• The microenvironment of the company is the economic entities with which the company has direct contacts in the course of its activities (consumers, suppliers, competitors: direct, potential)

It can be presented:

• Suppliers
• Competitors
• Marketing intermediaries
• Clientele (consumers)
• contact audience

The external marketing environment is part of external environment organization as a whole or its external business environment and characterizes management problems at the organization level.

Suppliers- 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 the 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 chain "supplier - firm - consumer" - a necessary condition economic evaluation justifying the choice of supplier.

Competitors firms or individuals competing,
i.e., acting as a rival in relation to others business structures or entrepreneurs at all stages of organization and implementation entrepreneurial activity. Competitors, by their actions in the market, when choosing suppliers, intermediaries, consumer audiences, can influence the performance of a rival enterprise, its position and competitive advantages.

Knowing the strengths and weaknesses of competitors, the company can evaluate and constantly strengthen its production and marketing potential, goals, current and future business strategy. There are direct, potential competitors and substitute products.

• Direct competitors- enterprises offering similar goods and services in the same markets.
• Production of substitute goods- enterprises that produce goods that satisfy the same need.
• Potential competitors- enterprises that can enter the target market of the manufacturer.

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

Consumers- firms, individual individuals or their potential groups, ready to purchase goods or services on the market, and having the right to choose a product, a seller, to present their conditions in the process of purchase and sale. The consumer is the king of the market, so the task of the marketer is to constantly study the behavior of the consumer, his needs, analyze the reasons for deviations in his attitude to the company's product and timely develop measures to adjust the company's activities in order to maintain effective communications with the consumer.

Contact audiences- authorities and administrations (feder, region, etc., media workers, public parties and movements, trade unions, representatives of financial circles) .

Represents the study of the marketing environment. The marketing environment constantly presents surprises - new threats, new opportunities. It is vital for every company to constantly monitor the ongoing changes and adapt to them in a timely manner. The marketing environment is a set of active actors and forces operating outside the firm and influencing the possibility of its successful cooperation with target customers. In other words, the marketing environment characterizes the factors and forces that influence the ability of an enterprise to establish and maintain successful cooperation with consumers. These factors and forces are not all and not always subject to direct management from the side of the enterprise. In this regard, a distinction is made between the external and internal marketing environments.

Marketing Environment- everything that surrounds, everything that affects its activities and the enterprise itself.

The firm's marketing environment- a set of actors and forces operating outside the enterprise and affecting the ability of the enterprise to establish and maintain successful mutually beneficial collaborative relationships with target customers.

The marketing environment is based on internal and external Wednesday.

External environment

The external marketing environment of the firm consists of microenvironment and macroenvironment..It includes all objects, factors and phenomena that are outside the enterprise, which have a direct impact on its activities. AT microenvironment firms include the firm's relationships with suppliers, intermediaries, customers, and competitors. macro environment firms is represented by more common factors for most firms, mainly social plan. These include demographic, economic, natural, political, technical and cultural factors.

Internal environment

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.

The internal marketing environment includes those elements and characteristics that are inside the enterprise itself:

• Fixed assets of the enterprise
• Composition and qualification of personnel
• Financial opportunities
• Leadership Skills and Competencies
• Use of technology
• Enterprise image
• Company experience in the market

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

The structure of the analysis of the marketing environment

To simplify the consideration of the external environment of the enterprise, it should be divided into macro-external and micro-external (Fig. 5.1).

The micro-environment (environment of direct impact) of marketing includes a set of subjects and factors that directly affect the organization's ability to serve its customers (the organization itself, suppliers, marketing intermediaries, customers, competitors, banks, the media, government organizations, etc.). The micro-environment is also directly affected by the organization.

Rice. 1 Enterprise marketing environment

When the organization itself is considered as a factor in the external environment of marketing, it means that the success of marketing management also depends on the activities of other (except marketing) departments of the organization, the interests and capabilities of which should be taken into account, and not just marketing services.

The macro-environment (environment of indirect influence) of marketing is a set of major social and natural factors that affect all subjects of the micro-environment of marketing, but not immediately, directly, including: political, socio-economic, legal, scientific, technical, cultural and natural factors.

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

Socio-economic characterize the living standards of the population, the purchasing power of certain segments of the population and organizations, demographic processes, stability financial system, inflationary processes, etc.

Legal- characterize the legislative system, including regulatory documents for the protection of the environment, standards in the field of production and consumption of products. This also includes legislative acts aimed at protecting the rights of consumers; legislative restrictions on advertising, on packaging; various standards that affect the characteristics of manufactured products and the materials from which they are made.

Scientific and technical- give advantages to those organizations that quickly adopt the achievements of scientific and technical progress.

Cultural- sometimes have a major impact on marketing. The preference given by consumers to one product over other products may be based only on cultural traditions, which are also influenced by historical and geographical factors.

Natural- characterize the presence and state of the natural environment, which both the organization itself and the subjects of the microenvironment must take into account in their economic and marketing activities, as they have a direct impact on the conditions and opportunities for conducting this activity.

Even if the management of the organization does not like such environmental conditions as, for example, political instability and the lack of a well-developed legal framework, it cannot change them directly, but rather must adapt to these conditions in its marketing activities. However, sometimes organizations take a more active and even aggressive approach in their efforts to influence the external environment, here, first of all, we mean the micro-external marketing environment, the desire to change public opinion about the activities of the organization, to establish warmer relationships with suppliers, etc.

Firm microenvironment

The firm's microenvironment is represented by:

• Suppliers
• Marketing intermediaries
• clientele
• Competitors
• contact audience

Marketing microenvironment

• External microenvironment - economic entities with which the company has direct contacts in the course of its activities (consumers, suppliers, competitors: direct, potential)
• Direct competitors- enterprises offering similar goods and services in the same markets.
• Production of substitute goods- enterprises that produce goods that satisfy the same need.
• Potential competitors- enterprises that can enter the target market of the manufacturer.
• Contact audiences- authorities and administrations (feder, region, etc., media workers, public parties and movements, trade unions, representatives of financial circles).

The external environment of marketing is part of the external environment of the organization as a whole or its external, considered in courses on and characterizing management problems at the organization level.

Suppliers- 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 the 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 chain "supplier - firm - consumer" is a necessary condition for economic evaluation when justifying the choice of a supplier.

Competitors firms or individuals competing,
i.e., acting as a rival in relation to other business structures or entrepreneurs at all stages of the organization and implementation of business activities. Competitors, by their actions in the market, when choosing suppliers, intermediaries, consumer audiences, can influence the performance of a rival enterprise, its position and competitive advantages.

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

Intermediaries- firms or individuals that help manufacturing enterprises promote, deliver to consumers and sell their products. There are trade, logistics, marketing and financial intermediaries. Resellers include wholesalers and retailers. Logistics intermediaries are engaged in services in the system of warehousing, transportation of goods and flow. Marketing intermediaries assist 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- firms, individuals or their potential groups, ready to purchase goods or services on the market, and having the right to choose a product, a seller, to present their conditions in the process of purchase and sale. The consumer is the king of the market, so the task of the marketer is to constantly study the behavior of the consumer, his needs, analyze the reasons for deviations in his attitude to the company's product and timely develop measures to adjust the company's activities in order to maintain effective communications with the consumer.

The macro environment of the firm

The macro-environment of marketing is formed by the factors in which the enterprise operates.

The main factors of the macro environment:

• Demographic conditions(population size, rate of change, distribution by regions of the country, age and sex structure, mortality and birth rates).

• Socio-economic conditions(rate of economic development, size and dynamics of income)
• Socio-cultural conditions(traditions, religion, customs, habits, language, level of development of education and culture of the country)
• Research inventions and discoveries, the possibility of creating new, more advanced products, updating products)
• Natural and climatic conditions(climate, location of the enterprise. Recently, they have been attributed to commercial factors)
• Political and legal conditions.

For the most important is tax legislation, methods of regulating foreign economic activity, regulatory documents regulating certain marketing issues (consumer rights, advertising law, trademark law)

The marketing system operates in a specific environment, which is characterized by constantly changing factors.
(Table 1).

Table 1 Characteristics of the factors of the external environment of the marketing system

	Main characteristics
Natural	The level of development, use of the potential of natural resources. Sources of fuel and energy resources and raw materials. Environmental indicators, their standards and the level of their compliance. The development of the system of state control of protection environment and regulation of intensive use (development) of fuel, energy and raw materials
Demographic	Structure, number, density and reproductive characteristics of the population. Fertility, mortality, stability of family unions, religion, ethnic homogeneity
Economic	The financial situation of workers, employees and pensioners, their purchasing power. Indicators of the financial and credit system. Economic conjuncture and inflation. The development of the taxation system, its adequacy to the consumer basket of the population. Prices and consumer consumption trends, elasticity of demand
Political and legal	The development of legal protection of the population and legislation accompanying entrepreneurial activity. The presence of foreign policy alliances and programs that ensure the sustainability and stability of the formation and development of market relations. The role of the state in the system of development and adoption of state and government decisions
Scientific and technical	The state and development of scientific and technological progress in the basic sectors of the economy. The development of privatization and innovation processes subjects of the marketing system. The degree of introduction of new technologies and the level of their development in social production. Indicators of economic and technical safety of existing and promising technologies
Socio-cultural	The development of the market mentality of the population, the cultural and moral indicators of consumers, organizational and consumer culture, the stability of customs and rituals, the dynamics of cultural behavior

Controlled and uncontrolled factors

Controllable factors include those controlled by the organization and its marketing staff.

A number of major interrelated decisions are made by top management, but only five are most important to marketers:

• area of ​​activity (general categories of goods / services, functions, territorial boundaries of activity, etc.);
• overall goals (any tasks set by management, the degree of achievement of which can be measured quantitatively);
• the role of marketing (establishing its functions and embedding it into the overall activities of the organization);
• the role of other entrepreneurial functions and their relationship with marketing;
• corporate culture (a unified system of values, norms and rules of activity, which includes temporary concepts, flexibility of the working environment, formal and informal relations, etc.).

After top management sets its goals, the marketing department begins to develop its own system of controllable factors. The main elements managed by the marketing service are:

• choice target market(size, characteristics, etc.);
• marketing goals focused more on the consumer (company image, sales, distinctive advantages, etc.);
• organization and control of marketing (types, types, etc.);
• marketing structure (any combination of its elements to achieve the goals and satisfy the target market).

In their complex, these factors form a general marketing strategy (Fig. 2).

