaknesses, Opportunities and Threats, presented in the form of a matrix (Fig. 1.4).

Rice. 1.4 SWOT Analysis Matrix

The acronym SWOT was first introduced in 1963 at Harvard at a business policy conference by Professor K. Andrews. Initially, SWOT analysis was based on articulating and structuring knowledge about the current situation and trends in the country and abroad.

Because SWOT analysis does not generally contain economic categories, it can be applied to any organization, individual and country to build strategies in a wide variety of areas.

A comparison of the strengths and weaknesses of an enterprise makes it possible to further analyze and develop the company's strategy. Based on the results of the SWOT analysis, the analytical department of the enterprise can carry out:

– market segmentation, in particular the definition of variables and criteria for segmentation, collection of data on segments, selection of segments;

– positioning of a product or enterprise, namely: identifying differences with competitors;

– determination of competitive position and further strategy.

STEP analysis

STEP (PEST) analysis is a marketing tool designed to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment that directly or indirectly affect the company’s business.

Political aspects determine the company's environment and the acquisition of key resources for its activities. The main reason for studying the economic situation is to create ideas about the distribution of resources at the state level.

Consumer tastes and preferences are determined using the social component of STEP analysis. The purpose of researching the technological component is considered to be to identify trends in technological development, which are often the causes of changes and “failures” of the market, as well as the emergence of new products.

The analysis is carried out according to the “factor – enterprise” scheme. The results of the analysis are presented in the form of a matrix (Fig. 1.5), which connects factors of the macroenvironment and determines the strength of their influence, assessed in points, ranks and other units of measurement. The results of STEP analysis make it possible to assess the external economic situation in the sphere of production and commercial activities.

Rice. 1.5 – STEP analysis matrix

ABC analysis

One type of analysis of the internal environment of an enterprise is ABC analysis.

ABC analysis is a method that allows you to classify a company's resources according to their importance. It is based on the Pareto principle - 20% of all goods produce 80% of turnover. In relation to ABC analysis, the Pareto rule may sound like this: reliable control of 20% of positions allows for 80% control of the system, be it stocks of raw materials and components, or the product range of the enterprise, etc.

ABC analysis is a ranking of the assortment according to various parameters, i.e. analysis of inventory by dividing into three categories:

A - the most valuable,

B – intermediate,

C – least valuable.

In this way, you can rank anything that has a sufficient amount of statistical data - suppliers, warehouse stocks, buyers, long periods of sales, etc.

The result of ABC analysis is the grouping of objects according to the degree of influence on the overall result.

ABC analysis is based on the principle of imbalance, during which a graph is constructed of the dependence of the cumulative effect on the number of elements. This graph is called a Pareto curve, Lorenz curve or ABC curve. Based on the results of the analysis, assortment items are ranked and grouped depending on the size of their contribution to the total effect.

ABC analysis algorithm:

· Setting the goal of conducting ABC analysis (why is this analysis needed);

· Determination of actions based on the results of the analysis (direction of further efforts);

· Selection of the object of analysis (suppliers, product groups, product categories, product items);

· Determination of analysis criteria (on what basis will we analyze?);

· Calculation of the share of a parameter (selected criterion) from the total sum of parameters with a cumulative total (the share with a cumulative total is calculated by adding the parameter to the sum of the previous parameters);

· Selecting groups A, B and C: assigning group values to selected objects.

Calculation example

The total number of sales in monetary or commodity terms M for a certain period is calculated and divided by the total number of items in the assortment (nomenclature) N, resulting in the indicator P of the average number of sales per item:

All material resources, the number of sales for which is 6 or more times greater than P, are included in group A. Group C includes all material resources, the number of applications for which is 2 or more times less than P. All other material resources are included in group B. The probabilities of demand for material resources A, B and C are subject to different laws. It has been established that in most industrial and trading companies, approximately 75% of the cost of sales volume is only about 10% of the items in the product range (group A), 20% of the cost - 25% of the items (group B), 5% of the cost - 65% of the items (group C) . The ABC method is widely used in planning and forming an assortment at various levels of flexible logistics systems, in production systems, supply and distribution systems.

Thus, as the market develops, marketing itself is rapidly developing as a system of activity of any organization focused on market requirements. And this, in turn, will create the need for a clearer coordination of the internal and external environment of the enterprise.

Quite well-known examples of the use of economic and mathematical modeling methods in marketing for structuring and analyzing market information are product (company) life cycle models, 4p (7p) marketing mix models, BCG (Boston Consulting Group) matrix, McKinsey matrix, problem definition matrix, etc. They can be the simplest tools for marketing management in small businesses and allow you to quickly assess the place and competitive advantages of organizations.

Let's move on to a more detailed consideration of some economic and mathematical models designed to describe the marketing activities and life cycle of small businesses.

BCG Matrix.

In the USA, the Boston Consultative Group (BCG) Matrix was developed. This matrix is an important tool for conducting assortment analysis, assessing the market prospects of goods, developing an effective sales policy, and forming an optimal product portfolio for the company (Fig. 1.6).

Rice. 1.6 Boston Advisory Group (BCG) Matrix

Let us characterize the positions of the matrix.

“Problem Children” (sometimes called “Wild Cats” or “Question Marks”) are products that have a very low market share but a relatively high rate of sales growth. May be at the implementation stage or at the beginning of the growth stage, requiring material costs; It is difficult to determine their market prospects (they may become “stars” or “dogs”). Requires additional research and funding. “Difficult children” are subject to special study in order to establish their prospects for becoming “stars.”

“Stars” are the most promising, developing type of product, strive to increase their share in the company’s product portfolio, and are at the growth stage. The expansion of production of this product comes at the expense of profits from its sales. “Stars” should be protected and developed.

“Cash cows” are goods at the maturity stage; sales growth is not significant; the product has the maximum share in the company's product portfolio. It is the main source of income (of the company). Proceeds from the sale of this product can be used to finance the production and development of other products. Cash cows require strict control of capital expenditures and the transfer of excess financial proceeds to the control of senior management.

“Dogs” (sometimes called “Dead Dogs”) are failed products. They have a relatively small market share (with a downward trend) and are characterized by a low growth rate of sales volumes or no growth as such. Such a product has no prospects and must be withdrawn from the market. If possible, you should get rid of “dogs” unless there are compelling reasons for keeping them in the company’s assortment.

With a successful life cycle, products turn from “problem children” into “stars”, and subsequently into “cash cows”. If unsuccessful, “difficult children” turn into “dogs.”

The BCG Matrix was developed based on the concept of the product life cycle (PLC). The life cycle of a product (product) is discussed in more detail in Section 3, paragraph 3.3. FORMATION OF PRODUCT POLICY AND MARKET STRATEGY.

Akulich Margarita Associate Professor of the Belarusian National Technical University, Ph.D.

Kruglinsky Nikita Master's student of the Belarusian National Technical University

Marketing Environment Research

Marketing environment, its structure and factors

The marketing environment of an enterprise is represented by a set of factors and entities operating outside and within it, on which the relationship of this enterprise with persons (both individuals and legal entities) who have an interest in activities related to the corporate mission is observed. The mission acts as succinctly formulated provisions that provide a brief description of the enterprise’s activities, its orientation in relation to such variables as market needs and consumer characteristics. Within the framework of the marketing environment, the marketing processes of the enterprise take place. This environment is not static, it is constantly undergoing changes due to the variability of consumer tastes and preferences, changes in taxes and laws, the introduction of new technologies and products, the end and beginning of the influence of various factors.

The external environment of an enterprise is divided into microenvironment (also called the market environment) and macroenvironment.

The environment is internal. It is customary to include the enterprise itself, the goals it pursues, its organizational structure, its employees and (partially) the owners of capital. All this influences how decisions are made at the enterprise and how effective they are. Factors in this environment are considered controllable, since they and their characteristics are determined by the enterprise itself. It is important to develop such a system of the environment under consideration and such an organization of the expenditure of all types of resources so that the enterprise is able to ensure their optimal use and achieve market goals with their help, taking into account the existing external environment.

The environment is external. It consists of phenomena and processes that have the most direct impact on a given enterprise at both the micro and macro levels. This environment is divided into macroenvironment (market environment) and microenvironment. If we talk about the microenvironment, then this environment is provided by phenomena and processes that are directly related to the enterprise itself; it concerns its ability to serve customers. An enterprise must not only study this environment, but also pay attention to the formation in it of all types of relationships and connections that help it carry out activities in the market and win its advantageous place from competitors in this market. Speaking about the macroenvironment, we can note its representation by factors affecting the microenvironment. Thanks to its monitoring and analysis, an enterprise can count on timely adoption of management decisions that reduce the burden of its negative impact and facilitate the use of the opportunities it provides.

Microenvironmental factors

Marketing managers need to focus on attracting clients to the company, creating long-term strong relationships with them, and offering the highest customer value. But the implementation of these tasks only by the marketing management is unrealistic: effective interaction must be ensured with other subjects of the enterprise microenvironment - with other divisions, as well as with suppliers, marketing intermediaries, clients, competitors and various contact audiences, which together make up what is called the “chain values."

An enterprise, for the most part, is able to ensure control over microenvironmental factors, independently selecting such entities as suppliers, intermediaries, partners, determining what its customers should be and what approaches to take to them, selecting an attractive market (attractiveness, among other things, depends on competitors and on what competitive confrontation might be like). The enterprise must strive for proactive behavior in these processes.

Macroenvironmental factors

The activity of an enterprise is largely determined by a combination of macroenvironmental factors, the influence of trends and forces of which is significant on the formation of threats and opportunities. These factors are considered uncontrollable by the enterprise; they need to be identified and responded to accordingly. These are factors of such environments as: demographic; economic; natural; technological; social (cultural).

The environment is demographic. It consists of phenomena and characteristics considered from a demographic aspect, and seems to be a very important factor for marketing. Marketing is greatly influenced by such characteristics of people as their number, age structure, height, territorial affiliation, nationality (ethnicity), educational level, tendencies of nepotism (desire to create a family), etc.

Economic environment. This environment appears to be a set of factors that are influenced by purchasing power and consumption patterns. The marketing success of a company and the achievement of its goals are largely influenced by the general well-being of the national and world economy and the economic stages of the development cycle. Analysis of this environment involves a thorough assessment of the most important economic variables: economic growth rates, inflation rates, interest rates on loans, and exchange rates. It is also necessary to pay attention to: the level of labor productivity, trade balance indicators, and tax rates. The most important indicator is the gross domestic product. The enterprise must also pay attention to the distribution of income of the population in such areas as social groups and consumption structure.

Natural environment. This environment is represented by a set of natural resources that, as is known, have a tendency to deplete. These resources may be in short supply locally and/or globally. Today, enterprises must strive to develop and implement non-energy and non-resource intensive technologies. It must be remembered that the environment is constantly being polluted and destroyed. Therefore, every enterprise should strive to save raw materials and materials, to search for alternative methods of packaging and manufacturing products to ensure a reduction in their harmful impact on people and nature.

Technological environment. It consists of such variables as processes, phenomena, enterprises and people, thanks to which innovative new technologies are developed, innovations are created in the form of goods, services and marketing opportunities. In an effort to continuously improve technology, enterprises must resort to continuous assessment of the feasibility and possibilities of using progressive scientific achievements. It must always be remembered that when a company is the first to enter the market with a new product, it gains significant competitive advantages. However, the enterprise must replace already mastered technologies and products in a timely manner, otherwise it may face a slowdown in the growth of profits from its established production. It is important to permanently monitor the development of the environment under consideration. Otherwise, it is possible that new profitable opportunities will be missed. The company also needs to think about the possible negative consequences of technological innovations and breakthroughs, their negative impact on consumer attitudes and on the reactions of the different audiences with which the company comes into contact.

The environment is political. This environment is directly related to the socio-political and governmental structure of society, the totality of laws, decrees, traditions in the implementation of state policy, and state and social structures. This environment significantly influences the market behavior of enterprises and decision-makers. The modern world is subject to the active influence of the state on the activities of entrepreneurs; the formation of the macroenvironment of enterprises significantly depends on this influence. Therefore, this environment requires serious research in the context of all its components.

Social (cultural) environment. It consists of processes, phenomena, social institutions that contribute to the formation and perception of social values and consumer tastes. Society influences people, ensuring the formation of their beliefs, values, behavioral norms, attitudes towards the universe, towards humanity, towards nature. The enterprise must be aware that the core cultural values are sustainable and their influence on target customers is significant. At the same time, it is necessary to take into account the manifestation of a tendency to change in culture, since fashion, clothing style, and people’s attitudes towards different components of culture change.

Analysis of the enterprise's marketing environment

When analyzing the external environment, it is envisaged to implement a process that controls external factors in relation to the enterprise under study, since it is able to identify opportunities and threats. Through such analysis, it is possible to obtain important results that help identify opportunities, draw up a marketing plan taking into account possible dangers (threats) and develop strategies through the implementation of which the enterprise will gain the ability to transform existing threats into profitable opportunities.

The level of performance of any company is influenced not only by a successful organization, it is influenced by factors in the marketing environment. The most successful businesses evaluate their business both internally and externally, looking for new opportunities and considering the likely threats posed by a changing and turbulent marketing environment. They analyze this environment, conduct various assessments and draw appropriate conclusions, as well as plan and implement measures.