Rice. 2 Environment within which marketing operates

Communication links of the organization with the market

The main uncontrollable factors affect the success of the organization and its proposals (were previously discussed in detail).

The organization's assumptions and the influence of the uncontrolled environment interact to determine the degree of success (failure) in achieving goals.

Feedback occurs when an organization tries to monitor uncontrollable factors and evaluate its strengths and weaknesses in accordance with the methodology of STEP and SWOT analyzes. Adaptations are changes in the marketing plan that an organization makes to adapt to the external environment.

Direct contact of any organization (commercial / non-commercial) generates direct and reverse (communicative) links. The organization sends its goods and information about them (price, terms of sale, etc.) to the market. The market, on the other hand, returns money to the organization for the goods sold and provides information on how its goods are received (the attitude of consumers to quality, price, etc.). The organization communicates with the market through all marketing means (Fig. 3).

Rice. 3 Marketing Link System

As the market develops, marketing itself will develop as a system of activity of any organization focused on market requirements. And this, in turn, will necessitate a clearer coordination of the internal and external environment.

The firm and its suppliers, marketing intermediaries, customers, competitors, and contact audiences operate in a larger macro-environment of forces that either open up new opportunities or threaten the firm with new troubles.

These forces are beyond the firm's control, but the firm can and should closely monitor and respond to them. The macroenvironment is composed of six main forces. (Fig.1.3.)

F. Kotler Fundamentals of Marketing. Short course, 2007 - 114s

Fig.1.3. The main factors of the macroenvironment of the functioning of the company

demographic environment.

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

World population explosion. The population is growing at an "explosive" pace. In the last 20 years, it has increased by 2% annually. At this rate of growth, by 2010 the world's population will be 10 billion people. The population explosion is worrisome around the world as the planet's resources may not be enough to sustain a high standard of living. Population growth is fastest in the least developed countries, which can least afford it.

Population growth is accompanied by an increase in human needs that businesses need to meet. This means the growth of markets.

The decline in the birth rate in Russia. In 1995, the population of Russia was 148 million people. Since 1987, the population has been steadily declining due to declining birth rates. In 1993, our country had the lowest birth rate in Europe since 1970.

The fall in the birth rate is a threat to some areas of activity and an advantage to others. It has deprived some enterprises of prospects, for example, those that produce children's toys, clothes and furniture, and products for baby food. Simultaneously educational organizations, entertainment businesses have benefited from this as young couples have more leisure time.

Aging of the Russian population. Despite the increase in mortality, the decline in the birth rate in the country prevails. That's why average age residents are currently growing. Number of different age groups The population is changing at different rates, so the capacity of the market for goods and services for them is also changing in different ways.

Changes in the Russian family. Under the influence of a number of factors, the family is undergoing changes. The number of marriages has decreased. The number of divorces has increased, and there are fewer and fewer children in families. This means reduced demand for wedding supplies and other bridal goods and services. The increase in incomplete families creates a need for goods used by such families.

Population migration. In the 1990s, migration and mobility of the population in Russia increased sharply. AT Russian Federation many migrants arrived from other republics of the former Soviet Union. The rural population has slightly increased. The movement of the population within the country is more active. Population migration causes additional volatility in the consumer market.

Raising the educational level and increasing the number of employees. Since the beginning of the 1990s, the share of the working-age population with higher education in the country exceeded 15%, and the share of people with basic and complete secondary education was 70%. The level of education in the country is growing. The more educated people, the higher the demand for high quality goods, books, magazines, tourist trips. The growth in employment in the service sector and the reduction in the number of people employed in the production of goods led to an increase in the number of employees.

Within the framework of the short and medium term, the noted demographic trends serve as exceptionally reliable development factors. Based on the main demographic trends, one can judge how important each of them will be for a particular firm.

Economic environment.

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

The response to today's economic environment has been a more cautious approach to shopping. To save money, many people buy more cheap than expensive items. Enterprises began to produce "economical" versions of their products, and in advertising they emphasize the attractiveness of prices. Some consumers have postponed their purchases of durables until better times, while others have accelerated them due to fears that prices will rise next year. There was a redistribution of costs from other product categories to food and clothing.

The nature of income distribution is also important. In Russia, income is distributed extremely unevenly. Top-class consumers, whose spending patterns are in no way affected by economic hardship, are in the lead. They are the main market for luxury goods and expensive services.

Then come the middle-class consumers, who somewhat limit themselves in spending, but are able to purchase good-quality clothes, jewelry, and computers. The working class and a significant part of the employees practically cannot afford to go beyond the purchase of the most necessary things of food, clothing and shelter, and must do their best to save something. Members of the lower strata of society, such as people living on benefits, as well as many pensioners, are forced to count every penny.

It is necessary to take into account geographical differences in the structure of income distribution. In Moscow, for example, the level of income of the population is much higher than in Tula or Orel.

natural environment.

In the 1960s, there was a 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.

Shortage of certain types of raw materials. Water and air may seem like inexhaustible natural resources, but they are also under threat. The use of renewable resources such as forests and food requires attention. In order to conserve the soil and ensure enough timber to meet future demand, logging companies must re-vegetate the cleared areas. Food supply can become a major problem as agricultural land is limited and more land is being reclaimed for housing and commercial use.

Serious concerns arise in connection with the depletion of such non-renewable resources as oil, coal and other minerals. It is difficult to mine platinum, gold, zinc, copper and lead. Silver, tin and uranium became scarce. Even with the availability of raw materials, the activities of firms using scarce minerals can be complicated and costly.

Rise in the price of energy. The economy of the developed countries of the world is largely dependent on oil supplies, and until economically viable substitutes for this energy carrier are found, oil will play a dominant role in world politics and the economy. It is not always possible to replace oil with gas, moreover, gas reserves are also limited. Research is underway to expand the practical use of solar, nuclear, wind and other types of energy. Nuclear energy is quite dangerous. In the field of using solar energy, low-power equipment is currently being proposed.

Environmental pollution. Industrial activity almost always harms the state of the natural environment. There are problems of dangerous levels of chemical contaminants in soil and food, problems of radioactive contamination, pollution packaging materials that are not biodegradable. A large market for pollution control products is being created, which provides a good marketing opportunity for responsive firms.

State intervention in the process of rational use and reproduction of natural resources. The management of the marketing service must keep all these problems in view in order to be able to receive the necessary for the activities of the company Natural resources without causing any harm to the environment. In this sense, entrepreneurial activity is under strong control both from government agencies and from influential groups in the public. Business should help find solutions to the problems of supplying material resources and energy.

Scientific and technical environment.

The most dramatic force that determines human destinies turned out to be technical and applied science. The science and technology complex has gifted the world with such wonders as penicillin, open-heart surgery, birth control pills, computers. It also spawned such horrors as the hydrogen bomb and nerve gas. Nevertheless, the development of science and technology has been the main factor in economic growth for the fourth century.

Any new technology appears in place of the old, from which it is distinguished by the possibility of reducing the cost of human labor to meet needs. Modern technologies also provide a reduction in the cost of materials and energy, as well as capital. Any scientific and technological innovation is fraught with major long-term consequences that are not always foreseeable. The management of the enterprise should closely monitor the leading trends within the scientific and technical complex, especially during periods of change in the dominant technological structures.

Acceleration of scientific and technological progress. In the 1970s and 1980s, the fifth technological order began to dominate in the social production of developed countries, and the sixth technological order began to spread. The leading elements of the fifth order are complexes of technological and energy automatic devices controlled by computers. The technologies of the sixth order are implemented by complexes of automatic machines-robots with artificial intelligence. Ninety percent of all scientists who have ever lived on Earth are our contemporaries. Technique of the fifth technological order since the 1920s, and the sixth order since the 70s began to gradually take over the creation of new goods. New personal computers and other products are increasingly being created using computer-based robotic systems. Scientific and technical thought and modern technology nourish themselves, which creates limitless possibilities.

Growth in R&D spending. In developed countries, more and more funds are spent on R&D, their share in the gross domestic product (GDP) is constantly growing. In the most advanced countries, it currently amounts to at least 2-2.5% of GDP. Firms operating in knowledge-intensive sectors of the economy spend on research and development, on average, up to 15-25% of the proceeds from the sale of goods and services, and sometimes much more, while 15-20 years ago, costs did not exceed 5-10%.

Increasing focus on introducing small improvements to existing products. Instead of risking major innovations, many firms are content with minor improvements to existing products. They copy the products of competitors and slightly improve their characteristics and design. This is acceptable at the initial stages of activity. Experience shows that firms that use other people's achievements gradually lose their positions in the competition.

Tightening the state control of good quality and safety of goods. The public needs to know that the proposed novelties are safe. Government agencies examine products and ban those that may be dangerous. Underway state control quality food products, medicines, the requirements for the safety of goods in the automotive industry, in the production of clothing, electrical appliances, and in construction are becoming stricter.

Political environment.

Marketing decisions are strongly influenced by events in the political environment. This environment is made up of laws, regulations public institutions, the demands of public groups that influence various organizations, individuals and limit their freedom of action.

Legislation on the regulation of entrepreneurial activity. The number of legislative acts regulating entrepreneurial activity is rapidly growing in the country. They are based on the Constitution and the Civil Code of Russia. State regulation 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 being combated using relevant laws by various government agencies. Many entrepreneurs are furious at any new consumer protection law, and yet there are those among them who welcome these laws.

A marketing manager must be familiar not only with federal laws protecting fair competition, consumer interests, and the best interests of society, but also with local laws that apply to his marketing activities in a particular region.

Cultural environment.

People live in a particular society, which forms their basic views, values ​​and norms of behavior. Almost without realizing it, a person perceives a worldview that determines his attitude towards himself and relationships with others. On acceptance marketing solutions the following features of the cultural structure can affect.

A strong commitment to core cultural values. Within a particular society, people hold many views and values. Core attitudes and values ​​are characterized by a high degree of stability. For example, most Europeans believe in the need to work, get married, be honest. These beliefs form more specific attitudes and more specific behaviors and influence their specific manifestations in everyday life. Traditional views and values ​​are passed on from parents to children and reinforced by the activities of the main institutions of society - laws, government, church. Secondary beliefs and values ​​are subject to variability to a greater extent. Belief in the low quality of most domestic consumer goods is primary, but confidence in the need to support domestic producers is secondary. Supporters will be more likely to succeed if they encourage people to buy branded goods foreign companies, which are produced at Russian enterprises, and not goods exported from abroad.