It is typical for environmental analysts to:

Create an up-to-date database of information regarding changes in the business environment.
Warn management in advance about likely market changes, industry changes, etc.
Disseminate information and results of the analysis among particularly responsible persons who are responsible for making decisions.

When analyzing the marketing environment, you need to focus on its stages.

Stage one. At this stage, the leading groups of factors are determined, the impact of which on the company’s activities is especially great. To do this, it is advisable to resort to the expert method and obtain expert assessments, and subsequent generalization of these assessments.

Stage two. It provides for the specification of external environmental factors in the context of groups. These factors need to be ranked and scored. It seems desirable at this stage to cover the maximum range of possible independent variables.

Stage three. This is the stage of quantitative assessment of various factors and identifying the most important of them using the factor analysis method. It is also necessary to resort to determining trends in the development of factors, which is achieved through the method of predictive assessment.

Stage four. This stage involves resorting to a regression analysis method in order to assess the impact of identified environmental factors on the company’s activities. Estimated indicators can be indicators: profit, turnover, production volume, economic benefit.

Stage five. This is the stage of developing activities that promote taking into account the identified environmental marketing factors and leveling out their undesirable or clearly negative impact. It is also necessary to develop measures to take factors into account.

Stage five. This is the final stage, the stage of developing forecasts for the development of environmental components.

Methods for analyzing the marketing environment

The analysis of the marketing environment is carried out using: STEP/PEST analysis; ETOM analysis; QUEST analysis; SWOT analysis.

STEP/PEST analysis. It is considered as an analysis of the macro-environment of marketing. It is based on the study of factors: social nature (Social), technological property (Technological), economic nature (Economic) and political property (Political). The application of STEP analysis extends to politically stable, economically developed countries. The use of PEST analysis is usually extended to countries where the economy is weak, and political and economic factors are dominant. When carrying out the analysis, it is necessary to take into account the level of priority of various environmental factors from the standpoint of the likelihood of their activation/stability, strength and vector of influence.

When analyzing, it is possible to use a variant of a simple four-field matrix or a variant of a tabular form. These two options have both their advantages and disadvantages. The choice of option is determined by the goals of the analysis, the level of preparedness of experts and other factors. It is recommended to constantly use the same option to obtain better results when studying the dynamics of the impact of factors on the company's activities. In this case, it becomes possible to obtain a so-called “reaction model” of a particular enterprise to a set of macroenvironmental factors, that is, a model of experience, the use of which is useful in terms of improving the quality of management decisions made at the enterprise.

ETOM analysis. This is a method of analyzing opportunities and threats from external environmental factors (Environmental Threats and Opportunities). The matrix method is characterized by its being based on a limited number of factors, the identification of which is carried out by experts. The method tends to help substantiate the response of a particular company to a set of environmental factors (macroenvironmental factors).

QUEST analysis. Thanks to this method, it becomes possible to get rid of the disadvantages inherent in the ETOM and STEP methods, which consist in the inability to take into account the interaction and interconnection of different events and environmental factors. QUEST (Quick Environment Scanning Technique) analysis is considered a method for quickly scanning the external environment. Thanks to it, it is possible to take a balanced approach to developing rapid action programs in response to the influence of the macro environment on the company's activities.

SWOT Analysis. This method is the most popular and widespread. It is, in essence, a method of joint analysis of the internal environment and microenvironment of an enterprise. "SWOT" is an analysis of the strengths (Strengths) and weaknesses (Weakness) of the enterprise, as well as the opportunities (Opportunities) and threats (Threats) awaiting it in the market.

With the help of SWOT analysis, companies resort to studying: their development trends; resources; opportunities to use both their advantages and disadvantages. It helps businesses define their goals and objectives, examine the macro environment to identify opportunities and become aware of threats. Businesses can rely on this analysis to identify and research strengths, weaknesses, and threats and opportunities in the marketplace. And thanks to this, they can build protection and minimize losses from threats.

Conducting a SWOT analysis is possible on the basis of both qualitative and quantitative methods. Qualitative methods are focused on the procedure for selecting SWOT indicators expertly. Experts must justify their choice of indicators, taking it very seriously, so that it is truly useful to the enterprise. On the basis of quantitative methods, an assessment of the importance and strength of the impact of indicators (factors) on the activities of the enterprise is provided. As a result, the enterprise can hope that the resulting assessments will contribute to the achievement of business goals in the market, taking into account the correct and economical allocation of resources.

The concept of the market state and its research, market identification

State of the market and its research

The state of the market is its comprehensive characteristics, the study of which allows the enterprise to navigate the market and act accordingly. First of all, the market needs to be identified according to a number of criteria. After this, you need to conduct market research in areas that include:

market analysis;
analysis of balance, business activity and potential;
analysis of trends, proportionality, sustainability of market development and saturation of its goods;
multidimensional quantitative (score) assessment of the main variables characterizing the state of the market;
analysis of market cyclicality and seasonality.

Having carried out an analysis in all of these areas, the company will be able to understand how to develop in accordance with the state of the market - present and future. The enterprise will be able to determine what the conditions of its operation will be, which will give it a chance to determine possible “routes” of movement so that some probable events cannot direct it in an undesirable direction. The enterprise will be able to build the right programs and plans, taking into account the need to adapt to future events, and identify new opportunities in its current and new markets.

Market identification

Every enterprise must be able to identify the market in which it operates. Markets are identified based on their classification according to a number of criteria. There are a lot of classifications, and every enterprise needs to focus on them in order to understand what its market is like. One of the classifications is shown in table. 1.

Table 1. Market classification

Markets and their groups

Markets classified according to the criterion of objects of sale and purchase

Market of services and products. Labor market. Financial market. Land market. Market of technologies and knowledge

Markets classified by customer type;

End consumer market. Market of industrial (professional) commodity producers. Market of intermediate sellers (they are called resellers). State market

Markets classified by type of regulation

The market is free. A market regulated vertically (due to the legislative framework). Market regulated horizontally (at the level of subjects of market relations)

Markets classified according to the criterion of the nature of further use of the product

Consumer market (services and goods are purchased for personal or family use). Professional market (goods are purchased in order to ensure their subsequent participation in the process of resale, production, or rental)

Markets classified by type of competition

The market is pure competition (many producers and consumers who are in a state of mutual competitive confrontation, selling standardized products). The market is monopolistic competition (prices of enterprises are in a certain range, depending on such a variable as the quality of goods, sellers have different market power, and price competition takes place). The market is oligopolistic competition (there are a small number of companies that are sensitive to each other’s marketing and pricing strategies, non-price competition, prices depend on the quality and quantity of services provided). A pure monopoly market (there is the presence of one enterprise in the market, which imposes its own conditions on consumers)

Markets classified according to the criterion of supply and demand

Seller's market (a market situation where demand significantly prevails over supply). Buyer's market (a market situation where supply significantly exceeds demand)

2. Markets classified according to the criterion of territorial restriction

Local market (city, region market). Regional market (market of an economic region, region). National market (market of a separate state). World market (market of the mainland, part of the world)

Markets classified by product end use

Consumer goods market. Market for industrial goods. Services market. Information market. Market for intellectual products

Markets classified by organizational structure

An open market (a market where there is an unlimited number of buyers and sellers). A closed market (a market where buyers and sellers are bound by commercial relations, legal and economic dependence, and financial control)

Markets classified according to the characteristics and content of marketing activities

Target market (this is the market in which the enterprise is implementing its goals or is going to realize these goals). A sterile market (a market that has virtually no prospects for selling certain products). The market where the vast majority of the company's products are sold. An additional market (this is a market in which a certain volume of products is sold). A growing market (a market that has real opportunities to grow product sales). A “layered” market (this is a market in which commercial transactions are unstable, but there is a chance of turning it into an active market if certain conditions are met)

Markets classified according to the criterion of qualitative structure

The market is potential (this is a market where there is consumer interest). The market is effective (this is a market where there is a presence of solvent consumers). A qualified market (a market where there are buyers, but in limited quantities). A developed market (this is a market where there are regular buyers who use the services of stable sellers in the same territory)

Markets classified by life cycle criterion

The market is ascending (emerging). The market is mature. The market is fading

Market Research

Market conditions and market analysis

Market conditions determine: the competitiveness and commercial value of the enterprise’s goods; possibility and economic feasibility of the purchase and sale process. On the basis of it, potential and actual exporting/importing countries and counterparty companies are selected, and a favorable moment for the enterprise to enter the market is identified, and the forms and methods of this entry are determined. It is not difficult to understand that market analysis is very important for enterprises.

When studying market conditions, it is envisaged to analyze the situation in a specific market and carry out its forecasting. At the same time, it is practiced to identify strategic and operational goals of analysis and forecasting. To achieve the strategic goals of market analysis, identification and modeling of the patterns of the market mechanism are undertaken. Through this, the ability to predict market development and justify the use of economic mechanisms for its regulation is achieved. Focusing on the operational goals of market analysis (based on studying the current situation), the enterprise provides that this analysis will satisfy the needs of management and marketing. As a result of market analysis, an enterprise can hope to be able to understand when and at what prices it is advisable for it to sell goods. It will be able to make effective marketing and management decisions in various areas of its business activities.

During market research, the enterprise undertakes targeted collection of information, processing, analysis and forecasting of such variables as: the state of the product market, features of its functioning, main trends and parameters of market development. This is intended to facilitate optimal marketing decisions. If this research is carried out qualitatively, then on its basis it is possible to make effective and correct management decisions on various types of economic activities of the enterprise. The depth of the study, as well as its scale, depend on the goals and objectives in the field of manufacturing and marketing of goods (both in the national and foreign markets) that need to be carried out and solved.

Market research is aimed at identifying the conditions: general economic; commodity market. If the general economic situation is being studied, then it is necessary to pay attention to a detailed consideration of the processes and trends at the macroeconomic level of the country or the entire world economy. If the situation on the commodity market is being studied, then it is necessary to analyze and predict the state of the commodity market and study the sectors of production and consumption of the product in question, their relationships, as well as the infrastructure support of this market.

When determining a market trend, one resorts to studying its dynamics over a specific time period. When determining market conditions for the current date, an analysis is undertaken taking into account the phase of the economic cycle in the period under review.

To properly conduct market analysis (at the proper level), it is necessary to pay attention to compiling a list of variables.

The essence of market analysis methods is to compare market indicators and indices of business activity, demand and supply.

Construction of a system of market indicators

The system of market indicators is based on sociological and special market trade surveys. Indicators are derived based on the opinions of traders, manufacturers, and consumers. The methodology for their construction is systematic.

Surveys are conducted using sociometric techniques. Respondents are selected using a statistical sampling method, and the questionnaires are grouped. Indicators are constructed through the use of scoring, ranking indicators, and weighing them by degree of importance. Indicators are developed by both government agencies and non-government agencies.

The market assessment using entrepreneurs' assessment of the degree of customer satisfaction is based on the analysis preceding the assessment of the degree of customer satisfaction. This is an analysis of: intra-company statistical indicators of sales and inventory balances; range of goods and services.

To achieve success in business, entrepreneurs must independently determine the level of customer satisfaction. At the same time, consumer opinions are subject to mandatory study. Based on the results of a survey of entrepreneurs, a customer satisfaction index is derived, which is, in fact, an indicator of the proportion of positive ratings. The responses of entrepreneurs are differentiated by variables: market saturation and product range; the quality of the goods offered; prices for goods; service level. Obtaining a general market assessment involves calculating the arithmetic average of four variables. Each of the characteristics provides that it is possible to obtain three answers characterizing the dynamics of the condition: improvement, no changes, deterioration.

One of the particularly important market indicators is the consumer intentions index. It is calculated in a number of states (including Russia) and sociological surveys are needed to calculate it.

The formation of purchasing intentions is based on personal observations of people, which are projected onto family needs, on their connections with friends, colleagues, and relatives. Buyers often intuitively feel that they need to do something. They are also influenced by public opinion variables disseminated, say, on the Internet and the media. Purchasing intention is characterized by inconsistency due to its complexity and, in some cases, inconsistency. This characteristic also affects the index of purchasing intentions, which consists of private indices: 1) personal current financial situation; 2) expected change in financial personal situation; 3) expected changes in the state’s economy in the coming year; 4) expected changes in the state’s economy in the next five years; 5) the feasibility of large purchases; 6) the feasibility of savings. These indices are obtained by processing respondents' responses. To obtain them, they resort to surveys. Survey data is subject to ranking, weighting according to the scale of importance of characteristics, and final generalization. The indicators are averaged, and both private indices (there are six in total) and an integral one, considered as an index of consumer intentions, are determined.

Specific opportunistic testing method

A specific opportunistic testing method involves assessing the conjuncture on the basis of opportunistic testing. Based on the tendency questions, a situational test is developed in which a number of variables are used. It is customary to use variables: 1) instrumental (depending on the activities of the enterprise itself and planned by the enterprise); 2) expectations (depending on external factors); 3) cumulative (depending on the actions of the enterprise and external factors). The assessment of the situation on the basis of market testing is carried out according to the arithmetic average of all possible assessments of the current market development trend: rise (or growth); stability (or immutability); decline (i.e. decline). Each assessment receives a corresponding score (score).

Analysis of balance, business activity and market potential

Analysis of product market balance and assessment of business activity

One of the particularly important market variables is the variable of the relationship between supply and demand and the balance between them. One can observe constant fluctuations in this ratio and imbalance due to the spontaneity of the commodity market. Balance is extremely rare. Depending on the direction of the imbalance, there is a seller's market (in which demand prevails over supply) and a buyer's market (in which supply prevails over demand).

It is necessary to study the changing processes of market balance or imbalance, but at the same time it is necessary to understand that through marketing they can be influenced (through regulation) and studied using appropriate methods.

Methods for analyzing the degree of market balance are: methods for studying dynamics; balance method; indirect method using indicators; method of expert assessment and informal assessments.

Conducting a market balance analysis is considered difficult. After all, if we talk about the product offer, then its indicators are documented, and obtaining them is not particularly problematic. But demand cannot be assessed so easily; it is determined by consumer perceptions and financial capabilities.

Determination of the main patterns and trends in demand can be carried out on the basis of information on sales (turnover) or purchasing funds of the population. Being very approximate and conditional, this definition cannot pretend that on its basis one can draw confident conclusions about actual demand. At the same time, even it is useful, and it makes sense to make appropriate calculations that deserve to be taken into account.

You can resort to establishing the relationship between supply and demand in a static manner (although such an establishment is subject to convention) by using the supply/demand balance. However, the implementation of such a calculation is realistic only for the entire commodity market. For this reason, it is not particularly interesting to marketers focused on local product markets.

To calculate the balance of supply and demand, the following is calculated: 1) the volume of goods receipts (based on receipt data or actual sales, with the necessary additional calculations); 2) purchasing funds of the population (income is adjusted for the increase in savings, after which mandatory payments are minus). Based on the final line of the balance sheet, one can judge the degree of balance between supply and demand. If the value of demand exceeds the value of supply, then this is manifested in the fact that inventories decrease. If the value of supply exceeds the value of demand, then this is reflected in the fact that inventories increase. This fact can be used to make an indirect assessment of the proportionality of the market. And this assessment is important due to the impossibility of directly assessing demand on the local market for a particular product (only on the exchange market is such an assessment possible due to the registration of supply and demand).

The reason it is possible to determine market balance by observing changes in inventory is that inventory tends to be sensitive to any changes in supply and demand. When supply and demand are balanced, they are stable. When unbalanced, they either decrease or increase. To determine the balance of the market, you can resort to using the absolute indicator of inventory. But it is believed that using a relative inventory indicator (calculated in days) is more accurate.

I Z = 1 -> P = C;

An excess of supply over demand occurs if

I Z< 1 ->P< С;

An excess of demand over supply occurs when

I Z > 1 -> P > S;

in the above formulas I Z – inventory index; P – proposal; C – demand.

To assess business activity, they resort to using the method of constructing a system of business activity indices, as well as dynamics variables: production/delivery of goods, prices, inventory. Sometimes they resort to using indicators of the general economic situation (these are the volume of investments, the discount rate of the central bank, the level of employment, etc.).

Additional indicators include: the number of consumers (in some countries – the population over 5 years old, in other countries – the number of families with children); people's income levels; territorial structure of retail sales. When carrying out special calculations, it is practiced to assess the population’s readiness to spend (it is assessed by the number of cafes, hotels, restaurants, salons, etc.).

Market potential and its assessment

Market potential is a value that determines the possibilities of both product supply and consumer demand. When it is identified, it becomes possible to establish the number of products that, under certain conditions, can be put on a specific market so that their absorption takes place. It can be production or consumer.

One of the indicators of consumer market potential is the consumer potential of an enterprise (P):

where N i is the number of i-th units of production; W i – specific power of the i-th production unit; F – other factors and elements of potential, n – number of i-th units of production.

The consumer potential of an enterprise can be assessed by studying the level of occupancy of the order portfolio using the survey method (market surveys). In this case, it is recommended to resort to using a layout:

Surveys should be carried out on such enterprise employees as managers and specialists. Studying the occupancy of the order portfolio involves analyzing the share of products covered by customer (or trade) requests for its supply.

The potential of the market and the enterprise depends on consumer demand, and it is characterized by an indicator of market capacity. This takes into account the fact that individual enterprises occupy a certain share in a particular market, which can decrease or increase depending on the relevant conditions. The reserve for increasing the share is, in fact, the consumer potential for a given enterprise. Such a reserve can only be mobilized through competition.

Model of production potential used in the process of commodity distribution

The production potential model used in the product distribution process is reflected in Table. 2.

Table 2. Model of production potential used in the process of commodity distribution

Determination of capacity and market share

Market capacity (E p), i.e. The volume of a specific product sold on it (E p) is determined according to the formula

E p = P + Z + I - E + I k - E k + S - U;

where P is the (national) production of a given product in a specific state; 3 – the balance of inventory available in the warehouses of manufacturing companies in a given state; E, E k, I, I k – export and import (the k icon is an indication of an indirect indicator when the product is used in another product); U and C - an increase and decrease in inventories of goods from sellers (that is, consumers) in a given state.

In practice, they most often resort to using a simplified formula:

E p = P + Z + I - E

The market capacity indicator can be calculated both in monetary (value) terms and in physical terms. It is made by determining the ratio of the sales volume of a specific product of an enterprise to the total sales volume of this product in a given product market. It is expressed both in fractions of a unit and as a percentage. And it should not be considered in itself, but only in relation to: the average share of leading competitors; or to the average share of all competing enterprises; or to the average share of competing enterprises whose market share is higher than the overall (across all enterprises) average share. A comparative analysis of the market share of a given enterprise in comparison with the average indicator can serve as the basis for competitive analysis, as well as for the purpose of identifying reserves for growth of the enterprise's market share.

Analysis of reserves for growth of market share of enterprises

Suppose there are 10 enterprises operating on the market, whose market shares are distributed as follows:

1. Calculate the average share:

d av = 100/10 = 10%.

2. Let’s determine the average share of the largest enterprises (A and B):

d avg = (15 + 16) / 2 = 15.5%.

3. Let’s determine the average share for enterprises with a market share higher than davg:

d avg = (15 + 16 +11 + 12) / 4 = 54 / 4 = 13.5%.

4. Reserves for growth of market share for enterprises are determined by subtracting the indicators of specific enterprises from the average indicators (shares). If the result is a negative value, then there are no reserves.

5. Let us determine the reserves for growth of market share for all enterprises relative to the calculated averages (Table 3).

Table 3. Reserves for market share growth by enterprise (percentage points)

Company	Reserves for growth of market share in relation to
Company	d avg	d av.k	d avg.
A	-	0,5	-
B	-	-	-
IN	1,0	6,5	4,58
G	-	4,5	2,5
D	-	3,5	1,5
E	2,0	7,5	5,5
AND	1,0	6,5	4,5
Z	2,0	7,5	5,5
AND	4,0	9,5	7,5
TO	4,0	9,5	7,5

Thus, only enterprise B has exhausted all reserves in the market. Enterprise A has a small reserve in relation to the share of enterprise B. Enterprises D and D have no reserves in relation to the average share; they need to strive to mobilize reserves in relation to the share of large competitors (A and B) and in relation to the average share of enterprises , whose share is higher than the overall average (d avg).

Enterprises B, E, F, Z, I, K have reserves in relation to the indicators of all averages. Their first priority is to achieve the overall average share (d avg).

So, enterprises that have a share below the average should strive to achieve it. Enterprises with a share above the average, but below the share of enterprises with a share above the average, should strive to achieve this higher share.

Let us also calculate the Herfindel-Hirschman coefficient for our enterprises:

IHC = 15 2 + 16 2 + 9 2 + 11 2 + 12 2 + 8 2 + 9 2 + 8 2 + 6 2 + 6 2 = 225 + 256 + 81 + 121 + 144 + 64 + 81 + 64 + 36 + 36 = 1108.

So, the market is not monopolized, since its value is below 1800. However, this value is slightly higher than 1000, so we can assume that its vector is directed towards monopolization.

Analysis of trends, proportionality, sustainability of market development and saturation of its goods

Analysis of market trends

Market development trends are understood as patterns of changes in basic market parameters over time. This concept is essentially economic and statistical.

Qualitative characteristics related to changes in the market situation are given on the basis of such variables as quantitative estimates and models of market dynamics. Markets have been divided into markets: growing/developing, declining, stable, etc.

In order to identify the speed and vector of market development, they resort to constructing time series of indicators, through which the main market parameters are characterized. Then the growth rate (T p) or increase (basic and chain) is calculated:

T p = У 1 / У 0,

where Y 0 and Y 1 are the levels of the dynamic series of the base and reporting periods, respectively.

In some cases, it is practiced to characterize the integrated dynamics of quantitative indicators; in this case, the market phenomenon being studied is treated as a complex aggregated value. For example, studying the dynamics of trade turnover for the entire set of heterogeneous products is achieved by using average or aggregate indices. Thus, the index of physical volume of trade turnover (IF.T) is calculated as

where q i0 and q i1 are the quantity of goods sold in the base and reporting periods, respectively; P i0 is the price of the i-th product in the base period.

Identification of market development trends is carried out on the basis of studying changes in its main parameters, such as parameters: supplies, sales, inventory, prices. It is possible to visually evaluate time series of growth rates on the basis of their diagrams (graphical images of them), which serves as the basis for a descriptive description of trends. Sometimes it is practiced to use the method of smoothing the levels of a time series. Its implementation requires plotting actual data (empirical levels). Then it is necessary to draw a line that averages all the fluctuations by eye. The application of this method extends to the analysis of stock market conditions. In other cases, they resort to using the mechanical smoothing method (using the moving average method).

The method of constructing and graphically depicting trend models (analytical alignment method) is considered the most reliable of the methods by which the main trend in market development is identified. When using it, it is practiced to introduce the concept of a trend, that is, a graphical or mathematical expression of the pattern of development of the phenomenon under study in dynamics; it reflects, in fact, the main trend of changes in the phenomenon under study. Thanks to this method, it is possible to reflect not only the vector, but also the speed of development, as well as determine the nature of this development. The character can be either accelerating (power and exponential curve, parabola of the nth order), or growing with deceleration (hyperbola), or uniform (straight line), etc.

According to the method under consideration, a change in a phenomenon (for example, the sale of a product) is considered as a function of time:

Y t = F (t) .

where t is the number of the level (period, date) of the series.

You can learn more about this method by studying textbooks (textbooks) on the theory of statistics.

Market Proportionality Analysis

Market proportionality is understood as a state where there is an optimal relationship between different market components, which creates conditions for the market for its progressive and constructive development. When analyzing, they resort to the study of balance, relative values of coordination and structure, comparative indices, etc. When studying the structure, it is possible to use methods for studying the proportionality and variability of indicators, regression and trend models, etc. Market proportionality is studied through indicators: share (share); ratio coefficient (two phenomena or parts of the same population are compared).

Analysis of market proportions is possible both statically and dynamically. They study: the shares of industries in the country's gross domestic product; the relationship between the markets for consumer and industrial goods; proportions between the sale of consumer goods, etc.

When justifying the characteristics of the intensity of changes in the proportions of population spending on goods, one can resort to using a coefficient of structural changes of a linear type:

where and is the share of the i-th product group in the total volume of goods in the base period and the current one; n – number of i - x product groups.

With a higher coefficient, one can conclude that more intense structural changes are occurring. A low coefficient means low intensity. Other market proportions can be studied in a similar way.

For a more thorough acquaintance with this method, it is recommended to study the materials presented in textbooks and teaching aids on the theory of statistics.

Market sustainability analysis

Market parameters fluctuate, one can permanently observe their deviations from the line of normal development, which occurs under the influence of spontaneity (that is, the action of often unpredictable, random market factors). The vector of market fluctuations can be dynamic (fluctuations occur over time) and spatial (fluctuations are observed across territories and enterprises). With dynamic fluctuations, markets deviate from the main trend of their development; with spatial fluctuations, markets deviate from the average level of their condition. Smaller fluctuations indicate greater stability of the market and its development, greater reliability of its forecasts and estimates, and a lower risk of marketing activities.

With a technical (graphical) characteristic of fluctuations in the main parameters of the market, it is possible to illustrate the unevenness or uniformity of market development. But with such a characteristic, it is not possible to model the process, express it quantitatively, or make comparisons with the base period or with another market. This opportunity is provided by the use of a trend model to measure the stability of market development over time, based on identifying the average size of deviations from the development trend and an expressed trend line. When measuring the sustainability of market development, in this case they resort to using the approximation coefficient (K a):

where is the standard deviation of the empirical levels of the dynamic series from the trend; – the average level of the dynamic series.

For operational purposes, they resort to the use of the opportunistic testing method, carried out on the basis of trend surveys and the development of opportunistic tests. Tests are presented in the form of possible assessments of current market development trends: assessment of growth (rise); assessment of stability (maturity); assessment of decline (recession). Each trend is assessed in points, after which an average score is calculated. It is recommended to include in this assessment real (expressed not in points, but in the values in which they are usually expressed) indicators (growth rates of trade turnover, indicators characterizing business activity, etc.).