Subcultures within a single culture. In any society, there are subcultures - groups of people with common value systems that have arisen as a result of the commonality of their life experience or circumstances. For example, believers of one religious denomination or residents of an isolated region are distinguished from other groups by similar behavior. You can choose one or another subculture as a target market, based on the needs and characteristics of buying behavior.

Changes in secondary cultural values. Despite the significant stability of primary values, changes are still taking place in the cultural environment. For example, the Beatles, the Rolling Stones and other pop stars have influenced the hairstyles, clothing and behavior of young people in Europe. Firms and entrepreneurs have a vested interest in predicting cultural shifts in order to identify new marketing opportunities in a timely manner. People want to enjoy life to the fullest. They are looking for products and services that bring entertainment and pleasure. Religious institutions are beginning to rework the postulates of religion in such a way that they can compete with secular temptations modern society. Marketing. Lecture course. Basovsky L.E. 1999 -33-38s

The macro environment cannot be controlled, and the company cannot influence its factors, so it is looking for optimal conditions so that the factors of the external macro environment help the business.

The macroenvironment is represented by such elements as demography, geographical location, politics, law, scientific, technical and socio-cultural development, etc. Since goods and services are produced for people, demographic data helps a firm to properly market in different geographic areas or launch products for different markets. age categories consumers. Economic factors give the company information about the nature of income distribution in certain regions, cultural - about religious interests and cultural values ​​and traditions of certain consumer groups. Natural, scientific and technical factors contribute to the innovative marketing of the company, and political and legal factors determine the implementation of entrepreneurial activities at the legislative level, compliance with the necessary conditions for the production and sale of goods and services, and also guarantee the protection of consumer rights. Thus, being unmanaged by the forces of the company, the external marketing environment has a significant impact on its activities.

Introduction……………………………………………………………………………….3

1. Microenvironment of the firm, its main factors………………………………………6

1.1 Firm and suppliers………………………………………………………...6

1.2 Intermediaries and clientele…………………………………………………...10

1.3 Competitors and contact audiences……………………………………..13

2. Consideration of the microenvironment LLC Novosibirsk Power Engineering Plant "Taira"……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

2.1 Characteristics of NEMZ Taira LLC……………………………………….19

2.2 The main factors of the microenvironment of the functioning of LLC NEMZ "Taira"…………………………………………………………………………………………………………….22

Conclusion………………………………………………………………………...28 Bibliographic list……………………………………………… …………thirty

Appendix No. 1 The main forces acting in the microenvironment of the company……….31

Annex No. 2 Firm microenvironment…………………………………………….32

Appendix No. 3 Supplier evaluation and selection scheme………………………….33

Appendix No. 4 Characteristics of market types………………………………..34

Introduction

Any enterprise is a self-organizing and self-developing object, the functions of which are provided by its “internal environment”. All factors of the internal environment can both contribute to and hinder its production and commercial activities.

The microenvironment is the set of elements that are relevant to the firm and its customer service capabilities: suppliers, customers, competitors, and contact audiences.

The task of the enterprise is to change the manageable factors as much as possible in the right direction and adapt to the factors that cannot be changed in order to increase the efficiency of its work.

Elements of the internal environment are for the most part controlled by the management of the enterprise and its employees. These include, among others, the product, its appearance, quality characteristics, diversity, production technology, staff qualifications, methods of entering the markets.

It must be borne in mind that any, even an ideal plan of activity, can fail under the negative impact of uncontrollable factors. Therefore, constant monitoring of the external environment and taking into account its influence is required. Moreover, procedures developed in case of unforeseen circumstances should become an important part of marketing activities.

The relevance of the topic is due to the fact that the modern internal environment of enterprises is characterized by an extremely high degree of complexity, dynamism and uncertainty. The ability to adapt to changes in the external environment is a basic condition in business and other areas of life. Moreover, in an increasing number of cases, it is a condition for survival and development. Organizations must, on the one hand, be constantly aware of the new nature of changes in the environment and respond effectively to them. On the other hand, it must be borne in mind that the organizations themselves generate changes in the external environment, releasing new, for example, types of goods and services, using new types of raw materials, materials, energy, equipment, technologies. Any organization is located and operates in the environment. Each action of all organizations without exception is possible only if the environment allows its implementation. The internal environment of an organization is the source of its lifeblood.

At the same time, in real practice, most Russian enterprises do not pay due attention to the factors of the internal environment, which is largely due to the insufficient development of theoretical and methodological foundations organization of its research, taking into account national, regional and sectoral specifics.

In order to determine the strategy of the organization's behavior and implement this strategy, management must have an in-depth understanding of the internal environment, its development trends and the place occupied by the organization in it. At the same time, the external environment, along with the internal environment, is studied by strategic management, first of all, in order to reveal those threats and opportunities that the organization must take into account when defining its goals and objectives, in achieving them, as well as for more efficient use of its potential.

The purpose of the work: to assess the factors of the microenvironment of the company, as well as to analyze the microenvironment of LLC NEMZ "Taira" and determine the degree of influence of the internal environment on the organization of the enterprise.

The task of this term paper is the study of the immediate environment of the organization and the analysis of the state of those components of the internal environment with which the organization is in direct interaction. The elements of the microenvironment include: suppliers, consumers, competitors, labor market, infrastructure.

The subject of this course work is the microenvironment of the company and its main factors.

Object: LLC Novosibirsk Machine-Building Plant "Taira"

Research methods: comparison, comparison, evaluation and generalization analysis, normative and positive analysis.

To reveal the topic, the literature of the following authors was used: Philip Kotler, Baker M.D., J.O. Shaughnessy, V.I. Belyaev

Practical significance: the materials presented in this paper can be used in the practice of an economist, in training course
"Marketing", as a guide to improve the implementation of the analysis of the external environment of the organization.

1. Microenvironment of the firm, its main factors

1.1 Firm and suppliers

Firm. The main goal of any firm is to make profits. The main task of the marketing management system is to ensure the production of goods that are attractive in terms of target markets. However, the success of marketing management depends on the activities of other departments of the company, and on the actions of its intermediaries, competitors and various contact audiences. (Appendix No. 1) Marketing managers cannot be limited only to the needs of the target market. They must take into account all factors of the microenvironment.

Let us consider in more detail the main components of the structure of the company itself and their purpose. Marketing planners must take into account the interests of all departments of the company, in particular senior management, finance, research and development, procurement, production and accounting. All these interrelated groups form the structure of the firm.

Top management formulates the goals and objectives of the company, determines the overall strategy and policy. Marketing managers' plans must be consistent with plans outlined by senior management and approved before they begin to be implemented. In addition, marketing managers must work closely with other departments of the company. When developing marketing plans, the firm's marketing managers must take into account the interests of other groups within the firm itself, such as senior management, finance, research and development, logistics, production, and accounting. For developers of marketing plans, all these groups constitute the firm's microenvironment. (Appendix No. 2)

Marketing managers should also work closely with other departments in the firm. financial service concerned about the availability and use of funds necessary to implement marketing plans. The R&D service deals with the technical problems of design and the development of efficient production methods. The logistics service provides the necessary materials. The production department is responsible for the production of goods of the required quality and in the right quantity. Accounting keeps track of income and expenses, showing marketers how successfully they achieve their goals.

Thus, all these departments take part in the development of plans and activities of the marketing service. Following the concept marketing approach, all these departments must work in concert to provide customers with a product that has a high customer value and brings satisfaction. To work with the market, you need a plan for influencing controllable factors - choosing a target market; choice of goals, structure and organization of marketing and control.

Suppliers are business firms and individuals who provide a company and its competitors with the material resources needed to produce a specific product or service. Suppliers are an important link in the system of creating and distributing customer value of each company.

The analysis of suppliers is aimed at identifying those aspects in the activities of the entities supplying the organization various types raw materials, semi-finished products, energy and information resources, finance, etc., on which the efficiency of the organization, the cost and quality of the product produced by the organization depend.

Suppliers of materials and components, if they have great power, can make the organization very dependent on them. Therefore, when choosing suppliers, it is very important to deeply and comprehensively study their activities and their potential in order to be able to build relationships with them that would provide the organization with maximum strength in interaction with suppliers.

Let's conduct a study to solve a logical problem - the choice of a source of supply. If a firm is interested in a short-term relationship with a supplier, then it probably won't care about the nature and personality of the supplier. In such a relationship, price and convenience are decisive, not the quality of service. Longer relationships usually impose greater obligations on both parties and require more mutual attention. An important point in all cases is the assessment of the supplier from the point of view of the firm.

Although it is difficult to define a good supplier, there are several characteristics that could be considered desirable in a buyer-seller relationship. The parameters for evaluating suppliers can be various characteristics of the supplier's activities, both qualitative (granting a deferred payment, discounts, credit; delivery of products on time; fulfillment of contractual obligations; compliance of the quality of the delivered products with the stated in the specifications) and quantitative (primarily the price level for some or period; the number of overdue deliveries; the total amount of underdeliveries), the value of the normative integral assessment is equal to 1/2 of the maximum possible. (Appendix #3) This assessment will help identify possible problems with service quality. The list below should be considered as a guide only.

Good Supplier:

¨ delivers on time;

¨ provides constant quality;

¨ sets a fair price;

¨ stable;

¨ provides good related services;

¨ provides storage services at a high level;

¨ keeps promises;

¨ provides technical assistance;

¨ constantly keeps the buyer up to date.

Potential suppliers should be evaluated on their personal qualities, in terms of delivery techniques and with the help of third parties who already have information about the suppliers of interest to the company.

Supplier evaluation scheme and model:

Y -- Σ ( a i * p i), (1) 3

i =1

where Y – integrated assessment of a specific supplier;

pi – the number of points the supplier receives.

It is calculated as the difference between 100 points (this maximum value is given to the supplier in the absence of claims against him for this parameter) and the percentage of any defects.

a i -- parameter significance pi , and Σ a i =1.

Events in the "supplier environment" can seriously affect a firm's marketing activities. Marketers must keep an eye on the availability of resources. Lack of resources, delays in their supply, strikes and other events can affect sales volumes, and in the future - damage the company's reputation in the eyes of the consumer. In addition, marketing managers should keep track of price levels for the main components of production. Raising prices by suppliers causes an increase in the cost of goods, which, in turn, negatively affects sales.