It is necessary to characterize market fluctuations in a territorial and economic context. For example, you can observe fluctuations in product prices for individual enterprises and regions. The presence of strong fluctuations may occur when there is competition or differentiation in demand.

An assessment of fluctuations in the territorial-economic space can be given on the basis of the indicator of the share of the middle group (for example, enterprises). A large share of the middle group indicates a high degree of market stability. Consider, for example, grouping enterprises by price level for a certain product:

Groups of enterprises
Price level (characteristics)	Price level (percentage of total)
Short	5
Average	72
High	23
Total	100

In our example, the share of enterprises with an average price level is large (72%). With such a high share, the market can be considered stable.

Analysis of market saturation with goods

Based on the indicator of market saturation with goods, the provision of the population with consumer products is judged. In this case, the physical and moral wear and tear of the products is taken into account. Saturation is limited because the market is full during a certain time period. But we must keep in mind that it is possible to stimulate obsolescence of goods by, for example, offering loans for products purchased by customers.

Due to obsolescence, the acquisition of goods that are still physically fit for use/use ceases, since they are either no longer fashionable, or they are being replaced by new products that are more attractive to consumers. Characteristic in this case is the direct dependence of obsolescence on such a factor as consumer income.

When studying the saturation of the market with goods, they resort to the use of an expert method, which involves expert assessments. It is also common practice to use data from sample surveys of household assets (in particular, based on the Household Statistics Panel).

The availability of durable goods among consumers can be calculated using a formula that is considered as a balance formula:

N K = N N + P - V,

where N k and N n – availability of goods at the end and beginning of the period; P – receipt of goods for the period; B – disposal for the period.

When determining disposal, they resort to the use of standards for the average service life of a product; when identifying physical wear and tear, they resort to the use of technological standards.

The saturation of products among the population is compared with its saturation in trade.

Thus, the analysis carried out is very rough. But one has to resort to it in the absence of other possibilities.

Multidimensional quantitative (score) assessment of the main variables characterizing the state of the market

The concept of multidimensional quantitative (score) assessment of the main variables characterizing the state of the market

When scoring (quantitative) multidimensional assessment of the main variables characterizing the state of the market, it is practiced to assign each of the parameters (characterized by either quantitative or qualitative indicators) a score and a weight (reflecting the role of the parameter in the formation of the market situation).

An integral assessment of the state and development of the market is carried out on the basis of calculating the strategic index, also called the market situation index. In this case, they resort to using the formula:

where is the score characterizing the state of the market according to the i-th variable (factor); W i - rank reflecting the role of the i-th variable (or factor) in the process of forming a market situation (it is determined using the expert method); n - number of variables.

If the index value is high, the market is classified as promising, with a favorable environment.

The market situation scale depends on its score. If the scale is, say, 9-point, then according to it, variables of the market situation and parametric indices in points corresponding to the specific situation are used. The situation can be: unstable (Sn), favorable (Sb) and unfavorable (Snb):

Market variables include the following variables: market capacity; 2) vector and speed of sales; 3) sustainability of market development; 4) business activity (determined by the number of transactions); 5) intensity of competition; 6) profit margins.

An example of a multidimensional quantitative (score) assessment of the main variables characterizing the state of the market

Let's consider an example of a multidimensional quantitative (score) assessment of the main parameters of the market state. Let's assume that based on monitoring, assessments of market situation factors were obtained, and each factor was assigned scores and ranks by experts (Table 4).

Table 4. Assessments of market situation factors

So, the market is favorable for selling goods on it, since the average score does not differ much from the maximum.

Analysis of market cyclicality and seasonality

Market cyclicality and its analysis

Market cyclicality is understood as a common feature for all economic spheres, which is an integral element of a market economy, consisting in changes in such characteristics of its development as vector, level, speed and character that are regularly repeated over time.

Market development is cyclical, taking place against the backdrop of a continuous change of cycles. The market passes through successive algorithms of “rise – decline – rise, etc.” cycles. During booms, the market becomes oversaturated (which manifests itself in a sales crisis). Then there is a cycle of depression (business stagnation), which smoothly turns into a cycle of revival of business activity.

The inconsistency of the state and development of the market is manifested in the fact that different markets have their own cycles in terms of duration and sequence. They are seriously influenced by socio-economic conditions and market situations. Moreover, it is rarely possible to observe the manifestation of cycles in their entire sequence and completeness, in their “pure form.”

Cycles vary in duration, since their duration is influenced by many factors, including the economic situation. There are “long waves” measured over tens of years. For example, Samuelson described a cycle that lasted half a century (in the 19th century). Russian researcher E. Lobanova drew attention to twenty-year cycles (they were caused by structural reproductive shifts and changes in economic policy). According to Katchin, the cycles that were generated by inventory turnover were three- and five-year periods. Private business cycles are known (from one to twelve years); they were determined by such a variable as fluctuations in investment activity. The manifestation of Jungler cycles (seven to eleven years) occurred under the influence of the interaction of various monetary factors.

The duration of the local market cycle for an individual product depends on such variables as the general market situation and specific conditions. To identify the cyclicality of the market, they resort to the selection of those parameters for which the greatest fluctuation is observed. Dynamic series of parameters are constructed (preferably over a long period of time). In each series, the exclusion of a trend is ensured, reflecting a single upward or downward trend (this is the so-called “secular movement”). There are residual series that reflect such fluctuations as random or opportunistic. They are subject to a standardization procedure (reduction to a common denominator, which allows them to be compared). Then the relationship and synchronicity of different indicators is determined. The indicators are divided into groups using cluster analysis (this is one of the widely used methods of multivariate statistical analysis). After this, they resort to plotting cluster estimates on the graph, illustrating the steps of changes in the main market cycles, the trajectory of their movement through the phases of market cycles.

The dynamic development of any market tends to occur cyclically, that is, there is a repetition of its intensity and trends. This development is associated with the influence of both deep internal properties of the market and external factors. The cyclicality of the market can be intra-annual, seasonal, economic (covering a period of a number of years and reflecting what is called the laws of action of the market mechanism).

If we talk about the analysis of long cycles, then such analysis is considered strategic. But in addition to this analysis, an operational, market-type analysis is practiced; it can be carried out with a focus on a specific point in the economic cycle. When there is a small (intra-annual) cyclicity, they usually talk about its seasonal nature, since it more or less coincides with climatic (natural) changes. In this case, analysis of market seasonality is practiced.

Views on the problem of classifying market cycles

There are different views on the problem of classifying market cycles. Let's look briefly at some of them.

Market seasonality analysis

The reasons for seasonal market fluctuations are: 1) seasonality inherent in agricultural production; 2) seasonal and climatic fluctuations in consumer needs; 3) vacation (free from specific activities) seasons, etc. Seasonality in the market is, in fact, permanently repeating intra-annual fluctuations in such variables as supply and demand. Seasonality seems to be a complex concept with contradictory consequences. When new food products, fruits, vegetables and berries from new harvests appear on the market annually, there is a situation of peak seasonal (summer and spring) fluctuations in sales and prices (for which the change vectors are opposite). During such peaks there are also seasonal increases in demand. But it is necessary to take into account that different food products are becoming more and more available in all seasons due to improvements in agricultural, transportation (importation of products from other countries) and storage technologies. This leads to a smoothing of seasonal fluctuations (although products are more expensive during off-season periods). Seasonal goods also include items such as clothing, shoes, etc.

Seasonality acts as a manifestation of the market mechanism, the level of balance of such variables as supply and demand. Changes in supply and demand affect many (though not all) products.

Different products have individual characteristics of seasonality, which is characterized by the creation of problems at enterprises: due to seasonality, unwanted inventories are often formed, transport is idle, existing equipment is unevenly loaded, etc. For this reason, seasonality needs to be studied using economic and statistical methods.

First of all, we must strive to eliminate random fluctuations as much as possible. To do this, they resort to using average monthly or average quarterly data for a number of years (3-5 years). To determine the average monthly level of the i-th month, for example, use the formula:

= (Yi1 + Yi2 + Yi3) / 3,

where are monthly levels (for example, January) for three years.

The simplest way to identify seasonal fluctuations is to calculate the seasonality index (Isez) by calculating the ratio of each level (monthly or quarterly) to the corresponding average value (calculated for the year or for a number of years):

where is the average level determined over n periods (months, quarters); y i – level of the i-th period; n – number of i periods.

The seasonality indicator in the form of an index shows fluctuations in market parameters in fact, corresponding to specific seasons. However, it is not considered an indicator that is completely eliminated from the influence of random and minor factors.

To identify patterns and seasonality trends, it is necessary to “smooth out” the empirical data and derive a seasonal trend line. To do this, you can resort to simple mechanical alignment of the time series, that is, the use of the moving average method. This requires the calculation of average values from three, five, seven or more levels of the series, the formation of which is achieved by sequentially eliminating the initial member of the series and replacing it with the next one in the period.

In some cases, it is advisable to use modeling methods that are more complex than the moving average method. For example, you can resort to analytical alignment or the use of a trend equation (model). Moreover, it is necessary to use a flexible curve that repeats seasonal fluctuations, but excludes random fluctuations. In particular, such curves include a polynomial of the nth degree.

To model the frequency of seasonality, the Fourier harmonic formula is used:

where t is the Fourier harmonic number; a 0 , a k , b t – parameters determined by the least squares method; k – number of harmonics (equal to 1, 2, etc.).

Sources

1. Akulich M.V., Grishchenko M.F. Workshop on marketing - Mn.: "VUZ-UNITY", 2000. - 284 p.

2. Akulich M.V. Product policy of the organization: direction and methods of marketing research: monograph / M.V. Akulich - Minsk, BIP-S-Plus. 2007. – 187 p.

3. Belyaevsky I.K. Marketing research: information, analysis, forecast: textbook. allowance / I.K. Belyaevsky - M., Finance and Statistics. 2001. – 320 p.

The concept and main features of the organization's marketing environment. The essence of the microenvironment and macroenvironment, methods of their study. Analysis of the external, internal environment and competitive position of the organization under study. Recommendations for improving the marketing environment.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar documents

Study of the concept, functions and composition of the international marketing environment. Characteristics of the process of organizing and conducting research into the external environment at an enterprise. Identification of the specifics of the marketing environment of the modern Russian and foreign markets.

abstract, added 06/09/2015

The concept, essence and main characteristics of the enterprise's marketing environment. Microenvironment, its subjects. Characteristics of the structure of the internal and external marketing environment of the enterprise. Proposals for improving directions for improving this area.

course work, added 05/21/2016

The essence of the micro- and macroenvironment of the organization. Methods of marketing research and analysis of the internal and external environment of wholesale trade organizations. General characteristics and main indicators of the enterprise, measures to improve marketing.

course work, added 05/13/2015

The essence and concept of the external environment of the organization, its main elements. Organizational and economic characteristics of Region LLC. Analysis of the external environment of the enterprise under study. Development and implementation of a marketing strategy using the example of Region LLC.

course work, added 06/08/2014

The concept of the marketing environment, its factors and structure, the degree of influence on the activities of the enterprise. Characteristics of the external macro- and microenvironment of marketing. Interaction of external and internal marketing environment. Boston Consulting Group Matrix.

test, added 09/28/2009

Basic approaches to determining the marketing environment of an organization. Methods for studying the influence of the external environment. Characteristics and role of marketing research in a modern organization. Analysis of the activities of agro-industrial companies in the Stavropol Territory.

course work, added 11/05/2012

Analysis of the internal and external environment of the medical company MK Unix LLC, features of the enterprise’s marketing activities and recommendations for its improvement. Characteristics of pricing policy, methods of promoting goods and services and their effectiveness.

course work, added 10/13/2011

Introduction…………………………………………………………………………………….…..3
1. Theoretical foundations for analyzing the company’s marketing environment…………………5
1.1 The essence of marketing: concept, role in the company’s activities……..…..5
1.2. Methods for analyzing the marketing environment………………………………….9
2. Analysis of the marketing environment using the example of the enterprise “Pizza Factory Ivanovo”………………………………………………………………………………………………..16
2.1. Brief description of the enterprise………………………………….16
2.2 Analysis of the external environment…………………………………………………………….18
2.3 Analysis of the internal environment……………………………………………22
2.4. SWOT analysis……………………………………………..…………..28
Conclusion…………………………………………………….………………….30
References……….………………………………………………………..………….32
Applications…………………………………………………………………………………34

Introduction

Relevance of the topic due to the fact that in modern conditions every organization is exposed to the influence of various external and internal factors. The success of its activities depends on how well the enterprise’s development strategy is chosen and its market positions are secured. In this regard, a significant role is given to regular analysis of external and internal factors that shape the marketing environment, identifying competitive advantages, determining the most effective measures to attract additional buyers and expand sales markets. The external marketing environment of a company is fraught with both threats to which the company is exposed and opportunities that open up for it. It is the analysis of factors in the external marketing environment and their forecast that allows the company to quickly adapt to changes and make strategic decisions on further development. In turn, an effective internal marketing environment of an organization gives the company the opportunity to function effectively. A large number of Russian companies have many problems within their organizations that hinder their sustainable development and growth. Thus, the relevance of the research topic is justified by the fact that economic instability and dynamic changes in competitive conditions create an environment in which companies must constantly evaluate and adjust the influence of external and internal factors that shape the marketing environment on the effectiveness of their activities.

The degree of development of the problem. Many works by both domestic and foreign authors are devoted to the study of internal and external environmental factors that shape the marketing environment and their impact on the efficiency of the company. Among the authors, the following works should be noted: A.A. Berdnikova, M.S. Egorova, A.D. Uvarova, E.V. Nikiforova, N.K. Moiseeva, V.A. Avinova, O.S. Savostenok and others.

In general, the problem posed in the work has a high level of theoretical elaboration.

The relevance of the research topic and the level of its theoretical development determine the goal, objectives, object and subject of the study.

Object of study is the restaurant "Pizza Factory Ivanovo".

Subject of study– external and internal factors of the marketing environment at Pizza Factory Ivanovo.

Purpose of the study consists of analyzing the theoretical and methodological foundations, the current state and problems in managing the marketing environment, using the example of Pizza Factory Ivanovo.

Tasks solving problems in the course work:

consider the theoretical foundations for analyzing the company’s marketing environment;
analyze the internal and external marketing environment at Pizza Factory Ivanovo;
conduct a SWOT analysis of the marketing environment at Pizza Factory Ivanovo.

Methodological basis research includes both general scientific methods of analysis, synthesis and comparison, and methods of researching the marketing environment, etc.

As information base The research used local regulations, statistical and analytical reports, accounting and financial statements of Pizza Factory Ivanovo.

Practical significance The conducted research is justified by the conclusions drawn from the results of the analysis of the current state and problems in managing the marketing environment, using the example of Pizza Factory Ivanovo.

Course work on the topic: “Analysis of the marketing environment using the example of the Ivanovo Pizza Factory enterprise” consists of an introduction, two chapters, six paragraphs, a conclusion, a list of references and applications.

Bibliography

1. Ageeva N.A. Economic analysis of the marketing activities of an enterprise. - St. Petersburg: Publishing house of St. Petersburg State University of Economics and Economics, 2015. - 63 p.
2. Akulich I.L. Marketing: textbook. allowance. — Minsk: Vysh. school, 2016. - 447 p.
3. Bagiev G.L. Marketing: Textbook for universities. / G.L. Bagiev - M.: ZAO Publishing House "Economy", 2015. - 425 p.
4. Bezrukova T.L. Marketing strategies in industrial enterprises: characteristics of the marketing environment, dynamic management of innovative marketing strategy. Monograph. / T.L. Bezrukova, E.S. Drozdova – M.: Delo i servis, 2016. – 157 p.
5. Berdnikov A.A. Analysis of the business environment and determination of the organization’s market position // Young scientist. - 2014. - No. 1. - pp. 327-330.
6. Berezin I.S. Marketing analysis. Market. Firm. Product. Promotion. - M.: Vershina, 2016. - 480 p.
7. Egorova M.S., Uvarova A.D. Analysis of the internal environment of the enterprise JSC “KHIMPROM”, Novocheboksarsk // Young scientist. - 2015. - No. 11.4. — pp. 113-117.
8. Kevorkov V.V. Marketing policy and practice in the enterprise. - M.: Eksmo, 2015. - 276 p.
9. Kotlyarov I. Possible marketing innovation: organization, regulation and compensation of consumer activity // Marketing and Marketing Research. — No. 2 — 2017.
10. Kryukov A.F. Marketing management. - M.: Knorus, 2016. - 422 p.
11. MacDonald M. Strategic marketing planning. - St. Petersburg: Peter, 2016. – 258 p.
12. Moiseeva N.K. Modern enterprise: competitiveness, marketing, renewal. - M.: UNITY, 2016. - 232 p.
13. Nabokov A., Lebedev V. Management system for changes and corporate performance in a crisis // Strategic management - No. 1 - 2015. - P. 7-11.
14. Nikishkin V.V. Trade marketing. - M.: Publishing house REA, 2015. - 388 p.
15. Soloviev B.A. Fundamentals of marketing theory and practice. - M.: MINCH im. G.V. Plekhanov, 2015. - 268 p.
16. Startseva Yu.V. Selecting tools for implementing a marketing strategy // Humanitarian Research. - 2015. - No. 2 [Electronic resource].
17. Titov A.B. Marketing and innovation management. - St. Petersburg: Peter, 2015. - 247 p.
18. Marketing management: theory, practice, information technology / Ed. N.K. Moiseeva. - M.: Finance and Statistics, 2016. - 349 p.
19. Fatkhutdinov R.A. Strategic Marketing: Textbook. - M.: Olmo-Press, 2015. - 400 p.
20. Fedko V.P. Marketing Basics. – Rostov-on-Don: Phoenix, 2016. – 418 p.
21. Feoktistova E.M. Marketing: theory and practice. - M.: Higher School, 2015. - 489 p.
22. Shaughnessy J. Competitive marketing. - St. Petersburg: Peter, 2016. - 369 p.

Overall volume: 44

Introduction

1. The concept of the marketing environment of an enterprise

1.1 Marketing environment of the enterprise, its essence and main characteristics

2. Analysis of the marketing environment of an enterprise using the example of PC "FIRM "KYZYL-MAY"

2.1 Characteristics of the enterprise

2.3 Conducting a SWOT analysis

Conclusion

Glossary

List of sources used

Applications

Introduction

Relevance of the topic. The modern world is viewed as a world of a variety of organizations, which represent “a set of people, groups united to achieve a goal, solve a problem based on the principles of division of labor, responsibilities and hierarchical structure.” Organizations are created to meet the diverse needs of people and therefore have very different purposes, sizes, structures and other characteristics. In a modern market economy, enterprises themselves make decisions that were previously the prerogative of higher management bodies. They independently formulate goals and objectives, develop a strategy and policy for their development, find the funds necessary for their implementation, recruit workers, purchase equipment and materials, solve many structural issues, etc. But, being an integral structured system and possessing all the features of independence characteristic of working in market conditions, any organization (enterprise, firm) is at the same time part of a more complex and dynamic system. We are talking about the marketing environment of the enterprise.

The marketing environment of an enterprise is a set of active subjects and forces acting on the organization and influencing the ability of the marketing service to successfully cooperate with clients. The marketing environment refers to everything that is outside the external boundaries and structure of the organization, but has a significant impact on the level of performance of its functions.

Being volatile, constraining and full of uncertainty, the marketing environment deeply affects the life of the company. Factors in the marketing environment are a set of “uncontrollable” forces, taking into account which firms must develop their marketing mixes.

Therefore, the company must closely monitor all changes in the environment, using both marketing research and the capabilities at its disposal to collect external current marketing information.

Marketing research is the systematic determination of the range of data needed in connection with the marketing situation facing the company, their collection, analysis and reporting of the results. A system for collecting external current marketing information is a set of sources and methodological techniques through which managers receive daily information about events occurring in the commercial environment.

In recent years, due to the development of market relations, interest in marketing as a concept of market management has increased significantly. After the management of the enterprise realizes that in market conditions it is impossible to manage the enterprise on the basis of previous principles, the reorientation of the enterprise’s activities begins to use the concept of marketing as a philosophy and a set of practical techniques for managing an enterprise in market conditions.

Operating in a complex, changing marketing environment, if any company wants to survive, it needs to produce and offer something of value to a particular group of consumers. Through exchange, the company renews its income and resources necessary to continue to exist. A company must ensure that its goals and product portfolio remain relevant to its specific market at all times. Vigilant firms periodically review their target, strategic and tactical guidelines. They rely on marketing as their primary comprehensive means of monitoring the market and adapting to changes occurring in it. Marketing is more than just advertising and sales staff. Rather, it is a comprehensive process of adapting to take advantage of the most profitable market opportunities that arise.

Consequently, the relevance of this topic is undeniable at any time and in relation to any organization. Since for any organization the development and implementation of an effective business strategy is possible only if it takes into account the fact that at the same time it is part of a complex and dynamic marketing environment, with which it constantly and continuously interacts throughout its activities. And only by thoroughly studying the mechanism of this interaction can an organization effectively plan its activities in the long term and timely and adequately respond to changes occurring in the external marketing environment.

The subject of this thesis is an analysis of the marketing environment of the enterprise.

The object of the thesis research is PC "Firm "Kyzyl-May".

The purpose of the thesis is to study the theoretical aspects of the marketing environment of an enterprise, analyze the current state and develop directions for improving the marketing environment of an enterprise using the example of the PC Firm Kyzyl-May.

Consider the essence and main characteristics of the enterprise’s marketing environment;

Conduct an analysis of the marketing environment of PC "Firm "Kyzyl-May";

Methodological basis of the study. When writing my thesis, I used the works of V.V. Vinokurova "Organization of strategic management at an enterprise", L.G. Zaitsev and M.N. Sokolova "Strategic Management", Basovsky L.E. Marketing: Course of lectures and internal documentation of PC "Firm "Kyzyl-May".

Work structure. This thesis consists of an introduction, two chapters, a conclusion, a glossary, a list of sources used and applications.

1. The concept of the marketing environment of an enterprise 1.1 The marketing environment of an enterprise, its essence and main characteristics

As one scientist aptly noted, “the environment of an organization is a universe of elements.” “The universe of elements” means not only their huge number, but also their unity in a complex system of which the organization is a part. Obviously, the level of controllability of an organization will be higher, the greater the freedom of choice to act in accordance with one’s desires, without disturbing the organization of the complex system. Freedom of choice will be determined by the level of knowledge about the opportunities opening up in the external environment, and the ability, ability to realize these opportunities with the help of the organization’s potential, that is, the readiness of its internal environment.

The results of an enterprise's activities are largely determined by its marketing environment. Therefore, knowledge of this environment and the ability to respond to its changes and impacts on the internal structures of the enterprise are necessary. Changes occurring in the external environment affect the performance of the organization. The goals, strategies, and mission of the organization itself are affected by these changes. Therefore, the urgent task of management is to ensure the adequacy of the organization's strategy to its environment. Management must have a clear understanding of the strategic situation the organization is currently in.

The marketing environment of an organization is a set of active subjects and forces operating outside the company and influencing the ability of marketing management to establish and maintain successful cooperative relationships with target clients.

The main characteristics of the marketing environment are:

1) The interconnectedness of environmental factors is the level of force with which a change in one factor affects other environmental factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause changes in others. The relationships and vectors of influence of environmental factors are often very difficult to predict. Sometimes seemingly negative changes can also lead to positive changes for a company. Thus, when in 2003 the government of the Russian Federation introduced quotas for the import of chicken under the influence of the lobby of Russian poultry farm owners, for the market leaders - Soyuzkontrakt and Optifood - this not only did not bring losses, but turned out to be very profitable. During the year, competition in the industry decreased, as small firms that had previously existed due to dumping policies were forced to curtail their business, and the overall profit margin increased from 5 to 15%.

The fact of interconnectedness is especially significant for the global market. The globalization of the economy is transforming the organization's environment into a rapidly changing one. Managers can no longer view external factors in isolation. New information technologies and means of communication unite individual countries into a single information consumption space.

According to this characteristic feature of the external environment, environmental factors cannot be considered in isolation, but only in conjunction with others and taking into account the dynamics of their changes.

2) The complexity of the marketing environment is the number of factors to which the production system must respond in order to survive, as well as the level of variation of each factor. According to Duncan, the complexity of the external environment is expressed in the number and variety of its characteristics, which must be taken into account when making decisions.

Considering the number of external factors to which an organization is forced to respond, if it is under pressure from government regulations, frequent renegotiation of union contracts, multiple vested interests, multiple competitors, and accelerated technological change, it can be argued that the organization is in more complex environment than, for example, an organization concerned with the actions of just a few suppliers in the absence of unions and slow technological change. Likewise, when it comes to diversity of factors, an organization that uses only a few inputs, a few specialists, and does business with only a few firms in its home country should find its collateral conditions less complex than an organization that has different parameters. In terms of the diversity of factors, an organization that uses diverse and different technologies that have undergone more rapid development will be in more complex conditions than an organization that is not affected by all this.

3) Mobility (or dynamism) - the speed with which changes occur in the environment of the organization. The pace of environmental change varies significantly across organizations. Child gives 3 characteristics with which you can assess the variability of the external environment: frequency, magnitude and regularity of changes in its factors.

Many researchers point out that the environment of modern organizations is changing at an increasing speed. However, while this trend is general, there are organizations around which the external environment is particularly fluid. It is believed that the most rapid changes in the external environment primarily affect such industries as pharmaceuticals, chemicals, electronics, aerospace, computer manufacturing, biotechnology, and telecommunications.