1.2 Intermediaries and clientele

Intermediary activity began to be carried out simultaneously with the establishment of commodity-money relations between producers and consumers. In a generalized marketing system, intermediaries are elements of the third level. Marketing intermediaries are firms that assist a company in promoting, marketing, and distributing its products to a clientele. These include resellers, distribution firms, marketing services agencies and financial institutions. Distribution companies provide distribution channels for the firm. They help her find customers and sell products to them.

Trade intermediaries. Resellers are business firms that help a company find customers and/or sell its products directly to them. Location convenience is created by resellers by stockpiling goods at customer locations. Time convenience is created by exhibiting and making bicycles available at times when consumers want to buy them. The convenience of the acquisition procedure lies in the sale of goods with the simultaneous transfer of ownership of them.

However, the choice of resellers and the organization of work with them is not an easy task. Today, the manufacturer no longer deals with many independent small intermediaries, but with large and constantly growing intermediary organizations. An increasing number of bicycles are being sold through large chain retailers, large wholesalers, retailers and franchise holder establishments. All of these associations are very powerful and can dictate their own terms, or even prevent the manufacturer from entering some large-capacity markets. To win their product "a place on the store shelf", manufacturers have to make a lot of effort. And, besides, the choice of resellers must be approached very carefully in the sense that by using some channels of distribution, you can lose the opportunity to use others.

Firms-specialists in the organization of commodity circulation. Merchandising firms help a company stock its products and move them from the place of manufacture to the destination. Warehouses are enterprises that ensure the accumulation and safety of goods on their way to their next destination. Transport companies include railways, trucking companies, airlines, cargo ships and other cargo handlers that move goods from one place to another. The firm needs to choose the most cost-effective shipping methods, balancing factors such as cost, volume and speed of shipments, and the safety of cargo.

Marketing Services Agencies. Marketing services agencies - marketing research firms, advertising agencies, media organizations, and marketing consulting firms help a company more accurately target and promote its products to the right markets for them. The company must decide whether it will use the services of these organizations or will perform all necessary work independently. By deciding to use paid services, the company must carefully select service providers, because specialized firms differ from each other in their creative capabilities, and the quality of work, and the volume of services provided, and prices. It is necessary to periodically evaluate the performance of these firms, considering options for replacing those whose work no longer satisfies the company.

Credit and financial institutions. Financial institutions include banks, credit companies, Insurance companies and other organizations that help the firm finance transactions and/or insure itself against risk in connection with the purchase or sale of goods. Most companies and clients cannot do without the help of financial institutions in financing their transactions. An increase in the cost of credit and/or a reduction in lending opportunities can have a serious impact on the effectiveness of a company's marketing activities. With this in mind, the company needs to establish strong ties with the financial institutions that are most important to it.

Clients - consumers, manufacturers, resellers, government agencies, foreign consumers.

The firm needs to carefully study its customers. It can perform in five types of client markets.

1. Consumer market - individuals and households that purchase goods and services for personal consumption.

2. Producer market - organizations that purchase goods and services for use in the production process.

3. Intermediary market - organizations that purchase goods and services for their subsequent resale at a profit for themselves.

4. Market of public institutions - state organizations who purchase goods and services either for their subsequent use in the field of public services, or for the transfer of these goods and services to those who need them.

5. International market - buyers outside the country, including foreign consumers, manufacturers, resellers and government agencies.

The company must carefully study its markets. Each type of market has certain characteristics that the seller must carefully study.

According to the concept of marketing, the company that creates the highest customer value and that satisfies the consumer better than competitors will achieve success.

1.3 Competitors and contact audiences

Competitors are individuals or legal entities(competitors) that produce analogues, substitutes or operate in the same market as other manufacturers. The word “competitors” comes from the Latin “concure”, which means “to run towards the goal”. The main element of creating a competitive product is the FOSTIS system, which means the process of generating demand and stimulating sales. The mechanism of supply and demand stimulates the implementation of optimal links between the desires of individual customers and the capabilities of the manufacturer, and through them - with suppliers of specific resources. required amount and quality.

It is the presence of competition that causes the expansion of the range of goods and services provided, the regulation of their prices to an acceptable level. In addition, competition provides an environment conducive to the development and improvement of manufacturers. It is no coincidence that in all countries with a developed market economy there is legislation on the development and maintenance of competition. Antimonopoly regulation relies on administrative and judicial practice providing for the possibility of liability, up to criminal. All antitrust laws aim to prohibit manufacturers from using their dominant market position to eliminate competitors and establish monopolies through trade policies or takeovers.

In the United States, for example, there is a whole set of laws that ensure maximum freedom of competition, namely:

¨ Sherman's Law (1890), according to which the lower limit of monopolization is determined at the level of 60% of the controlled market;

¨ Clayton Act (1914), directed against all types of price discrimination;

¨ Federal Trade Commission Act (1914).

It is necessary to carefully study and analyze the competitive environment in which the company operates.

First of all, you need to answer the following questions:

Who are the main competitors in terms of:

¨ assortment, product groups;

¨ geographical distribution;

¨ market segments;

¨ pricing policy;

¨ distribution and marketing channels.

· What is the market share of your company and who are its main competitors?

What is the competitor's strategy?

· What methods are used by competitors in the struggle for the market?

· What is the financial condition of competitors?

· Organizational structure and management of competitors?

• What is the effectiveness of competitors' marketing programs (product, price, sales and promotion, communications)?

• What is the likely reaction of competitors to your firm's marketing program?

At what stage of the life cycle is your product and competitor's product?

Usually there are 4 possible types of market. Depending on the

competitive structure firms choose a marketing strategy. (Appendix No. 4)

Enterprises planning to enter a new market for themselves face the need to overcome barriers due to the objective features of the market, government intervention, and the actions of competitors.

Barriers are:

1) Irresistible: the firm is unable to enter the market within 3 years (using its own and subject to the availability of the necessary borrowed money); the three-year period is subject to maximum term provision of commercial loans.

2) Avoidable:

¨ significant: entry into the market is possible subject to the commissioning of additional capacities with the involvement of borrowed funds;

¨ insignificant: the costs of entering the market are fully covered by own funds without attracting additional sources of financing;

¨ there are no barriers: entering the market does not require additional costs compared to the costs incurred by existing competitors.

Among the objective market factors that are most

degrees determine the presence and height of entry barriers to the industry, it is necessary to assess:

1. degree of market concentration;

2. The state of supply and demand (market saturation);

3. Maturity of the product (market);

4. Openness of the market (the impact of regulatory and administrative barriers).

It is also important to identify historical development trends

market, which complements the diagnostic process through historical analogies.

The study of competitors' positions covers a wide range of issues and requires the involvement of a significant amount of information. It can be obtained from various sources: general economic, industry, advertising brochures, booklets, catalogs. Comprehensive and constant study of competitors brings noticeable results.

If your product, along with the products of other firms, satisfies a specific need, then they talk about functional competition, and such products are called commodity-generic competitors.

Species competition arises between different varieties of goods, in principle, satisfying the same need. At the same time, there is at least one parameter in which they differ.

subject competition is conducted on different brands of the same product, produced by different firms.

Studying the competitive environment requires systematic observation of the main competitors, not losing sight of potential competitors. It is advisable to accumulate the information obtained in special data banks. Analysis of information, its interpretation allow specialists to derive reasonable estimates for each factor of competition and characterize the general position of the company in the market in relation to its main competitors.

contact audiences.

The marketing environment also includes various contact audiences of the firm. We define the contact audience as follows.

Contact audience - any group that shows an actual or potential interest in the organization or influences its ability to achieve its goals.

The contact audience can either help or hinder the firm's efforts to serve the markets. A beneficial audience is a group whose interest in the firm is very beneficial. The desired audience is the one whose interest the company is looking for, but does not always find. Unwanted audience - a group whose interest the company tries not to attract, but is forced to reckon with it, if it appears.

A firm can develop marketing plans for all of its primary contact audiences, as well as for all client markets. Suppose a firm wants to win a response from a particular contact audience in the form of favors, testimonials, or donations of time or money. To do this, the company will need to design a product that is attractive specifically for this contact audience.

Any firm operates in an environment of contact audiences of seven types.

1. Financial circles. Influence the firm's ability to provide itself with capital. Main contact audiences financial sphere are banks, investment companies, stock exchange brokerage firms, shareholders.

2. Mass media. Media audiences are organizations that distribute news, articles, and editorial commentary. First of all, these are newspapers, magazines, radio stations and television centers. Mass media and local information, the attitude of which depends on a variety of external and internal factors that define the relationship between producers and these contact audiences. Not in the last place are these bodies in determining the authority, rating and image of manufacturers in the eyes of consumers.

3. Contact audiences of state institutions. Leadership must necessarily take into account everything that happens in public sphere.

4. Public organizations . Marketing decisions made by a firm may raise questions from consumer organizations, environmental groups, and minority groups.

5. Local community. Any firm deals with local contact audiences, such as neighborhood residents and community organizations. To work with the local population, large firms usually appoint a special person in charge of relations with the community, who is present at meetings of community members, answers questions, and contributes to the resolution of pressing problems.

6. Society as a whole. The firm needs to meticulously monitor the attitude of the public to their products and their activities. And although the general public does not act as an organized force in relation to the firm, the image of the firm in the eyes of the public affects its commercial activities.

6. Internal contact audiences. Internal contact audiences of the firm include its own workers and employees, voluntary assistants, managers, members of the board of directors. In order to inform and motivate members of their internal contact audiences, large firms publish newsletters and resort to other forms of communication. When workers and employees feel good about their own firm, their positive attitude extends to other contact audiences.

Thus, based on the foregoing, we can conclude that the main principles that must be taken into account when organizing the study of the microenvironment are the principles of objectivity, consistency, development, regularity, and flexibility. The methods that can be used in this analysis can be combined into two main groups: methods for collecting data on the internal environment and methods for analyzing and predicting its factors. The latter include extrapolation methods, structural-analytical and expert methods.

2. Consideration of the microenvironment LLC Novosibirsk Machine-Building Plant "Taira"

2.1 Characteristics of LLC NEMZ "Taira"

OOO Novosibirsk Power Engineering Plant "TAYRA" is the largest manufacturer of industrial fans and ventilation equipment in the regions of Siberia and Far East.

The Taira enterprise was created in 1992 for the manufacture of standard and development of non-standard ventilation and gas cleaning equipment designed to equip ventilation systems industrial and public buildings.

Ventilation equipment produced at the Taira enterprise has found application in the industry of the Far East, Siberia and the Urals, in the North, in neighboring countries.

The enterprise has chambers for applying polymer coatings to manufactured products and an accredited laboratory that allows testing and determining the characteristics and parameters of fans (Certificate N ROSS RU.0001.22 MP34). All manufactured products are certified.

The composition of experienced developers, designers, manufacturers guarantees high quality and service life of products in full compliance technical specifications approved by TU and GOST.
The main line of business is mass production of standard general industrial fans in conventional, explosion-proof and corrosion-resistant versions.

In addition to fans (centrifugal, axial, roof) that require mandatory certification, Taira produces smoke exhausters, air ducts, heaters, air and fire dampers, silencers and other ventilation equipment.
In 2003, the company expanded its production, having mastered several new directions. In particular, production of air handling units and central air conditioners of block-modular type has been launched under the license of the Austrian company "Frivent", in which all air treatment processes are carried out in one building, while the heat recovery of the exhaust air can significantly reduce operating costs. Among the new products are fireproof smoke exhaust fans; square-section duct fans in a conventional or sound-insulated housing, creating minimal aerodynamic noise.

General line - production of the entire set of ventilation systems .

Benefits of working with a company:

· high quality of let out production;

certified products;

Competitive prices for products

· the ability to test equipment for accurate detection of aerodynamic characteristics on the basis of the only accredited laboratory beyond the Urals;

· only our company produces industrial fans and valves with polymer coating, which ensures their durability, reliability and, most importantly, attractive appearance;

business, long-term and friendly relations with clients;

· guarantees for all types of equipment and post-warranty service.

Enterprise "Taira" was awarded:

· a gold medal of the Siberian Fair Stroysib-2002 for the production of a wide range of industrial fans;

Gold medal of the Interregional competition " Best Items Siberia-GEMMA 2002";

· Diploma "People's recognition" for 2002, having received the highest rating according to the results of a survey of public consumer opinion for products: fans for industrial use.

For the sale of products created its own dealer network, which covers many cities of Russia - Tyumen, Omsk, Novosibirsk, Tomsk, Barnaul, Kemerovo, Novokuznetsk, Krasnoyarsk, Irkutsk, Khabarovsk.

LLC NEMZ "Taira" offers you ample opportunities for the purchase and supply of electric motors 50-450 height of the axis of rotation from a warehouse in Novosibirsk. The company has been cooperating with leading Russian manufacturers of asynchronous electric motors for more than 10 years and is official dealer or a representative for the Siberian and Far Eastern regions.

Our company has a powerful warehouse base. All our warehouse sites are equipped with lifting mechanisms, small-scale mechanization, as well as access railroad tracks. The average stock of electric motors is about 5000 units.

In our warehouse there is always a constant supply of three-phase general industrial electric motors 56-315 height, single-phase (220V), explosion-proof motors 63-200 height with protection type ExdIIBT5, ExdIIBT4.
One of the elements of the quality system is the work of the stand for continuous input control of electric motors, which allows us to confirm the specified parameters and supply our partners with electric motors that meet high requirements.

To control the quality of manufactured products, the enterprise has created a specialized testing laboratory. In 2003, the laboratory was accredited for the right to carry out certification at home.

Thus, today Taira is the only company in the entire Siberian region that produces ventilation equipment with documented quality and safety parameters.

2.2 Main factors of the microenvironment of operation

OOO NEMZ "Taira"

Let's start the consideration of the microenvironment of the Taira company with such a factor as the company. When developing marketing plans, Tyra's marketing managers must take into account the interests of other groups within the firm itself, such as senior management, finance, R&D, procurement, production, and accounting. For developers of marketing plans, all these groups constitute the firm's microenvironment.

At Taira, senior management includes CEO, members of the executive committee, managing director, chairman, chairman and members of the board of directors. This upper echelon of management determines the goals of the firm, its general strategic orientations and current policies. Marketing managers must make decisions that are consistent with the plans of top management. Moreover, all their marketing projects are subject to senior management approval.

Marketing managers should also work closely with other departments in the firm. The financial service is concerned about the problems of the availability and use of funds necessary for the implementation of marketing plans. The R&D service deals with technical problems in the design of ventilation equipment and the development of efficient methods for its production. The logistics service takes care of the availability of sufficient materials for the production of ventilation equipment. Production is responsible for producing the required number of fans. The accounting department keeps track of income and expenses, helping the marketing department to keep abreast of how well they are achieving their goals. The activity of all these divisions, one way or another, affects both the plans and the actions of the marketing service.

Suppliers. To produce ventilation equipment, Taira, for example, must purchase steel, aluminum, and other things that are needed to continue its operation. Events in the "supplier environment" can seriously affect a firm's marketing activities. Marketing managers should keep a close eye on the prices of supplies, because rising prices for purchased materials can cause prices for bicycles to rise as well. Material shortages, strikes and other events can disrupt the regular delivery and shipment schedule of bicycles to customers. AT short term sales opportunities will be missed, and in the long run, the goodwill to the firm from the side of its clientele will be undermined.

Suppliers of LLC NEMZ "Taira" are, first of all, large Russian manufacturers materials and components and large trade and purchasing enterprises, as well as Belarusian manufacturers of materials and components. Long-term mutually beneficial partnerships with major suppliers, such as VEMZtrading LLC, Yaroslavl Electric Machine Building Plant ELDIN OJSC and others, determine the availability of goods supplied by these enterprises in the future. Within the framework of industrial cooperation, the enterprise successfully and mutually beneficially interacts with OJSC Volzhsky tool factory"and JSC" 35 Mechanical Plant ".

Competitors. The main competition in this market is in 2 areas: prices and delivery times.

Price competition in the market for the period 1998-2004. gradually transformed from a tough price struggle to a form of "conciliation" pricing.

Prices for the products of LLC NEMZ "Taira" are the highest on the market (which is due to the adopted strategy). Despite the fact that the prices of LLC NEMZ "Taira" exceed the level of average market prices by 10-15%, they are a price guideline for most Russian manufacturers.

Initially positioning their products as high quality products, and thanks to the emergence in the minds of buyers of the understanding that quality products cannot be cheap, the effect of price competition on NEMZ Taira LLC is negligible.

Competition in the field of delivery times is becoming increasingly relevant for the market as a whole. During the period 2000 - 2004, most manufacturers sought to reduce the terms of production and delivery of equipment. With an average market period for the production and supply of fans of no more than 3 weeks, NEMZ Taira LLC, due to the production load, delivers products within 4-5 weeks, however, in 2004, a warehouse for the free sale of fans was created and maintained in the amount of 1-1.5 monthly requirement, which minimizes the time for customers to receive products.

The competitors of LLC NEMZ "Taira" include the following companies

1. Moscow

JSC Moven

CJSC "Russian Fan" (Ruven)

CJSC Arktika

LLC "Veza"

OJSC "Vozdukhotekhnika"

LLC "Innovent"

LLC "Klimatventmash"

CJSC Ventilatorny Zavod Komven

LLC "MPF Fire"

2. Moscow region

CJSC Kryukovskiy Ventilatorny Zavod (Kryukovo village)

3. St. Petersburg

LLC "Plant" Fan "

CJSC Fan Factory Lissant

LLC "Experimental fan plant"

4. Novosibirsk

Voskhod - S LLC

State unitary enterprise "Sibselmash - Special equipment"

LLC "Climate - SVO"

CJSC "Corvette"

LLC NTK "Zenith"

JSC "Sibventdetal"

Promventservis Company LLC

5. Sverdlovsk region

OJSC Nizhneturinsk Machine-Building Plant "Venta" (Nizhnyaya Tura)

ZAO Eurosfera (Novouralsk)

6. Kostroma

OJSC "Kostroma Calorific Plant"

LLC Concern "Medved"

7. Khabarovsk

JSC "Dalenergomash"

8. Udmurtia

OJSC "Glazovsky Plant Metalist" (Glazov)

SUE "Dauyl"

10. Biysk

OJSC Biysk Boiler Plant

11. Perm

CJSC "Perm Plant of Ventilation Blanks"

12. Sterlitamak

Sterlitamakskoe joint-stock company closed type "Promventilation"

13. Barnaul

OAO Sibenergomash

Clientele. When analyzing the immediate environment of LLC NEMZ Taira, it is necessary to consider the consumers of this organization, which have a very strong influence on it. The specificity of the range of products produced is such that Taira LLC is not a manufacturer of consumer goods, so the vast majority of consumers are legal entities of various organizational and legal forms involved in construction and repair work.

The high quality of the products manufactured by the Taira plant has been appreciated by many large enterprises in Siberia and the Far East.

Taira's partners include Kuznetsk Ferroalloys, Krastsvetmet, Omsk Bacon, JSC Azot, Norilsk Nickel, Sibneft, Yukos, the Siberian Chemical Combine, NZHK, Zavod im. Chkalov, Novosibirsk Metro, Vinap, Krasny Vostok, and many others.

Thus, today the Taira company is a recognized leader in the ventilation equipment market not only in Novosibirsk, but in the entire Siberian region.

Contact audiences. financial circles. Taira works to please these audiences by publishing annual reports, answering questions about the entire financial activities, and presenting to the financial community evidence of its financial soundness.

Mass media. Taira is interested in getting more and better media coverage of its activities, perhaps through articles on new developments in industrial fans and ventilation equipment, or articles on the company's regional activities.

Contact audiences of state institutions. Leadership must necessarily take into account everything that happens in the public sphere. Taira marketers must respond to issues of product safety, truth in advertising, dealer rights, and the like. Taira should consider contacting other manufacturers of ventilation equipment to work together to push for more benevolent laws.

Public organizations . Taira has the opportunity to become a leader in the design of the most efficient ventilation equipment. The firm's public relations department can help keep the firm in constant contact with all consumer groups. .

Society as a whole. To create a strong "citizenship" image for itself, Taira will assign representatives to fundraise campaigns for the community and develop a consumer complaints process.

Internal contact audiences. To build a positive attitude towards the firm, Taira publishes newsletters and other forms of communication to inform and motivate members of its internal contact audiences. When workers and employees feel good about their own firm, their positive attitude extends to other contact audiences.

In general, it can be noted that at LLC NEMZ Taira, the heads of the enterprise and structural divisions are aware of events and changes taking place in the internal environment, as they constantly feel its influence in their daily activities and receive information about it from various sources. So, for example, the main link between the organization and the microenvironment is the sales department and partly the supply department, which study consumers, intermediaries, competitors, transport organizations, suppliers, and are also aware of changes in economic conditions in the country.