Changes in these industries are so rapid that expert development forecasts even for 5-7 years turn out to be unrealistic. In 1997, the Research Institute for Research and Design of Communication Facilities predicted that by the end of 2005, 40.8 million people would use mobile communications in Russia. In August 2005, 102.4 million subscribers were registered. In a 1995 interview with Kommersant, Eckard Pardov (EMTEC Magnetics) argued that VHS would remain the most popular video standard for the next 10 years. In 2003, the DVD/VHS cassette sales ratio was 4/1. Over the past five years, Adobe Corporation has annually released a new version of its main software product and several additional packages with backgrounds, filters and additional utilities, while the first versions of Photoshop were released at intervals of 2-3 years. The latest models of cell phones - smartphones - are an amazing hybrid of a computer and a telecommunications device that can access the Internet.

In the industries listed above, firms are influenced primarily by factors such as changes in technology and methods of competition. Less noticeable changes in the external environment are occurring in mechanical engineering, the production of spare parts for cars, the confectionery industry, the furniture industry, the production of containers and packaging materials, and canned food.

In addition, the mobility of the external environment may be higher for some parts of the organization and lower for others. For example, in many firms, the research and development department faces a highly fluid environment because it must keep up with all technological innovations. On the other hand, a manufacturing department may be immersed in a relatively slow-changing environment characterized by a steady flow of materials and labor. At the same time, if production facilities are scattered across different countries of the world or initial resources come from abroad, then the production process may find itself in a highly mobile environment. Given the ability to operate in a highly fluid environment, an organization or its units must rely on a greater variety of information to make effective decisions regarding its internal variables. This makes decision making more difficult.

4) The uncertainty of the marketing environment is a function that depends on the amount of information that an enterprise has about a specific environmental factor, as well as a function of confidence in the accuracy of the information available. If there is little information or there are doubts about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there is reason to consider it highly reliable. As business becomes an increasingly global enterprise, more and more information is required, but confidence in its accuracy decreases. Thus, the more uncertain the external environment, the more difficult it is to make effective decisions.

The effective operation of an organization assumes that the manager has the skills to work in conditions of uncertainty in the external environment and the lack of sufficient information to accurately predict the dynamics of consumer needs and changes in external factors. When the rate of change increases, the organization faces a fairly high level of uncertainty. As a result, the organization needs to adapt to rapid changes as quickly as possible, but this requires significant effort, time and financial costs.

1.2 Factors in the immediate surrounding marketing environment

The company's marketing environment is presented in Figure 1:

macro environment

Economic forces

Demographic Political

factors factors

Consumers Suppliers

Social Natural

factors Intermediaries Competitors factors

Scientific and technical International

factors factors

microenvironment

Figure 1 - Marketing environment of the company

Consequently, the marketing environment is heterogeneous and differentiated in terms of strength, frequency, and nature of influence on the organization. It can be distinguished between an environment of indirect influence (macroenvironment or macroenvironment) and an environment of direct influence (microenvironment or microenvironment).

The marketing environment of the immediate environment includes that part of the external environment with which the organization has specific and direct interaction. It is a set of factors that directly affect the operations of an organization and are directly affected by the operations of the organization. The focus is on consumers, suppliers, intermediaries and competitors.

Let us consider the influence of these factors in more detail.

Consumers are one of the most significant environmental factors in the immediate environment of an enterprise. The famous management specialist Peter F. Drucker, speaking about the purpose of the organization, singled out, in his opinion, the only true purpose of business - creating a consumer. By this we mean the following: the self-survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy their needs. Therefore, the most important goal of an enterprise should be the goal of customer recognition, since it is customer recognition that significantly influences sales, profit generation and the very existence of the organization in the long term. All the variety of external factors is reflected in the consumer and through him influences the organization, its goals and strategy. The need to satisfy consumer needs influences the organization's interactions with suppliers of materials and labor.

Effective firms succeeded not primarily because of their products or their focus on research, but because they were always customer-oriented. It is the constant search for opportunities to apply their technical knowledge to satisfy consumers that explains the many successes of new products.

Changing consumer tastes and priorities cause many problems in an organization that previously focused its production on meeting their needs. The organization must be attentive to changes in the requirements and capabilities of consumers for the timely restructuring of production and sales of products.

Suppliers are enterprises and individuals who take part in the process of logistics supplying the production activities of an enterprise and providing it with the material resources necessary for the production of specific goods and services. The supplier's products occupy an important place in the production of goods in a given industry (enterprise). Suppliers provide the organization with components, semi-finished products, spare parts, raw materials, supplies, labor, fuel and energy, and various services necessary for organizing the production and marketing of products. Marketing managers must closely monitor the prices and quality of supplies, since changes in the quality of supplied goods, services and raw materials, their prices, delivery volumes, and contractual terms significantly affect the output of final products and are reflected in the enterprise’s trade turnover.

Intermediaries are firms that assist a company in promoting, marketing and distributing its products to clients by providing trade, transport, financial and marketing services. These include resellers, distribution companies, marketing services agencies and financial institutions.

Among the numerous relations of the economic environment that influence the nature of the economy of an enterprise, the most important is competition. The competitive environment of a company is understood as a set of subjects and market factors that influence the relationship between the manufacturer (seller) and the consumer of the product. Competition is considered as an effective means of self-regulation of the economy and the development of industries, since it allows for the coordination of individual efforts of market subjects. Competition forces an enterprise to reduce production costs, improve product quality while maintaining the price level or slightly increasing it, improve product reliability, provide warranty and after-sales service, improve sales, etc. .

Any company faces many different competitors:

competing desires, that is, desires that the consumer may want to satisfy instead of purchasing the company's products;

commodity-generic competitors, that is, other main ways to satisfy a specific desire (for example: if you need to get to another city, you can choose different types of transport: plane, train, bus, etc.);

product-type competitors are varieties of the same product that can satisfy the specific desire of the buyer, give preference (for example: when buying a washing machine, you can choose a machine with or without drying, etc.);

Competing brands are different brands of the same product that can satisfy the buyer's desires.

Each of the organizations, while carrying out activities, strives to strengthen and expand its position in the market. Product quality, prices, design, guarantees, additional services, advertising, etc. - all these are the tools that organizations resort to in this fight. This or that success will be determined by the competitive advantages the organization has.

The study of competitors with whom an organization has to compete for resources obtained from the external environment occupies an important place in strategic management. This study is aimed at identifying the strengths and weaknesses of competitors and, on the basis of this, building your competitive strategy.

Thus, we came to the conclusion that direct impact factors directly influence the decision-making of an enterprise in the field of economic activity. The direct impact environment is also called the organization's immediate business environment or task environment.

1.3 Factors in the marketing environment of indirect influence

The firm and its suppliers, marketing intermediaries, clients, competitors, and contact audiences operate within the forces of a larger macroenvironment that either open up new opportunities or threaten the firm with new dangers. These forces represent uncontrollable factors that the firm must closely monitor and respond to. The macroenvironment is composed of six main factors: demographic, economic, political, scientific and technical, natural and sociocultural environment.

Indirect environmental factors or the general external environment usually do not affect the organization as noticeably as direct environmental factors. However, management needs to take them into account.

The indirect marketing environment is typically more complex than the direct marketing environment. Therefore, when studying it, they usually rely primarily on forecasts.

Demographic environment. Demography is a science that studies population in terms of size and density. For marketers, demographics are of interest because markets are made up of people.

In the short and medium term, demographic trends serve as extremely reliable factors of development. A firm can take a list of major demographic trends and determine exactly what each of them will mean to it.

Economic environment. Economic changes reflect the general economic situation in the country or region in which the company operates. Economic factors are the most significant, since the current and projected state of the economy can negatively affect the strategic goals of the organization. Indicators such as the inflation rate, the stability of the national currency, the international balance of payments, the tax rate, the purchasing power of the population, the dynamics of GNP, GDP, the unemployment rate, interest rates, as well as the main trends in changes in the structure of industries and organizational forms of management, must be constantly diagnosed and assessed . Each of them can represent either a threat or a new opportunity for the organization.

In addition to the people themselves, their purchasing power is also important for markets. The overall level of purchasing power depends on the level of current income, prices, savings, and the availability of credit. Purchasing power is affected by the economic crisis in the country, high unemployment, and high cost of loans.

Market actors must pay attention to the nature of the distribution of costs, as well as take into account geographical differences in the structure of income distribution. They should focus their efforts on areas that offer the most promising opportunities.

Political environment. Marketing decisions are strongly influenced by events in the political environment. This factor is based on federal and local legislation, regulations of government agencies, demands of public groups, as well as political actions aimed at establishing control over the company's activities. All this affects various organizations, individuals and limits their freedom of action.

Certain aspects of the political environment are of particular importance to organizational leaders. One of them is the sentiment of the administration, legislative bodies and courts towards business. Closely linked to sociocultural trends, in a democratic society these sentiments influence government actions such as the taxation of corporate income, the establishment of tax breaks or preferential trade tariffs, requirements for hiring and promotion practices of minorities, consumer protection legislation, price controls and wages, the relationship between the power of workers and company managers.

Government regulation is necessary to protect consumers from unfair business practices. Some firms, left unattended, may begin to build “financial pyramids” and produce counterfeit goods. Unfair practices towards consumers are combated using relevant laws by various government agencies.

The marketing manager must be knowledgeable not only of the federal laws that protect fair competition, the interests of consumers, and the best interests of society, but also the local laws that govern his marketing activities in a given region.

The political component of the external environment should be studied primarily in order to have a clear understanding of the intentions of government authorities regarding the development of society and the means by which the state intends to implement its policies. The study of the political situation includes finding out what programs are being implemented by various parties, the government’s attitude towards various sectors of the economy and regions of the country, etc.

Scientific and technical environment. Technology is both an internal variable and an external factor of great importance. As an external factor, it reflects the level of scientific and technological development that affects the organization, for example, in the areas of automation, information, etc. Technological factors are the main reasons for the emergence of new industries and productions, profound changes in existing industries. The level of scientific and technological development in the country has a strong impact on the structure of the economy, on the processes of automation of production and management, on the technology with which products are produced, on the composition and structure of personnel of organizations and, most importantly, on the competitiveness of products and technologies. To maintain competitiveness, every organization is forced to use the achievements of scientific and technological progress, at least those on which the effectiveness of its activities depends.

Market participants need to understand the changes taking place in the scientific and technological environment and how new science and technology can be brought to the service of meeting human needs. They need to work closely with scientific and technical experts and encourage them to conduct more market-oriented research. They must be sensitive to possible negative aspects of any new idea, which could be detrimental to users and cause their mistrust and opposition.

Natural environment. The 1960s saw growing public concern about the destruction of the natural environment. Legislators began to put forward various measures to protect the environment. Changes in the environmental situation also affect the goods that firms produce and offer to the market.

Marketing management must keep these issues in view in order to be able to obtain the natural resources necessary for the company's activities without harming the environment. In this sense, entrepreneurial activity is under strong control both from government agencies and from influential public groups. Business must participate in the search for acceptable solutions to the problems facing the country of supplying material resources and energy and preserving the ecological purity of the environment.

Sociocultural factors. The company's activities take place in the community. In the process of this activity, the enterprise establishes relationships with various elements of the structure of society, which determines the influence of factors of the social and cultural environment on the enterprise. The sociocultural factors of the macroenvironment include: the size and structural composition of the population, level of education, lifestyle, norms, traditions, work ethics, customs and life values of the country in which the organization operates. The sociocultural environment influences the formation of population demand for goods, the costs of servicing them, preferences when choosing competing goods, labor relations, wage levels, working conditions, etc. The organization's relationship with the local population where it operates is also important. In this regard, independent media are also identified as a factor in the socio-cultural environment, which can shape the image of the company and its goods and services.

Sociocultural factors also influence the products or services that result from a company's activities. The way organizations conduct their business also depends on sociocultural factors.

International factors. International changes in the external environment mean events occurring outside the country of origin of the company and opportunities for developing the company's business in other countries. New competitors, buyers and suppliers emerge from the international environment, which also creates new technological and social trends. Many large and medium-sized organizations are active or intend to operate in the international market. Therefore, management must monitor the situation that is developing in this vast segment. The process of globalization is now covering more and more countries. Therefore, even firms that focus only on the domestic market are forced to think on an international scale, assessing the potential and threats of the external international environment.

Without having a direct impact on the operational activities of the enterprise, these components of the macroenvironment predetermine the strategically important decisions made by its manager. The importance of environmental factors increases sharply due to the increasing complexity of the entire system of social relations (social, economic, political, etc.) that make up the management environment.

2. Analysis of the marketing environment of the enterprise using the example of PC "FIRM "KYZYL-MAY" 2.1 Characteristics of the enterprise

PC "Firm "Kyzyl-May" is engaged in the production of pharmaceuticals and food additives from natural products. It has been operating on the market of the Republic of Kazakhstan since 1995.

The organizational and legal form of this company is a production cooperative created by four founders.

In accordance with the Law of the Republic of Kazakhstan No. 2486 “On Production Cooperatives” dated October 5, 1995, a production cooperative is recognized as a voluntary association of citizens on the basis of membership for joint entrepreneurial activities based on their personal labor participation and the pooling of property contributions (shares) by its members.

The production cooperative operates on the basis of the constituent agreement and charter. The supreme body of the cooperative is the general meeting of its members. A production cooperative has the right to carry out any type of business activity that is not prohibited by legislative acts for private entrepreneurship.