Conclusion

At the end of the above topic, I would like to note the following defining points that determine the high degree of significance of this problem. Today, the external environment is important for all organizations without exception. In order to survive and develop in an extremely dynamic and uncertain external environment, and this is general characteristics modern environment of domestic industrial enterprises Organizations need to adapt to change and actively shape their own future. Therefore, strategic management plays a decisive role in market conditions, the information basis of which is the analysis of the macro- and microenvironment of the organization.

Today, almost all the main functional divisions of industrial enterprises have a certain idea of ​​the external environment.
However, the procedures for collecting, analyzing and transmitting information about it are carried out in most cases non-purposefully, spontaneously and accidentally, so it does not give a holistic view of the external environment and its impact on the results of the enterprise.

The very survival and existence of an organization depends on its ability to find consumers of the results of its activities and satisfy its needs. Consumers can vary greatly in nature and the place they occupy in the product chain. Consumers can be: individuals and legal entities, both within the country and abroad, public and government organizations. Based on this, five client markets can be distinguished: consumer, producer, reseller, government, and international.

The analysis of buyers, as components of the organization's immediate environment, is primarily aimed at compiling a profile of those who buy the product sold by the organization. Studying buyers allows an organization to better understand which product will be most accepted by customers, how much sales the organization can expect, how much buyers are committed to the product of this particular organization, how much it can expand the circle of potential buyers, what the product expects in the future, and much more. . All this will allow the company to use its production potential as efficiently as possible.

In view of the foregoing, we can conclude that the only correct option for the behavior of a modern enterprise to achieve effective long-term functioning and successful development is to pay increased attention to the analysis of the external environment. And for this, it is necessary to develop and implement a comprehensive analysis, taking into account individual features enterprises with appropriate personnel, financial and technical support. Only under this condition can we count on the effectiveness of strategic and operational management decisions.

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An analysis of the external environment (environment) is a process by which strategic planners identify and evaluate factors external to the organization in order to determine their current and future impact on the development of the company. It is customary to distinguish between the micro and macro environment of an organization.

Environment, external conditions of activity (environment) - a set of various forces external to the organization, which the company is able to influence in some cases, but cannot control them.

microenvironment (microenvironment) – the economic environment associated with the organization and its service to the clientele, including suppliers, buyers, service consumers and contact groups that have an interest in the firm and are able to influence its activities.

macro environment (macroenvironment) – a set of demographic, economic, natural, scientific, technical, political, cultural and other factors that are not dependent on the company, but have a serious impact on its marketing activities.

Organization microenvironment

Organization microenvironment is part of the external environment in which the organization directly operates. The microenvironment is specific to each organization, consists of people, groups and organizations that directly affect the company's marketing activities. The microenvironment can be conditionally divided into two parts: 1) the system economic activity, which starts in the industry value chain with suppliers and ends with the end consumer; 2) factors of indirect influence that affect the entire value chain of the company (competitors and the public). Let us consider the elements of the microenvironment presented in fig. 1.3 for more details.

For the conduct of business activities of any organization, supplies are needed.

Provider is any legal or natural person that supplies raw materials, energy, fuel, materials, components, semi-finished products, goods or various services to customers. Suppliers need to be considered in a company's value chain as they influence the company with the price, quality, sales volume, and delivery (or manufacture) time of products. Any changes in these parameters affect the price, product quality and the ability to manufacture and sell the final product, which in turn determines the company's turnover and other important economic indicators. In this way, A company's cost competitiveness depends not only on the costs in its own value chain, but also on the costs in its supplier value chains and distribution system. Measures taken by an organization to reduce the costs of suppliers or increase the efficiency of their work, at the same time strengthen the competitiveness of the company itself, and this is already a good enough reason to increase cooperation with suppliers.

Rice. 1.3.

Mediator- a legal or natural person whose purpose is to provide services for the commission of commercial, financial transactions, as well as for the settlement of disputes in various kinds of relations.

Distribution or marketing channels- all organizations or persons acting as intermediaries or participants in the sale, assuming or helping to transfer ownership of the goods to another person.

The importance of the value chain of the distribution system must be taken into account, since the costs and profits of the intermediaries of the distribution channel are included in the final price of the goods paid by the final consumer. In addition, the quality of the work of intermediaries affects the satisfaction of the buyer. Any organization must work closely with the distribution system, seeking to optimize the value chain in order to strengthen the competitiveness of both parties. Any action that has a beneficial effect on the customer's value chain increases the company's competitiveness. For example, manufacturers of meat products are moving their factories outside the city, closer to farms; beer can manufacturers build their factories near breweries and organize bottle deliveries directly to the bottling shop. This achieves significant savings in the organization of production, transportation and storage of stocks for both suppliers and manufacturers.

Distribution channels are characterized by length, width and level. Channel length sales is determined by the number of independent intermediaries consistently promoting the product. Channel level is any intermediary that performs certain sales functions. Channel Width is the number of independent participants at each level. Possible options channels for the sale of products can be represented by the diagram shown in Fig. 1.4.

Rice. 1.4.

The structure of the channel is materialized by choosing an intermediary or determining the composition of its participants. The number of intermediaries can greatly affect the final price of the product, since each subsequent participant contributes part of their costs to the final cost.

The main directions of the analysis of the environment of intermediaries:

• the level of development of the market infrastructure (transport, trade, banking, marketing, etc.);
• the level of provision of the market with resources, goods and business services;
• the level of quality of the supplied goods and services;
• prices and terms of payment;
• terms of partnership (mutual benefit);
• long-term relationships with intermediaries, reliability of partners;
• market pressure from intermediaries (danger of direct or reverse integration);
• costs of switching to another intermediary.

Consumer- a citizen who intends to order or purchase, or ordering, acquiring or using goods (works, services) solely for personal, family, household and other needs not related to entrepreneurial activities.

Very often in economic theory, not the consumer is considered, but the buyer. This is explained quite simply, because for a market economy, first of all, the one who can purchase the goods is important. The difference in these seemingly close concepts is obvious: everyone can be a consumer, a buyer - only one who is able to pay for the goods. Of course, in a developed economy, these two categories overlap in many ways.

When an individual spends their own money to satisfy their own needs, the marketer's task is quite simple: to study, understand and predict these needs and satisfy them through a product or service.

In reality, a situation often occurs when one individual consumes a product and another buys it. Public schools are a good example: for example, the consumers of personal computers are students and teachers, the buyer is the state, represented by school management. The opinion of teachers is taken into account, but the specific decision on the purchase is made by the school management if there is an allocated budget for this item of expenditure.

Analysis consumer segment should start by asking the following questions.

• Who is the end user of this product or service and what needs and requirements are being satisfied?
• Who is the specific buyer and at whose expense is the purchase made?
• Who makes the purchasing decision?
• Who and how influences the development and adoption of a purchase decision?

It is only by answering these questions that needs and needs research can be effectively organized. Indeed, in many cases, it is necessary to take into account not only all the requirements of the end user, but also the interests of those who make the decision to purchase.

In marketing, the concept of the market is usually associated with the economic demand of potential and real buyers who have certain need in goods and a certain purchasing power. Therefore, in marketing, the term "customer" is directly related to the term "market".

The behavior of buyers differs significantly depending on the type of market - the market for consumer goods (consumer market) or the market for industrial goods (business market).

The consumer market is characterized by the fact that individuals, families or households purchase goods and services for their own consumption. By the number of participants, this market is the largest in any country. Essentially, every resident of the country is a potential buyer, regardless of age.

The main directions of the analysis of the consumer market:

• the absolute potential of the market (how many consumers have a given need or may have);
• the level of awareness of the need among potential consumers(affects the level of coverage);
• the level of activity of the need among potential consumers (affects the level of coverage);
• coverage level (number of consumers purchasing the product);
• level of penetration (rates of consumption of this product);
• real market capacity (the level of real aggregate demand);
• dynamics of changes in market capacity (potential and real);
• market profitability: real (how much money consumers spend), potential (how much money they can spend);
• the level of real demand for the company's product;
• the dynamics of changes in demand for the firm's product;
• the level of market segmentation (the number of segments, the level of difference between segments, the degree of homogeneity of consumers in segments);
• accessibility of segments (geographic location of the segment, severity of competition in the segment);
• the level of market saturation (the level of satisfaction of demand in segments - in quantitative and qualitative terms, the presence of market windows);
• the level of customer satisfaction with the company's products;
• level of commitment to the brand of the company, the level of attraction, the level of refusals, the level of switching (and factors that determine the danger of switching).

Magazine Sales & Marketing Management in its annual review Survey of Buying Power (SBP) proposed territory purchasing power index (Buying Power Index - BP1). Index BPI allows you to take into account three main market factors - the size of the population, as well as its ability and desire to buy goods - and express them in a quantitative form. Like any other index, BPI allows you to evaluate the change in the market over a certain period of time, i.e. makes it possible to assess the trend in the purchasing power of a particular market. The formula for calculating the purchasing power of the population is as follows:

where i– region under consideration; at i is the disposable income of the population of the region under consideration; r i is the volume of sales in the area retail in the region under consideration; R i is the percentage of the population of the region under consideration in the population of the country.

Competitors are an important component of the company's marketing microenvironment, without taking into account and studying which it is impossible to develop an acceptable strategy and tactics for the company's functioning in the market.

There are many definitions of competitors, we will give the most common of them. Competitors are subjects of the marketing system that, by their actions, influence the choice of markets, suppliers, intermediaries, the formation of a range of goods and the entire range of marketing activities (which entails the need to study them). Considering competitors as subjects of the marketing system in more detail, we can give the following definition. Competing firms firms that have a fully or partially coinciding fundamental market niche are called. The fundamental market niche here is understood as a set of market segments for which the goods and (or) services produced (rendered) by this company are suitable.

The presence of competing firms gives rise to such a phenomenon in the economy as competition. From an economic point of view, competition economic process interaction, interconnection and struggle between producers and suppliers in the sale of products, rivalry between individual manufacturers or suppliers of goods and (or) services for the most favorable production conditions.

Any organization operating in market conditions constantly faces competitors in its activities. Competitors are not limited to those companies that offer similar products; competitors can be companies operating even in other areas of activity. Therefore, the following can be distinguished levels of competition(Fig. 1.5).

Rice. 1.5.

Rivals of Desire- companies that enter into confrontation for the priority satisfaction of different needs.

Generic competitors - firms that produce substitute products that satisfy the same needs. Readers can read books presented both in the usual classical form and in electronic form (laptop, tablet, communicator, electronic book etc.).

Species competitors- companies that offer a product that is similar in function, aimed at satisfying the same needs, but different in characteristics. For example, to meet the needs of communication using cellular networks, the consumer may use a conventional cellular phone, communicator, smart phone, etc.

Brand competitors(parametric competitors): manufacturers (sellers) of similar products. The competition of branded goods is determined by the degree of preference and is associated with the added, instrumental, emotional characteristics of the goods, as well as the degree of promotion of this brand.

A similar division of competitors was introduced by David V. Crevens, who introduced the product boundaries of the market (Fig. 1.6).

Rice. 1.6.

Brand-level competition is the most direct form of competition. The intensity of competition at the brand level and the nature of the competition are mainly determined by the market in which the company operates.

Practice examples

In table. 1.1 shows the characteristics of brands of laptops, taken from search engine"Yandex" (Yandex-market) as of October 20, 2013

Table 1.1

Comparative characteristics of brands of laptops

Characteristic	Laptop brand
	ASUS N550JV	Lenovo IdeaPad Z500	HP Envy 15-j002er	Samsung ATIV Book 4450R5E
Average market price, rub.
Number of offers on the market
Manufacturer			HP(USA)
Screen size, inch
Thickness, mm
Processor type		Core i3 / Core i 5 / Core i7 / Pentium		Core i3 / Core i5
Processor frequency, Hz				1400-

Under market structure It is customary to understand the totality of many specific features and traits that reflect the characteristics of the organization and functioning of a particular industry market. The concept of market structure reflects all aspects of the market environment within which a firm operates, but most economists agree that to analyze market structure, one can resort to a typology of market structures, based on several basic parameters- signs of the industry market.

Number of companies in the industry. The number of sellers operating in a given sectoral market will determine whether or not an individual firm has the ability to influence the market equilibrium. Ceteris paribus, with a large number of firms in a given market, any attempt by an individual firm to influence market supply by reducing or increasing individual supply will not lead to any significant change in the market equilibrium. In this case, the market share of each particular firm is insignificant. A different situation will arise when the firm's market share is large, i.e. one or more large firms operate in this market. Such a firm has the opportunity to influence the market supply, and hence the market equilibrium and market price.

Market price control. The degree of control of an individual firm over price is the most striking indicator of the level of development of competitive relations in the industry market. The greater the individual producer's control over price, the less competitive the market is.

The nature of the products sold on the market – what goods are produced in the industry - standardized or differentiable. Differentiation of products means that in a given market different firms offer products designed to satisfy the same need, but differ in different parameters. There is such a dependence here: the higher the degree of differentiation (heterogeneity) of industry products, the more the company has the opportunity to influence the price of its goods and the lower the degree of competition in the industry. The more standardized (homogeneous) an industry product is, the more competitive the market is.

Conditions for entry into the industry which is related to the presence or absence of barriers to entry into the industry. The presence of such barriers will prevent the entry of new firms into a given industry market and, consequently, the development of industry competition.

Presence of non-price competition. Non-price competition takes place if the industry product is differentiable. Non-price competition is competition in terms of quality of products, services, location and availability, and advertising.

Depending on the content of each feature and their combination, various models market - perfect competition, monopolistic competition, oligopoly and pure monopoly (Table 1.2).

Table 1.2

Market models and their characteristic features

Characteristic	Market Model
	perfect competition	monopolistic competition	oligopoly	pure monopoly
Number of companies in the industry	Lots of		Several
Control over the market price	Missing	Some, but within narrow limits	Limited by mutual dependency, but significant in case of firm collusion and industry cartelization	Dictates prices
Product Description	Standardized item	differentiated product	differentiated or standardized	Unique
entry barriers	Missing	Free	There are barriers to entry into the industry	Login blocked
Presence of non-price competition	Missing	The main reserve for increasing revenue and profit	Typical, especially for industries producing a differentiated product	atypical

Perfect Competition – market model, which is characterized by price competition between manufacturers of standardized products that are not able to influence the market equilibrium and market price. The products of all companies in the market are homogeneous, so that consumers do not care which manufacturer to buy it from. All products in the industry are perfect substitutes. This means that any arbitrarily small increase in the price by one producer above the market level leads to a reduction in the demand for his products to zero. Thus, the difference in prices may be the only reason for preferring one or another firm, i.e. It can be said that there is no non-price competition.

A market structure that does not meet at least one of the conditions of perfect competition is an imperfectly competitive market. Markets of imperfect competition, in turn, are represented by markets of pure monopoly, monopolistic competition, oligopolistic markets. Monopolistic competition – a type of market structure in which sellers of differentiated products compete with each other for sales volumes, and non-price competition acts as the main reserve for achieving a competitive advantage in the market. In conditions of monopolistic competition, an individual firm is dealing with a decreasing demand curve (as opposed to perfect competition), which is explained by product differentiation.

Because each firm's product has distinctive characteristics, the firm has some influence on market prices. By charging slightly below competitors' prices, a firm can expect some increase in sales because its product is a good substitute for competitors' products. Conversely, by raising the price, the firm may experience a reduction in sales as its customers switch to cheaper products. In addition, the presence a large number good substitutes makes the individual firm's demand curve highly elastic over the appropriate price range.

Oligopoly - a type of market structure in which several interdependent and often interacting firms compete with each other for market share (sales volumes). Industry dominance by a few, relatively (and sometimes absolutely) large enterprises- a characteristic feature of an oligopoly (for example, companies - operators cellular communication in Russia - MTS, VimpelCom, MegaFon). A small number of players in a large market leads to an oligopoly and a significant market share of each of these players.

Pure monopoly – a type of market structure characterized by a lack of competition, which implies dominance in a market closed by entry barriers of one firm that produces a unique product and controls the price; the sole producer (seller) of a specific product or service. Under a pure monopoly, a company has a special market power that allows it to regulate the market prices of its products, changing the volume of sales. At the same time, the firm cannot set any prices, since it is limited by the solvency of consumers and the operation of the law of demand.

Each of these market structures is distinguished by a different degree of market power of an individual producer, which is inversely related to the degree of development of competitive relations in the market. market power - the ability of a producer or consumer to influence the situation on the market, primarily on the market price. If market power is manifested on the demand side, then we should talk about the market power of the buyer. Bargaining power of the producer It consists in the presence or absence of the opportunity for him to influence the industry (market) price of manufactured products by changing output volumes. The market power of an individual seller is determined by the peculiarities of the organization of the market structure and depends on following factors:

• the firm's share in the industry-wide supply. The greater the share of a given firm in the market supply, the more opportunities it has, by changing its own offer, to influence the industry-wide (market) supply, and hence the market price;
• the degree of price elasticity of demand for the firm's products. The less elastic demand is, the less the company fears a negative reaction from consumers of its products, the more opportunities it has for price maneuver, the higher its market power;
• availability of substitutes for this product, because the more substitutes a product has, the higher the price elasticity of demand. A high elasticity will limit the bargaining power of a given firm;
• features of interaction between firms, operating in the industry, which can give rise to market power for producers operating in the industry. This situation is possible if firms can collude and reach an agreement on the division of the market and on the market price.

In details this topic can be considered in any study guide in microeconomics.

Practice examples

The market power of an individual producer in an industry lies in the ability to influence the market price of a product. (R X). Suppose that a certain firm has market power (is a monopoly) and can influence the industry price. It turns out that this firm will not be able to arbitrarily set the price R X. As you know, the price is set as a result of the interaction of market demand and supply. By reducing or expanding its individual supply, a firm with market power can affect industry supply, but not industry demand. Market demand will be determined by the operation of the law of demand and is functionally independent of the behavior of the firm, even if it has market power. Thus, the ability of an individual firm to influence the industry price will be limited by market demand. A firm with market power is limited in choosing a price for its products and the following circumstance. In an effort to maximize profits, the firm is forced to choose the appropriate volume of production for each price level, looking for the price-output ratio that ensures profit maximization.

The degree of market power can be quantified. For this, the so-called Lerner coefficient, which is defined as the ratio of the excess of the firm's price over its marginal cost to the price of the good:

where R– price; MS – marginal cost; is the elasticity of demand for the firm's product.

Coefficient values ​​are calculated in absolute terms, with 0< L < 1. AT conditions of perfect competition, when none of the firms operating in the market has market power, L= 0. Under conditions of pure monopoly, when there is only one producer on the market, which has virtually absolute market power, L = 1 .

Competition indicators

To determine the degree of competition and monopoly power in the market of perfect and imperfect competition, economic theory and practice uses a number of indicators.

According to the definition given in federal law dated July 26, 2006 No. 135-Φ3 "On Protection of Competition", commodity market - the sphere of circulation of goods (including foreign-made goods) that cannot be replaced by other goods, or interchangeable goods (hereinafter referred to as a certain product), in borders of which (including geographical ones), based on economic, technical or other possibility or expediency, the purchaser can purchase goods, and such an opportunity or expediency is absent outside of it.

The commodity market is part of the reproduction process, covering the sphere of circulation of goods (works, services), as a result of which, at a certain time and within certain territorial boundaries, these works and services from the manufacturer (seller) are transferred to the buyer (recipient).

Market concentration is the relative size and number of enterprises operating in the market. In accordance with the Procedure for analyzing the state of competition in the commodity market (Order of the Federal Antimonopoly Service of Russia dated April 28, 2010 No. 220) (hereinafter referred to as the Procedure) to determine the level of concentration commodity market It is recommended to use the following indicators.

Market Concentration Index (Concentration Ratio – CR) - the sum of shares in the commodity market (expressed as a percentage) a certain amount (P) the largest economic entities operating in this market:

where P- the number of considered largest economic entities operating in the commodity market; D- expressed as a percentage of the share i-th largest economic entity operating in the commodity market,

Herfindahl Market Concentration Index – Hirschmann (Herfindahl – Hirschman Index – ING) is the sum of the squares of shares (expressed as a percentage) in the commodity market of all economic entities operating in this market:

where d i - expressed as a percentage of the share i-th business segment operating in the commodity market; P- the total number of economic entities operating in this market.

Index HHI is limited from above to 10,000 (moreover, this value is achieved only in the case of a pure monopoly of one firm).

In accordance with different values ​​of the Herfindahl-Hirshman market concentration index (coefficient), the following levels of commodity market concentration are distinguished in the Order (Table 1.3).