Figure 2 shows the organizational structure of the Kyzyl-May company:

Figure 2 - Organizational management structure of PC "Firm "Kyzyl-May"

All departments are primarily subordinate to the director of the company; the personnel of production workshops and laboratories are directly supervised by the chief production manager and technologist.

There are 4 workshops located on the territory of the Kyzyl-May production complex:

Tea shop;

Suppository workshop;

Phyto-capsules workshop;

Liquid product packaging workshop.

The tea shop produces herbal tea from various medicinal plants: nettle, hawthorn, St. John's wort, mint, oregano, chamomile, lemon balm, rose hips, thyme, as well as herbal tea with special pharmacological properties for a specific purpose: cardiovascular, cleansing, renal, chest, stomach, anti-allergenic, anti-flu, anti-alcohol, anti-diabetic, etc.

The suppository workshop produces candles (suppositories) for various purposes with the addition of medicinal plants: propolis, sea buckthorn, calendula extract, ginseng, etc. These are, for example: antibacterial, anti-inflammatory, preventive, etc. She also produces various ointments and body balms based on medicinal plants.

The liquid products packaging workshop produces syrups "Kyzyl-Mai" from medicinal plants such as sea buckthorn, rose hips, viburnum, barberry, rowan, lingonberry and two syrups from a complex of medicinal herbs: "Tussofit" (for coughs) and "Immunofit" (for increasing immunity).

The products of the liquid packaging workshop also include several types of honey with extracts of ginseng, oregano, St. John's wort, sage, medicinal plants, deer antlers and pollen. This workshop also produces polyphyte oil "Kyzyl-Mai", sea buckthorn oil, fir oil, eucalyptus oil and massage oil "KM-Sedafit".

Recently, in the liquid packaging workshop they began to produce Dental balsamum-KM and Hair balm.

The company is also a distributor of contraceptives produced in Germany.

PC "Firm "Kyzyl-May" has its own laboratory, which is engaged in the development of medicines, as well as carrying out the necessary control at the production stage of products: establishing net weight, checking the compliance of the composition of drugs with established standards, etc.

Also, the territory of the Kyzyl-May production complex is equipped with 4 warehouses: for storing raw materials, auxiliary materials, finished products and a warehouse with refrigerated chambers for storing suppositories.

All products of PC "Kyzyl-May" are made exclusively from medicinal plants and other natural products. PC "Kyzyl-May" does not have its own branded stores on the territory of the Republic of Kazakhstan; products are supplied exclusively on orders to pharmacies in Almaty and other cities of Kazakhstan. The Kyzyl-May company has a wide range of regular customers among the city's pharmacies. But it is also possible to purchase any drug from the company itself by placing an order in the sales department.

In order to monitor the work of the company and its employees, the management of PC "Kyzyl-May" holds various meetings and inspections, such as:

meeting of founders (held once a week; topic discussed: strategic plans for the development of the enterprise);

planning meeting (held 2 times a week; participants: general director, heads of all departments; topic discussed: current activities of the enterprise);

production meeting (held once every 2 weeks; participants: general director, commercial director, technologist, production manager; topic discussed: production development, development and introduction of new types of products).

The management of the Kyzyl-May company is attentive to the social sphere. The company's employees are provided with vouchers for treatment in sanatoriums, vouchers are issued for employees' children to summer recreation camps, and various types of material rewards are paid (for holidays, on the employee's anniversary birthday, upon retirement). A canteen is open on the territory of the enterprise for all workshops and departments.

Today, the turnover of personnel in the whole company is small, this is due to the fact that the majority of employees of PC "Kyzyl-May" are middle-aged and older people who have been working in the company for a long time.

2.2 Analysis of factors in the marketing environment of PC "Firm "Kyzyl-May"

Analysis of the external environment is an assessment of the state and prospects for the development of the most important, from the point of view of the organization, subjects and environmental factors: industry, markets, suppliers and a set of global environmental factors that the organization cannot directly influence. Analysis of the external environment, carried out through the study of the groups of factors discussed in Chapter 1, makes it easier for the organization's management to obtain answers to the questions that interest it: What changes in the external environment affect the current strategy of the organization? What factors present greater opportunities to achieve company-wide goals? Environmental analysis serves as a tool by which strategy developers monitor factors external to the organization in order to anticipate potential threats and new opportunities. Analysis of the external environment allows the organization to timely predict the emergence of threats and opportunities, develop situational plans in case of unforeseen circumstances, develop a strategy that will allow the organization to achieve its goals and turn potential threats into profitable opportunities. The following are subject to analysis: the external environment of indirect influence and the external environment of direct influence.

Let's consider environmental factors in the immediate environment of the enterprise, namely: consumers, suppliers, intermediaries and competitors. The task of analyzing the immediate environment is to assess the state and development of the market situation and determine the competitive position of the enterprise in it.

When studying the immediate environment of an enterprise, it is first necessary to pay attention to one of its main components - consumers. Although marketing functions determine the choice of target market, they cannot control its characteristics. They can only react to them. Consumer analysis examines what factors influence consumer behavior in purchasing intent. The following factors are considered:

Social. These include social groups, classes, family, religion, social roles and statuses, reference groups, etc.

Cultural. It takes into account what influence traditions, social values, cultural attitudes, and mores that have developed within society can have on consumer behavior.

Psychological. When studying these factors, they are looking for answers to questions about what motivates buyers to make a purchase or refuse it, how the processes of perception, assimilation, persuasion and formation of the consumer’s view proceed.

Personal. These include the consumer’s personality type, age, marital status, education, profession, hobbies, habits, economic situation, etc. In addition, they also study such characteristics of consumers as: geographic location, volume and frequency of purchases, their level of awareness, availability of substitute products, cost of reorienting consumers to another product, price sensitivity, and the presence of special requirements for the product.

In addition, it analyzes how consumers make decisions, through what stages they go through - study, reflect, compare or act impromptu. The stages that a consumer goes through when making a purchase can be represented in the form of a diagram (see Appendix 1).

Studying consumers will allow the company to better understand which product will be most accepted by customers, what sales volume it can expect, to what extent customers are committed to the product of this particular company, how much the circle of potential consumers can be expanded, what awaits the product in the future, etc. .

In the process of analyzing consumers, a survey was conducted of pharmacy sellers selling Kyzyl-May products and a survey of the population by telephone (200 people, using random dialing).

When interviewing pharmacy sellers, they were given a questionnaire with the following list of questions:

Which PC products of Kyzyl-May Firm are in greatest demand?

Which Kyzyl-May products are most often purchased by certain segments of the population (by gender and age)?

Which drugs from Kyzyl-Mai are purchased more depending on the season?

How often and what kind of Kyzyl-Mai drugs are purchased as prescribed by a doctor?

How has the demand for Kyzyl-May products changed due to the recent price increase?

Are there any reviews about Kyzyl-Mai products from customers?

What is your personal opinion about the products of PC "Kyzyl-May" as a pharmacist?

As a result of the analysis of the information obtained through this survey, it was found that the greatest demand from buyers is polyphyte oil "Kyzyl-May" and sea buckthorn, suppositories (candles), herbal tea, syrups and honey. Oil, syrups, honey and herbal tea are purchased by all segments of the population, regardless of age and gender. Suppositories - girls (from 18 years old) and women (up to 45 l).

In the autumn-winter period, due to the increasing frequency of colds, the demand for syrups, honey and butter increases. As for the rest of the Kyzyl-May product range, it is in almost the same demand throughout the year, regardless of the season. In summer, the demand for all products decreases to some extent.

According to the instructions (prescription) of doctors, they mainly buy “Kyzyl-May” candles, according to the recommendations and advice of doctors - syrups, oil, honey and herbal tea, according to the recommendations of dentists - Dental balsam.

Despite a slight increase in prices, demand for products decreased only in the first months by 5%, then growth began to be observed again.

Both consumers and pharmacist salespeople speak positively about Kyzyl-May's products, considering them a useful and effective natural product.

Next, a population survey was conducted by telephone. 200 people were interviewed using the random number dialing method. Table 1 presents a list of questions asked to respondents and systematized results of the answers.

Table 1

Results of a telephone survey of the population

№	Question asked	Response data (%)
1	Have you ever heard of the PC company "Kyzyl-May" and its products?
If the respondent answered: “Yes!”, then followed:
2	What products of the Kyzyl-May company do you know?		40% - polyphyte oil ("Kyzyl-May") 30% - "Kyzyl-Mai" oil, herbal tea, candles 30% are aware of all products, including phyto-capsules, etc.
3	Have you purchased any drugs from Kyzyl-May? If so, which ones?		30% - almost everything 20% - oil, syrups, honey, herbal tea, candles 15% - herbal tea, syrups 15% - syrups, honey, herbal tea 10% - oil "Kyzyl-May" 10% - candles
4	Which Kyzyl-may preparations do you use repeatedly?		Herbal tea - 80%, Candles - 45%, Oil - 60%, Honey - 20%, Syrups - 55%, other products - 15%
5	Don’t know whether your friends and acquaintances buy PC “Kyzyl-May” products?		15% - purchase 20% - yes, they buy it, that’s what they advised me 30% - I don’t know, maybe
6	How often and what kind of Kyzyl-may medications did your doctor prescribe to you?		Did not register - 10%
7	Do you like Kyzyl-May products? What can you say about her?		I like the product. It is rare now to find an absolutely natural and truly effective product - 70% Like - 20% Started purchasing recently, time will tell - 10%
8	Is there anything that you are not happy with about the products of the Kyzyl-May company? If yes, then what exactly?		75% - everything is fine 5% - some syrups are very sweet
9	What would you suggest the company should “add” or “eliminate”?		15% - slightly reduce prices
10	Has your preference for Kyzyl-May changed after the recent increase in product prices?		15% - preference has not changed, but at first they began to purchase less 85% - no, has not changed
11	Have you purchased any medications or supplements from other companies that are made exclusively from natural products? If so, which companies? Did you like it?		30% - no, did not buy 50% - only herbs. Small packages are not suitable 20% - Dietary supplements (dietary supplements) from private doctors, not everyone liked them

Using the information obtained during the survey, we will present the demand for the main products of Kyzyl-May in the form of a rating diagram (see Figure 3):

Figure 3 - Demand for PC products "Firm "Kyzyl-May"

As a result of the consumer analysis, we can conclude that the products of PC "Kyzyl-May" are in good demand among consumers and have managed to establish themselves as a useful, effective and reliable natural product. It was also decided to organize informative advertising campaigns in the near future, aimed mainly at familiarizing the population with little-known and new types of products from the Kyzyl-May company.

Next, we turn to the analysis of suppliers. When studying suppliers, the following must first be clarified: the cost of the supplied goods, guarantees of the quality of the goods, the obligation to comply with the terms and time of delivery, etc. If the supplier increases the cost of the supplied goods, interruptions in supply and an increase in production costs may occur. In such a situation, possible responses on the part of the enterprise may be the search for new forms of cooperation or a change of supplier. Violation of quality guarantees (delivery of low-quality goods), violation of delivery conditions and time can also create significant difficulties in the activities of the enterprise, which will force the enterprise to first look for a new supplier in order to maintain its own sustainability.

The main suppliers of raw materials, auxiliary materials and packaging utensils are Russia, Kyrgyzstan and Iran.

Mainly raw materials are supplied from Russia and Kyrgyzstan. All the necessary utensils for packaging are supplied from Iran: bottles for syrups and oils, jars for honey, etc.

Also on the territory of Kazakhstan, PC "Firm "Kyzyl-May" has its own suppliers of some raw materials and packaging auxiliary materials (boxes, labels, etc.).

According to the results of the analysis of the company’s interaction with suppliers, since 2007, violations began to be observed only in meeting delivery deadlines. From time to time, due to difficulties arising on the border of Kazakhstan and Uzbekistan, dishes supplied from Iran are delayed. The response to this was to order dishes in excess of the usual norm, designed for a certain production period, so that in case of a delay, stocks could be used in production. If there are stocks, the order is made according to the norm. But, even sometimes experiencing such difficulties with the supply of tableware, PC "Kyzyl-May" does not intend to change the supplier, since the tableware materials it supplies are characterized by excellent quality and reasonable prices. The Kyzyl-May company has established long-term and reliable relationships with this supplier.

If we talk about intermediaries, then between the company and the end consumer there is only one intermediary link - pharmacies that sell the company's products. The delivery service delivers the company's products upon orders to pharmacies in Almaty and other cities of Kazakhstan. The Kyzyl-May company has a wide range of regular customers among pharmacies in the cities of Kazakhstan.

In conclusion, let's turn to competition analysis. As for the Kyzyl-Mai company, it practically does not have to face competition. The only real competitor is a company with the same name "Kyzyl-May", which is a LLP in its form of organization and is distinguished by its corporate logo and the absence of the word "Company" in its full name. Thus, in the market of the Republic of Kazakhstan there is PC "Firm "Kyzyl-May" and LLP "Kyzyl-May". The products of "Kyzyl-May" LLP are also made from natural products. But this company has a much smaller range of products, these are: herbal tea and tablets made from medicinal herbs. Many consumers still do not know that the production of these drugs (as indicated on the tablets, dietary supplements) is carried out by another company, albeit with a similar name. They do not pay attention to the company logo and address of the enterprise, for them “Kyzyl-May” simply exists. If we talk about consumer preferences, the identity of the name of a competing company does not bring the slightest harm to the PC “Firm “Kyzyl-May”. They only choose in what form they “purchase a natural product”: tablets or phyto-capsules, syrups, honey. It was not possible to determine the demand for tablets (food additives) produced by Kyzyl-May LLP, but as consumer analysis showed, the demand for the products of PC Kyzyl-May is quite high. Herbal tea is purchased in approximately the same amount from both companies, the difference in price is insignificant. After the planned informative advertising campaign, an increase in demand for phyto-capsules is expected, which, unlike other products of the Kyzyl-May PC, are familiar to a smaller number of consumers.