Table 1.3

Market concentration levels

Concentration level
Moderate

Rosenbluth index (I r) (Holla – Tideman) is the rank index of concentration, calculated on the basis of a comparison of the ranks of entrepreneurial firms in the market of goods with the same name and the shares of these firms in the markets under consideration:

where D i – part of the i-th enterprise in the total volume of sales in the market; i- the rank of the enterprise depending on its part of the market; P- the number of competitors in this market sector.

The smaller the value of this index as a result of calculations, the less monopolized the desired sector looks. Maximum index value I r = 1; in this case, there is every reason to conclude that one of the business entities represented in the market sector under consideration has acquired a monopoly position.

Relative concentration coefficient (k) – used to quantify the ratio of the number of the largest in size financial assets entrepreneurial firms in the market of goods with the same name and the share of sales of these goods controlled by them. In the measurement process, it is assumed that the desired business entities have a dominant position in the market sector under consideration; this assumption is verified in the course of the calculations. The relative concentration coefficient is calculated as follows:

where β is the share of the number of entrepreneurial firms that presumably have a dominant position in the market of similar goods, in total strength business entities operating in this market sector, as a percentage. For example, if there are competitive actions of 20 business entities on the market, and the first 5 of them are the object of consideration, this share will be 25% (5: 20,100); α is the share of sales of entrepreneurial firms, presumably having a dominant position in the market of goods with the same name, in the total sales volume in this market sector, in percent.

At k > 1 there is no concentration, the market is competitive. At k< 1 there is a high degree of concentration in the market, the bargaining power of enterprises is large.

Gini concentration coefficient(G) characterizes the degree of distribution of units of the population according to the level of the attribute. It takes values ​​from zero to one, and the higher it is, the higher the level of concentration and uneven distribution of enterprises in the market. The Gini coefficient is illustrated by a Lorentz curve that shows the relationship between the percentage of market size and the number of firms operating in the market, calculated on a cumulative basis (cumulatively) from smaller firm to larger firm.

The Gini coefficient is the ratio of the area bounded by the actual Lorentz curve and the Lorentz curve for absolutely uniform distribution to the area of ​​the triangle bounded by the Lorentz curve for absolute uniform distribution of shares and the abscissa and ordinate axes. There are several options for calculating the Gini coefficient. In our case, it is calculated using the following formula:

where d xi is the share of enterprises in each group (decile, quintile); d yi is the share of each group of enterprises in the total volume of products manufactured in a particular market; ( cum)yi is the cumulative (cumulative) share of manufactured products, ranked from the smallest to the largest enterprise in the market.

But do these indexes always work? The application of competition law is possible only with a strict definition of the boundaries of the market. The key to understanding the boundaries of a particular commodity market is the concept of "interchangeability". At the same time, depending on the demand of a particular consumer, the limits of interchangeability can vary significantly. So, for example, bread and bakery products, milk and dairy products in general are interchangeable goods for the population, but for a certain category of consumers (diabetics, children preschool age) only the consumption of specific products in the specified group of goods is possible. To assess the interchangeability of goods in production, it is necessary to take into account the availability of free production capacities that can be used for the production of one of the goods included in this product group, or technological capabilities switching production facilities to the production of this product group.

In addition to the concentration level, the calculation of the competition intensity indicator is very indicative (Table 1.4). Intensity of competition- the nature and degree of opposition of competitors in one industry or in one market.

Table 1.4

Intensity of competition

Index	Method of calculation	Explanation of used variables
Intensity of competition, calculated based on the assessment degree of similarity of parts of competitors	The higher the coefficient of variation, the lower the inverse coefficient of variation and, accordingly, the lower the intensity of competition and vice versa	U s - an indicator of the intensity of competition in the product market under consideration, measured on the basis of an assessment of the degree of similarity of the shares of competitors; y(S) - standard deviation market shares competitors; S A – arithmetic mean of competitor's market shares; S i - market share i-th competitor;
		- the number of enterprises (considered competitors, competing trademarks) in the commodity market under consideration
The indicator of the intensity of competition, taking into account the profitability of the market ( U R)		P pmfit – the total profit received by enterprises in this market; O p is the total volume of sales in the market
The intensity of competition, depending on the growth rate of market capacity ( U tr)		T p is the annual growth rate of sales in the market
The generalized indicator of the intensity of competition ( U k)

Lind's coefficient (L). Determines the degree of inequality between the market-leading suppliers of the same goods:

where ; k- number largest suppliers(at least two); A i is the total market share attributable to i suppliers; A k – market share attributable to k major suppliers.

The Lind coefficient is used as a determinant of the oligopoly boundary. Calculated L for k = 2, k = 3 etc. until , i.e. until the moment when the first discontinuity of the exponent is received L. The boundary is considered to be set when it reaches a value less than .

The determined boundary can characterize the market for the presence of a rigid or diffuse oligopoly, thereby allowing empirically to identify the proposed range of entrepreneurial business entities that can jointly dominate the market of goods with the same name and perform concerted actions aimed at limiting direct competition from their common external environment.

entropy coefficient. The absolute values ​​of the entropy coefficient obtained using various calculation methods do not change the economic meaning of this indicator. They allow not only to analyze the trends occurring in the same sector of the commodity market over a certain period of time, but also to compare different types of markets with each other:

where S i - share of sales of goods i-th firm in the considered sector of the commodity market; P- the number of business entities operating in this market sector.

The entropy coefficient characterizes the degree of deconcentration of business activity in the hands of individual business entities and allows you to more deeply explore the level and dynamics of the competitive positioning of these business entities: the larger the value, the higher the degree of economic uncertainty, the lower the probability of forming a monopoly or oligopoly.

Dispersion of logarithms of market shares(σ2) characterizes the distribution of sales volumes between enterprises:

where q i – share of sales i th enterprise in the market; q aver is the average share of one enterprise in the market; P- the number of economic entities in the market.

Dispersion determines the possible bargaining power of enterprises through the inequality of their sizes. The greater the dispersion, the more uneven and concentrated the market, the weaker competition and the stronger the bargaining power of large enterprises in the market.

Denoting through M q the arithmetic average of market shares in this competitive market, and through Q max - the maximum share in this market, you can calculate the index of the maximum share (Ι,ι max) according to the formula

Mathematically, this means that for a competitive market, the shares of each enterprise will be equal to 1 /P. The degree of deviation of the enterprise's share from this value will simultaneously characterize the degree of difference from this value, the more the market approaches a monopoly state.

The index has limits of change from zero to one and at the same time gives a clear interpretation of its values:

• - with an index value from 1 to 0.75 - the market is monopoly; with an index value from 0.75 to 0.50, the market is oligopolistic;
• - with an index value from 0.50 to 0.25 - the market of monopolistic competition;
• – if the index value is from 0.25 to 0 – the market is competitive.

To assess the potential of market attractiveness and the company's competitive position, not single indicators are taken into account, but a whole set of factors specific to a particular industry and company. In the very general view, to avoid major mistakes, the prospects for various areas of activity can be assessed as follows (Fig. 1.7).

Rice. 1.7.

Illusory kind of activity – areas where the market seems unusually attractive for the company because it is large, dynamic, expanding, etc. However, these are areas in which the company will only be able to hold a weak position due to the fact that such markets are impregnably defended by competitors who have entrenched themselves in them.

Unpromising type of activity - unattractive markets where the company may be just one of many. Here are the characteristics of the markets from which it is better for companies to leave: once attractive for the company, but this moment Shrinking, or markets in which the company's position is undermined by new competitors or the emergence of new technologies.

Primary occupation- markets that provide the company with the advantages it needs, where it can take a strong position. These are the most preferred areas for investing time and resources. Main question: how well does the company understand what makes the market attractive for a particular organization and what ensures the strength of a competitive position?

The main directions of competitive analysis

Every company should know the answers to the following questions.

• 1. Who are its competitors?
• 2. What are their strategies? What are their goals?
• 3. What are their strengths and weaknesses?
• 4. How do they respond to different competitive practices?

In addition, a company needs to know how competition surveillance systems, market attack and defense rules are created, and be able to maintain a balance of attention to consumers and competitors.

The competitor analysis process is the process of identifying key competitors, evaluating their goals, strategies, strengths, weaknesses, and range of likely responses, and selecting competitors to attack or avoid (Figure 1.8). Any company must constantly compare its products, prices, distribution channels and sales promotions with those used by its closest competitors. By conducting a competitive analysis, a company can identify areas of potential competitive advantage and possible harm (bottlenecks). Subsequently, the company can use more effective strategies against its competitors. marketing campaigns and prepare stronger defensive measures in response to competitors.

Competitive analysis is usually used to analyze the external situation of a single business company. The design of the competitive analysis should provide information in the following areas (Fig. 1.9).

Rice. 1.8.

The public is a group of people with an existing potential interest in how a company formulates and implements its policies. Various groups of individuals that make up the public can either promote or oppose the implementation of this policy. Therefore, in order to maintain mutual understanding between the company and the public, the company must be able to communicate with the public.

Usually there are the following public groups:

• financial public groups (shareholders, banks, insurance companies, etc.);
• the government as a public group (Ministry for Antimonopoly Policy, State Customs Committee, etc.);
• opinion leaders (a person who acts as an intermediary between the means of communication and his own group, who selects and interprets the transmitted information);
• mass media;
• public opinion of the broad masses of the population;
• company employees (internal public opinion);
• interest groups (trade unions, consumer organizations, trade associations).

Practice examples

The Coca-Cola drink was invented in Atlanta (Georgia, USA) on May 8, 1886. Its author is pharmacist John Stith Pemberton. The main ingredients of the drink were as follows: three parts of coca leaves (from the same leaves in 1859, Albert Niemann isolated a special component (drug) and called it "cocaine") to one part of the nuts of the tropical cola tree.

In the late 1890s public opinion turned against cocaine, and in 1903 in the newspaper New York Tribune an article appeared claiming that it was Coca-Cola that was to blame for the fact that blacks from the urban slums who had drunk on it began to attack white people. After that, not fresh coca leaves were added to the drink, but already “squeezed out”, from which all cocaine was removed.

Since then, the popularity of the drink has grown exponentially.

Rice. 1.9.

In the context of the influence of consumers on the development of the market, consumerism is of great importance ( consumerism), the activities of public groups, consumer associations, aimed at protecting the rights of consumers. Protection is carried out by consumer associations, the government (making laws that protect the interests of consumers) and directly by companies (consumer non-damage agreements, warranty conditions).