Other competitors include foreign manufacturers of various dietary supplements produced on the basis of natural products. On the territory of the Republic of Kazakhstan they are distributed by various private doctors who conduct computer diagnostics mainly using the Oberon device, which few people inspire confidence in. In addition, the price of these supplements is quite high. Therefore, from this side PC "Kyzyl-May" does not feel strong competition.

Analysis of the environment of indirect influence (macroenvironment of the organization) should consist of identifying the composition of influencing factors. When analyzing the macroenvironment of an organization, demographic, economic, political-legal, scientific-technical, natural, sociocultural and international factors are subject to study.

When analyzing economic factors, the rate of inflation (deflation), interest rate, international balance of payments, level of employment of the population in general and in the industry, and the solvency of enterprises are considered. The level of economic development, the country's budget and its implementation, the availability of resources, the level of taxation, labor productivity, wages, etc. are studied. It also examines changes in demographic conditions, the level of income of the population and their distribution, the capacity of the market or its protection by the government.

Due to an increase in the level of inflation in the country, a sharp increase in prices for energy resources and, as a consequence, an increase in production costs, there was an increase in prices for Kyzyl-May products. At the same time, the company increased wages for core production workers.

When analyzing political factors, one should monitor agreements on tariffs and trade between countries, protectionist customs policies directed against third countries, regulations of local authorities and the central government, the level of development of legal regulation of the economy, the attitude of the state to antimonopoly legislation, credit policies of local authorities, restrictions on obtaining loans and hiring labor.

In general, the political situation in the country is stabilizing and the influence of the political factor on the Kyzyl-May PC is currently small, but the company’s activities are constantly influenced by political events and decisions, and the organization’s management must monitor the decisions and laws of the authorities.

The study of the legal component should consist of both studying the content of legal acts and the existing practice of their implementation. This analysis should provide an understanding of the goals of social development, priority sectors of the economy and regions, opportunities and directions for the development of the political system.

Social factors are also subject to study, as they influence the choice of goals, means of achieving them, and the characteristics of the enterprise. The structural composition of the population, level of education, established social values and attitudes, interest in social problems, etc. are taken into account. .

Studying the values and preferences of consumers, it was found that recently the preference for natural products has increased among the population.

Analysis of the technological external environment should take into account changes in the production technology of structural materials, the use of computer technology for the design of new goods and services; management takes into account changes in the technology of collecting, processing and transmitting information, and in communications.

The changes taking place in the international relations of the state are also analyzed. The policies of other governments are monitored to include efforts to protect or expand the national market as a whole or specific industries.

The analysis is based on information contained in various publications, magazines, as well as information obtained during discussions, special marketing research through observations, surveys, experiments, etc.

An analysis of the macro-environment in which PC "Kyzyl-May" operates is presented in Table 2. This table discusses the analyzed factors, their possible manifestations and the company's corresponding response measures:

Table 2. Analysis of macroenvironmental factors of PC "Kyzyl-May"

Group of factors	Factor	Development trend	Manifestation	Company response
1. Economic	1.1 Inflation rate	Promotion	As inflation increases, money depreciates	Taking into account the level of inflation when setting prices for goods
	1.2 Level of real income of the population	Possible reduction	Declining purchasing power of the population
	1.3 Energy tariffs	Increase possible	Increase in production costs	Producing products at the lowest cost
2. Legal	2.1 Imperfection of the legislative framework	Stabilization trends	Infringement of the interests of the production sector	Finding ways to effectively
3. Political	3.1 Orientation towards market regulation of the economy.	Stabilization trends	Possibility to choose the sphere of economic activity.	Finding new areas of activity
			Weakening of payment and delivery discipline.	Supply insurance, partner incentives
4. Social	4.1 Level of education	Growth trends continue	Increasing the number of highly educated specialists	Rational personnel selection
5. NTP	5.1. Scientific and technological progress in production	Growth trends continue	The emergence of new equipment materials and technologies	Searching for opportunities to produce new types of goods Additional investments in know-how and capacity upgrades
	5.2. STP in the social sphere	Growth trends continue	Growing level of population needs	Marketing research, new product development Improving working and living conditions for workers
6. International	6.1. Liberalization of foreign economic activity, cooperation	Trends continue	Opportunity to enter foreign markets	Search for new foreign partners and suppliers Obtaining an international certificate for products

Thus, various changes in the external environment can present both favorable opportunities and threats to the enterprise.

2.3 Conducting a SWOT analysis

Having analyzed the external environment and received evidence of threats or opportunities, management must evaluate whether the firm has the internal strengths to take advantage of opportunities and what internal weaknesses may complicate problems associated with external threats.

You can trace possible combinations of characteristics of the market situation with the strengths and weaknesses of the enterprise using the well-known method of assessing the position of the company and its strategic prospects - SWOT analysis.

SWOT analysis is the identification of the strengths and weaknesses of an enterprise, as well as opportunities and threats emanating from its immediate environment (external environment).

SWOT - the first letters of English words:

Strengths - the advantages of the organization;

Weaknesses (Weaknesses) - shortcomings of the organization;

Opportunities - external environmental factors, the use of which will create advantages for the organization in the market;

Threats - factors that could potentially worsen an organization's position in the market.

Zinnurov U.G. in his work he compares SWOT analysis with a strategic balance sheet, where strengths are the assets of the enterprise in competition, and weaknesses are liabilities.

At the first stage of the SWOT analysis, a list of the strengths and weaknesses of the enterprise is compiled (Table 3).

Strengths are something that it excels at or some feature that provides it with additional capabilities. Strength may lie in existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality of products, brand recognition, etc.

Weaknesses are the absence of something important for the functioning of the enterprise, or something that the enterprise has not yet succeeded in (compared to others), or something that puts the enterprise in unfavorable conditions. Examples of weaknesses include a too narrow range of products, a poor reputation of the company in the market, lack of financing, low level of service, etc. This is how an organization profile is compiled:

Table 3. Strengths and weaknesses of PC "Firm "Kyzyl-May"

Environment aspect		Strengths	Weak sides
Product		wide range of products; possibility of expanding production; good product quality; natural composition of products without the use of synthetic components	No weaknesses observed
Organization		high level of qualifications of the company's management employees; clarity of division of powers and functions; management excellence; adequate organizational structure; effective control system	low interest of ordinary employees in the development of the company
Production		effective product quality control system; well-functioning product update system; availability of necessary production capacities; high quality production	outdated production facilities in some parts of production; R&D gap
Staff		high level of qualification of production personnel; lack of staff turnover throughout the enterprise; high level of social security for workers	No weaknesses found
Marketing		good reputation of the company; wide range of products; high assessment of product quality by consumers	imperfect organization of the marketing system (lack of a marketing service as an independent department of the company); lack of market research; lack of sales promotion activities; low level of brand awareness among the young population
Finance	financial stability of the company; the company is solvent; equity capital significantly prevails over borrowed capital		No weaknesses found
Innovation	developed product renewal system (development of qualitatively new products)		lag in the field of latest production technologies

In general, the company's weaknesses are observed mainly in the field of marketing and the use of the latest technologies in the field of production.

The next step in SWOT analysis is to identify market opportunities and threats.

Market opportunities are favorable circumstances that a business can exploit to gain an advantage. Examples of market opportunities include the deterioration of competitors' positions, a sharp increase in demand, the emergence of new production technologies, an increase in the level of income of the population, etc.

Market threats are events the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, rising taxes, rising inflation, changing consumer tastes, declining birth rates, etc.

Based on the information obtained during the analysis of the marketing environment, we determine the market opportunities opening up for the company and the dangers (threats) that threaten it from the external environment.

Let's present this data in the form of a table:

Table 4. Market opportunities and threats

Possibilities

Threats

weak positions of competing firms;

high level of demand for the company's products;

trend of growing consumer preferences for natural products;

increasing the level of education of the population, increasing the number of highly educated workers;

liberalization of foreign economic activity, international cooperation;

the opportunity to enter new markets;

development of scientific and technological progress, emergence of new products, materials, equipment and technologies;

possibility of using know-how

increased inflation;

increase in prices for raw materials and finished products;

decrease in the level of purchasing power of the population;

increase in energy tariffs;

increase in production costs;

fluctuations in exchange rates (a sharp increase in the euro);

disruption of the supply of certain types of material for production of products

Having information about the external environment and the profile of the enterprise (strengths and weaknesses), a SWOT matrix is compiled to assess the interdependence of internal and external environmental factors (Table 5).

From the entire list of strengths and weaknesses of the enterprise, it is necessary to select the most important ones (the strongest and weakest points) and write them down in the appropriate cells of the SWOT analysis matrix. Also, from the list of opportunities and threats, the most important ones are selected and entered into the corresponding cells of the matrix:

Table 5. SWOT Matrix

Possibilities

weak positions of competing firms, high level of demand for the company’s products, growing consumer preferences for natural products,

the opportunity to enter new markets, the development of scientific and technological progress, the possibility of using know-how

increase in inflation rate,

a decrease in the level of purchasing power of the population, a decrease in demand for products, an increase in energy tariffs, disruption of the supply of certain types of material for production

Strengths

An effective product quality control system, the possibility of expanding the range, a well-functioning system for updating products, a good reputation of the company, financial stability

SO field (strengths and opportunities)

ST Field (Strengths and Threats)

Weak sides

Lagging behind in the field of the latest production technologies, imperfect organization of the marketing system, lack of marketing research, rarity of advertising campaigns

Field WO (weaknesses and

possibilities)

WT field (weaknesses and threats)

On each of the fields, you need to consider all possible paired combinations, from which a set of strategies is then formed.

SO strategies - strengths-opportunities (maxi-maxi). When developing a strategy, a company should strive to use its strengths in order to make the most of opportunities that arise in the external environment.

Due to the existing well-functioning system for updating products and the quality control system, the Kyzyl-May company can expand the range of products and, using opportunities, enter new markets.

WO strategies - weaknesses-opportunities (mini-maxi). The strategies of this group should be structured in such a way that, due to the emerging opportunities, they try to overcome the weaknesses existing in the organization.

The development of scientific and technological progress opens up new opportunities for manufacturers, so they need to be analyzed in order to find new areas of activity, new markets and new consumers. Using the latest scientific and technical developments, it is recommended to improve product production technology, introduce modern equipment, with the help of which it would be possible to minimize production costs and increase production volume.

Despite the fact that the company's products are already in good demand among consumers and the company has a good reputation, it is recommended to develop a marketing system in the company, conduct market research, sales promotion activities, and advertising campaigns. This will help attract even more consumers and create a good image for the company.

ST strategies - threat forces (maxi-mini). These strategies involve using the strength of the organization to eliminate the threat.

Using its strengths, the company must improve, as mentioned earlier, production technology, introducing the latest equipment. By doing this, the company will be able to reduce production costs and production costs, and thus, even if it increases the price of products in conditions of inflation, it will be insignificant. This will help keep demand levels the same. A unified marketing service should also be created.

WT strategies - weaknesses-threats (mini-mini). For couples in the WT field, the company must develop a strategy that would allow it to both get rid of weaknesses and try to overcome looming threats.

The company's strategy should be aimed at ensuring that, despite the lag in the use of new technologies and the lack of a well-functioning marketing system, it does not allow the demand for its products to decrease in conditions of increased inflation and a decrease in the purchasing power of the population.

Thus, the compiled SWOT analysis matrix allows us to formulate a list of priority activities that the company should carry out to improve its marketing environment. It should be borne in mind that unused opportunities can turn into threats if competitors take advantage of them, and vice versa - prevented threats can create additional opportunities.

The enterprise that entered the Kazakhstan market is stable and developing. 4. Calculation of indicators characterizing the profitability of commercial activities, the competitiveness of the enterprise and the effectiveness of its marketing activities using the example of Tsvetnaya LLP Let's consider the calculation of indicators characterizing the profitability of commercial activities, the competitiveness of the enterprise and the efficiency...

From product groups and what contribution it makes to the result of the enterprise. The example is conditional, but in real practice this is what happens. There are no identical goods, there are no internal (at the enterprise) or external (market, competitive) conditions for the cost of goods and services to coincide. Knowing the true extent of profitability and cost of each product allows you to make competent price...

Wheat will always be a popular product and no matter what, people will buy it, so growing grains in itself is very profitable. 2.3 Analysis of the competitive environment of an enterprise In order to analyze the competitive environment, you must first know the strengths and weaknesses of your enterprise. For this clear assessment of the strengths of our enterprise and the market situation, ...